Podcasts about leading change

Titles don't build trust, people do. And according to Rebecca Goodman-Stephens, that's where real leadership begins. Rebecca is the CEO of Moses Singer, a New York law firm, but her story starts far from the legal world. She grew up across the UK, Switzerland, and France, studied clinical psychology, and built her career in consulting and public accounting before stepping into her current role. Along the way, she kept coming back to the same core skill: understanding people. As she joins hosts Chris Batz and Howard Rosenberg, Rebecca shares how her background shaped her leadership style, and why listening, curiosity, and follow-through matter more than any formal authority. How do you get people to want to work with you? How does one shift a firm's culture without blowing up what's already working? Rebecca also talks about her move into legal services and what surprised her most, like how much creativity and momentum she's found in a space often viewed as slow to change. From evolving compensation structures to narrowing focus and driving intentional growth, she walks through the mindset behind her first two years as CEO. This episode touches on private equity and what legal leaders can learn from the accounting world. Rebecca offers a clear message: don't wait for outside investment to fix what you haven't yet addressed internally.   Episode Breakdown: 00:00 Meet Rebecca Goodman-Stephens 04:04 How Clinical Psychology Shapes Rebecca's Leadership Approach 08:02 Lessons from Consulting and Public Accounting 12:52 Why Rebecca Moved into Legal Services 15:50 What Surprised Rebecca About the Legal Industry 17:27 Leading Change as CEO at Moses Singer 21:13 Private Equity and the Future of Law Firms 24:23 Building a Resilient, Forward-Looking Organization 26:41 Launching a Business-Focused Law Firm Podcast 27:56 Personal Passions, Family Life, and New York Favorites   Links Connect with Rebecca Goodman-Stephens: LinkedIn Profile: https://www.linkedin.com/in/rebecca-goodman-stephens-b702665/   Connect with Howard Rosenberg: LinkedIn profile: https://www.linkedin.com/in/hrosenberg/ Company web profile: https://www.baretzbrunelle.com/howard-rosenberg   Connect with Chris Batz: LinkedIn Profile: https://www.linkedin.com/in/chrisbatz/  LinkedIn Company page: https://www.linkedin.com/company/columbus-street/ Columbus Street website: https://www.columbus-street.com/  Podcast production and show notes provided by HiveCast.fm  

Creating meaningful change through staff training and development in a nonprofit can feel overwhelming, especially when you're the only one driving it. In this episode, I talk with Jamie Bussey, Senior Director of Learning and Development at the National Audubon Society.Jamie joined Audubon as a team of one, inheriting a blank slate and a whole lot of opportunity. She shares how she used a needs assessment to guide her strategy, implemented scalable solutions like a learning management system and coaching programs, and launched a comprehensive people manager training called "Leading the Flock."▶️ Leading Change and Navigating Challenges as a New L&D Leader with Jamie Bussey ▶️ Key Points:03:14 Jamie's career journey from journalism to nonprofit L&D05:19 Starting L&D from scratch: challenges and early wins09:56 Designing “Leading the Flock” for people managers14:46 Creating a robust training program 17:02 Overcoming resistance and building credibility21:54 Advice for L&D leaders starting from scratch in a nonprofitResources from this episode:Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

Join us for an inspiring conversation with British entrepreneur Angie Vaux, founder of the Women in Tech Forum supporting over 20,000 members globally. Discover how to build your own “personal board of directors” for career growth, why diverse perspectives are crucial for effective decision-making, and the strategies that are driving real change for women in the tech industry.Angie shares practical insights on preparing for impactful board meetings, the importance of self-care in leadership roles, and her vision for supporting career returners. Whether you're climbing the corporate ladder or advocating for workplace equality, this episode offers actionable advice on leveraging collective action to create lasting change.This episode is a goody, you'll learn how to take strategic steps for setting up for success - take a seat!Find Angie here:Women in Tech Forum & Women Leaders Forum & Restart in Tech ForumFollow Angie on ⁠LinkedIn⁠Get in touch with me here if you fancy coming on the pod and have something to share on Careers, Board Seats and the journey: ⁠⁠⁠here: ⁠⁠⁠https://theglassfemale.com/podcast/⁠⁠⁠⁠⁠⁠This podcast is for informational purposes only and should not be considered legal, professional or formal career advice. We are not responsible for any losses, damages, or liabilities that may arise from the use of this podcast.

Welcome back to the unSeminary podcast! Today we're talking with Craig Smith, Lead Pastor of Mission Hills Church in Colorado—an 80+ year-old multisite church and one of the fastest-growing in the country. Is your church growing faster than your systems can handle? Do you ever feel like your team is working hard but not aligned? […]

Stuart Tipples: Beyond Hierarchy—Influencing Agile Adoption Through Setting the Example and Community Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Stuart explores the challenging aspect of leading change as a Scrum Master without hierarchical authority. He shares his experience as a chapter lead where he built a community of practice and recruited new Scrum Masters to become change agents. The breakthrough came when he convinced director-level leaders to run their own quarterly retrospectives, creating a powerful example for teams throughout the organization. Stuart emphasizes that change spreads organically - when you change your team, it becomes contagious. His approach involved showing up daily as a change agent, understanding the difference between sponsors and change agents, and initially facilitating leadership retrospectives to demonstrate proper technique. Self-reflection Question: How can you leverage community building and lead by example to create lasting organizational change without relying on formal authority? [Scrum Master Toolbox Podcast Recommends]

From a thriving IT career to championing rural transformation, Jay Sehgal brings decades of purpose-driven leadership to the forefront. As Chairperson of the Sehgal Foundation, he shares how grassroots empowerment, girls' education, and digital innovation can reshape lives across rural India. Discover stories of impact, the power of partnerships, and how each of us can contribute to meaningful change. Join host Sandy in this inspiring conversation only on TALRadio English.Host : SandyGuest : Jay SehgalYou Can Reach Jay Sehgal @irrad.org#TALRadioEnglish #JaySehgal #SehgalFoundation #RuralDevelopment #EmpowerCommunities #GirlsEducation #DigitalForGood #LeadershipMatters #GlobalPhilanthropy #GrassrootsChange #InspiringVoices #TouchALife #TALRadio

How do you navigate organisational change and build strategic partnerships? In this episode, I'm joined by Emma Duke and Chaya Mistry, communications experts who empower in-house teams to lead change and influence stakeholders. From their unique blend of coaching and PR expertise, they share how to overcome resistance, foster trust, and drive impact in today's fast-evolving business landscape.What You'll LearnHuman-Centred Leadership: Put people at the core of change.Strategic Influence: Build partnerships through listening and presence.Overcoming Barriers: Navigate red tape with curiosity and coaching.Systemic Thinking: Align teams for organisation-wide impact.Emma and Chaya's insights reveal how curiosity and connection can transform challenges into opportunities, one conversation at a time.Marketing Vs The World is produced by Urban Podcasts.

What drives you? Unlock the strength of Belief

Welcome to a very special mini-series on The Inner Game of Change. I'm thrilled to take you on this journey as we explore something both timeless and practical: Mental Models for Managing Change.In this episode of Mental Models for Managing Change, we explore Leverage Points — a systems thinking model that helps change leaders identify the small, high-impact interventions that can shift entire systems.Popularised by Donella Meadows, Leverage Points reveal why some efforts lead to deep transformation, while others barely make a dent. Ali Juma unpacks this model through a real-world example from Toyota's production system and shares five places where change managers can look for untapped leverage.If you are tired of pushing hard with little traction, this episode will help you focus your energy where it counts most.Send us a textAli Juma @The Inner Game of Change podcast Follow me on LinkedIn

In this episode of the INS Infusion Room, Jennifer Mendez shares her journey from the United Kingdom to Qatar, where she established a vascular access team at Sidra Medicine. She discusses the challenges and successes of training nurses, the importance of CRNI® certification, and how the INS Infusion Therapy Standards of Practice have improved patient care, particularly for neonates and pediatric patients. Ms Mendes emphasizes the significant impact that specialized vascular access teams can have on patient outcomes and encourages other nurses to pursue similar initiatives in their own areas.

In industries where fire and safety take center stage, women are still fighting to claim their space. But what happens when two trailblazers decide to create a movement to empower the women shaping the future of fire protection?In this inspiring episode, Giulia welcomes Niina Beltowski, Key Account Manager at Viking Nordic and co-founder of K(vinn)-Faktor, an association dedicated to supporting women in the fire protection industry. From the first female salesperson at her company to a key supporter building a fast-growing community of over 60 women, Niina shares her journey, challenges, and bold vision for a more inclusive future.Niina opens up about the pressure of navigating male-dominated spaces, the power of authenticity, and how clear communication and shared purpose can help foster respect in even the most traditionally male-dominated environments. Whether you're in tech, engineering, or any other male-heavy industry, Niina's story will inspire you to show up as yourself, and create room for others to do the same.Click here for show notes and resources mentioned in this episode. 

In this episode of On the Fly, host Gene DeFilippo is joined by Rob Thompson, Sports & Media executive who is the current commercial director of the Walter Camp Foundation. Rob discusses his extensive career that began as a football player at the University of New Haven, transitioned into coaching and recruiting, and led to significant roles within NFL Properties, Disney, and the Arena Football League. Rob shares insights on how he founded the East Coast Recruiting agency, contributed to the growth of flag football, and the creation of grassroots sports programming including the popular NFL “Play 60” campaign. The conversation also delves into the history and significance of Walter Camp's contributions to American football, as well as the ongoing efforts of the Walter Camp Foundation to honor young student-athlete innovators and entrepreneurs.

In today's heart-to-heart, we have a Special Guest, Cathy Holt, with us. Cathy is sharing what it's like to have a voice and speak up through Women's Equality. Catch this heart-to-heart, episode #189 The Rise of the Unstoppable Women, on YouTube. https://youtu.be/JWX1CBW0Khk.Follow as long as two women, collaborating in community, chat about "If you want to go fast, go alone. If you want to go far, go together," and how those powerful words lead us to the edge of discomfort....exactly where growth happens.​In today's episode, Cathy shares an experience that started over 50 years ago. Over time, frustration, a feeling of missing out, and a yearning for self-expression grew and grew. It was throughout her self-expression journey that Cathy discovered more opportunities, which led her to know her voice and speak up. No more silencing. No more not knowing her voice. No more being made to feel small.We also tapped into:The ability to slow down.Triumphs from trials and tribulations.Her Book, The 7 Habits of Highly Effective People, Girl CodeJoin us for some laughter and fun as we go through this conversation togetherWhat an amazing episode, with so much to unpack!!Let's learn a little about Cathy Holt"Own It, Lead It, Change It: The Rise of Unstoppable WomenCathy Holt is the joyful mother of a gifted daughter leader, an internationally renowned speaker, a bestselling author, and a lifelong advocate for women's rights. Her book, Unstoppable Women: Owning Our Voices, Leading Change, is dedicated to empowering women as leaders and change-makers.Cathy has spent over 35 years advancing gender equality through university courses in Women and Gender Studies, and political, policy, and advocacy work, including collaborations with the United Nations and global NGOs. As the co-founder of DEI Consultants, she champions Diversity, Equity, and Inclusion (DEI) practices to foster belonging and drive transformative change.Through her coaching business, Cathy guides women through her L.E.A.D.S. framework to recognize their innate strengths, amplify their voices, and strategically lead with authenticity and impact.Cathy has appeared on dozens of podcasts and UN panels to promote women as leaders and open spaces for their voices to be heard.My gift is a Leadership Reflection Guide that can be downloaded at: https://catherine-holt.com/get-your-free-guide/www.cathyholt.comwww.linkedin.com/in/catherine-holt-htshttps://www.facebook.com/catherine.holt.56/https://www.instagram.com/cathyhts/Thank you, Cathy, for being on our show.xx..Ready to ditch the frustration and step into a life of unstoppable clarity and confidence? If you're serious about breaking free from emotional eating, boosting your energy, and conquering financial stress, then it's time to stop making excuses and start making progress. Your journey from feeling overwhelmed to absolutely unstoppable starts now. Take the first powerful step – book your discovery call today. Your brighter future awaits: Resource link, like social links, personalized assessments and upcoming events https://linktr.ee/sonyajanisse and my website www.sonyajanisse.com~ Sonya xoSonya JanisseNLP_Life Coach, HWL, PTSEmpowerment Catalyst ~ Where ambition meets transformation, and your best life begins #asksonya #afreshapproach #sonyajanisse #hearttoheart #furthertogether #podcast #weightlosslifecoach #519LDN #stthomasproud #certifiedcoaches#takeactiontoday #edgeofdiscomfort #episode189 #theriseofunstoppablewomen~ Sonya xoSonya JanisseNLP_Life Coach, HWL, PTSEmpowerment Catalyst ~ Where ambition meets transformation, and your best life begins

In today's episode of Leading Through Crisis, we explore the question, “What's at stake when leaders are unprincipled, unethical, incompetent, and selfish?”Philippe Johnson, a retired US Air Force officer, advocate for principled and ethical leadership, and author, shares his thoughts, particularly as they relate to public service and through the lens of Trump's presidency.Topics discussed:◾️Paying attention to the competencies and personality traits that are being normalized◾️Traits of problematic leaders to watch out for◾️Principled loyalty vs blind loyalty, and loyalty over competence or ethics◾️What's at risk, on an organizational level and a larger, more macro or national level“That's the thing I want to diminish, loyalty for loyalty's sake as a virtue. It's not. The definition of loyalty is an allegiance that's earned.”Join us for a fascinating and perhaps horrifying conversation on What Hangs In The Balance (conveniently, also the name of Philippe's book).—Philippe Johnson is a retired United States Air Force officer and advocate for principled and ethical leadership in public service. The son of a language teacher and career United States Army officer, he was raised in the United States, France, and Germany. During his 24 years on active duty, Lieutenant Colonel Johnson served as a fixed- and rotary-wing pilot, intelligence officer, and diplomat (military attaché), and was honored with the Defense Meritorious Service Medal, the Meritorious Service Medal with two oak leaf clusters, and the Air Medal with one oak leaf cluster. He also served on the staffs of two Air Force major commands as his final two assignments. Philippe received a bachelor's degree in political science from the University of Florida and earned his master's degree in public policy from the University of Maryland's School of Public Policy. He can be reached at www.philippejohnson.com.

In this episode, Myra Gregorian, Senior Vice President and Chief People and Transformation Officer at Seattle Children's, shares insights on workforce engagement, navigating industry transformation, and the critical role people leaders play in driving operational and cultural change across a healthcare system.

 Cultural change in complex enterprises is no small feat. This episode shares practical strategies to assess, align, and shift organisational culture at scale. Learn how to lead with clarity, build leadership alignment, and overcome resistance in real-world transformation scenarios. Ideal for managers, consultants, and transformation leaders ready to drive lasting change. Tune in now!

Welcome back to Leading Change!In this thought-provoking episode, we explore how neurodiversity is reshaping leadership, productivity, and workplace culture, and why it's time we rethink the way we work.Our guest is Joey Ballantyne, former executive, business diplomat, and founder of the Grit & Grace Collective. Now a neurodivergent career coach, Joey empowers women to break free from burnout and build careers that work with their brains, not against them.In this episode:What is neurodiversity, really, and how does it show up at work?Why neurodivergent people often feel misunderstood (and how to fix that)The power of clear briefs, structured environments, and self-awarenessHow leaders can support both neurodivergent and neurotypical team membersJoey's concept of the “Personal User Manual”, a tool every team needsPractical ways to design environments that energise rather than exhaustWhether you're a leader, changemaker, or someone who's ever felt out of sync with traditional ways of working, this episode will challenge your assumptions and give you tools to lead with empathy, clarity, and purpose.Connect with Joey: https://www.linkedin.com/in/joeyballantyne/Learn more about Grit n Grace: https://gritngracecollective.com/Remember, change is not just about adaptation; it's about seizing opportunities and propelling our organisation into a future of boundless growth. "Leading Change" is your compass, your source of inspiration, and your toolkit for navigating the uncharted waters of change.Subscribe, Listen, and Ignite Change Today!

In this episode, Valentijn de Leeuw, managing director at Kyoyu-Sha, highlights the key role of human factors in digital transformation within manufacturing companies. He explains that many initiatives fail not due to technology, but because of insufficient focus on communication, trust, and employee engagement, reminding us that transformation is above all a human challenge!Hosted by Ausha. See ausha.co/privacy-policy for more information.

In this powerful episode, I'm joined by Evan Mawarire, Zimbabwean pastor, global human rights advocate, and fearless founder of the #ThisFlag movement. Evan became a global symbol of nonviolent resistance when his heartfelt video recorded in frustration and hope ignited a nationwide call for justice in Zimbabwe.We dive deep into the origin of #ThisFlag, the unimaginable risks he took to speak truth to power, and how he found strength through faith, values, and storytelling. Evan opens up about writing his book Crazy Epic Courage and the most difficult moments of his journey - from imprisonment to exile, and what true courage really feels like in the face of fear.You'll learn what it takes to build a movement grounded in purpose, how to lead with integrity under pressure, and why resilience is born in the darkest valleys. Whether you're a business leader, activist, or changemaker, Evan's story will move and empower you to lead with conviction, even when the stakes are high.

In this episode of Conversations of Agile Change, Dr. Jen Frahm sits down with Elizabeth Beattie, Program Change Lead for AI and Innovation at UNSW, to explore what it really takes to lead change in the age of AI. Elizabeth shares how she's applying agile, human-centered change techniques to foster curiosity, build capability, and create safe spaces for experimentation at a research-intensive university. They dive into lessons on leadership vulnerability, why co-creation beats top-down control, and how AI transformations are fundamentally different (and not so different) from past changes. Whether you're a change leader, innovator, or AI-curious, this conversation will spark fresh ideas for your own practice.

Note: This episode includes discussions on sexual harassment.Hosts Rori and Emilia talk with Dr. Pilar Ossorio, a University of Wisconsin Madison law professor, to dive into her unique journey through human genetics, law, and bioethics. Dr. Ossorio, also a fellow of the American Association for the Advancement of Science, opens up about growing up in an academic and diverse family, overcoming misogyny and prejudice, and her shift from microbiology to law. She shares her work on major genetic projects like the 1000 Genomes Project, her advocacy against sexual harassment, and her contributions to bioethics. Note: This episode includes discussions on sexual harassment.EPISODE CHAPTERS:00:35 Introducing Dr. Pilar Ossorio02:02 Pilar's Upbringing and Family Background07:35 Academic Journey: From Rural Colorado to Stanford11:59 Graduate School Challenges and Activism24:59 Transition to Bioethics and Law38:17 Current Projects and Future FocusCREDITS: This episode is produced and edited by Maribel Quezada Smith. Sound Engineering by Keagan Stromberg. Production Coordinator, Marissa Alcantar. A Diferente Creative Production. Special thanks to Dr. Pilar Ossorio

If there's one constant in business, it's change. Thanks to globalization, competition, AI, and other factors, change comes at us continuously. And while adapting to change is a challenge for many, change management is a critically important component of leadership. If not done correctly, employees, teammates, and customers will refuse to buy in. David Long is a professor of management at the William & Mary School of Business. He teaches change management to students, working professionals, and leaders. He says in order to effectively introduce and manage change, and make it stick, leaders should become familiar with the change management models that have proven to be effective. He joins us today to share an overview of the models, and to discuss the strategy and tactics behind successful change management. Learn how the Raymond A. Mason School of Business at William and Mary can help you and your organization develop your top talent through customized executive education and professional development programs. Visit us at www.wmleadership.com. Thank you for listening.

Need financing for your next investment property? Visit: https://www.academyfund.com/ Want to join us in San Antonio, TX on June 11th & 12th? Visit: https://www.10xvets.com/events ____ Jeff Tegman is the Vice President of LCAB Holdings, a veteran-owned holding company redefining how the commercial construction industry attracts talent, maintains quality, and drives operational excellence. An Army veteran with an MBA in Engineering Management, Jeff leads LCAB's strategy of acquiring specialized construction companies, building a resilient network that addresses industry fragmentation and labor shortages while raising the standard for subcontractor performance. With a disciplined, long-term approach to leadership and growth, Jeff is committed to shaping a more efficient and sustainable future for commercial construction. He also mentors veterans and military spouses through American Corporate Partners (ACP) and serves as a Parent Advisory Group Member for DC Public Schools. In this episode of the SABM podcast, Scott chats with Jeff about: From Fragmentation to Opportunity: How Jeff and LCAB Holdings are solving the $500B construction productivity gap through strategic acquisitions. Scaling Through Cross-Selling: Building a diversified portfolio of construction trades to unlock new growth across customer networks. Leading Change with EOS: Why implementing the Entrepreneurial Operating System (EOS) is critical to successful post-acquisition integration. Investing in the Full Picture: How LCAB structures investments to give investors exposure to an entire portfolio, not just one company. Building the Future with Talent: Why recruiting veterans and strong leaders is the key to scaling LCAB's vision across new markets. Timestamps: 00:48 Overview of LCAB Holdings 01:32 Challenges and Opportunities in the Construction Industry 04:08 Investment Strategy and Acquisition Process 06:34 Geographic Focus and Market Expansion 12:04 Acquisition Integration and Best Practices 18:44 Funding and Investor Relations 21:27 Personal Insights and Future Goals 35:48 Conclusion and Contact Information   Connect with Jeff: LinkedIn Email: jeff@lcabholdings.com www.lcabholdings.com If you found value in today's episode, don't keep it to yourself—share it with a colleague or friend who could benefit. And if you're a Service Academy graduate ready to elevate your business, we'd love for you to join our community and get started today. Make sure you never miss an episode—subscribe now and help support the show: Apple Podcasts Spotify Leave us a 5-star review! A special thank you to Jeff for joining me this week. Until next time! -Scott Mackes, USNA '01  

“We want to foster a culture where we're open, honest, transparent, and people can grow.When you're given the chance to express what you want/think, as well as know how you contribute, it creates this magical little atmosphere (aka workplace culture).”Today's Leading Through Crisis episode is all about building an inclusive culture.Rosi Bremec, COO of Game Lounge, talks to us about:- Balancing core business functions with innovative ideas and experimentation- Data-based decision making- Human connection and talent retention- Building an incredible company culture, even with fully remote employees and team"The more we can create environments where people can thrive, the more we'll see thriving in the workplace–where people are feeling, doing, and being their best."Join us for an incredible story and some great strategies you can employ today!—Rosi Bremec is the COO of Game Lounge, an innovative iGaming affiliate company. Known for her inclusive and performance-driven leadership, Rosi fosters a collaborative work culture that supports both personal and professional growth. She prioritises employee wellbeing and flexibility, ensuring her teams are motivated and aligned with the company's goals. Rosi has successfully implemented data-driven strategies to connect data with purpose and improve focus. She champions gender equality, parental equality, and remote work equality, creating a balanced, inclusive environment. Her progressive approach is helping to redefine leadership in the tech industry, emphasising the importance of employee satisfaction and purpose-driven success.Learn more about Game Lounge at gamelounge.com and/or connect with Rosi on LinkedIn (linkedin.com/in/rosibremec) or Instagram (instagram.com/rosi.bremec).

If your team keeps revisiting the same issues over and over again, Groundhog Day-style, this episode is for you. Leadership coach Marsha Acker shares why it happens, how to recognize hidden conversational patterns, and what to do when you feel stuck. Overview In this episode, Brian Milner sits down with executive team coach and author Marsha Acker to unpack one of the most frustrating challenges teams face: circular conversations that never seem to resolve. You know the ones; same issue, different day. Marsha introduces a practical framework, structural dynamics, to help leaders and Scrum Masters decode what’s actually happening beneath the surface of their team’s conversations. From identifying communication patterns to creating space for dissent and inquiry, they explore how to break out of those conversational loops, build psychological safety, and foster real change. Whether you're leading meetings or just stuck in too many of them, this episode will help you shift the dynamic for good. References and resources mentioned in the show: Marsha Acker The Art and Science of Facilitation by Marsha Acker Build Your Model for Leading Change: A guided workbook to catalyze clarity and confidence in leading yourself and others by Marsha Acker #137: Stop Wasting Time with Guests Kate Megaw #94: Connecting Teams and Leadership with Anthony Coppedge Retrospectives Repair Guide Better Retrospectives Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Marsha Acker is an executive coach, author, and the founder of TeamCatapult, where she helps leadership teams break out of communication ruts and lead real, lasting change. With two decades of experience guiding everyone from startups to Fortune 500s, Marsha specializes in transforming how teams talk, decide, and grow—one conversation at a time. Auto-generated Transcript: Brian Milner (00:00) Welcome back, Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the honor of having Ms. Marcia Acker with us. So welcome in, Marcia. Marsha Acker (00:12) Hi Brian, it's good to be here. Brian Milner (00:14) Very very happy to have Marcia with us. Marcia is the CEO of a group called Team Catapult and she is a team coach. She does a lot of work with teams and leaders. She's an author. She's a speaker and we wanted to have her come on because of a book that she has out recently called Build Your Model for Leading Change. She also has another book called The Art and Science of Facilitation, which I'm sure is really appealing to a lot of people here as well. You know, as Scrum Masters, if you're a Scrum Master out there, we do a lot of facilitating. So that's probably a really interesting pickup for you also. But we wanted to have Marsha on because we wanted to talk about an issue that I hear a lot about in classes. This is something that I hear a lot of questions around, and it can be a really big source of issues when you think about working together in close, tight units as a team. And that's how teams communicate. kind of the issues and problems that we have with communication amongst teams. So, you know, when we're talking about this, we're talking about teams not listening to each other, not understanding each other, misunderstanding someone's motives, something like that. And one of the things I know that I've seen a lot, I've encountered this a lot, and this is one of the things that I know you talk about quite a bit in your book, is this kind of loop that we get in a little bit, right? We have these conversations where... It just feels like we're stuck in a loop. We're saying the same things over and over again. it's like, I in Groundhog Day? Am I reliving the same thing we just went through? So let's start there and just say, why do you think that that happens? Why do you think that teams have this kind of Groundhog Day effect where you might have these conversations that just kind of keep popping up over and over again? Marsha Acker (01:35) Mm-hmm. It's a great question, Brian. think a number of years ago, I had a background in facilitation, but I got really interested in this particular question because I found not only in my own experience, I had multiple examples that I could give you of conversations that I felt like I'd have with somebody. then we would be, a week or two later, we'd be back talking about the same thing. And I'd think, I, you know, from my perspective, I thought we resolved that. So, so why are we talking about it again? And then I noticed in my work with teams that they would do the same thing. So, you know, I'd be in a session with a team, I'd help them facilitate a decision. They'd make the decision and then I'd be back with them a month later and the same topic would be up. And I'm I just found myself confused. So I think, I think there are many reasons why that happens. But if I were to, If I were to create a theme for that, think there's a couple of big themes that I see play out. I think there are many places on our teams today where we stay at the surface level of the conversation. Like we get super focused on what we're talking about. So whether it's the tool that we're using, the features that are gonna be in the next release, like we get so super focused on it. And then we're hyper. aware of time boxes. So we want to make sure we talk about the thing, get the decision, and we want to do it in 30 minutes or less. I saw a post on LinkedIn the other day where someone was advocating that there shouldn't be any meeting that would need to go past 25 minutes. And I thought, see it really differently because I think while there are places where we absolutely do need to maybe just quickly exchange information or keep things moving along, or we just want to hear briefly from people. I think if we're advocating that every meeting should only take 25 minutes, we are likely going to have those Groundhog Day conversations because it doesn't give us the space to get to the real topic. So I think that's where we spend a lot of time talking about the thing, the topic, and we really don't create enough time to drop down into focus on are we really, there space here for me to share what I really think or do you just want me to show up here in this meeting that you're running? You clearly have maybe your own agenda. You feel like you've already got the decision made. And so you'd really like my role to be to just receive your information and go off and do it. So I think there's a complexity here of Brian Milner (04:27) Yeah. Marsha Acker (04:32) What's the topic we're talking about? Is it the real topic that we need to talk about? Or is there, is it sort of the mask for what we might be able to drop into a deeper conversation to have? Are we being super focused on a time box? And are we creating enough range in our meetings that we've got spaces where we are efficient and fast and very deliberate about the conversation and then other spaces where, you know, those topics that keep returning. They're great places to go, there's data here for us. I think of them as yellow flags. there's something here for us to explore further. So let's take this topic and let's carve out a little bit more time for it. I'm curious what you see. Brian Milner (05:15) Yeah. No, that's a great observation. And I think you're right. It is a frustration. Looking back over my career and looking back through corporate meetings and things I've been a part of, there is frustration with someone who's coming in and not really having a meeting planned and not really having an agenda. But I think there is another kind of side issue there that can cause a lot of misunderstanding about Marsha Acker (05:33) Yeah. Brian Milner (05:44) what we're trying to achieve and that's the purpose. If we're here for a certain topic, I can understand that, but then what is it that's expected of me in this meeting? Am I here to just receive information? Is this a knowledge dump or a status update from someone else? is this, we have an issue and we need to talk through it and fully understand it. Marsha Acker (05:47) Yeah. Mm-hmm. Yeah. Brian Milner (06:13) And I think sometimes that's what I've kind of seen is that there's this mismatch of, well, I thought I was here for this. And now it's clear that you don't really want my opinion. You just want to tell me what it is. And so now I'm refocused or the opposite. I thought I was here just to receive information, but now I'm realizing that you really need me to dig in and give you my educated advice on this. Well, I wasn't prepared to do that. Marsha Acker (06:20) Yeah. Yeah. Yeah. I think this notion, and I see it happen a lot with Agile teams, like somewhere in our professional careers, and I think there's very good reason for, like we get rewarded for, know, from the time we're in very early school all the way through the end of school, we get rewarded for having answers. And then we end up in the workplace and we find ourselves in collaborative spaces. And so I think there's this belief that, you know, someone who's calling the meeting, they will have a little bit of this internal story that if I come with only questions and no solutions, then what value am I adding? Like that's, how am I useful to this organization? I've actually had people say to me, why would this organization hire me to come in and ask other people questions? Brian Milner (07:28) Wow. Marsha Acker (07:29) And so I think that's really, I love giving voice to that because I do think that there's a narrative that sits in our organizations that I, and a little bit of a fear. Like if I come to a meeting and I'm asking people to collaborate or I'm truly asking them open ended questions and I want to hear what they have to say and we're going to listen to, you know, I talk a lot about wanting to create this collective intelligence. And I think it takes a while to access that in a group of people. that it requires us to be able to suspend this idea that we're not adding value if we're asking questions and to reframe our value as helping to tap into a collective. And you can certainly have a point of view or a perspective, but if you're really wanting to tap into that intelligence, then I think it requires something different of us if we're the meeting host or the meeting leader. I think the other thing that will happen too is depending on who's in charge, like senior architects or somebody senior in the team can also get caught in that trap. Like, well, I'm supposed to come with answers. And I think we can come with ideas. But if we're really wanting to collaborate, and then this gets to your point about why are we gathering? Because sometimes I think there will be places where somebody has already made the decision and they're not asking for input on the decision. Brian Milner (08:42) Yeah. Marsha Acker (08:50) but they're wanting to share the decision that's been made and enroll people in the decision that's been made and invite them into collaborating on actually how that's gonna get implemented. But we're not opening this conversation up for what's been decided about architecture, what's been decided about what's going into a release. So I think this clarity and intentionality like you talk about around purpose, why am I here? What do you want from me? It's huge. And I think it's really tied to also some of our thinking about how are we adding value. Brian Milner (09:23) Yeah. The comment about, know, people not feeling like they're adding value if they're just asking questions that, kind of, maybe it's just for my recent experience with coaching and everything, but to me that, that just, it's so contrary, you know, to, to my way of thinking now, I guess I would say in that, you know, when I've been a part of discussion, when I've been part of a meeting, that I've looking back, that I feel like has gone really well. Marsha Acker (09:26) . Mm-hmm. Brian Milner (09:48) Uh, or, or a person that I feel like has really contributed to the meeting. Oftentimes it, it is that person who is asking questions that get us to think in a different way to get us to consider from a different perspective. So, you know, that that's why it feels a little strange to think about it. I agree with you. I agree that that's, you know, the attitude of some people or that's the way they see, you know, how I contribute to a meeting, but it just feels like it's such the opposite of that. That might be the most valuable thing we could do is to get people to see things from a different perspective or consider maybe things they haven't considered about this issue. Marsha Acker (10:25) Yeah, I think it's one of the first mindset shifts in a transition from being a contributor to maybe managing or leading, whether it's you're just leading a team or whether you're leading a whole organization. I think this idea of where does value come from and what's my role in the value creation, it's a shift, I think, for us. I love when people can get to a place of thinking about creating containers in organizations where people get to be their best. And then it does, your thinking does shift from, what's the piece of content that I can contribute to? What's the question that would really unlock different perspectives? And I think the other piece about that is what's the question that would elicit a... I talk about it being opposed, but you know, a contrarian perspective or point of view, because I think that's the other thing that can keep us in these circular conversations is when what we're really thinking doesn't get said. So if I don't feel like I can tell you in the room what I'm really thinking, I'll tell everybody else offline. Brian Milner (11:34) Right. The meeting after the meeting, right? Yeah. Yeah. And that, course, gets to the heart of psychological safety and kind of those dynamics within a team. We started this off talking about kind of this feeling of getting stuck. And so I want to kind of come back to that a little bit and say, I want to ask you, what are some of the causes of that? Why do we find ourselves trapped in these loops? Marsha Acker (11:36) Yes. You Mm. Brian Milner (11:59) that just, know, whatever we decide doesn't actually do anything or we find ourselves right back in the same place. Why do these, what's causing this? Marsha Acker (12:08) Yeah, well, let's play around with a bit of a framework to help us think about what's happening in the conversation. Yeah. So there is a theory of structural dynamics. It comes from work of David Cantor. And what it allows us to do is sort of think about being able to code the conversation that we're happening. And by code, I mean it helps us focus not on the topic. So whatever the topic might be. It doesn't matter. It helps us focus on how we're engaging in that conversation more of the how. And so there are four actions. Everything that we say could actually be coded into one of four actions, which I think is really kind of fascinating. So you just made a move by taking us back and pointing to the topic about stuck conversations, right? So what keeps us stuck? And that's a move because you're pointing in a direction. So moves kind of set direction in the conversation. I could make a new move and say, you know, let's talk about, yeah, where we might meet at a conference sometime, Brian. But that's a totally different topic. So moves set direction in a conversation. The second action is a follow, which gets behind and supports. So I followed your move by saying, yes, that's great. Let's do that. Here's, and then. Brian Milner (13:12) Right. Yeah. Marsha Acker (13:26) And then a bit of a new move from me, let me introduce a language for thinking about that. So you made a move, I followed, and then brought in another move. So now we're starting to, by being able to name actions, we're starting to get a sense of patterns. So there's two more actions, the action of a pose. So a pose offers like really clear pushback. It says, no, hang on, stop. Let's not go off the bridge or. I really disagree with this piece about what you're saying. So it offers a clear pushback or constraint to what's been said. And then the fourth action is a bystand. And a bystand is a morally neutral comment that names what's happening in the conversation. So I could bystand on myself in a conversation and say, you know, I'm really feeling engaged by the dialogue, or I might say I'm really confused. or if we're noticing a pattern, somebody might say, I notice we're getting stuck. So a bystand is a way for people to name what's happening or bridge competing ideas. But the other thing, the benefit of the bystand is that sometimes it also slows down the conversation. So to your question about what gets us stuck, it's really helpful if we can separate. what we're talking about and start to briefly look at how we're talking because what gets us stuck in conversations is when one or more of those actions is missing over the course of time. So we need all four of them to be voiced. One of the biggest problems in our stuck conversations is that a pose goes offline. Not in every team. There will be teams for whom a pose is stronger. But in my experience in American business, for sure, a pose is often the thing that is missing or it goes offline. So the way it will play out, there's a couple of different patterns. One will be what we call serial moving. And those are teams. Like a meeting with serial moving will have lots of fast pace. So somebody says this. then we're talking about this topic, now we're talking about this. And it will, like, you'll have a feeling like we accomplished a lot, but then you walk out at the end of the session and you go. So we talked about, exactly, we talked about this, this and this, and I don't know what we decided. Brian Milner (15:52) What just happened, right? Marsha Acker (15:58) So people that leave those kinds of meetings, they'll have this sort of false sense of, yeah, we got somewhere when we really didn't, we didn't close things out. So serial moving can be a pattern that can keep us stuck because we don't close things. There can be another pattern where there's a lot of move and follow. We call it courteous compliance. Another word for it would just, I forget the other label that we can give to it, but there's the sense that somebody makes a move and everybody else just says, sure, fine. So it's lacking the energy of the dynamics that you would get if the other actions were active and being voiced. And then there's a pattern where we might have too much bystand. So in a team that starts to complain about why did we use this tool or, know, I'm noticing nobody's using Slack or I'm noticing, you know, when we, when something gets posted in Slack, nobody acknowledges it. So if you find yourself in a meeting where, people are sharing a lot of context or perspective, maybe we can, I call it a hall of mirrors. Like we've got lots of perspective, but what's needed is for somebody to really make a move and say, all right, so given that now, what do we want to do about it? So what's really fascinating about those, we can also get locked in a move and a pose, a really strong advocacy or argument. And what's needed in that kind of argument is we need more follow and bystand. But what I find fascinating, so a pattern that I see play out over and over again will be one of two, the serial moving or the courteous compliance. So we've got a lot of moves or we've got move and follow. Brian Milner (17:25) Yeah. Marsha Acker (17:45) And if I'm someone in the meeting that either doesn't feel like my voice is welcomed or that it would be a career limiting move to oppose you, what I'll do is start to use one of the other actions in place of my oppose. So if it's not okay for me to push back and say, Brian, I don't want to talk about that, or I disagree, I think we're going off track, then what I might start doing is just making new moves. Brian Milner (18:02) Hmm. Marsha Acker (18:15) So rather than say to you, hey, Brian, I don't want to do that, you'll be talking about something, and now I'm introducing another topic. Hey, can we talk about where we're going for lunch next week? Or can we talk about the meaning behind that word over there that we were using last week? we don't do it intentionally. It comes for really good reason. Brian Milner (18:36) Right. Marsha Acker (18:39) We will all have our own reasons about why we do or don't do that. But I think some of the greatest work to do in teams is to talk about those four actions, to normalize them, and to invite them. Brian Milner (18:52) I love this. what kind of fascinated me, caught my attention the most about what you were saying is when I saw these, and kind of reading up here and reading through your work prior to our discussion, those four modes, when I read it, the first time it seemed to make sense, move, follow, oppose, bystand. But when I saw bystand, it really did seem, my first initial gut response was, yeah. That makes sense. There are bystanders that are happening in meetings that just do nothing. They just kind of sit back and they're not going to be, you know, they're not going to get in the way of the flow of something. But the way you described it is really fascinating because it's not a passive thing. It is an active participation. Marsha Acker (19:35) Yeah. Yeah. Yeah. Actually, if somebody is, well, I love that you're naming that because I get asked that question all the time. So again, American business trends. So if you step into the mind of someone who believes that I'm really only adding value if I'm bringing ideas and the way we would code that would be often you're making moves. So people will tend to value. making moves and opposes because a lot of times that's what the culture values. If you're in an organization that says, bring me problems, bring me solutions, you will find a cultural pattern in there of people showing up and making moves and opposes throughout their whole meeting. It'll be a stuck pattern. It'll be overused actions. But if we think about, so bystand could be questions, asking powerful questions. what's that mean to us falls along the line of bringing inquiry into the conversation. And so it gives us a way to balance advocacy and inquiry. But bystand is, bystand and follow are active. If somebody was not saying anything in the conversation, we wouldn't know, we wouldn't be able to code them because they're not speaking. And those four relate to speech acts. So, We have to speak in order for it to be coded as something. But those people who are sitting back often have some of the best bystands. Like if you were to tap that person on the shoulder and say, hey, I would love to know what you see right now in the conversation, they'd probably be able to tell you. Brian Milner (20:57) Yeah. Yeah. Yeah. I love this. And, you know, one of the things we teach in our advanced Scrum Masterclass is having people kind of understand how to deal with conflict in their teams and stuff. And we talk about the Thomas Killman kind of five responses to conflict. And I'm seeing a lot of overlap here in these modes too of, some of these things sound like a certain response to conflict in certain ways as well. But before we run out of time, I want to... Marsha Acker (21:30) Mm. Yeah. Brian Milner (21:43) I want to make sure that we get to, if we're in this situation, what are some steps, what are some things we can do to break that chain and not just have the same conversation again next week. Marsha Acker (21:48) Yeah. Yeah. So I would love for people to just think about using those four actions, especially if you work with a team on a fairly frequent basis, right? You will likely, even as I describe those, you will likely start to be able to identify what's the pattern that might be showing up. So I think the first step is can you identify or create a hypothesis for yourself about what might our structural pattern be? So do I hear like really clear poses? You know, do we make a lot of moves? So if you can find the actions that are predominant in your conversation, that's really the first step. And then the second step, there are a couple of different things to counteract each of them. So if move is really strong and it's coming from certain people, designing your facilitated session or even inviting participants to other participants to be the ones to make the move. So inviting others to speak first is one way to do it. limiting the number of moves that people can make. So sometimes if I'm working with a team that has that pattern, I'll give them some kind of, I'll give them a poker chip or I'll give them a card that says move on it. And I will limit everybody to one move per meeting. So structurally, I'm asking people to start to constrain their own moves. And then asking them to then step into, know, if somebody makes a move, staying with it long enough. as, so as a facilitator, you might say, if you noticed that you've got multiple moves on the table, you might just say, Hey, we've got four topics. This, this, this, and this, which is the one that we want to dive into first. So that's another way of just prompting a group to follow a move that they've made. And I think if you're noticing, you don't have a pose. You. chances are that is not going to come naturally. So I think you've really got to design questions that surface it. asking for what are the risks or who sees this differently. A lot of times if I'm leading a session, I will ask people, where did I get it wrong or what do I have wrong? Brian Milner (23:47) Yeah. Marsha Acker (24:12) What am I missing? What might I not be seen? So those are all ways for me to prompt. And I think if you've got some hierarchy in the room or differentials about that, that's really got to come from the person who's sort of holding some of that positional power maybe. Brian Milner (24:29) Yeah, I love that because there's there's sort of a maybe it's an American culture thing. I don't know. But but I know in the business world I've experienced if you call a meeting if it's your meeting there there's sort of an expectation that you're in control, you know, you know, it feels like there's there's sort of a you're not invited to say something like, what am I missing? Marsha Acker (24:52) Yeah. Yep. Brian Milner (24:53) because that's sort of admitting that you weren't prepared for this meeting. But I agree completely with you, that's not really the case. It's just saying, I can't know everything, so what don't I know about this, I should. Marsha Acker (25:09) Yeah. And it's hard. That can be a hard question. And I often say to people, don't ask the question. Don't elicit a pose if you're not really ready to hear it. It can be hard when somebody says, I think it's a two-ee. I totally disagree with the direction that we're going. Because if I, as the person who's asked the question and now receiving that feedback, If it starts to show on my face or I disconnect from it, what's gonna happen is that gets registered across everybody in that room. And that'll be the last time anybody steps up to answer that kind of question. Brian Milner (25:36) Right. Yeah, I love as well when you were talking about, you know, the actions and maybe having tokens or stuff for people to have actions. think I don't, I'm sure this is maybe part of the intention of this as well, but I love the side effect of that, that yes, I'm limiting people who would be controlling to not, not take control of the entire meeting, but once they've spent theirs, now I'm in a situation where the people who maybe wouldn't be those people that would normally step up. They're the only ones who have that ability left. So you have that side benefit of I'm kind of making space for the quieter voices in this group to have a chance to speak up. And I think that's a really important thing in these kind of meetings too. Marsha Acker (26:35) Yeah, when we find ourselves in stuck patterns, there will be very good reason for, or the Groundhog Day conversation. There will be a pattern to the structure of that conversation that keeps repeating itself. And a lot of times what will be happening is somebody will make a move and very often the person that follows them will be the same person every time. So if Marsha speaks and then Brian follows and that's a pattern that gets set up. every single time. All it does is reinforce me to make more moves because I know you're going to be right behind me. And then over time, we're really unconscious, I think about it, as a structural pattern. But the rest of the team will start to fall back and be like, well, they seem to have it. There's no need. No need. So yes, what we're trying to do is change the behavior by looking at structure and finding ways to invite it. Brian Milner (27:34) That's awesome. This is fascinating. I want to be respectful of your time and everyone's time listening, I could go on for another hour in this conversation. This is just really fascinating stuff for me. And I want to point out to everyone again, if this is fascinating to you, we're going to put all the links to this stuff in our show notes so that you can easily just click on that and find it. But just to call it out again. Marsha Acker (27:41) You Brian Milner (27:55) Marcia has a couple of books out there that are in this topic area that could be really useful to you. One is the art and science of facilitation. And the one that I kind of took a deep dive into is called Build Your Model for Leading Change, which by the way, there's a subtitle of this, a guided workbook to catalyze clarity and confidence and leading yourself and others. And I just, would underline the workbook. Right? Because I think it's true. It is something to kind of work your way through. And it's not just a beach read. Yeah. Yeah. Marsha Acker (28:27) No, it's not. I like to think of it as a Sunday morning, maybe with a cup of coffee and a little bit of quiet space. Brian Milner (28:36) Yeah, love that. I love that picture. Well, Marsha, I can't thank you enough. You know, we've been kind of trading schedules and trying to align this to get Marsha on for a while. And, you know, when that kind of thing happens, for whatever reason, it always seems to be like, when the person comes on, it's like, wow, that was worth it. I'm really, really glad we went through that because this was a great conversation. So thanks so much. Thanks so much for sharing your research and wisdom here on this. Marsha Acker (28:56) I appreciate it. Brian Milner (29:02) and for coming on the show. Marsha Acker (29:04) Thank you for having me. It was great.

In this engaging discussion, Barry Kallmeyer, a seasoned technology director, shares his insights on the evolution of the CIO role in independent schools. He delves into the importance of strategic planning, the value of data-driven decision-making, and the critical aspects of leadership, such as succession planning and fostering a collaborative community.ResourcesHathaway Brown SchoolZork (playable), text-based adventure game Cleveland Browns, struggling American football teamPhiladelphia Eagles, Super Bowl LIX champions known for especially obnoxious fansOwl & Hybrid Learning, website built during COVID & shared with the community; highlighted by OWL directlyProductivity Tools for 2025: Project Management with Asana and Slack, ATLIS webinarScribe, tool to capture how-to contentIT Glue, IT documentation softwareTechnology Leaders in Independent Schools (TLIS) certification, credential demonstrating that a person has the skills and experience to effectively perform the roleTLIS Prep ProgramTLIS Study GuideATLIS 360 Self-Study Guide, Companion Manual, and Rubric, tools providing a plan to evaluate how your school utilizes technology and the effects it has on the schoolMax Action Arena, VR zombie game at Grand Sierra Resort in Reno, NVCenter for Institutional Research of Independent Schools (CIRIS), provides resources and support for institutional research practitionersMission & Data, integrated consulting, custom data products, and executive coaching services

Richard Brenner: Skipping the Vision, How Not to Introduce Kanban Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Richard shares an important learning experience from introducing Kanban to teams using a top-down approach. Without clearly articulating why the change was needed, team members questioned what they were doing wrong that necessitated change. Richard found himself unable to connect the organizational vision to the methodology shift, leading to resistance. He emphasizes the importance of first understanding the problem before applying Scrum or Kanban, defining what success looks like, and involving people early in the change process. Richard also recommends thorough contracting with client organizations to assess their current state and understand who is trying to change what, and why. In this episode, we refer to Kotter's book Leading Change. Self-reflection Question: How might your change initiatives be improved by spending more time defining the "why" before introducing new methodologies? [Scrum Master Toolbox Podcast Recommends]

In this episode of Technology & Security, Dr. Miah Hammond-Errey speaks with Carmen Medina, former CIA executive, influential voice in the U.S. intelligence community and renowned change-maker. Carmen shares insights on leadership, cognitive diversity, and what it really takes to build organisations that can adapt to change. This episode goes beyond the intelligence community—it's a must-listen for leaders across industries where thinking, analysis, and communication are core to success.We explore how to harness cognitive diversity, compile high-performing teams, and make intelligence work for decision-makers in real time. There's practical inspiration, including tools for understanding external change and evolving internal cultures to keep pace. Carmen shares why representation matters and her experience as a Puerto Rican woman in a system shaped by elite norms. She talks about how her background shaped her as a systems thinker and how she eventually embraced her identity to influence change. From YouTube algorithms and competitive pickleball to the power dynamics within national security institutions, this episode unpacks what it means to disrupt from within—and why diverse perspectives are essential to the future of intelligence–and society.Resources mentioned in the recording·               Carmen Medina, 2015, Who Needs Rebels at Work? Forbes https://www.forbes.com/sites/oreillymedia/2015/01/13/who-needs-rebels-at-work/#7506efbd20a6·               Rebels at Work: A Handbook for Leading Change from Within https://www.rebelsatwork.com/resourcesThis podcast was recorded on the lands of the Gadigal people, and we pay our respects to their Elders past, present and emerging. We acknowledge their continuing connection to land, sea and community, and extend that respect to all Aboriginal and Torres Strait Islander people.Music by Dr Paul Mac and production by Elliott Brennan. 

In this episode of the Change Africa podcast, host Isaac Aboah sits down with sisters Anna and Victoria Agyekum, co-coordinators of On Point Property Management, to explore the growing world of real estate in Ghana and the critical role of the diaspora in shaping the sector's future.The conversation opens with the sisters sharing their unexpected journey into real estate, grounded in their cultural roots and entrepreneurial upbringing. Together, they unpack the unique challenges diaspora investors face, from trust gaps to limited access to information, and highlight why Ghana presents a powerful investment opportunity with its political stability and emerging economy.Anna and Victoria speak candidly about high interest rates, mortgage access, and infrastructure issues and propose public-private partnerships as a vital part of the solution. They emphasize that affordability must be understood from the perspective of multiple market demographics and call attention to the need for better planning to position Ghana as a potential world-class city.Throughout the episode, the sisters stress the role of technology, sustainability, and community development in the future of real estate. They also reflect on the impact of real estate expos in educating buyers and empowering local and diaspora communities.This episode captures the intersection of culture, entrepreneurship, and future-focused urban development, showing how real estate can become a tool for transformation across Africa.Chapters00:00 – Introduction to Change Africa Podcast01:56 – Sisters in Business: The Jakum Story06:03 – Cultural Roots and Influences09:52 – Identifying the Real Estate Problem14:04 – Benefits of Investing in Ghana18:14 – Comparative Real Estate Markets21:53 – Challenges in the Ghanaian Real Estate Market25:58 – The Future of Real Estate Investment in Ghana26:57 – Navigating Interest Rates and Mortgage Accessibility28:28 – Infrastructure Development and Real Estate Opportunities31:07 – Understanding Affordability in the Real Estate Market33:42 – The Role of Expos in Real Estate Education37:28 – Sustainability and Community Investment in Real Estate44:15 – Envisioning the Future of Urbanization in Africa47:04 – The Impact of Technology on Real Estate DevelopmentFurther Reading and ResourcesTo learn more about Anna and Victoria's company, visit their website. Learn more about the Ghana Property & Lifestyle Expo 2025 here. This podcast is a production of Nexa Media.Do you have a question for our hosts? Email us at changeafricapod@gmail.comFollow the podcast on Twitter, Facebook, Instagram, and LinkedIn. Hosted on Acast. See acast.com/privacy for more information.

Send us a MessageIn this solo episode of Culture Change RX, Sue Tetzlaff discusses the critical role of behaviors in workplace culture, particularly within healthcare organizations. She shares insights from her experiences facilitating discussions on creating a 'utopia' in healthcare, emphasizing that behavior change is essential yet challenging. The episode outlines the importance of establishing clear behavior standards and offers practical strategies for maintaining these standards within organizations, including commitment events, campaigns, giving and receiving feedback, and hiring practices.Behaviors are crucial for transforming organizations.Creating a utopia in healthcare requires clear behavior standards.Behavior change is the hardest aspect of organizational change.Establishing behavior standards is best done by an empowered team of employees.Behavior standards should be written positively, focusing on what to do.Align behavior standards with the organization's mission, mission, values and top strategic priorities (such as the Patient Experience).Commitment events can mark a new beginning for behavior standards.A feedback culture is essential for maintaining behavior standards.Visual, verbal or virtual “campaigns” help to keep behavior standards top-of-mind.Hiring for behavior can enhance the future of the organization's culture.Need help improving the culture, performance, and results of your healthcare organization? If so, let's talk:  https://www.capstoneleadership.net/contact-usAre we connected yet on LinkedIn? https://www.linkedin.com/in/suetetzlaff/13th Annual Healthcare Executive Forum - June 18 (afternoon) and June 19 (morning)High Reliability, Just Culture & Psychological Safety Made Simple focuses on breaking down these critical concepts into practical, actionable strategies tailored for senior leaders in small and rural healthcare settings.

In this episode of Life Accelerated, host Olivier LaFontaine sits down with Andrew Kramer, VP and Head of Underwriting Risk & Innovation of M Financial Group, to discuss how innovation is reshaping underwriting and risk management in life insurance. Andrew breaks down the innovative steps M Financial Group is taking to streamline underwriting processes, from embracing electronic health records to championing industry-wide data standardization. He shares how the company is tackling the challenges of high-net-worth insurance, balancing risk-sharing with the need for personalized service. This conversation provides insights into how digital transformation is reshaping customer experiences and creating efficiencies in one of the most complex areas of insurance.   Key Takeaways: Rushing into digital transformation without standardization creates inefficiencies. Digital innovation isn't just about speed—it's about enhancing decision-making. Embracing digital standards can transform the underwriting process.   Jump Into the Conversation: (00:00) Why underwriting must lean into digital transformation (02:00) What a quiet Tokyo subway teaches us about global business norms (05:10) From reinsurance to M Financial Group (10:00) Risk-sharing, distribution, and strategic partnerships (15:15) How ACORD is solving inefficiencies in the value chain (20:30) Unlocking new speed and accuracy in underwriting (26:50) AI and the future of underwriting (32:40) How data can sharpen distribution strategy   Resources: Connect with Andrew Kramer: https://www.linkedin.com/in/andrew-kramer-529b4b10/ Check out M Financial Group Group: https://www.mfin.com/ Connect with Olivier: https://www.linkedin.com/in/olivierlafontaine/https://www.equisoft.com/podcasts

The next Say Yes Summit is April 15th & 16th! Join us for just $47.In this episode, Wendy is joined by writer, facilitator, and thought-leader Dori Baker for a soulful conversation about reconnecting with the Divine Feminine and the wisdom that lives deep within us. They explore how ancient practices—like storytelling, earthing, and meditation—can help us navigate modern challenges, ease anxiety, and create space for healing. Dori shares the power of self-compassion, the ripple effect of loving ourselves, and how daily rituals can anchor us in joy and meaning. If you're seeking a deeper connection to yourself and the world around you, this episode offers a gentle invitation to listen, heal, and remember who you are.About Dori:Dori Baker calls herself a Spy for Hope. She is a writer, facilitator, and thought-leader who is passionate about helping people find meaning and live into their purpose. She does this by creating experiences for groups to engage wholeheartedly in practices of radical hospitality. Dori creates spaces that honor transformation from patriarchal and white supremacist norms into more liberatory realities that welcome the flourishing of all people. Her facilitation and coaching focus on practices of holy listening and theological reflection that help communities invite joyful encounters, especially in the midst of conflict and disruption. Dori is an ordained UMC elder, author of five books, and host of the podcast LIVE to Tell. Her most recent book, Girl/Friend Theology: Doing God-talk with Young People, is used in seminary classrooms across the US. Her co-authored book Another Way Living and Leading Change on Purpose, is an innovative guide for decolonizing leadership practices. Dori and her husband Lincoln enjoy time with their two young adult daughters.Get her book, Girl/Friend Theology: Doing God-talk with Young People, here. Connect with Dori: DoriBaker.comOurOwnDeepWells.comOn Instagram @_doribakerOn FacebookHer Podcast: LIVE to TellReferenced in this Episode:The Awakened Brain by Lisa MillerMy Grandmother's Hands by Resmaa MenakemPeace is Every Step by Thich Nhat Hanh________________________________________________________________________________________ Say YES to joining Wendy for her: Say YES Sisterhood PWH Farm StaysPWH Curated France TripsInstagram: @phineaswrighthouseFacebook: Phineas Wright HouseWebsite: Phineas Wright HousePodcast Production By Resonant Collective Want to start your own podcast? Let's chat!Thank you for listening to the Say YES to yourself! podcast. It would mean the world if you would take one minute to follow, leave a 5-star review, and share with a friend.

It's been 5 years and 100 episodes of Leading Through Crisis! Join me for:- Some reflections on how and why the podcast started- Why I debate changing the name monthly (and why I haven't yet)- The guests and conversations that give me hope- Why it has reaffirmed over and over again that there's no such thing as “one-size-fits-all”- Going deep in self-leadership - What I would love to see more of and from my listenersTHANK YOU from the bottom of my heart for being here–whether you've listened to one episode or have caught most of them, I appreciate you and the work you're doing in the world. Here's to the next five years and/or 100 episodes!—Sign up for the newsletter (new episodes and all of my deep thoughts on life/leadership a couple of times per month) here: https://revisionary9248.activehosted.com/f/1

Change is hard—especially in big organizations with deeply ingrained processes. But what if you could lead transformation in a way that not only gets buy-in but also generates real business growth?  In this episode of Leader Generation, Alan Wizemann, Chief Digital Officer at Southern Glazer's, shares how he has built a career helping companies like Target, Lululemon and Dollar Shave Club evolve in the face of digital disruption. Alan walks us through the challenges of leading change, the importance of transparency and why fostering innovation from within can lead to breakthrough success. He also discusses how AI is reshaping sales and marketing—and why it's not about replacing people, but empowering them.  Leader Generation is hosted by Tessa Burg and brought to you by Mod Op.  About Alan Wizemann: Alan Wizemann is Chief Digital Officer for Southern Glazer's Wine & Spirits (Southern Glazer's), the world's pre-eminent distributor of beverage alcohol, and proud to be a multi-generational, family-owned Company. Wizemann leads the Company's Digital Acceleration group, overseeing Southern Glazer's digital transformation, and is responsible for enterprise-wide digital initiatives—including the industry-leading B2B eCommerce Proof® platform. With decades of experience in digital product development, omni-channel experiences, technology, and entrepreneurship, Wizemann has been instrumental in shaping and transforming the digital landscape for some of the world's most well-known consumer companies. At Target Corporation, he launched and led key digital initiatives across Target.com, Target Mobile, and Cartwheel, which became an industry-leading mobile platform. Wizemann also held digital leadership roles driving transformation at Lululemon Athletica Inc., Goop, WebMD, Dollar Shave Club, quip, and most recently, Munchkin Inc. His visionary approach to product strategy, user-centric design and building agile teams at scale has consistently delivered results.  Wizemann is an engineer at heart who has delivered effective solutions in complex environments, and he is a proven entrepreneur who has built and scaled digital capabilities and fostered a culture of innovation. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Today, Patrick and Shelli are joined by Toner Babovac, the Technology Managing Director and Senior Location Executive at IBM. In our chat, Toner delves into his long career at IBM and how building trust has allowed him to drive innovation while coordinating a large team. He highlights the role of effective communication, in particular the importance of video calls and in-person meetings for fostering a strong team culture, especially in a hybrid work environment.Toner also shares his approach to leadership and coaching, emphasizing the difference between mentoring and coaching, and the importance of asking thoughtful questions to help teammates arrive at their own answers. We talk about ways to simplify complex projects, and close with a discussion on the future of hybrid work.(00:24) Introducing Toner Babovac(03:23) Building Trust in Business Relationships(08:31) Importance of In-Person Collaboration(11:45) Mentoring vs. Coaching(18:33) Simplifying Complex Problems(23:17) The 80/20 Rule in Manufacturing(25:34) Encouraging Introverts to Share Insights(33:04) Navigating Hybrid Work Environments(39:01) Final ThoughtsToner Babovac is the Technology Managing Director and Senior Location Executive at IBM. He's had a long career at IBM, holding VP positions, and working in software leadership and sales. Previously he was Principal Account Manager at Amazon Web Services, and Vice President at PSC Group. He earned his Bachelor's degree at Bradley University then later did grad work at Harvard Business School and at the Wharton School at the University of Pennsylvania. In addition to his responsibilities at IBM, he is a musician, an active speaker, presenting “Toner Talks”, and he teaches Personal Finance at Peoria Central High School.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Spotify, or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in Apple Podcasts. It really helps others find the show.Podcast episode production by Dante32.

Herzlich willkommen zu einer neuen Folge, in der ich mich mit dem Thema Veränderung beschäftige. Laut Studien scheitern etwa 70% aller Change-Projekte, nicht etwa an der Strategie, sondern am fehlenden Blick auf die eigene Rolle. Echte Transformation beginnt nämlich bei uns selbst!Dabei geht es um drei Schlüsselbereiche:1.⁠ ⁠Selbstreflexion: Bevor du ein Team führen kannst, musst du dich selbst führen. Bist du wirklich bereit, alte Denkmuster zu hinterfragen? Stell dir kritische Fragen: Wie gut passe ich mich an, wenn sich Situationen unerwartet ändern? Was lerne ich aus Fehlern oder Widerständen? 2.⁠ ⁠Vertrauen und Partizipation: Veränderung darf nicht von oben diktiert werden. Schaffe eine Kultur, in der sich Mitarbeiter:innen sicher fühlen, ihre Ideen einzubringen. Wie viel Entscheidungsmacht gibst du wirklich ab? Fühlen sich Mitarbeitende nach Gesprächen mit dir gestärkt oder verunsichert?3.⁠ ⁠Umgang mit Widerstand: Widerstand ist kein Feind, sondern ein Signal. Er zeigt, wo es noch Klärungsbedarf gibt. Nimm die Ängste ernst, statt sie zu ignorieren. Welche unausgesprochenen Bedenken könnte dein Team haben? Wie reagierst du auf Kritik – defensiv oder lösungsorientiert? —> Nutze diese Impulse als Startpunkt, um deine eigene Rolle in Transformationsprozessen neu zu definieren. Denn am Ende des Tages beginnt Leadership wirklich bei dir selbst – with(in) you!Viel Freude beim Hören! Nähere Informationen zu Dr. Erika Maria Kleestorfer:Website: www.kleestorfer.comInstagram: https://www.instagram.com/erikamariakleestorfer/?hl=deLinkedIn: https://www.linkedin.com/in/dr-erika-maria-k-a18426/Buch: Purpose: How Decisions in Life are Shaping Leadership JourneysLove-Cards: https://produkte.kleestorfer.com/love-cardsEmail: office@kleestorfer.com Dieser Podcast wurde bearbeitet von:Denise Berger https://www.movecut.at

Struggle leading through change and uncertainty? In this episode, we continue the conversation about challenges leaders face today. Today we unpack leading through uncertainty and change.

Civic engagement isn't just about volunteering—it's a pathway to shaping communities and building meaningful careers. In this episode of In the Wild, we highlight how Augusta University fosters civic responsibility by talking to alum Shannon Sombar and current student James Allen from Young Professionals of Augusta (YPA). We also sit down with Tionna Thornton and Jaida Jeffreys from Student Life and Engagement to explore how students can get involved, make a local impact, and develop leadership skills that last a lifetime. Whether you're passionate about public service or just getting started, this episode offers insights on turning civic engagement into lasting change.Learn more about the Student Life and Engagement: https://www.augusta.edu/student-life/sle

In this episode of the Impostor Syndrome Files, we talk about confidently leading change. Are you responsible for leading change? Maybe your role requires a lot of influence without authority. Or you're a leader who has to drive change with your team. If so, you know how challenging it can be to get people on board. This week, I talk with Sarena Diamond, a transformation executive, about how to manage the human side of change. Here she shares a 3-step process for approaching change in the face of resistance, which is almost always rooted in fear. We also talk about what to do when you're leading change and you doubt yourself.About My GuestSarena Diamond is a multi-dimensional transformation executive with hands-on expertise in Organizational Change Management, Program & Project Management, Communications, Facilitation, and Training. Throughout her career at Accenture, IBM, Pepsi Cola, Hyperion and Mellon Investor Services, she worked with globally and culturally diverse teams, leaders and stakeholders to deliver transformative outcomes. Her client base spans from Fortune 100 enterprises to PE-backed ventures across a wide array of industries and she has worked with countless leaders struggling to find confidence and comfort in their roles. Sarena is a quick study of people, situations and organizational needs. She faces challenges with curiosity and confidence, brings positivity to seemingly insurmountable problems and is purpose-driven to help teams navigate change effectively. Sarena established Diamond Solutions Group with the goal of partnering with leaders to maximize their investment of time and resources in transformation, while inspiring their teams to achieve great outcomes. Along the way, those same leaders build their own skills, capabilities and confidence such that their inner voice supports achieving greatness and squelches Imposter Syndrome tendencies. ~Connect with Sarena:LinkedIn: https://www.linkedin.com/in/sarena-diamond/ Website: https://www.diamondsolutionsgroupllc.com/~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/challengeLearn more about the Leading Humans discussion group:https://www.kimmeninger.com/leadinghumansgroupJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

It is common to experience circumstances in our lives that either directly or indirectly change how we view the world. However, deciding or being compelled to act on the injustices and inequalities that we see is quite different. It requires a special set of skills and abilities, a heart for people, and a commitment to push through challenges that arise in the work that we choose to do. This special podcast episode was recorded as a part of the Podcasthon 2025 Initiative, which raises awareness for charitable causes. My guest today is Raven Freeborn, Executive Director of a Texas non-profit. In this episode, we will discuss passion, purpose and the presence of unwavering commitment to heart work.

What you focus on is what you get more of." - Cindy Zurchin In this episode, host Ana Melikian speaks with Dr. Cindy Zurchin, a visionary leader with over 30 years of experience in transforming workplace culture, about the power of creating fun and thriving work environments. Cindy enlightens us on how incorporating trust, positivity, and innovation into workplace culture can lead to enhanced productivity and satisfaction. Ana and Cindy delve into the challenges many face in traditional toxic workspaces and the steps one can take to shift from a culture of negativity to one of encouragement and growth. Cindy shares her own journey from adopting a tough management style to embracing servant leadership, highlighting the significance of building a people-centric organization. She presents her proven strategies encapsulated in the "Raise the BAR" initiative, focusing on Building trust, Activating positivity, and Redirecting mistakes. Listeners will gain valuable insights on how to initiate positive changes in their environments, from small business settings to large organizations, and the importance of recognition and gratitude in cultivating a healthy work culture. Motivation, acknowledgment, and the implementation of servant leadership are at the core of Cindy's approach, promising not only improved business outcomes but also a more fulfilling professional life. Let's dive in! This week on the MINDSET ZONE: 00:00 Recognizing Employees: The Power of Acknowledgment 00:28 Introduction to the Mindset Zone 01:06 Meet Cindy Surgeon: Transforming Workplace Culture 01:29 The Vision of a Fun Workplace 04:25 Understanding Toxic Workplaces 06:04 Cindy's Personal Journey in Leadership 12:17 From Toxic to Thriving: Real-Life Transformations 15:18 Raise the BAR: Building Trust and Positivity 18:23 Advice for Leaders: Changing Toxic Work Cultures 24:47 Conclusion: Creating a Thriving Work Culture About The Guest Dr. Cindy Zurchin has over 30 years of leadership experience as a motivational speaker, trainer, and author. She earned her doctorate in Educational Leadership from Duquesne University and has additional certifications from prestigious programs such as “The Seven Habits of Highly Effective People” and “Leading Change.”  Cindy has held various educational leadership positions, including Teacher, Principal, and Superintendent, overseeing a $62 million budget and 500 staff members. She transformed a struggling school into a nationwide success by applying the leadership principles detailed in her book, “The Whale Done! School,” co-authored with Ken Blanchard. Her signature approach focuses on fostering vibrant school environments for students, teachers, and parents.  As a consultant for the Blanchard Institute, Cindy collaborated with educators and parents nationwide, building trust in school communities, particularly in California, where her models gained rapid acceptance. She has been featured in Principal Magazine and TribLive.com.  Cindy is currently the CEO of her consulting firm. She resides in Pittsburgh with her husband, John, and is a proud mother of two grown sons. She advocates for trust, resilience, and success through strategic action. Connect with: Linkedin.com/in/cindyzurchin/ drcindyzurchin.com Resources: Book: The Whale Done! School: Transforming a School's Culture by Catching Students Doing Things Right Related Content: Expand What's Possible

As the ancient Greek philosopher Heraclitus observed, “The only constant in life is change.” While change in our personal and professional lives is inevitable, adapting to it can be difficult and often leads to feelings of resistance. When it comes to organizational change initiatives, the ADKAR® model – which stands for Awareness, Desire, Knowledge, Ability and Reinforcement – is renowned for guiding successful change, beginning at the individual level.  As a senior fellow at Prosci, the leading global change management research and training organization that developed the ADKAR model, Karen Ball has been helping individuals and organizations implement effective changes and achieve benefits not thought possible for over 40 years. Karen is an ACMP-certified Change Management Professional, a certified IDEO Design Thinking practitioner, and the author of Prosci's latest publication, “The ADKAR Advantage: Your New Lens for Successful Change.” In addition to her role as an executive instructor, Karen continues to develop Prosci offerings and engage with clients as a change advisor, working with organizations such as UNICEF, Wells Fargo, Bose Corporation, and Dow Chemical. In Episode 228 of The Mindset Game® podcast, Karen shares the following:  An overview of the ADKAR model and examples of how it might manifest in different contexts, as well as how it relates to the communication and training processes involved in organizational change initiatives Tips for individuals who may be resistant to proposed changes, as well as techniques their leaders can use to support them How ADKAR functions as a sense-making and way-finding tool that can help create a sense of calm and clarity for both individuals and organizations navigating complex change Why it's crucial for leaders to go through their own ADKAR journeys, as well as key steps that leaders must take in order to be effective sponsors of change   To connect with Karen, find her on LinkedIn, or visit https://www.prosci.com to learn more about the ADKAR model and explore other resources. To learn more about The Mindset Game® podcast, visit www.TheMindsetGame.com. To subscribe to The Mindset Game® podcast or leave a review, please visit https://apple.co/3oAnR8I. 

“Many people with autism gravitate toward leadership because of the traits and values of our culture… We're born leaders because we're born to see world-building vision.” Today, we are joined by autistic advocate and host of the Autistic Culture Podcast, Dr. Angela Kingdon. Angela drops a science/history lesson, a ton of pop culture references, and some much-needed thoughts on neurodiversity in the workplace and leadership.Listen in to find out:- What Angela's learned about herself and this awesome community since being diagnosed in 2012.- Why understanding the things neurodivergent folks have to know about themselves (to accommodate their environments) would benefit 100% of people, neurodivergent or not.- The horrifying story of why we don't use the term Asperger's anymore.- Why leaders must develop cultural literacy around differences (aside from the fact that it benefits them too).- Some great anecdotes about autistic people, inventions, and culture.“Autistics have been around forever – they created the first stone tools, but it wasn't a label or diagnosis until 1943.”“Taylor Swift and her great aunt, Emily Dickinson, are both perfect examples of autistic traits.”“When people are neurotypical, they're so used to assuming their way is the way. One-size-fits-all isn't real, and that does need to shift.”—Dr. Angela Kingdon is a dynamic autistic advocate, author, and speaker, renowned for her impactful work in promoting neurodiversity and supporting autistic individuals. As the host of the Autistic Culture Podcast, Angela shares her experiences and insights as a late-diagnosed autistic person, aiming to create a more inclusive and understanding society.Angela's journey began with a diagnosis at the age of 39, which she describes as a turning point that allowed her to embrace her unique neurodiverse perspective fully. Leveraging her lifelong special interest in non-fiction, she founded Difference Press™ and created The Author Incubator™, a program that has helped nearly 2,000 entrepreneurs write, publish, and promote their books. Angela's expertise and dedication have led her company to remarkable success, with her clients' books reaching millions of readers and generating significant revenue.Angela holds a B.A. and an M.A. in Journalism and Media Affairs from George Washington University and a Ph.D. in Communications from the European Graduate School as well as a graduate certificate in Corporate Social Responsibility from the Unviersity of Colorado Boulder. She is also a bestselling author of eight books, including neurodiversity-affirming titles like The Equalizing Quill and Make ‘Em Beg To Work For You, which have earned her acclaim and recognition in the publishing industry.Angela is not just an advocate; she is a beacon of inspiration, empowering autistic individuals and educating the broader community about the value of neurodiversity. Her advocacy extends beyond her professional work. She actively engages with audiences through social media platforms and her podcast, sharing her story and encouraging others to understand and embrace neurodiversity. Her commitment to making the world a safer and more inclusive place for neurodivergent people is evident in her storytelling, public speaking, and educational efforts designed to foster neuroinclusive workplaces and provide valuable insights into the benefits of neurodiverse teams and strategies for creating supportive environments for autistic individuals.Regulating Stims: echolalic singing, nail-biting, fidget bubble poppersAlliterative SPINs: Hamlet, Hamilton, John HammWebsite: https://angelakingdon.com/LinkedIn: https://www.linkedin.com/in/angelakingdon/Instagram: https://www.instagram.com/autisticculturepodcastFacebook: https://www.facebook.com/drangelakingdonYouTube: https://www.youtube.com/@AutisticCulturePodcast

A few weeks ago, Apogy founder Jessica Crow asked her LinkedIn network if they had any examples of companies that went through a major transformational change and did it well. Bill Kirst, an author, poet, podcast host, tech leader, and one of LinkedIn's Top Thought Leadership Voices on Change Management, responded, “I can share that organizations like American AgCredit and Northwest Farm Credit Services did well through transformational change. Kudos to great leaders like Kay Meyer, Emilie Suess, Kenneth Alford for their focus on the people side of change while transforming the organization with technology.” Eager to hear more, Jessica asked Bill if he would share more about his experience. In this special episode of Change Leader Insights, Jessica Crow speaks with Bill Kirst about the impact his engagement with the organizations he mentioned had on him and what made their transformations successful. During the conversation, Jessica and Bill said, “Those two organizations in agricultural lending are made up of really amazing humans, and I think if you start with a place of positive intent, and you have the desire to leave the world better than you found it, I think you can go through any transformation.” Be sure to listen in to hear more about Bill's experiences and tips for achieving success in your change transformations, including authentically connecting with the people you're working with and pivoting plans when needed to meet them where they are. Bill authors the monthly newsletter, “Leading Change in the Era of AI,” posing powerful questions while untangling the complex concerns from the profound promises of this generation's most disruptive innovation - AI. Bill has worked at Adobe, Microsoft, IBM, University of Washington and for nearly two decades has led companies, institutions and government agencies through digital transformation journeys. He sits on the Alumni Board at The Johns Hopkins University and served in the U.S. Army Reserve, finishing his service as a Captain in the Signal Corps. Bill's podcast “Coffee & Change” was selected as one of the 10 Best Military Leadership Podcasts by FeedSpot.

The AICPA & CIMA CFO Conference begins April 23 in La Quinta, Calif. The co-chairs of the conference planning committee joined the Journal of Accountancy podcast to discuss top-of-mind issues for finance leaders and to preview the agenda for the in-person event.   Ted Delgado, CPA, CGMA, and Summer Redmon, CPA, finance executives themselves, shared what they learn from attending the conference each year and explained the ways that the pace of change has affected the CFO role.   Also, Lisa Simpson, CPA, CGMA, AICPA & CIMA's vice president–Firm Services, joined the show to discuss International Women's Day, which this year is on Saturday. Resources: n  CFO Conference registration information and agenda. n  Podcast conversations in September and January with not-for-profit CFO Janice Stucke, CPA. What you'll learn from this episode: ·         The value of self-awareness and servant leadership for CFOs. ·         Redmon's explanation of a former boss referring to herself as “CFO-plus.” ·         Delgado's summary of a session on navigating business slowdowns. ·         Highlights of other topics and panel discussions at the conference. ·         The importance of International Women's Day to one AICPA & CIMA leader.

In honor of Rare Disease Day, Meg Escobosa is joined by Kinnari Patel, President, Head of Research & Development, and Chief Operating Officer of Rocket Pharmaceuticals.Meg and Kinnari discuss the significant impact of genetic testing and drivers for finding cures for rare diseases, the demands and rewards that come with spearheading Rocket Pharmaceuticals, and how true passion has solidified her unwavering commitment to creating a positive impact for rare disease patients.Kinnari Patel, PharmD is President, Head of Research & Development and Chief Operating Officer of Rocket Pharmaceuticals, a clinical-stage company seeking gene therapy cures for patients with rare diseases. Kinnari has more than 20 years of pharma experience, including stints at Bristol Meyers Squibb, Novartis, Roche, and Pfizer.Kinnari graduated with a BS in Biology and a Doctor of Pharmacy degree from the University of the Sciences in Philadelphia. She completed an Executive MBA from NYU Stern School of Business and the C-Suite Harvard Business School Advanced Management Program.Outside of Rocket Pharmaceuticals, Dr. Patel is a member of the Alliance for Regenerative Medicine's (ARM) Board of Directors and serves on the Healthcare Businesswomen's Association (HBA) Global Advisory Board.Further Reading: Kinnari Patel's LinkedInRocket PharmaceuticalsRocket Pharmaceuticals' LinkedInNational Organization for Rare Disorders (NORD)Rare Disease DayRady Children's Institute for Genomic MedicineInvitae Unlock™ Immunology ProgramAlliance for Regenerative MedicineHealthcare Businesswomen's AssociationEpisode Credits: The Game-Changing Women of Healthcare is a production of The Krinsky Company. Hosted by Meg Escobosa. Produced by Meg Escobosa, Calvin Marty, Chelsea Ho, Markala Comfort, and Wendy Nielsen.Edited, engineered, and mixed by Calvin Marty. All music composed and performed by Calvin Marty. ©2025 The Krinsky Company

“If people are acting like children in your environment, it's okay to be the teacher.”Setting and enforcing boundaries at work “is always about creating safety for yourself… it's not about them.”In this episode, Workplace Conflict Mediator, Communication Coach, and Civil Rights Attorney Meredith Holley shares her personal experience with landing her dream job–only to end up being sexually harassed by her boss.She shares how that experience became one of the most transformative experiences of her life, what she learned about setting and enforcing effective boundaries (even when there's an extreme power differential), and some solutions-based tips to help anyone who would like to develop more solid strategies for themselves.This conversation is so relevant to the work and personal situations many of us are navigating today. When you listen to this episode, you will walk away with a greater sense of personal power, knowing how to protect yourself and your peace. That's worth 40 minutes, no?—Meredith Holley is a workplace conflict mediator, communication coach, civil rights attorney, and co-host of the Empowered Communication Podcast. Meredith helps mission-driven workplaces resolve toxic workplace conflict.To learn more about Meredith and her work, visit https://erisresolution.com. To listen to the Empowered Communication Podcast, search for it on your platform of choice or head to https://www.erisresolution.com/podcast. You can also connect with her on social…LinkedIn: https://www.linkedin.com/in/meredith-holley-1716b9a8Facebook: https://www.facebook.com/meredith.holleyInstagram: https://www.instagram.com/erisresolution

Not only do we desire to launch new disciple-making movements, but those who dare to multiply work to see an expression of movemental Christianity in their unique contexts. Today on the podcast we have Rich Robinson, co-founder of the Movement Leaders Collective, and author of the book All Change.  He and Cynthia discuss how to bring about change in an organization, church, business, or community and see the release of new expressions of church and Kingdom. Sign up today to join us for the 100th episode LIVE celebration!  We'll send you all the details and a reminder. Sign up link:100 Episode Celebration Connect with Rich at: allchange.com or movementleaderscollective.com

How can you create a culture that embraces change?Why is it critical to build leaders at levels of your organization?My guest on this episode is Monique Herena, Chief Colleague Experience Officer at American Express.During our conversation Monique and I discuss:Monique's philosophy on taking career leaps and the importance of stepping out of your comfort zone.Why American Express refers to their team members as colleagues and invests in improving the “colleague experience” each and every day.Why their framework for winning is the north star for their business strategy and cultureHow American Express is building enterprise leaders at all levels of the organization.Why next-gen HR leaders should embrace change and adopt a mindset of continuous learning and improvement.Connecting with Monique:Connect with Monique Herena on LinkedInEpisode Sponsor:Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leadersHR Leader's Blueprint - 18 pages of real-world advice from 100+ HR thought leaders. Simple, actionable, and proven strategies to advance your career.

Ville Reijonen: Why Organizational And Scrum Patterns Are Essential for Leading Change Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Ville shares how patterns provide a structured approach to implementing change in organizations. During informal chats with colleagues before the pandemic, Ville would share useful patterns to build common understanding. He explains how patterns create a shared language that helps teams internalize concepts like Scrum roles and processes. Ville recommends ScrumBook.org as a resource for sharing patterns and insights with colleagues. By using patterns, Scrum Masters can foster more effective change processes and create a cohesive vision for their teams. Self-reflection Question: How do you use patterns to enhance your team's approach to change? [The Scrum Master Toolbox Podcast Recommends]