Podcasts about l'attitude

In this episode of The Future of Teamwork, Dane Groeneveld sits down with Pete Schramm, CEO and founder of Lattitude and author of Pathfinders, to discuss the power of career mapping, building a personal board of advisors, and mentorship to optimize your team. Pete shares his journey from growing up on a farm in Pennsylvania to founding Lattitude, how he discovered the power of mentorship, and how mentorship can foster a culture of learning and belonging for teams. Listen in for insights on helping your team grow and succeed.Key Takeaways:00:00 Introduction to the Future of Teamwork Podcast01:27 Meet Pete Schramm: Entrepreneur and Mentor02:41 Pete's Journey: From Farm to Founder03:50 The Power of Mentorship Networks04:42 Building a Personal Board of Advisors10:45 From Mentorship to Keynote Speaking16:10 The Importance of Human Connection21:33 Creating a Structured Mentorship Platform22:27 Grandpa's Wisdom and the Power of Writing Things Down22:45 Creating Energy and Connection in Organizations23:22 Measuring Success and Career Mapping24:52 Mentorship and Internal Growth27:41 The Importance of Mattering in the Workplace29:23 Challenges and Misconceptions in DEIB36:43 Career Mapping Explained43:08 The Future of Teamwork and Career Development

In today's episode, we're diving into the world of career development and mentorship with Pete Schramm, author of "Pathfinders: Navigating Your Career Map With A Personal Board of Advisors." Pete brings a wealth of experience from his roles at Lockheed Martin and as the CEO of Lattitude, a platform designed to enhance employee engagement and career development.What We Discussed:Career Navigation: Pete shares his insights on how a personal board of advisors can dramatically shift your career trajectory and why it's crucial in today's fast-paced work environment.Mentorship Impact: The importance of mentorship and how it can be structured within organizations to foster growth and development.Lattitude Platform: A look into Lattitude and how it's revolutionizing the way companies engage with employees, focusing on mentorship and career development.Career Mapping: Pete discusses the tools and strategies individuals can utilize to effectively map out their career paths.Innovative Leadership: Insights on leading diverse teams and driving innovation within large corporations and startups.Key Takeaways: Pete emphasizes the significance of building a supportive career network and actively engaging in mentorship, both as a mentor and a mentee, to facilitate personal and professional growth. His approach to career mapping and development through structured support systems provides a new perspective on navigating career challenges and opportunities.Call to Action: Check out Pete Schramm's book, "Pathfinders," available in both ebook and paperback formats, and explore how you can start building your personal board of advisors today.

Pete Schramm loves bringing people together! A serial entrepreneur, award-winning speaker, and bestselling author, is passionate about connecting people and fostering intentional, sustainable, and meaningful relationships in the workplace. With a background in farming and basketball before traveling the world and getting into mechanical engineering and leadership roles at Lockheed Martin, QinetiQ, and ETC where he built robots for the Army, Pete leverages his expertise to cultivate engagement through conversations as the founder of Lattitude, a leadership development and survey software. Companies use the tech to amplify new employee retention and get folks promotion ready – think Duolingo for career growth. He published his first (bestselling) book at the end of 2023, Pathfinders: Navigating Your Career Map with a Personal Board of Advisors. You may find him doing some pottery or coaching basketball while not speaking or riding the Peloton – go race him #SchrammFarm To learn more about Pete, go to his website: www.golattitude.com --- Support this podcast: https://podcasters.spotify.com/pod/show/lyndsay-dowd/support

Welcome back! Whilst we pride ourselves on being candid, this episode we get a little more serious as we are discussing boycotts and art washing. We're gonna focus on the boycott of SXSW (sponsored by the US Army) and Barclaycard sponsored events such as The Great Escape, Lattitude and other Live Nation/Festival Republic festivals. Many artists scheduled to play The Great Escape boycotted the festival in solidarity with Palestine, however Irish trio Kneecap didn't. Alfie and Fionnán discuss Kneecap's reasons to not boycott the festival and why they instead pointed the finger at the company behind the sponsorship, Live Nation. Whilst on the subject of Live Nation, CMAT was among artists and performers who publicly announced that they won't be playing their planned sets at Latitude because of their sponser, Barlcaycard. This episode the lads try to answer the question, do boycotts work? It's good news as this year artists have proven that they have power to make positive change. But does it come at a cost? Hosted on Acast. See acast.com/privacy for more information.

  Join us in this engaging episode of driveThruHR, where we dive into some of our personal EPIC HR conference highlights with Jason Seiden of Comfort Communications and Pete Schramm of Lattitude. Jason shares his personal story of learning how to deal with grief and some thoughts on how employers can help their people during these challenging life moments.  Pete shares insights on his company, Lattitude, his book Pathfinders: Navigating Your Career Map With A Personal Board of Advisors, and the value of creating a personal advisory board. Tune in to glean actionable insights from this must-listen episode for HR professionals seeking to elevate their practices and inspire their teams.

Do you have a personal board of advisors? How about a career map? Today on the Balancing Act Podcast, we have Pete Schramm joining us. Pete is the founder and CEO of Lattitude, a human connection platform designed to amplify new employee retention and mid level manager development. The company exists to help increase intentional internal engagement and strengthen workplace culture to improve employee belonging. Pete is also the author of Pathfinders: Navigating your Career Map with a Personal Board of Advisors. Tune into episode 138 to hear Pete's story, his "rocket booster" moment, and his thoughts on coaching, engagement, employee retention, and belonging in the world of work. You can find Pete on LinkedIn at: https://www.linkedin.com/in/pete-schramm/ Pete's book can be found at: https://www.pathfinders.golattitude.com You can find all things Andrew Temte at: https://www.andrewtemte.com/ 

Cultivating employee engagement is akin to tending to a vibrant garden where every unique seedling represents an individual's potential and contribution. It goes beyond mere surveys and statistics; it's about creating an ecosystem where each team member feels heard, valued, and connected. In this episode of The Brand Called You, Pete Schramm unravels the strategies and insights that can transform workplaces into thriving landscapes of collaboration and growth. 00:31- About Pete Schramm Pete is the founder and chief executive officer of Lattitude, which is an employee connection survey and retention platform that promotes engagement through meaningful conversations. Pete is also an entrepreneur and an author who is passionate about connecting people and guiding diverse teams to tackle complex challenges --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Lattitude Founder Pete Schramm just took the wraps off his new book "Pathfinders" to help you build your own personal board of advisors. Companies have advisory boards for guidance and accountability. So, who is on your personal board of advisors for growth and development? Pete Schramm steps up to the One Mic Stand to detail how we have all heard about the importance of having a mentor at work and how you have likely benefited from one or more mentors throughout your professional journey. Have you thought about adding a second mentor to the mix or maybe even a handful of advisors? In a world where professional paths are often muddled with daunting challenges and pivotal decisions, Schramm wrote "Pathfinders" to serve as a beacon of wisdom and guidance. "Pathfinders" is available Nov. 16, 2023 on Amazon. In 2020, Schramm founded what is now Lattitude, an employee connection, survey and retention platform that promotes engagement through meaningful conversations. Lattitude has helped organizations like the Army, Air Force, UPMC and Financial Institutions. 

On this episode featuring Pete Schramm, Founder & CEO of Lattitude, we delve into the power of visualization and goal setting, the importance of finding the right mentors, and the strategies to achieve a successful and fulfilling career. Here are three key takeaways you don't want to miss:1️⃣ Create a Career Map: Our guest emphasizes the need to visually map out your professional and personal goals. By having a clear vision of your desired future, you can align your actions and behaviors accordingly. A career map helps mentors provide better support and guidance, ensuring you stay on track to success.2️⃣ Find the Right Mentor: Rather than waiting for a mentor to be assigned to you, take the initiative to find a mentor whose expertise and values align with your own. Building a genuine relationship with someone who can guide you in various aspects of life is essential. Diverse perspectives and genuine connections accelerate growth and development.3️⃣ Mindset is Everything: Our speaker emphasizes the importance of training your mindset and taking control of your thoughts and emotions. By focusing on the positive, committing to personal growth, and setting aside time for self-care, you can approach each day with renewed energy and productivity. Remember, you have a new set of 24 hours every day!Join us on The Bo & Luke Show as we dive deep into these topics and learn from Pete Schramm's incredible journey. Don't miss out on the insights and actionable strategies that will empower you to take control of your career and personal development. 

In this week's episode, Chief Victory Officer, Eric Guy, is joined by Pete Schramm, CEO and People Engagement Engineer for Lattitude. They discuss how you can successfully map out your personal growth, and how to surround yourself with leaders who will assist you with your career map.Takeaways:Hiring is expensive, but losing talent can be even more costly.A good boss should help you map out your personal growth on your career map.If you don't have a plan or a career map, how are you going to reach your goals?Create a Career Map and a Board of Advisors: Pre-Career, Early-Career, Mid-Career, Late-Career, Post-Career.Set your expectations from the start with your new hire.Give your people the chance to grow. Look at their career map and take the time to talk with them about their goals.Leaders should set the tone that life is about more than your workday.Quotes:“Doing the wrong thing can be much worse than doing nothing at all.”“Don't settle for the wrong person.”“Life is what you make of it, so why not make it great?”“Absorb what is useful. Discard what is not. Add what is uniquely your own.” - Bruce Lee

The A Better HR Business podcast looks at how consultants and tech firms in the broad Human Resources field grow their businesses; and how they help employers get the best out of their people. Today we're joined on the show by Pete Schramm, CEO and Founder of Lattitude, a human connection platform for cultivating engagement through conversations. In a wide-ranging discussion, Pete and I talked about: Improving retention in an organization by measuring employee engagement. How can HR professionals without technical partners seek help when it comes to implementing data-driven strategies? What are the potential benefits of forming partnerships with larger entities in the HR industry? Ensuring equitable access to professional growth for all levels of employees. Effective tools for measuring connection, trust, satisfaction, and managing HR processes. Building your personal board of advisers and tracking your career map. And much more. Thanks, Pete! For show notes and to see details of our previous guests, check out the podcast page here: www.GetMoreHRClients.com/Podcast WANT MORE CUSTOMERS OR CLIENTS? Want more clients for your HR-related consultancy or HR Tech business? Check out: www.GetMoreHRClients.com/Services. WANT TO START AN HR BUSINESS? Want to launch your own consulting business in the broad Human Resources sector? Check out: www.GetMoreHRClients.com/Start for resources.

Digitunnil on külas Dolores Daniel Lattitude59-st, Martin Goroško EstBAN'ist ja Petri-Jaan Lahtvee ÄIO Tech'ist. Nendega võtame kokku Lattitude 59-l toimunu ja saame teade, miks see on meie regiooni ägedaim iduettevõtete üritus (mängus on miljonid!). Lisaks saame teada, kuidas saab saepurust süüa teha. Räägime tehisintellektist ja sellest, kuidas Meta püüab Apple algavale suurüritusele jalga taha panna. Stuudios on Andrus Raudsalu, Indrek Vaheoja ja Mait Tafenau.

In this week's episode, Jo & Lauren will be discussing the following:- What have our hosts been up to?- Our favourite recommendations for the week!- Managers would prefer to take on more work than hire staff- Why the 4 day work week will never work- Credit Suisse collapses & UBS rescues- Lattitude hack- 5th member of Plutus Payroll in jail- Rupert Murdoch's upcoming nuptials - The Naughty Corner - Robert Bates ousted from Aurum+- The Table of Knowledge - K is for KPI's with Martin LoweLinksMillennial managers recoil from hiring, take on extra work insteadFour-day weeks 'a bad fit' for many small businessUBS agrees 'emergency rescue' of Credit SuisseLatitude financial data breachRobert Bates update5th member found guilty over tax conspiracyRupert Murdoch to marry for 5th timeCheck out our new website: www.accidentalbookkeeper.com.auAlso check our TikTok and YouTubeFollow, share and support our podcast so we can get in the ears and help as many small family businesses around! Until next week, Jo & Jade - Co-HostsJoel - ProducerLauren - Marketing/Sustainability Guru & GUEST Co Host 

This week on In The Growth Space David is joined by Pete Schramm, who has a unique “farm to founder” story. He's the CEO & founder of Lattitude, a professional growth software which provides an ongoing internal employee engagement solution with a structured, active conversation repository, and knowledge tracking for relationship continuity. Pete also provides career development coaching & leadership coaching. In this episode, you'll hear David & Pete discuss: Lessons from growing up on a farm Networking & relationship development Technology of Lattitude Building belonging in the workplace Check out our Inner Circle Groups info here! Click here for access to my free ebook Check out https://www.davidmcglennen.com/podcasts/in-the-growth-space-2 for links, transcript, and more details

Lou Blasi and Brandon Kamerman talk about some players who have changed MLB addresses in the offseason and what the change in their home park effects might mean for 2023, but not after discussing the shifting statistical sands of baseball, especially the diminishing role of the homerun, and how that should influence your draft strategy. Players in this episode include Trea Turner, Justin Verlander, Jacob deGrom, and Carlos Rodon.

Today on episode 117 of the Podcast Chris, and Josh sit down with Alex Chopp, Cory Godar, and Derek Bradeis of Lattitude Outdoors! They cover a little bit of everything! They cover products from Lattitude; Hunting with buddies; Big Bucks; Long track jobs; The Grit; The difficulties of filming; and so much more! Check out Latitude Outdoors as well - Click Here! Take Time To Visit Our Sponsors! Huntworth - Click Here! Afflictor Broadheads - Click Here! We would love to hear your thoughts on this one as well so feel free to hit us up in the email or send us a message! If you haven't already check out our YouTube page and subscribe! As always if you enjoy listening to the podcast please like, share, and give us 5 stars on any of the major podcast platforms we are found on. Hear something we missed? Let us know what we are doing wrong or doing right, or if you have a question; Email us at Fueledbytheoutdoors@gmail.com Happy Hunting and Tight Lines! --- Send in a voice message: https://anchor.fm/fueledbytheoutdoors/message Support this podcast: https://anchor.fm/fueledbytheoutdoors/support

Today on episode 114 of the Podcast Chris, and Josh sit down and review all the new gear Chris saw at the ATA! They cover a little bit of everything! They cover products from Lattitude; Trophyline; XOP; LWCG; Elevate; Timber Ninja; Cruzr; Mystery Ranch; Bog; Velvet Lock; and many more! they also compare and contrast the new sticks on the market, as well as stands. They also take a look at the specs for products as well. Take Time To Visit Our Sponsors! Huntworth - Click Here! Afflictor Broadheads - Click Here! We would love to hear your thoughts on this one as well so feel free to hit us up in the email or send us a message! If you haven't already check out our YouTube page and subscribe! As always if you enjoy listening to the podcast please like, share, and give us 5 stars on any of the major podcast platforms we are found on. Hear something we missed? Let us know what we are doing wrong or doing right, or if you have a question; Email us at Fueledbytheoutdoors@gmail.com Happy Hunting and Tight Lines! --- Send in a voice message: https://anchor.fm/fueledbytheoutdoors/message Support this podcast: https://anchor.fm/fueledbytheoutdoors/support

On this episode of HR Like a Boss we are joined by Pete Schramm! Hear him discuss how he went from growing up on a farm, to building robots for the Army, to creating Lattitude, a professional development program. About Pete Pete Schramm loves bringing people together! Schramm is an entrepreneur, motivator, TEDx speaker, author, and experienced leader focused on guiding diverse teams to solve complex problems. Schramm grew up working on his family's farm near Pittsburgh, PA where he honed his tireless work ethic and sparked his passion for connecting people. He graduated from Sewickley Academy, then attended Catholic Univ as an athlete with an academic focus on mechanical engineering for undergrad and grad school. Schramm studied abroad in Honk Kong in 2013. Schramm began his professional career at the world's largest defense contractor in the Operations Leadership Development Program (OLDP). While at Lockheed Martin, Schramm held roles as a proposal analyst, environmental sustainability engineer, supervisor, supplier quality, and manufacturing engineer. He led an effort to design and implement Florida's largest solar carport in 2017. After the two-year rotational program, he supported the design and build of missile launchers and shipbuilding programs as the lead quality engineer and risk program manager, respectively. While at Lockheed Martin, Schramm learned the value of professional mentorship - top-down and peer-to-peer. He had a front-row experience of the value of meaningful relationships and intentional people-helping-people. In 2018, Schramm went to MTEQ (now QinetiQ) where he led a team of more than 100 engineers and scientists along with a $30M+ portfolio of multiple programs - building robots for the Army that “keep the good guys safe from far away.” This is where Schramm was able to lead by example and prioritize people-over-process to unlock new levels of productivity and profitability resulting in a culture of cohesive collaboration. In 2020, Schramm left Corporate America to focus on his startup – Lattitude (previously Lattus). The concept came to fruition in March 2018 after Schramm realized that his one-on-one mentoring and matchmaking began filling up 15+ hours each week. Lattus is the one-stop-shop, human connection platform that cultivates engagement through conversations. Schramm compares Lattus to “the intersection of LinkedIn, Zoom, Calendly, and Google Docs with flares of Survey Monkey.” Lattus is helping organizations attract, engage, and retain top talent through structured programs including, new employee onboarding, mentorship, DEI, and 360 feedback, mental health, and succession planning. Schramm is a trained and certified Lean Six Sigma Blackbelt, Agile HR Practitioner, Scrum Master, and Project Management Professional (PMP). Pete continues to stay active by playing basketball, hiking, and cycling (#SchrammFarm on Peloton). He loves traveling (30+ countries so far) and is always learning new things - oftentimes in group settings to bring more people together. Schramm received a 30 Under 30 award and he is an active member of the Pittsburgh Rotary Club, PHRA, and on the Sewickley Academy Board of Trustees. Pete's Purpose: Life is what you make of it - why not make it amazing for yourself and those around you by inspiring potential and igniting the fire inside of others. Let's level the playing field to provide equitable access to unlimited opportunity to put the right people in the right places to accelerate the solutions of tomorrow. About HR Like a Boss HR Like a Boss centers around the concept that with the right passion to be and think different, HR and business professionals can do amazingly awesome HR. People who do HR like a boss understand business concepts, what makes people tick, and how to approach HR as more than a compliance or cost center. This podcast builds the foundation for John Bernatovicz's upcoming book, "HR Like a Boss." If you're ready to take you --- Send in a voice message: https://anchor.fm/willory/message

This week the boys sit down and talk about: Coorsistently off, Pilsner challenge, Bud light, Miller light, Coors light, Crystal Cove, KBBQ,Bristol to memory, San Aliso, Lattitude, Mother of dragons, Hold me closer, butch walker, Muse, and much much more.

Emission 816 Dominique A #3 (2018- 2021) et the BellRays - Sept mois suivant la sortie de toute Lattitude (18) Dominique A présente son second disque de l'année 2018 intitulé La Fragilité (18)... Ici, on compte les ambitions de Toute latitude pour quelque chose de plus intimiste et plus mélancolique, un peu ce à quoi nous habitué Dominique A ces dernières années… Une tornade ! C'est l'impression laissée par l'écoute de Let It Blast (1999) album des BellRays, la voix en feu de la chanteuse Lisa Kekaula chauffée dans un déluge de guitares métalliques en fusion. Nous sommes au croisement du rythm'n'blues et du punk garage, la rencontre entre Tina Turner et le MC5. La Playlist: Dominique A - La poésie - Le grand silence des campagnes - (J) - Le temps qui passe sans moi - J'avais oublié que tu m'aimais - Le ruban - (J) - Beau rivage - Papiers Froissés - A la même place - Quand Je rentre - Les éveillés - Rien qu'un Amour the BellRays - Blues For Godzilla - Get On Thru - Dark Horse Pigeon - Dead - (J) - Black Honey - Testify - Today Was - (J) - Kill the Messenger - Fire on the Moon - Voodoo Train – (J) - You're Sorry Now - Black Lightning - On Top - Everybody Get Up - Power To Burn – (J) - Sun Comes Down – Anymore - Never Let A Women - Man Enough - Love And A Hard Times - I Can't Hide - Every Chance I Get - Perfect Bonne Ecoute... Bibliographie : Les Inrockuptibles n°#50 novembre 1993 Magic! Revue Pop Modern n°02 – mai-juin 1995 Les Inrockuptibles n°09 mai 1995 Les Inrockuptibles n°094 mars 1997 Les Inrockuptibles n°109 juin 1997 Les Inrockuptibles n°121 octobre 1997 Magic! Revue Pop Modern n°28 mars 1999 Les Inrockuptibles n°188 mars 1999 Magic! Revue Pop Modern n°34 Octobre 1999 Les Inrockuptibles n°224 décembre 1999 Les Inrockuptibles n°307 octobre 2001 Les Inrockuptibles n°318 décembre 2001 Les Inrockuptibles n°365 novembre 2002 Les Inrockuptibles n°369 décembre 2002 Les Inrockuptibles n°370 décembre 2002 Les Inrockuptibles Hors Série : Les 50 meilleurs disques de 2003 Les Inrockuptibles n°430 février 2004 Télérama n°2826 - 10 mars 2004 Les Inrocks 2: Pop en France vol 1: les années 80/90, 2005 Les Inrocks 2: Le Retour du Rock, 2005 Les Inrockuptibles n°529 janvier 2006 Magic Revue Pop Moderne n°101 juin 2006 Les Inrockuptibles Hors Série : Les 50 meilleurs disques de 2006 Les Inrockuptibles n°620 octobre 2007 Les Inrockuptibles n°625 novembre 2007 Magic Revue Pop Moderne n°115 nov-déc 2007 Les Inrockuptibles Hors-Série Les 50 meilleurs disques de 2009 Les Inrockuptibles n°850 mars 2012 Les Inrocks Hors Série Les 50 meilleurs disques de 2012 Gimme more Indie Rock !, Halfbob, Vide cocagne, 2013 Les Inrockuptibles n°961 mai 2014 le nouveau Dictionnaire du Rock, Michka Assayas, Robert Laffont, 2014 Les Inrockuptibles n°1008 mars 2015 Les Inrockuptibles n°1054 février 2016 Les Inrockuptibles n°1162 mars 2018 Les Inrockuptibles n°1163 mars 2018 Les Inrockuptibles n°1194 – octobre 2018 lesinrocks.com – juin 2020 lesinrocks.com – octobre 2020

Join the the X-Pack for a special X-Men Unlimited Episode! Kick things off with parts 1-2 of Downtime (0:00:00) -- X-Men Unlimited #21 & #27, weird, we know --before taking a look at two arcs! Lattitude and Longitude, X-Men Unlimited #1-4 & #22-25 (0:19:15), represent a two-part bigger picture with an evolving creative team, before taking a look at the history and evolution of back-up stories and anthology titles in the X-Books! It's all this and more on an all new X Is For Podcast!

In this episode we are join by Kevin and Alex from Lattitude outdoors. Latitude Outdoors is a mobile hunting company with a couple great saddles on the market. Check them out at Latitude Outdoors. Enjoy the episode

Never struggle to play disc golf in the woods again! In today's episode of the Chain Clankers disc golf podcast, we bring on Lattitude 64 sponsored disc golfer Connor O'Reilly. Connor teaches us how to improve our disc golf game in the woods to pick up more birdies and fewer bogey's. Connor also shares with us how he got into disc golf and what keeps him driven to do better. make sure you stay until the end of the episode for Connor O'Reilly's disc golf hot take. Find out why Q thinks this disc golf hot take should be implemented right away. Shop our merch here: https://www.etsy.com/shop/ChainClankers?ref=search_shop_redirect Connect with us! Twitter: https://twitter.com/ChainClankers Instagram: https://www.instagram.com/chainclankers/ Join our Facebook group: https://www.facebook.com/groups/987959378313397 Subscribe to the show! Apple Podcasts: https://podcasts.apple.com/us/podcast/chain-clankers/id1526131586 Spotify: https://open.spotify.com/show/2K3jv0MBful5v6x59CB2oG Google Podcasts: https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8yYmUwZDA2NC9wb2RjYXN0L3Jzcw== YouTube: https://www.youtube.com/channel/UC-gWK-zf5fwidWRYSuLHsDQ Music! BAE BOI - A P O L L O: https://www.epidemicsound.com/track/QAI6RX6Fwk --- Send in a voice message: https://anchor.fm/chain-clankers/message

Chaque jour, écoutez le Best-of de l'Afterfoot, sur RMC la radio du Sport ! L'After foot, c'est LE show d'après-match et surtout la référence des fans de football depuis 15 ans ! Les rencontres se prolongent tous les soirs avec Gilbert Brisbois et Nicolas Jamain avec les réactions des joueurs et entraîneurs, les conférences de presse d'après-match et les débats animés entre supporters, experts de l'After et auditeurs. Live, résultats, interviews, analyses, ... Toute l'actualité sportive et l'ensemble des consultants de la Dream Team RMC Sport sont à l'antenne de RMC à partir de 15h.

Tertulia de actualidad informativa con Rosi Rivero, Ciro Machado Ucelay, Pedro Anatael Meneses y Wladimiro Rodríguez Brito. España recupera 9 de cada 10 empleos perdidos durante la pandemia. El número de ocupados aumenta en 464.900 personas en el segundo trimestre y la tasa de paro baja al 15,26%. El empleo en Turismo creció en junio un 3,3% interanual. La excepción: Canarias, Comunidad de Madrid, País Vasco y La Rioja que decrecen. El paro sube en Canarias en casi 46.000 personas, un 20% más que en el segundo trimestre del pasado año. Siete días después de su vuelo inaugural, Lattitude Hub deja de volar. La compañía aérea impulsada por hoteleros y el Cabildo de Tenerife, para su operativa temporalmente. En este pasado junio se comenzó a recibir turistas en España con cierta normalidad, llegaron más de 2,3 millones de pasajeros internacionales. Canarias rezagada en 6ª posición… Por qué? Baleares fue la primera comunidad de destino, con un 28,4% de la cuota (664.013 pasajeros); seguida de Madrid, 21,3% (497.397); Cataluña, 15,6% (364.092); Andalucía, 12,3% (286.312); Comunidad Valenciana, 11,4% (266.596) y Canarias, 9,6% (224.538).

Qu'est-ce qu'une attitude professionnelle ? En quoi l'attitude professionnelle spécifique au UX Design est un peu particulière ? - Attitude pro vs attitude perso; - Attitude vs comportement; - Particularité d'une attitude professionnelle; J'aborde la notion de dissonance cognitive pour laquelle vous pourriez chercher à appliquer le principe de fuite ( écoutez l'épisode 61 : Sentiment d'incompétence et principe de fuite... ). Cependant, la nature du métier de UX Designer vous permet d'émettre des critiques ( c'est ce qui est attendu lors de votre intervention dans un projet ), à condition bien sûr, qu'elles soient argumentées, à condition qu'elles soient accompagnées de solutions réalisables, qui avec l'appui des développeurs, par exemple, pourront apporter des changements positifs... Merci d'avoir écouté ce podcast, je vous invite à vous abonner pour ne pas rater les prochains épisodes. Si vous voulez en savoir plus sur moi, je vous invite à consulter mon profil LinkedIn => https://www.linkedin.com/in/thomas-gaudy/ Si vous souhaitez de l'accompagnement pour implémenter ces notions et ces outils dans vos équipes et vos projets, vous pouvez faire appel à mes services de consultant en UX Design. Il vous suffit de me contacter via mon profil LinkedIn ou visitez notre site internet à la section Nos services => https://www.ludocielspourtous.org/conseils-en-ux-design Au plaisir!

Nous sommes très heureux que vous nous permettiez de vous faire connaitre notre Seigneur et Sauveur Jésus le Christ. Vous êtes le bienvenue à nos réunions. Plus d'info sur notre site internet : www.la-bonne-nouvelle.org

Lorsqu'un client est sceptique, il est intéressé, car il a reconnu avoir un besoin, mais il doute que l'avantage de votre produit puisse réellement y répondre. Dans tous les cas, vous voulez lui prouver que ce que vous avez dit est vrai en lui apportant une preuve que vous jugez la plus acceptable pour lui. C'est ce que vous allez découvrir lors de cet épisode!    Soutenez-nous !

durée : 00:02:12 - Job Dating France Bleu Cotentin

The timing of God - 6.16.19 - Edward and Anne Kjos - www.sonsofgod.com . To be notified of live podcasts email us at edward@sonsofgod.com

Qu’est-ce qui fait qu’on a du succès en affaires ? Vos diplômes ? Vos bonnes notes ? Vos heures de formations ? Oui, ça peut aider. Mais est-ce possible de réussir sans tout ça, je crois que oui. À plusieurs reprises dans ma vie, j’ai pu voir à quel point l’attitude que l’on a peut avoir un impact sur notre vie professionnelle. Voici mes conseils pour y arriver à votre façon. -- En résumé, pas besoin d’avoir des formations et des dizaines de diplômes pour accéder au succès. Misez sur une bonne attitude et tout ira comme sur des roulettes ! Dans ce 26e épisode de mon podcast ( Dans le feu de l’action ), je vous parle de comment l’attitude peut changer votre vie. Bon succès!

Virginie sort avec un homme depuis 7 ans. Mais depuis le début, il ne fait preuve d'aucune attention : pas de restaurant, de voyage, de week-end. Même pour l'anniversaire de Virginie il ne fait. La semaine dernière il a été particulièrement grossier. La fois de trop. Chaque soir, en direct Caroline Dublanche accueille les auditeurs pour 2h30 d'échanges et de confidences. Pour participer, contactez l'émission au 09 69 39 10 11 (prix d'un appel local)

L'attitude De Gratitude - Pst Davide

In this episode of the Chain Clankers disc golf podcast, we bring on Lattitude 64's own Tristan Tanner. Today, we learn how to throw the forehand approach shot in disc golf. This is a critical shot that every disc golfer needs to have. We start the show off by learning how Tristan Tanner got into disc golf and his journey through disc golf. We learn how Tristan Tanner hit 600 feet in distance after 4 months of playing disc golf. After this, we get into why fieldwork is so important and Tristan Tanner gives us some tips for fieldwork. He helps us with some drills that can improve our disc golf game in the field. Finally, we get into the forehand approach shot in disc golf. We discuss how to grip the disc for the forehand approach shot. As well, we discuss the basics of throwing the forehand approach and why it is effective. Don't forget to stay until to end for the ACE ROUND! Connect with us! Twitter: https://twitter.com/ChainClankers Instagram: https://www.instagram.com/chainclankers/ Join our Facebook group: https://www.facebook.com/groups/987959378313397 Subscribe to the show! Apple Podcasts: https://podcasts.apple.com/us/podcast/chain-clankers/id1526131586 Spotify: https://open.spotify.com/show/2K3jv0MBful5v6x59CB2oG Google Podcasts: https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8yYmUwZDA2NC9wb2RjYXN0L3Jzcw== YouTube: https://www.youtube.com/channel/UC-gWK-zf5fwidWRYSuLHsDQ Music! BAE BOI - A P O L L O: https://www.epidemicsound.com/track/QAI6RX6Fwk --- Send in a voice message: https://anchor.fm/chain-clankers/message

This week the Beer Nuts say good riddance to 2020 with better beers from Lattitude 33, 2SP, Ascension, Shorts, Transient, Avery, and Maine Beer Company.  Please follow us on Twitter @BeerNutsPodcast, or follow us on Facebook at https://www.facebook.com/beernutspodcast/ Download the rest of the shows at https://ChristopherMedia.net The post 184: FU 2020 first appeared on Christopher Media.

durée : 00:02:19 - Job Dating France Bleu Cotentin

Commentaire de Gilles Proulx, chroniqueur au Journal de Montréal et au Journal de Québec : Longueuil manque de générosité envers les chevreuils. Le Parti libéral du Canada et le français. Pour de l’information concernant l’utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Entrevue avec Paul-Émile Ottawa, chef de la communauté atikamekw de Manawan : comme dans le reste de la province, certaines écoles desservant les communautés autochtones sont mises à mal à cause de la COVID-19.    Pour de l’information concernant l’utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

 FC Barcelone : Ronald KOEMAN défend l'attitude de Lionel MESSI, la colère de VILLAS-BOAS, le PSG met la pression sur la Seleçao pour Neymar, la revue de presse... Le journal du foot et du mercato N°603 est en ligne ! Abonnez-vous ;) https://www.youtube.com/user/topmercato?sub_confirmation=1 

L'attitude du chrétien dans les épreuves. --- Support this podcast: https://anchor.fm/haitianhelpinghands/support

durée : 00:01:57 - Job Dating France Bleu Cotentin

La pensée du jour avec Cécile Poss, tous les jours de la semaine à 10h30 dans l'odyssée.

Quoi qu'il vous arrive, souvenez-vous toujours que : TOUT repose dans l'attitude...

Les créateurs abondants ne se sentent pas victimes. Ils s'amusent, car ils y voient leur vie comme un terrain de jeu. Ils jouent avec l'argile de la création. Ils voient la vie comme fluide et malléable. Ils se considèrent comme des créateurs du monde qui les entoure et non comme des esclaves de la vie. Ils utilisent les limitations préexistantes qu'ils voient autour d'eux uniquement pour alimenter leur inspiration pour innover et créer quelque chose de plus étendu, de plus bénéfique, de plus simple, de plus beau et de plus harmonieux. Jeu de la vie. Imaginez que la vie est un jeu. Le premier événement est la naissance, la création de votre personnage ( avatar ). Réveillez-vous, ce monde est un ( le jeu, la vie) endroit merveilleux et vous avez des Super pouvoirs. Vous seul(e) avez le pouvoir de reprendre les manettes en main. ✅ RECEVEZ GRATUITEMENT ma méthode de journaling (PDF) de 4 pages « AMOUR DE SOI » en vous abonnant à ma newsletter ✔️ ABONNEZ-VOUS À LA NEWSLETTER :: https://www.holistiqueval.com/newsletter JOURNAL FUTUR SOI: Consciemment créer une nouvelle version de soi: Carnet pour créer vous-même la réalité que vous souhaitez et que vous aimez - 201 pages Comment et pourquoi le « JOURNAL FUTUR SOI «  pourrait changer votre vie? Votre cerveau est  le produit de votre passé, il a été façonné, moulé, de sorte à devenir une archive vivante de tout ce que vous avez appris et vécu dans votre vie. Nous courons en mode pilote automatique jour et nuit. Afin de changer ce comportement, il est nécessaire de devenir conscient du comportement subconscient. En étant présent et conscient de vos habitudes, vous pouvez commencer à les modifier. Le Journal Futur Soi est un outil qui vous permet de commencer à devenir conscient. Plus vous l'utiliserez, plus votre conscience augmentera. C'est dans cet état de conscience élargie que vous trouvez l'ultime pouvoir: LE POUVOIR DE CHOISIR! ♦️ JOURNAL FUTUR SOI : ( rose ) https://www.amazon.fr/JOURNAL-FUTUR-SOI-Consciemment-vous-mêmes/dp/B089TRZLBH/ref=sr_1_2?__mk_fr_FR=ÅMÅŽÕÑ&dchild=1&keywords=journal+futur+soi&qid=1592220487&sr=8-2 ♦️ JOURNAL FUTUR SOI : ( anthracite ) : https://www.amazon.fr/JOURNAL-FUTUR-SOI-Consciemment-nouvelle/dp/B089TRYFLV/ref=sr_1_1?__mk_fr_FR=ÅMÅŽÕÑ&dchild=1&keywords=journal+futur+soi&qid=1592220487&sr=8-1

Dream Business Radio #409 On this week’s Dream Business Radio Show, I interview Kathy Bowman Atkins, the co-founder of The Lattitude Group. Kathy helps CEOs and Small Business Owners set the correct course for their busi-ness. A ‘roadmap for success’ is the foundation of strategic planning, business planning execution and leadership development. Kathy shares some information you’ll want to hear about the next 6-18 months. Download MP3 Connect to Kathy on their website: http://www.Lattitudegroup.com

Using Strategic Planning to Recession-Proof Your Business With Kathy Bowman Atkins Josh: G’day everyone out there in podcast land, we’ve got Kathy Bowman Atkins from Lattitude group who's going to be talking today about how to recession proof your business via strategic planning. A lot of people have felt a bit of pressure of recent with some of the different evolutions that have been happening around the globe and pandemics and whatnot. And this is by far one of the most relevant podcasts episodes that you should all be listening to. So, Kathy, tell me, what is the step one, what is step one when it comes to strategic planning, especially in a time when there's 100 other things that you juggling? Kathy: Well, step one for strategic planning, whether it's in crisis time or good times, is to get the leadership on board. A lot of people think you know, it's hired this consultant, use this process, you know, XYZ, you know, elements, cover these things. If you don't have the leadership on board, the owners and so forth, and they're not behind it. I don't care who you hire, how good they are, how good the process is, you have to have the leadership on board. That's step one. And we talk to business owners and leaders about that very thing, Josh, when they talk to us about helping them. We have to get their commitment or it's a no go. Josh: That makes a lot of sense. So you want to obviously make sure that you have the planning and you have the right model there. So when you are bringing that into place for full leadership. If you've got a business where you've been running it for many years, and you think that you're a leader, but you may not notice the signs of micromanagement, and you think you've got a healthy team and a lot of people don't change things because they're not aware that they need to change things. How can you see the telltale signs that maybe you're running, running a business, wearing suspenders and using the fax machine or you’re living in the 1980s, early 1990s? And maybe you need to change the way your mindset is, how can you sort of start to pivot that without destroying the relationships you have in the business? Or the way you're working? Kathy: It's a really great question. And we've done that more than once. And we feel like that that's one of the things that people hire us for. It's not just to pump out a strategic plan is to tell them the hard truth, tell them the things that they need to do to make the progress they need to. So the way we do that is that there's a few ways that we do that. When we begin, we talked to key players in the business, not just the owners, not just what we call the sponsors, the people who have hired us, who've signed on the dotted line, okay? We want to talk to people across the business, okay, at every level in the business. So we conduct interviews with those folks. And we conduct interviews with all of the leaders individually, all the people that are going to be directly involved with the strategic planning process, because the truth of the matter is, no matter how open an environment, how open a culture that a company may have, or may think they have, there are things that the owners and the leaders don't know that people in the organisation can tell them. We're pretty honest brokers. And it's very important to be authentic. So we can develop trust and rapport with folks pretty quickly. And by the time we get ready to even put together the process for that strategic plan, that we have the tools, but there's certain customization depending on the company, we have a pretty good idea of where the big warts are, quite frankly, where the big problems are in the company. And so we go and sit down and talk to people and even leaders and say, Hey, here's some things that we've heard, here's some things that we're going to need to work on or you're going to need to work on to make this work. We're willing to work with you, we can help you, but you have to be willing to do it. So we have to have those honest conversations up front to make that happen. Now, what we have found over time, which is really interesting, Josh, in the early days of doing this, when we would come across that situation, my business partner and I, one of us in Canada that first would look at the other and say well we need to do this, but we're probably going to get fired today, you know, they're probably going to let us go. And it's not happened yet. Because people, for the most part, really appreciate that now you don't walk in there and tell them how lousy they are, etc. Because that's not the case. You know, these people have done a lot right to, you know, to form companies or to become leaders of companies. And so we're telling them in in a way that keeps the whole what they need to do. I mean, we've literally had conversations with business owners who started a business and ran them 20 years and said, if you don't step aside, and let us help your new leadership, you're not going to achieve the things that you say you want to achieve for this company and for your future, etc. And it's happened. So, you know, that's the way we do it. So, most of the time, it happens just from that upfront due diligence that we do and talking to people, Josh, and honestly, but as we get into the process, you know, by that we work with companies, we absolutely develop strong relationships with these folks, and I think that's really important. We really get ingrained in those companies. So we know what's going on. And we have that kind of trust. So that as those things come up, we can apart, you know, deal with them, and talk to them about them. So that's what's really key, in my opinion. Josh: S o you brought up a lot of good points there. For you and any of your listeners out there. A lot of what we do is around trying to find inefficiencies in business. So we do that for allowing them to automate tasks or create procedural documentation that allows them to have systematized tasks that betters their processes. We do it definitely more with a technology twist on it rather than anything else. And we find people that are dead wood in the business, and a lot of businesses big businesses or businesses that have been around for a while people get lazy if they haven't had KPIs to it to adhere to. And you end up having this issue with dead wood. How can you pivot that deadwood or does it come down to sort of a bit of a hard truth? Kathy: Well, there's not a one size fits all answer to that question, Josh. But there are multiple answers and all of which can work. I'm gonna start with the end in mind. And the end in mind is if someone is deadwood, you have to resolve that issue and you have to resolve that issue and keep people home. Okay? There's no benefit to doing that in a way that demeans people, degrades people, etc., etc. So, we take a look at, okay, is it a capability issue? Is it an attitude issue? Is it a fit issue? In other words, that they don't fit where they are? Could they fit somewhere else? And whatever that issue is, we look at what are the answers? Is there a way to help them to change that attitude to find that path? What's in it for them to do that, to make an attitude change? And if none of those things are possible, then it's about sitting down and having the honest conversation And, you know, I find nine times out of ten that people want to have the honest conversation that says, You know what, this is not working out. We don't see a good place for you here, we don't see you being happy here. Okay? Being your you know, your best and highest use, you know, reaching your potential here. And so you know, we think it's you know the right time for us to part ways. We'll help you in any way we can, you know, to transition out of this, but that's the best thing for everybody. And if you do that way, keep people home and treat them as human beings and as people not objects of the business, nine times out of ten, they end up saying you're right. Occasionally they don't but after the fact they do, I mean I say this all the time through the years I have walked plenty of people out the door, unfortunately. And I still get Christmas cards from many of them. I still go to lunch with several of them because it was the best thing for everyone. And that's the end that you want to get to, what's the best solution for everybody. Josh: I completely agree, you should be treating your team like family instead of assets or liabilities. I'm happy enough to say that I have a team of unicorns and it didn't happen easily. But in the latest situation that we've had with the pandemic, we've managed to have had some of those hard conversations around what direction do you see this business going? How do you feel should be going with you? And with the intention of other reducing hours or standing people down? And it was a very, very difficult conversation to have with people that we've been working with for years. And their results in the answers they gave to us brought a tear to my eye, I'm actually getting a bit teary even thinking about it anyway. But they said we want to do anything possible to better the business and to put the business entity advantage even if it means we're working full time, but we're not working for full pay. And one of the employees even said that they're in a position where they don't need the money, particularly, they're happy to work for free until we can get out of this hole. And I thought that's a fantastic team where we were all running in the same direction. We're all pulling in in the same direction, everyone's blowing wind in the sails to get us to the same spot. It made me feel good. And it really came down to the attitude of the team. And I think what you're saying there about that, it's all about shifting attitude and making sure that everyone's goals align with the business goals. So I'd imagine there's a few different bits and pieces that you guys use to sort of test and allow for people's emotions and their characters to come out. So do you use the same sort of tools when trying to align the staff and leaders and everyone's mindset with the same common goals? Kathy: We do. We've used Myers Briggs, we have used this and a couple of others. And it just depends on what the situation is in the company, you know, and what the culture and the nature of the organization is. Finding the right tool. There's two things finding a valid tool, all assessments out there aren't valid, and finding the one that fits the culture, that organisation. And the third one is, you know, being a facilitator or consultant that knows how to debrief that and to help them to use that appropriately. Because that's important too. You just can't do a Myers Briggs and hand the report out to everybody and say, okay, there it is. Josh: What do I do with this? Everyone needs to be sharing their results, they understand the emotions of how to talk to people. There's a book that I read called the five love languages, unless you're really close to the stuff probably not relevant. It still lets you to understand how two different parties are talking and communicating together. And I think that's really important, to make sure that if you're dealing with someone that's talking in a for instance, I'm not detail oriented. If someone says the job is finished, and this is and you've been out to achieve the objectives of what the original goal was set out, that's awesome. If they spent 10 hours doing the doing the spreadsheet and I've got the number out that I wanted at the end, awesome, but I don't need to know every single formula, the pivot tables, and everything else to it to achieve that. But some of the staff love telling me all about it. And so of course, of course I'm going to sit there and make sure that we're all lining in that regard, because you don't want to sort of just offset all their hard work and say, I don't care. Okay, good, I got the number, cool. And then you walk off, it sort of completely deflates them. So it's, I guess, about understanding how to communicate with people. And I guess, again, coming down to attitude. Kathy: It is, and, you know, this really ties into something that you and I talked about. I know that our staffs talked about in booking this, you and I talked about a little bit before this, how that strategic planning ties into this topic. You know, we all should be as business owners and leaders looking to put together teams that have aligned goals and values, correct. I mean, that's what really makes it work. We can think differently, we can process differently. But if we have aligned goals and values, having that kind of diversity of thinking and approaches is really powerful for us. And for a business, it's the same thing. Having a strategic business plan gives us that roadmap for everyone to align around. Okay? And know what they are applying in a you know, their own goals, how that ties to the company's goals, the direction we're heading. And how that helps everybody in the mix. Helps you, helps me, helps the company, the owner, whoever it is, and I. And so that's part of where, you know, strategic planning for business is just as important as having individual goals for all the individuals in the business. And, you know, having the KPIs, the key performance indicators or the metrics to manage too, you know, to see how we're doing. So it's kind of the same concept on a business level. Josh: Okay. So when you say strategic business plan, a lot of people I know will say I've got a business plan or a freak out of it. I know myself, I'm great at making a very simple thing over complicated. When I was younger, many, many years ago, maybe 20 years ago, I was developing something in my bedroom, which allowed me to open and close the bedroom door with a remote control. So I clicked the remote controller unlocks the door, opens the door, let someone in, click another button that closes the door and shuts it and my brother said that would take you 120 to 150 hours to build that. He's an electronic engineer. I said yeah. And he goes how many times could you have got up and open and close the door. Yeah, okay, that's right. I've automated something that doesn't need automating. And that's sort of what my first sort of aha moments with automation. So how do you make sure that you're focusing on the right things, you don't overcomplicate it, I know some people say a business plan to start off with doesn't need to be longer than half a page. But obviously, to really dive into some details, and ours is 16 pages long for the basic business plan and 70 for the longer business plan. But again, as I said, I go to too much detail. Kathy: But that's an excellent question. And this is where a lot of people fall off in a table with regard to strategic planning. You know, the key to strategic planning, we have tools and processes that we use, they're tried and true, and they're good, but they are a framework. What's really important is understanding upfront what the owners want, okay? They put in the sweat, equity, etc. They're here now, they want to get here and based on their business, their culture, okay, their values, what they're trying to accomplish their goals, right? Putting together the plan that's right for them. A lot of times people say, oh, you know, we're going to talk about processes, right? And you're going to bring in a list of processes, you know, 20 processes and try to cram down our throats? No, that's not the right thing to do. We're going to sit down and look at it with you, and you know the business better than we do. But we have a tool to be able to say, what processes should you have? Now, what are the key processes you should have in the business? And do you have them? If you have them, are they working or what needs to improve about them? That's pretty simple. At the end of the day, Josh. Now they're having the right tools to get people to do that. So we're starting with that. So we're looking at things that way. And we have a process that starts up here and says, these are all the things we you know, this big funnel, these are all the things we need to work on. There's processes and their systems, right. And there's some people issues, and there's equipment issues and you know, all kinds of things. And then we start whittling that down through our process that says, what's the most important thing? You know, what are the biggest obstacles? And we look at that through, you know, internal assessments and external assessors. So that all sounds very complicated, you know, but we do that with tools. People do a lot of work up front, so that by the time we walk in, in two days, we come up with a comprehensive strategic plan. And I don't care what size the company is, for a 12-month plan, which is what most of the detailed plans are. Now we look out five years just say Where do you want to be five years for most businesses, so we know what the long haul is, so to speak. But we do a detailed plan for most of the time for 12 months out. And we look at that company and say, you know what, we really don't want there to be more than eight goals for the company for that 12 months, because then we get a flight we have to flush those goals out into who does what by when what role the steps to achieve that. So that gets big enough, correct? Josh: Absolutely. Katy: And the other thing that we do, rather than handing people some big book to put on the shelf to collect dust, because that's what generally happens, we do two things. We give them their plan on one page, okay, and all of the relevant information about that plan that everybody in the company should have and be looking at, and understand it and understand how what they do ties into that. They have one page that they can look at, and it can be their barometer, the rudder, whatever you want to call it, any day, anytime making a decision. And then behind that, we use project management software, we set up a portal for their company, where they manage those goals and action plans. And we meet with them every month. So we insist that if they want to work with us that they have to agree to our change management accountability aspect of this. In other words, we're not going to go through this whole process and put it on the shelf. We're going to have a schedule meeting every month and we're going to look at this plan. We're going to use a signal light approach, what's working, what's not, we're going to make adjustments because I can tell you the minute that he drives on that proverbial plan, something's going to change. And we're going to make adjustments, we're going to look at the financials, and see how that's going and where we need to make adjustments. So we're continually doing that change management. So that's how you whittle it down. That's how you manage it. But that's why you need leadership. As I said, right at the top of the program, if people if the leaders inside the business aren't making sure that everybody knows the strategic plan and monitoring it and executing on it appropriately adjusting it is not part of their job, guess what? It doesn't happen. Josh: So, from what we've been speaking about so far, if I was to sum up in one sentence, a strategic plan is about accountability, timelines, infrastructure and goals, tying them together with small tested improvements, monitoring it over time. What else would you add to that to make that more true? Or how did that sound? Kathy: That’s really good. Would you like to come to work for us? Josh: Hahaha. We are just a small flight away. Yes, we'll jump on and get that happening. That's the elevator pitch, I guess, on the strategic plan. So, that's cool. Okay, so that that makes it very easy to break down. And you did speak quite a bit about tools, and a lot of people that are going to be listening to this, they're gonna be wondering, okay, what tools can we use? So, if you were to pick the top two tools that anyone can jump into right now, to gain more visibility into their business, or to start heading in the right direction, even if that's making up a back of handkerchief example, of a strategic plan, what tools would you say they could jump into and check out? Kathy: Well, you know, the very first thing is to figure out, this isn’t a tool. This is, you know, where's it that you want to take your company? Now, what's your purpose, what is it you want, what's your vision? Where do you want to take it? You have to know where you want to get to, in order to figure out how to get there. So if you are doing the back of the envelope thing, as you mentioned, you don't want to hire someone, you don't want to go through some big process. We have a lot of great processes, but there's one that you can't go wrong with. And that's a SWOT analysis, the strengths, weaknesses, opportunities and threats, okay. It's probably the thing that covers most elements of a business, if you do it well in a single process. Now, we have a lot of other processes that focus on things, but that one is tried and true. And it can cover a lot of ground. Josh: Most people should be pretty familiar with them, if you're not. What are you doing? Get into it! I think this is kind of like a should be a clear cut answer. But what size of businesses should be looking to strategic planning? Should this be something that they're obviously looking at the start before they've even turned over $1 when they're looking to throw it to the boss and say, now I'm going out on my own or is this something that they should be waiting until they've got some structure in place? Kathy: Well, every business even as they're looking to start up, they need a business plan. They need a plan that says, okay, what do I need to start this business in terms of resources? Okay? And to start it up with the resources and get me through the first couple of years. The kind of strategic planning that we do, which is with established companies, we're not really working with startups so much at all, quite frankly, Josh, that's a little more comprehensive. And that can range from having one strategic planning team that has some folks across the business and is pretty comprehensive. Okay. We will get strategies too. Larger companies where we do something with an executive team and then we cascade down through different organisations and they do their own strategic plans to support the company, goals and direction. So it depends. So everybody should be doing some planning. You know, we started this talking about recession proof strategic planning. The thing that is to make you recession proof is to do your planning upfront. It is strategic to have a plan. So that's one thing. Now how strategic you want to be in that planning process is a different matter. And that depends on where you are. So, you know, a good way to think about that and wrapping this up right now we're breaking things down into six months. Okay, module so to speak. Most people don't know what's going to happen. So we got to survive for six months, we have to get through this. Okay? And that's really pretty much a cash and opportunity exercise. It's not very much strategic from the standpoint of what our strategy is, you know, and all this kind of stuff. And so we call that emergent strategic planning. Then there's the next six months, which is resurgence. Okay. So we've survived, we've gotten through this. How do we now start, you know, going back up? What do we bring back? When do we bring it back? And what does it look like? What lessons did we learn from all of this, right? And so we're putting that in a six month chart. And then we're talking about a six-month chunk of convergence planning. What that means is, people are going to start figuring out what the new reality looks like. Or they're going to make their assumptions about what it looks like and we can get more strategic and start looking a little bit further out. And taking advantage of these lessons learned and what the new realities are. Josh: Emergent strategic planning, I guess it's all about when things change. To make sure your emergent emerge from crisis and out to be stronger, would that be fair to say? Kathy: Yes, our mantra to everybody right now. Thank you for reminding me. We're saying to my business, and to every business, you had better come out stronger as people and as a business on the other side of this than you did going in? Josh: Cool. Well, I definitely think this is more relevant now than ever before. And for anyone out there that is listening and thinking, man, this sounds like too much. I've already got too much on my plate. There’s so many government incentives that I'm looking at or new stimulus packages, and I just want to keep myself with a head above water. And there's a place you can go. And Kathy Bowman Atkins from Lattitude Group has a fantastic offer here for one hour consultations. Would you like to tell us a bit more about how that can help small businesses? Kathy: Well, it's interesting, you know, people call us up and they say, Okay, this is where things are now. And I might say, what are the biggest obstacles? You know, top of mind, if we could only cover one thing in this hour? What's the biggest thing that is bothering you that that we could help you resolve? So we start there. Now generally, what happens is we can cover two or three things at an hour, you'd be amazed at how much ground you can cover. If they don't know, they’ll say, you know, I'm just really paralyzed. I don't know what to do. Right, then we start asking them some questions. Yeah, have you availed yourself to all the resources that are out there? Have you looked into them? Do you know what's out there? Okay. Let's make some assumptions about the worst possible case, okay, for the next six months, and that's what we have to look at, what is the absolute metric or two that you have to manage to over the next six months? For some people, it's pretty simple. Cash flow. I have to be able to maintain positive cash flow. Josh: That's mine.] Kathy: And so whatever we have to do, that we can help them to say, okay, in order to accomplish that, what are the steps we have to take? And what metrics do we have to be looking at all the time, because in this case, volume is going to be your leading indicator. In normal times, it isn't always your leading indicator. We're going to wait for the volume to materialize before we make moves like, you know, bringing people back because that we've had to lay off for certain vendors are no different things that we've put on hold. And that's the way we're doing it. So it depends, but those are the kinds of things that you do. So there's all kinds of things that can happen. We know … we need to know how to tap into these resources. Okay, we need to know how to furlough people, or what's the best approach to take. And we can, you know, we can help them with all of that. Josh: Well, anyone that's interested to have a consultation with Kathy, we're going to be putting a link in the description here for the podcast, as well as on the blog. Keep an eye out for that. And I think you're going to find that in one hour, you're going to completely revolutionise the direction of your business. Totally worth your time. And one thing I want to sort of say, in closing to ask you in closing is if there was to be one book they would say is your Bible, so to speak, is going to be the first step towards better leadership and strategic planning. What would be that one book that people should read or one resource that people should be listening to? Whether that be a news outlet or something like that? What should people be tuning into? Kathy: Gosh, there are many Josh, but I will tell you my go to book and it's not a new one. But I think in terms of leadership and self development, which is the key to all of this, it really is the Seven Habits of Highly Effective People. And that book goes way back, but I'm going to tell you, it's tried and true. And if people will adopt those and make those habits as leaders, it's really significant. Josh: For anyone out there that obviously is listening you can't see next to my bed, but it's sitting next to my bed right now. And, I've picked it up for a second time and rereading through it. So it's definitely worth its weight in gold. And it's a reasonably sized book. So that's saying a lot, it worth its weight in gold. It is. That's right. Well, Kathy, it's been lovely having you on the show. And is there anything else that you would like to cover off on before we pathways? Kathy: The only thing that I would say is, you know, even as a company that prides itself, and myself on being, you know, a strategic planning guru and all that kind of thing and you know, a purist when it comes to strategic planning. And I think all the businesses have to think about this no matter what business they're in that may be passionate for you. Right now you have to think about what's realistic and what can really help people. So you know, we're doing these six months module strategic planning things in a day or you know, prep for a week and then go in for a day at the end day and making them very reasonably priced. And we've never been a company that our value proposition was priced. We're not, you know the low cost option. But you know, you've got to remember where people are right now. And I think that's key for business leaders and owners right now. Josh: I completely agree. We've released a new product range that we're calling the dollar IT club which is focusing heavily on helping businesses out in the time of crisis, not putting more pressure on a saw that they've already got there. And I think that building and nurturing that relationship at the start will build a bigger and better things and show your worth. Kathy: Exactly! Josh: If anyone has enjoyed this episode. Make sure to jump across to iTunes, leave us some love. Give us some feedback. We'll put all Kathy's details here in the in the episode so you can get in contact with her, and stay healthy and stay good. Kathy: Thank you so much, Josh.

Du blues et du rock. Chris Maldah est un artiste suisse qui a bien roulé sa bosse. Son parcours passe par l'Amérique latine il y a quelques années et un duo avec Stomy Bugsy. Aujourd'hui Chris Maldah revient avec un nouvel album "Lattitude 46" enregistré au Canada.