Podcast appearances and mentions of karen berman

Get more notes at https://podcastnotes.org Business* Active Listening by Carl R. Rogers* Key reading for getting better at negotiations* Source: Chris Voss's recommendation to Jordan B. Peterson (PN)* When Helping Hurts by Steve Corbett and Brian Fikkert* One of the best books about philanthropy* Source: Brent Beshore's recommendation to Shane Parrish (PN)* Hey, Whipple, Squeeze This by Luke Sullivan* A simple guide to creating great advertisements* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)* Words That Work by Frank Luntz* Mastering the art of words* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)Economics* The Creature From Jekyll Island by G. Edward Griffin* Analysis of bank bailouts* Source: Michael Saylor and Peter McCormack in discussion (PN)* Broken Money by Lyn Alden* “Money” is the biggest total addressable market in the world, and the money now is currently broken* Source: Dylan LeClair recommendation (PN)* The Great Wave: Price Revolutions and the Rhythm of History by David Hacket Fischer* Explores the recurring cycles of price inflation throughout history, connecting economic trends to broader social and cultural changes* Source: Rudyard Lynch's recommendation to Tom Bilyeu (PN)* Fiat Food: How Government, Industry, and Science Manufacture the Foods We Eat by Matthew Lysiak* Why inflation has destroyed our health and how Bitcoin may fix it* Source: Matthew Lysiak's appearance on We Study Billionaires (PN)Entrepreneurship* Zero to One by Peter Thiel* One of the most commonly recommended books for entrepreneurs* Source: Multiple* Only The Paranoid Survive by Andrew Grove* Must read for all entrepreneurs* Source: Morgan Housel and Chris Williamson in discussion (PN)* Million Dollar Weekend: The Surprisingly Simple Way to Launch a 7-Figure Business in 48 Hours by Noah Kagan* The idea of starting a business is often so overly romanticized that people never make the jump into entrepreneurship* Source: Noah Kagen's appearance on Deep Questions with Cal Newport (PN)* Mastery by Robert Greene* The value of mastering a skill set* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* Bird by Bird by Anne Lamott* How to overcome creative roadblocks* Source: Chris Beresford-Hill and Tim Ferriss in discussion (PN)* Chase, Chance, and Creativity by James Austin* Talks about how certain people attract luck and how luck can be created* Source: Mike Maples, Jr. recommendation to Lenny Rachitsky (PN)* Fooled by Randomness by Nassim Taleb* The impact of randomness and luck on success* Source: Cyrus Yari and Iman Olya book review (PN)* Skin in the Game by Nassim Taleb* “You cannot separate knowledge from contact with the ground. Actually, you cannot separate anything from contact with the ground.” – Nassim Taleb* Source: Cyrus Yari and Iman Olya book review (PN)* Andrew Carnegie by David Nasaw* “I got married at Carnegie Hall because of my love for Andrew Carnegie… He did a lot of bad things, but he was mostly amazing” – Sam Parr* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* Tycoon's War by Stephen Dando-Collins* Cornelius Vanderbilt: How his mind worked and why you wouldn't want to compete against him* Source: David Senra book review (PN)* Titan: The Life of John D. Rockefeller, Sr. by Ron Chernow* Most successful entrepreneurs can be honest family men, too* Source: Sam Parr's recommendation to Andrew Wilkinson (PN)* The Presentation Secrets of Steve Jobs: How To Be Insanely Great in Front of Any Audience by Carmine Gallo* Nobody had more compelling presentations than Steve Jobs* Source: David Senra book review (PN)* How To Be Rich by J. Paul Getty* “I would like to convince young businessmen that there are no surefire, quick, and easy formulas for success in business” – J. Paul Getty* Source: David Senra book review (PN)* Sam Walton: The Inside Story of America's Richest Man by Vance H. Trimble* Discover the rags-to-riches tale of billionaire Sam Walton, founder of the discount chain Wal-Mart and America's richest man, in this study of old-fashioned values like honesty and hard work* Source: David Senra book review (PN)Investing* What I Learned About Investing From Darwin by Pulak Prasad* How to beat the market, the biggest mistakes investors make, why history is more important than projections, and how natural selection applies to investing* Source: Kyle Grieve book review (PN)* The Intelligent Investor by Benjamin Graham* Understanding the difference between price and value* Source: Bill Ackman's recommendation to Lex Fridman (PN)* The Algebra of Wealth by Scott Galloway* “America is a loving, generous place if you have money. It is a rapacious, violent place if you don't.” – Scott Galloway* Source: Scott Galloway's appearance on The Rich Roll Podcast (PN)* A Mathematician Plays The Stock Market by John Paulos* Source: John Paulos appearance on Infinite Loops with Jim O'Shaughnessy (PN)* Poor Charlie's Almanack by Charlie Munger* Charlie Munger understood incentives and human psychology, but never used that knowledge to manipulate others* Source: Warren Buffett's recommendation to shareholders (PN)* Think Twice: Harnessing the Power of Counterintuition by Michael J. Mauboussin* Making decisions is part of life, this is how you make better ones* Source: John Paulos and Jim O'Shaughnessy in discussion (PN)* Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist by Brad Feld and Jason Mendelson & Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean by Karen Berman and Joe Knight* Books that Ateet Ahluwalia gives people who join his firm* Source: Ateet Ahluwalia recommendations to Jim O'Shaughnessy (PN)* eBoys: The First Inside Account of Venture Capitalists at Work by Randall Stross* An intriguing insider's look at the rise of Silicon Valley through the lens of the pioneering venture capital firm Benchmark Capital* Source: Aarthi Ramamurthy and Sriram Krishnan in discussion (PN)* Flash Boys: A Wall Street Revolt by Michael Lewis* How the insiders got exposed* Source: Joseph Stiglitz and Tyler Cowen in discussion (PN)Productivity* Attention Span: A Groundbreaking Way to Restore Balance, Happiness, and Productivity by Gloria Mark* Illustrates four myths about attention span* Source: Cal Newport book review (PN)* The Effective Executive: The Definitive Guide to Getting The Right Things Done by Peter Drucker, The 7 Habits of Highly Effective People by Stephen Covey, and Getting Things Done: The Art of Stress-Free Productivity by David Allen* Three books that embody the evolution of productivity* Source: Cal Newport recommendation to Chris Williamson (PN)* Four Thousand Weeks: Time Management for Mortals by Oliver Burkeman* How to embrace the fact that you can't do everything* Source: Cal Newport recommendation to Chris Williamson (PN)Leadership* The Hard Thing About Hard Things by Ben Horowitz* Great lessons about running a business and being a leader* Source: Marc Andreessen's recommendation to Rick Rubin (PN)* Thinking Fast and Slow by Daniel Kahneman* Frequently recommended over and over again this year* Source: Bill Gurley, Michael Mauboussin, and Patrick O'Shaughnessy in discussion (PN)* Ender's Game by Orson Scott Card* Sci-fi novel but also a great way to study leadership* Source: Tim Ferriss recommendation to Chris Williamson (PN)* Art of War by Sun Tzu* Do not assume that your enemy thinks in a similar way that you do* Source: Source: Jocko Willink recommendation (PN)* Adventures of a Bystander by Peter Drucker* A captivating journey through his encounters with remarkable individuals who influenced his thinking and shaped the world of management* Source: Jim O'Shaughnessy's recommendation to Ateet Ahluwalia (PN)Motivation* The Alchemist by Paulo Coelho & Ask and It Is Given by Esther and Jerry Hicks* Helped Mike Posner on his spiritual journey* Source: Big Sean recommendations to Mike Poser (PN)* Driven From Within by Michael Jordan* Written during his career peak* Source: David Senra book review (PN)* Michael Jordan: The Life by Roland Lazenby* The key insights into Michael Jordan's competitive spirit and how it made him the greatest basketball player of all time* Source: Ben Wilson book review (PN)Deep Thinking* The Beginning of Infinity and The Fabric of Reality by David Deutsch* Naval Ravikant praises David's work, considering him the smartest human alive* Source: Naval Ravikant and Niklas Anzinger in discussion (PN)* The Ego Tunnel: The Science of the Mind and the Myth of the Self by Thomas Metzinger* “Life is not a mystery anymore” – Thomas Metzinger* Source: Thomas Metzinger's appearance on Making Sense with Sam Harris (PN)* Gold by Haleh Liza Gafori (a new translation of Rumi's poems)* Remedy for overthinking before bed* Source: Tim Ferriss recommendation to Chris Williamson (PN)Get the FULL List at Podcast Notes Thank you for subscribing. 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Infinite Loops Key Takeaways  Investing is a service-based business; focus on the karma! “The four horsemen of the investment apocalypse are fear, greed, hope, and ignorance. And only ignorance is something that you can address.” –  Jim O'ShaughnessyTake actions that increase the surface area of your luck Ironically, in a changing world, playing it safe is one of the riskiest things that you can doLearn how you are going to react to every phase of the market You have to be selective, but you also have to be okay with rejection  Trust is a function of experience, and experience is a function of timeYou do not need to be right every time to dominate; the best traders in history are right just a little more than 50% of the time  How to add value early in your career: Find the 10% of a person's life that they hate, and make that problem go away for themThe investing industry is based on trust and reputation – it is wise to remember thisRead the full notes @ podcastnotes.orgLet me introduce you to the four horsemen of the investment apocalypse: Fear. Greed. Hope. Ignorance. Notice anything? Three of four are emotions. I've long argued that effective investing is far more about emotional control than technical know-how (although the latter certainly helps!) By hook or by crook, the best investors can find a way to tame their pesky emotional impulses and overcome that primal urge to respond impulsively to panic, passion, or pride. My guest, the razor-sharp Ateet Ahluwalia, is a veteran trader and investor who has spent well over 15 years at the coalface, from trading at Goldman at the dawn of the financial crisis to his current role as founder and managing director of the venture capital firm Island Green Capital Management. As you'll hear from our conversation, Ateet has built an insanely deep understanding of the emotional constitution required to succeed in finance and venture capital, which informs his approach to risk management, hiring, investing, due diligence, and everything in between. I hope you enjoy our wide-ranging conversation, whose implications extend well beyond investing. For episode takeaways, a full transcript, and various other goodies, check out our Substack. Important Links: The Thinker and The Prover; by Jim O'Shaughnessy Ateet's LinkedIn Island Green Capital Management Show Notes: Why Venture Capitalists Should Shun the Glory “In a changing world, playing it safe is one of the riskiest things you can do." Risk: Why Size Matters The Emotional Constraints of Investing How to Find Out What Someone Really Wants The Purifying Power of Mistakes Pick up the Phone! Being Humbled by the Market Public vs Private Investing Why Hit Rates Matter Assessing the Macro Position Bullshitting, Question-Dodging, and Other Red Flags The Many Bosses of the Venture Capitalist Be a Painkiller Ateet as Emperor of the World MORE! Books Mentioned: The Enlightenment Trilogy; by Jed McKenna Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist; by Brad Feld & Jason Mendelson Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean; by Karen Berman, Joe Knight & John Case Adventures of a Bystander; by Peter F. Drucker

Infinite Loops Key Takeaways  Investing is a service-based business; focus on the karma! “The four horsemen of the investment apocalypse are fear, greed, hope, and ignorance. And only ignorance is something that you can address.” –  Jim O'ShaughnessyTake actions that increase the surface area of your luck Ironically, in a changing world, playing it safe is one of the riskiest things that you can doLearn how you are going to react to every phase of the market You have to be selective, but you also have to be okay with rejection  Trust is a function of experience, and experience is a function of timeYou do not need to be right every time to dominate; the best traders in history are right just a little more than 50% of the time  How to add value early in your career: Find the 10% of a person's life that they hate, and make that problem go away for themThe investing industry is based on trust and reputation – it is wise to remember thisRead the full notes @ podcastnotes.orgLet me introduce you to the four horsemen of the investment apocalypse: Fear. Greed. Hope. Ignorance. Notice anything? Three of four are emotions. I've long argued that effective investing is far more about emotional control than technical know-how (although the latter certainly helps!) By hook or by crook, the best investors can find a way to tame their pesky emotional impulses and overcome that primal urge to respond impulsively to panic, passion, or pride. My guest, the razor-sharp Ateet Ahluwalia, is a veteran trader and investor who has spent well over 15 years at the coalface, from trading at Goldman at the dawn of the financial crisis to his current role as founder and managing director of the venture capital firm Island Green Capital Management. As you'll hear from our conversation, Ateet has built an insanely deep understanding of the emotional constitution required to succeed in finance and venture capital, which informs his approach to risk management, hiring, investing, due diligence, and everything in between. I hope you enjoy our wide-ranging conversation, whose implications extend well beyond investing. For episode takeaways, a full transcript, and various other goodies, check out our Substack. Important Links: The Thinker and The Prover; by Jim O'Shaughnessy Ateet's LinkedIn Island Green Capital Management Show Notes: Why Venture Capitalists Should Shun the Glory “In a changing world, playing it safe is one of the riskiest things you can do." Risk: Why Size Matters The Emotional Constraints of Investing How to Find Out What Someone Really Wants The Purifying Power of Mistakes Pick up the Phone! Being Humbled by the Market Public vs Private Investing Why Hit Rates Matter Assessing the Macro Position Bullshitting, Question-Dodging, and Other Red Flags The Many Bosses of the Venture Capitalist Be a Painkiller Ateet as Emperor of the World MORE! Books Mentioned: The Enlightenment Trilogy; by Jed McKenna Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist; by Brad Feld & Jason Mendelson Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean; by Karen Berman, Joe Knight & John Case Adventures of a Bystander; by Peter F. Drucker

Infinite Loops Key Takeaways  Investing is a service-based business; focus on the karma! “The four horsemen of the investment apocalypse are fear, greed, hope, and ignorance. And only ignorance is something that you can address.” –  Jim O'ShaughnessyTake actions that increase the surface area of your luck Ironically, in a changing world, playing it safe is one of the riskiest things that you can doLearn how you are going to react to every phase of the market You have to be selective, but you also have to be okay with rejection  Trust is a function of experience, and experience is a function of timeYou do not need to be right every time to dominate; the best traders in history are right just a little more than 50% of the time  How to add value early in your career: Find the 10% of a person's life that they hate, and make that problem go away for themThe investing industry is based on trust and reputation – it is wise to remember thisRead the full notes @ podcastnotes.orgLet me introduce you to the four horsemen of the investment apocalypse: Fear. Greed. Hope. Ignorance. Notice anything? Three of four are emotions. I've long argued that effective investing is far more about emotional control than technical know-how (although the latter certainly helps!) By hook or by crook, the best investors can find a way to tame their pesky emotional impulses and overcome that primal urge to respond impulsively to panic, passion, or pride. My guest, the razor-sharp Ateet Ahluwalia, is a veteran trader and investor who has spent well over 15 years at the coalface, from trading at Goldman at the dawn of the financial crisis to his current role as founder and managing director of the venture capital firm Island Green Capital Management. As you'll hear from our conversation, Ateet has built an insanely deep understanding of the emotional constitution required to succeed in finance and venture capital, which informs his approach to risk management, hiring, investing, due diligence, and everything in between. I hope you enjoy our wide-ranging conversation, whose implications extend well beyond investing. For episode takeaways, a full transcript, and various other goodies, check out our Substack. Important Links: The Thinker and The Prover; by Jim O'Shaughnessy Ateet's LinkedIn Island Green Capital Management Show Notes: Why Venture Capitalists Should Shun the Glory “In a changing world, playing it safe is one of the riskiest things you can do." Risk: Why Size Matters The Emotional Constraints of Investing How to Find Out What Someone Really Wants The Purifying Power of Mistakes Pick up the Phone! Being Humbled by the Market Public vs Private Investing Why Hit Rates Matter Assessing the Macro Position Bullshitting, Question-Dodging, and Other Red Flags The Many Bosses of the Venture Capitalist Be a Painkiller Ateet as Emperor of the World MORE! Books Mentioned: The Enlightenment Trilogy; by Jed McKenna Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist; by Brad Feld & Jason Mendelson Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean; by Karen Berman, Joe Knight & John Case Adventures of a Bystander; by Peter F. Drucker

Let me introduce you to the four horsemen of the investment apocalypse: Fear. Greed. Hope. Ignorance. Notice anything? Three of four are emotions. I've long argued that effective investing is far more about emotional control than technical know-how (although the latter certainly helps!) By hook or by crook, the best investors can find a way to tame their pesky emotional impulses and overcome that primal urge to respond impulsively to panic, passion, or pride. My guest, the razor-sharp Ateet Ahluwalia, is a veteran trader and investor who has spent well over 15 years at the coalface, from trading at Goldman at the dawn of the financial crisis to his current role as founder and managing director of the venture capital firm Island Green Capital Management. As you'll hear from our conversation, Ateet has built an insanely deep understanding of the emotional constitution required to succeed in finance and venture capital, which informs his approach to risk management, hiring, investing, due diligence, and everything in between. I hope you enjoy our wide-ranging conversation, whose implications extend well beyond investing. For episode takeaways, a full transcript, and various other goodies, check out our Substack. Important Links: The Thinker and The Prover; by Jim O'Shaughnessy Ateet's LinkedIn Island Green Capital Management Show Notes: Why Venture Capitalists Should Shun the Glory “In a changing world, playing it safe is one of the riskiest things you can do." Risk: Why Size Matters The Emotional Constraints of Investing How to Find Out What Someone Really Wants The Purifying Power of Mistakes Pick up the Phone! Being Humbled by the Market Public vs Private Investing Why Hit Rates Matter Assessing the Macro Position Bullshitting, Question-Dodging, and Other Red Flags The Many Bosses of the Venture Capitalist Be a Painkiller Ateet as Emperor of the World MORE! Books Mentioned: The Enlightenment Trilogy; by Jed McKenna Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist; by Brad Feld & Jason Mendelson Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean; by Karen Berman, Joe Knight & John Case Adventures of a Bystander; by Peter F. Drucker

When any finance business partner–a CFO or an FP&A professional–wants their counterpart across the table in marketing, sales or HR, to understand the essentials of numbers, they hand them the business classic, Financial Intelligence, A Manager's Guide to Knowing what the Numbers Really Mean. First published in 2006, the book has been named in the Top 100 Business Books of all time and remains a word of mouth sensation and continues to sell rapidly nearly two decades on. The classic was authored by former CFO, Joe Knight and Karen Berman. Until her untimely death 10 years ago, Karen, was also a force in engaging all employees in improving a company's finances Based on the principles of the book, Joe Knight, Partner and Senior Consultant with the Business Literacy Institute,  trains execs at some of the biggest companies in the world including NBCUniversal, Electronic Arts, and McKesson on business partnering and the importance of getting a business to understand and embrace their numbers and works. He has also been a guest on Bob Brinker's Money Talk show on KABC ratio and CNBC's Morning Call program. In addition his engaging keynote addresses, include "The Love affair with EBITDA" and "The Secrets of Finance Revealed". As CFO of Setpoint Companies, he spearheaded the financial education of engineers in this automation and roller coaster company and tells us some of his adventures from this journey and secrets to finance business partnering at the highest level. In this episode  The origins of the writing one of the most famous business books   Why I hated my time in finance at Ford Motor Company and how it shaped my thinking and journey Busting the fallacy you shouldn't share your numbers with your business Why actuals are not actual but just a guess (accountants close your ears).  How business partnering has changed  The metric of Financial literacy has stayed at 38% in companies for large companies nearly 20 years on Why it hurts operators if they don't understand the numbers  Focusing on three to five numbers  My experience with GE and NBC  The art of using limited data in finance  Harry Potter roller coasters and what it taught me about the ridiculous focus on EBITDA  Having seven Kids Not being a “numbers” person but a accretive person with numbers  Business Literacy institute: https://www.business-literacy.com/ Contact: mail@business-literacy.com

Today's guest is Karan Sood, the Director of Sales Operations at Rakuten Kobo, a Canadian seller of ebooks, audiobooks, e-readers and tablet computers. Karan is a “Top Pricing Strategy Voice” on LinkedIn, recognized for his active contributions of insights and engaging content to the online pricing community. He has 16 years of experience in pricing, working for prominent global brands, including YellowPages, Mitsubishi and General Motors.In this episode, Karan discusses his professional journey as a pricing professional who's worked across several industries and facing some of the toughest challenges one might face in the field, including a global financial crisis and digital transformation in print advertising.  In sharing his story, Karan provides practical insights for pricing professionals and businesses interesting in using their pricing capabilities to drive outcome-oriented innovation within their organizations.Links to resources mentioned in the show:The Strategy and Tactics of Pricing 6th Edition by Thomas T. Nagle and Georg MüllerInfluence, New and Expanded: The Psychology of Persuasion by Robert B. Cialdini Financial Intelligence, Revised Edition: A Manager's Guide to Knowing What the Numbers Really Mean by Karen Berman and Joe Knight ----------Get your free copy of Get Ready for the Future Of Pricing with our A-Z Guide.You can access all of our Pricing Heroes episodes featuring our interviews with retail pricing experts at https://competera.ai/resources/pricing-heroes.Interested in joining a dynamic community of pricing experts? Check out the Retail Pricing Community on LinkedIn, where you will find a community of professionals sharing their expertise and discussing the latest trends.For more information about AI pricing solutions, visit Competera.ai.

#64: Continuing on the series about your business money, Sevana and Tiffany go over the red flags to look for on your financial reports so you keep your business on the up-and-up. You don't need to be an accountant or financial whiz to understand today's episode. We're breaking things down so that any entrepreneur can get smart enough to look for or avoid financial red flags! Famous Examples:  Uber & FedEx Recommendations: Financial Intelligence, Revised Edition: A Manager's Guide to Knowing What the Numbers Really Mean by Karen Berman and Joe Knight  The Layman's Guide to Understanding Financial Statements: How to Read, Analyze, Create & Understand Balance Sheets, Income Statements, Cash Flow & More by Simon Lawrence - currently on Kindle Unlimited for free at the recording of this podcast. How to Read and Understand Financial Statements When You Don't Know What You Are Looking At by Brian Kline **************************** About BBSB -  We are two business owners with two very different perspectives on building business, and the business behind that in order to achieve your goals. One of us built to sell, and will continue on the serial entrepreneurial path, which means your focus and drive should include very particular tools and tips in order to achieve your goal. The other, is building a generational business, one that can go on long after she's let go of the wheel. This type of business also requires very specific tools and platforms to achieve this goal. Both women have been successful in their own right, but in honesty - haven't scratched the surface! Sponsorship Opportunities - Email us to learn about our sponsorship packages!⁠⁠⁠⁠⁠⁠⁠thebusinessbehindsmallbusiness@gmail.com⁠⁠⁠⁠⁠⁠⁠ Notice - As an Amazon Associate, we earn from qualifying purchases. These earnings contribute towards the costs of creating this podcast and we greatly appreciate your support! Disclaimer - We are NOT licensed financial experts, nor do we give financial advice. Anything we share with you here on our podcast, whether it be a personal experience or submission, or advice/tips that have worked for us, or that we believe would work for you should not be viewed as either financial, business, or tax advice. We ask for you to do your research, have open and honest conversations with your company's own support providers and make decisions based upon that. Throughout this broadcast we will share our knowledge and give suggestions and hope you will receive them as part of your overall research to better your own company.

What role does HR play in helping your company succeed in the marketplace?Why should you take an “outside-in” approach to building your talent strategy?My guest on this episode Is Dave Ulrich, Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at The RBL GroupDuring our conversation, Dave and I discuss:Why HR is not about HRWhy your talent strategy needs to start with the one simple questionDave's advice to next-gen HR leaders on how get promoted faster than your peersWhy the expectations for HR are rising and how we can respondHow the best leaders use data and their intuition to make decisionsConnecting with Dave:Dave Ulrich on LinkedInRBL Group - Building human capability that delivers business results.Resources:Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean by Karen Berman & Joe KnightFinance for Nonfinancial Managers, Second Edition by Gene Siciliano

Cách chúng ta suy nghĩ, cách ta nhìn nhận bản thân cả về thể chất, trí tuệ, tinh thần, tình cảm, cách ta nhìn nhận người khác và cả cách ta hoạch định để trải nghiệm cuộc sống mỗi ngày… sẽ quyết định ta là ai. Liệu chúng ta có đủ khôn ngoan? Chúng ta có cảm thấy niềm tin đang đồng hành trong tim? Liệu nỗi sợ hãi có đang điều khiển hành động của chúng ta? Khi ta thay đổi, thế giới sẽ đổi thay đưa ra luận điểm: Chúng ta chỉ có hai lựa chọn thật sự trong đời. Lựa chọn thứ nhất là rơi vào thất vọng, tê liệt và để mặc nỗi sợ hãi lấn lướt. Lựa chọn thứ hai là mở rộng trái tim với thế giới xung quanh, hàn gắn bản thân và người khác bằng cách thay đổi thói quen hành động trong các mối quan hệ. Chúng ta không thể thay đổi một ai đó. Chúng ta thường cũng không thể thay đổi hoàn cảnh. Nhưng chúng ta có thể thay đổi chính cách ứng xử của mình. Chúng ta có thể học cách suy nghĩ trước khi hành động. Chúng ta có thể học cách hành động bằng trái tim yêu thương thay vì phản ứng bằng thái độ tức giận hay tổn thương. Chúng ta hãy ghi nhớ là mình nắm quyền kiểm soát mọi thứ. Khi chúng ta ngừng chú tâm vào khó khăn, cách giải quyết sẽ xuất hiện. Được trình bày trong 12 bước đơn giản, cuốn sách này cung cấp cho chúng ta những hiểu biết cần thiết để tự tìm ra cách ứng xử hoà bình và tích cực trước mọi tình huống. Mỗi cuộc gặp gỡ là một điều thiêng liêng nên tất cả chúng ta cần có cách ứng xử sao cho phù hợp. Mỗi ngày một bước, chúng ta có thể tạo ra những thay đổi nhỏ - khi cộng lại sẽ thành thay đổi lớn - đối với người duy nhất mà chúng ta có thể thay đổi: chính bản thân mình. Tải ứng dụng để nghe trọn bộ Sách nói : voiz.vn/download

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Episode 135 - The One with Adam Lean   How do you know how well you are doing if you don’t measure it?  Ok, how about this...  How would you know who was winning if they dint keep score?  Now try this: How do you know how you are doing if you aren't keeping score?   And the better question is: how do you get better if you don’t know to get better?  I am talking about metrics.  Metrics is how we can keep score on everything we do.  If it has and input and an output, you can measure it.  But the thing is, most of us don’t measure anything.  How long does it take you to service and account, run a test, write a report, or sale a new customer?    Peter Drucker said “What get’s measured get’s improved.”  So, if we aren't measuring, we don’t have the structure to improve.  One of the things we need to measure in business is our business.  The is a limitless supply of items we can measure in business.  But measuring them is only step one.  Know what to do with that data and then how to know you are improvement is what is needed.  I'm guessing you are like me and you use a handful of metrics.  But what about the ones you don’t know to use because you’ve never heard of them.  Those could be the ones that solve that problem you are dealing with.  IF you don’t know what they are, you cannot benefit from them.   That’s why I partner with people that know more than I do.  Napoleon Hill in Think and Grow Rich mentioned how Henry Ford admitted under oath that he didn’t know everything he needed to know about business.  But he had access to those people he needed to help him fill in the gaps.  What are your gaps?  How will you fill them in?  Having a partner like Mr. Ford alluded to is key.  Today I talk with one of those partners, Adam Lean of The CFO Project.  Adam lets us know what we should be thinking about when it comes to tracking how we are doing in business.  Many have asked me about how they can find someone to help them in particular areas like:  Financial (CFO)  Technical  Virtual assistance  Insurance  And the list goes on...  I and the Scaling UP! H2O team have partnered with individuals and companies we trust and can help you with your questions.  Remember, Henry Ford didn’t know everything, he just knew who had the information he needed when he needed it.  Isn't it time you started thinking like Mr. Ford?    Go to scalinguph2o.com/ta to find a trusted advisor to help you today.   Key Quotes:  “More often than not accounting is just looking at what happened, not how to be proactive to make something happen.”  -Adam Lean “Fifty percent of all small businesses will fail within the first five years. It’s because they did not focus on the right things that matter to have a profitable business.”  -Adam Lean “Most business owners are very busy and are focused on the day to day operations because that is what they enjoy doing. In order to stay in business you’ve got to focus on the most important things needed to have a profitable business which turns into cash flow.”  -Adam Lean “Imagine going to a baseball game and you don’t know what the score is. So many people run their businesses that way and they simply don’t realize how much that information can lead to better decisions” -Adam Lean Key Points:  8:48 – Hear more about Adam’s background  12:50 – At what point does a business need a CFO?  16:41 – What aspects of financials are important to consider for a successful business?  22:17 – Understanding sustainable growth rate  29:30 – What does the relationship with the CFO look like?  41:10 – Important metrics for businesses to track  45:11 – Where to start learning more about your financials  47:40 – Lightning round questions  Links Mentioned in Episode:  Scranton Associates  Rising Tide Mastermind  12 Week Year by Brian Moran  The E-Myth Revisited by Michael E. Gerber  Financial Intelligence for Entrepreneurs by Karen Berman and Joe Knight  Schedule a time to talk to Adam   The ONE Thing by Gary Keller  Bad Blood by John Carreyrou  Trusted Advisors Network  Covid-19 Webinars  Adam’s LinkedIn Profile 

PODCAST EPISODE (EP10) Analyzing Your Financial Statements Welcome, you’re here at The Beacon, so glad you found us! Prepare to have your Blind Spots Illuminated! Over the last 3 episodes we studied and examined the key financial statements you should be receiving monthly; 1. the balance sheet 2. the income statement or P&L 3. and the Statement of Cash Flows Now, what the heck are you supposed to do with all that information! In this episode we will examine some basic financial statement analysis. Much of this analysis involves calculating ratios from the data contained in the financial reports. As I promised at the very beginning, the math here is very simple…Division, nothing more complex than that! The listener may find it easier to follow this analysis and ratios by printing out the show notes and using them as a reference. Ratios offer points of comparison , which can reveal more than the raw numbers alone. Ratios can help you determine if the numbers are favorable or unfavorable. Ratios themselves can be compared: 1. Over time 2. With projections, and 3. With Industry averages and benchmarks The Questions we are looking to answer are: 1. Can the business pay all of its bills? 2. Did the business make any money? and how much? 3. Can financial performance be improved? Remember our financial analysis provides a good picture of current financial health along with past performance. These numbers are more historical in nature rather than predictive. Although financials can help with planing and tactics, future performance of your practice depends on other critical factors beyond finance including: 1. The ability of Management to react to local economic conditions, market competition and changes. 2. The Experience and Capabilities of the doctors in the practice. 3. The practice’s current financial position. Recall the limitations of financial reports too; 1. Many of the dollar values are estimates at best. 2. The Balance Sheet does not show actual Net Worth. 3. Assets are valued at their Historical cost. Book values contained in these reports represent Original cost less accumulated depreciation. 4. Depreciation expense shown on the Income Statement is only an estimate of the amount of asset used, not the Value of the Asset. To begin our study, we will break down the Financial Ratios into 4 broad categories which can be used to analyze a companies performance; 1. profitability 2. leverage 3. liquidity 4. efficiency PROFITABILITY: a measure of a companies ability to generate sales and control expenses. This answers the question, Did the Practice make Money, and how much? GROSS PROFIT MARGIN PERCENTAGE: GROSS MARGIN = GROSS PROFIT / REVENUE (from the P&L) Recall, Gross Profit = Revenue - COGS or COS Gross Margin Shows the basic profitability of the product or service before expenses are considered. Or, how much the company must pay out in Direct Costs to make the product, or deliver the service. Trends are important here because they can indicate potential problems. Gross Profit trending down could mean that Market pressures and Competition are reducing Pricing Power, or the cost of material and labor are rising. Gross Margin can be an early indicator of favorable or unfavorable trends in the marketplace. OPERATING PROFIT MARGIN PERCENTAGE: OPERATING MARGIN = OPERATING PROFIT (EBIT) / REVENUE (P&L) Recall, Operating Profit = Gross Profit - Operating Expenses Operating Margin indicates how well a company is running its business from an operational standpoint. Or how well the managers are doing their job controlling expenses. Trends are important here too! Downward trend is a warning that COSTS and EXPENSES are rising faster than SALES. NET PROFIT MARGIN PERCENTAGE - the proverbial BOTTOM LINE (P&L) NET MARGIN = NET PROFIT / REVENUE Tells a company how much out of every sales dollar it gets to keep after EVERYTHING else has been paid for - payroll, vendors, lenders, and taxes. RETURN ON ASSETS: Tells you what percentage of every dollar invested in the business is returned to you as profit. ROA = NET PROFIT / TOTAL ASSETS (balance sheet) Remember, these ratios are more powerful when they are tracked over time to establish trend lines. LEVERAGE RATIOS: DEBT VS EQUITY FINANCING Let’s us quantify how a business is financed, or how a business uses debt. The Financial Analyst’s word for debt is LEVERAGE. One can compare this to a Mortgage. A mortgage allows you to purchase and live in a bigger home than you might otherwise be able to afford with your Cash savings alone. Also, the Interest payments on your mortgage debt is deductible from your taxable income making your home even more affordable. When you first take out a Mortgage, and say put down 20%, you are Highly Leveraged! You have more debt than equity. A business is similar in that it can invest in profit generating assets without drawing down its cash reserves and simultaneously deduct the interest payments on this debt from its taxable income. That’s a double win! You should note that BANKERS LOVE to look at your leverage when you apply for a loan, either business or personal. DEBT-to-EQUITY RATIO: DEBT-to-EQUITY RATIO = TOTAL LIABILITIES / SHAREHOLDER’s EQUITY Or, How much debt the company has for every dollar of shareholders equity. INTEREST COVERAGE: INTEREST COVERAGE = OPERATING PROFIT / ANNUAL INTEREST CHARGES Which is a measure of the company’s “interest exposure”, or how much interest it is paying relative to how much it’s making. Shows how easy it will be for a company to pay its interest. A high ratio means the company can take on more debt. LIQUIDITY RATIOS: Can we pay our bills? Can the company meet all its financial obligations, not just debt, but payroll, bank loans, payment to vendors, taxes, etc. Tracking this is critical for small businesses as they are the ones most in danger of running out of cash! This is an easy Ratio to Calculate and Track, it’s called the CURRENT RATIO CURRENT RATIO: measures Current Assets against Current Liabilities CURRENT RATIO = CURRENT ASSETS / CURRENT LIABILITIES We are looking for a Ratio greater than one (1), but a Current Ratio too high means the business is sitting on its CASH rather than investing it or distributing it to shareholders. Finally are the … EFFICIENCY RATIOS: Managing the Balance Sheet Here we will Learn to Manage your Assets and Liabilities; consisting of: Inventory Receivables Payables Property, Plant and Equipment INVENTORY We have 2 metrics here, INVENTORY DAYS and INVENTORY TURNS, both measure how efficiently a company uses its inventory, both are difficult to calculate in a dental office that uses a Modified Cash Basis of Accounting. The concepts are still very important. INVENTORY DAYS - Measures the number of days inventory stays in the system or on the shelfs. While, INVENTORY TURNS- Tells us how many times inventory is turned over and replaced in a year. Or the number of times inventory sold out , or could have sold out, and had to be reordered in a year. The take home point here is… THE LOWER THE INVENTORY DAYS and the HIGHER THE INVENTORY TURNS the BETTER YOUR CASH POSITION. again… Translated, we don’t want Inventory just sitting on shelves. We want it quickly being transformed into product and services and ultimately REVENUE! DENTISTS should take note here! Less inventory, not more is key. This flies in the face of quantity discounts that your vendors offer which works in the opposite direction; INCREASING INVENTORY DAYS and REDUCING INVENTORY TURNS, effectively REDUCING YOUR CASH POSITION! I like to remind dentists that they should image dollar bills, rather than supplies, sitting on their stockroom shelves. A practice should keep just enough inventory on hand for the treatment scheduled. Yes, that is easier said than done, but at least resist, just a little bit, the temptation to buy supplies in large quantities thinking you are saving a lot of money. Instead, you are spending your cash that could be sitting in your bank account, not on the shelfs of your office! This practice becomes even more costly if supplies expire or become outdated. Make sure your vendors will work with you to exchange outdated or soon to expire supplies. That discussion is best had prior to placing an order. RECEIVABLES DAYS SALES OUTSTANDING How fast customers pay their bills. DSO = (ENDING A/R) / (REVENUE/DAY) This metric can be, and should be calculated and tracked monthly! It is very important to monitor how efficiently your office systems can collect outstanding balances. Improving DAYS SALES OUTSTANDING is a FAST TRACT to IMPROVING YOUR CASH POSITION with NO CHANGE IN REVENUE OR COSTS. Again, Dentist’s should take note here and monitor and manage this metric very closely. PAYABLES How long it takes you to pay your invoices or bills. DAYS PAYABLE OUTSTANDING is the cousin to Days Sales Outstanding Days payable outstanding = Ending Accountants Payable / (COGS/day) This is not a metric we will calculate, and track, but important to understand that paying your bills promptly will help to maintain excellent credit. Here, the higher your Days Payable Outstanding the longer you get to keep your money and the better your cash position, but the less happy your vendors are likely to be. This again flies in the face of what many advisors recommend at year end, which is prepaying several months of expenses; ie, credit cards and rent. Accelerating these PAYMENTS REDUCES your CASH POSITION. this is worth repeating again….. If you are prepaying, or paying your invoices early, by all means ask for a prepayment discount from your vendor. PROPERTY, PLANT and EQUIPMENT TURNOVER PPE Turnover = revenue / PPE (balance Sheet) How many dollars of Revenue does each dollar of PPE (hard assets) generate. What is important here is the concept. One wants an increasing PPE Turnover. Translated, that means one wants higher revenue generated for the Hard Assets of the Practice. With this metric in mind consider your practice. Can you answer these questions favorably? * Will that new or bigger office enable you to generate more revenue? * Will that in office milling machine, or intra oral scanner generate greater revenue? greater efficiency? greater productivity? * Will that Cone Beam CT scanner generate more revenue? These are questions a financially knowledgable business owner would have the answers too, or at least consider prior to making a significant capital investment! Consider this the next time you are preparing to make a capital purchase. Please note, Tax Savings are not considered here! One can also calculate TOTAL ASSET TURNOVER Total Asset Turnover = Revenue / Total Assets Here again we want a high Total Asset Turnover Ratio. We can achieve this through a combination of the following: * efficiently using fixed assets * reducing inventory (inventory days and inventory turns) * reducing receivables (DSO) * increasing sales (through volume or pricing) That list is critical and worth repeating. The astute financial manager would concentrate efforts on using fixed assets efficiently, reducing inventory and reducing receivables as well as increasing sales. WHAT RATIOS ARE MOST IMPORTANT TO YOU! Built into your income statement are ratios for each line item by percent of revenue as well as dollars. These percent of revenue are easier to track over time to establish trend lines. This internal standard is the best way to monitor your progress and management of expenses. Making sense of your expenses begins with accurate accounting which requires an organized chart of accounts. This does not always exist, as many dental offices just use the standard chart of accounts that comes with quickbooks. One of the very first tasks we at OmniStar do when consulting with an office is to better organize and categorize the chart of accounts so financial reports will be easier to understand , more meaningful and more insightful to you, the user. One final Ratio to Consider is Return on Assets, which can be broken down into two ratios we have already examined: * Net Profit Margin and Asset Turnover. (Net Income/Revenue) X (Revenue/Assets) = Net Income/ Assets = ROA Simply stated ROA equals Net Profit Margin X Asset Turnover! This is Key Point because it contains the secret formula to driving greater Return on Assets, a Pivotal Business Metric. One can increase your ROA with 2 tactics: Increase Net Profit Margin by: Raising fees or Delivering services more efficiently, and/or Increasing asset turnover by: reducing average inventory (inventory days and inventory turns) reducing receivables (DSO) reducing the purchase of additional assets Market forces and competition may prevent you from improving Net Profit Margin. Working on your Balance Sheet Levers of Inventory, Receivables, and Assets could be your best move to improving your financial results. SUMMARY In summary we have examined some basic metrics used to analyze your Financial Statements. These metrics are almost all ratios which allow comparisons and benchmarking to other businesses and practices as well as establishing trends within your own practice. Time spent in the Analysis of your financial reports should answers the questions; 1. can we pay our bills 2. are we making money 3. how can we improve performance. One should note that there is NO metric for OVERHEAD, a KPI (Key Performance Indicator) that dentists like to track, compare and brag about with their colleagues. OVERHEAD is an imprecise term, whose definition changes depending on who is doing the analysis. Questions like, are doctors salaries included? what about doctor perks? CE? Automobiles? Retirement Plan Contributions for Staff? and Doctors? This is a perfect example of how financial metrics can be distorted. Eliminating many of these may give the false impression that your overhead is low, which may not, in fact be true. Operating Margin may be the best estimate of overhead, as it includes Indirect Costs as well as General, Office and Administrative Expenses. Also note that TAXES are not emphasized in this analysis. Taxes are not a key lever for improved business performance. Most dental practices are pass through entities, whereby the partners or owners pay all the taxes, not the business. Tracking and analyzing this financial data requires some work, time and effort. This is the work a business owner must commit to in order to achieve a successful and growing practice. If you are not interested, or do not have the time or knowledge to monitor these critical financial metrics, then by all means please enlist the help of a consultant or accountant who can and will. Remember, what Warren Buffett said: “The more you learn, the more you earn!” Please do not just ignore these reports, because poor financial and cash management will always become apparent at some point in time. We would call this a BLINDSPOT. The Fact that Financial Reports are not understood by many doesn’t make it any less of a problem for them or their practice. I will share how I review my financial reports next…. Be reassured that after just a few months experience this process can proceed rather quickly. Any large changes noticed may require a deeper dive by me or with the help of our accountant. First, I Check the date on the reports. They are typically a month or two behind due to the time it takes the accountant and book keeper to reconcile our statements. Next, I will check our bank account balance, I know this is current. I then start with the Statement of Cash Flows. What is my Operating Cash flow? Investing Cash flow? and Financing Cash Flow? How does this month and YTD Compare? Does the Ending Cash approximate my Bank Balance? Next I look at the Income Statement I examine Total Income percentages and compare the current month to last year, and the current YTD with the last YTD. I then look at each line item focusing on supply costs, employee wages, and other operating expenses. I note any significant percent changes, up or down, and then try to explain them. If I can’t I will call my accountant for a deeper dive. I expect some fluctuations with time, which are normal and could be due to a large order or a large infrequent expense. I then look at Gross Margin and Operating Margin comparing the current month to last year, and current YTD with last YTD. Finally I hit the Balance Sheet and again compare the current YTD with the last YTD. You can begin to see a pattern here; tracking and comparing current financials with last years financials. With this technique you begin to establish your own internal standards. This is an excellent way to monitor your practice financials and make any necessary adjustments to improve your financial performance. I am especially interested in the Equity Section of the Balance Sheet, as this is where all of our YTD profit accumulates! My partner and I take a modest salary draw monthly, and then as Equity Accumulates we will distribute some of the Profits as a bonus to ourselves throughout the year. I like to keep at least 2 months of payroll in the bank as cash. I sleep much better at night knowing our cash reserves are good. and Finally, we are done for now! Until next month! So that wraps things up for this Podcast.  Hopefully you have a better understanding of some basic Financial Statement Analysis and Metrics. You don’t have to know how to build a car in order to drive it, but you do need to know how to operate it, read the dashboard, adjust the knobs and dials, watch for the indicator lights, and keep the car on the road and out of the ditch. The same is true for the Financial Reports of your practice, one of your most valuable, cash generating and wealth creating assets. Don’t ignore what’s it’s telling you! Your practice talks to you in numbers, those numbers are on your financial reports. We hope that this information has created a few “Ah Ha” moments, or stimulated some additional questions you can direct to your advisers or accountants.  Hopefully, you feel less intimidated with Financial Reports now so that you can spend time familiarizing yourself with this information. You can always replay our Podcasts for review. Check our show notes for some excellent references. We welcome your inquiry here too at OmniStar Financial.  We are experts in Dental Practice Financial Analysis and Insight. Our contact information can be found at our website OmniStarfinancial.com  .  You will also find a link to sign up for our newsletter.  Please share this podcast if you found it helpful, and leave a review on iTunes too.  We welcome your feed back and suggestions for future podcast sessions.  You can always find me, your host, david darab, at my twitter handle, @ddarab. Thank you so very much for tuning in and listening.  We are very grateful for your time and attention and so very pleased to have you in our audience. David Darab, DDS, MS, MBA REFERENCES: Financial Intelligence by Karen Berman and Joe Knight Stark Naked Numbers by Jason Andrew

On the very first airing of Higher Ed Talk, Karen Berman, CEO of the American Society of the University of Haifa discusses how boycotts, double standards, and all forms of hate and discrimination have no place on any campus and are antithetical to the core values of higher education.

Hello, I am your host Aun Abdi and welcome to the monthly One Minute Book Review podcast, where I break down in more detail the books that I have read and reviewed in the previous month. I have done something different for this month's recap episode. I didn't have the opportunity to record for October, so I have decided to combine both October and November for a longer extended podcast. This month's podcast will include six books of varying categories of which I hope to inspire you to read some of them. Those books are: 'How to Write Your Book Without A Fuss' by Lucy McCarragher and Joe Gregory; 'Letters From A Stoic' by Seneca; 'Small Giants' by Bo Burlingham; 'Start Now, Get Perfect Later' by Rob Moore; 'The Courage To Be Disliked' by Ichiro Kishimi and lastly 'Financial Intelligence' by Karen Berman and Joe Gregory. --- Send in a voice message: https://anchor.fm/oneminutebookreview/message

Today I will be reviewing 'Financial Intelligence' by Karen Berman and Joe Knight. Being financially literate is rare in our world. We are taught many things in school, but only accountants and finance experts know this information in the business world. This book aims to solve that problem. It focusses on explaining critical financial concepts such as the purpose of the profit and loss sheet, balance sheet and cash flow, as well as their relationship to one another. The topics are not too tough as the authors do not go into a lot of depth, but for a beginner, it may take some time to understand. Nevertheless, it will be useful for anyone wanting to understand the financials of the business they work for and if they are looking to create their own business. I can't see this as a book for readers to casually pick and read as it has a purpose behind it. If you want to increase your financial knowledge, you should read this book. --- Send in a voice message: https://anchor.fm/oneminutebookreview/message

Jeff Sermak is the National Sales Manager at Eagle Creek and on the Outreach Committee at the Conservation Alliance. He is doing great work at Eagle Creek and has a funny fish story for you.   Facebook Twitter Instagram   The Outdoor Biz Podcast   Support the show   Please give us a rating and review HERE   Show Notes Bio Grew up in So CA and spent time in the Eastern Sierra. College in Boulder, CO transferred to USC  to finish degree Lloyd wright Entrepreneurship program- Skateboard Co plastic skateboards “penny skateboards” Fraternity ATO alpha tau omega first exposure to the outdoors fishing with his Dad with a “snoopy rod”, caught his first rainbow trout Things we talked about catalyst for getting into outdoor biz: started out in Action Sports with street league skateboarding spent some time at Fuel TV finished degree and was hired in Marketing at Eagle Creek Currently National Sales Manager at Eagle Creek Outreach committee member and ambassador with The Conservation Alliance Daily Routine read for 30 min or so uses Outlook as calendar mgmt system runs daily Jeff's Reading List (in no particular order) Start with Why by Simon Sinek Let My People Go Surfing by Yvon Chouinard Wooden on Leadership by John Wooden Mentor Leader by Tony Dungy The Power of Habit by Charles Duhigg Getting to Yes by William Ury, and Bruce Patton The Tipping Point by Malcolm Gladwell How to Win Friends and Influence People by Dale Carnegie Good to Great by Jim Collins The Advantage by Patrick Lencioni The Go-Giver by Bob Burg and John David Mann The Little Red Book of Selling by Jeffrey Gitomer Tribes by Seth Godin Financial Intelligence by Karen Berman and Joe Knight The Art of the Start by Guy Kawasaki Connect with Jeff jeffrey.sermak@gmail.com Linkedin Links Lloyd Grief Center for Entrepreneurial Studies Penny Skateboards The Conservation Alliance    

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

Karen Berman of the National Institutes of Health explores how studying Williams Syndrome is revealing biological mechanisms that confer human variability. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32440]

The human mind is one of the features that makes our species unusual, and any narrative of our origins must include explanations for how our mental facilities were generated by genetic and cultural evolutionary processes. Comparative studies with the minds of other species and direct studies of how the typical human brain creates the mind are valuable approaches. However, many useful clues can also be gleaned from studying extraordinary variations of the human mind. This Symposium brings together experts who have pursued in-depth explorations of some of these variations. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32436]

The human mind is one of the features that makes our species unusual, and any narrative of our origins must include explanations for how our mental facilities were generated by genetic and cultural evolutionary processes. Comparative studies with the minds of other species and direct studies of how the typical human brain creates the mind are valuable approaches. However, many useful clues can also be gleaned from studying extraordinary variations of the human mind. This Symposium brings together experts who have pursued in-depth explorations of some of these variations. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32436]

The human mind is one of the features that makes our species unusual, and any narrative of our origins must include explanations for how our mental facilities were generated by genetic and cultural evolutionary processes. Comparative studies with the minds of other species and direct studies of how the typical human brain creates the mind are valuable approaches. However, many useful clues can also be gleaned from studying extraordinary variations of the human mind. This Symposium brings together experts who have pursued in-depth explorations of some of these variations. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32436]

The human mind is one of the features that makes our species unusual, and any narrative of our origins must include explanations for how our mental facilities were generated by genetic and cultural evolutionary processes. Comparative studies with the minds of other species and direct studies of how the typical human brain creates the mind are valuable approaches. However, many useful clues can also be gleaned from studying extraordinary variations of the human mind. This Symposium brings together experts who have pursued in-depth explorations of some of these variations. Series: "CARTA - Center for Academic Research and Training in Anthropogeny" [Science] [Show ID: 32436]

Bonni Stachowiak Teaching in Higher Ed Question from Allison Do you have any tips on improving business acumen? I watched this TED talk. Susan Colantuono states that the reason women have a difficult time advancing in their careers is because their business acumen is not strong enough. What are your thoughts? Bonni mentioned Pocket Books by Debra Tannen* The Four Agreements by Don Miguel Ruiz* Marketplace 100 Best Business Books of All Time Financial Intelligence by Karen Berman and Joe Knight* Business Model Generation by Alexander Osterwalder and Yves Pigneur* Audio question from Suzie on how to record book notes Dave recommended Audible* (a free month of Audible and two free books available from this link*) Recommendation from Frank I work in supply chain for a large healthcare system and I'm often asked to lead project teams, so I'm finding the advice on the show very helpful. I find that the coaching skills that I learn can often be applied to either teaching 14 year old girls the great game of softball (which often crosses into life lessons), or managing 40 year old professionals on a project team. So with that in mind, may I suggest the book Coaching the Mental Game by H.A. Dorfman*? Although it's a sports coaching centric book, so much of it can be applied in other coaching roles and it's thought of the gold standard of sports coaching books. Dave also mentioned Positive Coaching by Jim Thompson* Question from Jignesh about personality type Dave’s past article on 7 Questions to Engage People You Just Started Managing will be helpful Recommendation from Jamie A really good book that I used with my team was The Thin Book of Trust: An Essential Primer for Building Trust at Work by Charles Feltman*. I had my entire team read it and then we discussed it. A big benefit of the book is that it is short but power packed. It really helped my team in four ways: The book does a great job in discussing well-formed requests (the goal, the deadline and the conditions for success). The first two my team did well, but the last one was an area we struggled with (me as well as several of my team members). Thus, we talked about ensuring that we dealt with the conditions for success – rather than making assumptions – if the conditions are not specified ask. The book does a good job about acknowledging how commitments should be made – rather than assumed or implied. The classic example is when everyone is in a meeting, a task is discussed vaguely and walking away from the meeting everyone believes someone is going to do the task – except that someone. Given #1 and #2, the book emphasized how well-formed requests and explicit commitments can bolster trust. Trust is negatively affected if the requests are not well-formed and commitments are not explicit to everyone – particularly the one with the task! The book breaks trust into sincerity, reliability, competence and care – seeing it broken down this way helped me and my folks analyze (and fix) some areas within our team where trust was broken and it also helped each person understand the reason for the lack of trust of certain people. The book even provides suggestions for how to repair trust in an approachable way. Question from Michael I had a valuable experience this week. I reside in the Washington DC/Baltimore/Virginia metro area and I mentor a young man who resides in Baltimore. In the wake of the recent riots he called me at 10 PM on Monday night and asked what I would do - he was unsure whether he should be on the streets protesting or whether he should stay home and watch. Now, I coach these young men to be responsible but also true to their instincts for doing what is right. In this case however, I was torn between advising what was responsible which in my opinion would be to stay home and what was right which was to join the protesters. I asked him what he felt Martin Luther King would do in this situation.

Bonni Stachowiak Teaching in Higher Ed Question from Allison Do you have any tips on improving business acumen? I watched this TED talk. Susan Colantuono states that the reason women have a difficult time advancing in their careers is because their business acumen is not strong enough. What are your thoughts? Bonni mentioned Pocket Books by Debra Tannen* The Four Agreements by Don Miguel Ruiz* Marketplace 100 Best Business Books of All Time Financial Intelligence by Karen Berman and Joe Knight* Business Model Generation by Alexander Osterwalder and Yves Pigneur* Audio question from Suzie on how to record book notes Dave recommended Audible* (a free month of Audible and two free books available from this link*) Recommendation from Frank I work in supply chain for a large healthcare system and I'm often asked to lead project teams, so I'm finding the advice on the show very helpful. I find that the coaching skills that I learn can often be applied to either teaching 14 year old girls the great game of softball (which often crosses into life lessons), or managing 40 year old professionals on a project team. So with that in mind, may I suggest the book Coaching the Mental Game by H.A. Dorfman*? Although it's a sports coaching centric book, so much of it can be applied in other coaching roles and it's thought of the gold standard of sports coaching books. Dave also mentioned Positive Coaching by Jim Thompson* Question from Jignesh about personality type Dave’s past article on 7 Questions to Engage People You Just Started Managing will be helpful Recommendation from Jamie A really good book that I used with my team was The Thin Book of Trust: An Essential Primer for Building Trust at Work by Charles Feltman*. I had my entire team read it and then we discussed it. A big benefit of the book is that it is short but power packed. It really helped my team in four ways: The book does a great job in discussing well-formed requests (the goal, the deadline and the conditions for success). The first two my team did well, but the last one was an area we struggled with (me as well as several of my team members). Thus, we talked about ensuring that we dealt with the conditions for success – rather than making assumptions – if the conditions are not specified ask. The book does a good job about acknowledging how commitments should be made – rather than assumed or implied. The classic example is when everyone is in a meeting, a task is discussed vaguely and walking away from the meeting everyone believes someone is going to do the task – except that someone. Given #1 and #2, the book emphasized how well-formed requests and explicit commitments can bolster trust. Trust is negatively affected if the requests are not well-formed and commitments are not explicit to everyone – particularly the one with the task! The book breaks trust into sincerity, reliability, competence and care – seeing it broken down this way helped me and my folks analyze (and fix) some areas within our team where trust was broken and it also helped each person understand the reason for the lack of trust of certain people. The book even provides suggestions for how to repair trust in an approachable way. Question from Michael I had a valuable experience this week. I reside in the Washington DC/Baltimore/Virginia metro area and I mentor a young man who resides in Baltimore. In the wake of the recent riots he called me at 10 PM on Monday night and asked what I would do - he was unsure whether he should be on the streets protesting or whether he should stay home and watch. Now, I coach these young men to be responsible but also true to their instincts for doing what is right. In this case however, I was torn between advising what was responsible which in my opinion would be to stay home and what was right which was to join the protesters. I asked him what he felt Martin Luther King would do in this situation.