Podcasts about key takeaways companies

This episode features an interview with Bill Macaitis, Founder & CEO, SaaS CMO Pro, where he shares growth strategies for SaaS and AI companies. His past roles include CMO positions at Slack and Zendesk, and SVP of Marketing at Salesforce. Bill joins the podcast to discuss findings from a recent survey of over 300 B2B marketers that gives insights into marketing strategies and budgets. He shares what they learned about marketing versus sales budgets, the most common attribution model, and more. Key Takeaways:Companies that are growing the fastest, invest the most in marketing. While cause and effect of that correlation is unclear, it's an interesting finding. Pipeline generation was one of the most tracked metrics for CMOs, which is a nice move away from only looking at MQLs or leads. Unfortunately, awareness was rarely tracked, making it hard for marketing teams to invest in long-term initiatives. A lot of companies, 65 percent, continue to use first or last touch attribution models.  Quote:  So, what we learned is a lot of companies, I think especially in their earlier stages -  percent still use first- or last- touch.  It's kind of crazy. I'm still shocked by it.  I remember my time at Salesforce,  I was running the marketing ops team at that point, along with a couple other teams, and  I just did a deep dive into attribution. Like I really wanted to understand like, hey, how many touches are people having with us before they became a lead? And then how many touches before they became a customer? What we would see is people would have 10, 20, 30 interactions or touches with us before they became a lead, and then they'd have like another 20 or 30 before they became a customer. And just imagine giving all the credit to the very first or last thing. And by the way, it's one of the reasons Google got so big was because a very common last touch thing is they will search on your company name. Branded search, right? And it's like, oh, like the SEM guys are like, this is amazing, right? We need to spend more on Google because they're producing these massive deals. And it's like, well wait, what about all the stuff in the middle?Episode Timestamps: *(03:48) Marketing Strategies and Budgeting*(22:31) Attribution Models in Marketing*(26:44) Top Metrics for B2B SaaS and AI Companies*(31:06) Marketing's Role in Revenue and ExpansionSponsor:Pipeline Visionaries is brought to you by Qualified.com. Qualified helps you turn your website into a pipeline generation machine with PipelineAI. Engage and convert your most valuable website visitors with live chat, chatbots, meeting scheduling, intent data, and Piper, your AI SDR. Visit Qualified.com to learn more.Links:Connect with Ian on LinkedInConnect with Bill on LinkedInLearn more about SaaS CMO ProLearn more about Caspian Studios

Show Notes: Furniture Industry News – October 23, 2024In this episode, we cover the latest updates and developments in the furniture industry, including corporate changes, charitable efforts, upcoming trade fairs, and technology innovations. Here's a rundown of the key stories:1. Corporate Updates: Beyond Inc.'s RestructuringWorkforce Reduction: Beyond Inc., parent company of Bed Bath & Beyond, is undergoing significant restructuring by cutting 20% of its workforce and parting ways with the chief product officer. The goal is to streamline operations and save $20 million annually.New Strategy: The company is transitioning to an "asset-light" business model, prioritizing technology and monetizing data and customer loyalty programs.Investments: Recent investments include stakes in Kirklands and The Company Store, marking a return to physical retail locations. More details will be revealed at their upcoming investor event.2. Big Lots' Charitable ContributionsSample Sale Charity Pull: Big Lots donated over $50,000 worth of home furnishings and household items to eight local nonprofits at their Columbus, Ohio distribution center. Beneficiaries include organizations supporting homebound seniors, cancer-affected families, and human trafficking survivors.Community Outreach: Additional contributions were made to Columbus's Vista Village tiny home initiative for the homeless and The Furniture Bank of Central Ohio. Big Lots also supported North Carolina's hurricane relief with essential items.Commitment to Giving Back: These initiatives underscore the retailer's dedication to supporting vulnerable communities.3. VIATT 2025 Preview: Expanding International Trade FairEvent Details: The Vietnam International Trade Fair for Apparel, Textiles, and Textile Technologies (VIATT) will take place from February 26-28, 2025, in Ho Chi Minh City.New Features: The event introduces an India Pavilion, an Innovation & Digital Solutions Zone, and a new Econogy Hub to promote sustainable practices. The Econogy Finder tool and Econogy Talks will further highlight eco-friendly exhibitors and practices.Global Appeal: With the addition of pavilions from India, Japan, and Taiwan, the fair aims to attract a broader range of exhibitors and attendees.4. Natuzzi's Positive Q2 PerformanceBranded Sales Growth: The Italian furniture maker reported a 2.5% increase in branded sales, accounting for 93.2% of total sales, indicating the effectiveness of their brand-focused strategy.Strategic Priorities: Natuzzi is working on enhancing its distribution network, increasing profit margins, and improving revenue per employee. These efforts aim to bolster their market position despite industry challenges.CEO Insights: Antonio Achille attributes the company's resilience to its strong brand and ongoing restructuring initiatives.5. Furniture Technology Breakthrough: Kravet's Mixed Reality AppArrange 3D Launch: Kravet has partnered with Intiaro to introduce Arrange 3D, a mixed reality shopping app compatible with Apple's Vision Pro headset. It allows users to visualize furniture in their homes at full scale before making purchases.Enhanced Shopping Experience: This app surpasses traditional augmented reality by offering a more immersive experience, aiming to revolutionize high-end furniture shopping.Implications for the Industry: By integrating cutting-edge technology, Kravet aims to transform the retail experience and set a new standard for customer engagement.Key Takeaways:Companies like Beyond Inc. and Natuzzi are strategically restructuring to stay competitive.Retailers such as Big Lots are demonstrating strong community support through various charitable programs.VIATT 2025 promises to be a pivotal event for the textile and apparel industry, with a growing focus on sustainability.Technology continues to reshape the furniture industry, with innovations like Kravet's Arrange 3D leading the way in enhancing the shopping experience.

Balancing transparency in AI systems with the need to protect sensitive data is crucial. Transparency helps build trust, ensures fairness, and meets regulatory requirements. However, it also poses challenges, such as the risk of exposing sensitive information, increasing security vulnerabilities, and navigating privacy concerns.In this episode, Paulina Rios Maya, Head of Industry Relations, speaks to Juan Jose Lopez Murphy, Head of Data Science and Artificial Intelligence at Globant, to discuss the ethical implications of AI and the necessity of building trust with users. Key Takeaways:Companies often prioritise speed over transparency, leading to ethical concerns.The balance between transparency and protecting competitive data is complex.AI misuse by malicious actors is a growing concern.Organisations must educate users on digital literacy to combat misinformation.Confidently wrong information is often more trusted than qualified uncertainty.Chapters00:00 - Introduction to AI Transparency03:03 - Balancing Transparency and Data Protection05:57 - Navigating AI Misuse and Security09:05 - Building Trust Through Transparency12:03 - Strategies for Effective AI Governance

As organisations adopt AI, data literacy has become more critical than ever. Understanding data—how it's collected, analysed, and used—is the foundation for leveraging AI effectively. Without strong data literacy, businesses risk making misguided decisions, misinterpreting AI outputs, and missing out on AI's transformative benefits. By fostering a data-driven culture, teams can confidently navigate AI tools, interpret results, and drive smarter, more informed strategies.Ready to boost your data literacy and embrace the future of AI?Key Takeaways: Companies are optimistic about ROI from AI investments.Data literacy is crucial for effective AI implementation.Technical debt poses challenges for AI infrastructure.Data quality and governance are essential for AI success.Trust in AI systems is a growing concern.Organizations must start with clear business priorities.The Data Festival will provide practical insights for AI adoption.DATA festival is where theory meets practice to create real, actionable knowledge. This event brings together #DATApeople eager to drive the realistic applications of AI in their fields.Leaving the hype behind, we look at the actual progress made in applying (Gen)AI to real-world problems and delve into the foundations to understand what it takes to make AI work for you. We'll discuss when, where and how AI is best applied, and explore how we can use data & AI to shape ourfuture.Sign up now to secure your spot

In this episode Judith Germain speaks to Scott Shute about conscious business practices and mindfulness in the workplace. Scott shares that he had a career as an executive at LinkedIn, where he led the mindfulness and compassion programmes, and is now an entrepreneur and speaker focused on conscious business practices. Key Takeaways Companies that operate with compassion and focus on employees, customers, and shareholders holistically are 1400% more profitable than average Psychological safety and having a sense of purpose are key drivers of high-performing teams Mindfulness programmes can improve employee wellbeing, focus, and productivity at relatively low cost Leaders should operationalise compassion by evaluating it in performance reviews and making decisions with humanity in mind In this conversation Judith and Scott discuss how companies can embed compassion into their operations and decision-making, beyond just having mindfulness programmes. They stress the need to make humane choices that consider the impact on all stakeholders - employees, customers, and shareholders. Judith and Scott discuss how leaders can drive high performance while still maintaining the humanity and well-being of their teams. They emphasise the importance of inspiring and rewarding people, not just focusing on the negatives. Scott Shute seeks to curate the best practices of conscious business and make them more widely available. He is the author of the award winning book 'The Full Body Yes'. You can find out more about our guest and today's episode in this Maverick Paradox Magazine article here. --- Maverick leadership is all about thinking outside the box and challenging the status quo. It's about having the courage to take risks and the confidence to lead in a way that is authentic and genuine. But amplifying your influence as a leader isn't just about having a strong vision or a big personality. It's also about having the right leadership capability and being able to execute on your ideas and plans. The consequences of not having the right level of influence as a leader can be significant. Without the ability to inspire and motivate others, you may struggle to achieve your goals and make a real impact. How Influential Are you? Take the scorecard at amplifyyourinfluence.scoreapp.com and see.  Catalysing Transformation - 1 min video Judith's book: The Maverick Paradox: The Secret Power Behind Successful Leaders.  Judith's websites:  The Maverick Paradox Magazine - themaverickparadox.com The Maverick Paradox Website - maverickparadox.co.uk Judith's LinkedIn profile is here, her Twitter profile (MaverickMastery) is here, Facebook here and Instagram here.    

Chris Walker hosts weekly Private Coaching Events for Vault Subscribers, which opens with covering important and timely industry observations.  First, he highlights the shift in the market from growth at all costs to efficient growth and the need for companies to adjust their strategies accordingly. He also emphasizes the importance of looking at metrics such as CAC payback period rather than CAC to LTV ratios for evaluating marketing ROI. Additionally, he explains the difference between demand capture and demand conversion and the need to consider all revenue channels, not just inbound, when assessing marketing performance. Key Takeaways: -Companies need to shift from growth at all costs to efficient growth in order to align with changing market dynamics. -CAC payback period is a more appropriate metric for evaluating marketing ROI than CAC to LTV ratios. -Demand capture refers to capturing the intent of potential buyers, while demand conversion involves converting that intent into sales meetings or pipeline. -It is important to consider all revenue channels, not just inbound, when evaluating marketing performance. Thanks to our friends at Hatch for producing this episode. Get unlimited podcast editing at www.hatch.fm

Chris was asked to appear on the Founder Wisdom YouTube Stream hosted by Charles Cormier, to share his unique perspective on revenue operations and go-to-market strategies for B2B companies. He emphasizes the importance of viewing the sales and marketing process as a system, rather than a series of disjointed steps. By focusing on creating, capturing, and converting demand, companies can align their marketing, sales, and SDR teams to drive net new revenue. Chris also discusses the importance of mindset, personal growth, and taking care of your body in order to achieve success. Key Takeaways: Companies often get stuck in an MQL machine and struggle to transition to an account-based model. Organizational change management is the biggest challenge for larger companies looking to transform their go-to-market strategies. AI has potential in areas such as data analysis and process automation, but caution is needed when it comes to customer-facing interactions. Podcasting can be a highly effective marketing tool, driving both revenue and brand awareness. Sustainable marketing efforts have a compounding effect over time, leading to significant long-term benefits. Thanks to our friends at Hatch for producing this episode. Get unlimited podcast editing at www.hatch.fm

In episode 56 of The Business Development Podcast, host Kelly Kennedy addresses the importance of separating account management and business development. Kennedy recounts their personal experience of juggling multiple roles before realizing the need for separate teams. The episode highlights the significance of dedicating time to new business development, as customers can leave at any time, regardless of the quality of service provided. While account management is crucial for maintaining relationships and addressing client needs, Kennedy emphasizes the need to prioritize business development in order to grow the business. The episode concludes with practical advice on how to effectively balance these two aspects and the overall goal of the business.Overall, episode 56 of The Business Development Podcast focuses on the art of balancing business development and account management. Kelly Kennedy advocates for the separation of these two roles, sharing personal insights and experiences. The episode stresses the need to prioritize new business development as customers can leave unexpectedly. While account management plays a crucial role in maintaining client relationships, Kennedy encourages business owners to dedicate more time and resources to business development in order to foster growth. The episode aims to provide practical advice on how to effectively manage these two aspects within a business.Key Takeaways: Companies should aim to seperate account management and business development.Business development is about finding new opportunities and growing the business.Account management is about building relationships and maintaining existing clients.It is important to prioritize new business development and dedicate time to it.Customers can leave at any time for any reason, so it is important to consistently bring in new business.It is important to recognize the need for separate roles and not overload employees with multiple responsibilities.

In today's discussion, our primary focus is on the Business Hierarchy of Needs, specifically highlighting the Impact Level. Previous podcasts have already explored the Sales Level, Profit Level, and Order Level, all of which are accessible for you to listen to. Now, we focus on the Impact Level, where Danielle will delve into five distinct sub-topics within this domain. These areas are essential and directly influence your business, employees, and the community. Don't overlook this crucial aspect of the Business Hierarchy of Needs.   IN THIS EPISODE: [01:19] Fix this Next: Business Hierarchy of Needs. Danielle dives into the  first level: Transformation Orientation  [05:49] What is Mission Motivation [06:44] What is Dream Alignment [09:51] What is Feedback Integrity [13:36] What is a Complimentary Network [16:40] Danielle refers the listener to OC.FixThisNext.com for a complimentary assessment   KEY TAKEAWAYS:  Companies should have a mission statement that employees know and can support. Does your mission statement inspire anyone? Don't be afraid of communicating with your competition. You can learn from each other. Take advantage of the complimentary products that OC.FixThisNext.com to complete the assessment.   ABOUT THE HOSTS:   Danielle Mulvey is a former flight attendant-turned-entrepreneur and owns multiple businesses doing $50 million in annual revenue. She is one of the exclusive, select group of Mastery-Certified Profit First Professionals worldwide and the go-to “HOW TO IMPLEMENT” workshop facilitator for Profit First and WSJ Journal best-selling author Mike Michalowicz following his keynote speeches. Danielle is currently running multiple businesses, from start-ups to mature businesses with 10-year plus track records and revenues ranging from $1M to $40 million in annual revenues and is a certified numbers geek about Profit First, leveraging the DIY cash management system for small business to achieve maximum profitability. She can personally guide business owners to achieve maximum profitability based on her 25 years of experience as an entrepreneur who has been there and done that.   Additionally, Danielle authored the book The Rapid Read™ Guide to The 5-Star Employee Rating System™ and is currently collaborating with Wall Street Journal best-selling author Mike Michalowicz on his new book, to be released in Q1 2024, titled ALL IN: How Great Leaders Build Unstoppable Teams. Mike Michalowicz is an entrepreneur and New York Times and Wall Street Journal best-selling author of Profit First, The Pumpkin Plan, SURGE, Toilet Paper Entrepreneur, Clockwork, Fix This Next and Get Different. BusinessWeek called Toilet Paper Entrepreneur, a business cult classic. His books have been translated into ten languages, and Mike has had the privilege to speak on stages worldwide because of his passion for connecting with entrepreneurs.   As the founder of Profit First Professionals, he empowers accountants, bookkeepers, and business coaches with the tools and techniques to maximize client profitability, allowing them to uplevel from being one of the 83% of small businesses operating check-to-check and struggling to be profitable to becoming one of the 17% of thriving and highly valuable businesses with cash in the bank to correlate to profitability. Mike also co-founded the business growth consultancy Provendus Group and has successfully founded, built, and sold two technology service-based companies. He is passionate about sharing his experiences and advice with entrepreneurs and sits on formal and informal advisory boards while maintaining relationships with angel and early-stage investors. RESOURCES: Danielle Mulvey - Website Danielle Mulvey - Linkedin The All In Company - Website Profit First Nation - Website   Mike Michalowicz - Website Mike Michalowicz - Linkedin Mike Michalowicz - Twitter Profit First Professionals - Website Mike Michalowicz - Books   Fix This Next - Website  

Description: This episode delves into the importance of training and retaining your greatest assets - your employees. We discuss how investing in employee training and development can enhance their skills and knowledge and increase their job satisfaction and loyalty to the organization. Our guest for this episode is Jim Morgan, Vice President, Business Development & Workforce Strategies. He shares insights into MRA's March Talent Report, which includes trends from recruiting & retention, top creative HR strategies, c-suite level happenings, and more.  Whether you are an HR professional, a manager, or an employee looking to enhance your skills and advance your career, this episode offers valuable insights and practical tips for training and retaining your greatest assets. Join us as we explore the importance of investing in your employees and building a culture of continuous learning. Key Takeaways: Companies are teaching about the challenges that come with change—letting go of control, getting teams to buy in, communication, not understanding the “why” of the change, thus preparing their staff to handle the disruption. Generational diversity training is showing up more and more in corporate learning and development. Some companies have included developing the preferred organizational chart during their strategic planning, and using it as a guide when making key hires. Resources: Talent Report + Webinar Series  March Talent Report +  MRA Membership  About MRA  Let's Connect: Guest Bio - Jim Morgan  Guest LinkedIn Profile - Jim Morgan  Host Bio - Sophie Boler  Host LinkedIn Profile - Sophie Boler    Transcript: Transcripts are computer generated -- not 100% accurate word-for-word. 00:00:00:01 - 00:00:03:10 Hello everybody and welcome to 30 minute Thrive, 00:00:03:10 - 00:00:06:20 your go to podcast for anything and everything HR. 00:00:06:21 - 00:00:09:21 powered by MRA, the Management Association 00:00:09:23 - 00:00:12:23 looking to stay on top of the ever changing world of HR? 00:00:12:23 - 00:00:14:18 MRA has got you covered. 00:00:14:18 - 00:00:17:16 We'll be the first, to tell you what's hot and what's not. 00:00:17:16 - 00:00:21:03 I'm your host, Sophie Boler, and we are so glad you're here. 00:00:21:04 - 00:00:22:23 Now it's time to thrive. 00:00:22:23 - 00:00:25:11 Welcome to this episode of 30 Minute Thrive. 00:00:25:17 - 00:00:29:08 We're happy you're here, and I'm excited to give you the latest information on 00:00:29:08 - 00:00:34:03 all things Talent related is our guest, Jim Morgan, vice president of Workforce 00:00:34:03 - 00:00:38:19 Strategies here at MRA, covers the March edition of MRA's Talent Report. 00:00:39:07 - 00:00:42:18 So if you aren't familiar with the monthly talent report, Jim 00:00:42:18 - 00:00:46:17 Morgan gives an up to the minute review of what's going on in the world of business 00:00:46:17 - 00:00:51:13 with an emphasis on talent, which is based on input from CEOs, CFOs 00:00:51:13 - 00:00:55:19 and HR leaders from MRA's 3000 plus member companies, 00:00:56:01 - 00:00:59:22 1000 roundtable participants and subject matter experts. 00:01:00:10 - 00:01:02:09 So thanks for coming on the podcast, Jim. 00:01:02:09 - 00:01:02:23 My pleasure. 00:01:02:23 - 00:01:03:18 Good to be back. 00:01:03:18 - 00:01:05:16 So so let's really kick off 00:01:05:16 - 00:01:09:04 the conversation with what's happening in the recruiting retention world. 00:01:09:12 - 00:01:13:18 And I know that staying on top of mental health needs is always been a priority 00:01:13:18 - 00:01:14:18 for HR. 00:01:14:18 - 00:01:18:18 and employers, but it's really a tricky thing to be proactive on. 00:01:19:06 - 00:01:22:06 So do you want to really start us off with what you're seeing here? 00:01:22:15 - 00:01:23:05 Sure. 00:01:23:05 - 00:01:25:20 You know, the mental health, everybody mentions it. 00:01:25:20 - 00:01:28:23 But when you're trying to figure out, okay, exactly what is it 00:01:28:23 - 00:01:31:23 that we do about that, that's where it gets a little bit more difficult. 00:01:32:09 - 00:01:38:12 We're starting to see companies now use wellness and fitness things as incentives 00:01:38:18 - 00:01:43:03 for more time off or for additional pay that maybe if you walk 00:01:43:10 - 00:01:47:13 10,000 steps a day for ten days in a row, you get a half day off 00:01:47:13 - 00:01:51:10 or if you eat right or if you lose weight or you quit smoking, 00:01:51:10 - 00:01:54:16 they're trying to figure out how to not necessarily monetize it, 00:01:54:23 - 00:01:58:21 but develop it in such a way that now there's real motivation 00:01:58:21 - 00:01:59:18 for employee to say, 00:01:59:18 - 00:02:02:19 you know what, that's it's worth it for me now to go and do that 00:02:03:01 - 00:02:08:06 because the rewards are not just I feel better and maybe I'll be healthier, 00:02:08:06 - 00:02:11:10 but it's also like there's a short term to it that, you know, 00:02:11:10 - 00:02:14:20 maybe just kind of keeps people motivated for a while to stick with it. 00:02:15:15 - 00:02:19:15 That reminds me of those treadmills that you can get for under your desk 00:02:19:15 - 00:02:20:10 when you're working. 00:02:20:10 - 00:02:22:05 Exactly. Walk your steps. 00:02:22:05 - 00:02:24:20 Yeah, well, incentive. Those those are the types of things. 00:02:25:01 - 00:02:29:16 So we're seeing companies doing mindfulness breaks and telling people 00:02:29:16 - 00:02:30:15 during the course of the day, 00:02:30:15 - 00:02:34:10 you know, take a couple of minutes to yourself, take a walk outside. 00:02:34:10 - 00:02:37:18 Companies are bringing massage chairs into the office. 00:02:37:18 - 00:02:39:23 We do that here. 00:02:39:23 - 00:02:40:22 They're, you know, 00:02:40:22 - 00:02:45:15 providing now experiences where a lot of people have been giving gym memberships. 00:02:45:15 - 00:02:46:19 And that's directly related. 00:02:46:19 - 00:02:50:10 But it might be also a Netflix subscription with sort of a note 00:02:50:10 - 00:02:55:12 that says, hey, once a week, take 2 hours and just sit back and watch a movie. 00:02:55:22 - 00:02:57:16 So I think they're trying to just find things 00:02:57:16 - 00:03:00:18 in everyone's lifestyle that those are moments where you 00:03:00:23 - 00:03:03:09 you feel good about it and you know, it's good for you. 00:03:03:09 - 00:03:04:23 It's what you should do. 00:03:04:23 - 00:03:08:16 And then if we can give people a little extra nudge to go do it, you know, 00:03:08:21 - 00:03:10:18 hopefully they're happier, they're healthier, 00:03:10:18 - 00:03:12:22 and that means they're more productive at work. 00:03:12:22 - 00:03:16:07 I know you just listed a few, but do you have any other 00:03:16:07 - 00:03:19:16 wellness trends that you are seeing from employers? 00:03:20:07 - 00:03:24:06 I think some of it now is around almost training 00:03:24:10 - 00:03:27:20 people to understand the wellness and how to take care of them. 00:03:27:20 - 00:03:28:04 So, I mean, 00:03:28:04 - 00:03:30:08 I can give you a gym membership, 00:03:30:08 - 00:03:33:06 but if you never go, it doesn't have a whole lot of value to it. 00:03:33:20 - 00:03:37:12 But if we can explain to you what are the good things that happen 00:03:37:12 - 00:03:40:22 if you exercise three times a day or if you get out and walk and you do things. 00:03:40:22 - 00:03:45:21 So I think the education part of it is becoming a bigger a bigger deal. 00:03:45:21 - 00:03:46:20 And a lot of companies 00:03:46:20 - 00:03:50:05 have employee assistance programs and they've always had an EAP, 00:03:50:14 - 00:03:53:03 but they didn't necessarily tell anybody they had it. 00:03:53:03 - 00:03:56:21 It was probably buried in your benefit somewhere that says, Oh, we have an EAP, 00:03:57:07 - 00:04:01:12 and some of those cover everything from, you know, doing your will 00:04:01:18 - 00:04:05:08 to, you know, how do you identify your beneficiaries 00:04:05:09 - 00:04:08:14 and leave money behind to financial planning. 00:04:08:23 - 00:04:12:03 And those are all things that are additional stressors in people's lives. 00:04:12:03 - 00:04:15:10 And so again, if we can figure out how to help them with some of those 00:04:15:10 - 00:04:18:16 things, then, you know, that's helpful to the employee as well. 00:04:18:17 - 00:04:19:01 Yeah. 00:04:19:01 - 00:04:24:22 And I know you've mentioned before, like for workplace cafes or cafeterias 00:04:24:22 - 00:04:29:11 now, employers are replacing some of that food with a healthier option. 00:04:29:17 - 00:04:31:02 May not be. Yep. 00:04:31:02 - 00:04:33:11 No more late summer apples. Exactly. 00:04:33:23 - 00:04:38:06 Or another topic that I'd like to dive into is your talent thinking section, 00:04:38:13 - 00:04:42:00 which I know the importance of training and developing employees 00:04:42:00 - 00:04:44:02 is really emphasize this month. 00:04:44:02 - 00:04:46:03 So can you expand on that a little bit? 00:04:46:20 - 00:04:50:15 Yeah, the learning and development, a couple of things have happened there 00:04:50:15 - 00:04:52:05 and we'll talk a little bit 00:04:52:05 - 00:04:54:01 about emerging leaders, I think, in a minute 00:04:54:01 - 00:04:56:06 because that's been another big part of it. 00:04:56:06 - 00:04:59:13 But the shift that's taking place in the workforce right now 00:05:00:02 - 00:05:02:05 generationally has been a big one. 00:05:02:14 - 00:05:03:01 And the 00:05:03:01 - 00:05:06:18 expectations of people in the workplace, especially managers and supervisors, 00:05:07:00 - 00:05:08:08 have changed. 00:05:08:08 - 00:05:12:05 So now you're watching all of the baby boomers begin to exit. 00:05:12:20 - 00:05:16:09 Finally, and they're being replaced by smaller, 00:05:16:12 - 00:05:19:22 a smaller generation, which means we're dipping into the next one, 00:05:20:18 - 00:05:22:04 which are the millennials. 00:05:22:04 - 00:05:26:00 And a lot of them are now being pushed into a leadership position 00:05:26:00 - 00:05:28:07 earlier than perhaps I would have been. 00:05:28:13 - 00:05:32:09 I might have had 20 years on the job to watch other people, as I say, 00:05:32:09 - 00:05:33:16 watch other people make mistakes. 00:05:33:16 - 00:05:35:06 So I didn't have to make my own 00:05:35:06 - 00:05:37:19 and then hopefully be smarter as a leader when I got there. 00:05:38:05 - 00:05:42:19 And some of the younger folks are not getting that same amount of time to do it. 00:05:42:19 - 00:05:46:08 So there's a training issue around that that we can talk about. 00:05:47:00 - 00:05:50:03 And the second part is, I think for a lot of hiring managers 00:05:50:03 - 00:05:54:01 and supervisors, especially those that have been at it for a long time, 00:05:54:01 - 00:05:56:16 their job has changed dramatically. 00:05:57:01 - 00:05:59:17 It's changed because of the shortage of people we have. 00:05:59:17 - 00:06:01:04 So they have to be much more involved 00:06:01:04 - 00:06:04:14 now in recruiting and retention and making sure their people 00:06:04:19 - 00:06:07:18 feel satisfied in their job and that they want to stick around. 00:06:08:10 - 00:06:13:04 And they've also had to take on more of a role in the entire employee. 00:06:13:04 - 00:06:15:04 It's not that I'm just going to evaluate 00:06:15:04 - 00:06:19:04 you on your ability to get your work done and your innovation at work. 00:06:19:09 - 00:06:21:15 Now it's you. What's your mental health? 00:06:22:04 - 00:06:23:11 Is there any stress in your life? 00:06:23:11 - 00:06:24:10 Is something happening 00:06:24:10 - 00:06:27:23 that we need to know about that maybe we can help accommodate it? 00:06:28:06 - 00:06:30:23 And so their life has changed quite a bit, too, and trying to help 00:06:30:23 - 00:06:35:06 them understand that they need to understand the younger employees. 00:06:35:06 - 00:06:37:14 They're not better, they're not worse, they're different. 00:06:37:14 - 00:06:39:23 And what they want is very different. 00:06:39:23 - 00:06:43:09 And you can complain about it, but you're also the people that are saying, 00:06:43:09 - 00:06:47:03 I need more people to come work for me because I'm working too much. 00:06:47:03 - 00:06:47:16 All right. 00:06:47:16 - 00:06:49:19 But if you want us to help you find new people, 00:06:50:03 - 00:06:53:13 then you've got to understand how do talk to those people, 00:06:53:13 - 00:06:55:16 communicate with those people and keep those people happy. 00:06:55:16 - 00:06:58:11 Because if they leave your back to having too much work again. 00:06:59:02 - 00:07:02:08 So all of that falls into that learning and development 00:07:02:16 - 00:07:06:23 sort of bucket that says, what do people have to deal with now? 00:07:06:23 - 00:07:07:22 And how is we as 00:07:07:22 - 00:07:11:03 how are we as an employer going to figure out how to train them in that? 00:07:11:13 - 00:07:14:13 And can you give some examples of what companies 00:07:14:13 - 00:07:17:08 are actually doing with that information? 00:07:17:19 - 00:07:18:07 Yeah, you know, 00:07:18:07 - 00:07:22:09 I think what they're trying to do is, one, they're trying to identify the skills. 00:07:22:09 - 00:07:28:10 We did that in our in our last talent report webinar that it's communications. 00:07:28:10 - 00:07:30:08 It's decision making. 00:07:30:08 - 00:07:31:21 It's accountability. 00:07:31:21 - 00:07:35:09 It's things that, you know, have been there probably for a long time. 00:07:35:09 - 00:07:36:06 But they 00:07:37:05 - 00:07:39:00 they are much more prevalent right now. 00:07:39:00 - 00:07:42:04 And so they've got to figure out how to do some of those things. 00:07:42:04 - 00:07:44:21 We are trying to begin to mix people a little bit 00:07:44:21 - 00:07:48:03 more by age as well as by a variety of other things. 00:07:49:01 - 00:07:52:12 If you and I are in the same meeting and somebody says, here's 00:07:52:12 - 00:07:55:00 the direction that we're going in, this is what we're going to do, 00:07:55:07 - 00:07:57:20 your take on it's probably going to be very different than mine. 00:07:58:03 - 00:08:03:07 And so it's a good thing to have a 25 year old, a 45 year 00:08:03:07 - 00:08:06:12 old and a 65 year old in the same meeting, because they're going to see things 00:08:06:12 - 00:08:07:17 very differently. 00:08:07:17 - 00:08:11:00 So you're starting to see the way people do meetings differently, the way they do. 00:08:11:00 - 00:08:12:15 The strategic planning is changing 00:08:12:15 - 00:08:15:23 dramatically to have different voices in the room. 00:08:16:12 - 00:08:19:03 Mentoring and reverse mentoring. 00:08:19:03 - 00:08:21:21 I think there's a couple of things I could probably teach you. 00:08:22:14 - 00:08:27:14 I know there are things that you can teach me, so how do we set up those meetings 00:08:27:14 - 00:08:31:19 and those relationships in a way that people can take advantage of that? 00:08:32:03 - 00:08:34:05 So trying to take that, this is what we need 00:08:34:05 - 00:08:37:11 and now how do we work it into the to the daily work? 00:08:37:11 - 00:08:40:13 Because if we just say Jim, Sophie, you two should talk to each other 00:08:40:13 - 00:08:43:04 once in a while, that might happen and it might not. 00:08:43:11 - 00:08:47:11 And so we have to sort of be intentional in how we're doing it. 00:08:47:16 - 00:08:50:12 Absolutely. Kind of going along with that. 00:08:50:12 - 00:08:53:21 You recently spoke at a generational differences conference 00:08:54:05 - 00:08:55:01 where you really talked 00:08:55:01 - 00:08:59:04 about emerging leaders and how how they can use their skills 00:08:59:04 - 00:09:02:07 and how to develop them, communicate with them and more. 00:09:02:07 - 00:09:06:14 So can you kind of highlight some of the key points that you discussed there? 00:09:06:18 - 00:09:08:21 Yeah, we actually tag teamed it. 00:09:08:21 - 00:09:12:06 So we had a millennial and then a baby boomer, 00:09:12:14 - 00:09:16:03 you know, and started it just by, you know, sort of saying, okay, 00:09:16:10 - 00:09:18:18 let's just ask you a couple of questions 00:09:19:12 - 00:09:22:03 if you needed technical assistance, 00:09:22:07 - 00:09:26:11 who would you go to the the 27 year old or the 62 year old? 00:09:26:20 - 00:09:29:23 If you wanted help with strategic planning, which one would you go to 00:09:30:02 - 00:09:33:13 if you had a financial question, if you needed a project manager, 00:09:33:20 - 00:09:36:04 if you wanted to understand what TicTok was 00:09:36:14 - 00:09:40:02 and went through a series of questions where some of them are pretty obvious 00:09:40:02 - 00:09:44:03 and they're correct and some of them you might, you know, be wrong 00:09:44:03 - 00:09:50:01 that you're just assuming that, well, he's never been on TicTok as he's this age, 00:09:50:01 - 00:09:53:07 but she's been on Tic TAC as she did Tic TAC. 00:09:53:21 - 00:09:55:17 One of the biggest generational differences. 00:09:55:17 - 00:09:59:06 It's a Tic TAC to me. Is the TicTok to you? 00:09:59:06 - 00:10:00:14 It's a hard to say. It is. 00:10:00:14 - 00:10:04:04 And you know, I've been saying tic tac longer than it's saying TicTok. So. 00:10:04:05 - 00:10:05:13 All right. Showing my age, 00:10:07:02 - 00:10:07:19 you're one of those 00:10:07:19 - 00:10:10:21 more likely to have that type of experiences as well. 00:10:10:21 - 00:10:12:20 So, yeah, we started with that. 00:10:12:20 - 00:10:14:06 Just trying to get people to say, 00:10:14:06 - 00:10:18:07 you know, what sort of opinions, what biases do we have already? 00:10:18:07 - 00:10:22:01 I just assume a 25 year old can tech can do technology. 00:10:22:01 - 00:10:24:10 Yeah, there's probably a 90% chance. You're right. 00:10:24:15 - 00:10:29:00 But there's some 25 year olds who never bothered. So 00:10:29:11 - 00:10:34:01 and there are 60 year olds who got into it as soon as it came and they love it. 00:10:34:14 - 00:10:38:09 So just trying to get people to think just because they look like this age, 00:10:38:16 - 00:10:41:18 you know, doesn't necessarily mean that that's that's what's right. 00:10:42:10 - 00:10:44:16 And then, you know, we introduced ourselves 00:10:44:16 - 00:10:47:10 kind of in a joking way saying, okay, what's 00:10:48:04 - 00:10:50:08 what's your impression, you know, of this person? 00:10:50:08 - 00:10:54:01 And I can, you know, say, well, they're on Tik tok too much. 00:10:54:01 - 00:10:55:15 Okay, that's just my opinion. 00:10:55:15 - 00:10:58:02 And then I get to hear the rebuttal on that that says you are 00:10:58:02 - 00:11:02:05 you can learn on Tik tok and now you know that that that's legit, 00:11:02:15 - 00:11:04:14 you know, and saying, okay, you got to speak up more 00:11:04:14 - 00:11:06:00 because you have really good opinions 00:11:06:00 - 00:11:09:07 and you know, you're not necessarily sharing them with people. 00:11:09:07 - 00:11:12:16 And so some of it is constructive and some of it is, you know, 00:11:12:17 - 00:11:14:11 just in good humor. 00:11:14:11 - 00:11:15:10 And, you know, 00:11:15:10 - 00:11:18:15 the young person can look at me and say, God, your memos are way too long. 00:11:18:23 - 00:11:22:04 You have these long paragraphs just like get to the bullet points 00:11:22:04 - 00:11:23:10 and let's be done. 00:11:23:10 - 00:11:26:13 That or joking when I say, Hey, did you see the commercial 00:11:26:13 - 00:11:27:10 or what you look like? 00:11:27:10 - 00:11:29:12 Why in the world are you watching commercials? 00:11:29:16 - 00:11:31:06 How dumb can you be? 00:11:31:06 - 00:11:33:23 So some of those are just sort of like, understand? 00:11:33:23 - 00:11:38:10 Yeah, most definitely where they're at, how they consume things, technology, 00:11:38:16 - 00:11:43:07 television, radio, music, you know, just very different things. 00:11:43:07 - 00:11:47:03 So just, you know, try to open up their minds a little bit to saying, yeah, 00:11:47:03 - 00:11:50:09 let's think about some of these things before we just run 00:11:50:09 - 00:11:53:12 and make, you know, assumptions of of what's happening. 00:11:53:13 - 00:11:54:13 Absolutely. 00:11:54:13 - 00:11:58:21 And in terms of communicating with emerging leaders or developing them, 00:11:59:06 - 00:12:02:04 what do you really think members ought to be thinking about? 00:12:02:17 - 00:12:06:00 I think we've lived in a world for so long that, you know, 00:12:06:00 - 00:12:11:04 usually there was a primary form of communication. 00:12:11:13 - 00:12:14:22 You know, at one point it might have been actually having 00:12:14:22 - 00:12:19:11 to make copies of something and stick it in everybody's actual mailbox. 00:12:19:17 - 00:12:23:03 And then we knew all the staff got it, and then we sent out 00:12:23:03 - 00:12:26:07 all emails emailed to all staff saying, okay, here it is. 00:12:26:16 - 00:12:32:00 We assumed everybody got it, we faxed it to people and we assumed everybody got it. 00:12:32:09 - 00:12:35:11 And we're in a world now, especially with these four generations 00:12:35:11 - 00:12:38:17 that, you know, if I said to you, what's what's your 00:12:39:10 - 00:12:42:07 primary way that you would like me to communicate with you? 00:12:42:07 - 00:12:46:05 So if I said, I want to get a hold of you and I want a quick answer, 00:12:46:05 - 00:12:48:00 how would you want me to communicate with you? 00:12:48:00 - 00:12:49:19 Text. Text to me. 00:12:49:19 - 00:12:52:22 And that's that's spot on, you know, 00:12:52:22 - 00:12:56:11 and I might say I'm actually I would probably say, text me at this point, too. 00:12:56:19 - 00:12:58:23 Mostly, though, because I'm adapting to other people. 00:12:59:05 - 00:13:03:06 I would have said normally I was at email me because that would be the fastest way 00:13:03:15 - 00:13:04:21 to get a hold of me. 00:13:04:21 - 00:13:08:10 But what companies now are having to deal with is if your primary way of 00:13:08:10 - 00:13:14:15 communicating is texting and mine, is email in others might be on our system. 00:13:14:15 - 00:13:17:18 And so they wanted in chatter and others say, you know, 00:13:17:18 - 00:13:21:07 if you could just do a video and I could watch it, that's easier. 00:13:21:10 - 00:13:22:01 And quite frankly, 00:13:22:01 - 00:13:25:19 if you recorded it, I can listen to it while I'm driving or something like that. 00:13:26:10 - 00:13:28:23 So that's five different ways of communicating 00:13:28:23 - 00:13:32:06 the same message, trying to make sure that it gets to everybody right. 00:13:32:16 - 00:13:35:17 And I think we have to understand that if there's a primary way 00:13:35:17 - 00:13:39:05 of communicating with people, that's the way that they're going to consume it. 00:13:39:10 - 00:13:43:23 And I can not like it, but I can't be mad either when they say, Well, I don't know. 00:13:43:23 - 00:13:44:21 Did you ever text me? 00:13:44:21 - 00:13:46:19 What's that? No, I never texted you. 00:13:46:19 - 00:13:47:19 Come on. 00:13:48:00 - 00:13:48:12 Right. 00:13:48:12 - 00:13:51:01 And, you know, you went through our entire leadership program. 00:13:51:01 - 00:13:53:06 And that was one of the questions we asked people was, 00:13:53:06 - 00:13:55:23 what do you want most when you you know, you start your employment 00:13:56:06 - 00:14:00:20 and after the box of swag was I want my supervisor cell phone number. 00:14:00:20 - 00:14:01:04 Yeah. 00:14:01:09 - 00:14:04:14 And that's a huge you know, you might have a 55 year old 00:14:04:14 - 00:14:07:06 like I'm not giving my cell phone number to a 25 year old there. 00:14:07:10 - 00:14:09:21 Call me from the bar on Saturday night. 00:14:09:21 - 00:14:11:16 You know, that's not the point of it. 00:14:11:16 - 00:14:14:08 You know what the probably you're looking for is 00:14:14:12 - 00:14:17:01 And in answer to a question and I want it quick. 00:14:17:03 - 00:14:17:19 Absolutely. 00:14:17:19 - 00:14:20:00 And if I text you, I better get a response from. 00:14:20:13 - 00:14:21:20 I can attest to that. 00:14:21:20 - 00:14:23:04 So, you know, there you have it. 00:14:23:04 - 00:14:26:03 So I think you are having to try to begin to figure out 00:14:27:00 - 00:14:31:09 how do we communicate with everybody in a way that they will actually consume 00:14:31:09 - 00:14:34:11 what it is that that we want them to consume For sure. 00:14:34:11 - 00:14:36:15 Because like I said, I can throw out a thousand messages, 00:14:36:15 - 00:14:40:04 but if I'm putting my messages on commercial TV, 00:14:40:17 - 00:14:42:16 you're not ever going to see it right? 00:14:42:16 - 00:14:46:17 And if you're putting everything on Spotify, I might never hear it. 00:14:47:03 - 00:14:50:13 And so where do we go and how do we communicate? 00:14:51:15 - 00:14:54:14 So kind of moving in a new direction here. 00:14:54:20 - 00:14:56:12 There were two recent surveys 00:14:56:12 - 00:15:00:07 that MRA just published in there and this month's talent report, 00:15:00:07 - 00:15:05:00 but it's the Business and Economic Outlook for 2023 in the Turnover survey. 00:15:05:08 - 00:15:07:12 So what was found in these surveys? 00:15:09:10 - 00:15:12:01 I'll go with the second one first because it's easier. 00:15:12:13 - 00:15:14:13 Turnover was up 00:15:14:13 - 00:15:16:19 and it was up in almost every type of job. 00:15:16:19 - 00:15:22:06 It was about 25% this past year, which is what it was last year, 00:15:22:13 - 00:15:26:09 but historically had been more in that 15, 16, 17% range. 00:15:26:09 - 00:15:29:14 So it's still there and it's still going on. 00:15:29:18 - 00:15:35:18 It's much higher at the lower level jobs than it is at the executive jobs. 00:15:36:01 - 00:15:38:16 Executives as low as eight or 9%. 00:15:39:10 - 00:15:42:23 But the people that maybe are in a manufacturing job 00:15:42:23 - 00:15:46:02 that are just starting, it might be as high as 35%. 00:15:46:16 - 00:15:50:18 So the turnover is still there and companies are really trying 00:15:50:18 - 00:15:55:01 to focus on keeping them for that first week and month. 00:15:55:06 - 00:15:57:00 And if they can keep them for that 00:15:57:00 - 00:15:59:00 first week in month, they've got a much better chance. 00:15:59:00 - 00:16:00:15 And so you're seeing a lot of 00:16:00:15 - 00:16:04:12 how do we surround this person with buddies or friends or mentors? 00:16:04:17 - 00:16:06:02 How do we keep in touch with them? 00:16:06:02 - 00:16:07:14 How do we contact them? 00:16:07:14 - 00:16:09:00 And spending a lot of time on that. 00:16:09:00 - 00:16:12:06 But the the turnover is up, I think right now 00:16:12:17 - 00:16:15:17 the employers are a little bit more optimistic that maybe we're going to 00:16:15:17 - 00:16:19:11 stabilize here, that those who are jumping just for money 00:16:19:17 - 00:16:21:06 have perhaps jumped 00:16:21:06 - 00:16:22:06 and others are starting 00:16:22:06 - 00:16:25:14 to look around and say, okay, I've got the wage that I'm looking for. 00:16:25:14 - 00:16:27:18 We always want more, but I'm pretty comfortable. 00:16:28:06 - 00:16:31:22 Now. What I'm looking for is maybe a little more longevity, 00:16:31:22 - 00:16:33:00 a little bit more about 00:16:33:00 - 00:16:36:03 what do you have to offer, a little bit more about my work life balance. 00:16:36:03 - 00:16:38:21 So maybe it's going to start the evening out. 00:16:38:21 - 00:16:39:23 We'll see. 00:16:39:23 - 00:16:43:09 We're still at 2% unemployed moment here in Wisconsin. 00:16:44:01 - 00:16:46:01 We're around under three. 00:16:46:01 - 00:16:50:01 In Minnesota, we're around three in Iowa, a little bit higher in Illinois. 00:16:50:09 - 00:16:52:06 So there's still going to be opportunities for people. 00:16:52:06 - 00:16:55:03 If there's opportunities for people, they're a little bit more likely to move 00:16:55:04 - 00:16:55:18 right in. 00:16:55:18 - 00:16:58:06 How about the business and economic? 00:16:58:12 - 00:17:01:02 The business, an economic one is really fascinating 00:17:01:02 - 00:17:04:01 because I think individually it was in people's companies. 00:17:04:08 - 00:17:07:13 They remained pretty optimistic that if I'm a manager, 00:17:07:13 - 00:17:11:07 I'm a manufacturer, I might have six months backlog. 00:17:11:07 - 00:17:14:21 So I know I've got work that's coming in and people can see that 00:17:15:10 - 00:17:18:13 most of their customers and clients are still doing well. 00:17:18:13 - 00:17:21:19 So they're feeling pretty good about that. 00:17:21:19 - 00:17:24:11 But then you ask them about, well, do you see a recession coming? 00:17:24:12 - 00:17:25:20 You think that's going to happen? 00:17:25:20 - 00:17:30:23 And, you know, over two thirds are saying, yeah, I think we're going to see that. 00:17:30:23 - 00:17:34:09 And then you ask another question, it says, well, then how optimistic are you? 00:17:34:14 - 00:17:39:16 And almost 90% are either very or somewhat optimistic 00:17:39:16 - 00:17:42:15 that their company is going to remain profitable and do all right. 00:17:42:23 - 00:17:46:15 So it's almost like my company's okay, but the rest of the world 00:17:46:15 - 00:17:48:01 is in a lot of trouble. 00:17:48:01 - 00:17:50:12 But there's a lot of people saying, my company is okay. 00:17:50:12 - 00:17:53:14 So if there's enough companies that are saying, I think mine's all right, 00:17:54:01 - 00:17:56:14 maybe we're in better shape than we think. 00:17:57:02 - 00:18:00:17 Now, the Midwest, I think, is very unique because as we've talked 00:18:00:17 - 00:18:04:12 demographics in the past, we were going to have a labor shortage 00:18:04:19 - 00:18:08:18 and we could have some people doing layoffs and still have other companies 00:18:09:03 - 00:18:10:03 who can pick them up. 00:18:10:03 - 00:18:13:19 So to the extent that we're going to keep people employed 00:18:14:05 - 00:18:18:00 in northern Illinois and Iowa and Minnesota and Wisconsin, 00:18:18:08 - 00:18:20:05 that's going to make a difference for us, I think. 00:18:20:05 - 00:18:23:09 And I think it'll make us a little bit more resilient 00:18:23:09 - 00:18:27:23 because those companies optimism means, okay, they're going to be hiring people. 00:18:28:04 - 00:18:30:12 And most are still saying they are looking. 00:18:30:21 - 00:18:35:13 So that that gives us kind of a leg up on maybe we're going to be okay here. 00:18:35:15 - 00:18:36:08 Yeah. 00:18:36:14 - 00:18:41:06 And in terms of C-suite level, what are the leaders really doing now? 00:18:42:07 - 00:18:42:21 They are 00:18:42:21 - 00:18:47:03 you know, they continue to be concerned a little bit about the uncertainty. 00:18:47:03 - 00:18:50:21 And that is one of the things that, you know, if you're a CEO 00:18:50:21 - 00:18:53:02 and you're looking at things, the one thing you want to do 00:18:53:02 - 00:18:55:22 is really be able to control the narrative. 00:18:55:22 - 00:19:00:02 You want to be able to say, look, I, I can control these types of things, 00:19:00:02 - 00:19:03:15 but if you're going to have price increases every two weeks, 00:19:03:23 - 00:19:07:23 yes, the government is going to pass some new compliance law 00:19:07:23 - 00:19:12:21 or they're going to change the way in which they might say we can 00:19:12:22 - 00:19:16:18 We can't have non-compete that changes the way we do things. 00:19:17:03 - 00:19:20:22 There is all kinds of political activity out there. 00:19:20:22 - 00:19:23:13 There is world affairs going on. 00:19:23:19 - 00:19:27:00 So all of those things combined, you start adding five 00:19:27:00 - 00:19:29:11 or six or seven or eight of these together and it's kind of like, 00:19:30:04 - 00:19:32:04 you know, let me control what I can control. 00:19:32:04 - 00:19:34:22 I can hire people, I can improve my processes. 00:19:35:03 - 00:19:38:09 But you're throwing all these other things at me and that's caused me 00:19:38:17 - 00:19:39:18 quite a bit of strife. 00:19:39:18 - 00:19:43:01 So I think that that's that's an issue for them. 00:19:43:12 - 00:19:47:05 They understand the talent issue for sure, and they continue to be concerned 00:19:47:05 - 00:19:47:17 about that. 00:19:47:17 - 00:19:50:15 And I think they're spending a little bit more time with their HR. 00:19:50:15 - 00:19:53:01 Department saying, you know, what do we do about this? 00:19:54:00 - 00:19:57:01 And in my presentations, i often say, well, 00:19:57:01 - 00:20:00:03 you know, the problem looks an awful lot like me, that there's a lot of people 00:20:00:03 - 00:20:04:01 that are, you know, 60 some years old, have been doing this for a long time. 00:20:04:01 - 00:20:07:17 And they're saying all these young people, you know what's coming in here, 00:20:07:22 - 00:20:09:18 How do we get them to be more motivated? 00:20:09:18 - 00:20:13:14 And I would argue that I think they're motivated as I've ever been. 00:20:13:14 - 00:20:17:08 It's just we're looking at digging into the the 2%, 00:20:17:08 - 00:20:21:05 which I think unemployment was 7% when I was looking for my first job. 00:20:21:12 - 00:20:23:15 So there's 200 people applying for every job. 00:20:23:15 - 00:20:24:23 I pick the best one. 00:20:24:23 - 00:20:28:07 You're walking around saying, I got five people who want me to come work for them. 00:20:28:15 - 00:20:30:03 I can pick whichever one I want. 00:20:30:03 - 00:20:33:19 So that's a that's just a very different world. 00:20:33:23 - 00:20:34:15 Absolutely. 00:20:34:15 - 00:20:37:19 And I think they're pushing their HR. 00:20:37:19 - 00:20:42:13 Departments very hard on especially going back to this emerging leader thing. 00:20:42:20 - 00:20:44:01 What should we be doing? 00:20:44:01 - 00:20:48:10 The mentoring, the reverse mentoring, the helping them with assessments 00:20:48:10 - 00:20:52:06 of personalities and assessments of communication styles, 00:20:52:18 - 00:20:56:00 getting them into team building and cross-functional teams, 00:20:56:00 - 00:21:02:01 putting the high potentials on our Strat planning group, giving them opportunities 00:21:02:01 - 00:21:06:02 to see this is where I can be a bigger part of this organization. 00:21:06:02 - 00:21:08:17 If I know I'm a part of it, I'm going to stay in. 00:21:08:17 - 00:21:11:18 If I see opportunities, then we'll be much better off. 00:21:12:07 - 00:21:14:13 So I think at this point everybody's figured out who we can hang on to, 00:21:14:14 - 00:21:16:19 people we don't have to be looking for as many people. 00:21:16:19 - 00:21:18:07 So that's 00:21:19:06 - 00:21:21:10 that's sort of where folks are at and saying, yeah, 00:21:21:15 - 00:21:25:01 let's let's keep the ones we get because we spent a lot of money time 00:21:25:01 - 00:21:26:09 trying to get them. Yeah. 00:21:26:09 - 00:21:29:00 And how about for HR. Strategies? 00:21:29:00 - 00:21:32:15 What are you seeing for creative strategies wise? 00:21:32:20 - 00:21:35:10 You know, i think the most creative one that I got 00:21:36:03 - 00:21:38:15 this time around from one of my roundtables. 00:21:38:15 - 00:21:42:13 It was a smaller rural town, but it was a company that had changed 00:21:42:13 - 00:21:45:18 their name, wasn't necessarily 00:21:45:18 - 00:21:49:16 delivering a product direct to consumer where you'd say, 00:21:49:16 - 00:21:52:08 Oh, I recognize that it's Coca-Cola, you know, I get it. 00:21:52:23 - 00:21:55:17 And they were they've been recruiting and are trying to find people 00:21:55:17 - 00:21:57:00 and there's just not that many people. 00:21:57:00 - 00:21:59:07 And a lot of folks are, you know, stealing from each other. 00:22:00:01 - 00:22:02:03 And they decided it 00:22:02:16 - 00:22:05:06 really as an effort to try to get their name back out there 00:22:05:06 - 00:22:09:00 and remind people that they were in town, basically held a community event. 00:22:09:10 - 00:22:11:23 And it was just sort of like a community fair. 00:22:12:05 - 00:22:14:18 They had games for the kids. 00:22:14:18 - 00:22:18:12 They had, you know, drink tickets, they had a tent. 00:22:18:20 - 00:22:22:17 They had all kinds of fun activities for people to do and just said, come on in. 00:22:22:17 - 00:22:26:03 We want to celebrate the community and we'll see what happens now. 00:22:27:00 - 00:22:29:10 And then near the where the drink tickets were, 00:22:29:11 - 00:22:30:14 they had set up a booth 00:22:30:14 - 00:22:33:02 that just explained who their company was and what they did. 00:22:33:02 - 00:22:35:19 And you know, they had job applications there as well. 00:22:36:11 - 00:22:40:12 And what they found was, one, people didn't know they were there and they were 00:22:40:12 - 00:22:43:11 picking up brochures and saying, Wow, this is really interesting. 00:22:43:11 - 00:22:48:02 But they also got 25 employees out of the deal from the applications 00:22:48:02 - 00:22:49:09 that were picked up here. 00:22:49:09 - 00:22:52:23 And these weren't even necessarily people that were looking, but they saw it. 00:22:52:23 - 00:22:55:01 They came to a place that was fun. 00:22:55:01 - 00:22:58:17 They saw the employees that were there and they were having fun and looked like 00:22:58:17 - 00:23:00:07 they were committed to the company. 00:23:00:07 - 00:23:03:11 And if you ask them about it, I would say you know, good thing. 00:23:03:11 - 00:23:04:00 Yeah. 00:23:04:01 - 00:23:06:22 And this is a company that puts out activities like this. 00:23:06:22 - 00:23:08:18 This all sounds pretty good to me. 00:23:08:18 - 00:23:13:18 And just based on their experience there that day and talking to their employees, 00:23:14:06 - 00:23:17:03 they got 25 new employees out of it 00:23:17:11 - 00:23:20:17 at a time when they'd been spending thousands on advertising 00:23:20:17 - 00:23:23:23 and using recruiters and maybe getting two or three. 00:23:24:15 - 00:23:28:21 So almost by accident, but outside the box time. 00:23:29:10 - 00:23:32:06 So so I would say that that was probably 00:23:32:06 - 00:23:35:06 the most creative one on Newcastle on in the last month. 00:23:35:11 - 00:23:37:17 That sounds creative. Ended up 00:23:38:20 - 00:23:39:16 well for that one. 00:23:39:16 - 00:23:39:21 Yeah. 00:23:39:21 - 00:23:42:12 All worked out well and I might have another one. 00:23:43:14 - 00:23:46:16 Or as we kind of wrap up here, there's a lot of changes 00:23:46:16 - 00:23:51:02 happening in the workforce and a lot of those hard population. 00:23:51:02 - 00:23:55:09 So can you talk about the change in population over the last ten years 00:23:55:09 - 00:23:57:16 and how that's really affected the workforce? 00:23:57:22 - 00:24:01:01 Yeah, you know, if you look around and I've mentioned this 00:24:01:01 - 00:24:04:06 before, the the Northeast and the upper Midwest 00:24:04:19 - 00:24:09:04 are sort of the places where that is now where people are moving to. 00:24:09:05 - 00:24:13:11 And so without that migration that's been that's a problem. 00:24:13:11 - 00:24:16:09 And so good news over the last ten years. 00:24:16:18 - 00:24:21:13 We saw growth in Wisconsin and Minnesota and Illinois 00:24:21:20 - 00:24:27:09 between three and 5%, which isn't great, but at least it's growth. 00:24:28:05 - 00:24:30:07 Illinois is is struggling. 00:24:30:07 - 00:24:32:19 It's one of the biggest migration out states. 00:24:32:19 - 00:24:35:13 So they they have their own set of issues. 00:24:36:00 - 00:24:38:15 But before everybody gets too excited about plus three or four 00:24:38:15 - 00:24:42:23 or 5%, the digging into the numbers is really the key. 00:24:42:23 - 00:24:47:23 And that grows in three, four, 5% are all working age people. 00:24:47:23 - 00:24:51:19 In fact, very few of them are in the working age population. 00:24:52:12 - 00:24:56:13 More of them are going to be near the retirement age side of things. 00:24:56:13 - 00:24:57:02 And so 00:24:59:05 - 00:25:01:03 it could be worse. 00:25:01:08 - 00:25:03:18 But most of the states, especially when you go south 00:25:03:18 - 00:25:06:03 and when you go west, are having more growth. 00:25:06:03 - 00:25:08:23 And that most of it is around hotspots. 00:25:08:23 - 00:25:12:05 So when you see the Portland's in the Denver's in the Carolinas 00:25:12:05 - 00:25:15:18 and Austin, Texas, that's where people are going 00:25:16:12 - 00:25:20:06 and we don't necessarily have one of those in several states. 00:25:20:14 - 00:25:21:13 Minneapolis St. 00:25:21:13 - 00:25:23:16 Paul is a draw, it's a hub, 00:25:25:06 - 00:25:27:17 but that's really about the only one for Minnesota. 00:25:27:22 - 00:25:29:05 Milwaukee's trying hard. 00:25:29:05 - 00:25:31:02 Madison's doing a good job, 00:25:31:02 - 00:25:34:21 but they still don't compete with that sort of national buzz 00:25:35:04 - 00:25:38:21 about some of those other places where you might just say, 00:25:38:21 - 00:25:41:05 That looks like a cool place and that's where I'm going. 00:25:41:05 - 00:25:43:07 I'll find a job, I'll figure it out when I get there, 00:25:43:18 - 00:25:46:23 because you can do that because you know that there will be a job there right now. 00:25:47:10 - 00:25:49:18 Well, looking to the future a little bit, 00:25:49:18 - 00:25:53:07 can you give us a sneak peek on April's talent report? 00:25:53:13 - 00:25:55:23 Yeah, we're going to be looking at employee engagement, 00:25:56:09 - 00:25:58:19 and that's I know others have talked about here. 00:25:58:19 - 00:26:02:20 Last year was a really big let's go recruit, recruit recruiting fruit. 00:26:03:05 - 00:26:05:03 And I think people are going to keep doing that. 00:26:05:03 - 00:26:08:08 But in the process of doing that, you started realizing, well, 00:26:08:08 - 00:26:13:03 if I've got to recruit 20 and ten others leave, I'm only up ten. 00:26:13:03 - 00:26:14:21 And so I got to keep recruiting, recruiting. 00:26:14:21 - 00:26:19:01 So I think people are looking more at retention and we'll have Lisa Poulin, 00:26:19:09 - 00:26:20:09 who does a lot 00:26:20:09 - 00:26:24:18 of our organizational development work, talking about some of the assessments 00:26:24:18 - 00:26:27:09 you can use and trying to make sure that people are happy. 00:26:27:09 - 00:26:28:10 Employee engagement 00:26:28:10 - 00:26:32:20 surveys, finding out what's on their mind, and then trying to figure out, you know, 00:26:32:20 - 00:26:34:10 what are the benefits and what's the culture 00:26:34:10 - 00:26:36:16 and what's the structure we've got of the organization 00:26:37:01 - 00:26:39:11 that's going to have those people stay with us for the long term? 00:26:39:11 - 00:26:43:08 Because the longer that they're, the more they know and the more we need a great. 00:26:43:08 - 00:26:45:15 While looking forward to it. Yeah, I do. 00:26:45:15 - 00:26:50:05 Any other last pieces of advice or lasting comments on. 00:26:50:05 - 00:26:50:22 Sure. 00:26:51:00 - 00:26:54:08 I think people do that and just, you know, dig in and keep fighting. 00:26:55:06 - 00:26:57:05 I think the creativity is going to be key. 00:26:57:05 - 00:26:59:11 It's just, you know, it's the party. 00:26:59:11 - 00:27:03:07 It's figuring out what's the niche group that we want to go after. 00:27:03:07 - 00:27:05:23 It's finding a new place to go look for people. 00:27:06:20 - 00:27:07:22 It's not going to end. 00:27:07:22 - 00:27:10:01 And so people are going to have to just keep working at it. 00:27:10:01 - 00:27:11:11 And that's exhausting. 00:27:11:11 - 00:27:12:18 I'm sorry about that. 00:27:12:18 - 00:27:16:10 But the creative ones are winning and they're successful. 00:27:16:10 - 00:27:19:23 Yeah, well, I want to thank you for being on 30 minute Thrive today 00:27:19:23 - 00:27:22:22 and really sharing this month's talent report with us. 00:27:23:06 - 00:27:27:09 So if you liked our chat and topic today, make sure you share it with episode. 00:27:27:09 - 00:27:28:06 Leave a comment, 00:27:28:06 - 00:27:32:07 leave a review, Consider joining MRA if you aren't a member already. 00:27:32:12 - 00:27:35:04 We have all the resources you need in the show Notes below, 00:27:35:13 - 00:27:38:18 including Jim's bio, his LinkedIn profile. 00:27:38:18 - 00:27:43:03 So if you want to get in touch with him, I'm sure he'll be happy to chat with you. 00:27:43:15 - 00:27:44:06 Otherwise. 00:27:44:06 - 00:27:47:18 Thank you for tuning in today and we will see you next week. 00:27:47:18 - 00:27:50:13 And that wraps up our content for this episode. 00:27:50:14 - 00:27:53:18 Be sure to reference the show notes where you can sign them to connect. 00:27:53:18 - 00:27:55:09 For more podcast updates, 00:27:55:09 - 00:27:59:05 check out other MRA episodes on your favorite podcast platform. 00:27:59:05 - 00:28:04:04 And as always, make sure to follow MRA's 30 minutes Thrive so you don't miss out. 00:28:04:04 - 00:28:05:06 Thanks for tuning in 00:28:05:06 - 00:28:08:18 and we'll see you next Wednesday to carry on the HR conversation.    

Nicole Anderson, an HR entrepreneur and founder of MEND HR Solutions, works towards changing the industry and guiding corporate leaders to better understand tomorrow's workforce. Nicole's broad corporate experience and work with first-year startup companies guided her vision: the need for employers to understand where their employees come from and build a symbiotic relationship with them. Her other vertical, MEND Recruiting, works very closely with the clients to understand their specific needs and to match professionals in the industry with the business. Listen to this podcast to know more about Nicole and how she is leveraging her HR experience to build better companies and employees. Today, you will learn about: Nicole's early life and career Transition into entrepreneurship with MEND, LLC Services offered by the company Reason behind the founding of MEND Recruiting Nicole's approach in bridging the generational gap Her book and other involvements Advice to budding women business owners Key Takeaways: Companies must keep up with changing business environments Healthy relationship between employer and employee is key Every company is unique, so should be their workers Inclusive workplace culture is imperative Do not lose character to gain clients Business is a marathon, not a sprint Connect with Nicole Anderson https://www.linkedin.com/in/nicoleandersonhr https://mendhr.com/

Today we dive into Turnaround mode with Lisa Gable, former US Ambassador, UN Delegate, and the bestselling author of Turnaround: How to Change Course When Things Are Going South. Lisa has turned around businesses, teams, nonprofits, political campaigns, and government projects, finding solutions to the hairiest problems. Since experience strategies must create economic value, losing sight of the Job to be Done is one of the costliest strategic errors a company can make. In this episode, Lisa teaches experience strategists how to find focus, listen to stakeholders, and lead from the heart and head in order to bring value for both companies and their customers.   KEY TAKEAWAYS Companies can get off-track and when they do they need people like Lisa Gable to help them create a new map for getting where they want to go Turnaround mode has two parts: solving for the economic crisis and building the new opportunity To address the crisis, companies need to take a hard look at legacy investments that may be meaningful, but don't create value.  To build a new opportunity, leaders need to move forward with speed, agility and heart. Steps for managing an experience strategy turnaround Assess your channels and experiences to figure out what you no longer need Determine the Job to be Done to figure out what's most important Move forward courageously, while being cognizant of the power of communication

About Carol Schultz: She is the founder and CEO of Vertical Elevation and is a talent equity and leadership advisory expert. Recognized for her proficiency in corporate leadership, she's spent three decades helping executives gain clarity in their careers, make bold leadership moves, and create cultures of performance. Schultz and her team have helped hundreds of companies—from seed stage pre-initial public offerings to publicly traded companies—transform their organizations and create sustainable, talent-centric cultures that run at maximum efficiency. She's the host of the popular podcast Authentically Successful and author of the new book Powered By People: How Talent-Centric Organizations Master Recruitment, Retention, and Revenue (and How to Build One) (June 7, 2022). Learn more at verticalelevation.com.In this episode Jason and Carol Schultz discuss:Always start at alignment What does talent centricity mean Hiring for cultural alignment Why coaching is important Key Takeaways: Companies and organizations must always begin at alignment. What do people in the organization believe is the most important? If people give different answers, that means that there's a problem in alignment. Talent centricity means that every person from every aspect of your organization is contributing equally in their area of expertise. Don't only hire for expertise, consider also how culturally fit a person is in your organization. For example, a competent person who isn't able to communicate with others is not a good candidate for your team. Great people don't become great all by themselves. People who go on to do great things often have somebody or a group of people they are accountable to that help them improve and succeed. That's why coaching is important for people who want to advance their career. “Until we can get into those blindspots with somebody, we cannot elicit change. Until we have the distinction, you cannot put a structure in space to keep it from limiting you and your progress.” - Carol SchultzConnect with Carol Schultz:Twitter: https://twitter.com/CarolBSchultz Website: https://verticalelevation.com/ LinkedIn: https://www.linkedin.com/in/carolbschultz/ Connect with Steve and Jason:LinkedIn: Jason or SteveWebsite: Rewire, Inc.: Transformed Thinking Email: grow@rewireinc.com Show notes by Podcastologist: Justine TallaAudio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

Join BDO's Center for Corporate Governance Amy Rojik as she and her colleague Todd Simmens, National Managing Partner of Tax Risk Management, to discuss how the board's oversight of corporate strategy and risk management would be remiss without an understanding and consideration of evolving global and domestic tax regulations anticipated to significantly impact decision-making at the board level. Key Takeaways:Companies are advised to continue to remain abreast of legislative activity to inform on-going scenario planning, inclusive of the tax department and appropriate advisors. Tax implications need to be considered early on in contemplation of transactions as well as operational decisions and human resource matters.Expectations for a robust tax bill in 2022 under the Biden Administration's ‘Build Back Better' plans may have lost sight of the power that individual members of the House and Senate can have.Mid-term U.S. political elections may put some of the more contentious progressive tax increases being considered on the back burner.With regard to Biden's budget (aka the Green Book): As a reminder, certain of the Jobs Act provisions expire in 2025/2026; other provisions are permanent (e.g. Corporate Tax Rate increase from 21% to 28%, individual rates and capital gains as well as international regulations and policy changes such as the replacement of BEATS and onshoring of taxes) and would require legislation to enact tax changes.Internationally, companies are advised to be in tune to the OECD's agendaThe IRS continues to experience operational challenges including staffing issues, processing, refund delays and extended communication response times. Filers are advised to communicate with the IRS using certified mail or other form to demonstrate proof on communications. It is the responsibility of board of directors to be very aware of what tax professionals have to say about what is going on at the business level. Resources:2022 BDO Tax Outlook Survey

Leaders create such a huge impact in the lives of the people they lead and those surrounding them. How do we create significant value? Ashleigh Wilson highlights that it is a big no to sacrifice people's dignity or well-being in order to achieve success. Instead, it helps to look at the value of the human being, establish connections, and provide for their needs for both the individuals and the business to thrive. Ashleigh Wilson is a San Francisco-based Entrepreneur, raised by a used car salesman and an elevator guy. Tapping into her roots, Ashleigh opened and sold multiple small businesses by the age of twenty until ultimately landing in the elevator business. She excelled in the industry and was leading global research projects and being mentored by the CEO of one of the leading elevator companies.  It was quickly discovered that the customers were an afterthought and she made it her mission to prove that putting people first is profitable. Ashleigh left the corporate world and founded AuditMate, the first-ever elevator and escalator auditing and management software. Ashleigh is a CEO who gets results without sacrificing human dignity. In this new vanguard of leadership, if you're not values-based and human-centric in your approach, no one succeeds. Be excellent to each other. Join us to hear more about Ashleigh's story and how shifting one's mindset about treating employees helps towards success in today's business world. In this episode: Ashleigh discusses how leaders should be human-centric and question things more often. People see value in different ways and leaders need to be aware of the culture of their organization and be curious about how others see the organization. Ashleigh describes her experiences as a woman and queer leader in the corporate world. Ashleigh also shares an anecdote about how his stepdad helped one of his employees with a problem with a transformational approach. Leaders need to be curious and open to new ideas in order to be successful in today's fast-paced, ever-changing world. Leadership changes in the workplace, with employees expecting more from their leaders. Having privilege in terms of race and location allows us to stand up to others and speak out against injustices. Key Takeaways: Companies should be here to make the world a better place Leadership changes over time and it is important to stay flexible to best serve your employees Remaining curious is a virtue to keep for the sake of evolving If the employees' needs are not met, employees are likely to leave their jobs Giving feedback is important, but acknowledgment and action are also important. Tweetable Quotes: “When we talk about emotions, we do better, teams do better, our employees feel better.” - Ashleigh Wilson “If you're bringing someone on board and you don't have time for them, the first thing you should do is apologize.” - Ashleigh Wilson “We need more human connection. We need space to be able to bond and grow and like each other as humans.” - Ashleigh Wilson “Being great leaders helps the world.” - Ashleigh Wilson Connect with Ashleigh on https://www.linkedin.com/in/ashleigh-wilson-she-her-01131285/ (LinkedIn) and check out her website https://auditmate.com (here). Email: denis@leadingchangepartners.com Website: http://www.leadingchangepartners.com/ (http://www.leadingchangepartners.com/)  Leadership Is Changing Facebook Group: https://www.facebook.com/groups/LeadershipIsChanging/ (https://www.facebook.com/groups/LeadershipIsChanging/) Leadership is Changing LinkedIn Page: https://www.linkedin.com/company/leadership-is-changing-podcast/ (https://www.linkedin.com/company/leadership-is-changing-podcast/)

What if this is the moment that changes everything? That question can be exhilarating or terrifying—or both. And there are going to be moments like that in your business: crossroads where you have to make a choice. Today's guest, Pat Flynn recently made one of the biggest decisions of all, to step aside as CEO of his company, while still playing an active role, so he could devote more time to the creative work he loves. More About Pat: Pat Flynn is a father, husband and entrepreneur who lives and works in San Diego, CA. He owns several successful online businesses and is a professional blogger, keynote speaker, Wall Street Journal best-selling author of three books (Superfans, Will It Fly?, Let Go), and host of the Smart Passive Income and AskPat podcasts.  Key Takeaways: Companies go through changes like people do. Growth spurts and growing pains, temper tantrums and quiet periods. Adapt the work you're doing to meet the new needs. It's easy to lose track of what you actually want to be doing with your life and business. As your business changes, your role in it might need to as well. Transitioning from working alone to working with a team can be awkward; learning how to manage the people you bring on board takes time, honesty and experimentation. ⭐️ Permission: To fail. “There is no better learning than failure, so go ahead, try something new, do your best and learn from the results.” ⭐️ Do (or Delegate) This Next: Let go of something. Maybe a negative story you're telling yourself, the need to control a particular outcome, or a task or project you no longer need to do alone.. Bonus: figure out how to delegate the one thing in your business that would free up the most time and energy.  

In this episode, Cheryl and Nina discuss: Creating an impact with your company The ACTT Blueprint for leaders Avoiding command and control leadership Modern leadership personas Key Takeaways: Companies grow into perfection through culture change, leadership, integration, alignment with the best talents, creating brand loyalty and advocacy.  Align your vision and values with your organization. Create a sense of unity and mutual success in your team. Create sustainable change, not just a flavor of the month.  Create collaborative conversations to connect company cultures and our world's communities  TYpes of leaders: A Kahuna leader is one with a big vision and a connection with their team. A Catalizer is a perfect COO, a leader that creates perfect systems and analyzes data. An Innovator is a creative thinker and change leader.  A Cultivator attracts and retains the best talent.  An Activator is an action-based leader.  A Nurturer has empathy and a strong alignment with their intuition.   “The best leaders take responsibility for their impact.”  —  Nina Segura Connect with Nina Segura: Website: https://ninasegura.com/  Facebook: https://www.facebook.com/ninaesegura/  Twitter: https://twitter.com/NinaESegura  LinkedIn: https://www.linkedin.com/in/ninasegura  YouTube: https://www.youtube.com/user/MetaspireLLC  Pinterest: https://www.pinterest.com/NinaESegura/%E2%80%8E Get in Touch with Cheryl: Website: www.cherylknows.com  YouTube:  https://www.youtube.com/channel/UCwvWKXBC6fKn1dLGY11hxIg Facebook: https://www.facebook.com/dynamiteproductionsinc LinkedIn: https://www.linkedin.com/in/cherylknowlton/   Show notes by Podcastologist: Justine Talla   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Kedar Naphade, Ph.D., leads Axtria's Decision Science practice and brings over 20 years of analytics, consulting, and leadership experience. First, Kedar talks about the strategic challenges life sciences organizations face specific to patient care. Then, he delves deep into how organizations must leverage data and analytics in the future to compete as the roles of software, artificial intelligence (AI), and automation expand in the life sciences industry. Tune in as Kedar shares how he innovates for his customers as it relates to the future of analytics. IN THIS EPISODE: [02:31] The strategic challenges life sciences organizations face specific to patient care. [11:28] Why life sciences leaders must prepare for future commercialization processes and the consequences if they don't prepare.   [18:55] The role of platforms as software, AI, and automation play increasingly important roles. [22:00] Kedar's past innovations to his customers as they relate to the future of analytics. KEY TAKEAWAYS: Companies face significant consequences if life sciences leadership neglects analytics as a strategic weapon. Productization is key. An organization's ability to leverage software and AI will be critical in the future. Leaders must focus on three building blocks to enable digitization: inputting a data strategy, having the proper organizational structure and processes emphasizing the culture, and the right partners to enable best-in-class technology and analytics.  LINKS MENTIONED: Axtria Insights - https://www.axtria.com/ BIO: Kedar leads Axtria's Decision Science practice and brings over 20 years of analytics, consulting, and leadership experience. As a strategic advisor to executive leadership, he has a stellar track record in building and running large global analytics teams and accelerating innovation by delivering analytics using software platforms.   Kedar has spent years building advanced analytics applications to solve strategic problems, including commercial strategy, omnichannel resource allocation, market access, the patient journey, and the supply chain. He has experience across global markets, including the top five countries in Europe, Japan, Turkey, and Canada. Before joining Axtria, Kedar held leadership roles at Cognizant, marketRx, Bell Labs, and Lucent Technologies. He holds a bachelor's degree in mechanical engineering from IIT Mumbai and a Ph.D. in operations research from Lehigh University. Kedar is also an accomplished musician trained in Indian classical music.

Apple Podcasts Rate and Review for SpotOn Dan Maher is the Executive Director at Excess Line Association New York (ELANY), a non-profit industry advisory association. The services of ELANY are focused on helping their clients stay compliant with excess line law. Lorenzo Houston is the Tax Compliance Manager at ILSA, where he is responsible for compiling and reviewing tax returns on behalf of a client. Brian Allen is the Special Projects Administrator for ILSA. His responsibilities include working with developers and regulatory representatives to develop and enhance online tools for the industry. Dan, Lorenzo, and Brian join us today to discuss how our companies adapted to the rapid changes in how we worked during the pandemic. We discuss how Dan's team was gearing up with a work-from-home system just before the quarantines began and how Project CATT helped ILSA's clients cope with online work efficiently. We discuss how small and large agencies struggle with surplus lines regulations differently. Dan explains the training they gave ELANY's staff members regarding cybersecurity and how non-official emails are considered a cyber risk. We also discuss why surplus line outsourcing has become more critical in light of the pandemic and its mandatory health protocols. "As premium increases and the market hardens, the need to outsource surplus lines becomes even more invaluable." - Lorenzo Houston Today on Spot On Insurance: How cloud systems allowed ELANY staff to work remotely What it was like to create a work from home solution on the fly The recent system changes ELANY applied that made their services more seamless, efficient, and automated What Project CATT is and how Brian made it work for ILSA's clients in 2020 The challenges faced by smaller and more prominent agencies in the area of surplus lines Why compliance is often overlooked by agency executives How ILSA fared during the pandemic How ELANY supports and educates its members with the challenges in cybersecurity regulation How ELANY teaches their employees to be on the lookout for potential cybersecurity risks ILSA's cybersecurity measures and the solutions they are working on What ELANY did at the height of the pandemic and how it affected them as an organization The politicians that helped the insurance industry during the pandemic Why surplus line outsourcing has become more invaluable today The impact of ELANY's charitable acts in 2020 Key Takeaways: Companies who used cloud-based software before the pandemic were businesses that had little problems transitioning to a work-from-home setup. Cybersecurity risks are at its highest when employees open emails that appear to be official or sent by someone within the organization. Resources Mentioned: Renaissance Systems Inc. Connect with Dan Maher: The Excess Line Association of New York Email: dmaher@elany.org Phone: (646) 210-8075 Connect with Lorenzo Houston: Email: lhouston@ilsainc.com Phone: (254) 729-6133 LinkedIn Connect with Brian Allen: Email: ballen@ilsainc.com Phone: (254) 729-8002 LinkedIn This episode was brought to you by….. Insurance Licensing Services of America (ILSA), America's Premier Insurance Compliance and Licensing experts. To learn more about ILSA and their services, visit ILSAinc.com. Connect, Learn, Share Thank you for joining us on this week's episode of Spot On Insurance. For more resources and episodes, visit SpotOnInsurance.com. Subscribe so you never miss an episode. Love what you're learning, Spot Light your review on Apple Podcasts Rate and Review For SpotOn and share your favorite episodes with friends and colleagues!

Over the past two decades, digitization, technology, and software have contributed to the life sciences industry's rapid disruption. However, this was just the beginning of pharma's data and software-led transformation. Hear Jassi Chadha, President, and CEO of Axtria, explain how data, artificial intelligence (AI), and software will become the industry's primary disruption drivers as data variety, volume, and velocity continue growing. Whether companies succeed in 2025 and beyond will depend on how well they leverage AI and analytics for deriving valuable, data-driven insights. Tune in as Jassi describes how years of digitization at Moderna wired the company to lead the COVID-19 vaccine race and what the Pfizer-Israel deal reveals about the companies' access to data.  In This Episode, We Cover:  [02:30] The industry's disruptions in the past two decades and their primary drivers.  [04:40] The role of data, AI, and software in disrupting the future industry.  [07:00] The evolution of business needs and models; pharma and life sciences companies' need for intelligence systems.  [11:20] Moderna's digital edge which leads to their rapid vaccine development. [15:10] Jassi's thoughts on Israel's data deal with Pfizer.  Key Takeaways:  Companies must lead with AI to stay relevant going forward as data volume, variety, and veracity increase. Decision accuracy and velocity will become the most significant competitive advantage.  As business and monetization models continue evolving rapidly, commercial success will depend entirely upon an organization's data and software acumen. These two key components will lead to true digital transformation in the future.   Moderna enabled their rapid vaccine development due to their digital-first approach and ability to operate as both a technology and biology company. On the other hand, the Pfizer-Israel deal indicates the growing importance for life sciences to access data.  Meet Jassi Chadha:  Jassi is an entrepreneur, a highly regarded data scientist, and an influential thought leader in the rapidly-evolving data analytics and artificial intelligence (AI) fields. Jassi currently serves as the President and CEO of Axtria - one of the life sciences industry's most prominent global players that serves clients in 75+ countries. Previously, Jassi was the co-founder and CEO of marketRx, which Cognizant Technology Solutions acquired. Jassi is an advisor, board member, and investor in several companies and diverse organizations, including Ocular Therapeutics, SpectraMedix, Estee Advisors, New Jersey Technology Council, TiE Global, PAN IIT, Panjab Digital Library, and Sikh Research Institute. He is currently a member of the Second District Advisory Council of the Federal Reserve Bank of New York. Some of the most aspirational lists have featured Jassi and his companies, including E&Y "Entrepreneur of the Year," the Pharmaceutical Management Science Association (PMSA) "Life Achievement Award," PharmaVOICE 100, Salesforce's "Trailblazing Entrepreneurs," Inc. 500, Deloitte, NJBIZ, SmartCEO, Future 50, Red Herring, and several other growth, product, culture, and technology awards. Resources:  Jassi on LinkedIn:https://www.linkedin.com/in/jchadha/ IDC's Global DataSphere forecast shows continued steady growth in the creation and consumption of data [internet]. IDC, May 8, 2020 [cited Mar. 15, 2021]. Available from: https://www.idc.com/getdoc.jsp?containerId=prUS46286020 Estrin D. Vaccines for data: Israel's Pfizer deal drives quick rollout – and privacy worries [internet]. Jan 31, 2021 [cited Mar. 28, 2021]. Available from: https://www.npr.org/2021/01/31/960819083/vaccines-for-data-israels-pfizer-deal-drives-quick-rollout-and-privacy-worries Ready to hear more from life sciences leaders? Click here to access our Axtria Insights resource library– your go-to for expert insights, industry perspectives, and modern business approaches.

How do community values and company values interact, and can they improve company culture? In this episode, we hear from Ohad Hecht, CEO of Emarsys, a SaaS Omnichannel Customer Engagement Platform. Ohad shares his experiences elevating company culture on a global scale and translating those values between various cultures. References: [5:00] Greg introduces Ohad Hecht, CEO of Emarsys. https://emarsys.com/ [12:59] Ohad references “Delivering Happiness” by Tony Hsieh. https://www.amazon.com/Delivering-Happiness-Tony-Hsieh-audiobook/dp/B003QADCNS/ref=sr_1_1?crid=3IKMH76TU9ZGX&dchild=1&keywords=delivering+happiness&qid=1617639802&s=books&sprefix=delivering+%2Cstripbooks%2C291&sr=1-1 [30:02] Greg references Forbes article featuring interview with Ohad Hecht, “Instead Of Accepting Two Acquisition Offers They Doubled Down On Company Culture, Here's Why.” https://www.forbes.com/sites/brettonputter/2019/05/09/instead-of-accepting-two-acquisition-offers-they-doubled-down-on-company-culture-heres-why-culturegene-interview/?sh=18d65e02e6bb Key Takeaways: Companies at any scale require glue to hold everyone together; culture is this glue. As you guide a company's culture, hire people who want to support that culture. Is customer service important? Look for people with a passion for providing an outstanding customer experience. Do you need a highly adaptive workforce? Look for people who embrace and lead continuous improvement.

This module covers the rounds of funding. Mr. Bhandarkar discusses the rounds of funding and the sources for each round and how each round coincides with a certain milestone for a start-up company. Key Takeaways: Companies have a working prototype by the angel stage. Many start-ups do not go past the seed stage. Growth stage funds come in at Series A.

Now more than ever, the responsibility for innovation rests on everyone's shoulders within the organization. This episode will look at shifting accountability for innovation out of the hands of the select few, to build a unified, idea-driven employee base that delivers more ideas in a shorter amount of time. Guest: Carla Johnson, Author & Innovation Strategist Guest Bio: Carla Johnson is a world-renowned storyteller, speaker, and prolific author. Consistently named one of the top influencers in B2B, digital and content marketing, Carla regularly challenges conventional thinking. Today, she travels the world teaching anyone (and everyone) how to cultivate idea-driven teams that breed unstoppable creativity and game-changing innovation. Her work with Fortune 500 brands served as the foundation for many of her books. Her tenth, RE:Think Innovation busts the myth that innovation is something that requires a specific degree or special training. in fact, Carla explains why, to be a successful company in today's hyper-competitive, customer-driven world, innovation must be everyone's business. Her goal is to teach one million people how to become innovators by 2025. Key Takeaways Companies that struggle with innovation lack a clear organizational purpose. You need to be able to create space for innovation to happen within your organization. Innovation is inefficient, it often involves failure. Great innovation makes others jealous they didn't come up with that idea. Carla shared her remarkable 5-step formula that anyone can follow to use inspiration from the world around you. VISIT> patsnap.com/ep5 Grab Your FREE Copy of The connected innovation intelligence blueprint> CLICK HERE Today's episode was brought to you by PatSnap. Learn more about PatSnap at www.patsnap.com This podcast was fully transcribed and can be found at patsnap.com/ep5

Experience Design is a relatively new term in L&D and yet it has very quickly become an aspiration for forward-thinking functions around the world. Danny and David explore what Experience Design is, some great examples and how you can get started with it.  Creating experience and using practical applications rather than shoving theoretical practice is highlighted in this episode of The Learning and Development Podcast. The big gap after the onboarding process of new employees will be filled if we see things differently. Support, knowledge, and training shouldn't just be given during the first months. We have to learn how to make this a long-term commitment to the people in the company.  KEY TAKEAWAYS  Companies show their utmost support and value to new employees during the onboarding process. There's 'excitement' and 'enticement'. They give them the full experience as they enter. But the problem is there's a big gap that's felt after individuals sign the contract. There's no continuity of what they have established, which may help improve the individual's experience and performance inside the company.   Face-to-face interaction does not outright mean experience design. For example, learning inside a classroom won't assure that you master your leadership skills. You need to actually experience it –learn the ropes and practice it with team exercises.  Immersion is a good way to learn. When you experience it with your senses and feelings, it's easier to be acquainted and remembered.  Danny's advice: Put yourself into their experiences so you can shape theirs. Don't just look at L&D. Look at other industries and get inspiration.  BEST MOMENTS  “I don't think learning experience is a thing. I think experience is a thing and learning is the byproduct of that experience.”  “We know our memories our crap, but the emotions that we can attach to that are different.”  “When we talk about the impact, we talk about the real reasons we do it. We don't do it because it's nice to have. We don't give people a standardised what they shouldn't do.”  “Experiences don't have to be grand.”  “It's all about leading so someone else follows.”  ABOUT THE GUEST  Danny is an Experience Design Architect and has been a leader in this field, at TalkTalk and GP Strategies amongst others, at the forefront of designing experiences that make a lasting difference.   As well this, Danny is the voice - and brains - behind Mindchimp, a pioneering  Learning & Development podcast series and thriving L&D community.  You can follow and contact Danny via:  Twitter: @TheDannySeals  LinkedIn: https://www.linkedin.com/in/dannyseals/  Website: https://mindchimp.co.uk/  ABOUT THE HOST  David James   David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.   As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.   CONTACT METHOD   Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ Website: https://www.looop.co/  See omnystudio.com/listener for privacy information.