Podcasts about leavey school

In this Swift Chat conversation, Marie Swift speaks with Meir Statman, Professor of Finance at the Leavey School of Business at Santa Clara University, to discuss the field of behavioral finance. Renowned for his research, Meir Statman has recently authored a new book called "A Wealth of Well-Being: A Holistic Approach to Behavioral Finance," which offers profound insights into the psychological underpinnings of financial decisions and their broader implications for personal well-being. Statman delves into the core themes of the book, unraveling how our emotions and cognitive biases shape our financial behaviors in ways that often defy traditional economic theories. He also shares practical strategies for making more informed and rational financial choices, emphasizing the importance of understanding the human elements that drive our decisions. Whether you're a finance professional looking to enhance your understanding of behavioral economics or simply interested in the interplay between money and human behavior, this episode offers a wealth of knowledge and thoughtful insights. Tune in to discover how to navigate the complex financial landscape with greater wisdom and clarity. Don't miss this opportunity to learn from one of the leading voices in behavioral finance. A Wealth of Well-Being is available now at Amazon, Barnes & Noble, and other major retailers.

Dan Trepanier is Chief Executive Officer at Arcadia Tractor Corp., who is building an autonomous vehicle for unstructured environment. Key topics in this conversation include: The challenges of field robotics Why ball picking at golf practice ranges present the perfect beachhead for Arcadia The importance of finding paid deployments and real-world learning opportunities, quickly An intro to entrepreneurial finance How Arcadia plans to grow and scale in the coming years Links: Show notes: http://brandonbartneck.com/futureofmobility/dantrepanier https://www.linkedin.com/in/dantrepanier/ https://www.arcadiatractor.com/ Bio Dan has 30 years of experience working in technology and finance. After earning his degree in Electrical Engineering from Queen's University (Kingston, Ontario), Dan worked in various technical and business roles including 6 years at Anadigics (NASDAQ:ANAD) where he last contributed as Director of Product Marketing. Dan was the founder and CEO of Quake Technologies, the market leader in 10 Gb/s Ethernet semiconductor technology. Through a challenging tech downturn, he led Quake to profitability and an eventual acquisition by Applied Micro Circuits Corporation (NASDAQ:AMCC). Dan joined Xambala as CEO and led a pivot away from fabless semiconductors to High Frequency Trading. Xambala became a leading market maker in U.S. Equities. Dan was part of NASDAQ's committee to revamp the Market Structure of the Opening and Closing Auctions. Xambala was acquired by Final, an Israel based trading firm. In 2018, Dan founded Trep Capital and joined the faculty at the Leavey School of Business at Santa Clara University where he has been teaching Data Science and Finance. Dan has played various leadership roles at the business school including as Faculty Director for the MS in Business Analytics and as Director of MS Programs where he led the MSBA, MS Finance, and MS in Information Systems programs. Dan established corporate partnerships to provide all MS students with industry-led practicum projects. Dan loves to play outside. You can catch him running or mountain biking on the trails of the Peninsula Open Space Preserves. When he's not on the trails, Dan enjoys spending time with his wife and three kids About Arcadia: Arcadia Tractor is enabling field robotics, one application at a time. Our all-electric tractors operate in unstructured environments. They are self-driving, self-charging, and self-learning. We build on each application to tackle greater complexity, add more value, and increase scale. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, effective, and accessible mobility solutions, with a spotlight on the people and technology advancing these fields. linkedin.com/in/brandonbartneck/ brandonbartneck.com/futureofmobility/

Ann Skeet is the Senior Director of Leadership Ethics at the Markkula Center for Applied Ethics at Santa Clara University. Ann teaches ethics literacy for boards in the Silicon Valley Executive Education Center in the Leavey School of Business. She is also a co-author of ‘Ethics in the Age of Disruptive Technologies: An Operational Roadmap'.  Tune in as we discuss: The Six Ethical Lenses Framework How to incorporate ethical principles into your decision-making Why trust is a crucial currency for successful operations Some ethical challenges that arise with the implementation of AI How do you counter bias in decision-making? Links Mentioned: Free guide: https://heartmanagement.org/en/guide/  ‘Ethics in the Age of Disruptive Technologies' by José Flahaux, Brian Green and Ann Gregg Skeet Leading Transformational Change episode with Sandra J. Sucher Dr. Dan Siegel Ann Skeet on LinkedIn Ann Skeet on X Markkula Center for Applied Ethics at Santa Clara University

The case is not really about cryptocurrency but about fraud, points out Seoyoung Kim, department chair and associate professor of finance and business analytics at the Leavey School of Business at Santa Clara University. But regulators and lawmakers are watching and the outcome of the trial will have repercussions throughout finance.

Employee Motivation and Commitment is the lowest since June 2022, according to recent data from the ADP Research Institute. Why are employees feeling less motivated right now and what can be done about it? Join “Can You Hear Me?” co-hosts Eileen Rochford and Rob Johnson as they welcome special guest Mark Heisten,  a brand strategy and enterprise storytelling expert who will answer the question “What do we do about disengaged workers?”Meet our GuestMark Heisten - Leadership LegendMark Heisten more than 25 years of experience in marketing, sales, and business development in global financial services brands and emerging growth start-ups. During his career, he cultivated a reputation as a brand and communications innovator and change agent, focusing on improvements in people, process, and measurement to increase the value of the companies and teams he's led.Mark is currently an brand strategy and strategic communication instructor at the University of Colorado – Boulder and a founder of an executive storybuilding start-up Leadership Legend, which works with executives and rising leaders to craft reputation-building stories.Prior to CU-Boulder and Leadership Legend, Mark served as Chief Revenue Officer (CRO) at a FinTech start-up in San Francisco. Prior to that he was the Vice President/Head of Integrated Payments at Worldpay, a leading global payments technology company. There, he transformed the orientation of the team from work-product to work-results – data-driven and outcomes-focused. Mark oversaw the sales and marketing integration of the company's $425mm acquisition of Moneris US, and shaped the new global business strategy resulting from the $10B acquisition of Worldpay Plc.Mark served as the vice president of business development and a member of the executive team at Vanguard Cleaning Systems, a North American franchise system with more than 3,500 franchisees. During his tenure, he drove an overall increase in sales conversion rates, expanded the global footprint of the brand, and earned placement of the brand in the top 10 in the Franchise 500. Additionally, Mark implemented the company's marketing automation and Net Promoter Score (NPS) programs, which increased lead flow and retained existing clients more effectively.Prior to Vanguard Cleaning Systems, Mark was the head of commercial product marketing at Visa during the company's $18B IPO and was the Head of Account Management & Strategy at Nimblefish Technologies, a SaaS-based marketing automation start-up with clients including Apple, Adobe, Microsoft, Royal Caribbean Cruise Lines, FedEx, Lowe's Home Improvement and the U.S. Army among many others.Mark also worked at several start-ups and integrated marketing communication agencies. His programs earned numerous awards from the PRSA and DMA including a Silver Anvil of Excellence award and ECHO Diamond awards. Mark has worked with numerous clients including: American Express, Apple, AT&T, Adobe Systems, Business Objects, Capgemini, Chicago Bulls, Chicago White Sox, FedExKinkos, Holiday Inn, HP, IBM, IMD, Intuit, Lowe's Home Improvement, MasterCard, Microsoft, Midas, Owens Corning, Ralston-Purina, Vantiv, Visa and Worldpay.Mark earned his BA in English from the University of Missouri, his MBA from Santa Clara University's Leavey School of Business, and is currently finishing his Ph.D. Media Research and Practice from the University of Colorado-Boulder. His research focus is on ethics, leadership, and socio-political engagement by corporations.Mark adheres to the belief that great people make great cultures, and great cultures build valuable brands.

Craft business, such as microbreweries and ethical chocolate companies, has seen a rise in the past several years, with many claiming to put values over excessive profit. Meanwhile, larger, economically driven businesses, such as Silicon Valley Bank, have imploded in the wake of questionable decision making. Are craft businesses somehow more ethical or moral than others? Or is business ethics an oxymoron? The answer really depends on values. In this episode of the Delve podcast, On this episode, Jo-Ellen Pozner, a professor at the Leavey School of Business at Santa Clara University, joins Desautels Professor and Delve Editor-in-Chief Saku Mantere in an inspired conversation that asks how ethics affects the ways that businesses fundamentally function, from everyday operations to how leadership and boards make strategic decisions.Delve is the official thought leadership platform of McGill University's Desautels Faculty of Management. Delve's Managing Editor, Robyn Fadden, is the host for this episode. You can find out more about Delve at delve.mcgill.ca. Subscribe to the Delve McGill podcast on all major podcast platforms, including Apple podcasts and Spotify, and follow DelveMcGill on: LinkedIn, Facebook, Twitter, Instagram, and YouTube. Hosted on Acast. See acast.com/privacy for more information.

A podcast for deans and academic leadership.DEANS COUNSELJames Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com--EPISODE 09: Caryn Beck-Dudley (AACSB International) on Shifting Expectations for Business SchoolsOn this episode of Deans Counsel, moderators Jim Ellis and Ken Kring speak with Caryn Beck Dudley, CEO of the Association to Advance Collegiate Schools of Business (AACSB). A former attorney in commercial and corporate law, Caryn entered the academic world and went on to become Dean at the Jon M. Huntsman School of Business at Utah State University, the College of Business at Florida State University, and then the Leavey School of Business at Santa Clara University, before moving into the roll of CEO and President of AACSB in 2020.In her conversation with Jim and Ken, Caryn addresses a wide range of subjects including: • How AACSB provides value to business schools• Leading the organization through a time of fiscal and strategic stress • How AACSB supports schools' transformations into more comprehensive paradigms • AACSB's shift toward measuring “societal impact” • Trends in teaching expectations in the modern era and the business school's value-add • Improving the accreditation process and the value of the information • How to best take advantage of AACSB's services Learn more about Cary L. Beck-Dudley: https://www.aacsb.edu/about-us/get-to-know-us/leadership/caryn-beck-dudleyComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at feedback@deanscounsel.comThanks for listening.-Produced by Joel Davis at Analog Digital Arts

The conventional narrative about the economic history of World War II says that new learning from wartime mobilization jumpstarted a postwar golden age of fast economic growth. But, economist Alexander Field writes in his 2011 book, A Great Leap Forward, "It was not principally the war that laid the foundation for postwar prosperity. It was technological progress across a broad frontier of the American economy during the 1930s." Field develops that argument in his new book, The Economic Consequences of U.S. Mobilization for the Second World War, released last fall. In this episode of Faster, Please! — The Podcast, I'm joined by Alex to discuss his argument.Alex is the Michel and Mary Orradre Professor of Economics at Santa Clara University's Leavey School of Business.In This Episode* Depression-era technological progress* Economic detective work (8:04)* What about the scientific advances of WWII? (13:23)* The US economy if WWII never happened (17:39)Below is an edited transcript of our conversationDepression-era technological progressJames Pethokoukis: You write in A Great Leap Forward, a book that I consult frequently and mention frequently in my writings: “The years 1929-1941 were, in the aggregate, the most technologically progressive of any comparable period in U.S. economic history. … It was not principally the war that laid the foundation for postwar prosperity. It was technological progress across a broad frontier of the American economy during the 1930s.” Your new book builds upon that argument, but could you, just for a moment, give a quick summary of A Great Leap Forward, and then how that moves into your new book?Alexander Field: The basic argument of A Great Leap Forward was that behind the backdrop of double-digit unemployment for at least a decade, potential output was growing by leaps and bounds during the Great Depression. It wasn't really recognized until Simon Kuznets had to try to do a back-of-the-envelope calculation of what the potential of the economy could be. But the contributors to that were, I think, several. Number one was the last third of the conversion of the internal transmission of power within American factories from the shafts and belts, which was a signature of the 19th-century factory, to fractional-horsepower electric motors and electric wiring. And the second part was just an enormous amount, surprisingly, of research and development spending. Just astounding, if you think of the Depression as being so disastrous macroeconomically, but in terms of the number of people employed growing by leaps and bounds, number of labs established. And then finally, although it's widely accepted that the New Deal spending was too small in a Keynesian sense to immediately bring the economy out of the Depression, nevertheless, that spending on streets and highways and bridges and hydropower and so on had very strong positive supply-side effects. I think it's the combination of those three factors that I see as responsible for making potential output so much larger in 1941 than people thought it was.For the layman, your finding in that book, your thesis, is extraordinarily counterintuitive. You would never expect that underneath that sky-high unemployment number and the failing banks and the breadlines, there was this sort of innovative ferment happening and foundations laid for future progress. Similarly, to the extent that people would have an economic opinion about World War II, I would guess: 1) that it brought us out of the Great Depression, and 2) that it was a period of key advances, key technologies and the fact maybe we learned how to do things more efficiently during the war, whether it's build boats or what have you. Those two things are what played a huge role in postwar prosperity—I think that might be sort of the everyman way they would conceive of it. That is not exactly what you found.I think you've done a very good job characterizing what I see as the two key themes in the conventional wisdom about the Second World War. Basically, the argument that fiscal and monetary stimulus rapidly closed the output gap, the unemployment rate went from under 10 percent in ‘41 to unimaginably low, below 2 percent, in ‘43 and '44. That's accepted and I'm not challenging that. But the second part of the conventional wisdom is what the economists call learning by doing: the emphasis on the decline in unit costs with accumulated output as a result of producing military durables. And the argument is exactly as you stated it. The argument is that learning spilled over into the postwar period and kind of underlined the supply side foundations for the golden age, which is ‘48 to ‘73. Now, my argument is different.I see the Second World War from a productivity history perspective as a detour. My argument is that the progress, the growth of potential output up through 1941, that's essentially most of the reason why the US stands astride the world economy in '48, not what happened between ‘41 and '48. It might have been different if the US had persisted in producing a hundred thousand piston-driven aircraft a year. But we didn't. We didn't produce piston-driven aircraft. Most of the products that we got very good at making, we stopped making them fairly soon after Victory over Japan Day. And I view most of that specific human capital as not really having a great deal of relevance after the war.As you mentioned, the things we got good at making were not just the instruments of war, but the instruments of war at a particular period. They were not going to be applicable to future conflicts, but they're also not applicable to a civilian economy that, once the war was over, began to expand very quickly. You mentioned the airplanes. I would also assume the kind of ship building that was done in the war was also not particularly applicable to the post-war era.That's right. That's exactly right. I see basically, the success of US industry under government leadership in producing the military ordinance that supplied our armies, as well as those of Britain and the Soviet Union, our allies, and so on — I see that basically as the application of technologies that had been honed in the ‘20s and particularly in the 1930s, producing automobiles and refrigerators, and applying that management experience to mass producing military durables, rather than the view that it was experience producing military durables that laid the foundations for the postwar period in terms of the supply side.Economic detective workI think people would think that we didn't need to look anymore at the Great Depression or World War II, that this is, they would say, settled science. We know exactly what happened and why it happened. Apparently the role of the World War II, what happened there, is not settled science. So what were people missing previously? What did you find that presents a different perspective?I think, as you say, it began with the findings about the Great Depression. I think what we're doing in the business of research, particularly academic research, is we're researching things: We're trying to find something new to say. But finding something new to say is only part of it; it also has to be something that actually might be true. And so it really it came out of really deep immersion in a variety of sources, both statistical and documentary: reading the minutes of the War Production Board, reading the minutes of the planning committee. And as this happened, a lot of preconceptions that I had about the war began to fall away. For example, the central empirical finding, surprising finding, in this book, or the argument, is that the productivity of American manufacturing—and it is within manufacturing that we would expect to see the effects of learning by doing—actually dropped dramatically between 1941 and 1945.And one of the things that I kind of picked up from this immersion in the sources was, rather than a view of American industry during the war as 24/7, 365 days a year, I get a picture of really profound production intermittency. In other words, essentially the need to shut down production lines, because it's a shortage economy. You've moved from a surplus economy to a shortage economy; sub-assemblies and raw materials and ultimately labor are being rationed. And if you can't get the heat exchanger you need, then the whole line is going to sit there. It's a very different view. And then you see this being said. In [War Production Board chairman Donald] Nelson's biography he talks about destroyer escorts: “Well, they were sitting there for six months because they couldn't get the part that they needed to complete it.” And those are kind of throwaway lines. They're there, but they're not part of the kind of standard narrative; they're kind of overlooked as anomalies. And I don't want to get too Thomas Kuhn-ian about that, but if you start kind of pulling those anomalies together and assembling them and so on, then you get a different picture. And that's what I've tried to articulate in the book.I love your role as a kind of economic detective. It's not just about going to the BLS website and pulling up the data and then off you go. There's some real detective work as a historian, as much as an economist, going on here. It's really interesting thinking about the narrative because I think you're right that I picture December 7th, 1941, we head off to war and then it's all hands on deck, the production lines are never quiet, the steel mills are never cool, and it's all that way until August 1945. But perhaps now having gone through this pandemic, we're a little more aware of what happens when you have a shortage economy, which is what you found.Yeah, it's absolutely the case. I mean, ‘42 was absolutely a chaotic, terrible year. I would say there was no consensus in Washington that the United States was going to win the war, and it wasn't just the problems of suddenly having to produce a radically different set of products and making all this transition. The Japanese and the Germans weren't making it any easier for us, and I talk about that in the book as well. I think also vastly overlooked: I had absolutely no idea of the severity of what I call the rubber famine in the United States. When the Japanese overran Singapore in February '42 and then rapidly shut off all of the exports, they cut off over 95 percent of the one strategic material in which the United States had effectively no domestic sourcing. And they were panicked, absolutely panicked about this, the Rubber Survey Committee. So that was another negative supply shock. And then the Germans were enormously successful in torpedoing what I call the tanker pipeline that was bringing petroleum and petroleum products from east Texas and Louisiana to the eastern seaboard. That's how it was moved and so forth. And between January and June of ‘42, they torpedoed 400 ships in the Atlantic and the Caribbean and just completely shut that down. And there were also serious consequences about that.What about the scientific advances of WWII?Was the war a time of great science productivity? Or is that also a detour toward science that was not as applicable to the postwar period, and we were not able to build on the gains and science of the ‘20s and ‘30s and so forth?The evidence is pretty clear, and I would cite James Conant, former president of Harvard and also a member of the Rubber Survey Committee, basically saying, “During the war, basic scientific research was shut down.” This was an all-hands-on-deck, we're going to essentially exploit our existing larder of scientific knowledge to fight the war. Now, sure, obviously there were developments in terms of technology and science during the war. I can talk about some of them. We could talk about jet engines. It's clear that jet-engine technology did advance during the war. But look, aircraft and aircraft-engine technology was advancing very rapidly in the 1930s. And you have to ask the counterfactual: What would've happened without that? As far as the United States, we never flew any jet engines in the Second World War.Nuclear power: We spent $2 billion on the Manhattan project and so on. And I think the first nuclear power plant was in England in ‘56, I think. And we obviously have relied to some degree on nuclear power. I think the jury is kind of still out on the extent to which that was a big plus. And it's operated only with enormous subsidies in terms of government accepting the liability limits and so on. So we could talk about other factors. There were some significant institutional consequences of the Second World War, but from a technological perspective, I do see it as a detour. And as far as basic science, I think this is one of those areas in which there is not a lot of dispute. It was shut down as was R&D development in terms of consumer durables.What sort of response have you gotten from other economists, other economic historians?There have been sort of people nibbling at the edges. They're not happy with one little thing, one or the other. But I think the reality is that World War II is not something that economic historians have given that much attention to. The time series, econometricians will typically drop the observations from World War II: “Ah, it was a controlled economy. Everything was messed up. We can't run our [models].” And so on. The basic thesis I have not gotten a lot of pushback on.When I saw that your book had come out, the first thing that popped in my head, since I write a lot about productivity growth, was a passage in Robert Gordon's book in which he very specifically writes about labor productivity in World War II and how the improved production techniques and so forth were not forgotten after the war. What you're describing is a very different view of productivity.What Bob Gordon did in chapter 16. . .Obviously you're familiar with it.I read all of the manuscript in chapters, so yes, I am quite familiar with the book. And what he did in chapter 16 was, I think, absolutely crystallized and state very clearly the second key theme, in terms of the conventional wisdom, about the war. He went beyond that. He then kind of advertised it as novel. But in the book, if you read the book carefully, I have considerable documentation because whenever you're trying to say something novel, you have to persuade people that we didn't already know this and so on. And what I think Bob is doing, basically, there is just absorbing and very clearly stating what is the received wisdom by many historians and economic historians. And I just think it's wrong.The US economy if WWII never happenedI think one of the more intriguing economic counterfactuals is what the American economy looks like in the ‘40s and in the postwar era if there was no postwar era—if all else equal, there was no need for a war. If we had not had this diversion, what does the economy of the United States in the second half of the 20th century look like?It is a counterfactual. One thing I would say is that the war did interrupt a very strong trajectory of productivity growth, both labor productivity and total factor productivity, as the output gap closed between ‘39 and ‘41. And what you're seeing there in terms of my interpretation is, number one, just a continuation of that trend during the Depression of very strong productivity growth, secular trend, combined with a boost also from closing the output gap because of the pro-cyclicality of TFP. Now, if you just were to statistically extrapolate that through the ‘41 to ‘48 period, things look pretty good. It's a questionable kind of exercise in terms of how accurate that would be.If you look the world in 1948, people, historians, everybody else is looking at that and they're seeing the United States is standing like an economic colossus astride the world. The Soviet Union has lost 20 million people. Germany: Dresden, Hamburg, they've been fire bombed. England has had to basically liquidate its overseas economic empire to pay for the war. Japan has had two atomic bombs and virtually all of the other major cities have been fire bombed with incendiaries and so on. And I think it's natural, particularly because the US was victorious and so on, and particularly because it was so successful in production—but of course, productivity is not the same as production; it's production per unit input—because it was so successful in that to say that was attributable to the war years. And again, I come back to my thesis, which is: No, I see essentially in ‘48, the US had a major productivity lead over Western Europe and Japan, and the next 30 years, what the French call “les trente glorieuses” and so forth, essentially saw living standards converging among the developed world as that productivity gap is closed. But my argument is that that productivity gap is already quite evident in 1941. It's not a function of the war. It's there in spite of the war.So even without the destruction to our competitors in World War II and our lack of destruction, the US in 1950 would still be standing astride the world as an economic colossus on the technological frontier, even without the war.Right. It's interesting to think about American industry prewar, say in the ‘30s, and postwar. Let's talk about the American automobile industry, because that was central in terms of the prosecution of the war, in terms of the conversion of those factories and the contractors operating, the automobile industry firms operating these big defense plants and so on. Economic historians basically agree that the 1930s was probably the most dynamic period in terms of innovation in American automobiles, in terms of the development of industry. Do you really want to look at the 1950s and say that those were the glory years of American US manufacturing? I mean, the tail fins and so on, and the cars lasted three years, and we essentially owned the marketplace. We weren't threatened by foreign imports yet. But I don't see a major upward progression in that direction. I do want to say, though, in terms of the legacy of the war, that there were clearly some important things that were different because of the war and maybe it wouldn't have been if we hadn't had it. Number one, we had a compression of wages. So there was essentially 30 years of reduced inequality in income and wealth in the United States. Number two, little things like, for example, the incredibly peculiar system whereby Americans provide healthcare tied to your employer. It's just an artifact of what Henry Kaiser did when, because of caps on wages, he wasn't able to raise wages, so we'll have benefits, we'll have hospitals and so on. The introduction of tax withholding, because of the high tax rates, gave the federal government greater fiscal capacity. Blacks did very well. Many American blacks essentially had the opportunity to move from unskilled to semi-skilled positions. So yes, there were some consequences. I don't want to suggest that everything was exactly the same or worse. I wanted to get that on the record. But in terms of the general trajectory of the growth of productivity and potential output, I would argue that the war was a detour.Then to what extent was the immediate postwar boom — the ‘50s, ‘60s, heading into the early ‘70s — how much of that was based on tech progress and innovation that emerged in those decades, and how much was really building substantially on the foundations from the ‘20s and ‘30s?There's a couple of things. First of all, the ‘50s and ‘60s did benefit from relatively high levels of aggregate demand, partly because of military Keynesianism and the Cold War. So that problem was not so great. As far as the technology overlap, I think if there was learning during the war, and in chapter nine of my book I talk about this—and it's somewhat speculative there—I don't think it was within manufacturing. It's not the traditional emphasis on learning by doing. It was on logistics. It was on essentially the efforts, particularly in the military, in terms of the enormous knowledge, the use of linear programming, the gradual diffusion of those techniques to the private sector, the development of containerization, multimodal transit and so on. So if I were to kind of say in the post-war period, “what's the productivity legacy?” I think maybe we've been barking up the wrong tree and maybe more emphasis needs to be placed there.I read various comments from economists at the end of World War II and maybe right at the beginning of the postwar period, and there seemed to be a lot of pessimism about what would happen. Are we going to go back into a Great Depression? What's going to happen when all of these soldiers come back? Am I overstating that, that the postwar boom seemed to have been kind of a surprise to those economists?If you're thinking about actual output, a couple of things matter. Number one, potential matters, but also the output gap matters. And the big concern among economists at the end of the Second World War was aggregate demand. In other words, they say, “Once all of this military spending stops, essentially, it's going to be back to the 1930s” and so forth. And that didn't happen. I think the conventional wisdom is probably right. It is that the balance sheets of American households were just in great shape, they couldn't buy certain stuff, they were being well fully employed. They had a large lot of deferred demand for cars and washing machines. I think you're absolutely right. There was a lot of pessimism, but it was mostly focused on aggregate demand. I mean, in one sense, who cares about potential if you're way below potential? And that was, I think, what was driving that pessimism.My last question is about your previous book. I just want to mention again the name of your current book, which is The Economic Consequences of US Mobilization for the Second World War. A book I was delighted to see land on my desk. And as I said earlier, your previous book, A Great Leap Forward, one which is well thumbed-through by me. I have one final question about that book. The cover image is the famous Futurama ride from the World's Fair of 1939, New York City. Why did you choose that image?I think because it captured the kind of technological optimism and just sort of unalloyed and uncritical confidence in the ability of science and technology to push the economy forward, which had been absorbed by the population in spite of the double-digit unemployment. And of course, that is consistent with my thesis of what was actually happening in spite of the unemployment. I think that's the reason why I put that there. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

While at first glance, the use of ad blockers drops the revenue of news publishers, this may not be completely true. On the show today, Shunyao Yan, an Assistant Professor in Marketing at Leavey School of Business, Santa Clara University, discussed the effect of ad blockers on news consumption and how ad blockers can potentially be helpful for news publishers.

Dr. Barry Posner is the Accolti Endowed Professor of Leadership at the Leavey School of Business at Santa Clara University, where he has served as the Dean of the School for the last 12 years. Dr. Posner is one of the world's foremost scholars on the subject of leadership, and is best known for his book, The Leadership Challenge, which is an international best-seller with over 3 million copies sold in 22 languages. This award-winning book details the 5 practices that are most common when leaders are operating at their best, and has been recognized as one of the Top 100 Business Books of All-Time. To get access to all episodes and free resources, visit ChangingLivesPodcast.com.

A conversation with Anu Shukla. In this episode, I'm joined by Anu Shukla. Anu is a serial entrepreneur with over 20 years of high-tech industry experience having created a billion dollars of enterprise value from Martech startups. She is the Founder and CEO of RewardsPay Inc. and the Co-founder and Executive Chair of Botco.ai. Formerly, she was the Founder and CEO of Offerpal Media (aka Tapjoy, Inc. which was sold for $400 mm cash in Jan 2022), and she was the Founder and former CEO and Director of MyBuys Inc. (formerly Rubiconsoft) a venture-backed company acquired in 2011 for $200mm she started in 2002. Anu was the founder of Rubric, Inc one of the pioneers in Enterprise Marketing Automation 19 years ago, before the category existed. She is also a Venture Partner at Elevate.vc supporting and mentoring under-represented black, women, LatinX and other minority founders. Ms. Shukla served on the Board of Directors of Forum for Women Entrepreneurs and Executives, International Museum of Women (IMOW.org) and the Advisory Board for the Leavey School of Business, Santa Clara University. In this episode we talk about the wonderful world of marketing automation. Anu has seen the development of the marketing automation space for more than 20 years, building solutions and innovating right back in the 90's. We talk about the history of automated marketing, why Anu's all in on conversational AI, and where it's all heading. Go here for show notes, links, and resources. Subscribe to The Martech Weekly here. Follow Juan Mendoza on LinkedIn and Twitter. Listen on Apple, Spotify, Google, and everywhere else. You can find Anu on LinkedIn.

Edward Fuller, MBA, is a graduate of the Leavey School of Business. https://mises.org/profile/edward-w-fuller?page=1

Our journey in the world of NFTs continues and in today's podcast, I have the pleasure of interviewing Seoyoung Kim the Author of NFT for Dummies.Seoyoung Kim is an Associate Professor of Finance and Business Analytics at Santa Clara University's Leavey School of Business, where she teaches Financial Management, Financial Engineering, and FinTech.As the financial markets are plummeting all over the world, and the crypto and blockchain sectors make no exception, professor Kim's expertise in innovative financial instruments will help you gain some clarity.Listening to this episode of Lux and Friends you'll learn that to understand NFT you have to, first and foremost, understand cryptocurrencies and the mother of them all, Bitcoin.You will also gain a perspective to see beyond digital art. You'll learn that NFTs are contracts on top of a ledger. Public and sometimes decentralized. If these words sound too technical and perhaps boring beware….for they are revolutionary.

Rob McMillan is the EVP and Founder of Silicon Valley Bank's Wine Division. Rob is one of the top wine-business analysts in the United States and the Author of Silicon Valley Bank's highly regarded annual State of the Wine Industry Report, described by The New York Times as “… probably the most influential analysis of its kind.”  With decades of experience researching the industry and working with winery clients, Rob's views are sought after and trusted by winery owners, journalists, entrepreneurs, and investors. He is a prominent speaker, both domestically and internationally, and you will find him extensively quoted in national, regional, and trade press. He has also been named several times as one of the Top 50 Most Influential People in the US Wine Business.  Rob's banking career has spanned over 35 years — more than 25 with Silicon Valley Bank. In that time, he has held many roles, including Founder and Division Manager of the Wine Group, Executive Manager of the bank's commercial division, and several years as a member of Silicon Valley Bank's Managing Committee. He is currently responsible for establishing new winery relationships and offers private management presentations and strategic consulting to the bank's clients across the portfolio. Rob received a bachelor's degree in finance and economics from Sacramento State University and an MBA from Santa Clara University's Leavey School of Business. In this episode… How can you track the state of the wine industry? Can past data predict future possibilities? One of the top wine-business analysts is here to share his findings and advice to help your brand succeed.  Rob McMillan has spent years researching trends and data in the wine industry. Using the facts and figures as his guiding star, Rob has found that current brands need to make changes in order to connect with new consumers. Surprisingly, only 20% of Millennials and 3% of Gen Z consume wine. So how can you engage with these younger generations and welcome them into the wine space? As Rob says, your brand has to showcase values that align with this wave of consumers. They want a shared experience, a mission-driven brand, and above all, authenticity. In this episode of VINTed, Scout Driscoll is joined by Rob McMillan, EVP and Founder of Silicon Valley Bank's Wine Division. Rob digs into the data of his annual wine industry reports, the current generational shifts happening within the industry, why experience is vital to consumer happiness, and the importance of aligning your brand's values, marketing, and story. You don't want to miss this insightful episode!

In our Leadership Profile series, Mary connects with Eva Sage-Gavin. Eva is a former CHRO and has served in top HR and C-suite leadership roles at many of the world’s well-known Fortune 500 companies, including PepsiCo, The Walt Disney Company, and Gap Inc. Eva most recently was the Senior Managing Director, Talent & Organization Practice at Accenture helping companies evolve their workforces to innovate, unlock human potential, and drive transformation. In this episode, Mary and Eva discuss how changing industries, functions and geographic experience gives you more choice and opportunity and can make you more resilient. They also discuss the importance of cracking open doors and bringing people with you so your legacy continues to pay it forward, what characteristics can make someone a really great leader in today's context and much more. Eva was also a senior advisor to the Boston Consulting Group and the G100 Network and was the first woman to serve on a public technology company board. She is currently an executive in residence at Cornell's School of Industrial and Labor Relations and Santa Clara University’s Leavey School of Business. Eva has received many honors -among them: the National Association of Corporate Directors as one of the most influential leaders in corporate governance boardrooms, the Silicon Republic named Eva as a top 16 Future-of-Work Influencer and HR Executive named her as a Top 100 HR Tech Influencer. Eva is also the recipient of Cornell University ILR School William B. Groat Award for lifetime achievement in Human Resources. Resources mentioned in the episode: * ​Ruth Bader Ginsberg book My Own Words

In this episode, Mary connects with Jim Kouzes, the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, now in its sixth edition, with over 2.8 million copies sold. He also currently serves as a Fellow with the Doerr Institute for New Leaders at Rice University, and previously was the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. During the episode, Mary and Jim discuss practices to help leaders at every level be the best they can be, how these practices have shifted in times of disruption, and how all of us regardless of role or title can be extraordinary leaders.  Jim has co-authored over a dozen books, including Stop Selling & Start Leading, Learning Leadership, The Truth About Leadership, Credibility, Encouraging the Heart, A Leader's Legacy, and Everyday People, Extraordinary Leadership as well as the Leadership Practices Inventory (LPI)—the top-selling off-the-shelf leadership assessment in the world. The Wall Street Journal named Jim one of the ten best executive educators in the U.S., and he received the Distinguished Contribution to Workplace Learning and Performance Award from the American Society for Training and Development (ASTD). He was presented the Thought Leader Award by the Instructional Systems Association. Jim has also been recognized as one of HR Magazine's Top 20 Most Influential International Thinkers, as one of the Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America. Jim believes it was on January 20, 1961 when he was first inspired to study leadership. That was the day he was one of only a dozen Eagle Scouts who served in John F. Kennedy’s Honor Guard at the Presidential Inauguration. Resources mentioned in this episode * The Leadership Challenge by Barry Posner and Jim Kouzes* Shared Values Make a Difference: An Empirical Test of Corporate Culture by Jim Kouzes, Barry Posner and Warren Schmidt* Edelman Trust Barometer* Mindset: The New Psychology of Success by Carol Dweck 

With one foot in Silicon Valley and the other Washington D.C., Mary Furlong has the inside scoop on senior living. Learn about the innovations making a difference to older adults, and how a focus on family, creativity, learning, community, and vitality leads to success in the longevity market. About Mary Mary Furlong is Founder and CEO of Mary Furlong & Associates (MFA). Founded in 2003, MFA is a strategy, business development and marketing company headquartered in Lafayette, California. A serial entrepreneur, Mary founded the first social network for older adults, SeniorNet.org in 1986, and ThirdAge Media in 1996 (acquired by Ancestry.com in 2002), prior to MFA. She served as a White House Commissioner on Libraries and the Internet and has been honored as one of the top 100 Women in Silicon Valley by the Silicon Valley Business Journal, in addition to recognition from American Society on Aging and Ad Tech. Mary has also been featured in Fortune Small Business Top 25 and Time Digital Top 50. Mary produces the Silicon Valley Boomer Venture Summit, the Washington Innovation Summit, and What's Next Boomer Business Summit in the United States and co-produces What's Next Canada in conjunction with CABHI. She is an adviser to the Ziegler LinkAge Fund, CABHI and numerous start-up companies. She is a professor of entrepreneurship and Women in Leadership at the Leavey School of Business at Santa Clara University. She is the author of Turning Silver into Gold, How to Profit in the Boomer Market and The MFA Longevity Market Report. Her passion is helping entrepreneurs and organizations improve the lives of older adults by building products and services that make a difference. The MFA team brings intelligence, energy, and integrity plus a curated network of leaders to projects that transform the longevity market. Key Takeaways The reputation of senior living is improving, attracting people from different fields. There is an enormous amount of talent coming into the longevity market. Best in class companies want partnerships with senior living communities looking for the next generation. Food and nutrition are ripe for innovation. Senior living should look to the hospitality industry for ideas.

Today's guest is Jim Kouzes the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. Jim tells us about his first meeting with Barry and how they quickly became best friends.  That friendship and their complementary skills and interests led to writing The Leadership Challenge which has sold more than two million copies worldwide! Jim's focus on the applied and Barry's emphasis on research has allowed them to develop the Leadership Practices Inventory (LPI) a standard 360 leadership assessment.  Jim explains the process of creating LPI and how real-life examples play heavily into the ability of clients to grasp the concepts. The COVID-19 pandemic has changed the way many people work and think.  Jim discusses the changes in leaders and what employees look for in leadership due to the pandemic and whether we can expect these changes to subside as we move forward or if some of them will become the new norm. If you want a deep understanding of how evidence-based research can become applied skills you can use in daily life this is a great episode for you! Three Key Takeaways: When collaborating on Thought Leadership try to work with those who have complementary skills and not competing interests.  Your Thought Leadership should not include anything you cannot factually demonstrate. Real-life stories of how your Thought Leadership has worked can help others understand the principles of your content.

Next month marks the 10th year that I've been doing my podcast “Leadership Biz Cafe”, something that I started as an excuse to talk with some fascinating people about leadership and which has since become one of the most popular leadership podcasts out there. Although I didn't make any plans to celebrate this milestone, I'm delighted that I've been able to welcome such incredible guests as Tom Peters and now with this episode, another one of my leadership heroes, Jim Kouzes. Jim is the Dean's Executive Fellow of Leadership at the Leavey School of Business at Santa Clara University. But what I'm sure many of you probably know him for is the 30-plus books he's co-written on leadership, including the international bestseller “The Leadership Challenge”. For this episode, I've invited Jim to join me to talk about his latest book, “Everyday People, Extraordinary Leadership: How To Make A Difference Regardless of Your Title, Role, or Authority”. Over the course of this episode, some of the topics Jim and I discuss include: How leaders can avoid losing credibility by claiming they stand for one value, but then do something that goes against that stated value. What behaviours leaders need to tap into to get their employees to buy-in to their vision for their organization, and encourage them to take an active role in. How to take the lessons of the pandemic to encourage more experimentation and taking risks in order to evolve and grow. How leaders without any formal title can help empower their colleagues to bring their best efforts. Why it's vital for leaders to instill a sense of community and belonging if they are to attract and retain employees. It's truly an honour to be able to speak with such an esteemed thought leader in the leadership space about something we both care deeply about. I hope you enjoy this conversation as much as I did. https://open.spotify.com/episode/30y3ScfQ9YRORBuDGWLqXl Noteworthy links: Buy “Everyday People, Extraordinary Leadership” on Amazon.* Learn more about Jim Kouzes and Barry Posner's work - www.leadershipchallenge.com *Sponsored link used to support podcast.

Next month marks the 10th year that I've been doing my podcast “Leadership Biz Cafe”, something that I started as an excuse to talk with some fascinating people about leadership and which has since become one of the most popular leadership podcasts out there. Although I didn't make any plans to celebrate this milestone, I'm delighted that I've been able to welcome such incredible guests as Tom Peters and now with this episode, another one of my leadership heroes, Jim Kouzes. Jim is the Dean's Executive Fellow of Leadership at the Leavey School of Business at Santa Clara University. But what I'm sure many of you probably know him for is the 30-plus books he's co-written on leadership, including the international bestseller “The Leadership Challenge”. For this episode, I've invited Jim to join me to talk about his latest book, “Everyday People, Extraordinary Leadership: How To Make A Difference Regardless of Your Title, Role, or Authority”. Over the course of this episode, some of the topics Jim and I discuss include: How leaders can avoid losing credibility by claiming they stand for one value, but then do something that goes against that stated value.What behaviours leaders need to tap into to get their employees to buy-in to their vision for their organization, and encourage them to take an active role in.How to take the lessons of the COVID-19 pandemic to encourage more experimentation and taking risks in order to evolve and grow.How leaders without any formal title can help empower their colleagues to bring their best efforts.Why it's vital for leaders to instill a sense of community and belonging if they are to attract and retain employees. It's truly an honour to be able to speak with such an esteemed thought leader in the leadership space about something we both care deeply about. I hope you enjoy this conversation as much as I did. Noteworthy links: Buy “Everyday People, Extraordinary Leadership” on Amazon.*Learn more about Jim Kouzes and Barry Posner's work - www.leadershipchallenge.com *Sponsored link used to support podcast.

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

My guest Sriram Sundararajan is the founder of Hypergrowth Labs, based in CA, USA and is an avid researcher in emerging tech landscape. His global industry experience and consulting experience makes him a very sought after Adjunct faculty at the Leavey School of Business, Santa Clara University and at Stanford University.In this episode, Sriram and host Vai talk about :* Mentors and mentees* Need for mentoring* How mentoring differs from coaching* Making mentor-mentee relationships thrive* Role of mentors in achieving the above and the best fit that mentees can bring in* Who can benefit from mentoring* Mentoring as it applies to different category sets* Key aspects in nailing down best fit in mentor-mentee relationships* 3Cs that typically we come across in mentoring* Mentor-mentees making it productive and fruitful* Qualities possessed by people who are the right mentors* Mentor categories and structures* Student mentoring, executive mentoring* Student perspectives and work perspectives globally* Key to being successful as mentors and ways for career professionals and students to succeed in their career.Sriram's on  LinkedIn and his company website is https://hypergrowthlabs.com. A not to miss highly engaging conversation on a much needed topic!As always, follow the podcast from your favorite podcast source and subscribe for free. Rate the podcast and send in your feedback.Instagram follow is @freshleafforever and the twitter follow is @freshleafforev1 .If you would like to support the show to cover production costs, you may do so using the link below. Fresh leaf forever podcast comes to you from Listen Ponder Change, LLC founded by host Vai Kumar.Support the show (https://paypal.me/listenponderchange)

Millions of people already know his name and have studied his books in college! I'm delighted to have my friend, Jim Kouzes, on the Purpose & Principles podcast. Listen to his latest insights and how decades of research reinforce what we've known for a long time now: great leadership fosters a great culture that creates sustainable results. As always, I'm exciting to have you hear this show. More about my guest: Jim Kouzes is the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, with over 2.5 million copies in print. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The sixth edition of The Leadership Challenge was released in 2017 and is available in 22 languages. It was selected by FastCompany as one of the 2012 Best Business Books of the Year, was on the 2013 Wall Street Journal bestseller list, an Amazon Editor's Pick in 2007, and the winner of the 1995-96 Critics' Choice Award. It has been named one of the 100 best business books of all time by 800-CEO-READ. Jim and Barry have coauthored over thirty other publications including Learning Leadership, The Truth About Leadership, A Leader's Legacy, Credibility: How Leaders Gain and Lose It, Why People Demand It, Encouraging the Heart, The Leadership Challenge Workbook, and the Encouraging the Heart Workbook. Jim was again named in 2017 as one of the top 30 Global Gurus in Leadership, is the 2010 recipient of the Thought Leadership Award from the Instructional Systems Association, and for 4 years in a row named to HR Magazines Most Influential International Thinkers. In 2006 he was presented with the Golden Gavel by Toastmasters International. Jim and Barry are the recipients of the American Society for Training and Development (ASTD) 2009 Distinguished Contribution to Workplace Learning and Performance Award. Not only is Jim a highly regarded leadership scholar, The Wall Street Journal cited Jim as one of the twelve best executive educators in the U.S.

In this episode, I interview Dean Naren Agrawal from Santa Clara University. He speaks about his career trajectory, his research, the future of the Leavey school, and what skills he thinks are most important to succeed in the world today.

Jim Kouzes is the Dean's Executive Fellow of Leadership at the Leavey School of Business at Santa Clara University. He is also a lecturer and the co-author of the best-selling book, The Leadership Challenge. He has been cited by The Wall Street Journal as one of the 12 best executive educators in the US, and ranked by Leadership Excellence magazine as 16th on their list of the top 100 thought leaders. He joins Marcel Schwantes to talk about the relationship between leadership and adversity. Historically, many leaders who changed and shaped the world did so in the face of adversity and unfortunate circumstances. Jim defines leadership as the art of mobilizing others to want to struggle for shared aspirations. [6:23] At Marcel’s request, Jim condenses his years of research and data into three lessons: leadership is a set of skills and abilities; leadership is everyone’s business; and leadership is a relationship between those who aspire to lead and those who choose to follow. The five practices of exemplary leadership are: model the way; inspire a shared vision; challenge the process; enable others to act; and encourage the heart. [9:58] “Adversity is the opportunity for greatness,” Marcel quotes from one of Jim’s books. He asks Jim to explain the meaning. Adversity forces you to do things differently, Jim argues. He observed that most people credit their personal best to a challenge they overcame. [13:36] Studies show that leaders who display more empathy and compassion are better able to: walk in another person’s shoes, act on their understanding of others, and have higher levels of commitment to their organizations. Jim gives an example of a micro-action that leaders can do to demonstrate these positive traits. [17:41] Marcel asks Jim why he thinks some leaders still lead through fear. Jim says it may be because of belief: those with fixed mindsets are less likely to engage in exemplary leadership practices. Additionally, one of the ways people learn how to lead is by observing others. If leaders model tactics of fear and intimidation and they seem to work, their successors are likely to lead the same way. However, this kind of leadership is not sustainable, he points out. [24:50] One of the ten truths of leadership is that a leader’s behavior matters, as it has a direct impact over employee engagement. The most challenging exemplary leadership practice is inspiring a shared vision, Jim adds. Many leaders find it difficult to communicate their ideas in a way that they are confident their constituents understand. [30:26] Jim says, “The secret to success is staying in love. Staying in love gives you the fire to ignite a flame in others and have a greater sense of purpose. A person who is not in love does not feel the kind of excitement necessary to get ahead and to lead others. There is no other thing in life that is more positive and exhilarating than love.” [35:56] Resources Jim Kouzes on LinkedIn | Twitter

Frictionless Logistics: It’s the Collaboration, Stupid with Ketan Karkhanis Ketan Karkhanis and Joe Lynch discuss logistics collaboration and the friction that limits productivity for shippers, 3PLs, brokers, and trucking companies. About Ketan Karkhanis Ketan Karkhanis is the Chief Product Officer at Turvo, the first real-time collaborative logistics platform that uses artificial intelligence to perfect the science of movement. Prior to joining Turvo, Ketan worked at Salesforce for ten years where he held a series of senior management positions. While at Salesforce, Ketan led the development and launch of analytics and cloud products. Before joining Salesforce, Ketan spent nine years at Cisco in various roles including IT, product management, and consulting. Ketan holds a B.S. in Computer Science from Pune Institute of Computer Technology (India) and an MBA from Leavey School of Business at Santa Clara University. About Turvo Turvo is the world’s first multi-enterprise collaborative platform specifically designed for the global supply chain. The Turvo platform connects people and organizations across the supply chain, allowing shippers, logistics providers, and carriers to digitally transform their workflows with cloud-based software and mobile applications. The technology unifies all systems, internal and external, providing one end-to-end system of record set for all operations and analytics while eliminating redundant manual tasks and automating business processes. Turvo is based in the San Francisco Bay Area with offices in Dallas, Texas, and Hyderabad, India. Key Takeaways - Frictionless Logistics: It’s the Collaboration, Stupid  Ketan and the Turvo team have taken a fresh look at the way freight moves and the people involved in each shipment. Some observations: Logistics is a team sport and the team can't function at a high level without collaboration. Many existing TMS are built with a system view, not a customer view. The system view created point solutions and the need for time-consuming, costly system integrations. Technology stacks, legacy systems and a focus on individual silos result in a poor customer experience The goal of collaboration should be connecting people and systems to move things effectively and efficiently. Turvo has designed their platform to enable shippers, carriers, 3PL, and any other stakeholders to collaborate around one true record. Turvo's goal is to create one seamless experience that includes visibility, collaboration, and execution all in one place. The experience is elegant, intuitive, and in-context to the work that needs to be done. Frictionless logistics means doing the basics incredibly well. To reduce the friction and hassle, Turvo puts the visibility, collaboration, and execution all in one place Turvo's goal is to create an elevated customer experience that includes these key functions in one place: System of records (one truth of the transaction) Systems of engagement (communication and collaboration) System of intelligence (AI, analytics, etc.) Learn More  Ketan Karkhanis @karkhanis Turvo Turvo Partners with Ryder for Real-Time Visibility and Collaboration to Enable RyderShare The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast

Sudip Guha, is a cybersecurity professional, family man, and my fellow MBA candidate at The Leavey School of Business. Despite already being in a leadership position with a very respectable company in Silicon Valley, Sudip joins us to discuss how he continues to go further. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Episode 63: Damian Park (twitter @DamianBPark) teaches courses in environmental economics and microeconomics at Santa Clara University's Leavey School of Business. His research focuses on California water rights and water markets. Damian received his Ph.D. in Agricultural and Resource Economics from UC Berkeley in 2011 and his BA in Economics from Carleton College in 2003. He lives with his wife and daughters in Oakland. This episode's motto: "Learning results from the interaction between students and teachers." Are cell phones destroying the college classroom? https://arstechnica.com/tech-policy/2019/12/theyre-abysmal-students-are-cell-phones-destroying-the-college-classroom/

Jo-Ellen Pozner is an assistant professor of management at Santa Clara’s Leavey School of Business. She has an impressive set of degrees: a PhD in Management and Organizations from the Kellogg School of Management at Northwestern University; an MBA from New York University; a Masters in Economics from Johns Hopkins University; and a BSFS in International Economics from Georgetown University. Her research topics include organizational ethics and misconduct, social movements in business, and leadership.In this conversation, we discuss how working in Russia gave Dr. Pozner a new perspective on following the rules, how businesses can start social movements, and how students can gain a new perspective on their career.www.voicesofsantaclara.com/jo-ellen-pozner See acast.com/privacy for privacy and opt-out information.

Tanya Monsef Bunger is a global business consultant and professor with 25+ years of Silicon Valley high tech, startups and non-profit business success in the areas of finance, marketing and strategy. She has coached and delivered programs with leaders from 40+ countries.She is Dean's Executive Professor at the Leavey School of Business at Santa Clara University. She is the chair of the board for Global Women’s Leadership Network, and program director of the Global Fellows program. She designs leadership training, leads workshops, provides one-on-one coaching, and facilitates conversations to clients around the world. She speaks globally about the power of leading from authenticity as a way to create harmony in the workplace.In this conversation, we talk about so many things that I can’t even begin to list them here. The birth of her entrepreneurial spirit, discovering her mission early during her career, her time living in Turkey, how she makes decisions, her 1-word themes for the year, advice for students and the value of global citizenship are all covered. Enjoy! See acast.com/privacy for privacy and opt-out information.

In this episode we interview CEO Mike Klein who is Executive Chairman and CEO of iCAD a medical technology company, focused on artificial intelligence image interpretation technologies and intra-operative radiation therapy. Mike is a CEO board member who career has spanned Fortune 200 companies as well as startups. Mike lives in the Bay Area and has been a adjunct lecturer at the Leavey School of Business at Santa Clara University teaching the next generation of business leaders. Mike is an active member of the Silicon Valley entrepreneurial community.

Show #198 | Guests: Deborah Rohde, Nina Keebler, Michael Santoro | Show Summary: When you strip away the extremes, what is America’s relationship with honesty? We’re past believing that anyone is purely honest. And a quick vacation from reading the news can allay the despair that everyone is lying all the time. So what’s the reality? Ethics and justice icon Deborah Rhode of Stanford University tackled this huge topic in her book Cheating: Ethics in Everyday Life. We’ve expanded on that to create an hour’s conversation from multiple perspectives: Deborah’s deep knowledge plus: the view from the education world, with counselor and therapist Nina Keebler; and from the business world, with noted scholar and ethics consultant Michael Santoro. Deborah Rhode is the Ernest W. McFarland Professor of Law, the director of the Center on the Legal Profession, and the director of the Program in Law and Social Entrepreneurship at Stanford University. Among her dozens of accolades for her legal work, scholarship, and books is the White House’s Champion of Change Award, for her life’s work in increasing access to justice. Her books include Cheating; Adultery; The Trouble With Lawyers, and The Beauty Bias. Nina Keebler is a licensed Marriage & Family Therapist and the founder of Centered Wisdom, a group psychotherapy practice in Menlo Park. She specializes in working with Silicon Valley professionals, young adults and teens. In addition to her private practice she also offers expertise as a School Counselor at Menlo School and trauma specialist and the Camden Center, an Intensive Outpatient Program. Michael Santoro is a faculty member in the Leavey School of Business at Santa Clara University. Among his areas of expertise are business ethics and conscious consumerism. Prof. Santoro’s expert testimony in the Vioxx litigation became the basis for court-ordered corporate governance reforms adopted by Merck. He speaks frequently on pharmaceutical industry ethics, human rights, and financial industry ethics.

Caryn Beck-Dudley is the dean of the Leavey School of Business at Santa Clara. Prior to joining Santa Clara in 2015, she served as dean of College of Business at Florida State University for nine years. In her time at Santa Clara, she has worked to emphasize Santa Clara’s unique position as a Jesuit University in Silicon Valley. She is the first woman dean at Santa Clara, and was previously the first female dean at Florida State and Utah State.In this episode, we talk about what trends are going to transform business over the next 5 years, Ms. Beck-Dudley’s goals for the business school, the programs, skills and mindsets that students should be aware of, and her personal career path. See acast.com/privacy for privacy and opt-out information.

Bill Mains is the director for leadership and sustainability in the Leavey School of Business at Santa Clara, and a well-loved mentor to many students. In this conversation, we cover how Bill made his way to Santa Clara and discovered his passion for leadership education. We get into a few of the programs he has helped run, including the contemplative leadership and conscientious capitalism courses, and cover common leadership myths, Bill’s favorite book, and much more. See acast.com/privacy for privacy and opt-out information.

Karin Bootsma is Vice President of Marketing at RiseSmart, the leading provider of contemporary career transition services, which combines services with technology to help impacted employees move into new jobs faster – while proving HR with full support during workforce reshaping events. Bootsma has two decades of technology and human capital management marketing experience at public and private companies. In her role at RiseSmart, she is responsible for global marketing, including product marketing, demand generation, sales enablement, branding, communications, and customer advocacy. Prior to RiseSmart, Bootsma had global responsibility for Product Marketing, HR Alliances, and the Talent Management Suite product line at Monster Worldwide. Bootsma holds an MBA from Santa Clara University, Leavey School of Business, and a bachelor’s degree in mechanical engineering from UOP.

Jim Kouzes is a bestselling author, an award-winning speaker and, according to the Wall Street Journal, one of the twelve best executive educators in the United States. Currently Jim is Dean’s Executive Fellow of Leadership, Leavey School of Business, at Santa Clara University, and also lectures on leadership around the world to corporations, governments, and nonprofits. In 2010, Jim received the Thought Leadership Award from the Instructional Systems Association, the most prestigious award given by the trade association of training and development industry providers. He was listed as one of HR Magazine’s Most Influential International Thinkers for 2010 and 2011, named one of the 2010 and 2011 Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America, and ranked by Leadership

We live in an age of global connectivity and Santa Clara University seeks to graduate students who will become skilled leaders with an understanding of global complexities. Through international opportunities for action and engagement, SCU’s Global Fellows Program combines service, academics, and leadership into an experience that leaves students transformed. Hosted and funded by the Leavey School of Business, the goal of this nine-month program is to nurture competence, conscience, and compassion in Santa Clara students. Recent fellows, Nick Kikuchi and Onno Ho, tell us their stories of personal transformation, and Program Director Tanya Monsef Bunger shares how the Global Fellows Program serves her life’s passion. Our guests aim to leave no path untraveled and continue to explore the possibilities of a truly global society. [SPEAKERS] Onno Ho ‘18, Finance Onno is a junior Finance major at Santa Clara University. Born and raised in Hong Kong, Onno has been lucky to have had a variety of enriching experiences that have shaped who he is today. From teaching children in South Africa, to training with the People's Liberation Army of China, these opportunities have molded his unique perspective. His placement with the Global Fellows Program sent him to work with artisan company AHABolivia in Cochabamba, Bolivia focusing on corporate social responsibility, sustainability, ethical business practices, and teaching mathematics. He’s also studied abroad in London and worked as a financial analyst internship at tech start up, Virtually Reality. Nick Kikuchi ‘18, Bioengineering Nick is a junior Bioengineering major from San Jose, CA and aspires to create a more just and equal world where his research and work can improve the lives of many. He has a powerful goal to work with prosthetic limbs that will revolutionize this technology and industry. His passion is to help others, change the face of medical technology, and create a more just world. Nick’s placement with the Global Fellows Program sent him to work with Moscoso Arquitectura, an architecture firm founded by Mario Moscoso where he was able to put to use his engineering background. His experience in Bolivia changed his perspective and broaden his global view. Nick looks forward to putting his experience in Bolivia into practice when he interns at Genentech this summer. Tanya Monsef Bunger, Program Director, Global Fellows Program Tanya is a global business consultant and executive coach with 25+ years of Silicon Valley high tech, startups and non-profit business success in the areas of finance, marketing and strategy. She has coached and delivered programs with leaders from 40+ countries. She designs leadership training, leads workshops, provides one-on-one coaching, and facilitates conversations to clients around the world. She speaks globally about the power of leading from authenticity as a way to create harmony in the workplace. She is Dean's Executive Professor, Leavey School of Business at Santa Clara University (SCU). Tanya is active in global leadership projects. She is Chair of the board for Global Women’s Leadership Network, co-founder of SF Turkish Women’s International Network chapter, advisor for Turkish Women’s Initiative, and program director of the Global Fellows program at SCU. She is also a proud alumna of SCU, Class of 1986.

Barry Posner is the Accolti Endowed Professor of Leadership at the Leavey School of Business, Santa Clara University, where he served for 12 years as Dean of the School. Barry received the Association of Talent Development’s highest award for Distinguished Contribution to Workplace Learning and Performance. He has been named as one of the nation’s top management and leadership educators by the International Management Council, recognized as one of the Top 50 leadership coaches in America, ranked among the Most Influential HR thinkers in the world by HR magazine, and listed among the Top 75 Leadership and Management Experts in the world by Inc. Magazine. Barry is also the co-author (with Jim Kouzes) of the award-winning and best-selling leadership book, The Leadership Challenge. Show Notes: http://yourbestmanager.com/barryposner

What are the core competencies that women offer in the workplace?  How can women use this information to better market their skills during promotions and finding a job?  Bonita Banducci, a Gender Expert who teaches at Santa Clara University, helps companies find ways to retain women and bring more innovation and competitive advantage to their companies.   SHOW SUMMARY Link to Segment 1: Most companies lean toward evaluating their workforce based on male-oriented competencies.  What are female-oriented competencies that companies should consider if they want to tap the full potential of their women employees?  Find out about a whole category of thinking and skills that women bring that can be used to generate innovation and better solutions to problems. Link to Segment 2: There are core competencies that have a female and male expression.  For example, a women will demonstrate being a team player in a different way than a man.  Often a women’s way is misinterpreted.  What are other competencies that women and men express differently?  How can women narrow the divide? How can men shift their perspective on these competencies? Blog Post by our Guest Rise!-as you Lean In! There is a confidence and freedom as well as joy that my women graduate engineering students discover in my Gender and Engineering class at Santa Clara University. The men, too, discover a new way of seeing the world and how to work effectively with differences with Gender Competence, as one student put it, “I feel like I have a strategic advantage.” There is one lesson about an everyday practice that drives women’s ideas and eventually drives women themselves out of organizations and out of engineering, that when understood and managed applying RISE, not only retains women, building confidence and freedom to contribute, but also increases innovation. RISE is a model and formula for having different “competencies” of women and men working together. Relational & Individualistic = Synergy (the whole greater than the sum of the parts) and mutual Empowerment. Many women see the world through a Relational lens of relationship and demonstrate competencies of “connecting the dots” systems thinking, multi-tasking, and sharing information to create new information. Many men see the world through an Individualistic lens of status and independence, that give us traditional competencies of prioritized, linear thinking, focus on one thing at a time, and sharing information only as needed. The everyday practice of playing Devil’s Advocate is the ability to poke holes and find faults using deductive reasoning to bullet proof an idea. As one Individualistic Executive of a local space agency said to me, “We do science here, Devil’s Advocate is science.” Relational people often respond to Devil’s Advocate as an indicator that their idea is not good—and often drop it, sometimes taking it personally that they are not competent. Then they show up to others as not confident and not competent. Point out that you bring another competency, Collaboration or Angel’s Advocate, to build on an idea with “what could make it work” and “what else is possible with the idea,” using inductive reasoning. You frame a competency that is otherwise invisible, unarticulated and unrewarded. You bring a new competency into the organizational culture. You can teach your Devil’s Advocates by insisting, “Before we play Devil’s Advocate, I want to play Angel’s Advocate and bring your best thinking to this.” It will be a new muscle for them. You may have to prime the pump for them, demonstrate what you mean. You can also engage them in teaching you how to stand up to Devil’s Advocate, when that time comes. You will never back down again. The first time I did an exercise to practice both Devil’s Advocate and Angel’s Advocate, two men who had been working on an environmental engineering problem together, came up with a solution they had not thought of before. This drove home, to me, just how foreign Angel’s Advocate collaboration can be. At the space agency, the executive who said “Devil’s Advocate is science,” responded to the exercise with a woman colleague with“we had so much fun with all the new ideas bubbling up, we didn’t even play Devil’s Advocate.” He could see that Devil’s Advocate had been keeping the lid on  innovation, people proposing new ideas, realizing they did not want to stand before a firing squad.  Indeed, the highest ranking woman, next in line to run the agency, told me she had a new vision for the agency she had only shared with some women because she did not want to stand before the firing squad. With anticipated budget cuts to space projects, she envisioned taking on Homeland Security, Global Warming and Renewable Energy—her secret—until she saw her male colleagues learn to play Angel’s Advocate and could “trust” them with her vision. Business schools are beginning to teach “improv,” responding to ideas with a “yes, and…” to not block ideas. Women need to teach this Relational competency too. Notice that many Relational competencies are what you think is common sense, but they are not common, they are different and can be misunderstood unless you define them as competencies. Bringing all your Relational competencies to the table, speaking about them, pointing out the value and working them together with traditional competencies will have you, your colleagues and your organization RISE. ABOUT OUR GUEST Bonita Banducci teaches Gender and Engineering for Santa Clara University’s School of Engineering Graduate Program in the Core Curriculum, Engineering and Society. She is an Gender expert on how to retain and promote women in the Engineering Workplace for Mentornet, which provides professional mentors to women and underrepresented minorities in Science Technology Engineering and Math (STEM) majors in hundreds of universities throughout the United States. She is President of Banducci Consulting based in Hayward. Her original research in one of Silicon Valley’s Fortune 500 companies “What is the Contribution Women Make that Could be the Strategic Advantage in the Global Marketplace?” launched her specialization in Unmasking the Gender Effect. Banducci is a founding faculty of the Santa Clara University’s Global Women’s Leadership Network, sponsored by the Leavey School of Business and is a faculty member and coach for the Women Leaders for the World Program. She has taught Leadership Experience at the Leavey School of Business. Banducci’s training work in gender differences and leadership, based in brain science, language, perception, paradigms and “Competencies,” adds a powerful dimension to coaching women and men, facilitating change and accelerating new behaviors. Her workshops and focus group work provide new thinking to leadership, and increase productivity, innovation, and promotability for both women and men. As Senior Consultant for Banducci Consulting, she has worked with Adaptec, Amgen, Booz Allen Hamilton, Cisco, Hewlett Packard, Intel, Johnson & Johnson, KLA-Tencor, Leadership Sunnyvale, Lifescan, Sun Microsystems, NASA Ames, Navy Corps of Engineers, US and California Environmental Protection Agencies, Xilinx, as well as organizations from local government, Santa Clara County and City and County of San Francisco and social benefit sectors, The Girl Scouts, YWCA and Center for Philanthropy at Indiana University. Banducci represented the Santa Clara County Commission on the Status of Women at the UN World Conference on Women in Beijing leading a workshop on “Creating Partnership of Women in Business with Women in Development for Sustainable Global Development.” She has delivered workshops at Santa Clara University, University of San Francisco, Haas School of Business at UC Berkeley, Indiana University-Purdue University at Indianapolis, and Stanford’s Institute for Research on Women and Gender as well as women in technology conferences, WITI, Society of Women Engineers, Santa Clara University Women and Business. Bonita Banducci, a Gender Expert who teaches at Santa Clara University, helps companies find ways to retain women & bring more innovation & competitive advantage to their business | Self-Improvement | Motivational | Inspirational | Career | Self-Help

Guest : Jim Kouzes Title : Coauthor of The Leadership Challenge and the Dean’s Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. When an organization needs an ability to improve a given business function, it invests and focuses on developing it. What about Leadership? Isn’t it one of the most critical capability it must develop? It would require to develop a pipeline of promising talent, establish a culture of leadership, define processes that would provide ongoing opportunities to practice those skills, and innovate in this discipline. Where are we when it comes to building leadership as an organizational capability?   Discover More About: 1) Related Leadership Podcasts 2) Related Innovation Podcasts 3) Podcast - Developing Leadership As An Organizational Capability

Join Carlos Vazquez as he explores behavioral finance. Even the best Wall Street investors make mistakes. No matter how savvy or experienced, all financial practitioners eventually let bias, overconfidence, and emotion cloud their judgment and misguide their actions. Yet most financial decision-making models fail to factor in these fundamentals of human nature. In Beyond Greed and Fear, the most authoritative guide to what really influences the decision-making process, Hersh Shefrin uses the latest psychological research to help us understand the human behavior that guides stock selection, financial services, and corporate financial strategy. Shefrin argues that financial practitioners must acknowledge and understand behavioral finance--the application of psychology to financial behavior--in order to avoid many of the investment pitfalls caused by human error. Through colorful, often humorous real-world examples, Shefrin points out the common but costly mistakes that money managers, security analysts, financial planners, investment bankers, and corporate leaders make, so that readers gain valuable insights into their own financial decisions and those of their employees, asset managers, and advisors. According to Shefrin, the financial community ignores the psychology of investing at its own peril. Beyond Greed and Fear illuminates behavioral finance for today's investor. It will help practitioners to recognize--and avoid--bias and errors in their decisions, and to modify and improve their overall investment strategies.Hersh Shefrin holds the Mario L. Belotti Chair in Finance at the Leavey School of Business, Santa Clara University.

Tom Hopkins carries the standard as a master sales trainer and is recognized as the world's leading authority on selling techniques and salesmanship. Over 5 million people on five continents have attended Tom's high-energy live seminars. He personally conducts 30+ seminars each year traveling throughout the world. He is the author of 18 books, including “How to Master the Art of Selling™. His latest book is titled, “When Buyers Say No” and is receiving phenomenal reviews from sales professionals Barry Posner Accolti Endowed Professor of Leadership at the Leavey School of Business he served as Dean of the School. He received the Association for Talent Development's highest award for Distinguished Contribution to Workplace Learning and Performance and has been listed among the world's top management and leadership educators by Inc. magazine. He is the co-author of the award-winning and best-selling leadership book The Leadership Challenge Raymond Moody best-selling author, lecturer, and scholar, Raymond Moody has pioneered work on one of life's most compelling questions: human mortality. Raymond Moody was the first to chronicle the remarkable similarity of experiences of those who were revived after entering a state that met the technical requirements of death  Marti Olsen Laney author, researcher, speaker, educator and psychoanalyst. She is America's foremost authority on introversion. She is the first person to integrate wide ranging physiological studies that explain the fundamental differences between introverted and extroverted bodies and brains. Her first book, The Introvert Advantage: How to Thrive In an Extrovert World 

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

My guest today is Meir Statman, the Glenn Klimek Professor of Finance at the Leavey School of Business, Santa Clara University. His research focuses on behavioral finance. He attempts to understand how investors and managers make financial decisions and how these decisions are reflected in financial markets. Meir's latest book, "Finance for Normal People: How Investors and Markets behave" has been published by Oxford University Press. The topic is his book What Investors Really Want: Know What Drives Investor Behavior and Make Smarter Financial Decisions. In this episode of Trend Following Radio we discuss: How we make decisions, and how these decisions are reflected in markets What investors want besides the utilitarian aspect of money Philanthropy and status Why Madoff's clients' own greed helped them fall into a trap Envy and happiness The fear of losing and the fear of missing out Mental accounting Statman's drivers and early influences Libertarianism vs. paternalism Social Security and mandatory retirement savings Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

Jim Kouzes is the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, with over 1.5 million copies sold. He's also the Dean's Executive Professor of Leadership, Leavey School of Business, Santa Clara University. The fourth edition of The Leadership Challenge was released in August 2007 and is available in fifteen languages. The Leadership Challenge was #3 on Amazon Editor's Pick for the Best Business Books of 2007. A Leader's Legacy (2006), was selected by Soundview Executive Book Summaries as one of the top thirty books of the year. Based on solid research involving over 70,000 surveys, 1,000 written case studies, and 100 in-depth interviews, their books describe the leadership practices that generate high performance in individuals and organizations. Jim is not only a highly regarded leadership scholar; The Wall Street Journal has cited Jim as one of the twelve best executive educators in the U.S. A popular speaker and seminar lead

Kevin Heupel Debt Relief Expert and Attorney who has been featured in USA Today's Legal Elite and has helped thousands of good people get out of debt.  In March 2013, Kevin recently became a best-selling author on Amazon with his book: Get off the Financial Roller Coaster.”   Christopher Music known as The Financial Prosperity Coach. He is a 20-year veteran of the financial planning profession and a best-selling author and financial expert.    He also created a the Private Practice Millionaire audio program and just signed a publishing deal to co-author a book with Steve Forbes of Forbes Magazine called SuccessOnomics, which will launch later this year. Christopher is the Founder of Econologics Results-Based Financial Planning for Professionals and is President of Econologics Financial Advisors, his financial planning company.  Connie Green former classroom teacher and real estate appraiser who left it all behind to come online in 2006. Connie is a bestselling author and international speaker who teaches people on six continents how to become successful online entrepreneurs.  Jim Kouzes co author with Barry Posner of the award winning and best selling book The Leadership Challenge, with over 2 million copies sold and available in 22 language. He is also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University  Rick Murray has a wide and varied background that includes entrepreneurial endeavors and non-profit association executive. Mr. Murray has seen tremendous success by using the same formula he has always used; developing relationships with businesses for mutual success and surrounding himself with a team of people believing in a common goal. 

- Dr. Meir Statman, Professor of Finance at the Leavey School of Business - Please call 1-800-388-9700 for a free review of your financial portfolio

Meir Statman, the Glenn Klimek Professor of Finance at the Leavey School of Business, Santa Clara University and Visiting Professor at Tilburg University in the Netherlands, attempts to understand how investors and managers make financial decisions and how these decisions are reflected in financial markets. His latest: What Investors Really Want? answers the more important question: Why do people put their money where they do? Meir Statman, a prize-winning pioneer in the red-hot field of behavioral finance, delivers a revolutionary investment manual based on his study of the deep-seated emotions and cognitive processes that really drive investors. Through compelling anecdotes and rigorous academic research, Statman covers a wide range of general and specific topics, from how investors attach meaning to their money in the US, and in other cultures globally to the common cognitive errors that befall many investors. For more information go to: http://whatinvestorswant.wordpress.com/

Meir Statman, the Glenn Klimek Professor of Finance at the Leavey School of Business, Santa Clara University and Visiting Professor at Tilburg University in the Netherlands, attempts to understand how investors and managers make financial decisions and how these decisions are reflected in financial markets. His latest: What Investors Really Want? answers the more important question: Why do people put their money where they do? Meir Statman, a prize-winning pioneer in the red-hot field of behavioral finance, delivers a revolutionary investment manual based on his study of the deep-seated emotions and cognitive processes that really drive investors. Through compelling anecdotes and rigorous academic research, Statman covers a wide range of general and specific topics, from how investors attach meaning to their money in the US, and in other cultures globally to the common cognitive errors that befall many investors. For more information go to: http://whatinvestorswant.wordpress.com/

Jim Kouzes is the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, with over 1.5 million copies sold. He's also the Dean's Executive Professor of Leadership, Leavey School of Business, Santa Clara University. The fourth edition of The Leadership Challenge was released in August 2007 and is available in fifteen languages. The Leadership Challenge was #3 on Amazon Editor's Pick for the Best Business Books of 2007. A Leader's Legacy (2006), was selected by Soundview Executive Book Summaries as one of the top thirty books of the year. Based on solid research involving over 70,000 surveys, 1,000 written case studies, and 100 in-depth interviews, their books describe the leadership practices that generate high performance in individuals and organizations. Jim is not only a highly regarded leadership scholar; The Wall Street Journal has cited Jim as one of the twelve best executive educators in the U.S. A popular speaker and seminar lead