Measure, which allows statements about the economic situation in general of national economies
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2 episodes with lagging indicators
2 episodes with lagging indicators
2 episodes with lagging indicators
2 episodes with lagging indicators
2 episodes with lagging indicators
3 episodes with lagging indicators
2 episodes with lagging indicators
In this episode, I explore the power of habits and systems for achieving personal and professional growth. Learn how to implement small, consistent changes to achieve goals related to wealth, health, and relationships, drawing insights from James Clear's “Atomic Habits.” Discover practical strategies for tracking progress and building an identity that supports long-term success. In This Episode: 00:00 The Power of Habits 01:30 Systems Over Goals 03:40 The 1% Rule 05:30 Focusing on Controllables 08:00 Identity-Based Habits 10:50 Tracking Progress 12:40 Leading vs. Lagging Indicators 15:00 The Importance of Small Wins 17:00 Building Habits Takes Time Key Takeaways: Define Controllable Outputs: Focus on actions you can control (inputs) rather than hard-to-measure outcomes. Build Habits Around Identity: Align your habits with the person you want to become (e.g., “become a reader” instead of “read a book”). Use a Habit Tracker: Create a simple habit tracker with yes/no checkboxes to monitor consistency in intangible areas. Prioritize Leading Indicators: Track leading indicators (e.g., meal prepping for weight loss) rather than lagging metrics (e.g., weight loss itself). Embrace Small Wins: Recognize that significant progress often starts with small, consistent actions. Measurement doesn't have to be numeric. It can be as simple as a yes/no checkbox for habits that reinforce your values: Habit Mon Tue Wed Thu Fri Sat Sun Listened without interrupting my partner ✅ ✅ ❌ ✅ ✅ ✅ ✅ Exercised 30 mins ✅ ❌ ✅ ✅ ✅ ❌ ✅ Reached out to a friend ❌ ✅ ✅ ✅ ❌ ✅ Connect with Shaun Enders https://www.linkedin.com/in/shaunenders/ www.CallTSG.com Subscribe: https://podcasts.apple.com/us/podcast/business-finance-and-soul/id1680587418 https://open.spotify.com/show/4Rr0lulKYz7ZH1uSbteuQN https://www.audible.com/podcast/Business-Finance-Soul/B0C59PP59P?action_code=ASSGB149080119000H&share_location=pdp Resources Mentioned: Atomic Habits by James Clear: https://www.amazon.com/Atomic-Habits-Proven-Build-Break/dp/0735211299/ref=asc_df_0735211299?mcid=f87fdd4a273b3c7ea025428ffab93506&hvocijid=1585103782904279902-0735211299-&hvexpln=73&tag=hyprod-20&linkCode=df0&hvadid=721245378154&hvpos=&hvnetw=g&hvrand=1585103782904279902&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9031352&hvtargid=pla-2281435178538&psc=1
Send us a textEpisode 137: What if the key to transforming your business lies not in adding more resources, but in simply understanding how your employees move through their workspace? In this eye-opening conversation with Service Physics co-founders Brian Reece and Steve Crowley, we uncover the hidden costs of inefficient processes that might be quietly draining your profits and customer satisfaction.Website: www.servicephysics.comService Physics app download: Apple StoreService Physics app download: AndroidBrian Reece: LinkedInSteve Crowley: LinkedInBrian and Steve's journey began at Starbucks during the financial crisis, where they witnessed firsthand how applying lean principles transformed a struggling company into a global powerhouse. After further refining their approach at Anheuser-Busch, they founded Service Physics with a mission to make these powerful techniques accessible to businesses of all sizes. Their unique consulting approach—which they playfully describe as "doing consulting wrong"—focuses on being physically present in the workspace, collecting real data, and experimenting with improvements rather than simply delivering recommendations.One of their most powerful revelations? The true cost of motion. Through simple techniques like "spaghetti diagrams" that track worker movements, they demonstrate how activities that look like work but add no value (like walking) can represent 10% of labor costs—translating to millions in opportunity costs for mid-sized companies. Even more striking is their finding that most service businesses already have sufficient equipment capacity; they're simply not using it efficiently.What sets Service Physics apart is their focus on driving top-line growth rather than merely cutting costs. By helping businesses understand leading indicators (like customer queue length or transaction time) rather than just lagging metrics (like sales), they enable proactive improvements that capture previously unmet customer demand. Their entrepreneurial journey offers valuable lessons in bootstrapping a business, building systems that don't rely solely on founders, and creating clarity through effective communication—including innovative approaches like using AI to transform quarterly updates into podcasts.Ready to discover how much hidden capacity your business already has? Download the Service Physics app, visit servicephysics.com, or catch them at upcoming industry events to learn how making work more joyful for employees creates better customer experiences and stronger financial results.Please connect with me on:1. Instagram: stephen.mclain2. Twitter: smclainiii3. Facebook: stephenmclainconsultant4. LinkedIn: stephenjmclainiiiFor more resources, please visit Finance Leader Academy: financeleaderacademy.com.Support the show
What if you think you're absolutely crushing it in the gym, but in reality, you're spinning your wheels and moving backward without realizing it? In this episode of Fitness Stuff for Normal People, Marianna and Tony are breaking down over-training—what it actually is, how to spot it before it becomes a problem, and the signs that you've already pushed too far. Because training hard is great, but training smart is what actually gets results. They'll cover the red flags that signal you're creeping into burnout territory, what happens when you ignore them, and—most importantly—how to pull yourself out if you've already overdone it. If you want to make real progress instead of just wearing yourself down, this is one you don't want to miss.Sign up for Fitness Stuff PREMIUM here!!Access to ALL advanced 12-Week Training Programs, Bonus podcast episodes EVERY Friday, Weekly Legion supplement giveaways, and more.Legion Athletics Discount:Legion Athletics 20% Off With Code: "FSPOD" HERE!Tools mentioned in episode:Fitness Stuff Calculators (Calorie, Protein, etc.)Meal Prep Essential's Amazon ListEat This Much Meal PlannerTimestamps:(5:51) What is Overtraining?(11:54) Leading Indicators (18:17) Concurrent Indicators(32:56) Lagging Indicators
Value: After Hours is a podcast about value investing, Fintwit, and all things finance and investment by investors Tobias Carlisle, and Jake Taylor. See our latest episodes at https://acquirersmultiple.com/podcast We are live every Tuesday at 1.30pm E / 10.30am P. About Jake Jake's Twitter: https://twitter.com/farnamjake1 Jake's book: The Rebel Allocator https://amzn.to/2sgip3l ABOUT THE PODCAST Hi, I'm Tobias Carlisle. I launched The Acquirers Podcast to discuss the process of finding undervalued stocks, deep value investing, hedge funds, activism, buyouts, and special situations. We uncover the tactics and strategies for finding good investments, managing risk, dealing with bad luck, and maximizing success. SEE LATEST EPISODES https://acquirersmultiple.com/podcast/ SEE OUR FREE DEEP VALUE STOCK SCREENER https://acquirersmultiple.com/screener/ FOLLOW TOBIAS Website: https://acquirersmultiple.com/ Firm: https://acquirersfunds.com/ Twitter: https://twitter.com/Greenbackd LinkedIn: https://www.linkedin.com/in/tobycarlisle Facebook: https://www.facebook.com/tobiascarlisle Instagram: https://www.instagram.com/tobias_carlisle ABOUT TOBIAS CARLISLE Tobias Carlisle is the founder of The Acquirer's Multiple®, and Acquirers Funds®. He is best known as the author of the #1 new release in Amazon's Business and Finance The Acquirer's Multiple: How the Billionaire Contrarians of Deep Value Beat the Market, the Amazon best-sellers Deep Value: Why Activists Investors and Other Contrarians Battle for Control of Losing Corporations (2014) (https://amzn.to/2VwvAGF), Quantitative Value: A Practitioner's Guide to Automating Intelligent Investment and Eliminating Behavioral Errors (2012) (https://amzn.to/2SDDxrN), and Concentrated Investing: Strategies of the World's Greatest Concentrated Value Investors (2016) (https://amzn.to/2SEEjVn). He has extensive experience in investment management, business valuation, public company corporate governance, and corporate law. Prior to founding the forerunner to Acquirers Funds in 2010, Tobias was an analyst at an activist hedge fund, general counsel of a company listed on the Australian Stock Exchange, and a corporate advisory lawyer. As a lawyer specializing in mergers and acquisitions he has advised on transactions across a variety of industries in the United States, the United Kingdom, China, Australia, Singapore, Bermuda, Papua New Guinea, New Zealand, and Guam. He is a graduate of the University of Queensland in Australia with degrees in Law (2001) and Business (Management) (1999).
In this episode of the Digible Dudes Podcast, David and Reid explore the challenges and strategies behind building and optimizing effective scorecards and KPIs for businesses. With candid discussions on leading vs. lagging indicators, time-boxed experimentation, and balancing accountability with team autonomy, this episode unpacks what it takes to drive measurable outcomes while maintaining organizational flexibility. David and Reid share personal stories, reflect on lessons learned from frameworks like EOS, "Traction," and "Good to Great," and debate the balance between focusing on fundamentals versus pursuing advanced metrics. They also dive into cross-industry applications of scorecards, offering actionable insights for leaders aiming to create a culture of accountability and continuous improvement. Key Topics & Highlights: Leading vs. Lagging Indicators: Why understanding the difference is critical for success. Time-Boxed Metrics: The power of 90-day scorecards to adapt and improve. Balancing Autonomy and Accountability: How to implement KPIs without stifling creativity. Behavioral Metrics in Practice: Real examples of aligning actions with business outcomes. Cross-Industry Scorecard Insights: What multifamily, marketing, and tech companies can learn from each other. Don't forget to like, comment, and subscribe for more actionable business insights! Digible: https://digible.com/ Fiona: https://www.myfiona.com/ Leave a Spotify Review: https://spoti.fi/3LfoEdU Leave an Apple Review: https://apple.co/3AA2zRj (00:00) Leading Behaviors vs. Outcomes (01:22) The Challenge of Defining Scorecards (03:04) Understanding Leading vs. Lagging Indicators (06:42) Aligning Metrics with Business Behaviors (08:22) Setting Theories and Baselines for Success (10:26) Real-World Examples of Behavioral Metrics (15:25) Autonomy and Accountability in KPI Design (18:31) Lagging Indicators vs. Behavioral Drivers (20:40) Learning from Top Performers in Teams (22:44) Case Study: Walgreens' Metric Innovation (24:01) GPT vs. Google for Business Insights (25:22) Applying Metrics to Multifamily Properties (27:54) Evolving Metrics: From Basics to Advanced (33:22) Time-Boxing Metrics for Continuous Growth (35:45) Mastery of Fundamentals vs. Advanced Strategies (41:24) Sports Lessons for Business Success (46:37) Balancing Basics and Innovation in Metrics (50:28) How to Craft Great Scorecards
Episode Overview: In this insightful episode, we delve into the critical but often misunderstood realm of performance metrics in business: leading and lagging indicators. We explore why scorecards are pivotal yet challenging to implement in companies, particularly those using the Entrepreneurial Operating System (EOS) or similar frameworks. Join us as we discuss how to shift focus from merely tracking results to understanding and measuring the activities that lead to those outcomes. Key Points: Introduction to Indicators: Definition of leading indicators: Measures that predict future performance. They are proactive and action-oriented. Definition of lagging indicators: Outcomes that follow the events, often used to confirm patterns or results but not to predict them. The Difficulty with Scorecards: Why setting up an effective scorecard is one of the toughest tasks in business management. The common mistake of focusing solely on results (lagging indicators) without considering what drives these results. Leading Indicators: The Path to Results: Discussion on how businesses can identify activities (leading indicators) that directly influence desired outcomes. Examples: Customer engagement activities leading to sales, or employee training hours leading to improved service quality. The Weight Loss Analogy: Comparing business metrics to personal health goals: Just like losing weight involves more than just stepping on a scale (lagging indicator), it requires monitoring diet and exercise (leading indicators). How this analogy can help managers rethink their approach to business metrics. Looking Into the Future: The importance of predictive analytics in business. How companies can use leading indicators to forecast and prepare for future trends or downturns. Implementing Leading Indicators: Steps to integrate leading indicators into your business strategy. Case studies or hypothetical scenarios where focusing on leading indicators turned around business performance. Wrap-Up: Recap of the importance of looking forward with leading indicators, rather than backward with lagging ones. Encouragement for listeners to review their current scorecards and consider adjustments. Call to Action: Subscribe to the podcast for more insights on business strategy and performance management. Share your own experiences with leading vs. lagging indicators in the comments or via social media. This episode promises not only to educate but also to transform how leaders perceive and utilize metrics in steering their companies towards success. Tune in to shift your perspective from what has happened to what could happen with the right focus on leading indicators. sponsors- check them out The software that keeps our life and business together: Ninety.io
Find More Episodes on PCA Overdrive: https://www.pcaoverdrive.org/contractor-evolution PCA Overdrive is free for members. Not a member? Download the app on the Apple Store or Google Play and enjoy a 7 day free trial! Become a member: https://www.pcapainted.org/membership-resources/ To learn more about Breakthrough Academy, click here: https://trybta.com/PCA174 Get your free budget tool here: https://trybta.com/pca-ce We all know the standard KPIs we need to track the success of a business. Dollars sold. Dollars produced. Gross profit. Net profit. The only problem with these all-important metrics is that they are LAGGING indicators. We find out about their performance AFTER the activity that drives them has already happened. They tell us whether we achieved the results we wanted, but say little about how to get those results in the future. This is where LEADING indicators can be instrumental in helping you lead your team. If you tell your project managers to raise gross profit next quarter, they won't know how. But if you tell them to keep their materials expenses below 15% by following a more efficient ordering and purchasing process. They actually stand a pretty good chance. Today, Breakthrough Academy Coach Brayden Russell is on the show to break down how to turn your lagging indicators into leading indicators and orient your team towards success. 00:00 - Intro 02:08 - Lagging vs. Leading Indicators 04:34 - The Conveyor Belt Analogy 25:29 - How to identify your leading indicators 41:32 - How to nail down your quarterly critical numbers Subscribe to Breakthrough Academy to never miss a video! � http://bit.ly/youtubebta Interested in working with us? Let's chat: https://trybta.com/welcome Join our Facebook Group: / contractorroundtable Connect with us on Social Media: Facebook: / thebreakthroughacademy Instagram: / btacademy LinkedIn: / 10175179 Email: info@btacademy.com Phone: 1-800-875-1704 #BTA #BreakthroughAcademy #BuildingSuccess
To learn more about Breakthrough Academy, click here: https://trybta.com/PCEP174 Get your free budget tool here: https://trybta.com/DLEP174 We all know the standard KPIs we need to track the success of a business. Dollars sold. Dollars produced. Gross profit. Net profit. The only problem with these all-important metrics is that they are LAGGING indicators. We find out about their performance AFTER the activity that drives them has already happened. They tell us whether we achieved the results we wanted, but say little about how to get those results in the future. This is where LEADING indicators can be instrumental in helping you lead your team. If you tell your project managers to raise gross profit next quarter, they won't know how. But if you tell them to keep their materials expenses below 15% by following a more efficient ordering and purchasing process. They actually stand a pretty good chance. Today, Breakthrough Academy Coach Brayden Russell is on the show to break down how to turn your lagging indicators into leading indicators and orient your team towards success. See omnystudio.com/listener for privacy information.
To learn more about Breakthrough Academy, click here: https://trybta.com/PCEP174 Get your free budget tool here: https://trybta.com/DLEP174 We all know the standard KPIs we need to track the success of a business. Dollars sold. Dollars produced. Gross profit. Net profit. The only problem with these all-important metrics is that they are LAGGING indicators. We find out about their performance AFTER the activity that drives them has already happened. They tell us whether we achieved the results we wanted, but say little about how to get those results in the future. This is where LEADING indicators can be instrumental in helping you lead your team. If you tell your project managers to raise gross profit next quarter, they won't know how. But if you tell them to keep their materials expenses below 15% by following a more efficient ordering and purchasing process. They actually stand a pretty good chance. Today, Breakthrough Academy Coach Brayden Russell is on the show to break down how to turn your lagging indicators into leading indicators and orient your team towards success. See omnystudio.com/listener for privacy information.
Bio Denise Tilles wrote the recently published book Product Operations. Co-authored with Escaping the Build Trap's Melissa Perri, the book is the must-read guide technology leaders have been missing. With over a decade of product leadership experience, Denise supports companies like Bloomberg, Sam's Club, and athenahealth by strengthening capabilities around: Product Operations, Product Strategy, and establishing a Product Operating Model. Interview Highlights 01:00 Background and beginnings 04:00 Product Operations: The book 06:30 Product Operations vs Product Management 07:30 The Three Pillars of Product Operations 08:30 Using Product Operations to Scale 10:20 Leading and Lagging Indicators 12:20 Product Operations in Startups 21:10 Generative AI Social Media · www.denisetilles.com · Denise Tilles on Twitter X · Denise Tilles on LinkedIn · Grocket Books & Resources · Product Operations: How successful companies build better products at scale: Melissa Perri, Denise Tilles · Escaping the Build Trap: How Effective Product Management Creates Real Value, Melissa Perri · MasterClass with Denise Tilles: Getting Started with Product Operations — Produx Labs · Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value, Terese Torres · Lenny's podcast: Lenny's Podcast (lennyspodcast.com) · Lenny's Newsletter: Lenny's Newsletter | Lenny Rachitsky | Substack (lennysnewsletter.com) · Pivot podcast: Vox Media: Podcast Network | Pivot · Melissa Perri's podcast: Product Thinking — Produx Labs Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku So I have with me here, Denise Tilles, who is the Founder and CPO of Product Consultancy Grocket. She is also a co-author of the book Product Operations, How Successful Companies Build Better Products at Scale. Thank you so much, Denise, for making the time for this conversation. I've been looking forward to this. Denise Tilles Thank you. Me too. Ula Ojiaku Awesome. So who is Denise, so can you tell us how you've evolved to the Denise we are seeing today? Denise Tilles Yeah. So, I have been in product management for probably 12 years now, both on the operating side, as an individual contributor, and then as a leader, working with companies like B2B SaaS companies, Cision, and a media company, Condé Nast. And then for the past two-ish years, I've been a product consultant and working with really great companies like Bloomberg and Sam's Club, Walmart, we're helping them with product maturity assessments, product operations in terms of like, does this make sense for a company? How do we stand it up? What is sort of day one look like, you know, day 366 and then so on, sort of building it to scale. And then also co-authoring this book with Melissa Perri, the Product Operations book, and as we talk about the book, folks, I think naturally might say, well, why you, why should you be writing about the book? I have experience with product operations before we really knew that's what it was called, and I mentioned this in the book that I was working at this B2B SaaS and I had just started and my manager, the SVP said, hey, maybe we should get some people to think about managing the data, maybe thinking about understanding what kinds of experiments we should be doing. I'm like, we can do that, well, wow, yes, that sounds amazing. And we were going to hire an individual contributor, we ended up hiring this amazing VP level person, and then she built a small team, and it really was a great compliment to the product, I had a product team of about 10 folks globally and really great compliment, because they understood the product, but they weren't so close to it that they were myopic in terms of seeing what the potential opportunities or challenges were with the data, so they became a great partner and sort of highlighting here's what we're looking at for the month, X shows us maybe there's a challenge with the funnel, maybe we could do some experiments, maybe tests, and anyway, they had uncovered a potential opportunity. It was this sort of add on product and we ended up making a million dollars the first year, it wasn't even sort of like an advertised product, it was kind of just back pocket offering for clients. So after that, I was like, wow, this is great, I love this, and didn't really know that was product operations. Fast forward a couple of years later, I start working with Melissa Perri at her consultancy Produx Labs, she mentions product operations, I'm like, what's that? And she explains it, I'm like, oh, that's what we were doing, cool. And then really started to dig in more about the theoretical aspect and understanding what it could look like to build it at a scale and helping companies at the scale up stage with a venture capital company we were working with, think about what that looks like for them, and does it make sense to implement? So that's when I really got interested and excited about it, sort of having lived it and then seeing the potential opportunity of the sort of force multiplier it could be. So I was working with Melissa and in 2021, I slacked her and I'm like, what do you think, I'm thinking about writing a book about product operations, I don't think anyone's written this yet and I can't believe it. She's like, yeah, great idea. I'm like, would you like to do it with me? And she was like, yes, I'll do it. She hesitated a little bit because I heard her speaking about her first book, Escaping the Build Trap, and she's like, never, nope, done. But she's like, well, maybe it'll be different writing it with somebody. So I'm like, how long does it take? She goes, I don't know, as long as it needs to take, maybe a year, two and a half years. So we kept each other honest and it was, I don't know any other way of writing a book, but it was really great to have a partner and like, I've hit a wall here, can you pick this up? Or I map this out, like, here, does this make sense to you? And challenges, wins, whatever, just having someone to feed off of was really great. And it was just a lot of fun to do. So it was really a great excitement and relief to have it published in October of 2023. Ula Ojiaku Congratulations, that's a massive achievement, and I couldn't help wondering when you were talking about co-authoring the book with Melissa, whether you applied some of the product operations concepts in getting your book done? Denise Tilles That's a great question, we had a lot of qualitative inputs. We had peer reviews from folks that were from like a CPO, Chief Product Officer, all the way to an individual contributor, kind of brand new Product Manager, and the questions that they raised were totally different. So it was really great to sort of get those inputs and balance and think about like, who's the archetype we're creating this book for? And I sort of ignore my own advice when I work with product people, like if you try to serve everybody, you serve no one, but we really were trying to think about like, this could be a book that a product person could hand to their CEO. This is the power, here's some great case studies. Or the individual contributor thinking, I've heard about this. What is this? Would this help our company? So we really wanted to, you know, as well as Chief Product Officers, VPs thinking like, I've heard about this, what does that look like? So that was an important aspect. Ula Ojiaku Makes perfect sense. Now I know that some of the viewers or listeners would be wondering, then, we might as well cut to the chase, what exactly is Product Operations? Most of us are conversant with the term Product Management, what is Product Operations and how is it, if it is, different from Product Management, please? Denise Tilles Yeah, great question. That was one of the most common questions, that was another reason we wanted to write the book, because we just kept getting the same questions like, here's a book. Product Operations just so quickly put is really increasing the speed and accuracy and quality of decision making, right? It's about surrounding your Product Managers with all of the inputs they need to make really, truly informed decisions. It's about supporting them to execute on the things you hired them for - building value, growing revenue, and not necessarily writing SQL scripts, because at the end of the year, it's like, well, I wrote 10 of those. Great, but you didn't deliver X product, who won, so that's a big piece of it. And the way that we think about Product Operations, it's really three pillars. So business and data insights, which is the quantitative, right? Customer and market insights, the qualitative. And then the third one is the operating model, sort of process and practices, and we like to think of it that way and sort of broke the book up like that as well, to sort of like focus on that, each section and at the end of each pillar, it's like three things to get you started today. If there was like three things to do, and one other aspect of it is that we think about how to implement it, and that's a question that we get a lot. And as we mentioned at the beginning of the book, don't try to do all three pillars, figure out where the biggest challenge and opportunities are, start there and build out. Some companies I've worked with have just stuck with one of those pillars and that's good enough for them. It really looks different everywhere. This is just what it could look like. Ula Ojiaku No, that makes sense, and I know that in your book you also talked about, really how Product Operations can help with solving many of the scaling issues companies face right now, because it seems like if we're to go into the agile world, there are some purists or fundamentalists who feel like, oh, it's everything is agile, you know, forget about the money and everything, you just apply agile and everything is all right. But at the end of the day, if you're a for profit business or even if you're not, you have customers, and customers define the value and the only way you stay afloat is you're delivering the value, not that you're following a framework. So could you talk a bit more about how Product Operations can help with companies with, for example, connecting financial metrics to the delivery? Denise Tilles That's great. It's really about having all of those inputs available so Product Managers can make the informed decisions, and a lot of companies we have talked to and interviewed with, they tend to look at more of the product metrics, engagement, usage, time spent, but not necessarily the financial and that's a huge miss, right? And that's one area we really hammer home in the book, is making sure that you look at all data and not just your product. You want to make sure you're looking at that, but the financials typically are lagging indicators, but so important, right? And if you're doing all this great stuff and seeing engagement, but the revenue is going down, who cares, right? So if you have all of those together, it's a powerful sort of breadcrumb to understand your product health and sort of the leverage you're pulling and whether you're, you know, doing any harm or hopefully doing good. So yeah, that would be one key takeaway. Ula Ojiaku You mentioned financials, for example, revenue and all that, it's a lagging metric, and there is this innovation, accounting body of knowledge that talks about using leading indicators. With the multiple organisations and teams that you've worked with, are you able to, off the top of your head, share examples, maybe give us an example of where a financial metric is tied to hopefully a leading indicator so that you can see, based on the data you're getting right now, to be able to predict how likely we are to hit the financial targets? Denise Tilles Contract sign can certainly be sort of a leading right indicator, so you're not recognising that revenue yet, but at least it's commitment. Pipeline sometimes can be at least a good indicator. If you've got a nice, robust pipeline and you're comparing it year over year, that's your baseline, that is another indicator. So there's a number of them there, contract value, yield, how much they're purchasing. So there's a lot of indicators, especially with yield. It's like if they were buying seven different product lines and spending, let's say 20 million dollars, I'm making that up, let's say this year they're doing only five product lines, but they're spending 25. What does that mean? Why did they drop those? Where are they spending more money? So there's so much in there that you can be analysing and helping inform what you're doing as a product person. Ula Ojiaku Thanks for that, Denise. And how would you, because in your story earlier on in this conversation, you mentioned you had your team, your product team of about 10 people globally, and someone at a VP level was brought in and seemed to be providing that complimentary set of services. Now, in your book, you give the readers ideas of how they might want to start off, depending on what is their bottleneck, these are my words, not yours, about how to start implementing Product Operations if they don't have that. Now, imagine I'm in a large complex organisation, we have Product Managers. How would you advise the leader of that organisation to go about structuring this? Denise Tilles Right. That's a great question, and earlier you asked a really good question that I didn't get to, which I'd like to talk about now that will lead into that. You asked what the difference is between Product Managers and Product Operations folks. The difference is Product Managers make the decisions, Product Operations enables those decisions. It's as simple as that. It's the enablement. If you have buy in, and one of my clients at Sam's Club, amazingly the CPO was like, here's what Product Operations is, here's the value it can bring my team of hundreds of Product Managers. The CEO was like, cool, sounds great, let's do it. It's rarely that easy. And like, let's build a team out of the gate, it's rarely that easy. A lot of times I'll see companies where there's someone interested and they might do a little bit in their quote unquote spare time and then maybe speak to their manager and say, hey, I'm really interested in this enablement piece, could I divide my current role, from maybe 50% products, 50% product or, and then try to get the quick wins to sort of prove the value. And then does it look like this person moves into that role full time? That's how Christine Itwaru from Pendo, she was at Pendo and started Product Operations there, she was a Product Manager, but saw the pains and started trying to solve it for her team, but thought, oh, this could be really interesting to solve for the whole company, I think I want to do that. So she built an entire team, but made the case for that, so that's one way to do it. You can think about making the case for an entire team, partial, existing resource, or maybe starting with a team of one, deciding what's above the line in terms of what's included that this person can include, what's below the line that they're not going to be able to do, and being very intentional about that, and then starting to build out the capability and showing the value hopefully where they could bring on more people if needed. Ula Ojiaku Thanks for that. So to go back to the three pillars that you mentioned, there is the data and insights, customer and market insights, and the process and governance. Now of the three pillars, which one would you say is fundamental? Are they like a three legged stool? Denise Tilles I mean, they all sort of work together, but if you can only cover one of them, great. If you only had the need for one of them, great, and companies really differ. In my experience it was like, oh, everyone really is challenged in the data and the business and data insights. Not always. I teach a masterclass for Produx Labs and it's a small group, like 25 people, and before we do, it's a four hour course that we offer quarterly, live on zoom, thinking about how we want to do that and it's really about thinking there's a said value, is this really where we want to go? And a lot of companies don't have that challenge. They may have more capability needs with the qualitative, and that's an area I see that kind of gets ignored or they're like, oh, we have a UX research team, but it doesn't have to originate with Product Operations, it's just about harnessing it and making sure that the Product Managers understand how to access it, how to apply it, and maybe even creating an insights database, could be something that UX research has, great, let's make sure that the Product Managers are aware of that. And the process piece, we've seen sort of hybrid structures where we've got a couple of dedicated people within the quantitative and qualitative, the business insights and customer market insights, and then more of a horizontal across the teams for the more process. So that was an organisational strategy that Blake Samic employed at Uber and Stripe when he set those teams up, thinking about more tactical support where needed, and then more of a horizontal type of program. Ula Ojiaku Thank you. So another thing I'd like to know, because looking at the title of the book, the second half says How Successful Companies Build Better Products at Scale. So does it mean that if I'm a startup, I shouldn't be bothering myself with Product Operations? Denise Tilles Not necessarily. There's one company I can think of that is probably in a series A, maybe a B, and they have a Product Operations person. So you can decide if you've got the resourcing for it, that you dedicate one person, but typically we see Product Operations more with the sort of scale up in enterprise levels. Ula Ojiaku Okay, because typically a Product Manager has a mishmash of all roles and different hats, it's like you're developing the roadmap, you're speaking with the customers, you're making sure that the implementation is going on track, but it seems like it's more about teasing out the operations part and the enablement part and leaving them to focus on the pure product. I'm just trying to get my head around the concept because it's a really interesting thing. Denise Tilles Yeah, we make the point in the book that Product Managers are being asked to do evermore, like be strategic, be tactical, focus on delivery, make sure that you're a great partner with cross functional, apply data, oh, you don't have data, well do it, make sure you learn SQL to pull out the data. So there's just so many things, and you think about it, There's something's going to slip, right? So it ends up being, we have to deliver, but are we delivering right things? Are we delivering as much value as we could be doing? And that's typically where the drop off is - we're delivering, but is it the right type of work to really move the needle? I mean, that's sort of what Escaping The Build Trap talks about, Melissa's first book, but Product Operations helps make sure that we are focusing on the right things and delivering the right things. Ula Ojiaku So what does it look like when Product Operations is operating, in your and Melissa's opinion, as it should be? What could the organisation look like? What would you describe as a day in the life of a well-oiled Product Operations machine? Denise Tilles Oh, that's a good question. I mean, ideally, if I could have anything I wanted, I'd have a few folks thinking about that sort of hybrid model, right? So sort of a horizontal across all of the different teams and verticals, someone thinking about what are the methods, what sort of the systems design we need, not just for the sake of it, but making things easier. This was a challenge that I see a lot where companies and Product Managers spend so much time talking about doing the work rather than doing the work. How do we get rid of that? How can we clear that out, so everyone's aligned, and is there a template we're using for roadmaps, that's always a challenge, great, here we go, people are not usually that wound up about how it should look, just tell me what you want and I'll go, and there's a lot of sort of cycles burned and wasted on things like that. So it's just about helping people understand the rules of engagement and can get going with doing work of value versus talking about it. And then I think in terms of the hybrid and having more dedicated folks, I would love to see maybe a person more focused on data analysis, ideally with each VP, maybe, and I've seen that, or supporting as much as they can, and also that person being able to sort of harness in the qualitative as well to make sure that the Product Managers have a full view of that. So that would be where I would start, but if you can start with a team of one, get a few quick wins and then build out, I think that's what you could get to, but in terms of starting out, I think it would be a team of one understanding where the opportunities are, building out a roadmap, proving those out, and then sort of making yourself redundant in areas that could be automated, moving on to higher value work and so on and so on. Ula Ojiaku So you know that right now AI seems to have come to the forefront of the news with OpenAI's launch of ChatGPT and lots of courses there. So, when you mentioned automating those things that can be automated, it kind of triggered this question. So what are your thoughts on how generative AI could help with making Product Operations smoother? Denise Tilles Yeah. I would think around comms, right? So if we've got release notes that, perhaps Product Operations has put into more, what's in it for me as a salesperson, that's great, the GR521 release, but what does that mean to me? So let's assume that Product Operations has sort of put that into the ‘so what' for the entire organisation, let's say they do this three times a month, you know, maybe you'd be able to use ChatGPT and keep sort of feeding those in and being able to create a digest that could come out and be updated each, however you want, or someone could request that on demand, that would be one way of doing it, in implementing AI. It's interesting you mentioned OpenAI because one of the people we talked to is leading Product Operations at OpenAI, Blake Samic, who introduced Stripe and Uber. So they believe in Product Operations, and in spite of them thinking about building these wonderful tools for all of us, and people think, oh, they're going to replace Product Managers, or, it's not, it's more of a supplement and an enablement type of tool. I haven't seen a lot to really think, oh, wow, that's absolutely revolutionary yet, doesn't mean that's not the case, but I think in terms of what I'm seeing right now, it's still people thinking about manually creating those baselines and then automating data, not necessarily through AI. Any thoughts on your part, where that might sort of play in with AI? Ula Ojiaku So on the Product Management side, I can see that you can use it as your enthusiastic chief kind of researcher, guide, or someone you're bouncing ideas off to kind of produce a first draft of maybe the vision and all that. From an Operations perspective, you would be the experts here, but I'm thinking again, if it's about the processes, then are there things that are repetitive? You mentioned the comms, you know, as it's coming up, is there a way of pulling together all the information sources and knowing how previous ones were, kind of putting it in a template and a format and pushing it out at regular intervals, but that might need some sort of tooling that could help bring it all together without replacing the humans, if that makes sense. So if there's a tooling for that, from an operational perspective, you're knowing, okay, this is the time you need this sort of data and you pull it all together and you help with producing a first view of what it might mean, but then it helps with the conversation, and when it's time for reporting and all that, you just push it out to the right people. So maybe there's a room to get some sort of tool set that kind of interfaces with, yeah, that's my thoughts. I wasn't prepared for this either, but we're just, you kind of sharing opinions. Denise Tilles I know, it's kind of an exciting blue sky moment, right? And I'm all for automating and replacing tasks that can be done just as well and then moving yourself into more strategic things that can't be done by AI or the tool. Ula Ojiaku Exactly, for now it's more of a good assistant, but I don't think humans are going to be replaced anytime soon, and there will still be that need to review the output. I was on a webinar on a Drucker Forum and Marshall Goldsmith is a well known Executive Coach, and he's developing an AI version of himself, kind of feeding it with all his works, the books, the articles, and all that, so that if you ask it a question, it's likely to respond the way he should. So this thing was asked, okay, who is Marshall Goldsmith married to, and it produced the name of someone else. I think she was like, his marriage would have been jeopardised. So you know, you feed it, but it's still hallucinates. So in addition to your Product Operations book, which I would highly, highly recommend to the listeners, please go get your version. The links to the book would be in our show notes. So what other books would you recommend to people? I know that there aren't that many Product Operations books, but what other books would you say have influenced your practice? Denise Tilles Yeah, definitely Escaping the Build Trap, this almost is a continuance of that because Melissa sort of alludes to Product Operations in there, but you know, here we're really going in deep on that. I listen to more podcasts than read. I probably should be reading more, but I love Teresa Torres's Continuous Discovery Habits, that's a great one. I did that as a book club with a client, but I just listen to a lot of podcasts. So Lenny's, Pivot I love, which is an American one that's more about tech and business in general. My husband is not in product or tech or any software or anything, and he loves it, so it's really appealing to a wide audience. I listen to a lot of comedy and as well and the New York times, and Melissa Perri's podcast as well. So those would be my recommendations. And Lenny has a great newsletter too, there's a free version and a paid, the folks that do the paid say they love it so I'm thinking of investing this year. Ula Ojiaku I like that word investing. And would you have any ask of the audience as we wind down? Denise Tilles Oh, I love that, just find out what Product Operations is, and does that make sense for your organisation? Is it something that you might be interested in as sort of a segue from your current role? You don't see a lot of people having years and years of Product Operations roles, so now is kind of a great time to think about. Do I want to get into this? And folks that I think really succeed in this type of position are typically Product Managers. They've done the job. They have that empathy, but I've seen really great sort of segues from customer support. There's that empathy aspect again, right, because in the end, Product Operations is about sort of being the PM for the PMs, but people that are Data Analysts, so that I think is important to think about, what does it mean to me? Do I understand it first? What does it mean to me? Would that have any impact on my company? And what would that look like? Where are we having challenges now and knowing what I've learned about Product Operations from this podcast or the book or whatever you've learned, could it make a difference? And we have notes in the book about how to make the case to your CEO or Manager and typical objections you might hear and how you might counter them. So we wanted to make it as tactical and realistic as possible, because there's a number of books out there in Product Management that are just sort of high level and theoretical and very idealistic, and I think people feel badly when they can't measure up to it or actually function that way. So we wanted to say, here are the challenges people have had, we're going to give it to you straight, here's where they've had wins, you can learn from that. So the idea was to have case studies with real companies and real artifacts that we've included in the book, people love seeing other companies, artifacts, so case studies, sort of a fictitious through line with a company that we made up, and sort of highlighting the typical challenges we see. And then the base, core content about Product Operations. So it's sort of three layers, and we've been really pleased with the feedback we've gotten that people are like, this was me, did you hear me thinking, how is this, but really wanting to make sure that we were truly being realistic about what you can expect and hopefully the benefits that you'll see too. So the challenges and the opportunities. Ula Ojiaku Sounds awesome, and there might be some listeners or viewers who will be thinking this sounds great, I'm excited, I've already ordered the book, I've read the book, and I think I'll need more help. So how can the audience get in touch with you if they wanted to? Denise Tilles Yeah, you can go to denisetilles.com and we'll have a link for that, you can shoot me a note and I'm happy to sort of hear what you're thinking about, challenges. I get emails a lot and sometimes we'll just have a couple of emails back and forth and that's it, or we'll talk about what it would look like to create more support for you. So I do coaching as well with Product Operations leaders, I'm kind of phasing that out, but occasionally I will take on clients, but it's more about Product Operations, how to stand that up, an assessment of whether it even makes sense to your company, assessment of, we'll look at, do you have people there right now that can actually do the work, but where do you have the opportunities and the challenges, and sometimes I'll speak to companies like, oh, it's all about data, and I'll get in there and talk to them like, well, you've got some challenges here, here and here too. Like, oh, great, and sometimes having just that objective viewpoint really helps sort of shine the light on challenges. Ula Ojiaku This has been fantastic, Denise. So, any final words for the audience? Denise Tilles Yeah, hopefully this discussion has peaked your curiosity, and if you're interested you can get a digital version of the book, or people love printed versions as well. If you're not sure you want to commit to that, do some Googling and see what is out there and how people are leveraging Product Operations today. One area, and comments I get a lot, and questions from people, is well, people are tightening their belts, reducing staff, there was probably a lot of over-hiring in software companies, especially during covid, and I have seen a couple of times where people are like, well Product Operations is a cost centre at the end of the day, and it is, you have to be proving your value all the time, that gets cut first, but it's kind of short sighted, because that's when you need Product Operations even more, if you're really hunkering down and making sure that every dollar or euro, or whatever your currency is, is being leveraged and maximised, that's where Product Operations can actually help. We've made these bets in terms of our product roadmap, let's check in, are we actually executing on them, or are we not? Do we need to pivot? If you're just delivering and delivering, you have no sense of that, so we may get back to the Build Trap or delivering things that aren't necessarily creating value for your customers. So I get excited when I hear stories about companies that have had layoffs unfortunately but they have kept their Product Operations teams and to me that's a smart way of thinking about maximising reduced resources. Ula Ojiaku Well thank you so much for that Denise. Again, it's been a pleasure having you as my guest on this podcast, I've learnt a lot, thank you Denise. Denise Tilles Thanks so much. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!
Are you struggling to generate consistent demand and pipeline for your B2B business? In this episode of The B2B Playbook, we dive deep into 10 critical questions that will help you determine whether you need to start your demand generation strategy from scratch or simply plug the gaps in your existing approach.You'll love our comprehensive framework to audit and optimize your demand generation efforts. It covers key areas such as customer alignment, content creation, measurement, and documentation. They offer practical insights and actionable steps to help you build a robust demand generation engine that drives consistent pipeline and revenue.Throughout the episode, we share real-world examples and best practices, highlighting the importance of understanding your dream customers, leveraging subject matter experts, mapping content to the stages of awareness, and implementing effective content repurposing and distribution strategies. We also address advanced tactics like account-based marketing and product ads, ensuring you have a well-rounded approach to demand generation.This is pt.5 of our mini-series on Demand Generation, where we answer every question you could possibly have around the topic. Tune in and learn:+ How to assess if your demand generation strategy is built on a solid foundation+ The essential elements of a successful demand generation program+ Practical tips for optimizing your existing efforts and filling gapsThis episode is a must-watch for B2B marketers who want to maximize their demand generation impact and drive consistent growth for their business.-----------------------------------------------------SUBSCRIBE to our channel: https://www.youtube.com/@theb2bplaybookSUBSCRIBE to our newsletter: https://theb2bplaybook.com/newsletter/GET the latest CONTENT: https://theb2bplaybook.com/-----------------------------------------------------00:00:00 Introduction: Should You Start From Scratch or Plug Gaps?00:01:21 Overview of the Five B's Framework00:02:37 Question 1: Are You and Sales Aligned on Target Customers?00:05:58 Question 2: Is Your Understanding Based on Customer Interviews?00:09:21 Question 3: Are Content Pillars Based on Customer Pain Points?00:11:45 Question 4: Is Your Content Led by Subject Matter Experts?00:15:32 Question 5: Is Your Content Matched to Stages of Awareness?00:18:34 Question 6: Do You Have a Content Repurposing System?00:21:30 Question 7: Are You Tracking Leading and Lagging Indicators?00:23:29 Question 8: Have You Tried Account-Based Marketing?00:25:00 Question 9: Do You Have Product Ads Running?00:26:29 Question 10: Is Your Demand Gen Strategy Documented?00:28:17 Get Help with the B2B Incubator Program00:29:24 Key Takeaways and Next Steps00:30:31 Closing Remarks-----------------------------------------------------
In today's episode, we delve into the concept that all success is a lagging indicator, exploring how analyzing trends in our dental practices can keep us focused on future goals. Join us as we uncover the pivotal role of recognizing both positive and negative trends in shaping the trajectory of our professional aspirations. For more information about Dr. Addison Killeen, visit: www.addisonkilleen.com or interact with him on a daily basis at www.DentalSuccessNetwork.com
In this episode, host Colin Mitchell delves into the world of sales strategies with guest Carl Cox, CEO of Forty Strategy. They discuss the importance of focusing on leading indicators rather than just lagging indicators in sales. Carl emphasizes the significance of controlling actions that lead to outcomes and highlights the need for transparency and effectiveness in measuring sales activities.Follow the Host:Collin Mitchell (Partner, Leadium)Our Episode Guest:Carl Cox (CEO, 40 Strategy)Sponsored By:Leadium | The leader in outbound sales appointment setting*If you'd like to be a guest on the show or have any questions, email us at guest@salestransformation.co - Just tell us why you're reaching out and we'll contact you as soon as we can!
If you're measuring everything, you're measuring nothing. It's so important for you to pick a handful of key performance indicators (KPIs) for your team to focus on — or they won't end up moving the needle on anything. But how do you pick KPIs that matter, so you can motivate and incentivize your team to drive customer value (and ultimately, growth)? Instead of transactional measures of success, focus on customer-focused KPIs that let you measure moments of value. You need to know which parts of your product drive customer value and measure your ability to move them from one milestone to the next. In this episode of the Forget the Funnel Podcast — the first of two episodes on customer-led KPIs — Claire and Georgiana define customer-led KPIs and share why metrics that focus on helping customers solve problems are more actionable and motivating for your team.Discussed:The definition of KPIs and why each team needs them.Why focusing on transactional measures is a problem — and why measuring experiential moments in the customer relationship is the way to go.The prerequisites for setting customer-led KPIs and the importance of knowing which parts of your product drive value for the customer.Key Moments:2:30 - Georgiana defines KPIs and shares why they're a critical metric. She explains that when you measure everything, you're measuring nothing, so your team needs to focus on a few KPIs. 3:47 - Claire and Georgiana differentiate transactional measures of success — like trial-to-paid conversions or entering a credit card — from customer-focused KPIs, which measure experiential moments in the customer relationship. 6:40 - Georgiana explains why transactional measures of success can be problematic KPIs (even though lagging indicators like MRR and churn do matter).10:37 - Claire shares why it's a mistake to measure your growth team by lead numbers rather than focusing on lead quality or the value they can get down the line. Gia also speaks to success indicators that can be misleading, like daily, weekly, and monthly users, and breaks down MQLs, SQLs, and PQLs.16:10 - Claire asks Georgiana to share about the prerequisites for defining customer-led KPIs that tie your team's success to customer value.19:29 - Georgiana talks about how common it is for product teams to get so excited about their offering that they throw the kitchen sink at new customers because they're not sure about what parts of their product they should introduce to customers in which order.21:30 - The pair ends the episode by talking about converting customers in a low-touch way: You need to know the parts of the product that drive value and measure your ability to help customers get from one milestone to the next. Follow Georgiana on LinkedIn: https://www.linkedin.com/in/georgianalaudi/ Follow Claire on LinkedIn: https://www.linkedin.com/in/clairesuellentrop/Check out Forget the Funnel's website: https://forgetthefunnel.com/Get the free Forget the Funnel workbook to help you implement Customer-Led Growth: https://forgetthefunnel.com/workbook
BONUS: Helping the PO Measure Value, Unwrapping Metrics Mastery with Vasco Duarte Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Merry Christmas, dear listeners! We hope your festive season is filled with joy and warmth. Today marks another special BONUS episode in our Christmas week lineup, and we're diving into the crucial topic of helping Product Owners measure value. If you missed our previous episode on defining business value, be sure to check it out as today's content builds upon those insights. This episode, like all others this week, is a companion to the Coach Your Product Owner e-course, accessible at bit.ly/coachyourpo. Why We Need To Help Product Owners Measure Value Ever envisioned driving a familiar road blindfolded? Many teams find themselves in a similar predicament, knowing their backlog and delivery process well but lacking clarity on their goal. A backlog of items, as emphasized yesterday, is not a goal. Defining Value is Not Enough; We Must Measure It While some teams may define goals, many stumble when it comes to measuring them early and consistently. Aligning with the Agile Manifesto, this episode emphasizes why continuous delivery of valuable software needs to be complemented with the same continuous measurement of value! Leading and Lagging Indicators and Why That's Important In this episode, we discuss the distinction between leading and lagging indicators. Leading indicators provide insights into future events, while lagging indicators validate that the product is delivering value. Explore the significance of both in making informed decisions. The Difference Between Strategic Metrics and Day-to-Day Metrics (The Metrics Tree Technique) Building on yesterday's discussion about understanding the company's strategy, we explore the transition from strategic metrics (lagging indicators like revenue) to day-to-day metrics. This transition is essential for ensuring daily value delivery and supporting short-term, customer-focused experiments. In this segment, we discuss the Metrics Tree technique which Vasco learned from Chris Matts. Product Dashboards for the PO and the Team Product Dashboards emerge as a crucial tool to keep teams focused on the right metrics throughout the development process. These dashboards visualize product goals, the target customer, current and future sprint goals, and key metrics. They serve as a cornerstone for team accountability, fostering self-management and autonomy. In this episode, we discuss a Product Dashboard similar to the one illustrated below: How To Measure Value: A Summary In today's episode, we covered the following steps to help the PO measure value: Define value (discussed in the previous episode). Define appropriate metrics for the defined value. Consider both leading and lagging indicators. Ensure a balance of strategic and day-to-day metrics for decision-making. Build a product dashboard with the PO and the team to enhance self-accountability and self-management. Explore these concepts further in the Coach Your PO e-course: Module 3 (Version 1.0): Setting up ACTIONABLE metrics, distinguishing between ACTIONABLE and Vanity Metrics. Module 2.0: Scaling up the Product Owner role for multiple teams and products, featuring insights into Product Dashboards and Vision. Module 09: Techniques for quick feedback and leveraging process metrics critical for the discussed product dashboard. For more details on the Coach Your PO e-course, visit bit.ly/coachyourpo. If personalized coaching suits your needs, reach out to us at coaching@oikosofy.com. Keep learning, keep helping your team, and we'll catch you in the next episode! About Vasco Duarte Vasco is a leading voice in the agile community, known for his contributions to the development of agile methodologies and practices. He is the co-founder of Agile Finland and the host of Scrum Master Toolbox Podcast, the most popular Agile podcast in the world, which has more than 10 000 000 unique downloads. He is also the author of “NoEstimates: A novel look at how Agile can transform software development, making it both more sustainable, as well as incredibly profitable.” Vasco is a keynote speaker at many conferences and events, sharing his knowledge and experience with the agile community. With his passion and expertise in agile, Vasco has made a significant impact on the way software development is done today, helping organizations to become more efficient, flexible, and responsive to changing requirements.lYou You can link with Vasco Duarte on LinkedIn and connect with Vasco Duarte on Twitter.
Join us in this episode of the She Boss Cafe podcast as we embark on a journey of transformative goal setting. As the year comes to a close, it's the perfect time to reflect on your accomplishments and set the stage for 2024. In this insightful episode, we introduce a three-part framework for goal setting that goes beyond numbers. We begin with "Lagging Indicators of Success," where we explore how to set revenue goals aligned with your personal and business needs. Next, we delve into "Impact Goals," guiding you on making a tangible and quantifiable difference in the world. Finally, we tackle "Becoming Goals," focusing on personal growth and resilience. Whether you're a seasoned entrepreneur or just starting, this episode offers a blueprint for success in the coming year. Subscribe to the She Boss Cafe podcast and embark on a transformative journey toward your 2024 goals.
Do you ever wonder just what your data is telling you, and how to use your data to help your clients progress? If so, then this episode is tailor made for you! In part two of Leading and Lagging Indicators you'll learn about some therapy ideas for measuring leading indicators. Leading indicators are so helpful, because they predict future success and help us chart the way forward with our clients. --- Useful Links ---Leading and Lagging Indicators, Part One Body Awareness Fun Deck Orange is a Carrot Simple Poem Six Ways Follow the Narrative Road Permission to Play Music: Simple Gifts performed by Ted Yoder, used with permission
Most businesses today focus on lagging indicators, while important, are not conducive to proper problem-solving. Learn the difference between leading and lagging indicators and why it is essential to identify and improve the leading indicators if true improvement is to occur.
Are you curious about how leading and lagging indicators, concepts borrowed from the business world, can revolutionize your speech therapy practice? That's precisely what I explore in this episode. From predicting future outcomes to measuring past success, I'll guide you on how these indicators can boost your effectiveness and transform therapy results. We discuss relatable examples from various fields and how, with accurate measurements, these indicators can be harnessed for maximum impact.--- Useful Links ---Stage One Sentence TypesInstitute For Evidence Based Change The Conversation Game Essential Language for Autism Phonological Awareness Tracking Tool Prime to Rhyme Nursery Rhyme Coloring Book Orange is a Carrot Cue the MoveMusic: Simple Gifts performed by Ted Yoder, used with permission
On this episode of Money Grows on Trees: the Podcast, host Lloyd Ross delves into the concept of Leading vs Lagging Indicators. The key point highlighted is the importance of focusing on specific actions rather than directly focusing on the result. Lloyd emphasizes that many people tend to prioritize lagging indicators such as weight loss or finding love, instead of focusing on the leading indicators that lead to those outcomes. Love is described as a lagging indicator, meaning that it requires positioning oneself to meet someone compatible before falling in love. Lloyd suggests that dating is the leading indicator of love and urges listeners to take action by going on multiple dates to increase the probability of finding someone with similar values. Money is another lagging indicator, often causing a struggle for those who prioritize it. Your Millionaire Money Mentor emphasizes that putting money first leads to little success, and instead, suggests focusing on developing skills and taking action to earn money. Weight loss is discussed as another lagging indicator, highlighting that the leading indicators of weight loss are healthy eating, exercise, and self-care. The importance of friendship is also emphasized, mentioning that friendship is a lagging indicator resulting from actively seeking social opportunities. Throughout the episode, Your Millionaire Money Mentor provides examples of both lagging and leading indicators in various contexts, such as inflation in the economy and the importance of developing skills for generating money. Lloyd urges listeners to prioritize leading indicators by focusing on actions and skills that can lead to success. Remember to share this podcast episode with a friend, send them the link, and leave a five-star review on Spotify. Remember, understanding the concept of Leading vs Lagging Indicators can significantly impact your mindset regarding money, success, and wealth. So tune in to this episode of Money Grows on Trees and discover the power of focusing on leading indicators in your life. Money Grows on Trees Team
On this episode of Money Grows on Trees: the Podcast, host Lloyd Ross delves into the concept of Leading vs Lagging Indicators. The key point highlighted is the importance of focusing on specific actions rather than directly focusing on the result. Lloyd emphasizes that many people tend to prioritize lagging indicators such as weight loss or finding love, instead of focusing on the leading indicators that lead to those outcomes. Love is described as a lagging indicator, meaning that it requires positioning oneself to meet someone compatible before falling in love. Lloyd suggests that dating is the leading indicator of love and urges listeners to take action by going on multiple dates to increase the probability of finding someone with similar values. Money is another lagging indicator, often causing a struggle for those who prioritize it. Your Millionaire Money Mentor emphasizes that putting money first leads to little success, and instead, suggests focusing on developing skills and taking action to earn money. Weight loss is discussed as another lagging indicator, highlighting that the leading indicators of weight loss are healthy eating, exercise, and self-care. The importance of friendship is also emphasized, mentioning that friendship is a lagging indicator resulting from actively seeking social opportunities. Throughout the episode, Your Millionaire Money Mentor provides examples of both lagging and leading indicators in various contexts, such as inflation in the economy and the importance of developing skills for generating money. Lloyd urges listeners to prioritize leading indicators by focusing on actions and skills that can lead to success. Remember to share this podcast episode with a friend, send them the link, and leave a five-star review on Spotify. Remember, understanding the concept of Leading vs Lagging Indicators can significantly impact your mindset regarding money, success, and wealth. So tune in to this episode of Money Grows on Trees and discover the power of focusing on leading indicators in your life. Money Grows on Trees Team
In this episode, Dr. I. David Daniels will speak with Chris Linton, a Risk and Compliance professional with a significant background in health and safety. There are two essential sides to efforts to create a safe culture. The side that tends to receive the most significant focus is the lagging indicator side of the equation. This is where Risk managers, who are generally assigned to either the Finance or Human Resource segments of an organization, focus a significant amount of their efforts. However, Occupational/Environmental Health and Safety efforts generally focus on leading indicators or what you do before something goes wrong. This difference can sometimes create challenges for organizations trying to decide which side they should focus on the most. It's also sometimes difficult for professionals in either space to make a difference when they don't understand the operational business side of the organization. A growing number of form safety professionals are expanding into risk and compliance roles and spaces and coming to understand the business and operations of organizations. This multifaceted perspective allows them to contribute to the organization's overall success much more cogently. The world nor any human being in it is perfect, so both are essential. Chris Linton is the kind of risk and compliance professional that understands not only the leading and lagging indicator view of safety but can make the case that risks, including those that arise from psychosocial hazards, can and need to be identified, assessed, and mitigated to ensure business effectiveness.
Service Management Leadership Podcast with Jeffrey Tefertiller
A brief discussion about leading and lagging indicators Each week, Jeffrey will either be sharing his knowledge or interviewing guests from the technology, Service Management, or Business Continuity leadership communities. Stay tuned as tomorrow's show is one you will not want to miss. Jeffrey is the founder of Service Management Leadership, an IT consulting firm specializing in Service Management, CIO Advisory, and Business Continuity services. The firm's website is www.servicemanagement.us. Jeffrey is an accomplished author with seven acclaimed books in the subject area and a popular YouTube channel with approximately 1,400 videos on various topics. Also, please follow the Service Management Leadership LinkedIn page. Branding by Balaji - Follow him at @bwithbranding on Instagram #ITSM #ITIL #AssetManagement #ServiceManagement #IT #BusinessContinuity #Transformation
Ever wondered how to effectively use lagging and leading indicators within your nonprofit organization? On today's episode, Tim and Nathan provide valuable insights and practical tips to help leaders of small to medium-sized nonprofits improve their decision-making process by paying attention to lagging and leading indicators. Discover how these indicators can inform future decisions on budgeting, recruiting, training...and even your health, as well as predict future outcomes and necessary changes.Resource mentioned in the podcast: The 4 Disciplines of Execution: Achieving your Wildly Important Goals.The Hosts of The Practice of NonProfit Leadership:Tim Barnes serves as the Executive Vice President of International Association for Refugees (IAFR) and can be contacted at tim@iafr.org. Nathan Ruby serves as the Executive Director of Friends of the Children of Haiti (FOTCOH) and can be contacted at nruby@fotcoh.org.All opinions and views expressed by the hosts are their own and do not necessarily represent those of their respective organizations.
Hey, Uncommon leaders, Welcome back! Today I'm excited to have Mark Jewell as my guest. Mark is the CEO of #ThriveToday, a prominent leader in the field of high quality life coaching for the corporate world. He and his team have guided thousands of clients on the journey from merely surviving to truly thriving.Mark is also a dedicated family man with three children of his own, and three more step-children. In this episode, Mark will be sharing his insights on how companies can measure the right things through the development of three buckets of leading and lagging indicators. He'll also be sharing some personal experiences from his youth that are sure to leave you both smiling and maybe even shedding a tear.So whether you're a seasoned leader or just getting started out, you won't wanna miss this episode.Mark Jewell on LinkedInDid you know that many of the things that I discussed on the Uncommon Leader Podcast are subjects that I coach other leaders and organizations on? If you would be interested in having me discuss one-on-one or group coaching with you, or know someone who is looking to move from underperforming to uncommon in their business or life, I would love to chat with you.Click this link to set up a free call to discuss how coaching might benefit you and your team. Thanks for listening in to the Uncommon Leader Podcast. Please take just a minute to share this podcast with that someone you know that you thought of when you heard this episode. One of the most valuable things you can do is to rate the podcast and leave a review. You can do that on Apple podcasts, or rate the podcast on Spotify or any other platform you listen. Did you know that many of the things that I discuss on the Uncommon Leader Podcast are subjects that I coach other leaders and organizations ? If you would be interested in having me discuss 1:1 or group coaching with you, or know someone who is looking to move from Underperforming to Uncommon in their business or life, I would love to chat with you. Click this link to set up a FREE CALL to discuss how coaching might benefit you and your team) Until next time, Go and Grow Champions!!Connect with me
If you are a Words girl instead of a numbers geek, which I think most of you probably are, measuring what's working and what isn't might make your eyes glaze over. But I promise it doesn't have to be complicated or time-consuming. In Episode 108 of Just One Simple Thing, you'll learn the three types of information you should be tracking, and how to know if what you are doing is working.Over the last few weeks, we've been talking about taking the next big step in your ministry or business.How do you know if those things ... or ANYTHING ... are working? How do you know if you need to tweak it or head in a completely different direction?Data can show progress when the ultimate results are not there yet, and help us see the connection between our efforts and our results.Your data can keep you from giving up on things too soon, before you start seeing the results.Three types of data we need to look at.1. Lagging Indicators –these are usually the results we are looking for.You need to know before you start what your goal is for each strategy and figure out how to measure it.2. Leading indicators –these are the things you do that generate the results. When you can track leading indicators and correlate them to lagging indicators, you know how much effort it will take to get the results that you want.3. Intangible indicators –These are things that are difficult to measure, but worth noting so you can spot the trends.Those little accomplishments that help you know you are on the right track even if the numbers on the scale are not moving.Another way to think of it is that leading indicators are things that you do, lagging indicators are things that your audience or clients do, and intangible indicators are things that fill you up.ACTION STEPIf you are ready to decide on a few key indicators to measure, head over to my free Facebook group Plan & Pray with Do A New Thing and grab a worksheet that will help you determine your lagging, leading, and intangible indicators.I know that if you are a words girl, you may be feeling unsure about figuring this all out. If that's you, feel free to reach out to me on IG or FB @doanewthing and I'll be glad to see what I can do to help. RESOURCESRocket Your Reach –A self-guided course to create a visibility plan that grows your reach and impact without feeling overbearing, overworked, and overwhelmed.++++++++++Are you tired from trying to share your God-inspired message while working your full time job? Do you wonder if it's worth it, or even possible, to build a ministry or business on the side?I have good news for you. It is possible. It is worth it. You can do it. Download the Honor System Guide, to help you honor all the work God has given you to do.
Discover the cause of the stock market's volatility and what role lagging indicators play. Are you investing well for financial freedom...or not? Financial freedom is a combination of money, compounding and time (my McT Formula). How well you invest, makes a huge difference to your financial future and lifestyle. If you only knew where to invest for the long-term, what a difference it would make, because the difference between investing $100k and earning 2% or 10% on your money over 30 years, is the difference between it growing to $181,136 or $1,744,940, an increase of over $1.5 million dollars. Your compounding rate, and how well you invest, matters! INTERESTED IN THE BE WEALTHY & SMART VIP EXPERIENCE? -Asset allocation model with stock and crypto ticker symbols and percentages to invest -Monthly VIP investing webinars with Linda -Private VIP Facebook group with daily interaction with Linda -Weekly VIP stock market & crypto update emails -Lifetime access with no additional cost -US and foreign investors, no minimum $ amount required Extending the special offer, enjoy a 50% savings on the VIP Experience by using promo code "SAVE50" at checkout. More information is here or have a complimentary consultation with Linda to answer your questions. For an appointment to talk, click here: https://2909395.survey.fm/application-for-vip-experience QUANTUM BOOK BONUSES These bonuses are available when you buy my newly released book, 3 Steps to Quantum Wealth: The Wealth Heiress' Guide to Financial Freedom by Investing in Cryptocurrencies on Amazon, here. As a thank you for buying the book on Amazon, you will receive a: Set of 4 Wealthy Mindset Blueprint audio recordings to help you create a wealthy mindset ($197 value) Webinar with Linda called “Financial Freedom by Investing in Cryptocurrencies” ($1,500 value) On the webinar you will learn: -The wealth building potential of the 8 cryptocurrencies mentioned in the book -Why they will experience exponential growth -Strategies for accumulation The link to the book bonus page is here. WANT TO BUY STOCK PRE-IPO? #Ad For Accredited Investors, sign up to receive a $250 credit from Linqto, click here. If you are watching this on YouTube, you will need to copy and paste this into your browser: https://www.linqto.com/signup?r=e9tdhbl49v PLEASE REVIEW THE SHOW ON ITUNES If you enjoyed this episode, please subscribe and leave a review. I love hearing from you! I so appreciate it! SUBSCRIBE TO BE WEALTHY & SMART Click Here to Subscribe Via iTunes Click Here to Subscribe Via Stitcher on an Android Device Click Here to Subscribe Via RSS Feed WEALTH HEIRESS TV Please subscribe to Wealth Heiress TV YouTube channel (it's not just for women, it's for men too!), here. PLEASE LEAVE A BOOK REVIEW FOR THE CRYPTO INVESTING BOOK Get my book, "3 Steps to Quantum Wealth: The Wealth Heiress' Guide to Financial Freedom by Investing in Cryptocurrencies". PLEASE LEAVE A BOOK REVIEW FOR THE WEALTH HEIRESS BOOK Get my book, “You're Already a Wealth Heiress, Now Think and Act Like One: 6 Practical Steps to Make It a Reality Now!” Men love it too! After all, you are Wealth Heirs. :) International buyers (if you live outside of the US) get my book here. WANT MORE FROM LINDA? Check out her programs. Join her on Instagram. WEALTH MENTORING LIBRARY OF PODCASTS Listen to the full wealth mentoring library of podcasts from the beginning. Use the search bar in the upper right corner of the page to search topics. TODAY'S SPONSOR Get Think and Grow Rich or another book from my recommended financial books list, and be sure to get started checking off the books you have read. Be Wealthy & Smart, is a personal finance show with self-made millionaire Linda P. Jones, America's Wealth Mentor™. Learn simple steps that make a big difference to your financial freedom. (Some links are affiliate links. There is no additional cost to you.)
As a business owner, you are already tracking several lagging indicators. In this episode, I break down leading and lagging indicators and share how they can help you measure, manage, and grow your service-based business. Learn to set clear goals and track performance using the right metrics to make informed decisions that maximize success. Full Show Notes: https://www.the516collaborative.com/podcast/65
Today we will be discussing the concept of Key Performance Indices (KPIs) and their importance in measuring success. A KPI is essentially a measurable value that shows the progress towards a specific goal. For instance, weight is a common KPI for many people. However, the challenge with this type of KPI is that it is a lagging indicator, meaning it only tells us what has already happened, not what is going to happen. In a business setting, it is more valuable to use leading indicators, which are KPIs that predict future outcomes, in order to make adjustments and achieve our goals.For example, as a solo entrepreneur, we may be most concerned with the amount of money our business makes, whether it be revenue or profit. However, once January is over and we know how much money we made, it is too late to make adjustments to achieve our goal of growing our business in 2023. That's why we need to be measuring things that are related to actually achieving the goal, not only measuring whether or not we achieved the goal after the fact.One example of a leading indicator in a business setting could be using affiliate marketing as a way to predict and potentially achieve a goal. By closely monitoring the progress and success of our affiliate marketing efforts, we can make informed decisions on how to adjust and improve in order to reach our desired outcome.In conclusion, leading indicators are crucial for predicting and achieving business goals. We hope you found this information valuable, and encourage you to look into more resources on KPIs and leading indicators to take your business to the next level.
Brought to You by PerformBetter.com. Click here for the latest sale. Highlights of Special Episode 350.5 Vince Gabriele, owner of Gabriele Fitness and founder of Fitness Business University and Kiss Marketing "5 Ways to Become a More Profitable Gym Before the End of This Month" We spoke about: Leading and Lagging Indicators 5 Ways to Become More Profitable: Addressing Pricing Strategy Current Members Future Members The 4Rs of Ringing the Register Understanding and Focusing on Capacity Where are the gaps in your capacity? Having a Nurturing Follow-up System Short term Long Term Having Clarity on Expenses Fixed Variable Payroll Much More! Partner Offer from AG1 by Athletic Greens Subscribe and get a 1 year supply of Vitamin D, 5 Travel packs and 20% off Thanks for Listening!
Francis Tan, Senior Investment Strategist, UOB Private Bank discusses the three themes in his focus in 2023: peaking inflation and Fed risks, high odds of a US recession, and anticipating the next upcycle.See omnystudio.com/listener for privacy information.
What's on my mind: Understanding Leading vs. Lagging Indicators:https://www.economist.com/media/pdf/democracy_index_2007_v3.pdfhttps://freedomhouse.org/report/freedom-worldNews:Trump's really bad month: https://www.axios.com/2022/12/07/trump-2024-scandals-poll-court-tax-fraudDeath by a thousand slights:https://blacknews.com/news/police-confront-bobbi-wilson-9-year-old-black-girl-spraying-lanternflies-white-neighbor-scared/Results of the GA runoff:https://www.npr.org/2022/12/06/1141162415/democratic-sen-raphael-warnock-defeats-republican-herschel-walker-in-georgia-runAlito shows his “true” colors, white supremacy:https://www.nbcnews.com/politics/supreme-court/justice-alito-jokes-black-santa-ashley-madison-supreme-court-arguments-rcna60168Brittney Griner is Free!:https://www.npr.org/2022/12/08/1141503355/brittney-griner-freedThis shit is for us: Black Skin White Masks:https://www.litcharts.com/lit/black-skin-white-masks/themes/self-image-and-self-hatredBible Study with Atheist Mike: Heavenly Bodies:https://medium.com/history-of-yesterday/how-angels-really-look-like-according-to-the-bible-d4d339112619Closing: Future Time: https://www.nytimes.com/2022/09/07/fashion/watches-amandine-geneva.html
Cosa succederà quando gli effetti ritardati dei rialzi dei tassi presenteranno il conto? Soprattutto per gli Stati Uniti la situazione sembra ancora ben lontana da una recessione, in particolare per la ricchezza ancora circolante. Differenti opinioni a riguardo tra i professionisti della finanza ci portano verso un soft o hard landing, dipende da come si leggono gli indicatori economici. A tal proposito ho provato a dare la mia sugli indici relativi al mercato del lavoro su zugzwang macro (--> shorturl.at/CHU67).
Want to share your insights and get feedback? Join the LinkedIn Community and discover everything that we are doing for our members: https://www.notion.so/Jason-Marc-Campbell-3c26858e787d415697dbfc026f113530 ===== Do you get frustrated because it seems that you're doing all the work but the numbers don't adjust? Well, it may be that you're measuring the wrong things. In this episode, you'll learn the difference between Leading and Lagging Indicators and why it's important that you measure both of them. The key here is to measure the right things and have clear indicators of the progress you can control vs. those results that can appear sooner or later. Listen closely and discover how to rebump your traffic and conversions by doing the set of activities that move the needle forwards. =====
What is technical analysis and why do people use it to try to predict movements in the price of stocks? How does demand govern price action. In this Quick Tip, Roger Khoury from the Market Forecasting Academy talks about lagging indicators, how Wall Street really makes money and the manipulation of demand.Roger is the Founder and CEO of Market Forecasting Academy. Throughout the years, he's noticed that traders/investors often place too much emphasis on the technology aspect when, in fact, all it does is facilitate the gathering and calculating of necessary data which saves a person time.Here's a link to find out more about Roger: https://www.marketforecastingacademy.com/request-training/Here's the full episode: https://www.stocksforbeginners.net/blog/khouryPlease consider a small donation if you'd like to support my work educating and entertaining new investors in the stock market.Portfolio tracker Sharesight tracks your trades, shows your true performance, and saves you time and money at tax time. Get 4 months free at https://www.sharesight.com/stocksforbeginnersDisclosure: The links provided are affiliate links. I will be paid a commission if you use this link to make a purchase. You will also usually receive a discount by using these links/coupon codes. I only recommend products and services that I use and trust myself or where I have interviewed and/or met the founders and have assured myself that they're offering something of value.Stocks for Beginners is for information and educational purposes only. It isn't financial advice, and you shouldn't buy or sell any investments based on what you've heard here. Any opinion or commentary is the view of the speaker only not Stocks for Beginners. This podcast doesn't replace professional advice regarding your personal financial needs, circumstances or current situation. Hosted on Acast. See acast.com/privacy for more information.
Employers are not letting people go and adding people where they can, says Ben Ayers. He and Frances Newton Stacy discuss the outlook for the labor market. Frances notes that jobless claims are good news for the Federal Reserve, but the labor markets are lagging indicators. They also highlight key takeaways from jobless claims data from the week of September 17th. Tune in to find out more about the stock market today.
EPISODE 31: Trailing (Lagging) Indicators Gross Domestic Product (GDP): - Q1: -1.6, Q2 -.9 (JULY); not available until October Unemployment Rate : 3.6%, Labor Utilization Rate: 62.1% (JULY); not available (AUGUST) Balance of Trade: $79.6 billion (improving) (JULY); not available (AUGUST)
EPISODE 19: Trailing (Lagging) Indicators Gross Domestic Product (GDP): - Q1: -1.6, Q2 -.9 Unemployment Rate : 3.6%, Labor Utilization Rate: 62.1% Balance of Trade: $79.6 billion (improving)
Gross Domestic Product (GDP) - measures the size of the economy, the total value of all the goods and services sold that year. Unemployment Rate - the percentage of unemployed of the total employed. One of the challenges of using this exclusively it only caputers the unemployed receiving benefits. If they find a job and fall off of benefits, their numbers are not part of the unemplyment metric. Use the Labor Participation Rate as a gauge of unemployment. Balance of Trade - the difference between the total number of goods and services exported to imported. If your country is a net importer like the United States, then you are looking at comparisons over time. Another way of looking at it the flow money into an economy vs. the amount money leaving.
You can subscribe, rate, review, and listen to every episode of the "Unleash the Awesome" podcast at https://gambrill.com/podcast . 0:28 "If you're not assessing, you're guessing." - Paul Kolody 1:18 "What gets measured gets managed." - Peter Drucker 1:30 How people typically measure weight loss, and what they need to be looking at instead. 2:48 Leading vs. Lagging indicators. 6:35 Key Performance Indicators (KPI's) to consider as you are starting and scaling a business. 8:08 "Build your email list!" - Dave Gambrill 8:30 "Using the power of AIDA in Your Marketing" - Episode 18 of the "Unleash the Awesome" podcast with Dave Gambrillhttps://gambrill.simplecast.com/episodes/using-the-power-of-aida-in-your-marketing . 10:49 Digital products and group coaching have fat profit margins. 16:40 "The 4 Disciplines of Execution: Achieving Your Wildly Important Goals" - Chris McChesney, et al. https://amzn.to/3bn7LhU . Come join the conversation in our communities... Digital Marketing Mentorship with Dave Gambrill Facebook Grouphttps://www.facebook.com/groups/dmmdavegambrill . Digital Marketing Mentorship with Dave Gambrill Telegram Channelhttps://gambrill.com/telegramdmm . And let me know what you thought of this episode and what you'd like me cover in future episodes over on Instagram.https://www.instagram.com/gambrill/ . If you're on TikTok, you can follow me over there too.https://www.tiktok.com/t/ZTdEb7qbW/ . Here are some of the other most popular episodes of "Unleash the Awesome"... "Russell Brunson Shares Powerful Insights from his Book 'Traffic Secrets" - Episode 23https://gambrill.simplecast.com/episodes/russell-brunson-shares-powerful-insights-from-his-new-book-traffic-secrets . "Job Search Secrets and How to be a STAR in the Interview" - Episode 34https://gambrill.simplecast.com/episodes/job-search-secrets-and-how-to-be-a-star-in-the-interview . "Dr. Robert Cialdini Shares Powerful New Insights Regarding Influence and Persuasion". - Episode 66https://gambrill.simplecast.com/episodes/dr-robert-cialdini-shares-powerful-new-insights-regarding-influence-and-persuasion . "The Secret Behind How John C. Maxwell Became the World's #1 Leadership Expert" - Episode 9https://gambrill.simplecast.com/episodes/the-secret-behind-how-john-c-maxwell-became-the-worlds-1-leadership-expert . #unleashawesome #mindset #metrics #davegambrill #techtools #entrepreneur #success #sidehustle #digitalmarketing #coaching #toolset #digitalceo #onlinecourses #10x #funnelhacker #successhabits #speaker #trainer #coach #consultant #habits #goals #paulkolody #author #mentoring #masterminds #practice #repetition #teaching #publicspeaking #keynote #kpis #sixsigma #mentor #goals #dreams #10x #4hww #process #systems #caloriedeficit #burncalories #loseweight #losebodyfat #strength #conditioning #speed #agility #hunterdoncentral #hcrhs #4dx #lead #lag #indicators #2cc CONSUMER NOTICE: You should assume that I have an affiliate relationship and/or another material connection to the providers of goods and services mentioned in this broadcast and may be compensated when you purchase from a provider. You should always perform due diligence before buying goods or services from anyone via the Internet or offline.
The goals you set for yourself and how you're going to get to those goals are super important to any business. For example, you can say you want your business to generate $10,000 / month but how do you actually get there? How much mail does that take? How many properties do you have to … Continue reading Episode 387 – Leading vs Lagging Indicators →
Episode 251: Justin Deflumeri, MS, GSP, Owner of Optimal Safety Inspections, joined us to chat about leading vs.lagging indicators. Justin also shares fun stories on how he often makes safety fun and more engaging. For more information about the PCSC, visit PortageCountySafetyCouncil.com today!
Two topics of discussion. Do all trading indicators lag? & if so, should that necessarily be looked at as a negative? Find out my thoughts in today's episode of The Trading Coach Podcast. Learn to Trade at https://tieronetrading.com/ Your Trading Coach - Akil
Een nieuw jaar, een nieuw begin. Heb jij al eens stilgestaan bij je vooruitgang van het voorbije jaar? Wat ging er goed? Wat pak je anders aan in 2022? Vandaag blik ik samen met jou terug op 1 jaar Business Dad Podcast: ik deel 4 lessen uit de vorige afleveringen om je business duurzaam te doen groeienAlle tips nalezen? Je vindt een samenvatting in de blogpost op www.businessdad.be/bobd1PS Wil jij het nieuwe jaar écht succesvol inzetten? Download de gratis 100 weken-kalender en bereik veel meer op 2 jaar dan je ooit had gedacht.
Nisha, Dan and Prateek discuss leading and lagging indicators, the difference between the two and whether that difference is important or not. There is a decent dose of Little's Law thrown in for good measure.
So as you sit here in the first full week of Q4, 2021, do you have your initiatives outlined for the next 12 weeks? Let me give you some additional insight to my goal setting strategy that I have been implementing personally. I want to introduce you to "Leading vs Lagging" indicators. "Lagging Indicators" are the end result of your effort. "Leading Indicators" are the activities that you do impact the final result. As brokers, almost all of you focus on production and GCI goals. Previously, your annual goal statement might go something like this: "By the end of 2022, I want to produce $25,000,000 in production with an average sales price of $1,000,000." You need to ask yourself: Why is $25,000,000 with an average sales price of $1,000,000 important to you? What does that level of production do for you, your business and your family. Find the reason internally why $25M in production is important and build that into your "3 Year Vision". A 3YV should your long range goal that is really powerful to you. It should be vivid. You should be able to feel it. It should be personal to you and only shared with those close to you. When you have this 3YV, it will literally be the fuel that drives you every day. So please, join me and stop worrying about external factors and move your goals to areas that live in your DNA. If you make this switch, you will finally find the gear needed to get up every morning and execute with enthusiasm. But how? Enter the "Leading Indicator" model. You ask yourself each quarter for 12 quarters. "What do I need to do this quarter in order to meet my 3 year vision"? (not what my manager thinks, not what the industry thinks, not what my competition is doing).
Sounds a tad complex? Don't worry! Melissa cuts everything into easily digestible, bite-sized pieces.
Today's episode is on lagging indicators. We usually think of lagging indicators when it comes to the financial and business world, but today I'm talking about it in terms of your life. Why? Because most people decide their future on what they have evidence of from the past. This is how you sell yourself and the people around you short. Using lagging indicators is making decisions about your future based on the past. It's capping what's possible for you and causes resignation, discouragement and blame. Just because it's always been a certain way, doesn't mean it always will be. Tune in to get the shift you need to start making decisions about your future, from your future….right now.
In today's episode, Chris breaks down the reality: we failed to tackle the pandemic head on with a unified and measured approach from jump. What now? Is it time for businesses beyond Walmart and Google to require proof of vaccination? How about municipalities as NYC just announced? Will messaging in these confusing times ever be fully trusted? And how concerned should we be about Breakthrough cases? There is no magic number on vaccinations, but hospitalizations and deaths are a lagging indicator, so this will take time to claw our way back from. On the numbers: The Delta variant is spreading faster than we thought. Vaccination rates are up but positivity rates are not going down. Chris breaks down what this means as it relates to what lies ahead.Cuom'ote of the Day: Your rights end where my rights begin.
Muss ich als Product Owner den Erfolg von User Stories messen? Reicht es nicht aus, wenn die Story "done" ist? Der Scrum Guide sagt jedenfalls nichts explizites dazu. Oliver und Tim klären daher zunächst mal die Frage, aus welcher Idee von Scrum man man diesen Bedarf ableiten könnte. Sie beziehen sich demnach auf das "Überprüfen" (engl.: inspect) als einer der drei Säulen der Scrum Theorie. Demnach soll man neben den Scrum Artefakten auch den Fortschritt in Richtung der vereinbarten Ziele häufig und sorgfältig überprüfen. Nun sind User Stories wahrlich keine Artefakte des Scrum Frameworks und so könnte man sagen, dass die Akzeptanzkriterien einer Story in Verbindung mit der Definition of Done gut genug sind, um den Erfolg einer User Story zu bewerten. Darüber hinaus, begutachten wir ja auch im Sprint Review das Product Increment. Kann dies vielleicht als Erfolgsmessung herhalten? In der Reflektion sehen Tim und Oliver hier das Problem, dass ich am Ende eines Sprints in der Regel noch nicht genau beziffern kann, ob z.B. ein erfolgreich gebautes und evtl. sogar bereits ausgeliefertes Feature wirklich schon etwas bewirkt und damit Wert liefert. Also müssen wir uns fragen: was heißt denn hier überhaupt "Erfolg" von User Stories messen? Schnell kommt man auf eine Outcome-Betrachtung und es wird deutlich, dass ich einige zeitverzögerte Wirkungen von ausgelieferten Features beachten muss. Wir müssen also sogenannte "Lagging Indicators" begutachten und messen. Aber wie kann das in Scrum klappen und wie kann ich es vor allem organisieren, um den Erfolg von User Stories messen zu können, wenn denn der Outcome oft erst zeitverzögert sichtbar wird? Hierzu stellen Oliver und Tim einige Ideen vor und geben Anregungen für die Umsetzung. Im Lauf des Gesprächs wird an verschiedenen Stellen immer mal wieder Bezug auf andere Folgen unseres Podcasts genommen. Wenn Du also die folgenden, zum Teil älteren, Episoden noch nicht kennst bzw. dir die Themen in der Tiefe noch nicht so vertraut sind, könnte es sich lohnen, sie dir jetzt mal anzuhören. - Erfolgreich mit User Stories arbeiten - Akzeptanzkriterien richtig einsetzen - Das Product Goal und seine Bedeutung für Product Owner - Agile Product Roadmaps - Das Sprint-Ziel als Product Owner nutzen - Als Product Owner im Sprint Review Wenn euch die Folge gefällt, freuen wir uns über eine positive Bewertung in eurer Podcast App oder als Feedback auf produktwerker.de, per Mail an podcast@produktwerker.de oder via Instagram oder Twitter.
This week's guests are Tracey and Ernie Richardson. Tracey and Ernie broke down leading and lagging indicators, balancing the two, and some examples of both. They also explained the role standards play in navigating these indicators. An MP3 audio version of this episode is available for download here. In this episode you'll learn: The quotes that inspire Tracey and Ernie (3:11) How things have been going for Tracey and Ernie (4:52) Leading vs. lagging indicators (7:51) Examples of these indicators (11:58) Balancing leading and lagging indicators (17:56) Having standards (20:57) The role of standardization in indicators (25:21) The people side of continuous improvement (28:51) Podcast Resources Right Click to Download this Podcast as an MP3 Download a Free Audio Book at Audible.com The Toyota Engagement Equation Website The Toyota Engagement Equation on Amazon Tracey on LinkedIn Ernie on LinkedIn What Do You Think? What has been your experience with leading and lagging indicators?
Service Management Leadership Podcast with Jeffrey Tefertiller
A brief discussion about leveraging leading indicators. Each week, Jeffrey will be interviewing guests from the technology, Service Management, or Business Continuity leadership communities. Stay tuned as next week's show is one you will not want to miss. Jeffrey is the founder of Service Management Leadership, an IT consulting firm specializing in Service Management, CIO Advisory, and Business Continuity services. The firm's website is www.servicemanagement.us. Jeffrey is an accomplished author with five acclaimed books in the subject area and a popular YouTube channel with approximately 1,000 videos on various topics. Also, please follow the Service Management Leadership LinkedIn page.
After The License - Helping Real Estate Agents Build Their Business
Listen in as Jeffrey Buettner talks about leading indicators vs lagging indicators. Watch the episode on Youtube: https://youtu.be/d69exgGnc7U The post Leading Indicators VS Lagging Indicators appeared first on After The License.
Writing advice from Jennifer Dahlberg, the author of Uptown & Down and Lagging Indicators. * To listen to Jennifer's full interview with host Zibby Owens on the podcast Moms Don't Have Time to Read Books, click here: https://bit.ly/2Q4nVlS * To read (or re-read!) this writing advice, click here: https://bit.ly/3tmxVFv * Want to buy LAGGING INDICATORS? Click here: https://bit.ly/3dl8ZJ2 * Feel inspired to write? Submit your work to Moms Don't Have Time to Write, a Medium publication. Guidelines here: https://bit.ly/3w1aQdi * Love what you hear? Subscribe! Give us a 5-star rating! Leave a comment! * And please follow us on Instagram @momsdonthavetimetoreadbooks!
The Product Thoughts Podcast - Proven Product Management Strategies & Tactics
Episode 17 is Lagging Indicators to help run your company and is from the Management Column.The Business of Business, topics are divided into 4 Categories: Management, Operations, Sales, and Financial. Target Audience is Business Owners, C-Level Executives, Management, and anyone considering starting a business. Helping you run a successful profitable business.
As part of a B2B revenue team, metrics are core to your survival. But not all metrics are created equal. The "right" metrics can help you make great decisions that can make a huge, positive impact on your business. Focusing on the "wrong" ones, however, can steal your focus at best or cost you revenue at worst. Join Jeff & Tom to learn how to use metrics to your advantage and STOP wasting time on those that don't matter.
Hello, welcome to the Safety Culture Excellence podcast, brought to you by ProAct Safety, the world leader of safety excellence. This week's topic is "The Bradley Curve - Three More Lagging Indicators." To learn more about safety measurements and metrics, visit https://proactsafety.com/solutions/consulting/balanced-scorecards-for-safety. I hope you enjoy the podcast. Have a great week! Shawn M. Galloway ProAct Safety
Understanding leading and lagging indicators can better help gift officers plan and manage incoming gifts. Listen to this podcast to learn how these indicators can help you gain control of your yearly plans.
I'm going to be diving into some more aspects of planning in the coming months - I know, shouldn't I have done this before the end of the year? Well I'm going to us my being completely unprepared for the end of the year to illustrate a great point - it's never too late to start working on planning.One of the most important aspects of planning is knowing where you've been and this typically comes from some kind of review process. The reason for the review is so that we can plan an accurate course based on where we are now. But that review is also a lot easier said than done. I've sat down for many a review sessions and realized that I don't have a great way to look back. I'll skim through my calendar and wonder what exactly happened over the last few weeks or months and kind of shrug and go... stuff?And what that means is that we want to look at how we measure our success - so today we're going to be talking about how we set our goals, how we can work on measuring their outcomes and also questioning what actually makes a good measurement.Support me on PatreonConnect with me on:FacebookTwitterInstagramor ask me a question on my Contact PageFind the show note at HackingYourADHD.com/indicatorsThis Episode's Top TipsWhen we're setting goals we should focus on the small changes we can make that we can keep up for the long term.When we're think about goals we need see if we're measuring them lagging or leading measures. Lagging measures are the outcomes based on what's happening with our leading measures. The best goals have a mix of the two measurements.What we choose to measure matters and influence our future actions. Make sure that what you're measuring is incentivizing the outcomes you actually want.
This is a VERY important episode…especially in these crazy times that we’re in right now. Here’s what you can do about it... "Control The Controllables" How can you “control the controllables” in your business or in your job? There's a lot of good information on Leading vs. Lagging Indicators in the book "The 4 Disciplines Of Execution" by Sean Covey. SUBSCRIBE to my YouTube channel here: http://bit.ly/chandlerYT Check out what we're doing at Self Publishing School here: http://self-publishingschool.com Learn about booking me to speak here: https://youtu.be/K12hkOXaM3k
David and Ernie both enjoyed Tuesday's episode of The Great Reset, but not in the same way. Ernie saw it as encouraging progress towards the group learning how to "Love More Like Jesus." But while David considered it a positive experience, he did not see it as any sort of real progress. He felt it was more like a random walk. Ernie conceded the apparent randomness, but claimed even that can generate forward progress, with the right filter (a la Maxwell's daemon). To clarify his thinking, David claimed that relational problems are like speed bumps: there is usually one difficult part, after which it is "green pastures" (until the next bump). Some of these are minor problems that a "mature adult" can easily get over (or not even notice), whereas others are extremely difficult. That is why he didn't see Tuesday's call as progress: while we didn't do anything "wrong", we haven't yet overcome the truly hard part necessary to bring reconciliation.Put another way, truly challenging speed bumps require a "miracle" to overcome. He has seen unexpected miracles like that in the group (e.g., Steve speaking up, Ernie submitting to criticism), but this Tuesday's encounter wasn't sufficient. Ernie liked many aspects of David's framework, but wondered why David didn't seem particularly curious about Ernie's framework. David countered that he was in fact very curious about what was going on inside Ernie's head. However, it seemed obvious to him that Ernie's framework was (or at least should be) basically the same as his, since they were built around the same values.Ernie countered by attempting to draw a distinction between "validity" and "effectiveness": multiple models may be equally valid (in the sense of well-formed), but differ greatly in how and where they are useful. David disagreed with that use of the word 'valid' -- but Ernie had to run off to a meeting, so they left with that unresolved. References Automated Transcript Elephant Listening (The Great Reset, S6E1) Random Walk Maxwell's Daemon Activation Energy What are Leading and Lagging Indicators? Well-Formed Document
The Product Thoughts Podcast - Proven Product Management Strategies & Tactics
Monday - Everything Is A Miracle Tuesday - Forgiveness Requires Acceptance Wednesday - Invest in Purpose with Chadwick Boseman Thursday - "Kid, you'll move mountains." Friday - Leading Indicators and Lagging Indicators
Using marketing terms to understand how to attribute our effort in making progress toward a goal. Leading indicators provide real-time feedback, lagging measures provide delayed 'overall' feedback. Are you liking the short tips and practical advice on this podcast? If you want to prioritize your personal development you can get serious with our free 30 day challenge! Find more ways to build a fulfilling future and take action toward your potential at www.selfimprovementdailytips.com.
In Season 2 of the Podcast, we'll take a look at how habits work for us in our Christian life. You'll also be introduced to one of our Young Adults, Cameron Rhodes. Keep in mind, we have a couple of groups launching in September. Join our Facebook page so you can stay updated on the latest.
This CX Mini Masterclass explains the role of leading and lagging indicators in measuring customer experience. Show host and customer experience expert, Julia Ahlfeldt, shares examples for how you can build a balanced view of customer experience with the right mix of CX metrics and measures. If you are wondering how to move beyond a one-metric view of CX, this episode is for you. Enjoy the best of the archive The podcast is currently on hiatus and will be back with new content later this year. In the meantime, I've curated a highlight reel of my favorite past shows to share with listeners. Want to keep learning about CX? If you’d like to checkout more of these CX Mini Masterclasses or listen to my longer format CX expert interviews, check out the full listing of episodes for this CX podcast. And if you are looking to super-charge your CX skills and continue learning, be sure to check out CX University. They have a great array of CXPA accredited training resources available on a flexible monthly subscription plan. Use the code PODCAST10 to get 10% off your first month’s subscription and support this podcast. Decoding the Customer is a series of customer experience podcasts created and produced by Julia Ahlfeldt, CCXP. Julia is a customer experience strategist, speaker and business advisor. She is a Certified Customer Experience Professional and one of the top experts in customer experience management. To find out more about how Julia can help your business achieve its CX goals, check out her customer experience advisory consulting services (including CX measurement, insights, leadership alignment and CX change implementation) or get in touch via email.
Jennifer Dahlberg, Stockholm-based author of novel Lagging Indicators, talked to Zibby about her fascination with the finance world and what it’s like for black women in that ecosystem, pausing her writing career when her kids were young, and why she’s currently locked up in a shed in Sweden.
The paper we use to frame today's discussion is Leading or Lagging? Temporal Analysis of Safety Indicators on a Large Infrastructure Construction Project. Topics:Similarities between Economists and safety professionals.Definitions of performance measures.The researchers methods for this study.What the data showed about this particular organization.Errors in human reporting.Practical takeaways from the study. Quotes:“One definition of a performance measure or indicator should be...the metric used to measure the organization's ability to control the risk of accidents.”“There's lots of things in nature that aren't supposed to generate bell curves.”“Safety is performed by humans, who react to the things that they see.” Resources:Lingard, H., Hallowell, M., Salas, R., & Pirzadeh, P. (2017). Leading or lagging? Temporal analysis of safety indicators on a large infrastructure construction project. Safety science, 91, 206-220.Feedback@safetyofwork.com
Hello friends and welcome to another informative Angel Broking podcast. If you're just about to give the stock market a try as an investment or earning option, you are probably coming across the phrase technical indicators in most of your research efforts. Alternatively, if you're already trading, you probably are using at least one if not more technical indicators to predict stock prices.
Hello friends and welcome to another informative Angel Broking podcast. If you're just about to give the stock market a try as an investment or earning option, you are probably coming across the phrase technical indicators in most of your research efforts. Alternatively, if you're already trading, you probably are using at least one if not more technical indicators to predict stock prices.
Not only is it important to select Key Performance Indicators (KPI) that are fit for purpose, easy to manage and sustainable but it’s also a good idea to have Leading and Lagging Indicators. But why....?
If like me, you set objectives, goals or targets but don’t always get a 100% success rate for performance improvement…there could be a good reason for that. Apart from reasons where Key Performance Indicators (or Leading and Lagging Indicators) play a key role, in this short audio extract, I would like to share with you my lessons learnt and hopefully they might help you fine tune your approach so that you can achieve your aspirations.
At this time of year, many businesses are establishing annual goals. When it comes to safety, however, too many businesses rely on lagging indicators. In this podcast, we’ll discuss leading and lagging indicators and provide you with suggestions to identify the best indicators to achieve your safety objectives.
Jason Hartman begins today's show with a little good news and a little bad news. Along with that Jason explores the idea of seeing the world in black and white and how getting older helps with that. Then Jason finishes his interview with Ali Wolf, Director of Economic Research at Meyers Research, LLC., regarding what indicators you can expect to be leading and which are likely to be lagging. Some that seem like they could be leading are actually usually lagging and can hurt you if you invest off of them. Ali explains some ways she's been able to potentially see a downturn coming up to 3 years off. Key Takeaways: [9:05] Bad news: More and more businesses are fleeing California [10:20] Good news: homes are finally getting built Ali Wolf, Part 3 [12:56] Consumer confidence, GDP and Non-Farm Payrolls are examples of lagging indicators [17:21] Potential leading indicators that can forecast a downturn years ahead Website: www.MeyersResearchLLC.com www.JasonHartman.com/Properties
Jason Hartman begins today's show with a little good news and a little bad news. Along with that Jason explores the idea of seeing the world in black and white and how getting older helps with that. Then Jason finishes his interview with Ali Wolf, Director of Economic Research at Meyers Research, LLC., regarding what indicators you can expect to be leading and which are likely to be lagging. Some that seem like they could be leading are actually usually lagging and can hurt you if you invest off of them. Ali explains some ways she's been able to potentially see a downturn coming up to 3 years off. Key Takeaways: [9:05] Bad news: More and more businesses are fleeing California [10:20] Good news: homes are finally getting built Ali Wolf, Part 3 [12:56] Consumer confidence, GDP and Non-Farm Payrolls are examples of lagging indicators [17:21] Potential leading indicators that can forecast a downturn years ahead Website: www.MeyersResearchLLC.com www.JasonHartman.com/Properties
Mostly bellyaching and ranting. Some talk about lagging indicators sprinkled in. Blog For This Episode - https://nononsenseforex.com/forex-q-and-a-podcast/lagging-indicators/ Babypips Leading and Lagging Indicators - https://www.babypips.com/learn/forex/leading-vs-lagging-indicators Subscribe on iTunes - https://itunes.apple.com/us/podcast/forex-q-a/id1403201709 Follow the Podcast on Spotify - https://open.spotify.com/show/4iTHB9E7Ly2AImBBhlZtV0 Subscribe on Stitcher - http://www.stitcher.com/s?fid=201867&refid=stpr Follow Me On Twitter! - https://twitter.com/This_Is_VP4X
Guest: Gary Lopez, chair, ANSI/ASSP Z16 Committee
How to design KPIs that work. Leading vs Lagging Indicators In this episode we take you through how to design KPIs that create change and drive performance with least effort. We'll cover the triangle of performance management + a breakdown of leading vs lagging indicators. We all know businesses run on results, aren't KPIs all about delivering results? No! And that's the point of this podcast. It's helpful to measure what matters most and ignore what doesn't It also helps to why we measure what we measure. Not all measurements are equal. All outcomes can be put into three categories; Results, Objectives and Activities What's difference between Results, Objectives and Activities? Here's the myth - nobody can manage results. Results are things that hapen to you. You get to these through mutually agreed objectives. Objectives are goals with consent... something two or more parties sign up to and work towards achieving together. But you still can't manage objectives..... you can only manage systems and process and lead people. Activities are the only things we control. Therefore, this is where our key performance indicators should live. If we manage activities, they lead us to objectives and results. So, then, we started of talking about Leading vs Lagging Indicators..... how's all this connected? Lagging indicators are the things that happen to us... so that's the 'results' and 'objectives' Leading indicators the the things that tell us we are doing that if achieved lead us to the result, things like response time or sales calls What are some common Sales Lagging and Leading Indicators? Common Lagging Indicators Total Sales Volume Margin Sold or Discount Given Revenue from New Clients Average Contract Length Renewal Rates Acquisition Costs Sales Cycle length Common Sales Leading Indicators Sales Activities Pipeline Weighted Value Opportunities Created Opportunities Lost Quotes or Proposals Sent Completion of training / learnings Compliance to a Sales Process
TESLA has been getting a lot of press lately about thier safety numbers - a lot of press. To the untrained person, those lagging numbers sound damming and inflamitory. Every injury is bad, but every event has its own context and conditions. Looking backwords in order to understand the forward motion is never correct. That leads us to this episode of the pod. Laurie Shelby is the VP for Gobal Safety for all of TESLA'S 40,000 Associates and she has a story to tell about the path forward for one of the world's most famous start up orgniaztions. Listen to this podcast. Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives Give this a listen. Thanks for listening and tell your friends. See you in the newspaper, someplace.
In this episode of LeadingAgile’s SoundNotes, Derek Huether and Dave Prior take on the topic of Leading and Lagging Indicators. During the podcast they discuss how Key Performance indicators can help guide you towards an understanding of what to track with the expectation that it will create a certain result in the future (leading indicators), and what to measure in order to confirm if that result has in fact occurred (lagging indicators). One example they touch on in the podcast is: if you are trying to lose weight, tracking things like how much you exercise and how many calories you are consuming each day are leading indicators because it is reasonable to expect that if you are exercising regularly and limiting your caloric intake, that these actions could result in you losing weight. This is a way of tracking the actions you are taking to in order to bring about a desired change. But, we still need a way to confirm if the desired result has actually occurred. The only way you will know if you have actually lost weight, is to climb up on the scale and check your weight. That is a lagging indicator because it confirms whether or not the actions you took had resulted in the desired outcome. Audio Version Only: https://soundcloud.com/leadingagile/introduction-to-leading-and-lagging-indicators-w-derek-huether Links If you’d like to learn more about Leading and Lagging Indicators, check out Derek’s recent blog post on the topic here: https://www.leadingagile.com/2018/02/leading-lagging-indicators/ Contacting Derek If you’d like to contact Derek you can reach him at: LeadingAgile: https://www.leadingagile.com/guides/derek-huether/LinkedIn: https://www.linkedin.com/in/derekhuether/Twitter: https://twitter.com/derekhuetherEmail: derek@leadingagile.comContacting Dave If you’d like to contact Dave you can reach him at: LeadingAgile: https://www.leadingagile.com/guides/dave-prior/LinkedIn: https://www.linkedin.com/in/mrsungoTwitter: https://twitter.com/mrsungoEmail: dave.prior@leadingagile.comIf you have a question you’d like to submit for an upcoming podcast, please send them to dave.prior@leadingagile.com And if you are interested in taking one of our upcoming Certified Scrum Master or Certified Scrum Product Owner classes, you can find all the details at https://www.leadingagile.com/our-gear/training/
Join BROWZ for a webinar discussing using both lagging and leading indicators to evaluate the safety performance of contractors. We will be discussing how to track a contractor's safety statistics and OSHA/MSHA violations, auditing safety programs and performing safety management systems assessments. You are listening to audio from a webinar in the Safety+Health Webinar Series presented on October 26, 2017 by Pat Cunningham, MS, Director of Safety & Auditing Services, and Dennis Robinson, Business Development Specialist, both of BROWZ . Watch the archived webinar video to see the presenter's slides http://www.safetyandhealthmagazine.com/events/99-how-to-evaluate-the-safety-performance-of-contractors-using-leading-and-lagging-indicators
Join BROWZ for a webinar discussing using both lagging and leading indicators to evaluate the safety performance of contractors. We will be discussing how to track a contractor’s safety statistics and OSHA/MSHA violations, auditing safety programs and performing safety management systems assessments. You are listening to audio from a webinar in the Safety+Health Webinar Series presented on October 26, 2017 by Pat Cunningham, MS, Director of Safety & Auditing Services, and Dennis Robinson, Business Development Specialist, both of BROWZ . Watch the archived webinar video to see the presenter's slides http://www.safetyandhealthmagazine.com/events/99-how-to-evaluate-the-safety-performance-of-contractors-using-leading-and-lagging-indicators
Economist Mike Brandl explains how some sectors respond sooner (or later) than the rest of the economy.
Describe a business cycle, and explain what is meant by leading, coincident, and lagging indicators.
Describe a business cycle, and explain what is meant by leading, coincident, and lagging indicators.
Incentive approaches that fail.
The old saying is, "You can't manage what you don't measure." This episode talks about different tools to use to effectively measure and and drive improvements in business performance.
The old saying is, "You can't manage what you don't measure." This episode talks about different tools to use to effectively measure and and drive improvements in business performance.
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