Podcasts about leadership innovation

In this powerful episode of The Legacy Leaders Show, we are joined by Dr. Gustav Otto, a seasoned diplomat, scholar, and national security expert. Dr. Otto shares his vast experience in defense intelligence, executive coaching, and strategic leadership, providing invaluable insights into the world of national security leadership and intelligence.Key Highlights from the Episode:Transformational vs. Transactional Leadership in High-Stakes Environments Dr. Otto explores the balance between transformational and transactional leadership, highlighting how these styles are essential in making critical national security and intelligence decisions. He discusses how leaders can adapt and succeed in high-pressure environments.Aligning Organizations for Mission Success: Strategy, People, and Outcomes Learn how national security agencies, intelligence teams, and defense organizations align for mission success. Dr. Otto provides actionable lessons on how corporate and government leaders can optimize their strategies for better performance and organizational alignment.Innovation, Agility, and Resilience in Intelligence and Leadership Innovation is at the heart of modern intelligence. Dr. Otto discusses how agility and resilience drive success in both defense and corporate sectors, and how leaders can foster a culture of innovation in traditionally rigid institutions.Emotional Intelligence and Servant Leadership in National Security Explore the essential role of emotional intelligence (EQ) in leadership. Dr. Otto dives deep into how servant and authentic leadership can create stronger, more effective teams in high-risk environments, and how mentorship and leadership development enhance leadership effectiveness.Key Takeaways:How to balance long-term strategy with immediate operational needs in high-stakes environmentsThe importance of emotional intelligence in decision-making and crisis managementPractical advice on aligning teams for mission successThe intersection of leadership, innovation, and agility in national security and corporate sectorsClosing Thoughts: As we navigate a rapidly changing global landscape, Dr. Otto challenges us to transform our leadership approach to manage complexity and drive impact. This episode is packed with insights that leaders across industries can apply to drive success in national security and their own organizations.Connect with Dr. Gustav Otto for more insights on leadership, intelligence, and national security.

In celebration of International Women's Month, we're spotlighting the incredible women transforming the events industry. From redefining leadership to driving innovation, these trailblazers share their journeys, challenges, and the lessons that helped them break barriers.In this special episode, we discuss:

For years, this podcast has been a space where we've explored truth, intention, and the power of showing up as we are. Today, I'm honoring those same values as I share a big shift: Attention to Intention is going on pause.This isn't a goodbye — it's an intentional pivot.A choice to create space, even when things look good on paper. A decision to walk away from what's working to make room for what's next.In this episode, I share with you, my friend: – Why I'm pressing pause at the peak of momentum – The power of choosing evolution over expectation (even when it's scary) – How to trust the leap, even when you can't see the other sideThis is for the woman who feels the quiet tug to leave behind a lane she's outgrown — even if she has no clue what comes next.Because that fear? It's the price of admission to your next chapter. And you, you beautiful badas*, are worth discovering the space to meet that version of you. If you've ever felt like you're outgrowing a version of yourself that once felt right — this conversation is your invitation to evolve.-----------✨ And if you're curious about what's next — I'd love to invite you into UNLEASHED, the global leadership space I'm building as Founder & Head of Leadership Innovation.We disrupt autopilot, anxiety, and overwhelm through our Intentionality Framework—transforming micro-moment decisions into powerful shifts in self-leadership, communication, innovation, and performance.Our mission is to measurably elevate our global workforces Intentionality Index, creating a ripple effect that transforms individuals, teams, cultures, and industries.Website:UNLEASHED Women's Leadership | HOMELinkedIn: (1) Unleashed Leadership: Overview | LinkedInEmail: Team@unleashedleadership.org #thecouragetoevolve #intentionalleadership #selfleadership #permissiontogrow #leadershipfromwithin #womeninleadership #highachievingwomen #consciousleadership #authenticleadership #anxietysupport #mentalwellbeing

Joseph Jaffe has never been one to pull punches. A seasoned marketing strategist, author, and business thinker, Jaffe has built a career on challenging conventional wisdom. In a compelling Profiles in Leadership conversation with Jack Myers, Jaffe unflinchingly dives into the fate of corporations, the role of AI, the dangers of fear-based leadership, and why happiness -- not just profit -- should be a priority for organizations.

Cristian's journey spans five countries, corporate giants, and a mission-driven shift to sustainability. As the co-founder of Qurator.com, he's revolutionizing how businesses collaborate for a greener future. His story is proof that leadership, innovation, and impact go hand in hand.00:10- About Cristian CituCristian Citu has 2 current jobs as CEO & Co-Founder at Qurator.com and Faculty & Fellow at Futur/io. Cristian Citu has had 8 past jobs including Digital Transformation Lead at The World Economic Forum.

In this episode of Grow a Small Business, host Troy Trewin interviews Amanda Lemmage, the visionary behind Skinevity Med Spa, shares her inspiring journey of transforming a traditional spa into a thriving wellness clinic. Starting solo in 2013, she achieved 300% revenue growth and built a team of four. Amanda discusses her passion for community involvement, leveraging patient satisfaction, and innovative treatments to create a wellness destination. She also reveals how she self-funded her business and earned accolades like Vanity Fair and Vogue features. Tune in for insights on leadership, resilience, and balancing professional growth with personal well-being. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:   What do you think is the hardest thing in growing a small business? According to Amanda Lemmage, the hardest thing in growing a small business is having patience and persevering through struggles. She emphasizes that success doesn't happen overnight and requires years of experience, learning from failures, and maintaining a positive mindset to overcome challenges. What's your favourite business book that has helped you the most? Amanda Lemmage mentioned "The 7 Habits of Highly Effective People" by Stephen Covey as her favorite business book that has helped her the most. She also expressed appreciation for "Think and Grow Rich" by Napoleon Hill as another impactful read. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Amanda Lemmage recommends two great podcasts for small business growth: The Office Hours Podcast by David Meltzer, offering valuable business insights and discussions on gratitude, and The Ray C Show from Singapore, featuring diverse and inspiring business topics. These resources help expand horizons through impactful interviews and discussions. What tool or resource would you recommend to grow a small business? Amanda Lemmage highly recommends finding a mentor as a key tool for growing a small business. She emphasizes that mentors provide invaluable guidance by sharing their experiences, successes, and lessons learned, helping business owners avoid pitfalls and make informed decisions. What advice would you give yourself on day one of starting out in business? Amanda Lemmage's advice to her day-one self in business would be to stay open-minded and aware of everything around her. She stresses the importance of not limiting oneself to preconceived ideas, being receptive to new opportunities, learning from people encountered along the journey, and recognizing the value they bring. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Being a great leader starts with setting the example you want others to follow – Amanda Lemmage Staying true to your goals while embracing change is essential for lasting success – Amanda Lemmage Your energy as a leader impacts not just your team but everyone who walks through your door – Amanda Lemmage      

In this episode of PRCA Fuse, our host, Farzana Baduel, sits with Daisy Pack, Managing Director of Hunter, and discusses her daily routine, emphasizing the importance of exercise and creative thinking. She highlighted her experience with major brands and her role in growing Hunter UK, which includes a hybrid work schedule and close collaboration with a US team of 300. Daisy shared insights on cultural differences between the UK and US PR industries, noting higher budgets and greater PR value in the US.She also discussed her career journey, her transition to Hunter UK, and the importance of new business development. Daisy emphasized the significance of earned media and strategic menu placement in driving brand growth, particularly for Tabasco.________________________________________________________Like and subscribe if you enjoyed this episode! Connect with Daisy Pack: Twitter: @HunterPRInstagram: @hunterprnyLinkedIn: Daisy Pack Follow Farzana onSocial Media:Twitter & Instagram: @FarzanaBaduel Executive Producer: David Olajide - david@curzonpr.com ________________________________________________________Podcast Manager and Editor: Ikechukwu Mgbenwelu - ike.mgbenwelu@prca.global Socials: PRCA_HQ Disclaimer: Views expressed by the guest are their own and not necessarily endorsed by the Fuse podcast.

In this episode of the Know Your Shit podcast, Josh Cadillac sits down with Lior Arussy, a globally recognized expert in customer experience, business transformation, and leadership. Lior shares insights on how organizations can break free from outdated mindsets and embrace innovation to drive meaningful growth. Together, they discuss the power of adaptability, the role of self-awareness in leadership, and strategies for creating extraordinary customer experiences. This episode is packed with valuable lessons for professionals looking to transform their businesses and careers.

In the ever-evolving landscape of technology, leaders are now presented with a unique opportunity to harness the power of artificial intelligence (AI) as a crucial tool in enhancing organizational efficiency and decision-making. While the traditional view of leadership focuses strongly on human interaction and decision-making, integrating AI into leadership practices is becoming increasingly vital. This episode delves into the role of AI in leadership, emphasizing its potential to facilitate better performance, provide unbiased insights, and improve work-life balance through time-saving efficiencies. Leaders must now consider AI not as a replacement, but as an enhancement to their inherent skills, empowering teams to achieve more while maintaining a human touch. Timestamped Overview [00:04:21] Introduction to AI in Leadership: Understanding where AI fits in the leadership landscape.[00:05:00] Leaders Motivating Teams to Use AI: Ajay discusses encouraging teams to adopt AI for better performance.[00:06:08] The Sixth Sense of Information: AI's evolution from data organization to decision-making assistance.[00:07:07] AI as a Middle Management Tool: How AI can provide unbiased feedback and improve management.[00:09:39] Transitioning to AI Adoption: Exploring challenges leaders face in implementing AI tools.[00:10:24] The Reality of AI in the Workforce: Discussing why AI has not yet been fully adopted by leaders.[00:11:24] Democratizing AI for Greater Accessibility: Ajay highlights the need for widespread AI understanding.[00:14:46] AI in Everyday Tools: Examples from ChatGPT to ScottBot, illustrating AI's role.[00:16:24] Navigating Resistance from Superiors: Strategies for convincing skeptical leaders about AI's value.[00:24:43] Managing Concerns of Job Redundancy: Addressing fears that AI will lead to job cuts.[00:30:26] Encouraging Teams to Embrace AI: How leaders can align AI use with team growth.[00:37:00] Resources for Learning AI: Ajay offers invaluable tips for those looking to upskill in AI. For the complete show notes be sure to check out our website: https://leaddontboss.com/332

In this empowering episode of the Women in Leadership Talk podcast, host Vicki Bradley sits down with Carolyn Pritchard & Lorie Spence, co-founders of Bridge Medical Communications. Together, they unveil the game-changing ways they're transforming healthcare communications to improve patient care and empower women's health.What You'll Learn:✅ The biggest challenges women face in healthcare & leadership✅ How effective communication can save lives ✅ The power of mentorship and why women must lift each other up✅ The mission behind the Women's Health Summit – and why you need to know about it!If you'd like to join Carolyn and Lorie at the 1st Annual Women's Health Summit on March 1, 2025, at TIFF Lightbox, Toronto, this is your chance! The event will bring together top medical experts to tackle key issues in women's health, from menopause to cardiovascular care. Don't miss it!

Zach sits down with Stef Macini, executive leader at Intuit to talk about her journey at Intuit and why their Toronto office is a premier place for the workforce of the future.

In this episode, Dr. Sara Fletcher, CEO of the PA Education Association, sits down with Dipu Patel, DMSc, MPAS, PA-C, professor in the Department of Physician Assistant Studies at the University of Pittsburgh, and president of PAEA. Patel shares her journey to PAEA leadership, her passion for amplifying member voices, and how AI and digital health are shaping the future of PA education. She also discusses her newly published book, featuring insights from PA students, and the vital role of special interest groups in fostering collaboration and innovation. The conversation explores the power of community, technology, and forward-thinking strategies to navigate the evolving landscape of PA education.   This episode is supported by the University of Pittsburgh, School of Health and Rehabilitation Sciences' Doctor of Medical Science program.   All Things PA Education is produced by Association Briefings.

In this illuminating episode, Dr. Jennifer Reid speaks with Dr. Danah Henriksen, Associate Professor of Leadership and Innovation at Arizona State University and co-author of Explaining Creativity: The Science of Human Innovation, about the interconnections between creativity, mindfulness, and well-being. Dr. Henriksen shares valuable insights from her research and personal experience about nurturing creativity in both educational settings and daily life."Creativity is something that's fundamental and core to who we are as people. But we often do have to kind of fight with ourselves to make sure we're leaving some time for that."Understanding CreativityDr. Henriksen challenges the common misconception that creativity is limited to artistic pursuits or special talents. She emphasizes that creativity is accessible to everyone: "If you look across the breadth of most creativity studies, it's really something that we all have access to in different ways as human beings." Creativity in EducationDr. Henriksen discusses the tension between standardized testing requirements and fostering creativity in schools. She shares insights from her study of National Teacher of the Year award winners who successfully integrated creative approaches while achieving strong academic results.Nurturing Creativity in ChildrenFor parents looking to support creativity, Dr. Henriksen recommends:* Recognizing that children are naturally creative* Supporting their existing interests and creative passions* Praising the creative process rather than just the outcome* Providing diverse experiences and encouraging safe risk-taking* Fostering a growth mindset about mistakes and learningThe Mindfulness-Creativity ConnectionDr. Henriksen shares how mindfulness can enhance creativity, noting, "The ability to kind of suspend judgment... that ability of reframing or looking at things with fresh eyes is a really key part of creativity."Practical Takeaways* Make time for creative activities, even if they don't serve an obvious productive purpose* Practice mindful awareness to support creative thinking and overall well-being* View mistakes as learning opportunities rather than failures* Consider creativity as essential to human nature rather than just a luxury* Be mindful of where you direct your attention in our distraction-filled worldInterested in purchasing Explaining Creativity: The Science of Human Innovation? Here's a discount code for 30% off: ASPROMP8Dr. Danah Henriksen is an Associate Professor of Leadership & Innovation at Arizona State University. Her research focuses broadly on creativity in education, with individual threads of creativity work related to mindfulness and wellbeing, as well as areas of work on design or technology. She has contributed to multiple publications, including as a co-author of Explaining Creativity: The Science of Human Innovation with R. Keith Sawyer.Dr. Reid on Instagram: @jenreidmd and LinkedInAlso check out Dr. Reid's regular contributions to Psychology Today: Think Like a Shrink.Thanks for reading A Mind of Her Own and listening to The Reflective Mind Podcast! Subscribe for free to receive new posts and support my work.Seeking a mental health provider? Try Psychology TodayNational Suicide Prevention Lifeline: 1-800-273-8255Dial 988 for mental health crisis supportSAMHSA's National Helpline - 1-800-662-HELP (4357)-a free, confidential, 24/7, 365-day-a-year treatment referral and information service (in English and Spanish) for individuals and families facing mental and/or substance use disorders.Disclaimer:The views expressed on this podcast reflect those of the host and guests, and are not associated with any organization or academic site.The information and other content provided on this podcast or in any linked materials, are not intended and should not be construed as medical advice, nor is the information a substitute for professional medical expertise or treatment. All content, including text, graphics, images and information, contained on or available through this website is for general information purposes only.If you or any other person has a medical concern, you should consult with your health care provider or seek other professional medical treatment. Never disregard professional medical advice or delay in seeking it because of something that have read on this website, blog or in any linked materials. If you think you may have a medical emergency, call your doctor or emergency services (911) immediately. You can also access the National Suicide Help Line at 1-800-273-8255 or call 988 for mental health emergencies. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit amindofherown.substack.com

In this episode, our host Ren Akinci speaks with Diana Brooks, founder and CEO of THE 3RD EYE, who, at a young age, was told that women couldn't succeed in her career choice. Taking those words to heart, Diana shifted her path, ultimately finding her place as a trailblazer in the advertising industry. She shares […]

In this episode, Tim welcomes Amreesh Khanna, a visionary entrepreneur and the founder of OraQ, a company revolutionizing the dental industry through clinical AI solutions. Amreesh shares how OraQ is standardizing patient exams, empowering patients with transparency, and strengthening the patient-clinician relationship through informed decisions and trust. He explains how dentists play a crucial role in identifying and preventing systemic health issues such as cardiac and respiratory problems. Amreesh also highlights the potential of AI in healthcare, including its ability to predict patient outcomes and personalize treatment plans.Beyond his professional endeavors, Amreesh discusses his passion for community service and his work with the nonprofit organization Cause to Smile, which aims to empower the dental community and support local initiatives. He reflects on the importance of balancing professional ambitions with giving back and shares insights on leadership, decision-making, and reframing failure as a learning opportunity. Tune in for an inspiring conversation about innovation in healthcare, leadership lessons, and the power of community impact.About Amreesh Khanna Dr. Amreesh Khanna refers to himself as a professional tooth enthusiast, more commonly known as a Dentist. He has a deep passion for the integration of AI/ML in clinical applications and is at the forefront of advancing precision dental care through his start-up, OraQ AI. This company is dedicated to redefining ethical dental practice growth by prioritizing optimal patient care.With over 17 years of clinical dental experience, Dr. Khanna has encountered numerous challenges and successes on his entrepreneurial journey as a dental practice owner. In terms of patient care, he has been involved in complex treatments, including dental implants, bone and gum grafting, IV conscious sedation, dental sleep medicine for patients with obstructive sleep apnea, and oral rehabilitation for individuals with complex TMD, tooth wear, and bite concerns.Dr. Khanna remains actively engaged in his field as an Adjunct Assistant Professor at the University of Alberta Faculty of Medicine and Dentistry. Additionally, he has established his own dental education platform called ADEPT Dental Education, which aims to drive accelerated growth on the clinical and business sides of Dentistry.Community involvement has always held great importance in Dr. Khanna's life. As a dental student, he founded the SHINE Dental Clinic in Edmonton to provide dental care to those in need. He also leads a non-profit organization called Cause to Smile, which strives to "do good beyond the walls of our clinics."Away from his professional endeavors, Dr. Khanna enjoys traveling with his wife and two young daughters, creating cherished memories that will last a lifetime.Resources discussed in this episode:Startup TNTShine Dental ClinicTec CanadaCause to SmileGiannis Antetokounmpo--Contact Tim Sweet | Team Work Excellence: WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work ExcellenceContact Amreesh Khanna | OraQ AI: Website: oraq.aiInstagram: @dramreeshkhannaLinkedin: Amreesh Khanna--TranscriptAmreesh  00:01There's no failure in leadership if we are reflecting on it appropriately. There's good leaders and bad leaders. But if we're those honest leaders that are constantly reflecting about what we're doing, why we're doing, you know, like all these things, that we're thoughtfully and genuinely trying to do what's best, well, if that's the case, then there shouldn't be any failure in leadership too. Because without having the ups and downs and things working and not working, how would we even be where we are today, or able to do it right?Tim  00:33I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action. Are you able to align others towards that vision and get them moving to create something truly remarkable? If any of these describe you, then you, my friend, are a leader, and this show is all about and all for you. I'm Tim Sweet, and this is the 50th episode of the Sweet on Leadership podcast. Tim  1:06Welcome back to the sweet on leadership podcast, where we explore stories and strategies behind remarkable leaders, and we're certainly joined by one of those today. I am thrilled that sitting across from me virtually is Amreesh Khanna, a visionary, an entrepreneur, driving force behind Ora! AI. Amreesh, we've known each other now for about two years, roughly, having met through Startup TNT, I am so impressed at how you are disrupting your industry in such a positive and empowering way for both the dental community and the patients, and I would love for you to introduce yourself and and let us into what drives you in that space. So, welcome Amreesh. Amreesh  01:53Thank you so much. Tim. I really appreciate the opportunity to be on your show, and thank you for thinking of me to bring you on here, share my experiences and hopefully give something insightful to your listeners. Yeah, it's been great getting to know you and through the tech community here in Calgary, Startup, TNT, as you mentioned, was kind of what brought us together initially, and where I was sharing my journey, and you know, where we were going with my startup called OraQ AI.  What we're doing, you know, a little bit, I guess, call it about myself and what we're doing with OraQ, we're the only clinical AI solution in dentistry that standardizes a comprehensive patient exam and engages a patient with full transparency and ownership of their oral health data. What does that mean to you and your listeners? I mean, we've all got a story where one dentist told you one thing and another dentist told you something else, and you're kind of like sitting there leaving, like, are they just trying to sell me on something I don't really get that? You know, I've had this feeling this way, and somebody's now telling me I need a crown. And it's like, why is that happening? And you know, how do we really make sure that patients understand their reasons behind the recommendations in a way that they can truly trust their dentist and know that their dentist does have their overall health at the best interest at the forefront of their mind. But then also at the clinical level. Like our user is the clinician, and their practice is, how do we support the clinicians around precision care, right? And how do we drive those decisions around what we need to do for our patient, you know, to not be tooth to tooth dentists like let's look at the patient as a whole. Let's look at them comprehensively. Let's look at their medical health, how that all impacts their overall wellness journey, and make sure that we can empower them with the information that they need all at the tips of their fingers. We call it the mind and the wisdom of 1000 dentists to both dentists and patients, so we can make better decisions, more informed decisions, and then empower our patients to make the right decision as well too. Tim  03:45I think that's absolutely fantastic. I've always been told and maybe you can clear this up for me, the mouth says so many things about the health of the body, but also and tell me if this is true, if you've got poor dental health, you typically can have cardiac problems, you can have respiratory problems, you can be at increased risks for for cancer and gastrointestinal issues. Is that? Is that? Is that a thing?Amreesh  04:11Yeah. I mean, you know, so one of the things that is always a big component at least of my clinical education journey was what we call the oral, systemic health connection, the dental medical connection, right? I went to the University of Alberta for dental school, and through my educational journey over there, medical and dental was actually together for the first two years, so we did all the medical classes alongside with our dental classes. And I mean, I loved it. I was probably one of the Keeners that loved it, the few that really loved it that way. But it's because I found it so fascinating, again, because everything is connected, right. With that connection, at the end of the day, infection in our body, inflammation in the mouth, all translates to have effects with other things like you mentioned, right? You know, cardiovascular issues. It's linked to preterm births with women who are pregnant. And one big thing we look at now sleep disorder, breathing, obstructive sleep apnea, right? And the amount of research that's come over the past 10 plus years that shows how we look at clenching and grinding and people that we'd say, Oh, you're stressed out, you're grinding your teeth, let's give you a night guard. Really, it was all stemming to an underlying airway disturbance that dentists and hygienists and the dental community are in a very unique position to be able to screen for these things. Because you see your dentist often, a lot more than you see your family physician, right? And so how can we play a role in early intervention prevention, flagging those areas of concern, so that now we can tell you, hey, something might be going on here, right? Like, we're not seeing you improving in, say, your periodontal, your gum health. Well, is there something else going on? Like, are you diabetic? Do you have, you know, you know, cardiovascular issues, other inflammatory markers in your body that could translate to other issues, right, and play a role in that, right? So find that really fascinating. Again, part of the core in our AI platform too, is, well, how do we bring that awareness to everybody? Right? Because, you know, not everybody might have geeked out the same way that I did when it came out to the medical side of things, right? So how do we bring that mind and the wisdom of 1000 dentists, again, so that every patient coming in the door, we understand what is their medical risk, even so that we can screen for things early, we can send them back to their doctor to say, hey. Like, we're not saying we're a physician here, but like, go get something checked out something doesn't seem right here. Rather, you check it out and make sure you're okay, then find out later that something got way worse than they could have intervened earlier too, right?Tim  06:37Well, and a dental visit is much more accepted as a maintenance style activity, rather than than solely an intervention with a disease or something. But I imagine, I mean fascinating to find out how many people will talk more regularly about their health to their Barber. I don't have that problem, but to their Barber, their hairdresser, than they do to their doctor, because it's a maintenance activity. They're there on a schedule more or less, and you know, the doctor is going to check your tonsils and look in your mouth anyway. So if you've got a healthcare provider that's under the hood, you know, on a regular basis, that should be a logical place to start collecting data, triggering further investigation, doing all of those things that the patient themselves may not appreciate is going on.Amreesh  07:26You got it. And I think that's exactly the core to our solution, is bringing that awareness first, have asking the right questions, right? Because, you know, as a healthcare provider, we can ask and we need to be asking those questions, right, instead of your barber, right? What medications are you on? Right? Understanding, connecting those dots again. But what if one clinician is not asking all of the questions, they're only asking 20% of them, and another clinician is asking 50% and another clinician is asking 80 or 100% Why does that happen? Right? And it's all because, I mean, we're all human. We all have our mind full of a ton of things that we're trying to do the best for the, you know, patient, or the service, or, you know, industry that we're providing care with to that individual. But if we can just sometimes nudge and support like, I mean, what we truly are is a clinical decision support system, right, is nudge to collect the right information. Give you meaning around the information as a clinician, firstly, to understand that what's the impact of that information I just collected on my patient and my plan. And then give you as a patient an understanding of it, so that you sit up and you see your health in green, yellow and red and know, okay, shoot, I don't know what all that other stuff meant that you just told me about, but I know green is good, yellow is okay, and red is bad, right? And so what do I got to do about this? Tim  08:50Customize the dashboard for the level of knowledge or the level of expertise of the of the patient, so they have a check engine light around their their health and I think that that's, yeah, that's, that's amazing. Plus, I mean, just from a data perspective, centralizing data, making it available to everybody, getting that, that holistic picture, even though you're doing it through different people, and filling in the blanks, it's so important, because otherwise we just have all this orphan knowledge and orphan data just floating out there. And how do we, we're relying on the patient to centralize that and communicate that story in a layman's term, from from provider to provider, rather than, yeah. Okay with you. I think that. I think that that's fantastic. Before we get going too much further, I want us to hear from Karen Dommett. She had a question for you as a guest, which is a bit of a tradition, and don't worry, at the end of the podcast, you're going to have a chance to lob your own question at the next guest. But for right now, let's, let's take a listen to Karen's.Karen Dommett  09:53So, when you find yourself at a crossroads of conflicting good that conflicts with good, yeah. How do you find that moment of clarity or that direction in those conflicting moments? Amreesh  10:05You know this ties into probably a deeper discussion even today, is that like as driven entrepreneurs, leaders, executives, we often like want everything to be right and ensure that we have de-risked every decision that we've made, and find the data and the pros and cons and the lists that we make, and everything to make that right decision. I think something that maybe I don't trust enough too and that would help me on this is that gut and intuition right? Like, trusting that we've come this far to be in a position that we are in to be, you know, have the honor of making a decision like that, right? That people are trusting us with that decision, that we also have to trust a little bit in our intuition and gut and around what's guiding us there, right? And then take the chance. In this particular question, we're choosing between two good things, where we're not going to know what the end result outcome might be, but we know we're choosing between two good things, so we've done the analysis to really know that these are two directions that are good for us, but what's gonna what is my gut maybe pulling me towards? Because there's something there that we probably can't, you know, articulate or give a reason behind, but something's going to draw us to one or the other. And I think you got to trust that.Tim  11:25And I think it's it's funny when you watch leaders at those crossroads and they have to make that decision. Often, they can find what they were looking for in the in the second decision down the road, or it wasn't as binary decision as they thought it was going to be. It could be a matter of timing or something. But, you know, making that decision and having I love that what you said, you know, we are privileged to have that, that ability to be the one deciding. And so Trust yourself, trust your gut, keep going. Love it. Great, great. And that, again, was from Karen Dommett. Karen is the manager of Games and Competition at Special Olympics Canada, so great episode with her wonderful conversation. And I'd recommend that you take a listen very inspiring stuff. Speaking of which, you don't just run OraQ, you've got this history of running, not for profits, volunteer organizations, philanthropy. Can you tell me a little more about that? Because I think that's a that's a part of your profile that I find, again, just very inspiring.Amreesh  12:36Yeah. Anyway, you know, I think I was brought up always with community and giving as something that was very important to me. My parents came to Canada from India in the late 70s. Always were involved in, you know, the East Indian community in town, finding ways to give back, support, help in whatever way they could, you know. And so I saw a lot of that growing up. And, you know, got involved in ways to do so. And I think what I realized over time was that you know, I was doing it, and why was I doing it right? Like, I would maybe grade some fundraising thing in high school. I, in dental school, I founded a student-run clinic, which is, you know, 20 plus years of existence they call the Shine Dental Clinic in Edmonton. And I was like, Well, why am I doing this, and what, how do I get the energy to do this, amongst all the other things that I'm doing? To me, that aspect of giving filled a certain bucket in my life that other things couldn't, right? Not saying that there was deficiency or something lacking in other things that I was involved in, whether that's, you know, My family, it's my friends, it's a social circles. You know, beliefs, you have your professional ambitions, but there was something around the giving that still, I couldn't feed in all those other aspects myself, but when I did that, I really lit me up, right? And so, that's where I continue to try to find ways, you know, we're busy doing lots of things all the time, but finding some ways to thread that into my life, and hopefully, just like I was I saw it, and my parents show my two daughters, you know, that's an important part of living, right? So, yeah.Tim  14:15Yeah. Well, and it fills you with an energy, as you say, or a sense of purpose, a sense of meaning that may not be in such great concentrations in other areas of your life. So you're really creating this whole life experience. And yeah, I, you know, you said a little bit about you've had asked, answered questions about finding energy to do it all. And, you know, I think, to Karen's question, you're making choices about where you're going to apply your time, and you're making choices about what you can invest your time in, what you can put support towards, and what you might have to lay fallow, or something right that you can't, you can't deal with right off the bat. How do you find, do you find that there's conflict throughout the different aspects of your life, at least drawing on your own time and things like that? Like, is it? Do you ever get pulled in those two different directions? As Karen says?Amreesh  15:14Yeah, you know, is it like having that ambition and drive? Definitely, you know, I'm always like, oh, wow, like, that's something great. I want to be involved in that, or I want to do this, or I want to do that, right? I think what I've, I've learned over especially, to call it the last five years having, you know, great mentors, coaches, people in my life that kind of helped me piece this together was that if I have multiple things that I'm involved in that ultimately have some overlap and congruency around what is I'm passionate about, what my own personal values are. Then I found that those were actually not conflicting, right? Because the, like, from the outside, somebody might be like, whoa. Like, what do you do? And you're doing all these things, like, how do you find the time to do this, it's amazing? And it's like, yeah, that's crazy. Half the time, yeah, it's crazy. Half the time still, too. Like, not the, you know, my wife will say, You're crazy. It was picking up the next or doing this and doing that, but when they're all tied together, then that's what drives, like, the energy around me, right? And I, I kind of went through this, you know, about, you know, five years ish, go like, you know, I have great personal, you know, coaches, mentors, been part of organizations. I was part of Tec Canada for quite, you know, 10 years. And did this personal values exercise, like you'll see up here, inspire, influence, educate, is something that I put together that was like, Who, what defined me as like values and what I wanted to do, right? So that then, when I looked at okay, what was I doing in my dental practices? What was I doing with my education platform for dentists? What was doing with my nonprofit? What was I doing in Oracle? They all tie back and led to this, right? And they… Yeah. So then for me, it gave me kind of that North Star that I'm like, I'm not distracted, I'm actually just doing different things, but they're all to serve that energy or to serve that ultimate purpose.Tim  17:13You know, when we talk about purpose, especially among high performers and whatnot, there's a fluency around what our purpose is. And then there's the whatever we do in our life, if it furthers that purpose, we achieve that congruency. As you said, it's such a love that word, it just means that it's not I've always found with myself, it's not work. And it sounds like such a trite thing to say, but honestly, I can be working late. I just came through a crazy week this past week, probably one of the nuttiest weeks I've had in years. But it wasn't work. It was it was hard, it was challenging, but it wasn't work and it wasn't exhausting in the same like physically a little exhausting. Mentally, no, no. Mentally, spiritually, whatever you want to put, put it on that side of things. I was living, man. You know what I mean, I'm just exactly where I where I need to be. And so, yeah, I can definitely get down with that. Amreesh  18:18And I was gonna say, like, Tim, like you, like you said, like, yeah, we're physically exhausted, like you probably went to sleep, doesn't it to be like, holy, I am just like, done, right?Tim  18:25Sometimes can't even get to sleep because I'm I am tired physically, but I am so energized mentally and emotionally that you have to kind of go for a walk, listen to a book tape, you know? Yeah, have a cup of tea. Because, you know what I mean?Amreesh  18:41Yeah, what I was gonna say, like, I think like you said it really nice is like, because it's part of your purpose and your drive and your vision and where you want to be and where you're making your impact. That's what still gets us up the next morning to be like, All right, that was like, really hard, but I'm ready to do it again, even though it's like, hard. I'm like, I'm tired, I'm exhausted, but I'm gonna, I'm gonna keep going, right?Tim  19:03So we talk about that energy management. And you know, in my practice, a lot of times, we're always dealing with this balance between creative energy, which is that can be that anxiety-rich, stress-rich, creative process, and then the ability to maintain calm and control and have those systems so that you know that you are, that you are safe, basically, or safe enough. And that you've got the data coming in that you need, and you can just, you know, you can just relax a little bit and say, You know what I've got, what I need. So I'm this picture is emerging for me, of you, Amreesh, where you know you've got this, inspire, influence, educate, purpose. We have this, these community clinics and whatnot that you've set up, these, not for profits, that are helping people, and that's a big part of your Venn diagram. And then over here, we have Q AI, which really, you know, is putting this knowledge, or this information and this data into the hands of both the health provider and the patient, right? And all of that, to me, smacks of creating freedom for other people. Like it's creating, you're empowering other people, and you're doing it through exactly as you've gotten back there, you know. Are you inspiring? Are you influencing? Are you educating? You're giving people data they need. And that, to me, is really on that control side. You know, it's that, yeah, I've got the, I got the base. So can you talk to me a little bit more about that? Am I? Am I reading you right there? Like, is there? Is there? Do you find that that reduce…. like me, do you find that reducing the struggle in people's life is really, is, is really fulfilling?Amreesh  20:58When I put my clinician hat on, like we want to do what's best for our patient, and in order for us to do what's best for our patient, we as a clinician, need to be empowered, as you said, have the right data, have the control, the confidence to do what's best, and we also need the patient to believe it, right? And and so because then we get at a crossroads as clinicians, where sometimes you're like, I want to do the good for my patient, but my patient doesn't accept that if they don't proceed with that treatment for whatever reason. You know, they don't value. That's financial reasons, it's insurance, it's like, whatever. There's a multitude of reasons, but I always go back to value, right? And I think like, data, knowledge, if used in the right way, empowers us all, right? And it gives us then the confidence, right? Because it's, I think, in order to get the trust with a patient, we have to be confident in what and why we're doing something. I mean, you, you, and your listeners would have a feeling where they know they're sitting there with whoever their healthcare provider is. I mean, it's a very, you know, intimate, vulnerable state to be in which whatever provider you're sitting there when they're telling you they're going to do something or stick you with a needle or whatever. But how do you trust them? And you can feel like there's something there that I trust this person, or I'm not sure if I do right. So, like, so I think then get back to like, what you're saying about, like, control and data and all these things. Like, I think I look at it as more like, when I felt good and confident in my clinician journey of treating my patients was when I let go of like, why or why not, my patients are doing something, and just try to do the best for them, right? And so in order for me to do the best, I needed to have the right data, have the right approach with my patients, the right philosophy, the education, everything that I needed to do to feel that confidence. So then I could say, Hey, Tim, this is all what's going on, like, but I support you, whatever way you want to go. That's when I saw, hey, my practice thrive, right? And I was doing the fun dentistry, making an impact on many patients. Like, you're not going to win everybody over, right? But they just might not be ready at that time. And patients valued it. Patients could see it, you could feel it right, and then at the same time, now we're empowering a patient to understand that. So I think there's, like, there's all these like, kind of gaps that I saw, like, hence, you know, where a division of work you came about to kind of solve those pain points, solve those gaps. Tim  23:38Yeah, well, the way I'm seeing it is, OraQ is also, what I love…  I know. Sorry, I mean, this is, I'm taking this a little too far, but it's taking that practice of, you know, going with, how do we help them help themselves, or or whatnot. How do we do what's best for them? And it's, it's systemizing it. So let me ask you this question, because a lot of people that are listening are not going to be dentists, but everything that you've just said when it comes to, you know, focusing on value and confidence, having these vulnerable and influential moments, really having that power and that influence, but then translating that into belief and trust that isn't just having talked to you, I know that that this doesn't exist, that isn't just in your system. I would imagine that that influences how you approach your student-run clinic, how you how you mentor people, how you run your own business. Are these same philosophies exactly what you apply when you're dealing with staff, exactly what you're when you're dealing with partners? Amreesh  24:45Yeah, like, I'd say, I would be not truthful if I said, Oh, I do this all the time, right? These are things that I have learned over time, that I strive to do. So have I made plenty of mistakes along the way? With, you know, how I've dealt with team, staff, anything in over the years in my various businesses, absolutely. But I think then looking at that a bit differently is what's kind of brought me to understanding a different focus here, right? And approach.Tim  25:17Let me reword this question for you. Do you think that that same approach that you take, that you're trying to bring between the the the doctor, patient relationship, is transferable for a person that's in a leadership position in an organization? Can they approach things the same way? Amreesh  25:37Yeah, that's where I think, you know, like, that's a great question. Because I think that's what I've tried to take. And I don't know if I have the exact, firm solution, answer playbook for that kind of today, but what's made me reflect a lot on, like, my thinking around that, because, in one sense, as I said, where I got free in my world as a clinician, that then led me to kind of build this was when I took the risk off of me, and it was like, let me get look at the data, let me look at this and support it, empower the other individual, in this case, the patient, to make a decision. Well, so how do you look at that, I guess, from a business perspective, then that's really interesting question, because I think we look at data as leaders, definitely right. We look at the risks and benefits of of the decisions that we're going to make similarly to what, I'm you know, we do in OraQ. But probably one thing that I've had to learn and continue to learn, is the outcome of doing or not doing something, what that translates to is it a failure or success? Right? And I think that's something that I often reflect on more now. I don't know if that makes sense. Tim  26:55No, it does. We had a conversation a little bit earlier where we were listening to a video together of a basketball player that was faced with this exact question. We'll take another listen to that right now and then we can talk a little bit about how does keeping it real in your own leadership journey, not just making it real for your staff, but keeping it real for yourself. Free you up to deal with feelings of failure or whether or not we're dealing with imposter syndrome or anything else. Amreesh 27:27Yeah[Clip of Basketball Player Giannis Antetokounmpo]Reporter  27:29I just asked Bud the exact same question, but I'm curious for you, do you view this season as a failure? Giannis  27:34Oh, my God, okay, because I'm not that up. You asked me the same question last year, Eric. Okay. Do you get do you get the promotion every year on your job, no, right? So every year you work as a failure, yes or no? No. Every, every year you work, you work towards something, towards a goal, right, which is to get a promotion, to be able to take care of your family, to be able, I don't know, provide the house for them, or take care of your parents. You work towards a goal is not a failure. It's steps to success, you know. And if you've never, I don't know, I don't want to, I don't want to make it personal. So there's always steps to it, you know. Michael Jordan played 15 years, won six Championship, the other nine years was a failure? That's what you're telling me. Reporter  28:34I'm asking a question, yes or no? Giannis  28:37Okay, exactly. So why are you asking that question? It's a wrong question. There's no failure in sports. You know, there's good days, bad days, some days, some days, you are able to be successful. Some days you're not. Some days, it's your turn. Some days it's not your turn, and that's what sports about, you don't always win. Some other other people is going to win, and this year, somebody else going to win. Similar as that, going to come back next year. Try to be better, try to build good habits, try to play better, not have a 10 day stretch with playing bad basketball, you know. And hopefully we can win a championship. So 50 years from 1971 to 2021 that we didn't win a championship. It was 50 years of failures? No, it was not. It was steps to it, you know, and we were able to win one, hopefully we can win another one? You know, I sorry that I didn't want to make it personal because you asked me the same question last year, and last year I was in the in the right mind space to answer the question back, but I remember it. [End of clip]Tim  29:33So, when we listen to Giannis talk about failure, when we listen to him answer this reporter's question, what comes to mind for you?Amreesh  29:42The question you asked me before, plus the listening to this quote here, right? I think like to tie both together. I don't know if I can say, you know, have I figured out the entire approach that I've taken through my AI company, and how to apply that to leadership in a sense, right, and failure and success? What I have learned is moving from a—what was my bread and butter before, which was, you know, being a dentist and treating patients and running dental practice to going into a startup, right? How that shifted my perception and view around success and failure in a very different way. And so that resonates really well with this quote we just heard, because in a health world, you're very much primed to like, failure kind of isn't an option, right? Like you you can't do something and have it fail or try something out, and you don't think of it that way. Or everything you're trying to do is, is striving for that perfection to help your patient be right?Tim  30:39Do no harm.Amreesh  30:40Yeah, exactly right. Whereas in a startup world, so much of it is about like, testing assumptions, testing this, trying that, trying this, trying that, okay, you're going to win some. You're going to fail some. That is exactly, I think, what he said, and there's no failure in sport. Well, I think there's no failure in leadership, if we are reflecting on it appropriately. There's good leaders and bad leaders, but if we're those honest leaders that are constantly reflecting about what we're doing, why we're doing, you know, like all these things, that we're thoughtfully and genuinely trying to do what's best. Well, if that's the case, then there shouldn't be any failure in leadership too, because without having the ups and downs and things working and not working, how would we even be where we are today or able to do it right? Tim  31:24That's right. I mean, I remember years ago playing chess with my son, and he said, do you get angry that John beats you at that game? And I said, No, I don't. I don't get angry. I mean, any more than he was getting angry when I was beating him like chess is, you don't learn anything in chess by winning. You learn by making mistakes and then anticipating other people's mistakes. That's really the game. It's a game of mistakes in a way, and opportunities. But yeah, you cannot appreciate where you are today without accepting all the failures you would never be. It's a good thing. We can't affect the time, space continuum, or go back and I. And yeah, mistakes or we would get nowhere. Amreesh  32:06But it's hard. I'll admit it's been very hard, and still is hard for me to kind of shift that perspective in my own mind, because I want to succeed, and how I then define myself and what I'm doing and where I want to go about success, right, and then holding benchmarks or parameters, or what I'm defining that is like, where I think we start to put the pressure on ourselves and all these kinds of things, right? Whereas giving room for that is definitely something I've had to learn in this journey of like being in a technology startup world. I think there's people in a startup who are in that world or big founders that come out. Like, you know, right away. You know, you hear all these, you know, the Silicon Valley stories, and the founders in the basements of the garage is doing things, and they're just like, oh, it's all good. If this doesn't work, I'm on to the next one, right? That's just not how I was wired, right? Like, and so for me to think that way is like, whoa. Like, what do you mean? It's like, okay, if this doesn't work out, like, for me, it's like, no, there's no option. This has to work out. So that's a good thing. It drives but it also, you know, it has its, yeah,Tim  33:16Making it work out through perfection too early in the game is really troublesome, right? Because if you go for perfection and you keep and you could burn out like you could, you know, I remember in the 80s, late 80s, Toyota or Lexus had a what was it? The the relentless pursuit of perfection, I think was one of their taglines, right? Or passionate pursuit of perfection, or, or something along those lines. But it's like, yeah. I mean, that's the long term goal, is to make it as good as it can be, and to always know that there's always a step further that we can take. But the journey there is not without failure, not without error, right? So do I have you there? Am I on your wavelength? Amreesh  34:00Yeah.Tim  34:01When you think, then when you see this sort of manifesting for the people that are around us and whatnot, I see people that find themselves in periods of scarcity, when they forget that it this is a long game, when they forget that it's okay to experiment and have small, controlled failures, and sometimes even big, gnarly failures, that pursuit of perfection, that insistence on perfection, seems to be really emptying a lot of people's gas tanks. Could you be where you are right now, at this point in life, if you held on to that belief that every move had to be perfect, every move had to be stellar,Amreesh  34:40I think for like, you know, high performing leaders who have that ambition and drive, they do hold themselves likely at that high standard, which is why they get to where they are and drive and create change and create companies or lead companies and things right? But what I'm learning is that if everything doesn't work exactly the way I thought it should work, or how I mapped out on a whiteboard and planned it out that that's not failure. Tim 35:11No. Amreesh 35:13Like that is like, just because something you didn't hit that goal, you didn't hit that milestone like, doesn't mean that that is failure. Like, you know, you have to do something about that. But I think, rather than getting into business, operational side of things, it's more about like, my perception of that, right? Like, because I would then perceive that as maybe a failure and not enough, right?Tim  35:31If you're climbing the mountain, it's important that you have solid footing, but if you're going to chastise yourself every time your foot slips, you're not going to get very far, right? Amreesh  35:41Yes, exactly.Tim 35:42As we wrap up here, I just want to play a quote that you had shared with me that's hanging on your wall. And so we're gonna just, we're gonna listen to that really quick, and then I would like you to tell us what that means to you.[Man in the Arena (Theodore Roosevelt) read by JFK]JFK 35:53Theodore Roosevelt once said, The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause. Who at best, if he wins, knows the thrills of high achievement, and if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat.Amreesh 36:35 Yeah, you know, this is something. There's a quote that I heard reading and listening to like Brene Brown some years ago. And it just really struck me, because it's something that I do read often, and I mean, it's right in front of me as I look here today, and it's, it's funny, because I got to remind myself of it, because it literally says, you know, if he fails, at least fails while daring greatly, right? And here I am talking about perception change around my failure. And I got the quote right in front of me. But it's like that, you know, I thought a lot about it all because, and for so long, because it, I think, has shaped that we are the ones taking the risk, taking the chances, making those decisions between those two rights, or whatever it is, or right and wrong. We are holding ourselves to such a like, Oh, my God, I have to be right, right? But we're not. Tim 37:26 At every step of the way. Amreesh  37:27Yeah, exactly. But at the same time, like we've are also the ones that have the privilege, the honor and taken the risk to make those decisions in the first place, so that in itself, you know, is daring greatly, that in itself is not failure, failing in that one moment or one decision doesn't define, I think, who we are, right and so and define the what success for us.Tim  37:53 And if we're creating that sense of freedom, that sense of space for employees or for customers, or for for my coaching clients, or for dental clients, where it's like, no, we're not going to lose you're not going to lose the wrong teeth. But you know, we can put things into a larger timeline. We can put things into bigger context, so that we can realize that these little decisions sometimes have more flexibility than we would would say otherwise, and we don't have to be right all the time if we're constantly congruent with what our long term aims are. That's a big source of capacity loss for a lot of people, when I see teams that are not, you know, free to fail or not free to to there's just too much risk, and even the smallest errors, perceived risk, particularly man, it tires people out. It makes teams go quiet. There's a whole bunch of awful things that happen internally and externally, if that's what we allow to to exist. Amreesh  39:02 Yes. Tim  39:03 Sorry, now you know what I think. All right, so Amrees, let's, let's talk a little bit about again as we're, as we're heading towards the end here, we heard Karen's question to you. First of all, thanks for this journey. You know, we come a long ways. I think it's, it was a very, very rich discussion. There's a lot of angles here. I think, you know, if you had one wish for the people that are listening today, what would you want them to take away from our conversation.Amreesh  39:29 That feeling of you're in a position of leadership, whatever role you're in, management, executive, whatever is doesn't really matter, like you're leading some form of a vision and some form of people in some organization right, to achieve a certain purpose, that it's like, you are enough, you've come this far, that the pressure that we hold upon ourselves to make every decision right, in every way, like we're going to be okay, I got to be more gentle on my own self. So that's where I think it's like, how can we we all take that that like, hey, reflect on where we are. We wouldn't be in this position today if we we didn't have a skill or or some form of influence that got us here. So we've got to trust in that too. Tim  40:13 You think about the eclectic group of people that we have visit this show. If you were to lob a question at one of them, what would it be?Amreesh  40:19You know, I like what you were saying about that relentless pursuit of perfection, and, you know, and we were talking earlier too, like, I think we talked about the rejection of perfection, right? So, what is it that you could do or change in how you reflect upon yourself as a leader, to reject perfection, change your perspective on failure and success that would help you be better at what you do today, and have that influence on the people and the purpose that you lead with?Tim  40:49  Cool so possibly even a reframing what's one failure that you think You could reframe as a, as not diabolical, not disastrous.Amreesh  41:00Yeah, and that, that, you know, reinforces who you are, or shapes how you want to lead differently, I guess.Tim  41:07  What do you got going on? What's one thing that you're excited about and you want people to know, know about?Amreesh  41:12 Obviously, living and breathing in the world of AI these days, and so, you know, that's something that excites me a lot. I mean, we're seeing the advent of AI in so many aspects of our world. Everybody's playing with chat GPT now, and that kind of thing, right? I think we are seeing that this is going to be a part of our future no matter what. But, you know, there's people who are scared about it, and there's people are embracing it, and there's got to be a happy medium in between, of course, in every way. So what excites me a lot right now is like, how we're incorporating that in the world of health, right? And, you know, I was at a conference last month called Health, one of the largest digital health conferences in North America, and got the pleasure of listening to the VP of health and life sciences from Nvidia, and she was talking about, you know, how the integration of these types of technologies, the large language models, and how they're interpreting and thinking slow to think, thinking fast and thinking slow to reasoning, and how this is going to support us with what we do. And something that, just like blew my mind, is this whole concept of a virtual Omniverse, as they called it. And what we talk about within our company and other health companies is the digital twin concept, like the power of if we use this data and things correctly and use this technology correctly, imagine that world where we can be answering those questions for the patient around I'm going to be providing you this treatment or therapy or medication or whatever, and I can simulate what's going to happen to you before I give it to you. That just blows my mind, because I'm just like, that would be so cool. In a dental world, we always get asked a question, Hey, Doc, you know, can I wait on that crown till my insurance turns over next year or something like that? And I'm we're always like, we don't know what's going to happen until that time. You could bite on something hard one day and it just cracks and breaks off, right? But what if I could give you more information around you know, one patient can wait three months, the other could wait a year, or one needs to do it right now, right? Like, and then the patient's like, holy, this is cool, right? And so I know that's happening a lot in the genomics and therapeutics world and on the medical side too. So pretty cool stuff. Absolutely no.Tim  43:21 I think it's great. Also, I would be remiss if I didn't mention Cause to Smile. So how can people get involved in Cause to Smile?Amreesh  43:28  Our organization on the charitable side, we have some amazing individuals who volunteer on our board there that we're constantly working to do good beyond the walls of our clinics, and really about empowering dental community, larger community, patients, business, everybody, to come together, to be empowered, educated around what's happening around other grassroots organizations that we can give back to, right? And so you can visit causesmile.com. I'd say, hey, where could we have people involved today is we're actually looking for great people who are excited about giving, who want to be a part of our board. That's where we are today, because we're at a stage right now in our nonprofit that we want to continue to drive sustainability and impact long-term, and we need great people to be a part of that. So that's my one ask is, hey, if that excites you and you're interested, you know, visit causetosmile.com, reach out to me directly. Where would love people that are inspired by some way to get involved and give back to the the local Calgary community. Tim  44:27 Love it. And if people want to get in touch with you.Amreesh  44:31 Yes, absolutely. I can share my you know, LinkedIn, Instagram, email, everything you'll have all that. Please reach out to me directly. Love, always open to a conversation any way I can support, help in in any way.Tim  44:46  Amreesh, thank you so much for joining us. We'll have all of those links in the show notes. We've been all over the board, but I love it, and so thank you so much. This podcast has really been a reflection of just how rich you are as a person, and how vibrant talking to you is and knowing you, and it's it's really great to see. So, thank you very much.Amreesh  45:10 Thank you to Tim. I really appreciate you thinking of me in that way, and humbled by you know that, and I hope that this gives something useful to at least one of your listeners out there. So really appreciate this opportunity too. So thank you so much, Tim.Tim  45:83  Right on. Thank you so much. All right. Well, inspire, influence, educate. Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter, you can find the link in the show notes. If, like us, you think it's important to bring new ideas and skills into the practice of leadership, please give us a positive rating and review on Apple podcasts. This helps us spread the word to other committed leaders, and you can spread the word, too, by sharing this with your friends, teams, and colleagues. Thanks again for listening, and be sure to tune in in two weeks' time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet, encouraging you to keep on leading.

In this episode, Dr. Pradeep Khosla reflects on his career, the role of mentorship, and the importance of embracing challenges. Learn how his Indian roots influenced his approach to leadership and innovation in the U.S. education system. Resources Mentioned: https://www.linkedin.com/in/pradeepkhosla/ https://chancellor.ucsd.edu/about/about-the-chancellor/index.html https://en.wikipedia.org/wiki/Pradeep_Khosla

I hate cutters. But this is a different kind of cutting I'm advocating. It's not to save money. It's not to cut expense. It's to increase speed to market and to gain competitive advantage.In this episode the cofounder of Lone Rock Leadership, Russ Hill, talks about the seismic shift that is happening in the marketplace. Leaders who innovate are discovering their organizations are bloated. They move too slow. They over message. They have too many layers of management. What Elon Musk and DOGE are doing in the US government is the same thing innovative executives are doing in the business world. They're creating the new, lean organization. In this episode of the Lead In 30 Podcast Russ Hill:• Discusses the necessity for reducing layers of bureaucracy • Shares the importance of clarity and alignment for organizational success • Analyzes the impact of current political and economic shifts • Encourages leaders to respond objectively to external changes • Urges listeners to reassess operational strategies for efficiency • Highlights the rise of new voices advocating for organizational change • Concludes with a call to action for bold moves towards efficiency--Get weekly leadership tips delivered to your email inbox:Subscribe to our leadership email newsletterhttps://www.leadin30.com/newsletterConnect with me on LinkedIn or to send me a DM:https://www.linkedin.com/in/russleads/Tap here to check out my first book, Decide to Lead, on Amazon. Thank you so much to the thousands of you who have already purchased it for yourself or your company! --About the podcast:The Lead In 30 Podcast with Russ Hill is for leaders of teams who want to grow and accelerate their results. In each episode, Russ Hill shares what he's learned consulting executives. Subscribe to get two new episodes every week. To connect with Russ message him on LinkedIn!

Send us a textEver wondered what it takes to manage a county jail? Join me, Michael Cantrell, as I sit down with Justin Hall, the elected jailer from Nelson County, Kentucky, who has spent nearly two decades in the corrections field. We'll uncover how he navigated his way from the Hardin County Detention Center to overseeing operations in his hometown. Learn about innovative technologies like biometric sensors that help monitor inmate health and the relentless battle against contraband. Justin and I also examine Kentucky's unique law enforcement structure, where jailers and sheriffs operate independently, a system rooted in history to prevent corruption. Justin reveals the distinctive hurdles jails face compared to prisons, especially when welcoming inmates under the influence, and how he's using his local roots to effect change. We'll also discuss opportunities for inmate employment and rehabilitation programs designed to reduce recidivism, helping inmates transition back into society. Nelson County Kentucky JailNelson County Jailer Justin Hall - jhall0125@gmail.comJustin Hall on LinkedIn PepperBallFrom crowd control to cell extractions, the PepperBall system is the safe, non-lethal option.OMNIOMNI is cutting-edge software designed to track inmates and assets within your prison or jail. Command PresenceBringing prisons and jails the training they deserve!Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showContact us: mike@theprisonofficer.comFacebook: https://www.facebook.com/ThePrisonOfficerTake care of each other and Be Safe behind those walls and fences!

Send us a textIn this episode, I chat with Brittany Stewart, co-founder and COO of BURST Oral Care, about the journey behind the brand's incredible success. From launching BURST in the Irish market to growing a community of over 40,000 dental professionals in the US, Brittany shares insights into leadership, innovation, and staying true to her vision.We also explore her personal story, from her days studying at UCLA to balancing motherhood and entrepreneurship during the pandemic. Brittany opens up about navigating male-dominated industries, the power of mentorship, and the importance of aligning business goals with personal values. This episode is packed with inspiration and practical advice for entrepreneurship and beyond!This episode is brought to you by fabÜ SHROOMS MENO & PERI, the multi-award-winning supplement created by yours truly, the Fabulous Pharmacist. Designed to support peri and menopausal women, this blend is all about treating yourself—mind, body, and soul. Think of it as that little luxury that makes you feel more like yourself again. Check out the glowing reviews from women just like you on fabuwellness.com. Available online and in pharmacies and health food stores nationwide!Thanks for listening! You can watch the full episode on YouTube here. Don't forget to follow The Laura Dowling Experience podcast on Instagram @lauradowlingexperience for updates and more information. You can also follow our host, Laura Dowling, @fabulouspharmacist for more insights and tips. If you enjoyed this episode, please subscribe and leave a review—it really helps us out! Stay tuned for more great conversations.

Send us a textIn this episode of The Digital Executive Podcast, host Brian Thomas sits down with Brian Flis, co-founder and Chief Development Officer at LF Bioenergy. Drawing from over 20 years of military and private sector experience, Flis shares his journey from serving in the U.S. Air Force to founding a company revolutionizing renewable energy through innovative approaches to operational excellence.Flis discusses the core lessons from his leadership book, Never and Never Again: Lessons from the Frontline, emphasizing simplicity, aligned behaviors, and fostering growth in others. He also highlights LF Bioenergy's mission to convert agricultural waste into renewable natural gas, supporting farmers while reducing greenhouse gas emissions.Tune in to explore the challenges and opportunities of promoting sustainable energy, the role of AI and technology in the sector's future, and Flis's vision for the global expansion of renewable energy solutions. This inspiring conversation is a testament to the power of leadership, innovation, and a commitment to making a positive impact.

⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠It's YOUR time to #EdUp In this episode, #1,009, President Series (Powered By ⁠⁠⁠Ellucian⁠⁠⁠) #330, & brought to YOU by Uwill YOUR guest is Dr. Ali A. Houshmand, President, Rowan University YOUR host is ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio How did Rowan transform from a normal school to a major research university? What drives the university's commitment to low-income student access & affordability? How has transparent leadership & collaboration led to doubling enrollment? Why is Rowan one of only two universities nationally with three medical schools? How are innovative partnerships with community colleges expanding access? What role does AI & technology play in reshaping higher education's future? Ad-Free & extended conversation ONLY for #EdUp ⁠Subscribers⁠ includes: Dr. Houshmand's insights on community college partnerships The importance of maintaining liberal arts education His perspective on ROI beyond first job outcomes Strategic approaches to system-building & student access Views on trade education & comprehensive programming Listen in to #EdUp Do YOU want to accelerate YOUR professional development? Do YOU want to get exclusive early access to ad-free episodes, extended episodes, bonus episodes, original content, invites to special events, & more? Do YOU want to get all this while helping to sustain EdUp? Then ⁠⁠⁠⁠⁠⁠BECOME A SUBSCRIBER TODAY⁠⁠ - $19.99/month or $199.99/year (Save 17%)! Want to get YOUR organization to pay for YOUR subscription? Email ⁠⁠⁠EdUp@edupexperience.com Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp! Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠ ● Join YOUR EdUp community at ⁠⁠⁠⁠⁠⁠⁠⁠⁠The EdUp Experience⁠⁠⁠⁠⁠⁠⁠⁠⁠! We make education YOUR business!

Walmart's SVP of Enterprise Business Services joins the show to discuss leadership, innovation, and the future of AI. With executive experience at companies ranked #1 (Walmart) and #2 (Amazon) on the Fortune 500 list, he shares invaluable insights to fuel your personal and professional growth. Join the BA Family & follow us on Instagram.Check out the visual on Youtube. Join the free newsletter where you get exclusive access to mindset tips, events and a network of like minded individuals. Fall Asleep, Stay Asleep, Wake Up Refreshed: bioptimizers.com/breathinairUse code "breathinair" for 10% off

Facing Constraints? Turn Them Into Opportunities! In a world of limited resources, true growth comes from resourcefulness. In this powerful episode of the Personalization Outbreak Podcast, Glenn Llopis and Nik Modi (Managing Director at RBC Capital Markets) discuss how to thrive during challenging times by tapping into what's right in front of you.

In this episode of Now That's IT: Stories of MSP Success, we sit down with Alex Stanton, a seasoned entrepreneur and industry innovator, to explore his remarkable journey from a teenage web developer to the founder of one of the largest MSPs in the Inland Northwest. Alex shares candid insights on scaling a business, navigating industry shifts, and the lessons learned while building a legacy in IT.We dive into the challenges MSPs face today, from rising cyber insurance costs to the evolving expectations of tech-savvy clients. Alex offers his perspective on how MSPs can move beyond commoditized services to become strategic partners for their clients. Plus, he introduces his latest venture, Think Purple, and its mission to solve organizational challenges through human-centric digital transformation.Whether you're an MSP owner navigating growth, a tech leader seeking inspiration, or simply curious about the future of IT, this episode is packed with actionable insights and thought-provoking ideas.N-able also produces Beyond the Horizon. Hosted by industry veterans, this podcast delves deep into the findings of the annual MSP Horizons Report, providing actionable insights to transform your IT business. Listen & Subscribe Wherever You Get Your Podcasts.'Now that's it: Stories of MSP Success,' dives into the journeys of some of the trailblazers in our industry to find out how they used their passion for technology to help turn Managed Services into the thriving sector it is today. Every episode is packed with the valuable insights, practical strategies, and inspiring anecdotes that lead our guests to the transformative moment when they knew….. Now, that's it.This podcast provides educational information about issues that may be relevant to information technology service providers. Nothing in the podcast should be construed as any recommendation or endorsement by N-able, or as legal or any other advice. The views expressed by guests are their own and their appearance on the podcast does not imply an endorsement of them or any entity they represent. Views and opinions expressed by N-able employees are those of the employees and do not necessarily reflect the view of N-able or its officers and directors. The podcast may also contain forward-looking statements regarding future product plans, functionality, or development efforts that should not be interpreted as a commitment from N-able related to any deliverables or timeframe. All content is based on information available at the time of recording, and N-able has no obligation to update any forward-looking statements.

Most people assume leadership and management are the same thing. Although both roles mean getting top positions, they require vastly different mindsets and perspectives. Joining J.R. Lowry in this conversation is Linda Hill, Wallace Brett Donham Professor at the Harvard Business School. Together, they discuss how leaders should handle their transition to managerial positions smoothly, as well as how to handle the many challenges that come with it. Linda also explains how leaders should cultivate innovation within their teams and how she sees emerging technologies could shape the future of work.Check out the full series of "Career Sessions, Career Lessons" podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcast/linda-hill/Become a PathWise member today! Join at https://pathwise.io/join-now/

In this episode of The Broadband Bunch, host Brad Hine speaks with Carter Old, CEO of Lyte Fiber, a Houston-based ISP revolutionizing broadband deployment in Texas. Carter shares insights from his entrepreneurial journey, including building companies across fiber, satellite, and AI technologies. They explore the evolving broadband landscape, investment challenges, and operational strategies for ISPs, highlighting Lyte Fiber's launch in Baytown, Texas, and its ambitious expansion plans. Recorded on Veterans Day, the conversation also touches on Carter's Navy background and its impact on his leadership style.

https://www.slc.gov/district1/your-council-member/ In November 2021, Victoria Petro was appointed by the Salt Lake City Council to fill the vacant district one seat. Shortly thereafter, she was also elected by district one voters to serve a four-year term beginning Jan. 3, 2022. Victoria was also appointed to serve on the Utah Inland Port Authority Board of Directors representing Salt Lake City. In 2023, Victoria was elected by her council peers to serve as the Council's Vice Chair. In 2024, Victoria was elected by her council peers to serve as the Council's Chair.  Victoria has called district one home for nearly a decade during which she has raised four children in the neighborhood (ages 8, 9, 13, & 24).    Prior to living in Salt Lake City, Victoria earned a bachelor's degree in music therapy at East Carolina University, studied Musicology at Brandeis University, and earned a master's degree in international studies from North Carolina State University. Since then, she has worked for several non-profits and as a Diversity Consultant. Her work as a consultant focused on actionable strategies to address inclusion, diversity, equity, and accessibility in many different settings.  Victoria served as the Executive Director for Salty Cricket, a non-profit dedicated to building community through music-based activities. Victoria encourages sustainable and strategic development for young and diverse communities. She also served on the Historic Landmark Commission, and the Utahns for Culture and Cultural Alliance Boards in 2020 and was the 2019 Salt Lake City Deedee Corradini Emerging Leader award winner. She has been, and will continue to be, an active voice for the diverse community in district one that is unique and rich in culture. She is eager to represent the greater Salt Lake City community by working closely with her district two neighbors and the west side community councils. Victoria aims to build a strong unified voice for the place she loves and calls home.

On today's program, we talk with Brooke Thomson, the CEO of the Associated Industries of Massachusetts. The executive editor of the Boston Business Journal, Doug Banks, will join us to discuss plans for a new soccer stadium in Everett. Jim Rooney president and  CEO of the Greater Boston Chamber of Commerce discusses the 2024 outstanding young leaders awards. Maura Sullivan the city's newest CEO talks about challenges facing The Arc of Massachusetts and Rhonda  Gilbert closes the show talking about unique travel ideas.

In this episode, Roy Sharples presents his talk Creative Bravery in Leadership: Transforming the Ordinary into the Extraordinary, given at the Central Saint Martins and Birkbeck MBA Program. Roy shares insights from his 20+ year leadership journey, explaining how embracing creativity and bold decision-making can lead to transformative results. Tune in to learn how creative bravery can help you push boundaries and achieve extraordinary outcomes in your leadership.Support the show

Send us a textIn this episode of Badass Women in Business, Aggie and Cristy sit down with Jayshree Seth, Corporate Scientist and Chief Science Advocate at 3M. Jayshree shares her journey from being a scientist focused on research to becoming an advocate for science, diversity, and representation in STEM.Jayshree talks about the evolving role of thought leadership in her work, explaining how it pushes her to think beyond her immediate projects and consider broader societal impacts. She emphasizes the importance of public perception and why it's critical to make science more visible and accessible to everyone. Jayshree's role at 3M includes not only advocating for the importance of science but also working to break down stereotypes and barriers that often keep underrepresented groups out of STEM fields.Jayshree also talks about her book The Heart of Science: Engineering Footprints, Fingerprints & Imprints, which explores the impact of diversity, innovation, and thought leadership in STEM. All proceeds from the book go to a scholarship fund supporting underrepresented minority women in STEM.Throughout the conversation, Jayshree reflects on the significance of diversity in driving innovation, the necessity of challenging ingrained biases, and how she navigated her own identity as a woman in science. She offers practical insights into how we can all play a role in promoting science and innovation that benefits everyone.Key Takeaways:Thought leadership requires thinking beyond personal or organizational goals, focusing on broader societal impacts.Science plays a critical role in addressing global challenges, but it is often underappreciated or misunderstood by the public.Diverse perspectives are essential in science to drive meaningful innovation.Stereotypes about who "belongs" in STEM fields must be actively challenged.Authentic leadership and a commitment to advocacy can influence change at both individual and systemic levels.Chapters: 00:00 - Introduction and Welcome00:30 - Jayshree's Path from Scientist to Advocate06:45 - The Role of Thought Leadership in Science12:20 - Public Perception of Science and Why It Matters19:10 - Addressing Stereotypes and Breaking Down Barriers in STEM24:25 - Diversity's Role in Innovation30:00 - Authenticity in Leadership and Advocacy35:40 - Jayshree's Ongoing Work at 3MListen to the full episode to learn more about Jayshree's work and how she's advocating for a future where science is inclusive and impactful.Connect with Jayshree: LinkedinInstagramXKeep up with more content from Aggie and Cristy here: Facebook: Empowered Women Leaders Instagram: @badass_women_in_business LinkedIn: ProveHer - Badass Women in Business Website: Badasswomeninbusinesspodcast.com

What does it take to build a successful multifamily business while navigating the challenges of leadership? In this episode, we sit down with Jonathan Treble to explore his journey, insights, and hard-earned lessons. In this exciting conversation, Mike Brewer welcomes Jonathan Treble, founder and CEO of PrintWithMe, to discuss leadership in the fast-paced world of multifamily and PropTech. Jonathan shares how early setbacks shaped his leadership style, why adaptability is key in today's remote workforce, and how to balance innovation with stability as your company scales. Whether you're a multifamily leader or an aspiring entrepreneur, this episode is packed with actionable insights that will help you grow your business and elevate your team. Listen in to hear Jonathan's unique perspective on the power of optimism in leadership, the importance of talent acquisition, and how to keep pushing the envelope in a fast-changing industry. If you enjoyed this episode, make sure to like and subscribe for more conversations with industry leaders who are transforming the multifamily world. Don't forget to share your thoughts in the comments below! --- Support this podcast: https://podcasters.spotify.com/pod/show/mike-brewer/support

Jonathan Lass, MD, an expert in corneal transplantation and imaging, shares insights into the groundbreaking work of the UH Eye Image Analysis Reading Centers, advancements in treating various eye conditions and the future of eye care. About Jonathan Lass, MD Learn more about the University Hospitals Research & Education Institute Follow Us on Social:      

In this inaugural episode of “Beyond the Tech - Solo edition”; an expansion of our classic Beyond the Tech podcast series, Bryan is joined by Toby Eduardo Redshaw, a true titan in the technology leadership space with a fascinating career spanning multiple continents and industries.  In this first part of a series of discussions with Toby, he begins to share his story with Bryan, including his upbringing in Mexico, his career at FedEx, along with some of his stories / insights from extensive leadership experience in tech. Their conversation explores critical themes like leadership in disruptive environments as well as innovating both below and above the radar.   From navigating the complexities of technology failures to tackling the ever-evolving landscape of AI and digital transformation, this episode serves as an insightful blend of personal anecdotes and professional wisdom. Toby also reflects on the challenges of blending philosophy and economics into a successful tech career, providing listeners with a compelling narrative of resilience and growth.  Whether you are an experienced Tech Executive, A CEO or Board member, this episode is packed with valuable insights on managing technology, risk, and innovation in an increasingly complex digital world. Tune in for a candid and thoughtful conversation as Bryan and Toby lay the foundation for what promises to be an enlightening series!

Guy Kawasaki is an American marketing specialist, author, and Silicon Valley venture capitalist. He was the ‘Apple Evangelist' originally responsible for marketing their Macintosh computer line in 1984 and is currently Chief Evangelist at Canva. Guy has written sixteen books, including The Art of the Start (2004) and Wise Guy: Lessons from a Life (2019). In his latest book, Think Remarkable: 9 Paths to Transform Your Life and Make a Difference, the host of the Remarkable People podcast shares invaluable knowledge to help readers make the leap from average to exceptional and start living the remarkable life they were meant to lead. Hosted on Acast. See acast.com/privacy for more information.

Send us a Text Message.Dr. Paul J. LeBlanc is the Board Chair for Human Systems, a new AI and Education company he co-founded with noted researcher George Siemens. Until June 2024, he served as President of Southern New Hampshire University (SNHU). He remains at SNHU as a researcher, writer, and advisor. Under the 20 years of Paul's direction, SNHU has more grown from 2800 students to over 250,000 and is the largest non-profit provider of online higher education in the country, and the first to have a full competency-based degree program untethered to the credit hour or classes approved by a regional accreditor and the US Department of Education.Paul is considered one of America's most innovative educators. In 2012, the university was #12 on Fast Company magazine's “World's Fifty Most Innovative Companies” list and was the only university included. Forbes Magazine has listed him as one of its 15 “ClassroomRevolutionaries” and Washington Monthly named him one of America's ten most innovative university presidents. He was named 2022 Citizen of the Year in his home city of Manchester, NH.In 2018, Paul won the prestigious IAA Institute Hesburgh Award for Leadership Excellence in Higher Education, joining some of the most respected university and college presidents in American higher education. He is a frequently requested speaker internationally and often quoted in the media. He is the author of Students First: Equity, Access, and Opportunity in Higher Education (2021), winner of the 2022 Phillip E. Frandson Award for Literature, and Broken: How are Social Systems Are Failing Us and How We Can Fix Them (2022).He served as Senior Policy Advisor to Under Secretary Ted Mitchell at the US Department of Education, working on competency-based education, new accreditation pathways, and innovation. He also served on the National Advisory Committee on Institutional Quality and Integrity (NACIQI), the National Academies of Sciences, Engineering and Medicine's Board on Higher Education and Workforce, the AGB President's Council, the NEASC (now NECHE) Commission, and the Board of the American Council on Education, which he chaired, as well as various corporate boards and advisory committees.Paul will step down from his current role on June 30th to lead Human Systems, a new AI and Education start up co-founded with George Siemens and funded by SNHU.Paul's family immigrated for an impoverished rural farming community in Canada, settled in the Boston area; the youngest of five, he was the first in his extended family to graduate from college. His wife Pat is an attorney, now retired, and they have two daughters. Emma is a Rhodes Scholar with a D.Phil from Oxford and will soon graduate from Yale Law School. Hannah has a PhD from Stanford and is a History teacher at the Francis Parker School in San Diego. Paul is a passionate traveler, having visited over 65 countries and all 7 continents, rides motorcycles (too fast), reads a lot (too slow), and is most excited about becoming a first-time grandfather in June.This season of Edtech Insiders is once again brought to you by Tuck Advisors, the M&A firm for Education Entrepreneurs. Founded by serial entrepreneurs with over 25 years of experience founding, investing in, and selling companies, Tuck believes you deserve M&A advisors who work just as hard as you do.

The Mohua Show is a weekly podcast about everything from business, technology to art and lifestyle, But done and spoken ईमानदारी सेConnect with UsMohua Chinappa: https://www.linkedin.com/in/mohua-chinappa/The Mohua Show: https://www.themohuashow.com/Connect with the GuestSudhakar Rao: https://www.linkedin.com/in/sudhakar-rao-4ab99a47/Follow UsYouTube: https://www.youtube.com/@TheMohuaShowInstagram: https://www.instagram.com/themohuashow/LinkedIn: https://www.linkedin.com/company/themohuashow/Facebook: https://www.facebook.com/themohuashowFor any other queries EMAILhello@themohuashow.comEpisode Summary: In this episode of The Mohua Show, we dive into insights from Sudhakar Rao on leadership and business strategies. Discover the common traits driving leaders across industries, explore the economic potential of India's tier two and three cities, and unravel management lessons from the Mahabharata. Rao discusses lessons from China's growth, the need for a resilient healthcare system, and the importance of adopting emerging technologies. We also explore how heritage brands thrive by balancing tradition and innovation, homegrown brands going global, and the future of online education. Tune in for a comprehensive look at leadership, entrepreneurship, and sustainable practices.Chapters:00:00 - Introduction06:28 - Uncovering the Common Drive Among Leaders Across Industries13:10 - Unlocking the Power of India's Tier Two and Three Cities20:46 - Advice to Young Entrepreneurs27:35 - Mahabharata & The Management Lessons35:24 -  Learnings from China's successes and mistakes46:54 - Building a Resilient Healthcare System: A Call for Equity and Preparedness57:32 - The Imperative of Embracing Emerging Technologies in a Digital World1:07:23 - How Heritage Brands Succeed by Embracing Tradition and Modern Segments1:15:34 - Homegrown Brands Going Global1:22:31 - Future of Online Education1:30:45 - Navigating the Path to Sustainable and Equitable Corporate PracticesDisclaimerThe views expressed by our guests are their own. We do not endorse and are not responsible for any views expressed by our guests on our podcast and its associated platforms.TheMohuaShow #MohuaChinappa #Podcast #SudhakarRao #Entrepreneurship #PersonalBranding #Mahabharata #Management Lessons #HomegrownBrands #OnlineEducation#Empathy #Resilience #ESG #PodcastEpisode Thanks for Listening!

In the latest episode of the Executive Room podcast, host Kimberly Afonso sits down with Doug Motley, co-founder and managing principal of real estate investment and development firm JLAM. Doug recounts his journey from a corporate strategy role in banking to successful real estate ventures and serving as the Chair of the Delaware Council on Housing. Doug also shares his take on the pressing housing shortage in the US and how innovative solutions within real estate development can be a part of solving the problem. Tune in and listen to Doug as he dives deep into key leadership lessons and the critical role of people in building successful companies. Subscribe to stay tuned for more insightful conversations with prominent entrepreneurs and vocal leaders.

We start this week's show with Unstoppable Tracy as she shares her journey of overcoming some mighty big barriers. Then we dive in with Cigi Manning from Bell, Canada, as she discusses some vital and power ideas of leadership innovation, that brings about the necessary personal growth necessary to lead.

John Saunders spent over 20 years as a Wall Street SVP, sales team leader, and award-winning sales executive. He is an executive coach, author, and podcast host and is a regular guest on podcasts. He has spoken at international conferences and Universities, including Georgetown (GU) and Columbia. He is a regular contributor to the GU Executive MBA mentorship program, an active angel investor, and a member of the GU MBA Alumni Advisory Council. His consultancy firm is Forward Advisory Solutions, where he offers workshops and keynotes and helps authors effectively market their books. Episode Insight: By embracing the Optimizer Mindset, you empower every member to contribute to your organization's growth and lift the talent curve. Background: In this episode of Reflect Forward, John Saunders and I discuss his extensive leadership experience on Wall Street and how it prepared him to build teams, improve processes, and optimize his mindset. After leaving Wall Street, he built a consulting firm aimed at helping leaders create a purposeful vision and mission. John shares stories about his leadership philosophy, emphasizing servant leadership and the power of creating win-win situations. We also discuss the importance of a clear mission and vision for driving organizational success and innovation. John is also the author of a compelling book, The Optimizer: Building and Leading a Team of Serial Innovators. In this book, he explains the evolution of innovation and its close relationship with effective leadership. He also provides valuable insights on how to build and lead a team of serial optimizers, fostering trust and engagement to drive your mission forward. How to find John: Book: https://www.amazon.com/Optimizer-Building-Leading-Serial-Innovators/dp/1636765734 Website: https://www.johncsaunders.com/ LinkedIn: https://www.linkedin.com/in/jcs-optimizer/ Instagram: https://www.instagram.com/jcs_optimizer/ Please consider ordering my book, The Ownership Mindset, on Amazon or Barnes and Noble Follow me on Instagram or LinkedIn. Subscribe to my podcast Reflect Forward on iTunes Or check out my new YouTube Channel, where you can watch full-length episodes of Advice From a CEO! And if you are looking for a keynote speaker or a podcast guest, click here to book a meeting with me to discuss what you are looking for!

Our guest, Jim Foley, and hosts discuss Jim's journey from the corporate world to becoming Head of School. Learn about his approach to developing student leadership skills, what “innovation” means in education, learning to fail gracefully, and the "unconference" model to programs. Jim also shares insights on transitioning to Head of School, advice for aspiring leaders, and how his technology background influences his leadership.Links/References for “Show Notes”Manlius Pebble Hill SchoolCafe Cubano playlist on SpotifyNEIT ConferenceNavigating the Evolution and Future of Technology Leadership in Independent Schools: Insights from Ally WenzelJim's South St. Steaks & Hoagies

In this episode, Ashok sits down with Earl Newsome, a distinguished CIO of Cummins Inc. and a technology leader, to explore his remarkable journey from a college football player to a top executive in the tech industry. Earl shares personal anecdotes and insights, highlighting the pivotal moments and influences that shaped his career, including the profound impact of his grandfather and his transformative experience at West Point. Earl Newsome is the Chief Information Officer (CIO) of Cummins, Inc., a $30 billion global power leader that designs, manufactures, sells, and serves diesel and alternative fuel engines, Earl Newsome provides strategic leadership, drives key IT projects, and executes on overall business strategies. A multifaceted technology executive, Newsome's 25+ years of global IT leadership experience drives business efficiencies through digital transformation. Earl discusses the importance of embracing a limitless mindset and the power of storytelling in shaping one's personal and professional narrative. He also delves into his unique perspectives on leadership, the evolving role of technology in business, and the critical intersection of human-centered design and AI. Inside the episode… Earl Newsome's early fascination with technology and building robots The influence of Earl's grandfather and his journey to West Point Transition from the military to a civilian tech career Earl's first CIO role and the importance of self-belief Key leadership lessons from the military applied in technology The significance of a limitless mindset in achieving success Developing a world-class business strategy Earl's views on collaborative AI and its potential to enhance human capabilities The power of storytelling in personal and professional branding Earl's involvement in community initiatives and support for social justice Mentioned in the episode... TechPACT.org: TechPACT envisions a world where anyone with a passion for technology has the opportunity to succeed.  Founded by a group of impassioned technology CxOs, TechPACT is committed to raising diversity, equity, inclusion, and belonging (DEIB) across the technology community.  Empowering Yourself: The Organizational Game Revealed by Harvey Coleman Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence  

Join me on the Beyond Bricks podcast with our special guest, Tom Patterson, CEO and co-creator of the highly successful brand Tommy John, known for its innovative clothing, especially comfortable underwear and loungewear. Tom generously shares their stories and journey of building a brand and a successful business. He highlights the pivotal role of leadership in navigating challenges and seizing opportunities in the competitive apparel industry. Tom also discusses how fostering a strong company culture, centered around innovation, quality, and customer satisfaction, significantly contributed to Tommy John's growth and success. Don't miss out on this insightful conversation about entrepreneurship, leadership, and building a lasting brand Tom Patterson was raised in South Dakota. He graduated from Milbank High School in 1998 and went on to attend Arizona State University, where he graduated with a degree in business communications. Tom is the co-founder of Tommy John, a popular clothing brand known for its innovative men's and women's underwear, loungewear, and apparel. Tommy John has gained recognition for its focus on comfort, fit, and quality materials in its products. Tom Patterson, along with his wife Erin Fujimoto Patterson, started the company with a mission to reinvent men's underwear. Their brand has expanded to include a range of comfortable clothing items designed to improve everyday comfort and fit.

In this episode of RadioStockdale, host Michael Sears recounts his transformative journey from the Naval Academy to the Marine Corps, civilian life, and back to the Yard at the Stockdale Center. He highlights the enduring lessons of integrity, leadership, and ethical decision-making learned throughout his career. Through personal reflections and professional insights, he emphasizes the importance of character development and mentorship in shaping the next generation of leaders. In retirement, he is still reachable via email at michael@searsgroup.net.Michael Sears was the Director of Leadership Innovation at the Boeing Leadership Innovation Laboratory, Stockdale Center for Ethical Leadership at the U.S. Naval Academy. He spent 30 years in Silicon Valley's technology sector. Rising from various roles in both large corporations and startups, he eventually became a CEO and founded an Internet media company. Sears holds three U.S. patents for his innovative work and spent a decade as a Venture Capitalist. Prior to his tech career, he served as a Marine Officer, specializing in intelligence and reconnaissance. Sears holds a Bachelor's degree from the United States Naval Academy and an MBA and JD degree from Stanford University. His diverse background spans military service, entrepreneurship, and leadership in the tech industry.

What was it like to be an infection preventionist at a hospital during the pandemic? How do you support your members during a world-changing event like a global pandemic?In this episode of Associations Thrive, host Joanna Pineda interviews Devin Jopp, CEO at the Association for Professionals in Infection Control and Epidemiology (APIC).Devin discusses:The founding of APIC and how their members' job is to prevent the spread of infection in all health care centers.The training and certifications that infection preventionists (IPs) get.Devin's journey, moving from IT to CIO, and then to CEO of several health care associations.When Devin was at ACHA, he gathered emeritus members who helped write the guidelines for college reopening during the pandemic.How Devin's doctorate taught him that when things don't work in an organization, it's often not because of technology, but the structures, policies, and processes.How as CEO of APIC, he has seen the overhaul of all the technology systems at APIC.How APIC is launching new products called Policy Pro and APIC Text Online. Both products help members do their jobs better.How APIC is exploring how generative AI will make their products better in the future, especially since APIC literally has thousands of resources on its website. How APIC has APIC Consulting, which is a network of IPs who go into healthcare settings to help organizations develop their plans, write the procedures, train people, or bring in consultants who work as IPs.How it was hell being an IP during the pandemic, and even today we don't talk enough about the health and safety of healthcare staff.APIC is launching a new ethics framework and a new advanced certification program.References:APICPolicyPRO InfoApic Text OnlineApic Consulting Services

Hosts Will Larry and Victoria Guido interview Sarah Touzani, the founder of Waggle AI, an AI leadership skills coach. Sarah shares insights from her entrepreneurial journey, discussing how her past pottery hobby has influenced her focus and patience, which are crucial skills in her role as a founder. She explains how her transition from a traditional business school path to a senior role in a fast-growing startup, and eventually to founding Waggle AI, was driven by a desire to foster better managerial skills and workplace culture. Sarah talks about the early challenges and pivots in developing Waggle AI, such as incorporating AI for automatic note-taking to reduce user friction. She describes how Waggle AI assists in meeting preparations, records notes, and provides feedback on leadership skills, helping managers improve their delegation and empathy skills. She also highlights the importance of blending productivity tools with leadership development to enhance team performance and individual well-being. The discussion also touches on the ethical considerations and core values driving Waggle AI, to emphasize user privacy and minimizing additional workload for managers. Sarah concludes by outlining her vision for the product, focusing on deepening the AI's understanding of managers and adapting recommendations to individual team members' needs. Waggle AI (https://www.usewaggle.ai/) Follow Waggle AI on LinkedIn (https://www.linkedin.com/company/wearewaggle/), Instagram (https://www.instagram.com/waggle__ai/), TikTok (https://www.tiktok.com/@waggleai), or X (https://twitter.com/waggle_ai). Follow Sarah Touzani on LinkedIn (https://www.linkedin.com/in/sarah-touzani/). Follow thoughtbot on X (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Transcript: WILL: This is the Giant Robots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your other host, Victoria Guido. And with us today is Sarah Touzani, Founder of Waggle AI, your AI leadership skills coach. Sarah, thank you for joining us. SARAH: Of course. Thanks for having me. VICTORIA: To open us up here, what is a past or current hobby that you enjoy? SARAH: I need to be honest. I haven't done much outside of working since I started the company. But prior to that, I used to spend a lot of time in a pottery studio making pots, and bowls, and mugs, and gifting them to anyone I meet. WILL: That's really impressive because I tried it for, like, I think a college class. And if you make one mistake, the whole thing gets ruined. I think I made, like, a little, very small bowl, and that was all I could get [laughs]. SARAH: Yeah. I'm not surprised. It takes a lot of practice and a lot of extreme focus in a way because, like you said, like, the single moment your hand moves slightly off, the whole thing is over. WILL: What's the item that was the most complicated or you're the most proud of? SARAH: I would say a big bowl that I made, which has a bit of an odd shape because, actually, it was going bad. And I kind of caught it back and made that mistake into something done on purpose in the design, and it worked quite well. But it's also not your average pot or average bowl you see everywhere. VICTORIA: That's really cool. And I echo Will's sentiments of being impressed by people who can do pottery because I did take a class right before the pandemic. And then, the pandemic hit, and we weren't able to fire any of our pieces [laughs]. But I found that it took just a lot of patience, even to be able to figure out the first step. Like, putting the clay onto the spinning wheel and doing that correctly just takes a lot of practice. And so, I'm curious if you find any of those skills or values from doing pottery translate into being a founder. SARAH: Yeah, actually, this is funny because I wrote a blog article about this a few years ago when I first started. I think there are a lot of learnings to take away from that and bring into work, weirdly. It's that sense of focus. When you're starting a company very early, there's a million things that you want to be doing and, actually, you can't. You need to do one thing and do it well. And the ability to zoom in and focus on one single thing is a massive game changer. Also, my last job was as busy and insane as the current one, which is being a founder, because it was, like, a senior role in a super-fast-growing startup. And I was always on my phone, or always thinking about work, or always having something coming at me and trying to answer questions and do stuff on Slack. And with your hands dirty, you're actually forced not to do any work and go back to that focus and that mental clarity. And that was also, like, extremely valuable back then. So, saying this out loud makes me think that I probably should go back and do it. VICTORIA: I recommend it. I did a hand pottery class with my little sister. I have a big sister, little sister mentorship relationship. And we made little ceramics, and it was super fun. Just, like, an hour a week. SARAH: Super nice. WILL: So, Sarah, you mentioned a little bit about your background. Tell us more about that. Where did you get started? How did you become a founder of your company? How did the idea come up? Just anything in those areas. SARAH: Yeah. Sounds good. So, I have a bit of, like, a traditional business school type of profile. I was a good student. I didn't really know what I wanted to do. So, I went into a business school, graduated, went into banking and consulting, which are, I guess, those, like, sexy jobs that you want to get when you are still at school. And I had done them and felt a bit out of place because I wanted to get things to move way faster than they were moving in these, like, very corporate set-in-their-ways type of companies. So, left that industry and moved to a very early-stage startup. I used to live in Paris back then, and I moved to London. At the same time, joined a very early-stage startup in FinTech. We were four when I joined. And we didn't have a product, didn't have any revenue. And I had to grow that company to about 200,000 customers, 50 million series A, and 80 people in the team, of which I managed about 50. All of this happened in 4 years. And I was hired into that role because of my background and because of my experience in risk management, compliance, like, all of the very technical aspects of my career. But at the end of the day, I spent most of my time trying to build a culture that motivated people to do their best work that enabled people to perform. And that's not something you really get to learn either at school or, in most cases, at work either. You just need to figure it out. So, I was trying to find a way where we could enable managers to learn these skills once they're in the job. Because when they mess up and when I messed up as a manager, it had a cost not only on the company but also on the wellbeing and mental health of the people that I was managing. And I couldn't really find a solution existing. So, I started working on one and spoke to one of my best friends about it, who is a multiple-time founder, and we just got to work. And fast forward a year and a half, here we are. VICTORIA: I'm wondering if there was anything in the early phases that surprised you in the customer discovery process, maybe caused you to shift direction. SARAH: Yeah, definitely. So, early days, we started with this problem, which is that most interactions between a team member and their manager happen in meetings. And that, overall, everyone is kind of frustrated with meetings, especially post-COVID, where we started doing a bunch of them online. It seemed to not work. And it seems that meeting management skills were a bit absent, and they should be part of the toolbox for a manager. So, started by trying to help managers run better meetings. And we relied on them taking notes from those meetings, like, in writing preparing for those meetings and taking notes for them in writing. And quickly realized that a very small portion of people were actually doing that note-taking. It seems obvious saying it out loud now, but back then, we didn't really know that. And so, we kind of had to switch gears and use way more AI than we intended, at least at that stage, to enable that automatic note-taking and gathering of data for us to be able to support the managers. Because if we don't know what they're working on and what's happening in their world, it's super hard for us to give them any feedback. But if they don't take notes and share them with us, then we can't really do anything. So, I had to shift gears and build an embedded note taker within the product to remove, like, a big portion of that friction that we saw with early users. WILL: I love that and just your whole product. I'm a productivity nerd, so I just love it. And I was a manager for a couple of years, and it's not the easiest. So, I love what your product is doing. Can you give us an overview of exactly what your product does so the audience can know what we're talking about? SARAH: Yeah, of course. So, the product is an AI coach or an AI co-pilot for managers. And the way it works is it connects to your calendar. It creates a space to collaborate with your team on each of the meetings you have. Prior to the meeting happening, we also give you access to one-click templates and ways to run those meetings. And then, when the meeting is happening, the Waggle Bot joins the call, takes notes for you, picks up on both action items that you mentioned during the conversation, who they were assigned to, who mentioned them, but also decisions that were made or about to be made that you need to either come back to and confirm or make sure that everyone is aware of. And finally, and the most exciting part, to me, is that it gives you feedback on your leadership skills, a bit like if your coach was listening to your conversations with your team members. And it will say things like, "You mentioned a few tasks during this call, and you didn't delegate any of them to the team while you had the opportunity to. So, next time you have a call, think about what tasks you could actually delegate," or it will say, "Well done showing empathy when Will, in your team, mentioned that their daughter was sick and that they had to leave work early today." So, it really works as a feedback loop to reinforce good behavior, but also give you tips and show you those unknowns that you didn't really think about and what impact they can have on your team and on your team's productivity. And finally, from that, we build a full picture of where you're good at, and where we can support you, and how those skills evolve over time through the feedback we give you. VICTORIA: Yeah, as a manager myself, I'm thinking about all the things I do to try to make my meetings as efficient as possible by, you know, having automatic Slack updates that say, "As a reminder, go look at your tickets, update them before the call," like, rotating who's taking notes and facilitating the meeting, and thinking about how that could reduce the burden from the team and just help everyone save time and share that information more widely. Because sometimes I do have maybe a dozen meetings in a day, like, 12, 30-minute meetings [laughs]. And that's a lot of notes to take. So, I usually estimate every meeting takes another 30 minutes to an hour to wrap up and follow up afterwards. SARAH: Yeah, I think that's a good assessment. And if you actually stick to spending those 30 minutes extra for each one of the meetings, I can tell you you're one of the best performers. Because what we've been seeing is that a lot of people, especially in startups or, like, fast-moving environments cannot afford to spend that time. So, we're trying to see how we can remove that friction and make those 30 minutes that you need to spend more like five minutes pre-meeting and potentially another five minutes after the meeting. And that's it. You're done. VICTORIA: How many people did you talk to in the first 30 and 90 days of your startup? SARAH: So, that's all we did in the first few months because we wanted to validate that this was not, like, an us problem. So, I spoke to about 75 managers over the first 2 to 3 months. So, that's in itself a lot of meetings, and a lot of calls, and a lot of recorded calls. And we still speak to an average of 5 to 10 managers per week to make sure that we keep a pulse on what our users are really experiencing and the pain points they are going through. WILL: Yeah, I could tell that you did talk to a lot of managers because I wish I would have had this whenever I had direct reports. Because I remember, early on, someone told me "No one cares what you know until they know that you care." But on the flip side of that, a lot of times, like you were saying, you're just so busy. Most companies they give you multiple direct reports, more than three or four. And it's almost impossible to really show how much you care in a small amount of time. But this seems like it makes it way more helpful to say, "Hey, I not only care about you as a worker but as a person, too." So, like you said, show empathy because they mentioned X, Y, Z, or take notes around, you know, whatever happened in this so that you know next time that, hey, ask him about that. So, I really like this idea that you created. The question I have around it is leadership is not easy. So, how did you come up with the direction to go with the leadership? If that makes sense. Because I've seen different leaderships, I've seen some leaderships it's like, yeah, show empathy. Show that you care about the person. And some it's like, no, it's all about work. All about work. And it seems like you lean more towards, I want to show that we care about the worker. So, where did you decide to take which route and things like that? SARAH: I love this because you're right. There's an art and a science to leadership. And I think, actually, there's way more science than we think. It's this common belief that leadership is something you are born with, and you don't need to learn that it's, I think, hurting both managers and the people they manage a lot. Because then people think, "Oh, but it must come naturally," or "This is a natural born leader." And as a result, the person who isn't or that people think isn't we think they're never going to change, and I don't think that's true. There's a set of behaviors that have been researched by organizational psychologists, behavioral scientists that have been shown to have impacts on people's motivation, productivity, outputs. So, we make sure to follow those best practices and those scientific data points. One of our advisors is a behavioral scientist. A couple of our advisors are leadership coaches. And one of them has even published a book around how to scale high-performing teams and high-performing companies. So, we try as much as we can to really embed what we're doing in science and in things that are known, albeit not super widely. And as you said, you need both. You need to care about the person doing the tasks, and you need to care about the tasks being done. But they can't really be separate. And you need to balance the act between the two things. So, that's why we have blended the productivity app with a part that is more centered around skills and skills development because those two things need to communicate. You can't just throw a tool at people and expect them to know how to use it. And at the same time, if you don't make sure that the upskilling and, like, feedback you give is rooted in that person's context and what they're going through, it's not going to be leveraged or used. So, our approach was really to blend these two things and make sure that, yes, this is going to make the manager's team happier, but it's also going to make them more productive. So, it's not just about happiness. It's about linking both productivity and well-being at work. VICTORIA: That's really interesting. I'm curious, how do you measure the impact you're having on wellbeing at work? What are the success indicators, and how do you know you're successful in a year or five years from now? SARAH: We only have been onboarding customers six months ago. So, I think we're starting to see some of the results we want to see, but it's still a bit early days because, as you said, behavioral change and habits take a long time to form and become sticky and start showing an impact on wellbeing. But overall, the feedback, the qualitative feedback we got was that managers feel way less imposter syndrome using the app. They feel that they are on top of what they need to achieve. They know what they're doing. They know what's expected of them. And their team also appreciates the fact that they are spending time and effort trying to get better because they know that they are using this tool to improve. So, they also get a signal that, okay, they are really trying. But at the same time, we do measure these. So, that feedback we give is actually based on measurement or assessment of each one of the skills that we measure for our users. And we have seen those scores evolve and go up over time just over the last few months. Personally, I'm quite bad at delegation. Potentially, that's why I brought it up earlier. And I have seen my score improve over the last few months using Waggle because it's more front of mind. I'm aware that I'm being assessed that almost someone is looking at what I'm doing, even if it's an AI. So, it feels a bit more safe than if it was a real person looking at what I was doing. But I know that I need to be on my A-game every day, and so I put in intentional efforts to try and delegate when I'm in a team meeting. And, potentially, I wouldn't have had that same level of awareness if I didn't get that feedback. I would just not delegate but not to be aware that I wasn't. WILL: I like what you said is AI is not like your manager sitting in the meeting with you and saying, "Hey, you have to get these scores up," but it feels safer that AI is telling you, "Hey, you have to improve your empathy and get better at that." So, I really like that idea. SARAH: Nice. Let's get you on the app then. MID-ROLL AD: Are you an entrepreneur or start-up founder looking to gain confidence in the way forward for your idea? At thoughtbot, we know you're tight on time and investment, which is why we've created targeted 1-hour remote workshops to help you develop a concrete plan for your product's next steps. Over four interactive sessions, we work with you on research, product design sprint, critical path, and presentation prep so that you and your team are better equipped with the skills and knowledge for success. Find out how we can help you move the needle at tbot.io/entrepreneurs. WILL: So, I'm looking at your website now and, you know, I'm looking at the side, and it's like, "Hey, you know, Emily presented well, you know, send them a note of encouragement, or share a summary of the email." I made so many mistakes when I was a leader, so many. I wish I would have known the benefit of...because I almost...when I first went into it, I was like, they're adults. They can take their own notes. And now that I look at it, it's like, I could have easily helped out just saying, "Hey, here's a summary of the meeting that we had, and this is how we get better," and just helping each other out. So, I really like what you're doing here and what you have already in the app. What's on the horizon for the app? What does success look like in the next six months or five years for you? SARAH: So, the way we see it is we want to know more about the managers we're helping, know more about their context, what's going on in their daily life. Because the more we know, the more we can help them and support them. So, the way we see it is now we basically get data through the calendar connection, and through the meeting notes, and transcripts that we get. But we would also like to know how they communicate with their team on Slack. How do they get their tasks done, and how does their team get their tasks done? How do they follow up on those tasks? But also, how fast do they reply to emails? What's the context of their emails? All of these things are data points that we can use to know their context and know them better and really tweak the AI so that it knows them better and it adapts to their setup. So that, as we go, what the AI tells you is completely different from what it tells me, for example, because it's got to know you, and it's got to know what interventions work well for you and which ones don't and get smarter at that. And also, it gets to know how your team reacts to those behaviors that you show and attitudes. Which types of management work for Amy in your team versus Jim, right? Because they are different people as well. And so, whatever works with one person doesn't necessarily work with another and help you adapt and flex your management style with them. VICTORIA: Do you have any other core values that drive your everyday decisions? SARAH: We want to make sure that this never turns into a spying tool, and this is super key in the way we thought about the product, and we built it from very early days. We're conscious that we're having access, and our users trust us with a lot of data. And we're never going to share that data, even with your own manager. Because this is a tool for you as a manager to work on your skills and have that growth mindset, not for someone to spy on you or know how you're behaving. So, that's a commitment that we'll never share any specific data from users to their leadership team, to their HR team, no one else in the team, really. What we also have as a guiding principle is we want to minimize the amount of work that is required from you to leverage these skills. So, we are trying to save managers' time whenever we can and wherever we can and never just, like, load a lot of content and feedback on them that they're not going to have time to process an action. So to strike a balance between, okay, well, you probably need to spend a bit more time on this specific skill or following up on this specific meeting. But we also saved you two hours today throughout the day so that you can focus on that extra half an hour work that is going to help your skills improve. WILL: What are some of your biggest hurdles? SARAH: Well, basically, this didn't exist until now. And so, just finding how we talk about it and, like, I mean, no one is looking for the solution because they don't know it's there, right? So, the first part is, how do we find people that we can support and help who aren't necessarily looking for this but are looking for alternative solutions that exist right now? And how do we talk about it in a way that makes them click and makes them envision this new way of doing things as a potential better way? A lot of startups go through this journey. But basically, no one was looking for Ubers before Uber existed. People would hail a cab. And so, at the beginning, Uber pretended to be a cab service before they said, "Okay, we're actually not a cab. We're something else." And so, that something else is what we're trying to define right now. VICTORIA: I used to live in a neighborhood in DC where the cab drivers would not go to [laughs]. So, I really loved Uber when it first started because I could actually get a ride. So, that's where some of the innovation comes in sometimes. It's like, solving a problem and seeing the demand and then building a product around it. I'm curious about how you're building an AI product and how are you thinking about controlling the cost and the kind of infrastructure demands of an app like Waggle? SARAH: To be completely honest, we're not focused on that so much right now. I think it's a very fair question, and it's something that we're going to start to have to look into as we start to scale. But, for now, we're really focused on figuring out are we delivering the value we want to deliver to our users? Can we fix the problems they are hiring us to fix? But yeah, for sure, at scale, this is super costly, and we'll need to figure out the unit economics of the product and how to make it work, but we're not there yet. VICTORIA: And how are you finding the resources to be able to experiment and have the time to build this product? What networks, or communities, or venues have you found to create space to build your app? SARAH: So, we've been through Techstars last year. And I think the network around Techstars was super useful in gathering a lot of feedback in a very short amount of time over the three months that the program lasted. And we try to put a lot of content out there to try help people who are looking for solutions to communicate with an employee who's not performing at the level they expected them to or for a manager that doesn't know how to do a one-on-one. This type of content we're putting it out for free because it's solving our end user's problem, partially at least, and puts us on their radar. So, they might think, "Okay, I started looking into this first problem because that's what's front of mind right now. But as I see this product, it potentially could help me through a lot more issues that I'm currently having," and get visibility across those users that are exactly our perfect type of user. But yeah, overall, trying to put content out there creates a community around us. Lots of connections that happen through LinkedIn, through existing networks, through our users talking to other users about us, and even a number of coaches and L&D experts who really, really love what we're doing and talk about us to their users, to their customers and spread the word that way. WILL: You're talking about, like, explaining the product to your customers and everyone. I think, for me, it resonates fairly easy because I made so many mistakes as a leader. And I'm like, oh, this could have helped me so many times to be a better leader. And so, I'll make an assumption. It seems like your product was made out of you making mistakes and learning from them, and you built a product because you want to be a better leader. So, my question for you is: What advice would you go back and give yourself when you first started? What's some advice that you can go back in time and give yourself? SARAH: One of the first ones, and one of the biggest mistakes, and I've also heard this from so many other managers, is that as human beings, we tend to treat people the way we would like to be treated. And very quickly, we understand that that's not how things work. So, I used to like having space not to be managed very closely. So, I would just naturally give a lot of space to the people I started managing when I first started. It might work for some of them, but not for all of them. And that's what created the most issues and lack of performance, I would say, coming from them. And it's easy to think, oh, it's their fault. They're not performing. But no, it's my fault as a manager because I didn't adapt to their needs, and I didn't give them what they needed to perform. And that's, again, very different from one person to another. VICTORIA: Yeah. And I'm curious to go back to something you mentioned earlier about empathy. And just maybe how do you build an AI with a sense of empathy that helps managers be more empathetic? SARAH: So, again, interestingly, AI can pick up on human behaviors way more than we think. Like, the feedback we get from the app sometimes is super interesting and, like, sometimes even a bit scary because these are patterns, right? AI is good at recognizing patterns. If you tell it what to look for, it will find it. So, it works. It just works. VICTORIA: Well, I'm very curious to try it out. And I have some people I'm thinking about who work in building empathy with developers and engineers, and they probably would also really love to try it out. SARAH: Nice. Send them our way. VICTORIA: Of course. Do you have any questions for me or Will? SARAH: Yeah. What's the hardest thing you're currently doing at work that you would love support on? WILL: I think as a developer, there's a lot of things that I don't know that I wish I know what direction to take. Because I feel like as a developer, you come in and you're like, I want to learn X, Y, Z, but there's so much to uncover. For example, mobile, there's so many directions to learn with mobile. In the technical part, probably sometimes what direction to go in my learning and things like that. Because, like, I'm a senior developer, and I've reached a certain part. But I feel like now it's like you learn on the go. Like, oh, I have this problem. Let me solve it. So, sometimes I wish I can get ahead of that and be like, hey, go learn how to do this because you're going to use it later. So, that's probably my biggest thing with technical. And probably relational, you touched on it a little bit, but naturally, we're bent towards treating other people the way we want to be treated. And so, what that says is everyone around me has my exact background, my exact trauma, my exact upbringing. So, if you treat them that way, this should make sense, and that's just not the way it is. And so, I think, for me, it's making sure that I remind myself of that and to listen, to understand that background, trauma, whatever, of the people that I'm working with so that I can get to know them better and understand them better, and then I can know how to treat them. So, I would say that's probably my two biggest things that I have to continually work on and fight to make sure that I'm doing it the right way. SARAH: I love that. VICTORIA: Yeah. I really appreciate that perspective, Will. And from a slightly different angle, I think I'm someone who really enjoys complex tasks. So, I think those are actually more fun and easier to do [laughs] but that more mundane tasks are kind of difficult. And making sure I'm on top of those, like, tiny, little to-dos that make you effective just consistently with certain managing tasks. But I think in terms of complexity and one of the hardest things to do, kind of along the lines of what Will was saying, you have to establish a common language between your team. And you have to have a system for managing your work so that everyone feels heard and everyone understands each other, and so you can move quickly and make decisions. So, I think that's a really complicated task. And the more people you have, the more complicated it is. There's just so many different ways of solving that problem, and everyone comes back from different cultures, different corporate cultures, different tools that they've used, and their preferences. And people's preferences on tools can almost be religious, and that's interesting to me how strongly people can hold on to how they've been doing things. And making that shift in direction step by step and having the patience for it, I think, is difficult. SARAH: It's so funny that most problems, at the end of the day, are people problems, even if they don't start by being that. WILL: I totally agree with that because I chose what company to work for based off of the people and the culture more than the other problems. Because I've worked in some companies that had a great culture, but the people were treated right. And I enjoyed working with the people that I was working with. And then, I had some that I'm like, uh, I got to go in today and deal with such and such, and ugh. I think you're spot on. That caused me more stress than trying to solve the actual tasks that I was working on. So, yeah, I actually choose companies that I like working with the people. So, with thoughtbot, I love my co-workers. I love getting to know them the diversity in it. So, that's one of the reasons why I love thoughtbot so much. SARAH: What a great way to end this. VICTORIA: Yes. Thank you so much for being here with us today, Sarah. I really enjoyed listening to your story. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, you can email us at hosts@giantrobots.fm. And you can find me on thoughtbot.social@vguido. WILL: And you can find me on Twitter @will23larry. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. AD: Did you know thoughtbot has a referral program? If you introduce us to someone looking for a design or development partner, we will compensate you if they decide to work with us. More info on our website at: tbot.io/referral. Or you can email us at: referrals@thoughtbot.com with any questions.

Hey there! Send us a message. Who else should we be talking to? What topics are important? Use FanMail to connect! Let us know!Season 6 - Episode 129 Step into the world of law enforcement leadership that's as complex as it is crucial, with a unique glimpse provided by Chief Jack Cauley of Castle Rock Police Department. From his humble beginnings as a dispatcher to the commanding role of police chief, Chief Cauley's journey is a testament to the indispensable skills forged in the early stages of a law enforcement career. His transition from Overland Park to Castle Rock encapsulates not just a change in scenery but the profound shifts required to steer a department toward cultural and technological progress. As we chatted, Cauley reveals the transformative power of Simon Sinek's leadership philosophies and the formation The Curve, a collective striving to reshape modern policing amid societal challenges.Peek behind the badge to understand how building a positive internal culture within the police force can significantly enhance community relations. Chief Cauley discusses pioneering approaches to instill trust and collaboration, such as recognizing officer achievements through unique methods and evaluating policing quality beyond the traditional metrics. The essence of consent-based policing, as he envisions, hinges on each member's voice contributing to meaningful change, thereby revolutionizing the age-old hierarchies of law enforcement. Listen to how Castle Rock PD's strategic pillars of people, innovation, and community direct their efforts in crime prevention, traffic safety, and enhancing the quality of life for citizens.Lastly, we navigate the vital channels of feedback, learning, and accountability that define a forward-thinking police organization. Chief Cauley shares invaluable insights on integrating technology for crime prevention and cultivating a responsive, learning environment that adapts from both internal and external critiques. The conversation also ventures into the importance of officer wellness, with initiatives like mandatory psychological check-ins and the eFit program, highlighting the department's commitment to supporting a psychologically safe work environment. Join us as we dissect the evolving roles within police work, the pursuit of innovative practices, and the significance of transparent leadership that embraces the modern landscape of policing.Contact us: copdoc.podcast@gmail.com Website: www.copdocpodcast.comIf you'd like to arrange for facilitated training, or consulting, or talk about steps you might take to improve your leadership and help in your quest for promotion, contact Steve at stephen.morreale@gmail.com

As a student, Dr. Jonah Schenker thrived outside the conventional classroom. As Superintendent at Ulster BOCES, he's creating a productive, inclusive learning environment where everyone's uniqueness is celebrated.  In November 2023, Ulster earned the Deeper Learning Designation and will be hosting the first ever Leading for Deeper Learning conference in July. This is the first Deeper Learning conference to focus on how leadership can create environments conducive to meaningful, impactful change.  Listen as Dr. Schenker discusses the importance of human-centered design and how that “North Star” is what leaders and educators should be using to guide the next generation of learners and solutions for those learners

Dive into the inspiring journey of David Olivencia on the latest Continuum™ podcast From his roots in Gary, IN to becoming a tech exec and diversity champion, his story is a masterclass in leadership and perseverance. David's powerful words about giving back and building community reiterate life is not just about climbing the ladder; it's about lifting others as we rise. David's leadership philosophy and dedication to fostering an inclusive culture provide a blueprint for all aspiring leaders. Whether you're just starting out or are a seasoned executive, there's much to learn from this conversation.

Dana Weaver is the CEO of Weaver Solutions who coaches Executives in Aging Services where families want their loved ones to live and their teams are collaborative, efficient, innovative and adaptable and they create thriving environments where people want to live, work, and receive support.Here's where to find more:www.weaversolutionsllc.comFacebook & Instagram: @weaversolutionsllcLinkedin: @weaver-solutions-llc___________________________________________________________Welcome to The Unforget Yourself Show where we use the power of woo and the proof of science to help you identify your blind spots, and get over your own bullshit so that you can do the fucking thing you ACTUALLY want to do!We're Mark and Katie, the founders of Unforget Yourself and the creators of the Unforget Yourself System and on this podcast, we're here to share REAL conversations about what goes on inside the heart and minds of those brave and crazy enough to start their own business. From the accidental entrepreneur to the laser-focused CEO, we find out how they got to where they are today, not by hearing the go-to story of their success, but talking about how we all have our own BS to deal with and it's through facing ourselves that we find a way to do the fucking thing.Along the way, we hope to show you that YOU are the most important asset in your business (and your life - duh!). Being a business owner is tough! With vulnerability and humor, we get to the real story behind their success and show you that you're not alone._____________________Find all our links to all the things like the socials, how to work with us and how to apply to be on the podcast here: https://linktr.ee/unforgetyourself