Podcasts about kopplin

After a quick intro from Leighton, we have two interviews recorded at the Conference in Tampa, to give a flavour of this important event. Michael Herd and Tom Wallace join from Kopplin, Kuebler and Wallace.  There's discussion about KK&W's continuing expansion plans with a move into Australia and New Zealand, Tom and Michael explain why Managers should try and get to the Conference, as well as discussion on good governance, how to present your personal brand in the best way and what you can do as a leader to ensure people want to work with you.  Big thanks to Michael and Tom for their ongoing support of GCTUK but also giving up their time at the show.  President and CEO of CMAA, Jeff Morgan then joins to give his perspective on the show, but also some of the numbers involved.  This is Jeff's 11th conference as CEO, and the event continues to go from strength to strength.  We discuss the CMAA's relationship with CMAE and the benefits of coming to conference and how these benefits can reach your club.  https://kkandw.com/international/ https://www.cmaa.org/   www.golfclubtalk.uk https://www.instagram.com/golfclubtalkuk/   Don't forget our Management Field Trip at Princes and Royal Cinque Ports Golf Clubs on 26th, 27th March.  For more details or to book click here - Management Field Trip    

Episode 39 is LIVE on IG where two of your favorite shit talkers collide and talk all things powerlifting. As always, thanks for listening in and be sure to follow @bfit_strength & @thefitnshitpodcast

O Autores e Livros Dose Extra dessa semana traz em destaque o livro “Beca, canudo e protesto: contestação e irreverência nas formaturas da Faculdade de Medicina da UFRGS de 1974 a 1990”, da jornalista Elisa Kopplin Ferraretto e do professor e Nefrologista Elvino Barros. A obra resgata a irreverência que marcou as colações de grau nos anos que se seguiram ao fim do regime militar no Brasil. Escrito em ritmo de reportagem, o livro relaciona os motivos e o impacto dos protestos que duraram 17 anos, em decorrência da implantação, pelo regime militar, da chamada reforma universitária. Com fotos e ilustrações, o livro traz ainda uma retrospectiva histórica, colocando leitores e leitoras em meio aos acontecimentos do período.

Leighton is joined by Gavin Dear from Shot Scope.  Gavin, hailing from Scotland, is a former European Tour and Challenge Tour player and has been with Shot Scope for nearly 10 years.  Shot Scope are an innovative, forward thinking company who assist Golfers with game improving shot tracking.  Gavin talks through how the technology can help Golfers but also how it can help clubs make better decisions on their Golf Course.  With years of data gathered from Golf Courses in the UK and internantionally, this data can help with decisions around design, playability and safety.   Gavin also has some really insightful thoughts on the game of Golf and Golf Clubs in general having grown up with the game and now playing at Bathgate Golf Club on the outskirts of Edinburgh.  This was a great discussion. Check out what Shot Scope have to offer - https://shotscope.com/uk/ Don't forget our Management Field Trip at Princes and Royal Cinque Ports Golf Clubs on 26th, 27th March.  For more details or to book click here - Management Field Trip  Thanks also to our show partner - Kopplin, Kuebler & Wallace https://kkandw.com/international/  

Leighton and Eddie catch up for their monthly chat and this includes some information on the upcoming "Management Field Trip" - March 26th, 27th at Royal Cinque Ports and Prince's Golf Clubs.  See information below. Eddie is then joined by Jonathan Gaunt, Golf Course Architect.  Jonathan has been plying his trade in the UK and internationally for many years now and has gained an excellent reputation in the design world through Gaunt Golf Design.  This includes a huge variety of course styles and courses with a deep history of design through the likes of McKenzie, Colt and Braid.  Starting his career in landscape architecture, Jonathan moved into an area of passion in Golf and the design of courses.   This is a good chat between two proud Yorkshiremen and Jonathan shares the story of his time in the industry. https://www.gaunt-golf-design.com/about-us/ Management Field Trip information and booking link www.golfclubtalk.uk golfclubtalkuk@gmail.com   Thanks to our show partner - Kopplin, Kuebler & Wallace  https://kkandw.com/international/  

Episode 104 is a spotlight on a club that is doing things very well.  Stoneham Golf Club, near Southampton in Hampshire is an excellent club with a Willie Park Jnr designed course.  It's seen some rapid evolution over the last 5-10 years with a state-of-the-art practice facility designed and built, much work completed on the course and now a water storage reservoir being constructed.  Othe plans may follow including clubhouse renovations.   More than jyst the physical work being carried out, much of the success of the club is down to good governance, but also the creativity and diligence of Matt Plested, Course Manager and Shah Bani-Sadr, General Manager.  We talk to them both, on site and hear the story and thought processes that have led to the evolution of the club. Well worth a listen for anyone looking for inspiration on what is possible. https://www.stonehamgolfclub.org.uk/   Thanks to our show partner - Kopplin, Kuebler & Wallace https://kkandw.com/international/

Episode 103 is the second part of our "state of the industry" round table chat with 6 industry experts from different fields.  It was an extensive discussion and covered a wide range of crucial and relevant topics.  This is part 2 and features discussion on; communication to your members, financial planning and sustainability, investment in your facilities, industry challenges, collaboration in our industry, future innovations and sharing data across the industry. Thanks to Alastair Sinclair of Play More Golf for coming up with the concept and setting up the session. The panellists are: Alastair Sinclair - Play More Golf Matt Roberts - 59 Club James Wilkinson - Albatross Stuart Gillett - Legacy Golf Advisors Rob Corcoran - Revenue Club Darren Redwood - Your Golf Marketing   Please feel free to give us your thoughts or open up some debate on what was discussed. golfclubtalkuk@gmail.com www.golfclubtalk.uk   Thanks to our show partner - Kopplin, Kuebler & Wallace Contact Michael Herd for any of your recruitment needs - https://www.linkedin.com/in/michael-herd-2686598b/

Episode 102 features a fascinating "state of the industry" round table chat with 6 industry experts from different fields.  It was an extensive discussion and covered a wide range of crucial topics.  Due to the recording lasting 2 hours, we are splitting the recording into two parts.  This is part 1 and features discussion on; the use of data for revenue generation, enhancing service standards in our industry, marketing, digital media and financial planning and sustainability. Thanks to Alastair Sinclair of Play More Golf for coming up with the concept and setting up the session. The panellists are: Alastair Sinclair - Play More Golf Matt Roberts - 59 Club James Wilkinson - Albatross Stuart Gillett - Legacy Golf Advisors Rob Corcoran - Revenue Club Darren Redwood - Your Golf Marketing   Please feel free to give us your thoughts or open up some debate on what was discussed. golfclubtalkuk@gmail.com www.golfclubtalk.uk   Thanks to our show partner - Kopplin, Kuebler & Wallace Contact Michael Herd for any of your recruitment needs

In der 11. Folge dreht sich diese Woche alles um Hr. Kopplin: Wir sprechen über sein bevorstehendes Sabbatjahr, seine Beziehung zu Fr. Kreckel, seine engen Verbindung zum Profifußball und vieles mehr. Außerdem haben wir zu dieser Folge wieder einen Specialguest dazugeholt… (Herr Kopplin hat sich den Titel der Folge gewünscht)

--- Originally aired on May 6th, 2024.

Oh Captain, my Captain! Jep, rollen som anfører har noget helt særligt over sig på et fodboldhold, og de bedste kaptajner kan i de afgørende perioder virkelig gå forrest og styre et hold gennem selv den højeste slutspils-sø. Men hvilken klub i Superligaen har lige nu den helt rigtige anfører til den aktuelle situation? Det spørgsmål skaber i den grad heftig fodboldsnak - nogle ville sige verbal infight - i ugens episode af Fodboldlisten. Her sætter Andreas Kraul en top 12 over samtlige kaptajner i den bedste danske række, mens DR Sportens hardhitter, Michael Sten Jensen, agerer veloplagt opponent. Der er nemlig ikke udpræget enighed, og kan en målmand i det hele taget være anfører? Derudover: En frokost med Björn Kopplin og Raul Albentosas hus i Bredballe. Vært: Thomas Loft

After Leighton & Eddie have a monthly catch up, we roll into the first interview with Hugh Marr.   Hugh, a PGA Master Professional www.coacheducation-hughmarr.com shares his career journey with Eddie, coupled with how he views the future of coaching.  Having had success with numerous players on the DP World Tour, to how he is creating a global coaching community hub.   Leighton is then joined by Michael Herd for a good old recruitment chat!  Michael is not long in his role with Kopplin, Kuebler and Wallace (KKW), heading up their London office. The interview covers how people in the Golf industry can enhance their chances of getting a great role, finding a "good fit" and general trends in recruitment.  https://kkandw.com/international/        

Bradley S. Klein, Ph.D., talks with Marcie Mills of the executive search and consulting firm of Kopplin, Kuebler & Wallace about the evolving role of golf course superintendents, matching the right candidate with the proper opportunity and how the best customer experience first depends on delivering the best employee experience.  Their discussion includes a review of the skills clubs are looking for in superintendents, the responsibility of head greenkeepers to help tream members develop those skills while inspiring and motivating their teams to maximize the golfer experience.

John Schultz, CEO of Club Leadership Alliance, has been around the block - a bunch of times! Prior to his current role, he was the GM for over 20 years at Carmel Country Club in Charlotte, North Carolina. Taking over a club with financial challenges, he put his flywheel in motion and turned the club around with more than 60 million dollars in capital improvements in 2 decades. Balancing the shifting demographics of new, younger members with longstanding members, facilitating town hall discussions, managing the conflict and debate that goes with member assessments and day to day communication challenges that are hand-in-hand with running a club, Schultz has done it all. John Schultz built his career at Carmel Country Club with more than 20 years of service AFTER doing 9 years of military service as a United States Marine. There were probably some days as a Staff Sergeant in the Marines that were easier than his days as a General Manager, but that's another story! Needless to say, when you stay in one place for over 20 years, you did a lot of things right and you also dealt with a lot of change.  Today, John Schultz is the CEO of the Club Leadership Alliance which is a collaborative effort between The McMahon Group, Club Benchmarking and Kopplin, Kuelber and Wallace. Their mission is to aggregate the best practices they've seen from the hundreds of clubs that they work with and then help clubs take advantage of the knowledge they have gleaned. What better guest could we have for an episode on change management and managing shifting club demographics and dynamics? Episode Notes 4:29 - John talks about taking over a club that was experiencing financial distress early in his career. 9:03 - John talks about how he approached relationships with the board. 11:18 - John talks about how the "Flywheel Approach" started to help grow the club with the right members. 13:00 - John shares his most challenging initiative and how he handled it. 15:47 - Building trust again is difficulty. John talks about how he approached it while at Carmel CC. 22:02 - Member unrest led to some tense times in his leadership and John talks about how he handled a group of members who opposed the club's direction. 26:29 - In 2016 the member demographics began to change at Carmel and he talks about how he handled the influx of younger members with the established legacy members. 30:31 - Words of wisdom from John on how to handle bridging the generation gap between members. Episode Transcript Ed Heil [00:00:01] You are listening to Crush and Club Marketing, a podcast for progressive club leaders ready to increase their club's revenue. Time for change begins right now. John Schultz, CEO of the Club Leadership Alliance, has been around the block. Prior to his current role, he was the GM for over 20 years at Carmel Country Club in Charlotte, North Carolina, taking over a club with financial challenges. He put his flywheel emotion and turned the club around with more than $60 million in capital improvements in two decades. In this episode, John Schultz shares his stories of change management, navigating, shifting club demographics, member assessments and of course, member conflict. Balancing the evolving needs and goals of private clubs, including the shifting demographics of new, younger members with long standing members, town halls, conflict and debate that goes with assessments and day to day communication challenges that frankly, just go hand in hand with running or leading any business, including clubs, are endless, all you club leaders know. Our guest in this episode, John Schultz, has been there and done that. He built his career at Carmel Country Club with more than 20 years of service, after doing nine years of military service, which I'm sure there were some days in the Marines that might have been easier than his days as a GM, but that's probably another story for another podcast. Needless to say, when you stay in one place for over two decades, you do a lot of things right, and you also had to deal with a lot of change. Today, Schultz is the CEO of the Club Leadership Alliance, and it is a collaborative effort between The McMahon Group, Club Benchmarking and Kaplan, Keebler, and Wallace. Their mission is to aggregate the best practices they've seen from the hundreds of clubs that they work with, and then help clubs take advantage of the knowledge they have gleaned. What better guest could we have for an episode on change management and managing shifting club demographics and dynamics? Thanks so much for joining me today.    John Schultz [00:02:13] Glad to be here. Appreciate being invited.    Ed Heil [00:02:15] Well, this is a I know this is an important topic for a lot of people. Leadership positions at clubs, and and man, with your your history at Carmel Country Club for almost 20 years. I guess the first question I have for you is, what is the key to making a long run like that at one place?    John Schultz [00:02:37] Yeah, 20 years is quite a while. And. And it's not like I had one plan going in and trying to move through and only executed to this one set of objectives and priorities. It's constantly moving. It's constantly changing. It's listening and seeing what's going on. It's feeling where the industry's going, what what people and members are looking for and the experience that they that they want from their club. And and that changed in many times through the dynamic. When I, when I first got to Carmel, they were in financial distress and the membership was, sliding. There was some debt and we really had to analyze where the club needed to go and and take advantage of those things. But also it changes, and about every five years we would take a new look out to to the future and see what was what were the opportunities and how could we, take advantage of where we were in the Charlotte market and, and what would make people, the most satisfied and, and engage at their club.    Ed Heil [00:03:48] This kind of reminds me of a conversation I had with John McFadden, last year from the Union League, Philadelphia, where he came into a club that was, you know, a little financially distressed, and, and hearing what you're saying, there's a the two words that came into my mind are brave leadership. And, you know, can you just talk about what that was like to walk into a situation where you're relatively new, unproven, and you're going to lead out of this, you know, kind of challenging times? Can you maybe just speak to what the mindset is and what it was within you that that gave you that ability to do that?    John Schultz [00:04:29] Sure. And Jeff is an inspiration to all of us and a, you know, visionary that jumps out there. And, and I hope to just be a portion of that. So, you know, when you look at the opportunities and the areas and what you can get done in a reasonably, financial responsible way and, and see where the club's going, I tend to look not necessarily, at the clubs next door and what, what they're doing, in our backyard because you get too homogenous when, you're only staying within that, constraint. And what are what are the resorts doing? What are the hotels doing? What are people doing? And the better restaurants and, and that kind of thing. So looking for those opportunities outside just "clubdom". And I have to admit I stole many, many ideas from many clubs around and repurpose them. And, and put my name on it and took credit for it and and and enjoyed the success from some of those. But it was outside the industry that really brings more opportunity. And, you know, the hotels resorts tend to be further ahead of us, and many in the Florida market, of clubs have to be more progressive in, in what they're providing. The competition is, much more, tighter down that way. So, so if you look at those areas and seek out what, what is going to be the next, the next big thing and, and try to take advantage of those and be on the front end. Carmel, was more open to, being progressive in the space because we weren't as traditional and we weren't as classic as some of the other clubs around. So we had the opportunity to take advantage of that, be a little risky and not a lot of risk, but some that would allow us to build, the, the, resort style pool and have social, engagement that was not typical. And so that social thing is really the first initial, area that I started at Carmel was to take advantage of the events and club functions and expand those things so that the, the members that lived around the, the club felt like that was their outlet. And to build that up was really our first, issue. We couldn't build anything because we had debt. So, I was able to really get the momentum going and it became their home away from home, as everyone likes to say. And the membership growth started, when we announced the pool, the year we announced the pool, put out the pretty drawings with the, you know, the tiki bars and all the rest of it, we brought in 131 new members, and paid for the pool in. Just the one year, of initiation.    Ed Heil [00:07:39] What year was that?    John Schultz [00:07:40] That was 2008. Okay. And so, right.    Ed Heil [00:07:43] Before the the downturn. Yeah.    John Schultz [00:07:45] Well, this was seven eight. Yeah. And then that roll that that success then rolled into the next big thing. So we proved that we could pay for it. We got out of debt. We, paid off the pool. And then we started the next big thing, which was in 2009, which at Carmel, a 36 hole facility allowed us to renovate the South course. Rees Jones came in and we did a 10 million, a $10 million renovation right in the middle of that disaster recession that we went through, and in 2009 and ten and came right out of that, paid that off, the growth, came after it, and it allowed us to roll right into the next big thing.    Ed Heil [00:08:33] So that really I want to come back to the next big thing, though. But just to frame this up a little bit, what I always think for, for GM's is how they relate with the board. Right? And having that sort of like a relationship that provides  a GM to be visionary sometimes to execute on on big ideas, the next big thing. How would you describe your relationship over the 20 years with the board at Carmel?    John Schultz [00:09:03] Well, it's got to be a partnership because, there's not many. There's a few GM's that are making these decisions on their own. I'm not sure they're any. And we have to legislate up to, board members and the membership as a total in in are these good ideas and are they going to be successful and what is what's the outcome going to be? There's a there's a, Jim Collins, chapter. In "Good to Great" that's that he's written recently on social, sectors and in this, chapter, he talks about ledgers that that nonprofit, GM CEOs, have to legislate these decisions. We can't just make the decision. We have to provide that information and persuade the decision makers. And it's really a great, book or chapter to about 60 pages. I'd recommend it highly. And the other one, I'm not to be a Jim Collins, just, fan here, but.    Ed Heil [00:10:08] I'm a fan.    John Schultz [00:10:08] It's called The Flywheel Approach, and in there it talks about how I'm saying this next big thing, you, as you go around in a circle and you have a vision and you, and you act on it, it allows that, flywheel to spin. And the faster you can get the flywheel to spin, you get more and more done. And in turn, the confidence, grows, the momentum grows, and the membership has trust and faith in where you're going. I can tell you there was not a lot of people were not necessarily, at Carmel or saying, oh, the thing we need next is a swimming pool, right. But a golf club, with 36 holes. And the board, unanimously jumped in on this idea because it it was the next big thing that really allowed us to be successful.    Ed Heil [00:11:03] And that sounds like what you were describing earlier. I mean, before I interrupted you was just really that flywheel, like you got that thing going and people started. I'm assuming the membership trusted you more. They believed in you. They got it, you know, got behind what was happening. Is that kind of what happened?    John Schultz [00:11:18] That's right. And and then they invite their friends out to the pool. They invite them to social events. And the the more the community started engaging and seeing the animation and the fun and the, lifestyle that was happening, that was that was part of, the community. It allowed them it would create that demand, and they would then, of course, join the club. And and now there's a waiting list of almost 200, people on the waiting list, which is partially, you know, yes, it's Carmel, but it's also just the life, style that's, that's out there right now from the, pandemic.    Ed Heil [00:11:57] And you had mentioned in a previous conversation that in your time there, and correct me if I'm wrong, you did 60 million in capital projects. Is that right?    John Schultz [00:12:05] We did. Yep. And no assessments. All of that was initiation fee growth. Combined with, you know, operations were always, in the, in the black. And so we would fund capital improvements, and maintenance capital and all of those things. And I would be, remiss in not mentioning, you know, our net worth over time increased at one of the highest levels across the country and recognized as one of the better growth patterns. It was consistently going up and adding net worth. Over that time. Wow. And just a little bit there. We never missed a budget. Inside of that, 20 years. Wow. Good.    Ed Heil [00:12:50] That's awesome. What was your most challenging initiative that you that you put out there that, that required the most, maybe, arm wrestling?    John Schultz [00:13:00] Yeah, it was probably that, it was it probably came into the the 2009, golf course renovation just because of the timing and the uncertainty with the recession and, that kind of thing. And, and it and it created some dissension that didn't really come out in, in holding up the project or delaying it or changing it at all. It just created, it was at the time when, corporate atmosphere out in the, in the world was question everything, and communication and transparency was not really one of our best, skills at that time. And we learned from that. And, and found that being more, transparent and, and the entire industry moved in that direction and corporate world had moved in that way to just being, more open about what things are going on behind the scenes. And, and I, we really focused on that following that, situation, we kind of had a, uprising within the membership, and a couple of board members got voted on by petition, and, and it and it created just, you know, there was a blip there and just, satisfaction level, but it was, mostly tied to a lack of communication and transparency at the time.    Ed Heil [00:14:28] Interesting. I mean, that alone. So in the spirit of just, of, managing conflict, I mean, that is one of those moments. How did you handled that? Like with the membership, too? Because, I mean, you you know, that that can you know, what we says in the absence of information, people always go to the worst place. They make up their own mind and they go to the worst place. But and to recover from that can be hard. Like we we used to talk to our kids about the trust board, you know, say you put a little in, you earn this trust. And what just takes one second to lose it all. So how do you get back on track?    John Schultz [00:15:00] Yeah. So, so this was one of those moments in time where you had to take that introspective look we had done right about the time we, we did a membership survey, and, and this is one of those member satisfaction surveys that gets down into the most granular level. And one of the questions, or five questions in there was what do you think of the game? And so coming out of that survey, I out of a ten point scale, my number was 6.9. Okay. For those of you out there that, apply that to a, you know, a, a grade scale, that would be a D plus. For somebody who's this.    Ed Heil [00:15:46] Close to a C, though. Yeah.    John Schultz [00:15:47] Well, you know, that was my average in most of my schooling, but. And what? It was just a negative group out there just, wanting to pillage and burn and that kind of thing at the time. But it did make us have to say. All right. I was on the cover of magazines at the time, and there were a lot of things going on, and I had to say introspectively. What's that about? But it's what the members thought. So I had it was that point of inflection to say, you know, I need to respond to this. And we did, and it really allowed the club and it's kind of what has made me what I'm doing today in the governance area is to find the, and set out the roles and responsibilities, set objectives, and create clear lines of responsibility within the leadership of the club management committees, board. And it allowed us to grow that process to where we're setting objectives. Were establishing, long range plans. So everybody knew what we were doing. And we were then communicating that and using that as the means to which to share with the membership why we're doing what we're doing. And and it allowed us to really build on, those, things that, advanced the club and the leadership to where the trust became even greater. And so that, that that lesson allowed the communication, transparency and advancing, governance to the point where, Carmel was recognized as having one of the best governance, board policy manuals and processes and systems that is around.    Ed Heil [00:17:42] You're right. Got it. It's interesting. The, you can take that experience and sort of parlay that into turning it really into a positive, which is what you guys did. But, you know, I hate to I don't want to get overly granular here, but for some people who might sit there and go, well, but how did you do like when you would you tried to say, hey, we we made a mistake. We should have been more transparent about this. They how did you do that? Did you do it like in an email blast that went out to everyone? Because that's the first step. The rest is how you do everything after that. But what's that first step look like?    John Schultz [00:18:16] Yeah, it and this tends to be, how most of us operate with doing the newsletter. You know, the newsletter is due on the 10th. And by the and that's the day everybody starts doing the newsletter and then, you know, all the different communication pieces, whether it's the website, social media or wherever it is, we're always in our reach. I say we, are always but it tends to be reactive. We need to respond to this instead. Let's get proactive and. Yeah, and at the time, my communications director, came up with the idea that let's get ahead of it, and, let's put together a calendar of 12 months and let's go ahead and figure out what the topics are that we're going to share with the membership. Every year we get the same comment from, the members that there's no grass on the fairways. You just cut it down and burned it to the ground every spring. Well, it's because the leaf blade drops all of it, the grass drops all of its leaves, and there's nothing but a stock left. It happens every year. It's the same grass. That's how Bermuda grass acts. And so we would get these complaints. Let's go ahead and answer the question in advance. So we took the opportunity. And it's 12 months based on each department. And every department has a different set of things that they're going to then talk about, and share with the membership. And it's generally the same story rewritten every single year or message because it tends to be, you know, what's cyclical. And then we just, add to it and it's now a big spreadsheet that's, you know, many pages, many depth, of topics. And, and we just, we just keep adding to it. And it was really a successful piece to keep us ahead of the message.    Ed Heil [00:20:12] Interesting. So by doing that, you're you're sort of removing the possibility of someone questioning and being very upfront about the, the various issues that are that are going to happen. Like, you know, it like you said, like every year it's sort of the same thing.    John Schultz [00:20:26] Yeah. Try to get ahead of the ones that you can, because, you know, there's going to be something that that surprises you, right? Try to be prepared for the, events that are in front of you. And then, when you're surprised on something, hopefully there's some trust built in. Or the best answer is when we the staff don't have to give it. It's when a member read it somewhere or knows it from another source, and they answer the question to say, hey, you know, that was listed over here on the website, or this is over here, and I heard it over, you know, through the committee system, using the board and the committees to be, talking heads for what we're doing and how it's getting out. There is another means to get the information to the membership. That way they feel engaged with what is happening.    Ed Heil [00:21:14] Let's talk to let's talk about you touch earlier about, you know, on that the time where there was, perceived lack of transparency and clarity around vision or whether that was I, it sounds like that was something that was happening, but, and you said something about a fact is like different factions, which which happens. I mean, I don't I don't know if there's a club in America that hasn't experienced that in a group of people that rally around in a, a contrarian view, potentially. In the time that you managed those situations, did you have sort of a go to way of handling those or what was, you know, and I guess, you know, at the time it can really feel like crisis for, for a general manager or for club leadership. What did you learn in those situations?    John Schultz [00:22:02] Yeah, some of those are the school of hard knocks. And, having spent nine years in the Marines, I tend to, meet things head on, and, weren't necessarily, thinking about how to persuade somebody. I would just try to knock them over, but that doesn't work anymore certainly and the, idea of moving forward. Yeah, it's, we had quite a few, at Carmel. When I first got there, there was a situation where the seniors and honorary members had put in a situation where they wouldn't pay any dues after the fact after they were 65 years old. So changing that system, was was difficult and trying to, you know, get them to understand why you couldn't just use the club for the rest of your life for free. And put that burden on the rest of the membership. And we would use what would be common, tools out there today, whether it's, fireside chats or, you know, newsletters or just going out and talking to, smaller groups, getting getting the board members to maybe go out and talk to smaller groups, one on one and share with them and, and allowing members to be heard. Probably 90% of it is just that they've been heard and that we're going to consider their side of things because they they think some think that the board is so close minded, they're only doing these things for their own best interest. And I've yet to see any club that behaves in that manner. And isn't, thinking what's the best for the entire club? And, and it isn't their personal agenda. It tends to be how does this impact the club in the best way. And that isn't necessarily understood outside the boardroom.    Ed Heil [00:23:57] You know, it's so interesting you just said that because that is sort of the perception, I think, of a lot of members of clubs, which is that, oh, people just want to get on the board, or they want to lead committees because they want to push their own initiative forward. But you're saying you really haven't seen a lot of evidence of that? Yeah.    John Schultz [00:24:16] That's true. It happens. There are some. But they've got to persuade a a larger group that their agenda item is something they need to do. And then after they get into the board, I mentioned these, two gentlemen who got on the board by petition, after they got in and sat and listened and actually heard the information firsthand and were part of of those decisions, not a single thing changed of what they wanted to do, because then they had the information. And this again, is that "a-ha" moment when we shared it with people, they went, oh, well, that makes sense. Why wouldn't you do that? Well, without sharing it, without, making it, known. The question is there, and they think something frivolous is go or, you know, something else is going on behind the door, right?    Ed Heil [00:25:10] Something nefarious. Yeah.    John Schultz [00:25:12] No, there you go.    Ed Heil [00:25:13] And I'm not a great you know, I'm not. I'm not like, I'm a C student, too. So someone taught me that word. So I just want to sort of maybe sort of, pivot a little bit to this where, and just with some of the conversations that I've had recently with different people and, we just did an episode with Frank Vain, from the McMann Group, as you're, well, familiar and, and he's referring to this time, it's like the next golden age of clubs and coming out of the pandemic. And, one of the things he said in a talk that I saw him at was, the pandemic is the single best thing to happen in private clubs. And with that, now you've got, waitlists and you've got a lot of younger members, you know, that for that prime 42 year old young family that's looking to join a club, that, you know, they're excited. They want this experience. It's just maybe a little bit different than, the other things they've done in their lives. And so how do you, how much of this at Carmel would you have with as far as like balancing the enthusiasm and the things that young members want versus the old guard and what they're really, you know, what they think is right. What they think is the, you know, is best for the club. And you have much of that in the time you were there?    John Schultz [00:26:29] Oh, sure. So and we had this situation starting in about 2016. I remember because we, we were starting to get, negative feedback that we couldn't no, the members couldn't sign up for events and we couldn't, there were waiting lists for everything, and we couldn't, they couldn't utilize the club, which is a threat to the club, because if that gets around, well, you can join and you might be able to get on the golf course. At the time, the golf course was not playing as many rounds as they are today. But why would you want to? Because you can't get into any of the events. So we had to actively try to manage out of that situation. So some of it was how we were taking reservations. Some of it's, expanding the number of events, creating more. And so it, it led us to just taking an introspective look and saying, how can we solve for this challenge and this problem with, expanding, creating more and, and or utilizing the, the facility in a, in a more proactive way. And so back to your question. My answer would be not very popular with the older, members that are out there, and I wouldn't necessarily share this in my marketing, pieces, but the members that are joining are 42.5 years old with 2.5 kids, and that's our market. And if you just take the business sense here and apply, who's our market and where are we going to get members from and who are going to replace them? It's the 42.5 year olds that we need to be focusing on. It isn't that we're not trying to be multi-generational and create, programs and events and things that that all ages can take advantage of, but our primary market, we're we're the younger members. And so that was our focus in swimming pools and, events and creating, you know, engagement, for that group that would expand who we are. So that was that was our primary motivation.    Ed Heil [00:28:40] In the in the spirit of our earlier conversation around transparency and things like that, how how open were you with some of the older members that this is where we need to go and this is what we need to do. And and how was that received?    John Schultz [00:28:53] Well, if and I don't remember all those conversations, but when you do $60 million of, improvements, and these are aspirational improvements. This isn't just maintenance capital or replacing the roof and that kind of thing. These are these are "Golden Easter eggs" that we're putting out, without assessment. And when you share with them that this is how we're generating the money to, to and the new members to fund those improvements. And it's not on the back of the current members. They kind of get the message pretty quickly that that's the, the tool to to create the, the demand and, and the energy around people wanting to join. So, so they're, you know, if, if they're not having to come off the hip and pay for some of these improvements and things, they're, they're like, great, do it all. We're we're all we're ahead. Why not?    Ed Heil [00:29:49] Yeah. Interesting. So, as we kind of turn towards bringing this home, in your experience, I mean, for club managers that might be listening to this GM's, I should probably say, or even, you know, board leaders, that are trying to navigate some of these things and they're trying to make everyone happy where they're trying to make sure, like, we want to do some things that maybe some capital improvements that some members or the young members are on board, but the orders are not. And there might be assessments. What is your message to them? How do they, you know, from what you've seen, what's worked, what hasn't worked? How what would you say to them?    John Schultz [00:30:31] So Carmel started off on this and unknowingly, had this, net worth and this growth over time, just by the demand, the activity and the success that we had, we we didn't look out 20 years and go, oh, we want to have an 8%, net, you know, growth over time. And that's our goal. We took care of it on the, operating side with, with the budget, and we took care of it, with the demand. I would say, for those clubs that are out there, that are that might want to look at it, you've got to figure out how to maintain the club as at the status quo with basic dues and the capital fees, and to take care of the the everyday and what you what you have today. And then the growth and the aspirational things come through assessments and, and through the opportunities that that come out there with, the new member growth, especially since there's a cap on generally there's a cap on membership in many clubs and that growth isn't unlimited. So, you know, it's capital planning. It's it's looking out, in the future and being able to project, what's the membership, numbers, what are the initiation fees? What are the replacement costs of of all of the, assets that are already there? And the current members need to understand that the, the replacement cost of those items are their responsibility. It's it's not it shouldn't be on the new members to have to replace the old equipment and the worn out, irrigation system or the roof or the whatever. It's it's on the current members that need to be taking care of the club financially.    Ed Heil [00:32:22] Yeah, that is the old, this assessment is actually not for what's coming is for what you've actually enjoyed for the last 20 years or whatever. Yeah. Interesting. How important, how how important is strategic planning in this process to, you know, not only just from a. Health of the club. But even for just bringing members together and rallying around a vision in a in a goal.    John Schultz [00:32:50] Well, this is one of the tougher questions that are out there because there are so many facets to strategic planning. Whether we're talking about governance and, leadership and the board. What what where is the club going? What's it founded on? What are its core values? What are the principles that are going out there? And I would say the area here, that's most important is setting those annual goals and objectives in search of what that five, ten year strategic plan is going to be. So it builds on it and it keeps you in a forward, forward momentum and not just a one time, event where we're going to write the strategic plan, put it on the shelf, and, and it just sits there. One of my major goals in the Club Leadership Alliance is to get rid of three ring binders. Those three ring binders that go up on the shelf are just become useless. Instead, this just needs to become an annual update. And and it's a continuous process to ensure that the club's moving in the right direction. And then the bigger every five year kind of thing is to take that introspective look and say, all right, are we still on track? Does something major need to be changed in where we're going? Because the the core values and the vision and mission shouldn't change every year, but, we should set it up so that it's ongoing. And every year the objectives are set to solve a little bit of where we're going.    Ed Heil [00:34:33] Awesome. John, thanks so much for, for joining me and for sharing all of your insights. I'm sure it's helping a lot of people and, helped me a little bit as well. So thanks so much. And thank you for listening. If you find this podcast helpful. Be sure to subscribe on iTunes, Google Play, Spotify, or wherever you get your podcasts. Until next time, keep crushing your club marketing. 

Episode 35 kicks off LIVE and in person as Kopplin & Bain come thru the studio to chop it up about all things powerlifting before the Hellbent Barbell's Holy Wars meet ! Be on the lookout for the meet recap coming later this week! As always, thanks for listening in and be sure to follow @thefitnshitpodcast on Instagram

In this episode of Racquet Fuel, hosts Kim Bastable and Simon Gale continue their conversation with Len Simard, Search and Consulting Executive with Kopplin, Kuebler, & Wallace. Len annually manages the searches for hundreds of leadership positions and clubs around the US, specializing in Directors of Racquet Sports searches, so he knows what it takes to succeed in the role. Len, Kim, and Simon discuss the evolution of the role of Director of Racquet Sports, how you can engage members in racquet sports at country clubs, and the impact tennis professionals have on the lives of the people they interact with every day. The episode ends in conversation about the impact of tennis pros on young people and the industry.1:11 - Evolving role of Director of Racquet Sports5:25 - Engaging members in racquet sports at Country Clubs11:00 - Attracting Next Gen to tennis industry despite potential loss of veteran pros15:51 - The impact of tennis professionals on members' lives and the importance of a work-life balance.21:49 The impact of tennis pros on young people in the industryLooking to become a more confident, competent, and clear business leader with a lifelong career in the industry? Become a PTR- or USPTA-Certified Director of Racquet Sports. Visit our website to learn more!

In this 2 part episode of Racquet Fuel, hosts Kim Bastable and Simon Gale speak with Len Simard, Search and Consulting Executive with Kopplin, Kuebler, and Wallace. Len annually manages the searches for hundreds of leadership positions and clubs around the US, specializing in Directors of Racquet Sports searches, so he knows what it takes to succeed in the role. He shares information about the evolution of search firms in the country club industry, some secrets to hiring and consulting for racquet sports departments, and leadership and staffing, and more.00:16 - The evolution of search firms in the country club industry2:42 - Hiring and consulting for racquet sports departments5:18 - Racquet sports club director roles and responsibilities10:02- Becoming a Director of Racquets at a private member equity club12:41 - Leadership development and staffing for country clubs14:44 - Transitioning to a Director of Racquets role20:48: Leadership and skills for club managersLooking to become a more confident, competent, and clear business leader with a lifelong career in the industry? Become a PTR- or USPTA-Certified Director of Racquet Sports. Visit our website to learn more!

In this episode of Wheelchair Nerds, we're joined by Bobby Brown, a clinical psychologist and end user, and Kara Kopplin, Director of Regulatory Science for Permobil to discuss how science meets application in wheelchair cushion design. Bobby shares his personal journey of discovering the immense importance of selecting the perfect cushion for his needs, while Kara provides valuable insights into the rich history of ROHO and the underlying principles that drive their innovative designs.

Listen to our latest episode as we discuss ISO standards and testing for wheelchair seating. We also speak about distilling a large amount of data and research on cushions into a format that everyone can understand.  Check out the Trust & Transparency page here

Die Wahrheit kann alles verändern … Der mitreißende Psycho-Thriller für spannende Lesestunden

Elisa Kopplin Ferraretto, Jornalista - 24/09/2021 by Rádio Gaúcha

Hansel & Gretel is wonderfully awful, filled with language, neglectful parents, adults that can't be trusted, inquisitive children, a very old, very hungry wicked lady... and cannibalism. [Warning: contains explicit language, adult content, and violence—not recommended for children] Music and Book by C. E. Simon Lyrics, Vocal Arrangements, and Directed by Liz Muller CAST: Michael A. Macagnone as Hansel Lily O'Donnell as Gretel David Barrett as Fred Helen Petrovna as Gunda Maisie Valentine as Brutus Aaron Souza as The Constable Liz Muller as Meme Baba CHORUS: Diego Aranda, Kit Asfeldt, Benjamin Brackley, William Warren Carver, Kim Casey, Taylor Casey, Leah Cornish, Ruben C. Delgado, Sharisse Francisco, Lauren Irving, Tony K Irving, Ja'Corey Jones, Michael T. Kopplin, Michael Korner, Aileen Lanni, Jackie Ledesma, John Marriott, Halle Mastroberardino, Daniel McCormick, Brad Nowikow, Jamieson O'Brien, Jordan O'Brien, Meghan Owen, Gemma Parr-Smith, Noel Rayos, Rachel Lou Redding, Alex Reyes, Matt Rodriguez, Chelsea Rose Amoroso, Liliana Rose, Caris Savill, Nicholas Senn, Dominic Sheehan-Stahl, Kate Sullivan, Mindi Trimble, Camilla Twisselman, Brittany Michelle Wallace, Lesley Zlabinger Special Patreon Appearance by Aaron Campin and Calvin Campin "You're Almost There (cover version)" Arranged by Mike Macagnone and Jon O'Donnell Vocals: Marissa Macagnone, Angela O'Donnell, with Mike Macagnone and Jon O'Donnell Guitar, Bass: Mike Macagnone Drums, Button Organ: Jon O'Donnell PATREON BUY ME A COFFEE INSTAGRAM WEBSITE

We speak to Zack Kopplin, investigative journalist with the Government Accountability Project about a corrupt deal involving a US military contractor and the Afghan government. Read Kopplin's report at: https://www.occrp.org/en/investigations/how-afghanistans-president-helped-his-brother-secure-lucrative-mining-deals-with-a-us-contractor

Marianela de la Hoz ( México D.F. ) quien estudió en la Universidad Metropolitana - diseño gráfico.Durante el 2020 De la Hoz fue invitada a realizar una residencia artística en el Timken Museum of Art, Balboa Park, dada la pandemia su residencia se pospuso para el verano del 2022. Durante la residencia culminaría el último cuadro de la serie titulada – Destejidas - en la que trabajó durante 3 años desarrollando una serie de 22 pinturas a través de las cuales cuenta la historia de mujeres históricas, míticas, contemporáneas, olvidadas, calumniadas y maltratadas; destejiendo concepciones dudosas y tejiendo un nuevo tapiz a partir de su historia, personalidad y logros. Su obra se ha exhibido en el Cornell Fine Arts Museum en Florida, en la Universidad de Arkansas, galería Art Produce en San Diego, en la galería Kopplin de Los Ángeles y en diferentes instituciones de la ciudad de México como el Centro Cultural España, la Universidad metropolitana y el museo Universitario “ el CHOPO,” entre muchos otros. Para ver más sobre su obra favor de visitar su pagina en http://www.marianeladelahoz.com o en instagram Gracias por escucharnos y no olviden suscribirse a nuestro podcast y visitar la Galería Bread & Salt que actualmente exhibe obra del artista Colombiano Carlos Casto. Recuerden que también pueden escuchar la conversación en inglés entre Marianela de la Hoz y el curador Thomas DeMello en el podcast de bread&salt "On View."

On this episode we're joined by Peter Nanula of Concert Golf Partners alongside Dick Kopplin of Kopplin, Kuebler & Wallace and Michael McCarthy, CEO and General Manager of Addison Reserve to discuss pressing issues facing boards around the country.  These three gentlemen have over a century of combined experience helping private clubs and are generous with their advice on how to run a board more effectively and efficiently. It's a conversation you won't want to miss.  Learn more about Concert Golf Partners at: https://www.concertgolfpartners.com/ Get your copies of the ABC's of Plutonium Private Club Leadership with free personalization at: https://plutonium.club Learn more about KK&W at: https://www.kopplinandkuebler.com/ Learn more about Addison Reserve at: https://www.addisonreserve.cc    

Minnesota’s mask mandate went into effect more than a week ago.  How are businesses doing? How are owners and managers dealing with the mask requirement and how are they handling pushback from customers?   Minnesota’s mask mandate What you need to know MPR News host Angela Davis spoke with a business owner and representatives from two different chambers of commerce on how they are handling the mask mandate. MPR News senior economics contributor Chris Farrell also joined the program to talk about the state of the economy. Guest: Kathleen Harrington, president of the Rochester Chamber of Commerce. Andrew Kopplin, co-owner of Kopplin's Coffee in St. Paul. Jim Parsons, vice president of finance and operations and interim CEO for the Fargo Moorhead West Fargo Chamber of Commerce. Chris Farrell, MPR’s senior economics contributor.

On this episode I get a chance to chat with Shaun Kopplin about lifting, coaching, jail, drugs, and everything in between!

On this episode, Gabe announces his new YouTube show "Let's Play Thru". Please subscribe on YouTube here:  https://m.youtube.com/gabrielaluisy?sub_confirmation=1 Our featured guest is Annette Whittley. Annette has over 17 years of luxury hospitality service experience. She's the newest addition to the Kopplin, Kuebler & Wallace team helping private clubs train their food & beverage staff.  After graduating from the University of Surrey with a BS in Hotel & Catering Management Annette joined luxury hotel industry leader Four Seasons hotels and resorts. Over 13 years with Four Seasons, she worked in restaurants, bars, recreation facilities, banquets, in room dining, and was involved in multiple renovations and property openings. Her time with Four Seasons included city hotel and remote resort locations. In 2015 she made the transition to private clubs, joining the executive team at Congressional Country Club which is the highest rated Country Club in the United States and globally by Platinum Clubs of the World. Congressional has hosted five major golf championships and is the future host of eight major PGA championships including the 2036 Ryder Cup.  Her passion for the Club industry led her to start ASB Hospitality prior to joining KK&W where she plans to specialize in Food and Beverage Train.  We're also joined by Member Text Founder, Justin Baer. On this edition of Tech Trends we chat about ways your club can be more efficient with member communications. Visit https://www.membertext.net/

Tom Wallace is partner at Kopplin, Kuebler and Wallace. He's an expert in placing top executives in fine country clubs. In this episode we chat about the expectations boards have of their next GM/COO as well as what managers are looking to get out of their next job.  We discuss why cultural fits are so important to matching the right candidate with the right club. We also discuss the average tenure of general managers and why that can lead to adverse effects in a club's long term strategic plan. You'll hear what makes KK&W's process effective and how you can get in touch with their team.  About Tom In 2014 Tom Wallace joined KOPPLIN & KUEBLER as their newest Executive. Tom is primarily focused on GM/COO, Director of Golf, and Golf Course Superintendent Searches, as well as, Operation Assessments, Team Building, Leadership Development and General Consulting. In 2016 Tom was named partner at the firm that know goes by KOPPLIN KUEBLER AND WALLACE. Tom's club management career spans over twenty-five years in the private golf, country, and community club segments. Tom’s active involvement in the Club Managers Association of America (CMAA) includes numerous committee roles both locally and nationally as well as serving as Pittsburgh Chapter President in 2010. Tom regularly speaks at local and national CMAA educational events and has presented internationally at the European Club Leadership Summit and the Club Manager Association of Europe (CMAE) National Conference. Visit http://kkandw.com to learn more.

Why church? Is church good or bad for people? What role should church play in our lives? What makes a good church? What is the role of the church leader? What is the origin of the phrase “kit and caboodle”? Pete and I talk about these questions today on the show. Pete Kopplin is a […]

In this episode, Pete and I discuss music in church. We get into theology and practice, including the role of music in a church service and how to build a strong music ministry in your church. Pete Kopplin is the Founding Pastor of Downriver Church in Spokane, WA.

Pete Kopplin is a church planter and founding pastor of Downriver Church in Spokane, WA. His full first name is not “Peter”. It actually says “Pete” on his birth certificate. I know it’s weird but it’s true. Today, Pete and I discuss emotional health in leadership and how young leaders become awesome.

Today, we discuss preaching, entertainment in church, and volunteer staffing.

Pete Kopplin is the founding pastor of Downriver Church in Spokane, WA. He’s also a musician, artist, and has extensive experience serving churches in almost every role imaginable. His middle name is Gregor which I think is kind of a weird name. In this episode, we get to know Pete and discuss a bit about […]

Sponsoreret af Arbejdernes Landsbank. Vi skrev egentlig til Björn Kopplins fanside på Facebook for at blive lidt klogere på ham, og så viste det sig at være ham selv, der svarede. Det ansporede os til at sætte et interview op i en i BrøndbyLyd-sammenhæng lidt tynd periode. Så lyt med og bliv meget klogere på både spilleren og mennesket Björn Kopplin - en kommende fanfavorit i Brøndby?

Pastor Pete Kopplin woke up in the middle of the night last year to his car alarm going off— but moments later, he realized a fire threatened his home and his family. One year later, he joins us to discuss the fire and what he's learned through it all. Homeless camp is welcomed at FM University: https://www.nytimes.com/2018/02/27/us/homeless-camp-seattle.html?smid=fb-nytimes&smtyp=cur CONTACT HAL TO DONATE TO THE ADVENTURE: halinasia@psmail.net Leave a voicemail for the show by calling: (914) FMC-USA1 Please like the show page at www.facebook.com/fmcradio and follow us on Twitter @FmcRadioShow Email Josh: josh@befreemc.org

 Welcome back to the Museum Masters! Allison and Mary check in with a Quick Muse to chat about where they've been, and what they have in store for Season 3 starting in Late Winter/Early Spring 2018!   Check out our links below: Patreon: https://www.patreon.com/MuseumMastersPodcast Twitter: http://twitter.com/MMastersPodcast Facebook: https://www.facebook.com/MuseumMastersPodcast/ Mary Akemon:http://twitter.com/maryakemon Allison Kopplin:http://twitter.com/allisonkopplin

Wir haben vor dem Spiel gegen Braunschweig eine Sonderfolge für die Rubrik Einmal Unioner, Immer Unioner aufgenommen und mit Björn Kopplin gesprochen. Der Verteidiger hat von 1995 bis 2004 in der Union Jugend und zwischen Januar 2013 und Mai 2015 37 Mal für die erste Mannschaft gespielt und ist mittlerweile beim dänischen Verein Hobro aktiv - der als Aufsteiger überraschend erfolgreich ist.

We start off our two weeks of dissertation discussion with Mary Akemon, and her dissertation on how museums use YouTube. Mary does A LOT of talking about things like watch time, the FREE resources allocated by YouTube, and the pitfalls of museums not creating YouTube content for their visitors and online audiences. As always, please review and let us know any comment or suggestions!  Check out our links below: Patreon: https://www.patreon.com/MuseumMastersPodcast Twitter: http://twitter.com/MMastersPodcast Facebook: https://www.facebook.com/MuseumMastersPodcast/ Mary Akemon:http://twitter.com/maryakemon Allison Kopplin:http://twitter.com/allisonkopplin

Today we talk about the American Alliance of Museums and the Museum Association. Some of the questions we pose are about the resources provided and what we expect from these organizations if we plan to become paying members. Join us in the comments to discuss what you'd be interested in seeing, or what you love most about these types of memberships as professionals!  This one is a little all over the place but we hope you enjoyed it anyway! Check out our links below. Patreon: https://www.patreon.com/MuseumMastersPodcast Twitter: http://twitter.com/MMastersPodcast Facebook: https://www.facebook.com/MuseumMastersPodcast/ Mary Akemon:http://twitter.com/maryakemon Allison Kopplin:http://twitter.com/allisonkopplin

This week we talk about membership in the museum. What kinds of memberships exist? Should we, as museum professionals be reworking how we approach memberships? How much should they cost? Who do we need to be marketing to? We boast on Nina Simon, from the Museum 2.0 blog for helping us shape this discussion. Patreon: https://www.patreon.com/MuseumMastersPodcast Twitter: http://twitter.com/MMastersPodcast Facebook:https://www.facebook.com/MuseumMastersPodcast/ Mary Akemon:http://twitter.com/maryakemon Allison Bryan:http://twitter.com/allisonkopplin

Museum Masters delves into the realm of LGBT exhibitions. Allison specifically lays out the process, focusing on extensive focus groups with allies and LGBT community members for a exhibition at the British Museum. Listen in to learn about the importance of including members of a minority community in development, and about how museums can make permanent and temporary exhibition more representative of the LBGT community.  Patreon: https://www.patreon.com/MuseumMastersPodcast Twitter: http://twitter.com/MMastersPodcast Facebook: https://www.facebook.com/MuseumMastersPodcast/ Mary Akemon:http://twitter.com/maryakemon Allison Bryan:http://twitter.com/allisonkopplin 

Join Dave Wilber and Armen Suny as they take a deep dive into the world of job searches and job interviews. Episoide 10 of The Turfgrass Zealot Project is not short on passion. Dave Wilber and Armen Suny really want you to succeed in your career goals. Handling the job search and the job interview is key to making that happen. Learn some incredible techniques. And be reminded of some very simple things that could put you in the position you want to be in. There's a lot of mistakes being made out there. Don't let them be yours. Armen Suny's work with Kopplin and Kuebler, an executive search firm, is fascinating and insightful. And you get to hear first hand what is really happening in the trenches from someone who is focused on the world of golf. Dave Wilber lays on some thoughts about doing it right and paying attention to detail in his opening remarks. The Turfgrass Zealot Project is brought to you by Klingstone. Proven Bunker Performance for Fifteen Years!

In 2010, when Mayor Mitch Landrieu took office, New Orleans faced many serious challenges, including the highest murder rate, widespread blight and a dysfunctional city government. Four years later, the city has undergone a remarkable turnaround, with a new culture of results-focused and data-driven government that emphasizes establishing clear strategies, setting specific goals and tracking those goals with data-driven “stat” (aka […] The post Strategies to turn around a city government: An interview with Andy Kopplin, First Deputy Mayor and Chief Administrative Officer, City of New Orleans – Episode #73 appeared first on Gov Innovator podcast.

There was a whole lot of "godding" going on at Obama's 2nd inaugural. Dan and Annie Laurie analyze the plusses and minuses of the event. Then we interview Zach Kopplin, a 19-year-old activist college student from Louisiana who is trying to repeal that state's creationism law.