Podcasts about key qualities

The Venture Model Broke. But Startups Are Still Building.In this episode, Arjun is joined by Devin Kohli, General Partner at Outward VC, for a candid conversation on what's next for venture capital.They unpack:- Shifting VC trends in Europe, MENA, and the USA- Outward's bets on Curve, Vauban, Bud & more- AI hype vs. real vertical value- Tokenisation, digital assets & future financial infrastructure- Emerging tech hubs across Japan, MENA, Southeast AsiaPlus, Devin shares what conviction really looks like in a post-hype market — and why MENA founders are ones to watch.No pitch decks. No jargon. Just a candid chat about cycles, conviction, and building through uncertainty.

In this episode of Let's Combinate, Subhi Saadeh—an ISO 13485 certified lead auditor, CQA, and CQE—dives into the evolving role of auditing in the medical device and pharmaceutical industries. He reflects on his journey to becoming a Certified Quality Auditor and asks a timely question: in the age of AI, will audits—and auditors—still matter? Subhi outlines what separates good auditors from great ones, shares lessons from his own audit experiences, and breaks down how AI might streamline parts of the audit process. But he makes a clear case: while AI can assist, it can't replace the critical thinking, real-time risk judgment, and systems awareness that human auditors bring. The episode wraps with practical advice on how to embrace AI as a tool—without losing the edge that only people have.00:00 Introduction to Auditing and Certification00:43 My Auditing Journey and Experience02:40 The Importance of Technique in Auditing03:26 Real-World Auditing Insights04:59 The Value of Certification07:16 Key Qualities of a Great Auditor10:48 The Role of AI in Auditing12:18 Why AI Won't Replace Human Auditors15:26 Conclusion and Future OutlookSubhi Saadeh is a Quality Professional and host of Let's Combinate. With a background in Quality, Manufacturing Operations and R&D he's worked in Large Medical Device/Pharma organizations to support the development and launch of Hardware Devices, Disposable Devices, and Combination Products for Vaccines, Generics, and Biologics. Subhi serves currently as the International Committee Chair for the Combination Products Coalition(CPC) and as a member of ASTM Committee E55 and also served as a committee member on AAMI's Combination Products Committee.For questions, inquiries or suggestions please reach out at letscombinate.com or on the show's LinkedIn Page.

On this week's episode of Do Good to Lead Well, I speak with Jay-Ann Gilfoy, CEO of Meridian Credit Union, to discuss the critical qualities of effective leadership in today's ever-changing world. Listen in as Jay-Ann shares her insights on the importance of agility, transparency, and curiosity. She emphasizes the role of empathy as a foundation for understanding diverse perspectives and making informed decisions. Jay-Ann also explores how fostering an abundance mindset within organizations can create opportunities and drive growth, offering valuable strategies for building positive cultures.Our conversation continues with an exploration of fostering trust within organizations. The discussion highlights the significance of transparency, active listening, and creating spaces for honest feedback, especially during challenging times. Discover how these practices led Meridian Credit Union to be recognized by Forbes as one of Canada's Best Employers.We also explore the role of self-care in leadership and how to maintain resilience in the face of life's challenges. Discover the importance of focusing on controllable aspects, maintaining a healthy lifestyle, and employing strategies like the "24-hour rule" to manage emotional reactions. Jay-Ann shares her insights on the integration of AI in leadership, encouraging curiosity and proactive engagement with new technologies to enhance productivity and decision-making.Tune in for another inspiring and insightful episode from anaward-winning CEO.What You'll Learn- How to build trust within organizations.- Strategies for fostering resilience.- The power of abundance thinking.- Approaches to creating an inclusive organizational culture.- The importance of leadership qualities like empathy and agility.- The role of transparency in effective leadership.- Strategies for integrating AI and technology in the workplace to maximize innovation and growth.Podcast Timestamps(00:00) – The Key Qualities of Effective Leaders(10:28) - Fostering Trust in Organizations(23:14) – The Power of Self-Care(27:30) - Creating a Culture of Belonging(33:00) - Building Resilient Organizations(47:56) - Embracing A.I. in LeadershipKEYWORDSPositive Leadership, Agility, Abundance Thinking, The Power of Transparency, Empathy, Fostering Trust, Creating Belonging, Organizational Culture, Credit Unions, Positive Culture, Active Listening, Self-Care, Resilience, A.I. Leadership, Employee Resource Groups, OrganizationalLearning, Adapting to Technology, Future of Work, CEO Success

In this episode of the REI Mastermind Network, Pete Neubig shares his incredible journey of scaling to 984 doors and offers invaluable lessons for real estate investors looking to grow their investment portfolios and achieve generational wealth. From starting as a small investor to building and selling a successful property management company, Pete's story is packed with actionable insights and strategies for real estate investing success.Pete discusses:How he entered real estate investing and scaled to multifamily assets.The pivotal role of virtual assistants in transforming property management operations.Reducing churn rates, increasing profitability, and creating proactive business strategies.Building a real estate investment strategy that works for both cash flow and appreciation.The mindset shifts necessary to grow from solopreneur to CEO.

Join me, Nina, for a solo episode where I discuss the importance of embracing your role as vessels for God's mission, surrendering control and trusting Him, embodying your true identity as Daughter of the Most High, and walking with radical obedience. I am so happy to bring this episode to your heart & pray that it supports you on your walk with God & your womanhood.In this episode I speak on… Embracing Your True Identity – Understanding your calling as a daughter of God and stepping into His purpose for your life. Surrender & Submission – Releasing control, trusting God's perfect love, and allowing His strength to guide you. Holy Humility & Consecration – Cultivating a pure heart, setting yourself apart for God's will, and embracing devotional service. Letting Go of Personal Ambition – Aligning your desires with God's kingdom and surrendering worldly motives for divine purpose. Supernatural Trust & Faith – Walking in radical obedience, activating your spiritual authority, and standing firm in faith. Worship as a Weapon Against Warfare – Using praise as a powerful weapon against spiritual battles and deepening your connection with God. Patience & Preparation – Stewarding seasons of waiting and trusting God's perfect timing for your calling. The Fear of the Lord – Rediscovering holy reverence and awe in God's presence. The Way of Grace Membership – A special invitation to go deeper in faith, surrender, and divine intimacy.Nina is a faith-based and feminine embodiment mentor who is devoted to supporting women in restoring their relationship with God, reclaiming their beloved daughter identity, and emboldening their faith. She graciously guides women to the heart of Christ and into the fullness of the Father's love. She is devoted to helping women become rooted, resourced, and rested in God so they can be revolutionary in life, love, and leadership. Nina is the founder of Way of Grace which is a global mission & movement to bring love & truth where it hasn't gone before.Join the Way of Grace Membership

The Key Qualities of Great Leaders: Self - Awareness and Security” by Olajumoke Adenowo

The Key Qualities of Great Leaders: Selflessness and Generosity by Olajumoke Adenowo

This podcast message will share practical and biblical key qualities to bring vitality to your marriage. "Fostering Connection: Key Qualities That Enhance Your Marriage" A strong and fulfilling marriage is built on various essential qualities that foster connection and intimacy. Here are some key qualities that can enhance your relationship: 1. **Communication**: Open and honest communication allows partners to express their feelings, share thoughts, and resolve conflicts effectively. Active listening and empathy are crucial components. 2. **Trust**: Building and maintaining trust is fundamental in a marriage. Trust fosters a safe environment where both partners feel secure and valued. 3. **Respect**: Mutual respect involves valuing each other's opinions, feelings, and boundaries. It creates a foundation for healthy interactions and supports individual growth. 4. **Support**: Being there for each other during challenging times strengthens the bond. Providing emotional and practical support shows commitment and care. 5. **Compromise**: Marriage often requires compromise and flexibility. Being willing to find middle ground on disagreements helps maintain harmony and understanding. 6. **Quality Time**: Spending quality time together fosters connection. Engaging in shared activities, date nights, or simply enjoying each other's company can deepen intimacy. 7. **Affection**: Regular expressions of affection, whether physical or verbal, reinforce emotional bonds and contribute to a sense of closeness. 8. **Shared Goals**: Having common goals and aspirations helps partners work together as a team, reinforcing their commitment to each other's dreams and the future. 9. **Conflict Resolution**: Healthy conflict resolution skills are vital. Approaching disagreements calmly and constructively can prevent resentment and promote growth. 10. **Gratitude**: Expressing gratitude for each other fosters a positive atmosphere. Acknowledging each other's efforts and contributions can enhance feelings of appreciation and love. By cultivating these qualities, couples can strengthen their connection and create a lasting, fulfilling marriage. #Marriage #Love #Communication #Trust #Partnership #QualityTime #EmotionalSupport

Are you a high achiever who sometimes feels stagnant or disconnected in your relationships? In this week's episode of the Intimate Marriage Podcast, Dr. Alexandra Stockwell offers actionable guidance to create a thriving marriage that balances professional success with deep emotional connection, reigniting the passion and intimacy in your marriage and in your life.  You'll learn about the six essential qualities for building an extraordinary marriage: curiosity, honesty, kindness, happiness, responsibility and growth, so you can build the skills needed for having a truly fulfilling relationship.  Join Dr. Alexandra as she shares personal insights and real-life success stories of couples who have embraced these principles and transformed their marriages. Whether your relationship is thriving or struggling, this episode will provide you with the tools and wisdom needed to deepen intimacy and create a marriage that fosters both personal and relational growth.   You'll also learn: How to use open-ended questions to cultivate curiosity, leading to deeper understanding and connection with your partner What the difference is between vulnerable honesty and brutal honesty and how to use honesty to create a vibrant relationship Why taking 100% responsibility for your relationship's quality can completely transform the dynamic in your marriage  How to engage proactively with your partner The principles outlined in Dr. Alexandra Stockwell's book, Uncompromising Intimacy   Learn More About Uncompromising Intimacy: https://www.alexandrastockwell.com/book/   Subscribe To The Intimate Marriage Podcast: Apple Podcast | YouTube | Spotify Connect With Alexandra Stockwell, MD: Website | Linkedin | Instagram   Get your copy of “Uncompromising Intimacy” by Dr. Alexandra Stockwell here: https://amzn.to/2ymI3Hl Download the first chapter of Dr Alexandra's bestselling book, “Uncompromising Intimacy,” here:  https://www.alexandrastockwell.com/book Cultivate your intimacy skills (without compromise) in Aligned & Hot Marriage, Dr. Alexandra's proven method for smart couples ready to love more fully:  www.alignedhotmarriage.com Join Dr. Alexandra's email list to stay connected. She shares inspiring stories, her latest insights and opportunities to learn with her:  https://www.alexandrastockwell.com/subscribe   This Podcast Is Produced, Engineered & Edited By:  Simplified Impact

Are you a high achiever who sometimes feels stagnant or disconnected in your relationships? In this week's episode of the Intimate Marriage Podcast, Dr. Alexandra Stockwell offers actionable guidance to create a thriving marriage that balances professional success with deep emotional connection, reigniting the passion and intimacy in your marriage and in your life.  You'll learn about the six essential qualities for building an extraordinary marriage: curiosity, honesty, kindness, happiness, responsibility and growth, so you can build the skills needed for having a truly fulfilling relationship.  Join Dr. Alexandra as she shares personal insights and real-life success stories of couples who have embraced these principles and transformed their marriages. Whether your relationship is thriving or struggling, this episode will provide you with the tools and wisdom needed to deepen intimacy and create a marriage that fosters both personal and relational growth.   You'll also learn: How to use open-ended questions to cultivate curiosity, leading to deeper understanding and connection with your partner What the difference is between vulnerable honesty and brutal honesty and how to use honesty to create a vibrant relationship Why taking 100% responsibility for your relationship's quality can completely transform the dynamic in your marriage  How to engage proactively with your partner The principles outlined in Dr. Alexandra Stockwell's book, Uncompromising Intimacy   Learn More About Uncompromising Intimacy: https://www.alexandrastockwell.com/book/   Subscribe To The Intimate Marriage Podcast: Apple Podcast | YouTube | Spotify Connect With Alexandra Stockwell, MD: Website | Linkedin | Instagram   Get your copy of “Uncompromising Intimacy” by Dr. Alexandra Stockwell here: https://amzn.to/2ymI3Hl Download the first chapter of Dr Alexandra's bestselling book, “Uncompromising Intimacy,” here:  https://www.alexandrastockwell.com/book Cultivate your intimacy skills (without compromise) in Aligned & Hot Marriage, Dr. Alexandra's proven method for smart couples ready to love more fully:  www.alignedhotmarriage.com Join Dr. Alexandra's email list to stay connected. She shares inspiring stories, her latest insights and opportunities to learn with her:  https://www.alexandrastockwell.com/subscribe   This Podcast Is Produced, Engineered & Edited By:  Simplified Impact

Learn how to buy your first rental property without ever seeing it in person! William Palmer shares his proven system for successful out-of-state real estate investing, developed through Master Passive Income's coaching program.Discover essential strategies including:- How to properly vet property managers in new markets- Finding cash-flowing properties in the right locations- Building your real estate team from a distance- What to look for in your first investment property- Managing risks when investing remotelyWilliam reveals his journey from law enforcement to successful real estate investor, breaking down exactly how he purchased his first property in Ohio without ever visiting the state. He shares practical tips for finding properties that generate $150-300 monthly cash flow and explains why focusing on basic 3-bed, 2-bath homes in strategic markets is key for beginners.Whether you live in an expensive market or want to expand your portfolio across state lines, this episode provides the blueprint for building wealth through remote real estate investing. Learn how to leverage property managers, analyze deals, and scale your business using proven systems that work.Want to learn more about building your real estate portfolio? Visit masterpassiveincome.com to discover how their coaching program can help you achieve financial freedom through rental properties.#realestateinvesting #passiveincome #passiveincomeideas #financialfreedom #realestatecoachingCHAPTERS:00:00 - Intro00:23 - William's Journey in Real Estate Investing03:06 - Key Qualities of a Property Manager09:16 - Understanding Your "Buy Box"10:42 - Achieving Desired Cash Flow17:53 - Surprises from Coaching Experience19:22 - Coaching's Impact on Investing20:28 - Personal Investing Changes Through Coaching21:36 - Inspiring Success Story27:14 - Coaching: Investment vs. Expense29:20 - Avoiding Rush in Strategy Selection30:36 - Rapid-Fire Round Preparation30:55 - Common Lies Among Real Estate Investors31:30 - Advice for Younger Self in Real Estate32:10 - Recommended Books for Investors32:50 - Most Impactful Strategy or Tool for SuccessRealDealCRM.comRealDealCRM is your Real Estate Investing Virtual Assistant. A Real Estate Investing CRM for Real Estate Investors created by Real Estate Investors. SMS, Stealth Voicemails, Phone, Voicemail, Funnels, and AUTOMATION in a single platform! Check out more details at RealDealCRM.comLIKE • SHARE • JOIN • REVIEWWebsiteJoin the REI Mastermind Network on Locals!Apple PodcastsGoogle PodcastsYouTubeSpotifyStitcher

Welcome to Episode 24! I'm Dr. Nicole. This episode explores the deeper qualities that define a high-value man beyond money and status. We challenge common social media perceptions and share a personal story to highlight the importance of character, emotional intelligence, self-awareness, and leadership qualities in building fulfilling relationships. Dr. Nicole also discusses how women can attract and identify truly top-tier men and stresses the significance of personal growth and emotional availability.Subscribe, share, and leave a comment to join the conversation on connecting to your feminine essence.Get more valuable insights on relationships and feminine empowerment in my book, "The Boundaries to Bliss Blueprint," available for purchase here: https://www.boundariestoblissblueprint.comFind out more about the Boundaries to Bliss Society Inner Circle Community. www.drnicolemonteiro.com/boundariesGet Your Damsel Me Please t-shirt at: https://my-store-f02c22.creator-spring.comGet Your Damsel Me Please 30-Day Journal at: https://www.drnicolemonteiro.com/damsel-me-pleaseStay tuned for more episodes, and remember to send in your questions for me to address in future episodes.Timestamps00:00 Introduction: What Makes a Man Top Tier?00:55 Defining High Value Men02:21 A Tale of Two Suitors07:18 The Influence of Social Media10:51 Key Qualities of a Top Tier Man22:25 Identifying and Attracting High Value Men27:51 Q&A: Self-Awareness and Growth31:26 Conclusion and Final ThoughtsSupport this podcast at — https://redcircle.com/the-secret-formula-of-femininity/exclusive-content

In this mini episode, Erik is treating us to a keynote on transformational leadership. He breaks down the four key qualities every transformational leader must embody: Individualized Consideration, Inspirational Motivation, Idealized Influence, and Intellectual Stimulation. Erik also shares a powerful case study of Vinit Nair and his leadership transformation at HCL Technologies, where his visionary approach led to massive revenue growth and market cap increase.Erik covers:Psychological safety as a critical foundation for innovation and creativity.How inspirational motivation is used to create a compelling, shared vision.Idealized influence and why leaders must model the behavior they expect from others.The case study of Vinit Nair and his approach to leadership that empowers employees to drive organizational change.The concept of Blue Ocean Drops—small, focused initiatives that accumulate to create big, sustainable results.Erik's insights remind us that transformation starts from within. As a leader, you must evolve first to inspire growth and change in others. This mini episode is a powerful lesson in how leadership evolution leads to organizational success. Hello! Please like and subscribe to our channel and leave us a comment! We love hearing from our listeners and we thank you for being apart of our community! Socials:Instagram: @theexpansivepodcastX: @theexpansivepodLinkedin: The Expansive PodcastTik Tok: theexpansivepodcast

Workplace Investigations are a notoriously tricky challenge for HR teams and employers, with tough situations needing to be tackled, with integrity, transparency and a serious time commitment. We need only look back at our own coverage of this topic on our podcast, our webinar series, our blog, and more, to see that it's hugely popular for our audience. However, today, we're covering something that we and many others have yet to discuss, despite the vast majority of investigations being outsourced – the vitally important task of choosing the right workplace investigator. And to talk to us today about what you should look for, we're joined by Rebecca Bowman, Head of Investigations here at Insight HR.    In this chat, we cover... 02:08 The Importance of Choosing the Right Investigator 08:58 Outsourcing Investigations: Pros and Cons 15:04 Key Qualities of a Good Investigator 22:07 The Cost vs. Quality Debate 28:53 Common Mistakes in Internal Investigations 35:54 Final Thoughts and Checklist for Choosing an Investigator   About The HR Room Podcast The HR Room Podcast is a series from Insight HR where we talk to business leaders from around Ireland and share advice on how to create the HR systems and workplace culture that's right for your business. If you need any HR support in Ireland, get in touch with us at Insight HR. Whether it's conducting a complex workplace investigation, filling a gap by providing you with a virtual or an onsite HR resource, or providing advice via our HR support line, as an expert HR consultancy in Ireland, we'll help you resolve whatever Human Resources challenge your business is facing.

Highlights from this week's conversation include:Grady Becoming a Limited Partner (0:52)Networking and Mentorship (3:14)Understanding LP Dynamics (5:29)Job Satisfaction Among LPs (9:03)Understanding Corporate Innovation Needs (13:57)Connecting Startups with Limited Partners (15:22)Value Addition in Fund Manager Selection (18:30)Local Corporate LPs vs. State Money (20:22)Outside-In Investment Approach (22:51)Insider Segment: Implementing AI in VC and Portfolio Companies (24:14)The Importance of Data and Culture (28:35)Misuse of AI Terminology (30:54)AI Playbook for Executives (32:59)Key Qualities for GPs (34:51)The Role of Co-Investment (37:04)Avoiding Shiny Objects (38:58)Final Thoughts and Takeaways for Allocators (40:38)Grady Buchanan is an institutional and risk-based asset allocation professional. His focuses include venture capital fund investments as well connecting startup ecosystems across the globe. NVNG is focused on establishing stronger venture capital presences in regions throughout the US - managing a venture capital fund of funds tailored to meet the needs of local corporations and institutional limited partners. As a Founding Partner, Grady is responsible for the fund of funds portfolio, venture capital fund sourcing and diligence, and for investment allocation decisions.Grady is also the founder and CEO of OmniValley, an online social community exclusively for those looking to establish the right connections within entrepreneurial ecosystems. He's built a strong and growing platform housing institutional investors, venture capital firms, accelerators, and individuals in efforts to connect under-ventured communities to sophisticated, strategic, and engaged investors, sponsors, and mentors.Bottega8 offers secure and cost-efficient AI Model Training and Fine-Tuning tailored for financial institutions. If you're concerned about the expense and complexity of building in-house AI teams, or worried about the privacy and security risks inherent in Big Tech AI APIs, we provide the ideal solution for your proprietary data.Bottega8's solution is specifically designed for institutional financial clients, including PE/VC funds, hedge funds, broker-dealers, traders, investment banks, and fintechs. By partnering with us, you eliminate the need for expensive AI engineers, hefty API fees, and complex technical roadmaps—reducing your AI development costs by up to 85%. If you're seeking AI Model Training and Fine-Tuning services that prioritize security and cost-efficiency without sacrificing Big Tech fidelity, we'd love to talk to you. http://www.bottega8.com. Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies. The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only.

Last month, we released a mini series called The Prosperous Empath's Edge, and we released the first two episodes in a three part mini series all about the key strategies and tactics that distinguish between the Empathpreneurs who succeed in business and the ones who don't. It was such a joy recording those first two episodes because the lessons feel so familiar and relevant. They're ones that have been a deep part of my own journey over the past decade in business, and there are themes and topics that come up over and over again in conversations with clients. So in today's episode, we're going to round out the third and final part of that mini series by talking about the key qualities that distinguish givers and takers in leadership, in business and in life. For a little context before you listen, I do not believe that givers do business the right way and takers do business in the wrong way. I think that both givers and takers have both positive and limiting aspects of how we operate in business, but as we become more self aware, not only of our own tendencies and our own default habits and ways of engaging in business, but also what to look out for in the people that we typically tend to attract in business and in relationships, we can set ourselves up for creating mutually beneficial relationships. I hope this episode serves as a good starting place for you in doing so!    Topics: What it looks like when a giver wins and why people often root for the success of givers rather than that of takers  The differences in motivation and communication styles betweens givers and takers and why it can be really supportive, as a giver, to look through the lens of “me” first  How as givers, we're inclined to see the potential in others and why Catherine believes this is why many coaches are givers rather than takers  The idea that givers are more naturally receptive to the expertise of other people, even if it challenges their own beliefs or knowledge and why it's important to be aware of this  How to express vulnerability in a way that is authentic and human without making it seem like a weakness Adam Grant's concept of "other-ish" givers versus "selfless" givers and how it determines who does and doesn't succeed How givers can become less susceptible to the “doormat effect” by trusting more deeply our own inherent nature of being able to sense others' intentions and sincerity    Episode Resources: Adam Grant    Connect with Catherine: Apply to join the free Unbounded community, a vibrant group of empathpreneurs who are passionate about supporting each other on our entrepreneurial journeys.  Website LinkedIn Instagram YouTube Sign up to receive my weekly digest on empathic entrepreneurship and hear from voices committed to spreading this message, sent straight to your inbox every Friday since 2016, here.    Work with Catherine: Interested in working 1:1 with a certified coach on Catherine's team, or joining her in one of her premium mastermind programs? Schedule a low-pressure call to begin the conversation here.    Visit this episode's full show notes page here. ---------------- The Prosperous Empath® Podcast is produced by Heart Centered Podcasting.

Mastering the Art of Hiring: Best Practices and Key Interview StrategiesIn this episode, we delve into the best hiring practices to ensure your team is set up for success. With over a decade of experience, Justin shares his insights on defining non-negotiables during the application process, evaluating resumes, and understanding the significance of first impressions. We discuss the importance of body language, strategic questioning, and digging deeper into candidates' backgrounds to find the right fit for your company. Learn how to spot red flags, tailor your interview questions, and the importance of checking references to make informed hiring decisions. Join us as we explore how to get the right people in your company rowing in the same direction.The Logistics & Leadership Podcast, powered by Veritas Logistics, redefines logistics and personal growth. Hosted by industry veterans and supply chain leaders Brian Hastings and Justin Maines, it shares their journey from humble beginnings to a $50 million company. Discover invaluable lessons in logistics, mental toughness, and embracing the entrepreneurial spirit. The show delves into personal and professional development, routine, and the power of betting on oneself. From inspiring stories to practical insights, this podcast is a must for aspiring entrepreneurs, logistics professionals, and anyone seeking to push limits and achieve success.Timestamps:(00:00) - Introduction to Effective Hiring Practices(00:36) - The Importance of the Interview Process(01:00) - Key Qualities to Look for in Applicants(03:23) - The Role of Body Language in Interviews(06:41) - Assessing Experience and Background(13:51) - Effective Questioning Techniques(17:26) - Final Tips for Hiring Managers(18:27) - Conclusion and Next Episode PreviewConnect with us!▶️ Website | LinkedIn | Brian's LinkedIn | Justin's LinkedInFollow The Logistics & Leadership Podcast on:▶️ Spotify | Apple | YouTube

In this episode of The Unicorny Marketing Show, we pull back the curtain on a crucial, yet often overlooked, role in marketing: product marketing. Host Dom Hawes sits down with Leonard Burger to explore how product marketers act as the glue that binds sales, engineering, customer success, and strategy. With product marketing well-established in the US but still emerging in the UK, this conversation digs into the core responsibilities that product marketers handle every day—simplifying complex products, aligning internal teams, and ensuring the customer's voice drives business decisions.Key points:Product marketing as the essential glue between departments.The phases of product marketing, from internal conversations to messaging and deployment.Product marketers' role in bridging gaps between teams, including sales, engineering, and customer success.How side hustles can contribute to the core roles in marketing.If you're curious about the wider role of product marketing, this episode will shed light on how it influences various parts of a business.About Leonard BurgerLeo is a product marketing specialist by day and fintech geek by night. Currently active in fintech marketing, his professional experience spans across multiple industries and countries. Besides marketing he also has a passion for startups, innovation and venture capital.Links Full show notes: Unicorny.co.uk LinkedIn: Leonard Burger | Dom Hawes Website: Leonard Burger bioSponsor: Selbey Anderson Other items referenced in this episode:Product Marketing Misunderstood by Richard King and Bryony PearceThe Customer-Funded Business by John MullinsChapter summariesThe Role of Product Marketing in BusinessDom Hawes introduces the episode, focusing on product marketing's role as a key connector between different business functions. Leonard Burger, the guest, is introduced.Leonard's Journey into Product MarketingLeonard shares his career journey, from starting as a pricing analyst to becoming a product marketer, and explains the unique responsibilities that come with this role.Key Qualities of a Product MarketerLeonard discusses the essential traits for product marketers, including curiosity and the ability to understand technical details while connecting them to broader business goals.Defining product marketing and its core responsibilitiesLeonard explains how product marketing evolved from the tech sector, especially in Silicon Valley, and its role in connecting technical and strategic elements within a company.Product marketing misunderstoodLeonard talks about the misconceptions surrounding product marketing in Europe and discusses how positioning and messaging are the core responsibilities of the role.The four-phase plan for product marketingDom summarises Leonard's process for successful product marketing: understanding the product, crafting a message, identifying the audience, and developing product demos.Product marketers as the bridge between...

In this episode of The Unicorny Marketing Show, we pull back the curtain on a crucial, yet often overlooked, role in marketing: product marketing. Host Dom Hawes sits down with Leonard Burger to explore how product marketers act as the glue that binds sales, engineering, customer success, and strategy. With product marketing well-established in the US but still emerging in the UK, this conversation digs into the core responsibilities that product marketers handle every day—simplifying complex products, aligning internal teams, and ensuring the customer's voice drives business decisions.Key points:Product marketing as the essential glue between departments.The phases of product marketing, from internal conversations to messaging and deployment.Product marketers' role in bridging gaps between teams, including sales, engineering, and customer success.How side hustles can contribute to the core roles in marketing.If you're curious about the wider role of product marketing, this episode will shed light on how it influences various parts of a business.About Leonard BurgerLeo is a product marketing specialist by day and fintech geek by night. Currently active in fintech marketing, his professional experience spans across multiple industries and countries. Besides marketing he also has a passion for startups, innovation and venture capital.Links Full show notes: Unicorny.co.uk LinkedIn: Leonard Burger | Dom Hawes Website: Leonard Burger bioSponsor: Selbey Anderson Other items referenced in this episode:Product Marketing Misunderstood by Richard King and Bryony PearceThe Customer-Funded Business by John MullinsChapter summariesThe Role of Product Marketing in BusinessDom Hawes introduces the episode, focusing on product marketing's role as a key connector between different business functions. Leonard Burger, the guest, is introduced.Leonard's Journey into Product MarketingLeonard shares his career journey, from starting as a pricing analyst to becoming a product marketer, and explains the unique responsibilities that come with this role.Key Qualities of a Product MarketerLeonard discusses the essential traits for product marketers, including curiosity and the ability to understand technical details while connecting them to broader business goals.Defining product marketing and its core responsibilitiesLeonard explains how product marketing evolved from the tech sector, especially in Silicon Valley, and its role in connecting technical and strategic elements within a company.Product marketing misunderstoodLeonard talks about the misconceptions surrounding product marketing in Europe and discusses how positioning and messaging are the core responsibilities of the role.The four-phase plan for product marketingDom summarises Leonard's process for successful product marketing: understanding the product, crafting a message, identifying the audience, and developing product demos.Product marketers as the bridge between...

SummaryIn this episode of the Faithful Agent Podcast, Garrett explores the concept of Christian entrepreneurship through the lens of biblical figures, particularly focusing on Abraham. He discusses the qualities that made Abraham a successful entrepreneur, such as wealth accumulation, strategic land management, negotiation skills, and resilience. The conversation emphasizes the importance of striving for excellence in business while aligning with Christian values and teachings.TakeawaysChristian entrepreneurship is a relevant topic today.Abraham serves as a model for modern entrepreneurs.Wealth accumulation can be a godly pursuit.Strategic land management is essential for success.Negotiation skills are crucial in business dealings.Investing in future generations is a key principle.Building relationships can open doors for opportunities.Resilience helps navigate challenges in entrepreneurship.Striving for excellence honors God in our work.As entrepreneurs, we are called to steward our resources wisely.Chapters00:00 Introduction to Christian Entrepreneurship03:41 Biblical Examples of Entrepreneurs09:11 Abraham: A Model Entrepreneur17:01 Key Qualities of Successful Entrepreneurs28:19 Conclusion: Striving for Excellence in EntrepreneurshipConnect with Garrett on social! InstagramLearn how Garrett is gathering Christian agents all around the globe to be in business together with the 2:10 Collective at eXp - 210collective.comCome to the Faithful Agent Conference - faithfulagent.com/conferenceHelp us fund the continued work of The Faithful Agent by sending us your Hampton Roads and Richmond, VA buyer and seller referrals! https://faithfulagent.com/referralJoin our Facebook community to meet other agents who share your work and your faith! facebook.com/groups/thefaithfulagent Want to join a local Faithful Agent group to meet believers in your area? Check out faithfulagent.com/local-groups

Relationships are God's Primary Context for Growth . . . I. The Necessity of Relationships for Growth and Change! (24) II. The Goal of Relationships of Growth and Change! (24) III. Key Qualities of Relationships of Growth and Change! (25) Practical Implications o Embrace Relational-Discipleship Values (For the Glory of God: 1. Openness- Know and be Known 2. Prioritize Gathering and Time w/ Other Believers (not optional) 3. Bring Good News not Good Advice that Comforts and Confronts 4. Mutual and Accountable 5. Humility and a Desire for Change o Who are you considering, who's considering you? o What changes are needed in your relationships to get on God's agenda?

The Key Qualities of the Greatest Leaders ( Part Four ) by Olajumoke Adenowo

What are the ingredients for truly successful leadership? Vera Quinn, President and CEO of Cydcor, joins us to dissect the qualities that set great leaders apart. From her journey in door-to-door sales to navigating the complexities of the Corner Office, Vera's experiences illuminate the themes of self-awareness, integrity, and resilience. She candidly discusses the importance of leaders being brutally honest about their strengths and weaknesses and shares how focusing on service and the development of others transforms organizations. Throughout our conversation, we uncover practical strategies to enhance leadership effectiveness. Vera highlights the significance of understanding and adapting to different personalities to driving personal and collective success. She offers invaluable tips on managing high-stakes, emotional conversations, emphasizing the power of taking breaks and regaining composure. Real-life anecdotes from Vera's career underscore the message that persistence and resilience are key to overcoming professional setbacks. Curiosity emerges as a pivotal theme, as Vera illustrates how a mindset of continuous learning fosters growth. We discuss the importance of acknowledging mistakes and modeling authenticity and accountability. Vera shares her personal journey of overcoming self-doubt and embracing the belief that with enough dedication, anyone can achieve greatness. Aspiring and experienced leaders alike will find inspiration in her advice on self-improvement and the importance of nurturing a positive internal dialogue. Tune in for an episode filled with actionable insights and heartfelt reflections on the essence of true leadership. What You'll Learn: • How to master self-awareness through honest self-assessment. • The importance of integrity and resilience in leadership. • Practical strategies for managing high-stakes conversations with empathy. • Building and nurturing a people-first culture. • The power of curiosity. • Why admitting mistakes accelerates your leadership effectiveness. Podcast Timestamps: (00:03) – The Key Qualities of Successful Leadership (15:53) – Difficult Conversations and the Importance of Leading with Empathy (25:26) - Developing People and Building a Peak Performance Culture (37:15) - The Power of Curiosity in Leadership (49:55) - Unleashing Greatness in Yourself and Others More of Vera: Vera Quinn, CEO and President of Cydcor, has been instrumental in the company's growth for over 25 years. Beginning her career as a door-to-door sales representative, she rose through key roles such as COO and VP of Operations, showcasing her entrepreneurial spirit and effective leadership. Since taking the helm in 2020, Cydcor has been celebrated for its people-first culture and recognized as a great place to work. Vera's leadership has fueled client base expansion and the development of innovative strategies, including touchless selling technologies during the COVID-19 pandemic. Named one of the top 10 influential women leaders of 2024, Vera studied political science and history at the University of Toronto and serves as the Executive Director of Liberty Children's Home in Belize. LinkedIn: https://www.linkedin.com/in/veraquinn/  Mentions: The 7 Habits of Highly Effective People by Stephen Covey Key Topics Discussed: Positive Leadership, Self-awareness, Integrity, Resilience, Authenticity, Purpose, Personality Assessment, Empathy, Innovation, People-first Culture, Personal Growth, Professional Growth, Hiring, Core Values, Curiosity, Accountability, Self-doubt, Positive Mindset, Maximizing Potential, Making Sacrifices, Building Community, Self-improvement More of Do Good to Lead Well: Website: https://craigdowden.com/LinkedIn: https://www.linkedin.com/in/craigdowden/

In this episode, John speaks with his friend and colleague, David Miller, Director of Applied Agronomyat Advancing Eco Agriculture. Together, they discuss the essential knowledge and skills required to excel as an agronomist, especially within the regenerative agriculture space. David shares insights from his 15-year journey in agronomy, emphasizing the importance of big-picture thinking and a deep understanding of both plant physiology and soil biology. He talks about the balance between maintaining a high-level overview of agricultural systems while calling upon detailed, crop-specific knowledge in his work. This conversation highlights the need for agronomists to understand the timing of various applications relative to the specific growth stages of plants. David provides examples from pecan and cotton farming, illustrating how precision nutrient management and timing can significantly impact crop yield and health. Additional Resources To learn more about AEA, please visit: https://advancingecoag.com/ To learn more about AEA's approach to agronomy, please watch: https://www.youtube.com/watch?v=8dShMf8VmrM About John KempfJohn Kempf is the founder of Advancing Eco Agriculture (AEA). A top expert in biological and regenerative farming, John founded AEA in 2006 to help fellow farmers by providing the education, tools, and strategies that will have a global effect on the food supply and those who grow it.​ Through intense study and the knowledge gleaned from many industry leaders, John is building a comprehensive systems-based approach to plant nutrition – a system solidly based on the sciences of plant physiology, mineral nutrition, and soil microbiology. Support For This Show & Helping You Grow Since 2006, AEA has been on a mission to help growers become more resilient, efficient, and profitable with regenerative agriculture.  AEA works directly with growers to apply its unique line of liquid mineral crop nutrition products and biological inoculants. Informed by cutting-edge plant and soil data-gathering techniques, AEA's science-based programs empower farm operations to meet the crop quality markers that matter the most. AEA has created real and lasting change on millions of acres with its products and data-driven services by working hand-in-hand with growers to produce healthier soil, stronger crops, and higher profits. Beyond working on the ground with growers, AEA leads in regenerative agriculture media and education, producing and distributing the popular and highly-regarded Regenerative Agriculture Podcast, inspiring webinars, and other educational content that serve as go-to resources for growers worldwide. Learn more about AEA's regenerative programs and products: https://www.advancingecoag.com  

While we prepare for Season 13 of the podcast, Tim will be giving weekly rapid reactions to audio articles from The Fire Time Magazine. In this week's episode, Tim reacts to Hayley Johnson's article, "4 Key Qualities of an Exceptional Support Staff" (released in the January 2024 issue of The Fire Time Magazine). Become a supporter of The Fire Time Network and get access to awesome rewards: https://itsfiretime.com/join To hear more audio articles from our magazine, subscribe to the Fire Time Magazine Podcast: https://www.itsfiretime.com/magazine. Read The Fire Time Magazine Reader Edition online: https://magazine.itsfiretime.com. Download The Fire Time Magazine app to get full access to the magazine (for free): https://www.itsfiretime.com/app. Nominate someone for the HPBExpo Ultimate Awards Show: https://www.hpbexpo.com/awards/

The Key Qualities of the Greatest Leaders ( Part Two ) by Olajumoke Adenowo

The Key Qualities of the Greatest Leaders ( Part Three ) by Olajumoke Adenowo

The Key Qualities of the Greatest Leaders by Olajumoke Adenowo

Discover the three essential qualities that can transform your weight loss journey from temporary to permanent. Weightloss is more about who you are BEING rather than having the best habits or foods or workouts… It's about who you are and what qualities you have. Tune in to learn the 3 qualities that will help you lose weight for the last time.   Mentioned in today's episode: CLEANING YOUR PLATE click here to listen   Don't forget to:  GRAB YOUR READY TO LOSE PLANNER HERE: click to buy Grab your GET STARTED GUIDE (& 7 day planner) by clicking here  Get daily mindset and weightloss tips by following me on instagram here: https://www.instagram.com/readytolosecoach/ SIGN UP FOR A FREE WEIGHTLOSS STRATEGY SESSION by clicking here 

In this episode, Emily sits down with her former CFO (and one of her all time favorite people), Rory Liebhart! They explore the multifaceted role of the Chief Financial Officer (CF) in today’s business landscape. ● Rory’s journey from selling t-shirts on a doc to a multi-time CFO, President and Director of PE-backed companies ● Collaborating with other executives to drive organizational success (while not avoiding productive tension) ● Navigating financial challenges including budgeting, forecasting, and managing cash flow ● Strategic decision making - balancing financial considerations with broader business objectives ● Adapting to change - how the CFO role has evolved over time ● Providing context and teaching - the importance of providing rationale for decisions ● Internal and external focus - a strong CFO operates both internally and externally (including engagement with investors board members) Rory Liebhart on LinkedIn Rory Liebhart is an accomplished Chief Financial Officer and private investor known for his exceptional ability to navigate the complexities of executive finance. With a diverse background that includes transforming from a streetwear entrepreneur to a financial maestro, Rory brings a wealth of experience in leading companies through strategic financial planning and analysis. His career, mentored by industry leaders like Ed Barton, has spanned private equity settings and public companies, emphasizing the importance of clear communication and trust in financial leadership. Rory's insights offer invaluable guidance for aspiring business leaders seeking to enhance their acumen. – – – – – Timestamps 01:05 Rory's Journey to Leadership 02:31 The Transition from Selling T-Shirts to CFO 04:55 The Role of a CFO 05:14 The Path to Becoming a CFO 08:45 The Importance of Teamwork in Leadership Roles 13:03 The Role of a CFO in a Business 16:19 The Importance of Complementarity in Leadership Roles 19:33 Interviewing for a CFO Role 23:08 The Importance of Trust and Open Conversations in a Team 25:01 Balancing the CFO Role: Being the 'Dr. No' and the Team Player 27:35 The Importance of Providing Context and Understanding Perspectives 30:48 Key Qualities of a Good CFO: Context, Understanding, Teaching, and Hiring 31:40 The Role of a CFO in Internal and External Communication 41:50 The CFO's Role in a Private Equity Backed Company 45:59 The Importance of Complementary Skill Sets in an Executive Team 48:27 Final Thoughts – – – – – Emily Sander is a C-suite executive turned leadership coach. Her corporate career spanned Fortune 500 companies and scrappy start-ups. She is an ICF-certified leadership coach and the author of two books, An Insider’s Perspective on the Chief of Staff and Hacking Executive Leadership. Emily works with early to senior executives to step into effective leadership with one-on-one coaching. Go here to read her story from seasoned executive to knowledgeable coach. Get your free Chief of Staff Skills Assessment Checklist here. Download your free Chief of Staff Toolkit here. To learn more about Emily and Next Level Coaching, click here. Follow Emily on LinkedIn | YouTube

Dalton identifies the 3 key qualities the next Louisville Cardinals men's basketball coach should possess:1) Style of play: adjustments, game planning, adaptability, X's & O's2) Roster management: recruiting (high school and transfer portal), player development3) Understanding the job (expectations, PR, fanbase, etc.)

In this episode of the Path to Freedom podcast, host Wes Barefoot converses with guest Erik Van Horn about the intricacies of franchising. They delve into the importance of mentorship and the impact of a founder's personal brand on franchise growth. Erik shares his experiences with Front Street Equity Partners, emphasizing strategic franchise sales and the significance of aligning with founders who prioritize franchisee success. They also discuss the qualities of teachable founders and explore different franchise brands Erik is involved with. The episode wraps up with a focus on the value of networking in real estate investing and franchising.   Don't forget to like and subscribe!    Instagram: https://www.instagram.com/path2frdm/     Facebook: https://www.facebook.com/path2frdm     Linkedin: https://www.linkedin.com/in/wesleybarefoot/     7 Steps to Owning a Franchise: https://path2frdm-1.hubspotpagebuilder.com/path-to-freedom-about-franchising   If you would like to learn more about this particular franchise opportunity, or discuss franchise ownership in general - feel free to use the link to my calendar below to schedule a free, no-obligation introductory meeting.    https://calendly.com/Is-barefoot/introcallwithIs  

What are the top five characteristics great leaders share? Academy graduates, Alison '15 and Paul '16 Yang, discuss that answer — and more! ----more----SUMMARY Alison '15 and Paul '15 Yang discuss their backgrounds, experiences at the Air Force Academy, transition to the corporate world, and key qualities of successful leaders. Their leadership lessons and takeaways?  The importance of caring about people, having humility, being resilient, managing stakeholders, and leading through change.   LEARN.  ENGAGE.  LEAD! Read Veterans in Leadership: How Military Careers Can Shape Corporate Success including the contributions of Alison and Paul Yang.    DOWNLOAD THE VETERANS IN LEADERSHIP PDF HERE  |  SPENCERSTUART.COM   OUR FAVORITE QUOTES - "Care about people, whether that's, you know, asking about how their day was to participate in the flightline and solving everyday problems." - Paul Yang - "You have the humility to set yourself aside. You have a leg up, which enables you to have teams that perform under pressure and operate well through change." - Alison Yang - "I truly did [enjoy the YC advice]. I think sometimes Alison is very good at telling you what you need to hear." - Paul Yang - "Folks that come out of the military have no quit. If when we asked him to expand that out, he talked about how, when someone is asked whether or not they're willing to potentially make the ultimate sacrifice for this country, any other ask following that, in and out of the military becomes, I don't want to say easy, but it's going to fall short of it, right." - Paul Yang - "Care about people. And if you care about people, your interpersonal skills are likely decent, you have the humility to set yourself aside, you have a leg up on stakeholder management, which enables you to have teams that perform under pressure and operate well through change." - Alison Yang   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL   CHAPTERS 00:00 Introduction and Background 03:47 Childhood and Influences 07:04 High School and Leadership 10:51 Air Force Academy Experience 14:47 Career Choices: Maintenance Officer and Intelligence 20:30 Leadership Skills from the Military 24:03 Transitioning to the Corporate World 29:40 Transitioning as a Couple 35:13 Mistakes and Lessons Learned 46:23 Key Qualities of Successful Leaders 53:20 Advice for Future Leaders 58:02 Closing Remarks and Contact Information 59:05 How They Met 01:00:09 First Impressions 01:01:52 Working Together 01:02:52 Thoughts on Wise Advice   OUR FAVORITE TAKEAWAYS - Caring about people is a key quality of successful leaders. - Humility and resilience are important traits for leaders. - Effective stakeholder management and leading through change are crucial skills. - Transitioning from the military to the corporate world requires support and networking. - Continuous learning and self-improvement are essential for leadership development.   BIOS Alison Yang '16 I lead the delivery of global executive searches for US industrial companies and specialize in engineered products, distribution, and aerospace & defense. Spencer Stuart is the world's leading leadership advisory firm. Founded in 1956 and privately owned, we are the adviser of choice among organizations seeking guidance and counsel on senior leadership needs. We work with clients across a range of industries, from the world's largest companies to medium-sized businesses, entrepreneurial startups and nonprofit organizations. Spencer Stuart today has 56 offices in 30 countries. Our global reach, leadership in CEO and senior executive searches, and status as the premier firm for board counsel give us unparalleled access to the world's top executive talent. CONNECT WITH ALISON - Copy and image credit:  www.linkedin.com   Paul Yang '15 Spencer Stuart is one of the world's leading executive search consulting firms. Founded in 1956 and privately owned, we are the advisor of choice among organizations seeking guidance and counsel on senior leadership needs. We work with clients across a range of industries, from the world's largest companies to medium-sized businesses, entrepreneurial startups and nonprofit organizations. Through 56 offices in 30 countries and a broad range of practice groups, our global reach, leadership in CEO and senior executive searches, and status as the premier firm for board counsel give us unparalleled access to the world's top executive talent. CONNECT WITH PAUL - Copy and image credit:  www.linkedin.com LEARN MORE ABOUT SPENCER STUART     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!        FULL TRANSCRIPT SPEAKERS Our Host is Dr. Doug Lindsay '92 | Our Guests are Alison '15 and Paul '16 Yang   Paul Yang  00:08 It's real lives and young airmen and enlisted folks that you're put in charge of, and really making a true impact in people's lives on a day to day basis.   Alison Yang  00:16 The one theme, if we could say, captures all of this, is care about people.   Paul Yang  00:24 Whether that's, you know, asking about how their day was to supporting flightline and solving everyday problems.   Alison Yang  00:31 You have the humility to set yourself aside. You have a leg up, which enables you to have teams that perform under pressure and operate well through change. And it's also the difference between having people who just get the job done because they have to versus the people who get the job done because they want to. They believe in you.   Doug Lindsay  01:19 My guests today are Allison and Paul Yang, USAFA class of 2015 and 2016, respectively. Allison and Paul are a married couple based in the Washington, DC area and both work at Spencer Stewart, a global executive search and leadership advisory firm as associates in executive search. Both served in the Air Force with distinction winding up their careers in 2022 as officers in intelligence and maintenance leading large teams.  They are accomplished students of leadership and writers, which is how we met Allison and Paul. The pair recently contributed to an article on veterans and leadership in a Spencer Stewart publication. The article featured profiles of 10 prominent CEOs, three of whom are USAFA graduates and currently lead United Airlines, McAfee and Johnstone Supply.  We'll spend the next few minutes getting to know Allison and Paul, and we'll talk about their work with Spencer Stewart. Then we'll focus on the top five qualities they believe make the best leaders. And finally, we'll ask them to share one or two bits of advice they would give to those who want to be leaders and leaders who want to become even better. Joining us from the DC area, Allison and Paul, welcome to the Long Blue Leadership podcast.   Alison Yang  02:31 Thanks, Doug. We're happy to be here.   Paul Yang  02:32 Hey, Doug, happy to be here as well.   Doug Lindsay  02:34 Glad to have you. As we get started, if you don't mind, would you give us a little bit of a backstory on your lives as children before you got to the Academy? What was that like? And what was your growing up experience like?   Paul Yang  02:46 Sure, I could start. So I come from an immigrant family. My parents moved to the United States in 1993. When I was about two and a half years old, they moved to Queens, New York. My mom was a pharmacist and my dad was a truck driver. And so it was an interesting sort of startup story is what I'd like to call it. In the sense that I spent my weekends teaching my parents the English that I had learned during school and spent the weekend doing that for my parents. It was also a little bit of a challenging household as well. Maybe it's a little too much. But my dad was a bit of an alcoholic. A lot of stress growing up in this country and not knowing the language and trying to navigate it being in a completely different environment. So that led to sometimes an unsafe environment, but heavily influenced how I operate and how I think, being a problem solver paying, attention to detail, facing adversity, etc.   Alison Yang  03:44 I had a bit of a different childhood. I had what you would describe as an all-American childhood. My mom was a first grade teacher, my dad was an Air Force officer and had two younger brothers close in age. We were all best friends, all loved sports and we had to be best friends because we moved every few years or so but that really taught me how to be resilient, how to adapt to a lot of change in life. And I ended up growing this love for people. I loved meeting new people everywhere I went. I know sometimes it can go the other way where you hate moving. But for some reason I really clung on to that.   Doug Lindsay  04:20 So very different kind of origin stories there. But with those kinds of influences, and Paul, you mentioned that some of the challenges you had with that home dynamic and but also, Alison moving around a little bit. How did that translate into wanting to go to the Academy and doing that kind of opportunity? Was that something that's always kind of part of who you were? Alison, you said you like people and was that just part of that idea of service? Or how did that all come to be?    Alison Yang  04:47 Yeah, sure. I think I'd always been a very outgoing kid always driven to be an achiever. So, this passion for people, I would say it especially started in high school and I prided myself on knowing everyone in the in the class so I was class president. And you know, I was friends with the dorks and was friends with the popular kids. And my proudest moment in high school was actually, I was a benchwarmer on the varsity basketball team. And I was voted captain of my varsity basketball team. So, I would go up against, you know, the star player on the opposing team. I'd come off the bench, flip the coin and go sit back down on the bench, you know, it's sort of like a Rudy story. They throw me in the last few minutes of the game. But anyway, really proud of that. And then also saw the service aspect from my dad, and then saw a lot of women in leadership and knew that that's something I could totally do that I would love to do that I'd love a challenge. And so yeah, I would definitely say that all stemmed from my childhood.   Paul Yang  05:51 And then for me, I'd say my parents really encouraged me to kind of go out there and learn what's out there and get involved as much as I can. We kind of had this rule where in the house, we would speak Korean. But then when you're outside of the house, you're speaking English all the time. Which is interesting, you know, because my parents wanted to learn the learn the language and get familiar with it. But that made that basically kind of ingrained in me this idea that there's this whole world of knowledge out there, and there's all these things to do, especially being in a brand new country. So, throughout my childhood and growing up, I spent a lot of time getting involved in different clubs, in different sports, just because I wasn't familiar with it and be because I wanted to learn it and figure it out. So, I did a varying range of things. I did Model UN, I tried out the robotics club. I wasn't very good at it, but I tried it, I can say that, and a couple of different sports. That influenced me when I got to the Academy because I tried out for a sport that I never played before. And I ended up playing the whole, season, which is, you know, pretty interesting. And it was a great, great time to do that. But I, didn't really know that the Air Force Academy existed. I just kind of knew, hey, I want to give back to this country. I want to give, I want to be able to serve, I want to be able to give back. And so I always knew I wanted to give, join the military. And I guess that's what kind of led me down the path of going to the academy and listed first out of high school. And I was really, really fortunate and lucky to be surrounded by some key mentors of mine that told me that this place called this the Air Force Academy existed in Colorado Springs. You should apply. So much so that they were like, “Hey, don't have to work until you finish your application”, you know. So, I was very fortunate to have those folks that champion me, again, kind of further shaped my view of leadership later on in life.   Doug Lindsay  07:52 And then Allison for you in terms of the Academy itself, was it something you were familiar with? Because of your dad? How did you come to know about the Academy?   Alison Yang  08:02 And so yeah, he was not an Academy grad. So, for me, I, you know, my junior year of high school was considering the options. And I heard about the Air Force Academy, knew about it from my dad, who had friends who had gone to the Academy, and I've stepped into the Junior ROTC in my high school and said, “Hey, I'd love like a pamphlet on the Air Force Academy”. And they're like, “Sit down”, you know, “what sports are you in?” I was like, “What? “Whoa, I just want a pamphlet”. But, but anyway, that sort of started the process. And once I started the application process, which is, as a lot of listeners know, it's just an intensive application process, and you feel like you've achieved something when you submit it. So, I was really excited, you know, to have that opportunity. And yeah, I just, I knew it was right for me, especially as someone who was an achiever.   Doug Lindsay  08:54 So, what was that like when you got here then? So, you kind of very accomplished in high school, a lot of activity really busy. And then you kind of… that meets reality, when you actually kind of get here on in-processing and do that. What was that? Like, once you kind of got here in terms of that? Was it confirming or affirming of what you were doing? Or, were there some questions about, “What did I get myself into?”   Alison Yang  09:16 I loved it. And I had watched a lot of videos about basic training. But I have a really funny story. In my in-processing day, I was ready to conquer it, you know, got through all the screaming on the footprints. And I was like, I just got to make it to my room and I'll have some roommates and I can commiserate. We can do this together. And I get to my dorm room. And my two roommates one of them wouldn't speak to me. She was too nervous to talk. The other one had started hyperventilating. And she couldn't calm down. And so I will say both of them are incredible officers still in the Air Force today. Both made it through but in that moment, I said to myself, I'm gonna have to do this. This is gonna be me. We're gonna, you know and so it was a little bit of a reality check once I got to that moment.    Paul Yang  10:03 Yeah, for me, I would say I-day in-processing and basic training at the Academy felt in an odd way familiar, right, because I had gone through enlisted basic training. And then I went to the prep school and went through basic training there. So by the time it came around, I kind of knew, Okay, I'm gonna get yelled at, they're gonna break us down and go through this whole process. But I felt this need or this kind of calling to help my other classmates, because many of which were coming, many of whom were coming straight out of high school. And so even as simple as rolling socks, and cleaning your room, and hospital corners, those are things that I would say I've been doing every day, right, once you get out of basic training, but something I was familiar with at the very least. And so that desire to kind of share what I had known, even if it's something as simple as rolling socks, and folding your t-shirts in the right way to meet the measurements, I figured, you know, this is something that I know this is something that could be helpful in some way, shape or form. Let me go ahead and share that. And so my whole like early stages, or the early days at the Academy, that's what I felt called to do. Sharing that knowledge.   Doug Lindsay  11:14 Both of you (had) different kind of unique experiences as you work through the 47 months of the Academy, right? You're exposed to these new things. What would you say are kind of the couple of maybe crucible moments or the important moments or impacts that the Academy had on you during that time in terms of your development, not just as a person, but as a leader?    Paul Yang  11:37 I had never played a game of soccer in my in my entire life. Maybe it's because I grew up in New York, and there's not many fields. Maybe that's the reason why but I never played it. And so when I got this was during the prep school, when I got to the prep school, one of my buddies and my unit, or my squadron said, “Hey, you should try out for this team. You seem athletic, you'd like to run, why don't you come out to the field and try it out.” I did. And I enjoyed it. I didn't know how to kick a soccer ball the right way. But I knew how to run. And I knew that I was competitive and sort of headstrong in that way. So, I would say that was a highlight. And I got lucky because the person that would be starting in the position that I was in as left back ended up getting injured. And so I found myself in this situation of okay, I basically know how to play this sport. I can listen, I can listen to my coach's advice. But I have now I found myself in a starting position. I wasn't again, one repeat, like I wasn't very good. But I felt like what an opportunity to be able to play this sport at this level, having never played it before. And the Academy, certainly, you know, only a place like that, where you're given an opportunity like that, right? So that was like a pretty big moment, for me. A very proud moment. Maybe like a low-light for me, it was about halfway through the Academy, I was going through some personal things that I maybe lost sight of and I let it affect my academics, particularly one class, and I ended up failing a course. And at the end of the semester is you know, when you fail the course you go through the board process and you kind of go through, hey, you're gonna make it through. And I almost got disenrolled and I had my act advisor, someone you may know, Doug, but he really championed me. And he said, “Hey, it's okay, this these things happen”. Kind of brought me back down to earth and went through the board process ended up obviously not getting disenrolled. But it was a big, it was a big, tough pill for me to swallow of, hey, there are things in life that you need to focus on and make sure they're squared away and good to go. And ensure that it doesn't leak into other areas of your life is particularly if if there are high stakes involved, right, like enrollment at the Air Force Academy. Yeah.   Doug Lindsay  13:57 And I think that's an important part, right? Because that we tend to focus on maybe the positives, right? And we don't realize that without those kind of crucible moments, those kind of lower points that, you know, that helps frame out who we are, our perspective and who knows that opportunity. It sounds like it kind of change your trajectory a little bit about kind of reassessing. What am I doing here? What do I really want to get out of it? Right?   Paul Yang  14:19 Yeah, certainly a while I certainly cared more about academics after the fact. But it was it was a good lesson of, hey, this is real, you know, and I think to your point of, sometimes you could be flying high and in a really good place and you don't realize these little areas of your life that may be taking a toll and maybe require your attention and I think it's a good leadership theme as well. Of their different areas. It takes a lot of bandwidth. And so, making sure you take the time to take a step back and a lot your effort and your capacity in the areas that require it so that you are healthy and you're good to go. So that you can be present.   Doug Lindsay  15:01 Had a similar experience one of my semesters, my first semester sophomore year, I came in at a 2.0. And it was really close enough to the sun, so to speak, that that was my crucible moment. I'm like, that was a real evaluation moment for me to go. Okay, I need to, I need to do some things differently if I want to keep making this happen. Allison, how about you maybe some high and low point for you as well?   Alison Yang  15:25 Yeah, one of my favorite things about the Air Force Academy is just the incredible opportunities that it affords cadets so, I did the jump program, I did an immersion trip to Poland, I did a language trip to Morocco, a DC trip for a history class, I was on the lacrosse team and got to travel all over the place, marched in an Inauguration Day parade. So, all of those were just incredible moments. I would say the biggest thing that had an impact on my leadership is I was able to be the cadet squadron commander, my senior year. I'll say that peer leadership is the hardest thing. And I think that being a cadet, anything, you know, as a leader of cadets is harder than any officer leadership position I had, probably because there's, you know, formal structure within the military, there's, there's a natural chain of command, but when you're leading your peers, you know, you have to live with them every day too. So, it's a total exercise in dealing with people interpersonal skills. You know, in your, it was the greatest leadership gift I think the Academy afforded me. And then the low-light for me. So, I was the wing Command Chief, which was, you know, the top junior position, my junior year, and I did something called Weiss Advice. My last name was Weiss at the time, and I would go up on the staff tower, and I would give everyone morning advice at 6:00 a.m. before their breakfast, you know, something like, “Be a good friend today”. You know, you never know what your team your teammate is going through. This was at a time where there was social media that was allowed, and people could, you know, talk chat about whatever going on at the Academy. And I would say about half the wing was indifferent, a quarter loved the Weiss advice, and a quarter hated the Weiss Advice. And so, I got that direct feedback. And so, it was a great lesson to me that not everyone's going to love everything that you do. And especially as a person who really, who loves people who wants to be friends with everyone, learning that sometimes as a leader, you have to make tough decisions, or you have to do things that maybe not everyone will be on board with. But that was a, you know, it was a great lesson for me at that time that I carried on throughout my officer career.   Doug Lindsay  17:54 Taking those experiences you had at the Academy, how did that translate into saying, “Hey, I want to be a maintenance officer. I want to be an Intel officer?”.    Alison Yang  18:02 Yeah, and for me, I loved my political science and international relations classes. And that drew me into an interest in the intelligence field and just really synthesizing data about the world, understanding what drives our adversaries what motivates people again, and then ultimately, you know, proposing solutions actionable solutions to leaders to make decisions. So really enabling operations, which I loved, it would get me as close to operations as possible without actually flying in a plane. I tried power flight. Threw up every time so I knew that being a pilot was not for me. But yeah, just that foundation in my classes actually at the Academy drew me into intelligence.    Paul Yang  18:49 Well, I chose to be a maintenance officer. I put that as my top choice. Early in my first year, when we were putting in our preferences, I was thinking through okay, what's the career field where that'll provide me sort of the best opportunity to do exactly what I enjoy doing, which is championing others in solving problems. And obviously, by me gravitating towards leadership opportunities and learning about the world kind of pointed me towards the direction of maintenance because I knew that maintenance is a tough leadership environment, especially as a brand new lieutenant, you're kind of thrown in there, leading dozens plus people and there's a lot of problems to solve from the operational side and so okay, this is I think this is where I belong. I spoke to a number of different maintenance officers at the time there were AOCs some academic instructors as well. And so I knew okay, this is this is where I want to go and I thoroughly enjoyed it. I love the environment of being a thrown into somewhere where there's high stakes, it's on, it's on you and your team to figure something out. And it's real lives and real young airmen and enlisted folks that you're put in charge of and being able to be there relying on senior NCOs. And really making a true impact in people's lives on a day-to-day basis for the better, whether that's, you know, asking about how their day was to champion them because they need time off and managing their schedule to make sure that they have what they need to be best supported to, to support in the flightline and solving everyday problems. We don't have to go too much into the details there. But it's a tough group all dapper operationally. And I gravitated towards that.   Doug Lindsay  20:45 And I do want to ask a question about how you all got together. So, class of 2015 class of 2016, both at the academy at the at the same time, and now and you're married. So, can you tell us a little bit about how that started or how you met?   Alison Yang  21:00 I first remember meeting Paul, when he walked into an interview that I was holding, for my second in command as I was a cadet squadron commander, so I was looking for my superintendent and Paul interviewed for that role was the first time I had met him. I was dating someone else at the time. So, I had no romantic interest in him. But that was the first time I remember meeting him and I hired him. So, he worked with me for a semester. And then we became great friends after that.   Paul Yang  21:31 I think we had talked about earlier when Allison at six at six o'clock in the morning was sharing Weiss Advice up on the staff tower, before breakfast, when everyone's just trying to make it through the day. I learned obviously from a distance, and I had a lot of respect for her. I obviously still have a ton of respect for her now. And then when I found out that I was moving into 30, and I was applying to be her superintendent, I was like, “Wow, I would love to get to know this individual. And I'd love even more so to work for her”. So, there's kind of his running joke where our relationship started with Alison being my boss, and she still is today. Very much so and so that's sort of like our, our founding story, if you will.   Doug Lindsay  22:19 And then Paul, a question for you. So, the Weiss Advice that Alison talked about, what was your reaction sitting in, in Mitchell Hall hearing that that information?   Paul Yang  22:29 I personally enjoyed it. I think “Al” (short for Alison) had mentioned that maybe like, maybe a quarter of the people really, really enjoyed it. But I truly did. I think sometimes Al is very good at telling you what you need to hear. And certainly in our, in our marriage. And so, I really appreciated that even at the early waking morning hours of the day, that Allison was getting up there and saying some true hard things, like, “Be a friend. Support somebody. Be there for one another. If you have a tough test, at the end of the day, you'll be done with it”. I mean, just like simple things like that might not sound like a lot at the surface level. But it really hits home because it's just real. And it's true. And it's and it's honest. And so, to answer your question bluntly, I loved it.   Doug Lindsay  23:20 The Academy and the experiences that you've kind of talked a little about really spring-boarded you in those careers, because you obviously had success early on in maintenance and intel. What was it that you think you got out of the Academy that really kind of helped set the stage for you there?   Alison Yang  23:35 I think I would go back to the whole peer leadership thing, the fact that I had already been leading, you know, leading people honestly, as a senior and then went straight into, you know, my job as an Intel officer, I was leading a floor of 75 airmen at DGS Ops Center, and it was just awesome. I just had all these people around me, I knew how to interact with people I knew, you know. And then you even have an operational mission then so then it just becomes even more important. And I think that really set the stage. I mean, all of the character and leadership development that were taught at the Air Force Academy, all of that becomes second nature. You know, that's nothing that we have to learn at that point and, and being that kind of leader for people I think really helped me spring-board as just a second lieutenant into a successful intel career.   Paul Yang  24:34 The wealth of resources that the Air Force Academy has, even if it's just walking down the hallway, and talking to your AOC, who had spent probably 10 plus years in a specific career field and knows people in other career fields. And so, the networking aspect that the Air Force Academy provides is huge and being able to literally just walk down the hallway or maybe it's your instructor for one of your classes that came out of a curriculum to teach at the Air Force Academy. So, utilizing that network, and just knowing the wealth of knowledge and resources there has been huge.   Doug Lindsay  25:11 It's just always interesting to me to see the path that people choose. Because I certainly had my path and I found my way through. But it's just very interesting how personal that is, even though we all kind of go through a similar process, how we personalize that it's just really, I think, interesting as part of our journeys. And so, you're on active duty, you're having a lot of success, and then both decide to transition to something different. So can you talk to me a little bit about what that transition was like in terms of kind of getting into the space that you're in now kind of more the leader development space with, with where you're at right now.   Paul Yang  25:46 So, we decided to transition out at the same time, which, by the way, many of our colleagues and close friends thought we were crazy to be separating at the same time, due to the sheer amount of risk there. But you know, we took a leap of faith, we attended a career conference through a junior military officer, hiring and transitioning company. And when we attended this conference, Allison and I, we really kind of focused on the company culture, and the mission of the company. That's because we're coming out of the military, you know, we naturally gravitate towards companies that had a clear and defined mission orientation or goal, something that is founded on a clear values that aligned with the things that we felt we aligned with. And so, we both came across specially actually, we were, when we attended a career conference, they told us, you know, don't really lead with, hey, you guys are married. Because we were actually interviewed with very similar companies. And there was a decent amount of overlap, they told us to attend as individuals, rack and stack them in your in your brain individually and see where the alignment is with location with career fields and in different areas. And we came across an executive search firm, Spencer Stewart, and we just absolutely head over heels fell in love with the company culture and the type of work that it is, and it's certainly aligned, I guess I'll just speak for myself in this area, but it'll align with how I think and, and how I approach my day to day, which is championing the people, giving people a chance and solving problems. And so being in executive search, that's essentially what you get to do. You're helping your clients solve problems. And in this case, it would be leadership gaps, whether it's succession planning, maybe someone's retiring, etc. And you're talking to people about potential candidates for a role that maybe otherwise wouldn't have landed on their, on their radar in the past. And so being able to learn their story, figure out what their career goals are. And if there's an alignment with where they are trying to go with an opportunity to that a company can offer a great, let's talk about it.   Alison Yang  28:04 I agree, everything that Paul says is accurate. And maybe just to answer just the beginning of your question, why we made the decision. So we were both hard charging on active duty and really loved the service. For us, we just had decided, okay, we're going to be in a position where one of us will have to deploy the other will have to go back to teach. If we had this, we could see our career paths taking a divergent, you know, path, I guess you'd say. And so, we decided, let's just see what else is out there. And let's see what we can do. Paul had some experience that you know, from his dad and the business experience he's had in this country. For me, brand new, had no, you know, didn't even know what corporate life was like. And I said, “If not now, then when?”, and we made the leap and, and everything Paul said about Spencer Stuart so we joined. The culture is incredible. And we've really enjoyed our time so far in the year and a half we've been here.   Doug Lindsay  29:02 What was it that really kind of helped you kind of land successfully on the other side, because we know sometimes people struggle a little bit there sometimes in terms of what do I want to do?   Paul Yang  29:12 We were doing it together. And so, we naturally just had someone across the dinner table championing each other and going through the same experience together. And so being able to talk through ideas, talk through all the different scenarios and just having an ear that would listen was really, really helpful for us. And I wouldn't say that's, that's the only way but just having a partner through that, I think kind of tells a broader story of making sure that you surround yourself with folks around you that that have been through something like this before, or, or is going through it and being able to talk through things and act as a sounding board was really helpful for us.   Alison Yang  30:00 We are also huge proponents of transition companies, especially for junior military officers, we would have had no idea and we partnered with Cameron Brooks, spent a whole year in their program. They helped us translate our military skills into corporate speak, helped us with resumes. And then we had about 20 different companies that were aligned to our experiences that we would have never thought we would be qualified for. And if it were not for a program like that, I'm not sure we would have known and not only that, we had all these different industries we can compare. So, Paul and I got to say, “Alright, do we want to do manufacturing? Do we want to do banking? You know, do we want to be in professional services?” And we ultimately chose that incredible experience overall.   Doug Lindsay  30:47 Any regrets? No, that's great.   Alison Yang  None.   Paul Yang  30:50 No, no regrets.   Doug Lindsay  30:52 You talked about executive search and doing some of that. Can you walk us through a little bit what that looks like?   Paul Yang  30:57 At our firm where we're in executive search. And so that's actually a world we didn't know existed prior to going into the career conference and starting in this firm, but, but basically, we help large, mid to large sized companies on the public side and, and then on the private side, as well, we help leaders sort of make career moves, or we help clients solve their internal succession and leadership planning. What that looks like on a day to day basis, just to kind of maybe break it down, is a lot of calls a lot of internal and external conversations where you're running projects or searches internally, and just making sure we're following the process. And we're making sure we're managing things internally hitting all the dates for the deliverables. And then externally, lots of meetings with clients providing updates on market feedback, it also is probably the bulk of the amount of time that we spend is having conversations with potential candidates to make sure that we go through the full assessment process and doing our full due diligence to ensure that the folks that we would be potentially putting forth on a search on an opportunity are aligned well, yeah.   Alison Yang  32:16 And then Paul and I are both in different practices within the firm. So, I'm in the industrial practice, which means that I help recruit, assess and place executives in any domain within industrial so that could be oil and gas. That could be you know, manufactured products, engineered products, aerospace and defense distribution at large. It could be anything within the industrial sector, anywhere from a vice president level up to CEO.   Paul Yang  32:50 And I'm in, I'm in more of a functional practice, we call it financial officer practice, or basically CFOs. So, most of my work is basically, all of my work is with finance executives. So, CFOs and key deputies, and that's since it's functional. I basically spent a lot of my time across many different industries, because I think CFO-speak is pretty transferable from, from one company to another, from one industry to another, with the exception of a few that are just, they're different. But so, I guess that's like the difference between a focused industry versus a functional practice.   Doug Lindsay  33:32 What you talked about, that idea of being able to connect with people with influence championing others, solving problems. It sounds like you've kind of found your space on the other side in terms of what it is that you really enjoy kind of what your purpose is, is that fair to say?   Alison Yang  33:48 Absolutely, yes, yes. And it's one of the reasons why we, why we love it so much is we really feel that we've landed in a place where we can utilize all these skills. And also, when we're assessing talent, one reason that it's just great at being you know, having been a leader in the military is that when these executives are talking to us about change, management, change leadership within the organization, we don't know it conceptually, we know it practically from our time in service. So, we know if they're just blowing smoke, or, you know, so we found that very valuable and, and it's really cool. I mean, I think, and this is part of you alluded to our veterans article, we're just having access to folks like Scott Kirby, Greg Johnson, who know of these search firms, because that's how, you know, that's how they hire people, basically. So, it's been really neat, not only just being able to practice something that we love, but then also be able to talk to really incredible people.   Doug Lindsay  34:53 Yeah, and you hit on that piece of being able to not just talk about it, but kind of share your experiences. They're being able to kind of really understand, you know, at different levels in terms of what it is that they're looking for, what that means, what change management actually looks like in a large organization. Because even though you may not have been at the, at the geo level instituting those challenges you were at the implementation level of much of that change, and, and what that looks like. And I think that gives a different credibility of being able to say, hey, yeah, kind of been there, done that and talk about it that way, whether it's a CFO or industrial or whatever that is, right?   Paul Yang  Absolutely.   Doug Lindsay  34:53 With that in mind, what are some of the challenges or mistakes that you see leaders making today, just kind of curious in what you're seeing, and what you can talk about, and then we'll kind of talk about maybe some more of the effective things on the other side?   Paul Yang  35:45 Maybe it'll be trends, or sometimes things that kind of speak out to us as being on the search side. So, one of the things that I know that if an individual jumps from one company to another company too frequently, and I think that that could be that could mean a lot of things, right? It could mean that an individual was, you know, kind of in an ecosystem of a private equity firm, and they're buying and selling companies and moving from one company to another, which is fine, and you can speak to that. But if it's not in that situation, then it sort of signals that someone maybe hasn't done their full due diligence on an opportunity before, before taking on that role. And so that's something that I would say doesn't usually reflect too positively. And my advice, I think like springing from that would be, it has been, we've talked to plenty of folks that were where this happens, where maybe they land, they find themselves in a situation, or in a company that they might not like or a specific role that they might not like, it doesn't mean that they'd have to leave the company, right? It's not like it doesn't mean that there aren't other things that they can try. And so, my advice from that particular mistake would be see what else is out there within that company. Because the consistency of moving from one, one scope of responsibilities to another within the same company, I think reflects a lot more positively than, hey, I was there for eight months, and I didn't like and I left. A better story would be, I was there for about a year, I wasn't enjoying my job. I tried, I moved here within this part of the company and that's where I really found my passion for x. And then expanding from there…   Alison Yang  37:35 Maybe some other ones that we see, people getting experience outside of their respective functions. So, as they move up within organizations, you know, Paul's got a better example of this with finance, maybe you can go into that.   Paul Yang  37:53 Yeah, so being I think this is just the product of being in the in a functional practice where one is basically talking to a lot of different CFOs and varying in varying different industries, but finding, I think, has this history of maybe being a little bit siloed so, not the case anymore, right? Where you have folks that maybe start out as an accountant, right, or maybe started in a big professional services firm, and they work their way through accounting and audit, etc. I think the best ones are the ones that maybe expand beyond just their specific functions. So, with that, what I mean by that is, maybe this is someone that is that has an accounting background but takes the time to learn other aspects and areas of the business beyond what they see behind the numbers on finance. So in like a manufacturing organization, that would mean getting close to the business, getting close to the manufacturing floor, getting close to the product, and getting close to the product and really understanding, touching, feeling and seeing the product that their business is manufacturing. Because then it really helps that particular individual really translate what the what the numbers they are working through and managing and what that really means to their client or customer base. And those that are being that are better able to speak to that I have found that are the ones that tend to be more operationally oriented, the ones that can speak more about the business and not just finance.   Alison Yang  39:30 Another big mistake that we see maybe the biggest mistake is burning bridges. And you hear that at the Academy, “Never burn a bridge”. With an executive search, we extensively vet people for our clients. So even people that look phenomenal on paper or people who show up to an interview and they have an incredible interview. Great results on paper. If you've if you've got colleagues or peers or bosses that you have, have, you know, have a bad reputation with that, we will find it, we will hear it. And, and so it all comes back to being a person of character, you know, and we see that does burn people sometimes. And you also see things that the mistakes that leaders make when it comes to interviewing for jobs, which is not being prepared, you know, not presenting in a professional manner. We've had people show up late to board meetings and been completely taken off the list as a possible candidate. So, you see all of those things.   Doug Lindsay  40:30 Alison, you had mentioned something about character and being a person of character with that, are you seeing a more interest in that area as you're going through your executive search in terms of not just about what it is that you do, but it's kind of how you're showing up? Because you both mentioned the idea of not being siloed, being broader about that understanding, jumping around kind of the footprints that you're leaving behind? Or are burning bridges, that kind of speaks to that idea of character? So, sounds like that that's resonating more with folks. Is that fair to say?   Alison Yang  41:02 Yes. Absolutely. And I wondered that when I went into corporate America, if we would see these companies that we work with these client companies, you know, would they focus on? Are they looking for people who can just drive results within a company, and I'm telling you, more often than not, we have calls where most of it is, we're looking for someone who knows how to lead people, they're gonna have to come in here and in, you know, do a lot of change management, in some cases, and to revamp the entire team. You hear that quite a lot. And it's also something we really value at Spencer Stuart. At this firm, we screen for character, that's one of our four, the four things we screen for when we assess people. So yes, there's quite an emphasis on it.   Paul Yang  41:50 And it's often, and I would add that when it comes to just pure, I'll just speak about the practice that I'm in, but like pure finance capability, especially in like a public company, right? Like that is it's all public. So, you can see like the public filings, you could look at their 10-K and look at their proxy and see their company performance and ensure that that performance is there. And it's measurable. But more often than not, what we'll find is someone that could be that maybe potentially be a high performer based off of just pure numbers and pure historical performance, will maybe meet members of the board or meet, maybe meet other members of the team in which they'd be working with on a day to day basis. And the feedback would be, “Hey, not someone that we can see ourselves getting along with and working with on a day to day basis. Or not someone I just can feel a connection or something like that”. And that usually just means that they're good, they're good finance professional, or they're good at what they do. But not really sure that this is someone that they would, you know, that would inspire others of the company. And so, to Allison's point, I think at the end of the day, there will always be like an underlying, like baseline of capabilities. But what brings someone to the next level is, is one's character.   Doug Lindsay  43:07 I kind of transitioned this a little bit to the article that you all worked on, where you look at the top CEOs. And you're, that idea of what kind of sets him apart. I know that the article focuses a lot on the kind of the veterans and leadership, but what is it that you're seeing that you're starting to go, “Here are kind of maybe the top three, four, or five things that we're seeing that really make those effective leaders different than everybody else.”?   Alison Yang  43:31 I can talk to the first two, and then Paul can talk to the last three. So, kind of tying into that article, you'll see that I'll just say broad brush. The one thing, and it's what we've talked about most of this podcast, is just interpersonal skills, how much of an importance that that is. And it's not groundbreaking, but it's very real. And it underpins most, if not all other qualities that, you know, that these top performing CEOs all have. And so, the first one that that was also highlighted in the article is a team first mentality. So, it's about as simple as it gets. It's, you know, having a team with you, like, can you bring the team along? Like is the team a part of, the part of your mission and your story? And sometimes when we talk to people, if they're all about themselves, or if they can't describe how their team, you know, how they've impacted their team, or how they brought the team along? You know, it's very obvious and very clear, and it's not. There's a lot of culture change that happens in these organizations. And if you can't have a team first mentality, that won't necessarily happen. So that would be the first one. The second is humility. Being able to understand that you're not the smartest person in the room, but having the strength to make a decision when you need to, but also making sure you're valuing all opinions and doing that so humilities the second one.   Paul Yang  45:01 Another one, this is actually something that Scott Kirby, the CEO of United Airlines, that he had mentioned when we spoke to him as we're working towards our article, but he basically, he talked about how folks that come out of the military have “no quit”. You know, if when we asked him to expand that out, he talked about how, when someone is asked whether or not they're willing to potentially make the ultimate sacrifice for this country, any other ask following that, in and out of the military becomes, I don't want to say easy, but it's going to fall short of it, right? And so, there's this idea of being resilient and understanding how to perform under pressure when there are high stakes. And so I think that would be the key third thing. There are qualities being resilient in tough times, and knowing how to perform under pressure, when the stakes are high, then the next one is maybe stakeholder management. I think it's a very common thing that we would hear both in the military and out of the military, understanding and having the ability to work with a variety of different people. And I think it kind of goes to that point of being broader than just what your function is, understanding what one decision does to the rest of the organization in the organization and how it affects others around others around you. In the military, there's so much like, connectivity between maybe like the squadron or flight or group or wing level that it naturally just happens, but out in the corporate world I think sometimes you can get siloed, when you might not see like the direct translation of how decisions are affected other people. So being able to understand who are the, in both internal and external stakeholders is, is important. I think the fifth one, Allison already talked about the change management. That's, I don't even want to say it's like a, like a common phrase, because it's almost accepted, or it's almost like, what's the phrase I'm looking for here, it's almost like you have to have it. You know, in today's day and age where there is so much change, things are moving faster than ever before, especially with AI and just incredible technologies that are out there. It's a very fast moving world. And so being able to understand that that's happening, and being able to understand how that will how that translates internal to internally to one's organization is important.   Alison Yang  47:39 When it comes to change management as well, one of the key questions we ask are the people we assess is, “Where was the business when you came in?” And, “What have you achieved since then?” So, it's since that where was it? Where is it now? And how did you do it? And so that's one of the ways that we assess for change management.   Doug Lindsay  47:59 What I'm encouraged about is that those are all things that I can get actually better on understanding humility. It may be difficult to kind of step back and do that. But each one of those five are things that I think you can actually get better on, right, you can sit or invest some time in and go, I'm not where I want to be. But I can do that. Is that fair to say?   Paul Yang  48:19 Yes, no one is perfect in any of these areas. It takes practice and it takes time. And often-times, we'd be speaking with folks, or we're on the phone or in a meeting, where we realized someone will maybe have that introspection to look back and say, “Okay, this is an area that I'm not good at, maybe it's team building”. And they maybe they're 15-20 years in their career, and they're like, “You know what, I need more experience building a team. What's an opportunity at this company, in my respective company, where I have the opportunity to do that?”, and then seeking that out and putting it into practice is a key thing of just understanding, maybe it just kind of stems from the humility piece of, I'm not the best at everything. And there's all these areas that I need to improve on. But to your point, Doug, these are all things that that can be practiced in real time.   Doug Lindsay  49:10 As you are assessing them, and as you're looking at it, whether it be from the industrial side, or the CFO, are you finding that these leaders are receptive to the feedback that you're giving them in terms of maybe some of those areas where they're, where they're not where they need to be? Are you seeing an openness and a willingness to lean in and learn about that?   Alison Yang  49:30 It's interesting, you say that, because if when they are open to hearing it, they're showing humility, you know, you assess that just in the way that they interact with you as a person, you know, are they too busy for you? Are they you know, we do often get people ask us questions, you know, “How can I be better?” I mean, you talk to executives all day, you know, what, you know, how can I be better how, you know, what, how do I present myself better, et cetera? I think, you know, if you meet a real stinker then they, it's probably they're probably not going to be as receptive to things like that. But that's just my experience.   Paul Yang  50:08 There are candidates for particular roles. You know, on any given day, there's a there's a high volume, right? So, what that means is not everybody's going to be able to get the job that they that they want. And that's just the fact of life. And so, the ones that come back and say, “Hey, I know I was a finalist, or maybe I wasn't a finalist, what feedback do you have for me? How could I have done better?” Speaking to Allison's point about being having that level are having that ounce of humility to say, “Okay, I didn't get this, but there's got to be a reason why. What are those areas? Is it the team building? Is it, did I not share enough about change management? Did I not, you know, talk about certain results, or maybe it was how I presented myself and showed up to the meeting”. They asked for that feedback. And I think that also has to do with our firm and being in our company, because we have the agency and both our clients and our candidates put that trust in us. And they look to us for that advice. And we'll be transparent a because we have to be because they need it. And it's all about uplifting others and providing the feedback to others so that they can get to where they're trying to go.   Doug Lindsay  51:15 That whole idea of humility, just kind of really resonating. I do a lot of executive coaching and there's a really fundamental difference when someone shows up wanting to learn and you know, “Hey, this is wrong. That, you know, that's not, that's not how I really am”. And so that kind of that humility to be able to sit back and go, “What is this information telling me that's going to help me as a as a leader?”   Paul Yang  51:35 Maybe I'll start by saying if you're currently a cadet working towards graduation, or you're an alumni and already graduated, you, you're likely already a leader, and probably a good one. And so maybe that's like a good baseline to start. But Al and I, we kind of went back and forth thinking about this one and trying to figure out how do we distill both our personal individual personal lives, our combined military experience and our combined experience in the corporate world and executive search. And we thought about a little bit further, and I'll let Al share here.   Alison Yang  52:15 We're a little bit like a broken record here. But the one theme, if we could say, captures all of this is care about people. And if you care about people, your interpersonal skills are likely decent, you have the humility to set yourself aside, you have a leg up on stakeholder management, which enables you to have teams that perform under pressure and operate well through change. And it's also the difference between having people who just get the job done because they have to versus the people who get the job done because they want to. They believe in you. And they believe in the mission. And so, if you are good at caring about people, if you just care about people in general, you'll get there. And that's, that would be our advice.   Doug Lindsay  53:04 If folks want to find out more about what you're doing, or about the article that we referred to in the podcast, where can they go to find out that information?   Paul Yang  53:13 Simply just go to spencerstuart.com. That's our firm's website. It'll clearly outline different intellectual capital pieces that we've written as a firm in the past, and it's historical as well. So, we'll provide insights on certain industries and certain functional areas in terms of trends or things that we see. And then also tell you how our firm is broken down as well. So, if there's a particular industry that you're interested in learning about, it'll point you in the right direction in terms of folks that work in that specific practice, or if you want to reach Alison and I individually to talk to us about the work that we do, feel free to find us on on LinkedIn.   Doug Lindsay  53:55 Thank you all for your insights and the work that you're doing in terms of helping to continue to mold and develop leaders and getting them into the right locations. And we appreciate you being on the long leadership podcast today.   Alison and Paul Yang Thanks so much.   KEYWORDS Academy, leadership, company, Air Force Academy, people, leaders, Alison, speak, championing, talk, work, Paul, executive, day, started, understanding, search, meet, good, knew     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation     

I'm thrilled to share with you the latest gems from our podcast journey. In our recent episodes, my co-host Eva and I have been diving deep into the essence of true liberation. We've unpacked some profound topics that I'm eager for you to explore with us.

We are thrilled to share with you some truly enlightening moments from our latest podcast episode. Gareth and Eva dove deep into the heart of spiritual development, and I can't wait for you to join us on this journey.

In this episode, Scott discusses leadership and what makes leaders great.

In this episode, Scott discusses leadership and what makes leaders great.

Get free access to The Fire Time Magazine every month by going to https://www.itsfiretime.com/subscribe

Preston Jones joins Papa & Lund to discuss seeing Brock Purdy return home and increase his MVP stock and discusses some key qualities Brock had since he coached him in High SchoolSee omnystudio.com/listener for privacy information.

Preston Jones joins Papa & Lund to discuss seeing Brock Purdy return home and increase his MVP stock and discusses some key qualities Brock had since he coached him in High SchoolSee omnystudio.com/listener for privacy information.

In the first of a series about developing teams, we discuss the qualities of a high performing team. What are the common themes and how can you use that understanding to assess where your team is at right now and where to start with improving performance? Key points from this episodeThe foundation of psychological safety and people trusting each otherHow healthy debate and conflict is needed in a high performing teamCreating clarity and getting commitment to team goalsWhy accountability isn't just about the leaderThe importance of team results mattering more than individual onesUseful LinksConnect with Pam on LinkedIn: https://www.linkedin.com/in/pamelalangancoaching/ Connect with Jacqui on LinkedIn: https://www.linkedin.com/in/jacqui-jagger/ Follow Jacqui on TikTok: https://www.tiktok.com/@practicalleadershipcoachThe Career & Leadership Real Talk websiteInterested in working with us? Book a virtual cuppa with Jacqui to talk leadership development, ongoing 1:1 coaching packages or consulting Book a one off Practical Leadership Power Hour Enjoyed this Episode? If you enjoyed this episode, please take the time to rate and review it on Apple Podcasts or SpotifyMake sure you're first to hear about new episodes, along with bonus content and free career and leadership tips by signing up on the Career & Leadership Real Talk website

In the grand theater of life, when all lights are on you, are you able to connect with your audience? Are you able to communicate trust? Credibility isn't just about what you say— and it's not just about how you present yourself. It's about who you are! The most remarkable communicators understand this, utilizing the power of both authenticity and skill. Allow Csilla to pull back the curtain and reveal the five key qualities of a credible communicator. Useful Resources:    GET INSTANT ACCESS!  https://speakingmadesimple.co/story    FREE Download: https://speakingmadesimple.co/manifesto    Get the Weekly Digest!:  http://speakingmadesimple.co/weeklyConnect with your Speaking Mentor, Csilla Muscan:    Website: www.csillamuscan.com    Instagram:  https://www.instagram.com/csillamuscan    Facebook: https://www.facebook.com/csillamuscanLet's be biz besties on IG at www.instagram.com/csillamuscan

My next guest is a lifelong entrepreneur and investor who runs a unique venture capital firm that doesn't specialize in one specific industry. In this episode, he talks about what he looks for in founders, what he looks for with companies, and how his firm structures its deals differently than traditional VC firms. Please welcome Patrick Donohue. Key Timecodes (00:38) - Show intro and background history (02:53) - Deeper into his background history and business models he invests in (04:36) - Understanding his venture capital business model (11:11) - Deeper into his diverse portfolio of business strategies (14:59) - How he generates ongoing cash flow (17:33) - Deeper into his criteria and strategies (25:00) - What is the minimum investment size (27:26) - A key takeaway from the guest (28:58) - Another key tactical takeaway from the guest (31:37) - A bit about his book (33:57) - What is the worst advice he ever received (34:22) - What is the best advice he ever received (38:37) - Guest contacts Payback Time Podcast A Podcast on Financial Independence. Hosted by Sean Tepper. If you want to learn how to escape the rat race, create passive income, or achieve financial freedom, you came to the right place.

Dr. David Daniels empowers you to align your life with godly wisdom for stronger relationships and greater impact. KEY TOPICS Choosing counselors in your life that align with God in their counsel. 3 Steps to a Biblical Walk: Belong – Become – Beyond. The difference between the things we should stop doing and the things we should start doing. 3 Steps to Effective Change: Belief – Affection – Behavior.The importance of walking alongside people of faith. CONNECT WITH USwww.decidedlypodcast.com Join us on Instagram: @decidedlypodcast Join us on FacebookShawn's Instagram: @shawn_d_smith Sanger's Instagram: @sangersmith MAKING A FINANCIAL DECISION?At Decidedly Wealth Management, we focus on decision-making as the foundational element of success, in our effort to empower families to purposefully apply their wealth to fulfill their values and build a thriving legacy. LEARN MOREwww.decidedlywealth.comSUBSCRIBE TO OUR WEEKLY DECISION-MAKING TIP EMAIL Join us every Wednesday for more strategies to DEFEAT bad decision-making - one episode at a time! MENTIONED IN THIS EPISODE Decision-Making and the Will of God by Garry Friesen Ep.94 I Danielle Strickland I Deciding to Prioritize Faith in Your Business: From Control to SurrenderDr. Daniels' Spiritual Life Resource CONNECT WITH DR. DAVID DANIELSWebsite: https://wearecentral.org/ Spiritual Life Resource: www.nextstepdisciple.orgListen to Dr. Daniels Preach: https://www.youtube.com/@CentralBibleChurch/playlists Instagram: @daviddaniels // @wearecentral.tx Facebook: https://www.facebook.com/DavidADaniels David Daniels has served as Lead Pastor of Central Bible Church in Fort Worth, Texas since 2005. He has a Bachelor of Fine Arts from The University of Texas at Austin, a Masters of Divinity from Denver Seminary, and a Doctor of Ministry from Dallas Theological Seminary. David is co-founder of Beta Upsilon Chi (Brothers Under Christ), a national Christian fraternity. His teaching ministry includes the Perspectives on the World Christian Movement, Pine Cove Christian Camps, Kanakuk Institute, and pastoral leadership training in a dozen countries including Cuba, Burundi, Ethiopia, and India. He is author of Next Step Discipleship and Next Step Church--handbooks to help churches and their people take steps to greater missional living. He has also written Wonder: Advent Meditations on The Miracle of Christmas and An Unexpected King. David and his wife, Tiffany, live in Arlington, Texas, and love life with their adult children and 3 grandchildren.

When you're committed to greatness, you will meet your fair share of resistance in the form of failure, setbacks and struggles. This when you learn the value of a true friend.  In this episode I share with you 3 qualities that all great friends have. Listen up, and make sure to share your gratitude with your friends.

Pastor Dee Whitten illuminates the story of Barnabas, a follower of Jesus who used the qualities built in him by the Holy Spirit to encourage, enliven, and bring together the early church.

Welcome back! Comin in hot with a full length episode! In this episode we talk about our current top 5 qualities (in our opinions) of high achievers. We are far from where we want to be, and we aren't saying we know best. We also understand that we change as we grow, so who's to say these won't change in the next 5 years?! What are your top 5 qualities? Do you even know the answer? It's important to know who you want to be so you have something to work towards! Make a list and compare yours to ours! Love y'all and catch ya next time!

Are you ready to rev up your leadership skills? Join us on the Facts Not Feelings podcast as we explore the automotive industry with our special guest, Darryl Terrell, Service and Parts Director for Matt Bower Chevy Metairie. In this episode, we'll dive deep into the qualities that make a successful leader in this dynamic industry and learn from Darryl's unique perspective on approaching leadership in the automotive sector.From leading teams to operational excellence while fostering innovation, to balancing stability with progress, we'll cover it all. Discover Darryl's own leadership journey, including his mentorship experiences and strategies for encouraging continuous learning and development in his team.Whether you're a seasoned leader or just starting out, you won't want to miss this insightful conversation as we explore the challenges and opportunities of leadership in the automotive industry. Buckle up, and let's get started!Connect with Darryl Terrell: https://qrco.de/bdjQfpLet BZ Consultants Inspect What Should Be Expected

This week Doug Contant joins Craig on the Do Good To Lead Well podcast. The two talk through the qualities that make up a resilient leader to build a strong foundation for success in times of crisis. Douglas R. Conant is an internationally renowned business leader, New York Times and Wall Street Journal bestselling author, keynote speaker, and social media influencer with over 40 years of leadership experience at world-class global companies. For the past 20 years of his leadership journey, he has honed his leadership craft at the most senior levels. In 2011, he founded ConantLeadership: a mission-driven community of leaders and learners who are championing leadership that works in the 21st century. What You Will Learn: 1. How empathy plays into resilient leadership 2. Tips for building connection and camaraderie into your business's culture 3. How to cocreate a sense of purpose 4. Leading by listening Mentions: https://conantleadership.com/about/doug-conant/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

If you choose to have captains or formal leaders of any kind on your team, that choice can shape your entire season. And I believe the choice of who makes a good dance team leader has nothing to do with dance technique! When you are thinking about who will make the best leaders, there are 3 key characteristics to look for. And this isn't just me talking from experience, although that's always in there too. This is based on science and a lot of research on what makes a high-quality, effective peer leader. This episode covers the 3 most important leadership qualities to look for in your dance team captains. _________ Mentioned in the Show: Free Download: Roadmap to Choosing the Right Captains   Journey to Elite Captain Self-Paced online leadership course for dance team leaders: Journey to Elite Captain __________ Did you enjoy today's episode? Please leave a rating and review on Apple podcasts! Check out the full Show Notes, including episode highlights, key takeaways, research references, exclusive resources, and more: https://chelseapierotti.com/56