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There is a storm coming with the challenges of navigating the TRUSTEE CRISIS. It is one of the biggest blind spots in the “GREAT WEALTH TRANSFER” and will be the source of mountains of litigation for the unwary, https://youtu.be/hwQev88A03M Summary In this conversation, Frazer Rice and Jennifer Zelvin McCloskey discuss the current crisis in trusteeship, highlighting the shortage of qualified trustees amidst a significant wealth transfer. They explore the importance of modern trust planning, the challenges faced by individual trustees, and the need for better education and training in the field. The discussion also covers the emotional and interpersonal aspects of trusteeship, the functions and responsibilities of trustees, and the necessity of managing risk effectively. They emphasize the importance of building a pipeline for future trustees and improving the perception of the profession, while also identifying opportunities within the trust industry. https://open.spotify.com/episode/4qpkrVdaUa2AfDxgl7j3yN?si=XVgG3jE_Qpqq2JTqi8XLXQ Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠) Takeaways The coming crisis in trusteeship is already here. There is a significant shortage of qualified trustees. Trusteeship requires strong interpersonal skills and emotional intelligence. Managing risk is a fundamental aspect of trusteeship. Trustees critically need education and training. The role of a trustee is evolving with increasing complexity. Beneficiaries need to understand their rights and the trustee’s role. Custodial responsibilities are essential for asset protection. There are many opportunities for growth in the trust industry. Trust law and investment management are distinct fields. This Episode is for . . . Anyone that has an estate plan with a trust in it and doesn't know what a trustee does Any advisor who works w/ multi-generational situations (that’s everybody in wealth management) Any RIA looking to sell Financial types worried about compliance world Fiduciary litigators Chapters of “THE TRUSTEE CRISIS: Navigating the Challenges” 00:00 The Coming Crisis in Trusteeship 02:06 Importance of Modern Trust Planning 04:11 Challenges with Individual Trustees 08:03 The Dwindling Pool of Qualified Trustees 10:06 Functions and Responsibilities of a Trustee 12:20 The Emotional and Interpersonal Aspects of Trusteeship 16:05 Managing Risk in Trusteeship 19:07 Building a Pipeline for Future Trustees 22:10 The Role of Education in Trusteeship 25:07 Improving the Perception of Trusteeship 28:19 The Need for Better Trust Education 30:39 Bifurcation of Trustee Functions 33:26 Distribution Functions and Beneficiary Relations 36:52 Custodial Responsibilities in Trusteeship 40:19 Consequences of Poor Asset Management 46:41 Curriculum for Trustee Education 52:13 Opportunities in the Trust Industry Transcript of “THE TRUSTEE CRISIS: Navigating the Challenges” Frazer Rice (00:01.068)Welcome aboard, Jennifer. Jennifer Zelvin McCloskey (00:02.723)Thanks Frazer, how are you today? Frazer Rice (00:04.782)I am doing great. We’re going to dive into a topic that is near and dear to both of our hearts. And that is what I’m describing as the coming crisis in trusteeship, but I think it’s already here. Which is the concept of qualified trustees being in short supply, right in the face of a gigantic wealth transfer. And first of all, before we get into that, just describe what you do on a day to day basis first. Jennifer Zelvin McCloskey (00:33.445)Sure, I actually wear a bunch of hats. Day to day, right now, I’m a full-time practicing trust and estate attorney. I’m also an individual trustee for a variety of trusts that need either somebody here physically located in Delaware for a short period of time or even a successor trustee. But I’ve also spent many, many years building programs in trust management and trust administration. Because there is this crisis of human capital that just does not exist. I built multiple programs. They’re housed out of the University of Delaware. So I act as a trust and estate attorney, do planning, administration, I teach in the area, I build programs in the area, and I serve as a trustee. PEAK TRUST MANAGEMENT CERTIFICATE Frazer Rice (01:23.182)A full plate to be sure. To me, I came out of Wilmington Trust and another trust company served an individual trustee too. I’ve seen all these different flavors of trusteeship. My general sort of bon mot around that is that the individual trustees. I’d say 95 % or higher don’t really have an appreciation of the risk and responsibility that they’re taking on. And then the corporates have their own issues, which we’ll get into in a little bit. If we pull back even further, modern trust planning in wealth management, why is this so important? Jennifer Zelvin McCloskey (02:06.275)That’s massively important. It’s not just for the mass affluent or the ultra high net worth. It’s for everybody. We have all of these assets that we have this hyperfocus on building and increasing our wealth. Making sure that we have the ability to sustain ourselves throughout our entire lives. But if we don’t do this type of planning, if we don’t have structures and implementation for when we die, then our assets that we’ve planned so diligently for will fall off of a cliff. We lose the ability to control ultimately what happens to those assets. Layered on top of that, of course, is the tax component for ultra high net worth folks who are trying to really focus and direct their assets to make and create generational wealth transfers. Without this type of functionality and wealth planning and estate planning long-term, people lose control of what they’ve spent so much time building. Frazer Rice (03:13.338)One of the things I tell people as far as trusts are concerned is that, you know, we’re putting these structures together. They’re durable enough to withstand taxation or creditors or other asset protection features, create some guidelines around distributing the assets to the next generation or other constituencies. But also have some flexibility to be able to deal with the things we can’t look into the crystal ball and figure out over time. And that those three things just putting a document together that tries to do all that is hard enough, but then to put it in the hands of somebody or something to administer and to exercise discretion around it. That’s where the real art and science kind of stitched together and create this issue. You know, as we think about that too, the idea, the history of these types of scenarios kind of goes back to, you know, you’d put a structure in place and then you’d go hire a bank and they’d take care of everything. How do you look at that and say, all right, we’ve gone well past banks to individuals and then to dedicated institutions. What is the problem there? Jennifer Zelvin McCloskey (04:22.956)Now the problem, there’s two problems. In my opinion, what I see is that, you know, your individual trustee by and large is Uncle Joe, right? He’s the guy that everybody goes to in the family. The responsible one. He’s the smart one. The wealthy one who, great, doesn’t know what the fiduciary duties are. He doesn’t know that he has a duty of impartiality. He doesn’t know that… Frazer Rice (04:32.419)Right. Jennifer Zelvin McCloskey (04:48.475)He can’t self deal unless the instrument says so. Doesn’t understand how the instrument works. He doesn’t understand the nuance and the legalese written into the instrument. But he’s flying by the seat of his pants and everybody looks to him as the respected one in the family. No one knows that they have the ability to challenge him. So with your individual run of the mill trustee named in the instrument, they just don’t have the expertise, they don’t have the technical knowledge. Don’t know what they don’t know. They can get into trouble in that way. The other problem that you have with professional individual trustees oftentimes is that they are not formally trained. They may be an attorney who is working in that area, who’s doing plans for people who may or may not know what the full scope of being a trustee is. They may not realize, I have to get a special insurance policy because my malpractice insurance policy doesn’t actually cover this type of fiduciary engagement. There’s a lot of landmines that individuals can run into when they’re doing this type of work. On the corporate side, the problems that we run into is that there’s just a complete and utter lack. Frazer Rice (05:50.061)Hmm. Jennifer Zelvin McCloskey (06:12.059)Of available educational programs to teach people the proper way to be able to understand trusteeship. It has always been, and it just has developed over time through, you know, oh, we’ll give it to the bank, the bank will do it. This apprenticeship model, and that just does not scale well because if you learn improperly at the edge of a desk from somebody that learned improperly at the edge of the desk. Then the person that you’re teaching now at the edge of the desk is learning what you learned improperly. So anecdotally, I did karate for a long, long time. And the man who taught me karate, I’m almost a secondary black belt to like, was serious in karate. And the man who taught me karate said, you practice, it makes permanent. Don’t practice wrong. Because when you’re practicing wrong, you’re making permanent wrong things. And that’s what the apprenticeship model has the risk of lending itself to. It’s not that every trustee that learns at the edge of the desk learns wrong, but the risk is too high because the fiduciary responsibilities and the duties are too high to run that risk. The other problem is that we have a dwindling pool of really qualified senior trust officers because of just the nature of the job. You’re a human being, you’re an individual, you age, you retire. And it’s not something that people go to school and say, when I grow up, I want to be a trustee. They fall into it sideways. And unless there are academic programs that are out there that people are aware of and that they can get some formal training, some formal education to enter into the field. Frazer Rice (07:49.742)Yeah Jennifer Zelvin McCloskey (08:03.82)Separate and distinct from, I’m in the field and now I want to get a CTFA. I want to earn my certification to really show that I have the chops in this area. We have this shrinking pool of expertise. We have a lack of knowledge, a lack of formal education, and an apprenticeship model that doesn’t scale. On top of, with the individual side and the corporate side, this massive wealth transfer and an explosion of trust complexity that’s all taking place at the same time. Frazer Rice (08:31.918)One of the issues at the corporate level too is that as you say that the impregnance model is not necessarily the best way to do it. They’re cutting back on training programs. The business model around being a trustee or even a specific trustee does not make the big money. And so the ability for those types of institutions to develop the people.who ultimately are now in a very sort of pro-employee environment where there’s such a demand for trustees that they can kind of switch around and get a 10 or 20 % bump each time they go because people are desperate to have them. There’s a real cavern there to try to create the permanence that you’re looking for in a structure that really rewards consistency over time, especially as it relates to discretion and process of decision-making. Jennifer Zelvin McCloskey (09:23.15)Yeah, that’s exactly right. And that leads to this revolving door in the industry, because people are just trying to make more money and they’re going and bouncing to different trust companies. And there isn’t that backfill. Just because it’s a trust company and there’s policies and procedures, trusteeship is about relationships that you make with your beneficiaries, the relationships that you develop with multiple generations in a family. And when you have somebody that’s acting and serving in that and they move, they leave, they’re no longer acting and serving in that capacity, a new personality comes into the mix and it can really be disruptive. So having that consistency and minimizing the attrition is so valuable. Frazer Rice (10:06.766)The other thing I try to bring up, especially to individual trustees, is that the thing that you’re signing up for is probably going to look a lot different in five or 10 or 15 years when people are aged on, they remarry, they have kids, etc. That the conditions are a lot different than what they were before. And it’s going to be difficult to take on a structure that has eight people when before there were two. Jennifer Zelvin McCloskey (10:37.517)Yes, and that’s that complexity, that increased sophistication and complexity of trust structures that are available now to people. With the increase in the exemption, these trust structures, they’re not necessarily changed. For example, qualified personal residence trust, if people really need that anymore, but there’s a ton of them sitting around there. Are trustees properly administering it? Did you actually transfer the real estate into the trust at the time? So there’s all kinds of sophisticated structures that the trustees may or may not have the right skills. But they’re saddled with having to do it. Frazer Rice (11:19.47)Let’s take a step back and just talk about the functions of a trustee for a second. I break them down basically into three. Which is the first one. You have to administer the trust, meaning you have to dot the I’s, cross the T’s, make sure things get executed, tax returns are filed, statements get sent out to the extent that that happens, and that the administration of a structure like that occurs. Then I talk about the concept that the investments have to be made monitored moved around decided and that they’re appropriate for all classes of beneficiary that are in there and then the distribution function which is The assets have to be distributed according to the law. First the trust then maybe the intent or the law if everything is silent and that those three things are very different components and that it’s tough to find somebody who’s great at all three housed within one brain. Jennifer Zelvin McCloskey (12:20.217)Yeah, I agree with that 100%. It is a three legged stool. It’s the investments, the administration and the distributions. And in that administration umbrella in and of itself, there’s a tremendous amount of work that sort of goes unsung. know, it’s not the sexy stuff where you’re investing and making a bunch of money for your income beneficiaries and managing to preserve the corpus for your principal or your remainder beneficiaries. And it’s certainly not the personal interaction that you’re doing with your beneficiary day to day. Making distributions, helping them, seeing the product of that help. It’s the making sure you file ax returns are properly. Understanding how to read that tax return. Even if you’re not preparing it, making a proper selection on the accountant that you’re using to prepare those tax returns if you’re not preparing it. Make sure to set up statements properly, make sure that in this world of silent trust documents that you’re not sending a statement to somebody who’s not supposed to have it. Communicating with beneficiaries on an even keel. Making sure that you’re not inadvertently violating your duty of impartiality because it’s more than just a substantive duty, there’s a procedural duty as well. That’s really, really challenging to find within one human being, let alone add on top of it somebody who’s financially savvy enough to understand investments and all of the different complex investment tools that are out there, as well as having the personality and the interpersonal skills to keep beneficiaries engaged and happy. Frazer Rice (13:56.426)Just on top of that, the EQ, the bedside manner, and the ability to simplify the complex, et cetera. At the same time, that dedicated note taker that is able to document everything that happens within a decision. Whether distribution or investment or otherwise, that it’s just two different people most times. I find that something falls apart as time goes on. Ultimately if things aren’t laid out correctly, that’s when conflict starts to simmer. Then you know if there is something that’s wrong. That’s allowed to compound that’s where you get into a huge problem later on. Jennifer Zelvin McCloskey (14:36.922)It’s all that feeling. People are behaving in ways that they may or may not be able to articulate their emotional proximity to. When you’re talking with beneficiaries. There’s something simmering under the surface that you inherited because you’re a trustee. You may not even be aware of it because the beneficiaries may not even be able to articulate it. You have to have a certain sense. A gut check of feelings of rntuitively being able to read what’s going on under the surface. To pull it out of people in a very balanced and even keel way. It’s not an easy job by any stretch of the imagination. On top of financial literacy and personal liability and executive functioning skills, being detail oriented, making sure your documentation is not overly explicit. isn’t, you know, scarce. You’re now wondering how and why did you make those decisions? People don’t think about the decisions that they make on a day to day basis. We don’t think in a way to articulate why I made this decision. Why I exercised this type of judgment. And that’s what we’re being asked to do as trustees is to document what is my decision making process? Why am I making the decision? What are my factors involved in making that decision in a way that’s defensible. If we ever need to defend it. Frazer Rice (16:05.292)Well, in favoring one class of people over another is usually where the rubber hits the road on this. People who are used to seeing the income from a trust and don’t want that touched come hell or high water. Then future beneficiaries who’d like to see the trust go from X to 2X to 5X. So that they have something larger to enjoy. You have a natural tension that you have to manage. It’s just not easy. If you don’t document the hows and whys of what you’re doing, you set yourself up for a problem. From one class or another looking at you saying, you you should have done it differently. To go back to that liability component. You’re the only one who sits in the chair of having made that decision. You’re the one with the bullseye on your back when it’s called to account. Jennifer Zelvin McCloskey (16:53.093)That’s right, that is exactly right. And now add on top of it, you’re just named because you’re Uncle Joe and everybody goes to Uncle Joe. You have no technical background and you just don’t know the landmines that are there. You don’t know what you don’t know. Wouldn’t it be wonderful if we were able to create a pipeline of really sophisticated entry level employees or folks that are, you know sophisticated in financial literacy that now want to take the job to become trustees, that we were able to give them this technical roadmap for what the job actually is and then have them get the ability to apprentice on all of those policies and procedures. What does this corporation do? How do we document things? When you’re trying to learn it all at one time, it’s like drinking from a fire hose. Let’s give people the ability to really have a chance at doing it successfully. Frazer Rice (17:53.048)So let’s dive into that pipeline issue for a second. We already diagnosed that the, let’s call it the trust companies or the banks are, they’re just not resourced enough. They can’t run people through an internal school to do it quote unquote correctly. The apprentice model really kicks in. Which means you’re at the sort of mercy of what people are good at, not good at, et cetera. People turn over quickly so that apprenticeship doesn’t even work anymore. The RIAs I think are the worst place to learn about this type of thing. They have a completely different modus operandi as far as keeping clients happy. The word fiduciary means something so different to them than it does to an actual trustee. I wouldn’t feel good about the training on that front to sort of create trustees And then so law schools. They’re they’re just trying to create people the trust in the states vertical as a general matter. Let alone trying to delineate into a trustee situation. You’re putting the pipeline together and you put these programs together. How do you stitch together the needs and what does that manifest itself into? Jennifer Zelvin McCloskey (19:07.642)So that’s a really, really good question. I think that the very first place that we start with answering that question is advising on a trust as an attorney. It’s different from the administration of a trust and the skills that you need for that. So when you create a program like this where you’re trying to teach about trust management. You have to start with the technical skill. The legal side of what is it that we’re even doing? What is a trust? What are the fiduciary duties? Where do they come from? Then we have to, after we teach or create a structure or foundation on what the legality is. Now we go into how does this translate into administration? So when I created the programs, I looked at what’s the law they need to know? What is the level of sophistication of the student? And what do I need to, from a foundational perspective, teach first? What are the building blocks? And then how do I translate that into administration? The one thing that I have found is trust law does not equal investment management. So if people are coming along… Frazer Rice (20:26.254)No question. I’m nodding audibly at that comment. I like that. Jennifer Zelvin McCloskey (20:31.226)Your fiduciary duties as a trustee are fundamentally different than those of an RIA, where some RIAs are not even fiduciaries by law. They’re not. So being able to delineate and explain where that line is, what makes you a fiduciary, what are those duties, after you know the legal basics. And taught to you at a level that you can understand. I don’t expect everybody to be a lawyer. And people have asked me time and time again, do I need to be a lawyer to know this? No, you don’t need to be a lawyer because you’re not advising on the law. You’re advising on the administration of a legal structure and how that administration affects the fiduciary duties that are inherent in the relationship. Then how those fiduciary duties are translated out to the beneficiary. That’s the way that I’ve always built these programs. Where do I start? Start with the law. Where do I go from there? Start with how the administration translates the law. And then how does that administration get heard by the beneficiary? Where does the RIA come into the mix? The RIA should not be dabbling in advising on trusts. They should know that they need to bring in somebody who has this particular skill. And if they’re not doing that, they’re doing the client a disservice by trying to give one-stop shop advice. Frazer Rice (22:06.85)Yep, no question about it. One of the things that…we delve into the world of trusts and their function, et cetera, is that you’re dealing with an ecosystem from client to outside advisor, whether RIA or even accountant, et cetera, that they’re looking for certainty and airtight. quality to these structures that you put them in place and then everything runs like a clock going forward. When in actuality, I think there is a bandwidth of risk around everything. And so it’s the poor trust officer or individual trustee who sometimes has to be the bearer of bad news to say, yeah, you know, I think this is going to work 98 % of the time, but there’s a 2 % problem here or we’ve got this to fix or something like that and everybody else sort of sighs with disappointment and gets mad at the administrative function when in actuality they’re really doing their job and trying to, you know, keep a lot of things that are spinning out of control kind of within view. How do you get a trust officer or that administrative function or even the full trustee function to be comfortable with that risk and everything that’s involved with that? Jennifer Zelvin McCloskey (23:20.504)You have to start with explaining that there is risk and we’re not our job is not as a trustee to eliminate risk. Our job is to manage and identify risk. It is inherent in the job. There is going to be risk. No matter what you do, you cannot divorce risk from trusteeship. It’s a matter of identifying perceived risk and actual risk. And if you can teach that, if you can teach These are the things that are going to trigger a likely outcome. They’re gonna trigger a likely risk. Then you can essentially, you can’t foresee everything. I mean, there are things that are just gonna happen. But in a trust instrument, you’ve got contingency plan upon contingency plan upon contingency plan. That’s what the flexibility of those structures are building. We need to, as trustees, be able to recognize What is the risk with contingency plan A? The risk with B? What is the risk with C? How can we minimize the risk? And how can we make sure that we’re managing perception of risk versus actual risk? Frazer Rice (24:29.31)as someone who’s been in trust companies, advised trust companies, advised trustees, and advised clients, the lack of appreciation for the management of that risk and that that as the intersection of the business model of trusteeship and risk management and use of discretion and making hard decisions and even kind of an insurance quality around these structures, how do you fix that, where people place a level of respect on the job that I think is completely lacking in the wealth management ecosystem? Jennifer Zelvin McCloskey (25:09.089)Absolutely. It’s a tough one to answer. How do you fix it? First and foremost, I think that it’s a top-down fix, especially at a corporate trust company, a bank, and even an independent trust company that’s not affiliated with a bank. The management has to… really understand the function of the trust company. For so long, it’s been just an extra service that we provide and and we’ll do this, the back office trust company. It’s really, really important that the management recognizes what the functionality of the trust company is and stops treating it as sort of a back office stepchild. From the corporate level, I think that’s the very first place we start. Frazer Rice (25:38.478)Mm-hmm. Jennifer Zelvin McCloskey (25:57.818)The second place we start is investing in our trust officers, investing in the team, giving them the education that they need, continuing to give them education, providing training programs, whether they be in-house, external, bring in trainers. None of this is set it and forget it. At the individual level, I think it’s really, really important to have functions like the Individual Trustee Alliance, groups like that, where you have an ability to talk to other professionals that are doing what you’re doing. That’s another way to impress upon people that we have to manage the risk and we can’t do it all alone. Nobody knows everything. You really have to, you have to talk to other people. You have to engage. have to, what is it called when we were practicing law and we’re a little bit outside of our comfort zone, we have to consult with other people who know more than we do. It’s our obligation as lawyers. It’s the same thing with a trust company, with a trustee, whether you’re an individual or you’re not. Widen that circle. Frazer Rice (27:08.474)I think this is my idea for the day that there’s got to be a bit of a public relations campaign sort of describing what’s going on here because I think especially when we go into the family members that sort of occupy these roles, they have no earthly idea what they’re doing. They’re usually doing it for free. Everything’s hunky dory up until a point and everyone hopes that everyone is not going to sue each other if something goes wrong. But the level of wealth that’s being transferred now is now so significant that everyone sort of talks about, AI is going to get rid of lawyers. Nope, not in fiduciary litigation. I think that’s a medium term growth industry, especially around insurance, around ILITs, around revocable trusts, around elder care. But this is my advertisement for people who are in law school looking for a productive way to go. I think that one is going to be, I think that one’s recession proof, at least for a while until I retire anyway. So my thought is that awareness over these things, and it’s probably going to take a very difficult case or a class action suit, something like that, where somebody really gets hurt in order for that awareness to come up. Jennifer Zelvin McCloskey (28:24.922)Yeah, I would agree. think that some of the solutions would include better trust education, you know, whether it be for RIAs, lawyers. Trust in the states is a throwaway class in law school. And there are so many law schools that are essentially rolling it back because bar exams aren’t testing it anymore in a variety of states. And ACTEC is definitely working with the law schools to try and increase trust in the states being taught and certainly being tested. So education for lawyers coming out of law school, education for RIAs that are advising on trusts, education for trust officers, for trust administrators, trust professionals in general, clear role delineation. What is the role of the RIA? The role of the trust officer? What is the role of the trustee if they’re an individual trustee? And then creating a culture of collaboration on what we’re doing as a team for the beneficiary, not substitution, but collaboration with the advisors and the trustees. Frazer Rice (29:32.59)Let’s go into the role delineation for a second. About 20 or 30 years ago, the concept of bifurcating or sort of cordoning off the different functions I described before the investment, the administration and the distribution has come into vogue. I think that came out of frustration with bank trust companies where you got one set of advice for every trust that they had as far as investments and distributions and administration and a lot of modern larger families wanted something a little bit more specific to their needs. And that’s really turned, it’s exploded as an industry for increasing sophistication and size of wealth. Along those different functions, where maybe the administration goes to a professional trust company or a trust officer in the state that you want, Then there’s some intersection maybe in the distribution committee. And then the investment side of it is a bit of a free for all, think, depending on what you’re, dealing with. How do you educate the, that continued the delineation, but the coordination within those types of structures. Jennifer Zelvin McCloskey (30:41.275)Yeah, I think it’s really important. And I’m a Delaware lawyer. I’m licensed in multiple states, but Delaware is my home. It’s where I learned how to be a lawyer. It’s where I grew up as a lawyer. So this directed trust model that you’re describing, where you’re bifurcating, truly bifurcating these particular functionalities of a trustee, it originated in Delaware. sort of, we didn’t, I mean, we invented it, right? We codified it. It was being done, but we codified it. The idea of making sure that everybody understands what their function is and knowing that there’s a limit of liability that’s built into the instrument and communicating what that means to the RIA that is named in the document. I can’t tell you how many times I have heard companies, heard trust companies say, we’re advisor friendly. And I’m like, not unless you’re directed, you’re not. Frazer Rice (31:37.528) “THE TRUSTEE CRISIS: Navigating the Challenges”Yeah. Jennifer Zelvin McCloskey (31:40.439)If you are directed, you are 100 % advisor friendly because there’s no chance that that trustee is going to try and take the investment management. They’re not a portfolio manager. Not a clerical administrator. They’re not a passive rule follower. We need to identify what does that trustee actually do when they are an administrative or directed trustee. Clarify that role so that people who are engaged in this bifurcation, this structure where we’ve got a distribution committee, maybe it’s individuals who are close to the family, close to the beneficiaries, where you don’t have somebody who’s objectively uninvolved with the family members making decisions as to whether or not there’s a distribution that should be made. But also advising those rolls those advisors that your administrative trustee is not just a pencil put a paper pusher. Not just checking boxes. They really do add value to the role that they provide and making sure that everybody understands what each other are doing, having regular meetings amongst the team instead of operating in a vacuum or operating in a silo. And taking the approach of it’s not my job, misunderstanding trustee powers and the advisor’s authority. So when that’s delineated, when that’s really understood, not just by the advisors, but also by the beneficiaries, there are so many beneficiaries out there, Frazer, that have absolutely no idea that they actually hold all the cards. They don’t know. Frazer Rice (33:25.87)Along that line, so in the administrative, we just walked through pretty nicely. The distribution function is one that, let’s talk a little bit for a second about what it means to ask a trustee for a distribution and maybe the difference between income and principal and why having a steady hand at the wheel within that function, whether it’s a corporate trust company of qualified individual or family input in that function, why real good thought needs to go into how that’s staffed. Jennifer Zelvin McCloskey (34:04.73)Yeah, absolutely. 100%. In a corporate trustee ship or a corporate trust company structure, there’s always going to be distribution committees, right? So if you are the trustee, you’re going to have to go through a committee that’s looking at what your reasoning is for making that distribution. They’re asking questions about what have been the prior distributions? Have they come from principal? Have they come from income? What is the spend rate on that trust? How is this going to affect long-term spend rate? Is this an aberration? Is this something that’s gonna become a habit? Really understanding what the distribution, the guidelines are in the trust. What is the distribution standard? Making that decision? What are our factors? And how many people are at the table? Who’s communicating that to the beneficiary? Does the beneficiary know that the trust officer alone does not have the ability to say yes or no? That when they’re in this ecosystem of a corporate trust company, they have their checks and balances to make sure that that risk is being managed. So when you’re looking at corporate trust companies, are a lot of layers behind understanding what the distribution standard is, whether it’s hems or if it’s purely discretionary. The other thing that you need to look at when it’s not a corporate trustee and it’s an individual trustee is, how is that individual trustee making that decision? Are they doing it in a vacuum? Alone? Are they favoring one beneficiary over another because they like them more, you need to have some communication to the beneficiaries so that they understand what they are, what their interest is, what they are entitled to, if anything, and why the trustee stands in that position as the gatekeeper. And I really think in my heart of hearts, we need to make a shift from a gatekeeper trustee Jennifer Zelvin McCloskey (36:16.708)to a beneficiary enhancement trustee, where the beneficiary is really taking on the understanding that the trustee is there to facilitate enhancing the beneficiary’s life. That even though the trust may have started at the outset as a tax strategy or something that the grantor decided they needed to do with the advice of counsel. At the end of the day, you wouldn’t have been named as the beneficiary if there wasn’t some sense of love or obligation even, that it’s for your benefit. It’s in the name. Beneficiary. Trustees need to understand that and beneficiaries need to be taught. Frazer Rice (36:54.958)Right. Frazer Rice (37:00.646)And it goes to the circle back to the notion of making sure that you write down the whys of the decision because ultimately if the concepts of favoritism or you didn’t communicate this or anything, the idea of having the beneficiary submit a budget but having them understand why they are submitting a budget and then if there is some discretion that’s happening around that decision that the data points that are informing that discretion, that’s gonna keep everybody safe a lot later on. Jennifer Zelvin McCloskey (37:32.666)Absolutely. I break it down into a couple of different factors. It’s fiduciary decision making. How is that fiduciary making the decisions they’re making? Why are they making those decisions? And who is being affected by the decisions? Document interpretation. Do you understand the document that you’re administering? If you don’t understand the document you’re administering, hopefully best case scenario, you know what you don’t know and you ask. But if you don’t understand the document and you don’t even have the wherewithal to say, hey, I need help to understand the document, it’s really problematic. The third part, balancing beneficiary interests. Really taking on board this idea of the principal income problem that all the assets in the trust are not the same. That some of it doesn’t at all in any way affect a certain class of beneficiaries. And at the same time, it’s inextricably intertwined in the way that it affects another class of beneficiaries. And then risk management and governance. How is this being governed? How are we managing perceived and actual risk as a trustee? Frazer Rice (38:40.13)The investment function, which I alluded to before, I see storm clouds on that horizon, not really at the RIA level, because I think there’s sort of a default mode that investment policy statements are in place. Diversification is a true commodity at this point. And I never really worry about an RIA sort of understanding how to invest to get to a certain expected return and deal with the risks and drawdown and all that stuff. The storm cloud I see is when individuals sit in that role and they are being tasked with, let’s call it quote unquote, overseeing concentration, meaning that trust is holding a building, farmland, a nuclear reactor, crypto, all of these different things that sometimes can be, A, they have their own different maintenance responsibilities that are not just looking at a fidelity statement, but that they also have their own volatility And, you know, in the case of a building, you got to make sure it’s managed correctly. are they going to get sued or the windows kept up, all of that stuff, and that there’s a whole different component there. And I’m waiting for the shoe to drop on some fact pattern there where somebody is sitting in the role of an investment advisor. It doesn’t say trustee in the document, so they don’t really think that they have trustee liability. But. they sit in that role and all of a sudden somebody finds 10 55 gallon drums of green fluid in the basement of a building and all of a sudden the trust has a big set of red brackets that say minus $100 million that you owe to the federal government and the EPA. How do you think about that? Jennifer Zelvin McCloskey (40:21.454)Hmm. Jennifer Zelvin McCloskey (40:25.242)That’s a heavy question. so the Delaware stock answer, obviously, direct it, right? It’s just to get the trust, cut off the liability. At the first, at the inception of your hypothetical is bad drafting, right? So if there’s no statement as to whether or not your investment advisor is acting as a fiduciary or not, Frazer Rice (40:35.042)Right. Jennifer Zelvin McCloskey (40:52.836)What does your statute say? Does your statute impose that they are as a default a fiduciary or not? So that’s the very first step. That’s bad drafting. We need to know. But if it’s silent, let’s say it’s just a lousy document, there’s, God knows. Anybody who’s seen trust documents knows that, you’ve seen them all, right? And everything in between. Some are good, some are bad. If this is a bad one. Frazer Rice (41:13.08)Seen good and you’ve seen bad. Jennifer Zelvin McCloskey (41:20.079)Then we need to document the statute. If we can correct it, modify the document, let’s modify it. But if all of that can’t happen, then I would say the best way to handle it, make sure you have adequate insurance. mean, over-insure that, over-insure it. Make sure that there’s regular checks on the actual… Assets that are in the trust, if you have a concentration and that concentration is real estate, get the advice of counsel, put that bad boy into an LLC, get yourself some distance from the actual asset itself being held in the trust, hold an interest, hold a financial interest, push it down to the corporate level. But if you can’t do all of that and you’ve got those 500 gallon drums of green fluid and now you’re… Frazer Rice (42:14.286)You Jennifer Zelvin McCloskey (42:15.371)You you’ve got a super fun site. What do you do? You don’t shy away from it. Have to address it head on. You got to take the accountability. You got to communicate and document, communicate and document some more. Talk to your beneficiaries. Make sure that they’re aware of where it went wrong, why it went wrong. Because I have found in my exposure in the industry over time and in reading case law, it’s when you’re trying to cover stuff up. Frazer Rice (42:43.913)Jennifer Zelvin McCloskey (42:44.027)You’re just making more problems. Bad news doesn’t age well. It doesn’t get better over time. You have to approach it head on and make sure that there’s communication and documentation. Meet with your beneficiaries. If there’s a trusteeship where you are appointed as a trustee individually and you’re not having at least quarterly meetings with your beneficiaries, If you’re not going out and seeing the asset, if you’re not going out and making sure that the asset is properly custodyed, you’re not, you’re violating your fiduciary duty. You are not doing what you’re supposed to do. Frazer Rice (43:21.804)You brought up an interesting word there, custody, which is the administrative function, whether held corporately or individually, one of the major things you have to do is to safeguard the assets. And that’s a big two syllable word that carries a lot of weight with it. That custodial function, how do you teach the trust officers or the individual trustees where that starts and stops? Jennifer Zelvin McCloskey (43:48.579)Yeah, mean, custody is super, it’s a really touchy, touchy subject, especially with the dynamic way that trusts have developed in the current climate from tangibles. You know, I’ve got artwork and my beneficiary wants to hang the artwork in their house. Well, do you have custody? Has it been assigned to the trustee and how do you maintain that asset? Make sure nothing’s happening to it. Do make an appointment, go over to the, visit your artwork? What if it’s prize horses, you know? What if it’s, you know, a stud that, you know, we’re gonna need to breed and it’s gonna be the next Triple Crown winner? How do you make sure that the barn is properly safeguarded? It’s a really touchy subject, especially with things like tangibles and things like assets held away when you technically custody the asset, but you don’t have control over the asset. I think in the education part for custodying, what I do in my programs and when I teach this is I make sure that we talk about different types of asset classes. And what the risks, again, what are the risks that you run with these asset classes? How can we manage the actual and the perceived risk of holding that asset? Even if you have custody and name only, but you don’t have physical custody, how do you maintain your control over that asset? Because it’s really the C’s, right? The custody and control. Just because you don’t have custody doesn’t mean you don’t have control. So we have to make sure that there’s an education that’s provided about the different asset classes, whether it’s tangibles, intangibles, assets held away, if it’s a concentration of stock, if it’s crypto, and most trust companies are not taking crypto. I think that there’s like a circuitous way that they’re getting in right now, but it all boils down to education, isolating what the issue is and educating people on it. Frazer Rice (45:59.586)I’ll give you a third C, it’s consequences, which is what happens when you don’t understand these functions. on the crypto side of things, Jennifer Zelvin McCloskey (46:01.786)Uhhh Frazer Rice (46:11.544)Holds the key to get to the crypto. What happens if that trust officer quits and walks away with the key and they’re like, well, multi-sigil figure this out. I’m like, okay, that’s not that. That doesn’t make me feel great at the moment. And now there have been some advances, which is good, but traps for the unwary to be sure. the good news too for crypto is for people who want exposure, the spot ETFs take away 90 % of the problems with that. But as we start to think about winding down here, because I have a feeling we could probably talk for four or five hours on this subject, when putting your programs together, what does a curriculum look like? And we don’t have to go through it bit by bit, but how does that work when someone comes to your program? How much time does it take? What’s the commitment? Jennifer Zelvin McCloskey (46:47.172)Yeah, I think so. Frazer Rice (46:54.851)Mm-hmm. Jennifer Zelvin McCloskey (47:06.33)So the program that I created that’s really available anywhere across the country is called the Peak Trust Management Certificate Program. Peak Trust Company, may be familiar with it. They have name rights because they gave the donation to the University of Delaware for me to build the program. So it’s housed at the Lerner College at the University of Delaware, but bears the name of Peak Trust Company. I look at five different things. The first thing is trust law and administration. So like I said previously when we were talking, you lay that foundation of what is the legal component of this? What is the baseline that people have to know? And then what is the administration? The second component is, and it’s inextricably intertwined as taxation. What is the income tax? What are the deductions? And now let’s take all of that income tax knowledge, individual income tax knowledge, and build on it with fiduciary income tax. What is DNI? What is FAI? How does it go out to the beneficiary? What’s the character of the distribution? How do we manage that? What are we deducting in the trust? So teaching taxation and not because trustees necessarily are tax preparers, but because the trustees obligation is to be able to understand and read that tax return, they need to know how to spot problems. So from my perspective, teaching fiduciary income tax is a critical component. It also helps. Yeah. Frazer Rice (48:38.828)No, no, I was gonna say no question about that. And there are elections to make, just because it doesn’t just go on autopilot, there are choices to be made so that if you’re the trustee, you may not have to prepare the tax return, but you may have to make a choice on the tax return and you’ve got to be informed because that can be an issue. Jennifer Zelvin McCloskey (48:58.651)65 day elections, perfect example, right? You just, you need to understand what your role is and how it overlaps with that of the CPA. The third part, of course, investments. Investments are inextricably intertwined, whether you’re doing it yourself as the trustee or you’re directed or even delegated, which is like the hairy scaries of every trusteeship known to man, because you’re not actually in control, but you’re responsible. So it’s the gray. When I build a program, because of the, you know, the directed trusteeship being so popular in today’s day and age, we have to talk about not just investments of, you know, marketable securities, not just the custody of tangibles, but also subscription documents, because so many alternatives are held in trust right now. unique assets, need to know how the trustee is actually carrying out their fiduciary duty when it comes to engaging in an investment that is an alternative investment. The fourth component is of course compliance. We cannot ever get away from compliance and I think we could do a whole nother podcast on compliance in trusteeship but. You know, it’s a regulated entity. And even if you’re an individual trustee and you’re not using what those compliance frameworks are, what the guidelines are by OCC, Reg 9, FDIC, if you’re not looking at that and using that as a guideline, don’t do the job. understanding KYC, BSA, AML, all of those compliance components that have tentacles. That’s the fourth part. And then for the fifth part of this program, because it’s specifically geared toward trustee education in trust companies, although it can be applicable, very applicable to individuals, is operations. I was very fortunate that I was able to partner with SCI on building the operations component. So we license their platform called Plato. It’s essentially their training platform. Jennifer Zelvin McCloskey (51:12.888)so that trustees can see how fees are set up, fees, that’s a whole other podcast, fees, statements, distributions, how are we doing this? How are we documenting everything? What are the logistics of the day-to-day operations? So that’s how I built the program and it’s available anywhere in the country. It’s 10 weeks, how long does it take? I would say from three to five hours a week of an investment that you’re making at a bare minimum. Obviously there’s a whole lot more of depth that you can go into. The resources are built in. But I would say 10 weeks, about 50 hours of time where you’re actually engaging with the material. And then I bring in guest lecturers on each different area of expertise for lack of a better description. And they get a certificate at the end, they get a digital badge, and now they really have something where they can add value day one in a trust company or as a trustee. Frazer Rice (52:17.902)With Delaware being, you one of the real gold standards as far as trust jurisdiction, I assume that everything that comes out of this program is pretty transportable to the other useful jurisdictions, let’s call it, within the country. know, the Tennessee’s, the South Dakota’s, the Nevada’s, the Alaska’s, Wyoming’s, New Hampshire’s, et cetera. Obviously, there are hairs to split with different foibles in their law, but everything that you’re describing sounds like works everywhere else. Jennifer Zelvin McCloskey (52:47.928)And I’ve always taken the approach, you’re 100 % correct, I’ve always taken the approach of UTC. I base everything off of UTC and if there’s something different or unique based upon the jurisdiction that you’re in, I always encourage people you have to look at your statute, you have to look at the jurisdiction that you’re actually practicing this in and administering in. I use Delaware, South Dakota, Alaska as examples quite often when we’re talking about the directed stuff, but By and large, it’s UTC. Frazer Rice (53:20.966)It just a weird subset. So special needs trusts and islets, which are two types of trusts, very specific. One holds life insurance. The other is designed to really take care of people who can’t take care of themselves. And they are types of trusts that a lot of trust companies don’t like to take on because the liability is harder or the profit margin is less. For those individuals who get the opportunity to participate in those and I put that in air quotes. How would you advise people to get ready for those types of situations? Jennifer Zelvin McCloskey (53:58.308)People who are in need of those types of trusts. Frazer Rice (54:02.122)Well, maybe both. The people who need those trusts, you know, they’re going to, they, you know, it’s almost like they get set up and then the staffing gets kind of figured out later, barely. And then, you know, the, for the people who end up taking on that role, they really have no idea of what they’re in for in a sense. Is there sort of like a mini, I’m not going to say a full course like you’re describing, but a crash course in, in what’s going on here and what can I do to keep myself safe? Jennifer Zelvin McCloskey (54:30.271)Unfortunately, no, I don’t know of one. and there isn’t much built in. there’s, we talk about a little bit in the program that I built, but, those are specialized and eyelets we talk about a little bit more there, you eyelets had their day and sort of they has done ish. but special needs trust. It’s a whole other ball game because It really incorporates state law and social security and Medicaid, all of those government benefits that I think you would need something more specialized than my program that I developed. And I don’t have a great answer for that, I’m sorry. Frazer Rice (55:12.482)No, there’s not a great answer for it because it’s tough. it’s a, all of which is to say for someone who’s involved with those things and feels confused by what’s going on, that’s one where it’s worth it to spend the money to lean on a dedicated Medicaid elder care, special needs type of lawyer on that front because there are traps for the unwary. Okay, now we’re starting to butt up against an hour here of. Jennifer Zelvin McCloskey (55:29.764)Yes . . . Frazer Rice (55:38.827)Four hours. No, I’m kidding listeners. We’re not going to talk for four hours, but How do people find your program and and then I’ll ask a bonus question at the end Jennifer Zelvin McCloskey (55:49.339)So the program is on the University of Delaware’s website. You just type in peak trust management certificate and it’ll pop up. My name will be there. I think my picture might be there. It’s all over my LinkedIn. So if you look me up, you’re going to see the peak trust management certificate program. You can always email me, jennifer at zeldenlaw.com. Happy to push people into it. start, I’m in the new cohort right now. We’re two weeks into a 10 week program. But we have a new cohort starting in May. I think it’s May 4th. So may the fourth be with you. Frazer Rice (56:24.622)Terrific. So the final question here is really more of a crystal ball question. In this trust industry, trustee industry, what are the real, I’m going to say opportunities out there, and we’ve sort of painted a picture of doom and gloom and its low profit margin and things like that. Where can someone who is thinking from a business perspective about this find something? Once they’re properly educated about it and being able to participate in it. Jennifer Zelvin McCloskey (56:57.582)There are so many opportunities. There is an absolute need for good trustees everywhere. Trust companies from coast to coast, individual trustee alliance. People really, really need trustees. There’s tremendous opportunity with Heritage Institute, not the Heritage Foundation, but the Heritage Institute. There’s opportunities with…various family offices and various trust companies for education, for beneficiary education. So many opportunities out there. Trust companies are just clamoring for people. So if people are interested in becoming a trustee, getting that education, you will not have a hard time finding a job. Like you said, it’s basically recession proof. This wealth is going to transfer. We need sophisticated, knowledgeable trustees. on the receiving end of that transfer so that it happens correctly. Frazer Rice (57:56.578)I’d go so far as to say financial advisors. I just gotta say, a CFP is useful, CFA is on your investment side, but something like this, you know so much more about how intergenerational wealth works than what’s happening in those particular situations that I think it helps people stand out when I see something like that on a resume. Jennifer Zelvin McCloskey (58:00.302) “THE TRUSTEE CRISIS: Navigating the Challenges”That’s all the podcast. I hear you. I hear you. Frazer Rice (58:24.386) “THE TRUSTEE CRISIS: Navigating the Challenges”All right, with that, Jennifer, it’s great to catch up and I will have all of your information on the show notes and I will either see you at the ITA conference in Dallas or what I’m down in Delaware next. More Around “THE TRUSTEE CRISIS: Navigating the Challenges” BUILDING A TRUST COMPANY TENNESSEE AS A JURISDICTION DIRECTED TRUSTEES DELAWARE WELL BEING TRUST THE TRUSTEE CRISIS: Navigating the Challenges https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords for THE TRUSTEE CRISIS: Navigating the Challenges trusteeship, wealth transfer, trust management, fiduciary duties, trust education, estate planning, risk management, trust administration, individual trustees, trust companies, the trustee crisis, navigating the challenges, the great wealth transfer,

Send a textAbout Dr. Rishi P. Singh MD,Dr. Rishi P. Singh MD is a staff surgeon, vice president, and chief medical officer at theCleveland Clinic Martin Health and Professor of Ophthalmology at the Lerner College of Medicine in Cleveland Ohio. He received his bachelors and medical degrees from Boston University and completed his residency at the Massachusetts Eye and Infirmary Harvard Combined Program in Boston, Massachusetts. Dr. Singh then completed a medical and surgical fellowship at the Cole Eye Institute in Cleveland, Ohio.He specializes in the treatment of medical and surgical retinal disease such as diabeticretinopathy, retinal detachment, and age-related macular degeneration. Dr. Singh hasauthored more than 250 peer reviewed publications, books, and book chapters and serves as the principal investigator of numerous national clinical trials advancing the treatment of retinal disease. Dr. Singh is the former president on the Retina World Congress and is on the board of the American Society of Retina Specialists.Dr. Singh has been honored with several research recognitions such as the Alpha Omega Alpha Research Award and American Society of Retina Specialists Senior Honor Award.

On this episode of Deans Counsel, hosts Ken Kring and Jim Ellis speak with Oliver Yao, Dean of the University of Delaware's Lerner College of Business and Economics, a role he took on in August 2023.Oliver Yao's research interests are in the inter-disciplinary fields of information systems and supply chain management, including business value of IT-enabled supply chains, economics of electronic and mobile commerce, bullwhip effect and VMI, CPFR and CRM. His publications have appeared in Management Science, Information Systems Research, MIS Quarterly, Marketing Science, Operations Research, Journal of Operations Management, Production and Operations Management, among others.In an interview that moves almost as quickly as Oliver does, he shares with our hosts his thoughts and experiences regarding:- the overwhelm and challenges he faced early on in his role at Lerner- his approach to setting priorities - especially in the face of financial constraints- how Oliver's background in information systems influences his strategic planning- philanthropy and how he learned to embrace it - quicklyLearn more about Oliver YaoComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note!Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James 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

The NACE Journal Club with Dr. Neil Skolnik, provides review and analysis of recently published journal articles important to the practice of primary care medicine. In this episode Dr. Skolnik and guests review the following publications:1. Lepodisiran — A Long-Duration Small Interfering RNA Targeting Lipoprotein(a) - New England Journal of Medicine 2025. Discussion by:Guest: Steven E. Nissen, M.D., Chief Academic Officer of the Heart and Vascular Institute at the Cleveland ClinicProfessor of Medicine at the Lerner College of Medicine2. Genitourinary Syndrome of Menopause: AUA/SUFU/AUGS Guideline (2025).Discussion by: Discussion by:Guest:Anupriya Grover-Wenk, DO Faculty– Family Medicine Residency ProgramJefferson Health – Abington3. Liberal fluid intake versus fluid restriction in chronic heart failure: a randomized clinical trial. Discussion by:Guest: Joseph Gonnella, MDResident– Family Medicine Residency ProgramJefferson Health – AbingtonMedical Director and Host, Neil Skolnik, MD, is an academic family physician who sees patients and teaches residents and medical students as professor of Family and Community Medicine at the Sidney Kimmel Medical College, Thomas Jefferson University and Associate Director, Family Medicine Residency Program at Abington Jefferson Health in Pennsylvania. Dr. Skolnik graduated from Emory University School of Medicine in Atlanta, Georgia, and did his residency training at Thomas Jefferson University Hospital in Philadelphia, PA. This Podcast Episode does not offer CME/CE Credit. Please visit http://naceonline.com to engage in more live and on demand CME/CE content.

In the final part of this series, Joseph Parambil, MD, walks us through the approach of managing pulmonary hypertension, reviews the pathophysiology and digs into the mechanisms and the differences in the medications. Intro 0:12 In this episode 0:17 Interview with Joseph Parambil, MD 2:53 Reviewing and clarifying pathophysiology prior to initiating therapeutics 4:13 Evaluating patients in terms of their functional status and how does that play a role in initiating therapies 4:25 Vasoreactivity testing 10:21 The categories of medications 14:40 Endothelin receptor antagonists 37:07 TGF pathway 42:13 Scleroderma patient and treatment 50:19 Do patients get a repeat right-heart catheterization? 55:51 What about the TGF-beta? 56:55 Thank you, Dr. Parambil 58:34 Thanks for listening 59:17 We'd love to hear from you! Send your comments/questions to Dr. Brown at rheuminationspodcast@healio.com. Follow us on Twitter @HRheuminations @AdamJBrownMD @HealioRheum. Disclosures: Brown and Parambil report no relevant financial disclosures. Joseph Parambil, MD, is a staff member in the Respiratory Institute and the director of the HHT Center of Excellence and the Vascular Anomalies Center at the Cleveland Clinic. He is associate professor of medicine at Cleveland Clinic's Lerner College of Medicine. He is certified by the American Board of Internal Medicine with additional specialty certification in pulmonary medicine and critical care medicine.

In this series, we dive into what rheumatologists should know about pulmonary hypertension, starting an interview with Joseph Parambil, MD, where we learn about the disease, when to suspect and how to work up! Intro 0:11 In this episode 0:16 Preview of the four-part series 4:46 Interview with Joseph Parambil, MD 6:27 How did you become interested in pulmonary hypertension? 7:02 Brown and Parambil discuss the histology of pulmonary hypertension. 10:13 Brown and Parambil discuss a case of pulmonary hypertension. 12:26 What is pulmonary hypertension and what does that mean for a rheumatologist? Where is pulmonary hypertension happening? 13:25 Describe the different groups of pulmonary hypertension. 19:51 A note about Dr. Chatterjee 20:25 Brown and Parambil discuss the groups of pulmonary hypertension. 23:35 What should we know about evaluating patients with pulmonary hypertensions? 26:51 Brown and Parambil discuss bendopnea and other signs of pulmonary hypertension. 29:58 What about the heart sound? 33:06 What should we look for in patients who we suspect to have pulmonary hypertension? 36:52 What should we look for in the tricuspid jet? 38:18 Brown and Parambil discuss the use of echocardiograms in pulmonary hypertension. 39:28 Tell us about the threshold of diagnosis. 40:47 What is the difference between the mean pressure and the wedge pressure? 41:41 What about the role of the pulmonary function test? 43:55 Summary 46:41 Do you think the pulmonary hypertension in scleroderma and lupus are different entities? 48:37 Brown and Parambil discuss the connection of autoimmune disease and pulmonary hypertension. 50:49 Coming up in episode 91 51:50 Thanks for listening 52:25 Disclosures: Brown and Parambil report no relevant financial disclosures. Joseph Parambil, MD, is a staff member in the Respiratory Institute and the director of the HHT Center of Excellence and the Vascular Anomalies Center at the Cleveland Clinic. He is associate professor of medicine at Cleveland Clinic's Lerner College of Medicine. He is certified by the American Board of Internal Medicine with additional specialty certification in pulmonary medicine and critical care medicine. We'd love to hear from you! Send your comments/questions to Dr. Brown at rheuminationspodcast@healio.com. Follow us on Twitter @HRheuminations @AdamJBrownMD @HealioRheum.

Enter to win a copy of Wendy Smith's book "Both/And Thinking"What do you do when you're stuck between two conflicting options? Deliver short-term results or take a long-term view?Focus on business outcomes or people development?Help by being the expert with the answer or a coach asking questions?For most of us, these competing choices are a source of conflict. We deal with uncertainty by asserting certainty that there are two distinct options to choose between.But what if there's a way to embrace both?That's why I invited Wendy Smith – award-winning psychologist and co-author of “Both/And Thinking” – to share her insights on how to make more creative, flexible, and impactful decisions in a world of competing demands.The most successful leaders and change agents have learned the power of navigating paradoxical tradeoffs and reframing problems to discover expansive solutions that didn't initially seem possible. Tune in to learn how to shift from that “either/or” mindset and embrace a “both/and” approach to tackle tough decisions, unlock new possibilities, and lead with greater impact.YOU'LL LEARN:Can you really have it all? – The difference between an and/and vs both/and mindsetA three step process to overcome dilemmas to create a more sustainable outcomeHow to reframe a problem when faced with a seemingly paradoxical choiceThree different patterns of risk when you're not able to shift from the either/or to the both/and thinkingThe benefits of being comfortable with the discomfort of learning something newABOUT MY GUEST:Wendy Smith is the co-author of “Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems,” an award-winning psychologist and professor at the Lerner College of Business and Economics at the University of Delaware. She's spent her career studying paradoxes in leadership and on a mission to help individuals and organizations turn problems into possibilities. Wendy's passion lies in helping leaders tackle the complex challenges of interpersonal dynamics, team performance, organizational change, and innovation to transform their organizations and the world.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/35Connect with Wendy Smith: linkedin.com/in/wendykimsmithWendy's book: bothandthinking.netCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS: 02:12 Misconception of both/and meaning02:44 And/and vs. both/and06:49 Balancing the roles of expert and coach 07:03 Balancing long-term innovation with immediate business needs08:06 3-step process of dealing with dilemma09:50 Expanding on and/and vs both/and12:03 How to approach paradoxical choices15:23 3 patterns of risk when you don't shift to both/and thinking20:15 Getting comfortable with discomfort22:03 Embracing both/and mindset creates growth mindset24:36 Bringing both/and thinking to your personal life25:50 Both/and thinking at the organizational level27:44 Integrating technical process improvement with people development29:35 Enabling both/and thinking at the organizational level Enter to win a copy of Wendy Smith's book "Both/And Thinking" 

Management thought leader and award-winning organizational psychologist Wendy K. Smith is on a mission to help individuals and organizations turn our problems into possibilities.  Smith currently holds the prestigious title of Dana J. Johnson Professor of Management and serves as the faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. Wendy is also one of the youngest people named as an Academy of Management Fellow. As an organizational psychologist, she is a leading expert on the power of paradox - applying both/and thinking to help us innovate, change and generate more creative, sustainable solutions to our toughest challenges. In her talks, Wendy brings science-based research to life with real world stories to both captivate and motivate her audiences. Smith is the co-author of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems, along with Marianne Lewis, named a Top 10 Management Book by Thinkers50, a finalist for the Next Big Idea Award, and a #1 Amazon New Release. Smith and Lewis were awarded the Thinkers50 Breakthrough Idea Award for these groundbreaking ideas. Wendy is also an award-winning scholar. She has been named the Web of Science Highly Cited Researchers for being among the top 1% most-cited researchers for 5 years in a row.

TopMedTalk brings you exclusive, cutting-edge conversation from Anesthesiology 2024, the American Society of Anesthesiologists (ASA) annual general meeting; the world's largest gathering of anesthesiologists. The conference brings us all together to discuss the latest advances in the field. This piece presents a strong case for video laryngoscopy. It's the preferred method but is the evidence there and if so what is it? Why has it become “the new gold standard”? Desiree Chappell and Mike Grocott speak with Kurt Ruetzler, staff anesthesiologist at Cleveland Clinic, associate Professor of Anesthesiology, Lerner College of Medicine at Case Western Reserve University.

My guest for Episode #507 of the Lean Blog Interviews Podcast is Wendy K. Smith, co-author of the book Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. She's also one of the keynote speakers at this year's AME (Association for Manufacturing Excellence) annual conference. Episode page with video, transcript, and more Enter to win a copy of the book! Wendy is the Dana J. Johnson professor of management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands. Working with executives globally, she has been a noted keynote speaker and teacher for audiences worldwide. Her research, published among the top journals in the field, has received numerous awards, including the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among the one percent most-cited researchers in her field. Wendy lives in Philadelphia with her husband, three children, and the family dog. In this episode, Wendy discusses strategic paradoxes and how leaders can effectively navigate contradictory yet interdependent demands. Our conversation covers practical examples from Lean Manufacturing and the Toyota Production System, highlighting how "both/and thinking" can lead to innovative solutions and improved performance. Wendy also shares the emotional and cognitive challenges of embracing paradoxes, offering insights into how organizations can create environments that support dynamic, integrative thinking. This episode is a deep dive into the nuances of leadership, organizational behavior, and the power of embracing complexity in problem-solving. Questions, Notes, and Highlights: What are strategic paradoxes? The need or opportunity to break paradoxes? Good examples of both/and thinking in different businesses? Origins in lean manufacturing Just-in-time but hold no inventory High quality but also super fast Focusing on both short-term and long-term? Opportunities for startups to exploit new both/and thinking? Process as a dirty word in startups? We can't vs. we haven't figured it out yet? Both/and focus on customers and employees? Connections to Amy Edmondson and Psychological Safety? The Dr. Brian Goldman TED Talk Give us a preview of your keynote talk for AME? A teaser… The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

About Dr. Rishi P. Singh MD,Dr. Rishi P. Singh MD is a staff surgeon, vice president, and chief medical officer at theCleveland Clinic Martin Health and Professor of Ophthalmology at the Lerner College of Medicine in Cleveland Ohio. He received his bachelors and medical degrees from Boston University and completed his residency at the Massachusetts Eye and Infirmary Harvard Combined Program in Boston, Massachusetts. Dr. Singh then completed a medical and surgical fellowship at the Cole Eye Institute in Cleveland, Ohio.He specializes in the treatment of medical and surgical retinal disease such as diabeticretinopathy, retinal detachment, and age-related macular degeneration. Dr. Singh hasauthored more than 250 peer reviewed publications, books, and book chapters and serves as the principal investigator of numerous national clinical trials advancing the treatment of retinal disease. Dr. Singh is the former president on the Retina World Congress and is on the board of the American Society of Retina Specialists.Dr. Singh has been honored with several research recognitions such as the Alpha Omega Alpha Research Award and American Society of Retina Specialists Senior Honor Award.

Being thankful at all times may not come easily or naturally, but it benefits us in every key area of our lives. A posture and practice of gratitude doesn't just give us higher levels of emotional, mental, and spiritual well-being - it impacts our physical health too.   From heart health to sleep, practicing gratitude has been proven to reduce stress, lower chronic illness, and even prevent disease.   In an age of high anxiety, depression, and burnout, gratitude is a powerful antidote. Through the practice, we get to truly surrender to God's will and that can give us an immense amount of peace.   Our brains aren't naturally inclined to appreciate, so we must develop a gratitude muscle rather than treat it as a one-time behavior.   Considering that our brains aren't naturally wired for gratitude, how do we intentionally make it our posture? Why is gratitude so closely connected to surrender?   In this episode, I'm joined by physician, scientist, and my brother, Dr. Joe Parambil. We talk about the positive impacts of gratitude and how to make it a part of our daily lives.   Gratitude goes hand-in-hand with the process of submission. You can't be grateful if you have your expectations, ambitions, and agendas that have to be met. -Dr. Joe Parambil    Three Things You'll Learn In This Episode    -The connection between science and faith How do we see God's hand orchestrating the incredible miracles of science?    -Gratitude goes hand-in-hand with submission and surrender How do we maintain a posture of thankfulness even when we're not getting what we want?   -The health benefits of thankfulness How does gratitude affect physical health and even neural pathways?   Guest Bio  Dr. Joe Parambil is a physician, scientist, and man of faith. Dr. Parambil is a Staff Member in the Department of Pulmonary, Allergy, and Critical Care Medicine and Assistant Professor of Medicine at Cleveland Clinic's Lerner College of Medicine. He is currently the Director of the Hereditary Hemorrhagic Telangiectasia Center of Excellence.

Dr. Kathryn Bender wanted to give something a try. Knowing the subject matter she teaches at the University of Delaware can, at times, be a bit dense and complex, she decided to tap into the craze surrounding the world's biggest pop star in hopes of reaching more students, especially women. Guess what? Her hunch was right. In the eight-part workshop “Data Enchanted: Transforming Numbers Into Knowledge,” Bender, an assistant professor of economics at Delaware's Lerner College of Business & Economics, dives into the meaning behind Taylor Swift data - from album streams to ticket prices and the far-reaching impact of her concert tours. What inspired Bender to take this teaching approach? What has she learned and her colleagues learned from it? Host Matt Leon takes a look at what happens when Tay Tay mania makes its way into the classroom. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

We were joined in this episode by Dr. Katalin Takacs Haynes of the Lerner College of Business & Economics at the University of Delaware.Dr. Haynes' research covers critical areas such as corporate governance, strategic decision-making, greed and corruption . . . and a whole lot of time aboard Disney's Galactic Starcruiser! As both a business professor & a fan of this amazing experience, Dr. Haynes is uniquely qualified to look at the business decision that Disney made to put the Halcyon in dry dock. Dr. Katalin Takacs HaynesSupport the showHeroes of the Halcyon on InstagramTheme Music ("Digital Discourse") by Yellow BarrelSend your email to heroesofthehalcyon@gmail.com - we'd love to hear from you about your journeys, episode suggestions, or just to say hi!

Wendy K. Smith is the Dana J. Johnson professor of management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. As we navigate the complexities of sustainability and sustainable development goals, Wendy sheds light on the challenges that arise when making overarching commitments. Tune in as we discuss: Integrating sustainability goals with profitability for businesses When is it necessary to prioritise profit versus ethical considerations? The concept of "tightrope walking" as a strategy Both/and thinking versus either/or thinking Embracing serendipity and being open to new experiences in decision-making Links Mentioned: Free guide: https://heartmanagement.org/en/guide/ Both/and Thinking

We live in a world of paradoxes. When we especially face competing demands, we easily slip into either-or choices. But why do we have to choose one over the other? Isn't there a way to overcome these challenges without having to give up something? This episode's guest says there is—through both/and thinking. J.R. Lowry is with Wendy Smith, the Dana J. Johnson Professor of Management and the faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, at the University of Delaware. Wendy has co-authored a book called Both/And Thinking, where they explore the nature of the tensions we experience and how we can use them to be productive rather than stumble over them. In this conversation, she shares the idea that led her to write the book and the insights they have gathered to help organizations struggling to take the step towards innovation, diversity, and inclusion. Why do we suffer from either/or thinking? What does both/and thinking look like? How do we navigate the paradoxes in life? Tune in to find out Wendy's answers and more! Check out the full series of "Career Sessions, Career Lessons" podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcast/wendy-smith/

Wendy K. Smith is the Dana J. Johnson Professor of Management, faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware and fellow at The Academy of Management. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (4 years in a row) for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years as well as a fellow at the Academy of Management. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Her book, Both/And Thinking is published by Harvard Business Review and was #1 new release on Amazon. Wendy lives in Philadelphia with her husband, three children, and the family dog.   Wendy had a number of amazing insights during our conversation. Some of them include: “There's other pathways to things that we don't often see” (9:25). “Where I could really feel impact was at this very local level” (12:25). “The big idea of [my book] Both/And Thinking is that we live in a world where we tend to pull things apart and make a choice between them and see the either/or, see the black and white, and we argue that's limited and it's detrimental at worst. There's a better way of seeing these things intertwine with one another” (15:40). “The people that are least confident about knowing who they are, what they're going to do in the world, and whether they're going to succeed, are college students” (16:20). “This sense of having to prove [oneself] constrains actually experimenting and being [oneself] along the way” (17:05). “A dilemma is a moment in time defined in a very specific time and space where you're choosing between two different options and it's begging you to make a choice” (26:45). “Paradoxes are these persistent, ever-present tensions that underlie our dilemmas and keep popping up” (27:00). “There's this constant tension that we all feel around performing well, doing well, being in the moment, and learning and growing and feeling that discomfort of learning and growth” (27:10). “The dilemma of passion vs. performance shows up all over the place and we tend to pit those against each other” (36:10). “The more that we feel passionate, the more that we feel joyful, the more engaged and the better performing we are. These opposing pressures actually reinforce each other” (36:30). “I think an invitation is a chance to allow people to have their own point of view rather than telling them what they think and providing the respect to others that I'm curious about that point of view” (38:10). “One of the ways that we tend to ‘either/or' a lot is in relationship with other people” (38:30). “We grow from taking a pause from our regular routines and lives” (42:45). “Part of ‘both/and' is pulling out or decisions into a broader perspective where we are making these micro shifts, oscillating, experimenting, balancing, trying along the way, that not every decision is the ultimate moment of truth” (47:15). “How do you navigate in a space that's not ideal for who you are?” (50:20). “Activism has a very black and white perspective; I am going to assert what I believe and be loud and proud about it. There's a place for that and it's an important piece, and it doesn't always get stuff done. What we really need in order to move forward is more nuanced diplomacy and collaboration across opposing ideas” (52:50). “Leaders need to have a varied toolkit in how they lead” (55:15). “Frankly, there's a lot more common ground on many of these [political] issues than there is difference” (57:20). “It's not just your own individual performance, but your performance and your success is dependent on how you raise up and create the conditions for other people's success as well” (1:04:50).   Additionally, you can find everything you need to know about Wendy's book, Both/And Thinking, here. You can also connect with Wendy on LinkedIn, Twitter, Facebook, Instagram, and by email (hello@bothandthinking.net). Thank you so much to Wendy for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.

Guest: Oluwatosin Goje, MD Better diagnostic techniques with rapid turnover and therapies for the treatment of both acute and chronic vulvovaginitis can help address the long-term burden facing reproductive-aged women. Learn more with Dr. Tosin Goje, Associate Professor of Obstetrics/Gynecology and Reproductive Biology at the Cleveland Clinic's Lerner College of Medicine at Case Western Reserve University.

Host: Charles Turck, PharmD, BCPS, BCCCP Guest: Oluwatosin Goje, MD A delay in diagnosis and treatment of vulvovaginitis can have big impacts on a patient's quality of life and their overall health. Explore how screening modalities like molecular tests and treatment guidelines from the CDC can help optimize the management of patients with vulvovaginitis with Dr. Charles Turck and Dr. Tosin Goje, Associate Professor of Obstetrics and Gynecology and Reproductive Biology at the Cleveland Clinic's Lerner College of Medicine at Case Western Reserve University.

Dr. Wendy K. Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her Ph.D. in organizational behavior at Harvard Business School. She began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among her field's 1 percent most-cited researchers. She received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past ten years. Her work has been published in such journals as the Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, OrganizationScience, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers worldwide address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog.Connecting with Dr. Wendy SmithTwitter: @profwendysmithFacebook: https://www.facebook.com/Wendy-Smith-111141458290288 Instagram: @prof.wendysmithA Quote From This Episode"Our mission is to invite people to not see tensions as a bad thing. But rather see tensions as a force of life, where we, as individuals, have the opportunity, have the agency to approach them differently."The Discovering Leadership TextbookDiscovering Leadership: Designing Your Success by Middlebrooks, Allen, McNutt, and MorrisonResources/Authors Mentioned in This EpisodeBook - Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems  by Wendy Smith & Marianne Lewis  Book - Consolations: The Solace, Nourishment and Underlying Meaning of Everyday Words by David Whyte Book - Collaborating with the Enemy: How to Work with People You Don't Agree with or Like or Trust  by Adam Kahane Book - A More Just Future: Psychological Tools for Reckoning with Our Past and Driving Social Change by Dolly Chugh Newsletter - Dolly Chugh - Dear Good People About  Scott J. AllenWebsiteMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in the study, practice, and teaching of leadership. Plan now for ILA's 25th Global Conference in Vancouver, British Columbia, on October 12-15, 2023.

Dr. Nazha is an internationally known expert and a keynote speaker in the application of artificial intelligence and novel digital technologies such as blockchain, IoT, and others in healthcare, pharma, and life sciences. He is also an internationally recognized expert in treating patients with leukemia. His research focuses on the use of artificial intelligence, machine learning, and deep learning to translate genomic and complex healthcare data into useful clinical tools that can improve patient outcomes. He is currently and Executive Director of Early Clinical Development at Incyte. Prior to joining Incyte, Dr. Nazha was a Global Tech Business Development for Healthcare Solutions at Amazon Web Services. He was tasked in building innovative healthcare solutions using machine learning, AI, cloud computing and other digital services to accelerate the adaptation of digital technologies in healthcare. Prior to joining Amazon, Dr. Nazha was the Director of the Cleveland Clinic Center for Clinical Artificial Intelligence and an Associate Medical Director at Enterprise Analytics. He was also an Assistant Professor of Medicine at Lerner College of Medicine/Case Western Reserve University and an Associate Staff at the Department of Hematology and Medical Oncology at Taussig Cancer Institute, Cleveland Clinic.

In today's conversation, I am joined by Dr. Wendy Smith, coauthor of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. I don't think we realize it all that much, but our lives are full of paradoxes. Questions like: How can we each express our individuality and be a team player? How do we balance work and life? How can we take care of ourselves while supporting others? How can we manage the core business while innovating for the future? Believe it or not, these are some of the everyday paradoxes that make up our lives. And because our brains tend to default to either/or choices, we choose one option over the other. We deal with uncertainty by asserting certainty. BUT this is not the best way, as you will learn about in today's conversation with Wendy Smith, a co-author of one of my new favorite books: Both/And Thinking. Wendy is the Dana J. Johnson Professor of Management and earned her Ph.D. in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She is a wealth of amazing information and I can't wait for you to learn from her today. Show Notes: [00:42] In today's conversation, I am joined by Dr. Wendy Smith, coauthor of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. [01:46] Wendy is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, at the University of Delaware. [03:57] Wendy shares about herself, her background, and the work she does. She is a professor of organizational behavior and business leadership management.  [06:27] We all experience these tug of wars in our lives.  [09:37] Our decisions really have multiple layers to them. They show up for us as a dilemma - these competing ideas in which you feel like you have to make a decision.  [11:37] Underlying our dilemmas are these paradoxical tensions.  [14:23] It is not that we are constantly trying to choose between always trying to be super disciplined or always trying to be spontaneous. If we go extreme on one side it becomes problematic in so many ways.  [15:36] The goal is to recognize that there is a relationship between discipline and spontaneity and that discipline enables us to be spontaneous as long as we don't go so extreme. Spontaneity enables us to have more structure in our world.  [17:08] These tensions drive us into either/or thinking. That kind of thinking is limited at best and detrimental at worst.  [19:39] Often when change happens you feel like you have to change significantly and essentially you are throwing out the baby with the bath water by innovating everything. [21:44] Polarization is when you go down a path and you are sure that if you are right about the way you are thinking, someone else must be wrong. [24:35] Businesses should continue to be operationally successful as they move up their S curve. Continue to service your existing customers and be efficient with your existing products and at the same time be scanning, exploring, experimenting, and innovating to figure out what the new S curve looks like.  [27:09] The problem isn't the problem. The way we are framing and thinking about the problem is the problem.  [28:10] You have to change to stay the same.  [30:56] Wendy shares a story about a group that built an inn to honor and value what was key to the culture of Newfoundland.  [34:04] To keep what you have, you have to change and we should embrace that.  [35:35] Her number one tip for writing a book is just to sit and do it.  [38:04] Wendy and her co-author worked together to structure the ideas of the book.  [40:38] There is something deeply paradoxical about behavioral economics (and Wendy loves that!)  [43:02] Just changing the question will invite you into a whole different way of thinking.  [44:02] Melina's closing thoughts [45:55] Embracing paradoxes can have a huge impact. There is so much opportunity there.  Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Join the BE Thoughtful Revolution – our free behavioral economics community, and keep the conversation going! Learn and Support The Brainy Business: Check out and get your copies of Melina's Books.  Get the Books Mentioned on (or related to) this Episode: Both/And Thinking, by Wendy Smith & Marianne Lewis The Paradox of Choice, by Barry Schwartz Paradoxes of Group Life, by Kenwyn Smith & David Berg A More Just Future, by Dolly Chugh A More Beautiful Question, by Warren Berger Connect with Wendy:  Wendy's Website Wendy on Twitter Wendy on LinkedIn Top Recommended Next Episode: Framing (ep 16) Already Heard That One? Try These:  A More Just Future, with Dr. Dolly Chugh (ep 247) Paradox of Choice (ep 171) Dunning-Kruger Effect (ep 198) Past, Present, and Future Biase (ep 246) Time Discounting (ep 51) What Your Employees Need and Can't Tell You (ep 225) Change Management (ep 226) Confirmation Bias (ep 260) Focusing Illusion (ep 89) Functional Fixedness (ep 194) A More Beautiful Question with Warren Berger (ep 200) Other Important Links:  Brainy Bites - Melina's LinkedIn Newsletter

Wendy Smith: Both/And Thinking Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She has received the Web of Science Highly Cited Research Award for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard, and Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. She is the author with Marianne Lewis of Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems. In this episode, Wendy and I discuss the dangers of either/or thinking and how that tendency limits our effectiveness. We explore how to shift to both/and thinking in order to resolve the most challenging problems. Plus, we share key tactics that will help us do this in more practical ways. Key Points Framing a decision as an either/or will often minimize short-term anxiety, but limits creative and innovative long-term possibilities. While easy to see both/and opportunities for others, we're likely to approach things as either/or when it's ourselves. An outside perspective from someone who's not emotionally connected is helpful. Changing the question we are asking is the most powerful to navigate paradoxes. Moving up a level when facing tough decisions can help us see the big picture. Consider shifting from “making a choice” to “choosing” in order to lead us towards better outcomes. Resources Mentioned Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems* by Wendy Smith and Marianne Lewis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) The Leadership Struggles We See, with Muriel Wilkins (episode 559) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Professor Wendy K. Smith on why now is the critical time for both/and thinking Wendy K. Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020 and 2021) for being among the 1 percent most-cited researchers in her field and received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog. Connect with Wendy Book Website: www.bothandthinking.net Personal Website: https://lerner.udel.edu/faculty-staff-directory/wendy-smith/ LinkedIn: https://www.linkedin.com/in/wendykimsmith/ Twitter: @profwendysmith Facebook: https://www.facebook.com/Wendy-Smith-111141458290288 Instagram: @prof.wendysmith Connect with Izolda Book a Discovery Call Answering a Question? I'd love to hear from you! Leave Me A Voicemail (and yours might get picked to be in an episode) This episode is brought to you by Brain.fm. I love and use brain.fm! It combines music and neuroscience to help me focus, meditate, and even sleep! Because you listen to this show, you can get a free trial and 20% off with this exclusive coupon code: innovativemindset .* URL: https://brain.fm/innovativemindset Liking the Show? You can now show your support with Creative Solutions Podcast Merch! My Latest Book Is Out! Elevate your creative brain by accessing one of its crucial components – your intuition! Get the Functional Tarot. Get a taste of my creativity with this fun, sexy mystery, Die by the Sword, the first in the Cassie Belmont Tarot Reader Mysteries series. Get your copy! Get LIT! Grab the lightbulb logo on a bottle, hat, phone case, button, and more.   Support the Podcast. Or join my brand new Coffee By The Water Club and get a bunch of extra goodies like bonus podcast episodes, art no one else sees, and music no one else hears! Social Media LinkedIn: https://www.linkedin.com/in/izoldat/ Website: IzoldaT.com Author Website: https://izoldatauthor.com/ Facebook author page: https://www.facebook.com/IzoldaST Instagram: https://www.instagram.com/izoldat/ TikTok: https://www.tiktok.com/@izoldat Twitter: https://twitter.com/Izoldat Listen on These Channels Apple Podcasts | Spotify | Stitcher | Google Podcasts | Podbean | MyTuner | iHeart Radio | TuneIn | Deezer | Overcast | PodChaser | Listen Notes | Player FM | Podcast Addict | Podcast Republic | I'm thrilled that you're tuning in to the Innovative Mindset. Get in touch if you have questions or comments. *Affiliate link. If you purchase it through the above links and take the 20% off, I'll get a small commission.  

Welcome to an episode with an expert on organizational paradoxes, Wendy Smith. Get Wendy's Book here: https://amzn.to/3fF1b8C When faced with a tough decision-making situation, it is common for us to assess and select what we believe is the best deal and then move on. We tend to assume that we need to pick one option and eliminate the other. But what if we could actually succeed in pursuing both options?  In this episode with Wendy Smith, we discuss how leaders and individuals can effectively respond to contradictory yet interdependent demands and have the mindset shift needed to successfully navigate a paradox. Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands.  Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among the 1 percent most-cited researchers in her field and received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science.  She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog. Get Wendy's book here: Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Wendy Smith, Marianne Lewis, Amy C. Edmondson. https://amzn.to/3fF1b8C Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

“If we shift our thinking to a both/and approach it enables us to open up all kinds of different possibilities and to use these tensions as a source of creativity.”Today we are delighted to welcome Wendy K Smith to the podcast. Wendy is the Emma Smith Morris Professor of Management and academic director of the Women's Leadership Initiative at the University of Delaware's Lerner College of Business & Economics.  Wendy is also the co-author of the brilliant book Both/And Thinking, which challenges the perception that we have to choose between pursuing two things we love. Instead, the book sets out the ways that we can be both/and instead of either/or,  including providing tools for coping with multiple tensions at the same time.Wendy and Verena discuss both/and thinking in the context of progressing your career whilst enjoying your young family and share practical tips on focusing on the bigger picture goals and learning to find comfort in the discomfort.We hope you enjoy the conversation.  Find out more about Both/And thinking, including where to order a copy of the book via bothandthinking.net.Find out more about the work of Leaders Plus, including details of our award-winning Fellowship Programmes and our latest events by signing up to receive our emails at leadersplus.org.uk/newsletter.

Believe it or not, living to 100, 120, or even 130 years old will become increasingly common over the next decade--and life past 100 may not be what you think. In his latest book, The Great Age Reboot: Cracking the Longevity Code for a Younger Tomorrow, best-selling author Dr. Mike Roizen explains how cutting-edge science and technology will revolutionize your ability to live longer, younger, and better. With more than 40 years of experience as a medical doctor—certified in Internal Medicine and Anesthesiology, Dr. Roizen is the Chief Wellness Officer Emeritus of the Wellness Institute at the Cleveland Clinic, is a professor at the Lerner College of Medicine of the Cleveland Clinic at Case Western Reserve University, and developed the RealAge concept to motivate behavior change.As evidenced in the global press, today's breakthroughs in longevity research are unprecedented. This will help you prepare for the next major social disruptor by making the best decisions for your brain, your body, and your bank account.Dr. Roizen and one of his co-authors, acclaimed economist Albert Ratner, join Dr. Pam today to discuss the new book and illuminate the prevention, treatment, and technology that will reshape how we think about old age--and help us plan for an audacious future.

Believe it or not, living to 100, 120, or even 130 years old will become increasingly common over the next decade.Believe it or not, living to 100, 120, or even 130 years old will become increasingly common over the next decade--and life past 100 may not be what you think. In his latest book, The Great Age Reboot: Cracking the Longevity Code for a Younger Tomorrow, best-selling author Dr. Mike Roizen explains how cutting-edge science and technology will revolutionize your ability to live longer, younger, and better. With more than 40 years of experience as a medical doctor—certified in Internal Medicine and Anesthesiology, Dr. Roizen is the Chief Wellness Officer Emeritus of the Wellness Institute at the Cleveland Clinic, is a professor at the Lerner College of Medicine of the Cleveland Clinic at Case Western Reserve University, and developed the RealAge concept to motivate behavior change.As evidenced in the global press, today's breakthroughs in longevity research are unprecedented. This will help you prepare for the next major social disruptor by making the best decisions for your brain, your body, and your bank account.Dr. Roizen and one of his co-authors, acclaimed economist Albert Ratner, join Dr. Pam today to discuss the new book and illuminate the prevention, treatment, and technology that will reshape how we think about old age--and help us plan for an audacious future.

Welcome to Strategy Skills episode 283, an episode with an expert on organizational paradoxes, Wendy Smith. Get Wendy's Book here: https://amzn.to/3fF1b8C   When faced with a tough decision-making situation, it is common for us to assess and select what we believe is the best deal and then move on. We tend to assume that we need to pick one option and eliminate the other. But what if we could actually succeed in pursuing both options?    In this episode with Wendy Smith, we discuss how leaders and individuals can effectively respond to contradictory yet interdependent demands and have the mindset shift needed to successfully navigate a paradox.   Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands.    Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among the 1 percent most-cited researchers in her field and received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science.    She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation.   Wendy lives in Philadelphia with her husband, three children, and the family dog.   Get Wendy's book here: Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Wendy Smith, Marianne Lewis, Amy C. Edmondson. https://amzn.to/3fF1b8C   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Wendy Smith received her Ph.D. from Harvard Business School and is now a Professor of Leadership at the University of Delaware's Lerner College of Business and Economics, as well as the co-founder of the Women's Leadership Initiative. She is interested in how leaders and organizations deal with continuing strategic contradictions such as those between today and tomorrow, global integration and local adaptation, social mission, and financial performance. What are Wendy's thoughts on “either/or” and “both/and” thinking? What does it mean for leaders to embrace paradoxes? Listen in as Wendy, and I discuss attitude shifts, leadership insights, and why paradoxes exist to help leaders be better leaders! --------------------- This episode is sponsored by Workplace from Meta. Workplace is a business communication tool from Meta. Think Facebook, but for your company. It's part of Meta's vision for the future of work. A future in which we'll all feel more present, connected and productive. Start your journey into the future of work at workplace.com/future. ------------------ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.  ________________ Over the last 15 years, I've had the privilege of speaking and working with some of the world's top leaders. Here are 15 of the best leadership lessons that I learned from the CEOs of organizations like Netflix, Honeywell, Volvo, Best Buy, The Home Depot, and others. I hope they inspire you and give you things you can try in your work and life. Get the PDF here. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

In this episode I speak with Wendy Smith, co-author of "BOTH/AND THINKING: Embracing Creative Tensions to Solve Your Toughest Problems" and Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware whose through line and wakeup call was growing up in Montreal when there was so much political strife and seeing that as an opportunity to bring people together. https://lerner.udel.edu/faculty-staff-directory/wendy-smith/

Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now.In this episode, Andrew is joined by Wendy Smith, author of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems.Wendy K. Smith is the Emma Smith Morris Professor of Management and academic director of the Women's Leadership Initiative at the University of Delaware's Lerner College of Business & Economics. Her work has won multiple academic awards and been featured in outlets such as Harvard Business Review, Academy of Management Journal, and Organization Science.

Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now. In this episode, Andrew is joined by Wendy Smith, author of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Wendy K. Smith is the Emma Smith Morris Professor of Management and academic director of the Women's Leadership Initiative at the University of Delaware's Lerner College of Business & Economics. Her work has won multiple academic awards and been featured in outlets such as Harvard Business Review, Academy of Management Journal, and Organization Science. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joe is joined by Sarah Baker Andrus a Job Search Strategist who brings her experience as a recruiter, hiring manager, advising her clients as well as her own personal experience as a candidate.Sarah encourages her clients to make bold career moves and to step out of their comfort zones.  She gets very tactical and provides advice that just might make all the difference as you look to transition and land that new job you want!To watch the abbreviated Youtube video version follow this linkContact Sarah here:EmailLinkedInWebsiteInstagram: @sarahbandrus Twitter: @sarabaAbout Sarah: "I believe that as adults, eventually we have to figure out this thing called work. Of all the work I do, I'm at my happiest helping others find enduring satisfaction and meaning in the work they do. I've spent my entire career immersed in everyone else's careers – working on all sides of the hiring equation – as a career counselor, directing a recruiting team, and a serving as a hiring manager in the corporate world. Today, I wear lots of hats. Along with my work as the founder and CEO of Avarah Careers, I serve as the Assistant Director for Career Services and teach at the Lerner College of Business of the University of Delaware, where I help graduate students and alumni at all stages of life find work they love." - Sarah Baker Andrus Support the show (https://www.buymeacoffee.com/titansot)

This very special episode of the podcast was recorded during a session of the Lerner College's Research & Teaching Showcase at the University of Delaware, coordinated by our Deputy Dean Dr. Sheryl Kline. Among other staff and faculty, Drs. Julia Bayuk, Andrea Everard, Ali Poorani, Max Dolinsky, and Amanda Bullough share practices that generate engagement. 

Dr. Wendy Smith, Professor of Management in the Lerner College of Business and Economics at the University of Delaware and cofounder and co-director of the Women's Leadership Initiative, joins us to discuss why we should build community in our classrooms and how we can do it most speedily and effectively

In this episode, Atul C. Mehta, MB, BS, discusses his path to become a physician, his early struggles once he arrived in the United States and some of the changes he's witnessed in how bronchoscopies are performed. Intro :00 About Mehta :23 The interview 1:25 In your own words … how did you get into medicine? 2:14 Can you share a little bit about your initial struggle coming to the United States? 7:10 Is your altruistic nature as a physician and mentor a result of coming from a humble background when you started your medical career? 13:14 You still work 15, 16 hours a day for almost 50 years … How do you have the energy to do that? 17:10 What have you seen that has changed from when you saw your first flexible bronchoscopy to now? 20:07 How do you find time for family with all you do and how do you do justice with that? 24:53 How do you prevent burnout in this demanding career? 28:21 You have worked in different countries … how did those things happen? 33:15 How old were your kids during your time working in India and Abu Dhabi? 37:01 I know you have family in Bollywood … are you a big fan of Bollywood? 39:42 Do you have a moment to share any failures that you felt were really important to learn from? 40:30 Do you have very fond memories from your childhood, or any med school quotes that you think of? 43:37 Is there anything else you'd like to share? 45:40 Thanks for listening! 45:49 Atul C. Mehta, MB, BS, is professor of medicine, Lerner College of Medicine; endowed chair in lung transplantation, Cleveland Clinic and founder and president of the American Association of Bronchoscopy. We'd love to hear from you! Send your comments/questions to Dr. Bhardwaj at podcast@healio.com. Follow us on Twitter @HealioPulm @abhi_bhardwaj99. Disclosures: Bhardwaj and Mehta report no relevant financial disclosures.

Intro.(1:32) - Start of interview.(2:10) - Larry's "origin story." He grew up in Wilmington, Delaware ("which explains why I have corporate governance in my blood.") He attended Girard College in Philadelphia, then went to the University of Delaware (BA Economics) and Cardozo School of Law (JD). After graduation he worked as an associate at Cravath for 6 years and then joined academia with Cardozo (10 years) moving later to Boston College Law School. He later switched to George Washington University Law School where he's been for the past 10 years.(6:04) - He is the founding faculty director of GW in NY (now in its 6th year).(8:46) -  His experience serving on boards of directors. Currently with Constellation Software. In the nonprofit sector, he is a Trustee of the Museum of American Finance, a Smithsonian affiliate; Member of the Dean's Council of Lerner College of Business of the University of Delaware; a Member of the Editorial Board of Financial History, the magazine of the Museum of American Finance; and a Member of the Advisory Board of the Ben Graham Centre for Value Investing at the Ivey Business School, University of Western Ontario.(10:42) - How he got started researching Warren Buffett and Berkshire Hathaway: In 1996 he organized a conference at Cardozo Law School on Warren's letters to Berkshire shareholders. This resulted in the publication of The Essays of Warren Buffett: Lessons for Corporate America (now in it's 5th edition).(15:33) - His article on "Warren Buffett's 10 Commandments for Corporate Directors" (2017):Select an outstanding CEO.Set CEO performance standards.Adopt an owner orientation.Replace managers promptly when needed.Speak up to colleagues.Reach out to shareholders.Adjust social atmosphere of the boardroom.Compensation Committees: Negotiate.Audit Committees: Pry.Choose Well. Warren adds these qualifications that make for high-quality directors: 1) business savvy, 2) a strong interest in the specific company, and 3) an owner-orientation.(32:12) - Origin and scope of the "Quality Shareholder Initiative" focused on long-term concentrated shareholders. Dubbed "high quality shareholders" by Warren Buffett in 1978, the initiative takes its title from that designation.(38:42) - His take on the meme stock phenomenon: "I'm concerned about it, particularly its form of 'grievance capital' (there is a political aspect to it, for some it's not only about money)."(41:34) - His take on ESG. Two different aspects:Why indexers choose ESG: 'they have a systemic business model.' They need a universal set of principles.Quality shareholders have been seeking 'doing good' for ever.(48:12) - His take on dual-class share structures. There is no correlation between dual-class shares on quality shareholders. There is no particular preference for dual class shares one way or another. ["Given the wide variety of approaches to shareholder voting, quality shareholders examine dual class structures on a case-by-case basis. Among companies with dual class structures are a substantial cohort with high quality shareholder density."](52:67) - The books that have greatly influenced his life:Economics, by Paul Samuelson (1948)Economic Analysis of Law, by Richard Posner (1973)(54:14) - His mentors:Originally, his headmaster at Girard College. Particularly on "values of loyalty and honesty."Warren Buffett.Lester Brickman.(55:32) - His favorite quotes:"You can't soar like an eagle if you're surrounded by turkeys" by his father-in-law."Only go into business with people you like, trust and admire" by Warren Buffett.(58:00) - His "unusual habit" that he loves: raking leaves, grass or twigs.(59:04) - The living person he most admires: his wife, Stephanie Cuba.Lawrence A. Cunningham is the Henry St. George Tucker III Research Professor of Law at George Washington University;  Director of C-LEAF and the Founding Faculty Director, GWinNY. You can find him at lacunningham@law.gwu.edu or on Twitter @CunninghamProfIf you like this show, please consider subscribing, leaving a review or sharing this podcast on social media. __ You can follow Evan on social media at:Twitter @evanepsteinSubstack https://evanepstein.substack.com/Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Tisa Silver Canady, EdD, MBA, is a financial wellness advocate for today's scholar. As an author and collegiate financial wellness expert specializing in student loan debt, she has personally advised students and families on the repayment of more than $50 million in student loans. A highly sought after thinker on personal finance, Tisa has authored personal finance content for outlets including Forbes, Investopedia, and BET. Her financial insights have been featured in radio, television, and print outlets including TIME, Ladies' Home Journal, ESSENCE Magazine, FOX Business, MSN Money, Yahoo! Finance, Black Enterprise, and Maryland Public Television.Passionate about how the student loan crisis has perpetuated a wealth gap in the African-American community, in 2020 Tisa launched Melanin, Money, & Matriculation, a book series and consumer education initiative. The book series includes Borrowing While Black and the forthcoming titles Black Women Beyond the Bachelor's and When Borrowing Becomes a Family Affair, and focuses on helping African-American borrowers make strategic decisions about student loans.Tisa is on a mission to increase financial education around student loan borrowing. A double graduate of the University of Delaware's Alfred E. Lerner College of Business and Economics, she earned a doctorate in higher education administration/community college leadership from Morgan State University.

Hello and Welcome to the Urology COViD Lecture Series Podcast! Brought to you by the UCSF Department of Urology. In today's episode, we have Dr. Howard Goldman from Cleveland Clinic and Lerner College of Medicine talking about Third-Line Therapies for OAB. Learn more by visiting our website! urologycovid.ucsf.edu.

Dr. Piedimonte has more than 25 years of experience in the leadership and management of complex healthcare systems. He is currently the Vice President for Research and Institutional Official of Tulane University, a university-wide post responsible for overseeing all aspects of research across the institution. He also holds the academic appointment of Professor with Tenure in the Departments of Pediatrics, Biochemistry & Molecular Biology of Tulane School of Medicine. Previously, he held the Steven and Nancy Calabrese Endowed Chair for Excellence in Pediatric Care, Research and Education, and served in multiple leadership roles at the Cleveland Clinic Foundation in Cleveland, Ohio, including Institute Chair of the Pediatric Institute, Physician-in-Chief of the Children’s Hospital, President of the Children’s Hospital for Rehabilitation, Professor & Chair of Pediatrics at the Lerner College of Medicine of Case Western Reserve University, Chief of Global Pediatric Research Operations, and Director of the Center for Pediatric Research. Before that, he served for more than 6 years as the first Wyeth Research Scholar, Professor and Chairman of the Department of Pediatrics at West Virginia University School of Medicine, and Physician-in-Chief of the WVU Children’s Hospital in Morgantown, WV. Show notes at https://rxforsuccesspodcast.com/33

In this episode, I chat with Dr. Rishi Singh. Dr. Singh is a Staff Surgeon at the Cleveland Clinic's Cole Eye Institute, the Medical Director of Informatics at the Cleveland Clinic, and an Associate Professor at the Lerner College of Medicine. We start by discussing Dr. Singh's journey into ophthalmology and vitreoretinal surgery. Dr. Singh shares insights into what big data means in the healthcare landscape and what the Cleveland Clinic is doing to lead the charge in innovation and analysis for improving care. As a leading member of the Retina World Congress, Dr. Singh gives us his take on the benefits of virtual meetings and the evolution of international collaboration in a post-pandemic world. We touch on what mentorship and lifelong learning have meant to Dr. Singh and how his philosophy and approach to both have continued to keep him curious. You can follow Dr. Singh on Instagram and Twitter at @drrishisingh. You can also follow the Cole Eye Institute's Residency Program on Twitter @cole_residency.

Tisha Schuller sits down with Paula Glover, CEO of the American Association of Blacks in Energy (AABE), to discuss how our current racial equity and justice reckoning can be a transformative moment in the energy industry — as long as we take meaningful steps today. In today's episode, we explore answers to the questions: What makes this moment different from past reckonings of racial equity and justice? What sort of focused efforts should energy companies adopt for diversity and inclusion? How do you make sure your company values are translated into organizational action? What must be done to create a company culture that is truly inclusive? Paula is the President and CEO of the American Association of Blacks in Energy (AABE), a collection of over 2,000 energy leaders across 40 nationwide chapters, and has more than 25 years of experience in the energy industry. Paula leads the Association's efforts to voice the concerns of African Americans and other minorities in matters of energy policy, regulations, and environmental issues. Paula is a thought leader around diversity and inclusion issues and has testified before Congress on the impact of policies on underserved communities. In 2014, Paula was appointed to the National Petroleum Council by the U.S. Secretary of Energy, Dr. Ernest Moniz. She holds a Bachelor's degree from the University of Delaware's Lerner College of Business and Economics. Episode Resources Vox. “George W. Bush in Dallas: Too often we judge other groups by their worst examples” 12 July, 2016. AABE. Five pillars for energy companies to follow regarding Diversity and Inclusion. 16 June, 2020. AABE Website We invite you to consider joining the American Association on Blacks in Energy. You can reach out to Paula through email at pglover@aabe.org. Subscribe here for Tisha's weekly "Both Things Are True" email newsletter. Follow all things Adamantine Energy at www.energythinks.com. [Interview recorded on June 25, 2020]  

Tisha Schuller sits down with Paula Glover, CEO of the American Association of Blacks in Energy (AABE), to discuss how our current racial equity and justice reckoning can be a transformative moment in the energy industry — as long as we take meaningful steps today. In today’s episode, we explore answers to the questions: What makes this moment different from past reckonings of racial equity and justice? What sort of focused efforts should energy companies adopt for diversity and inclusion? How do you make sure your company values are translated into organizational action? What must be done to create a company culture that is truly inclusive? Paula is the President and CEO of the American Association of Blacks in Energy (AABE), a collection of over 2,000 energy leaders across 40 nationwide chapters, and has more than 25 years of experience in the energy industry. Paula leads the Association’s efforts to voice the concerns of African Americans and other minorities in matters of energy policy, regulations, and environmental issues. Paula is a thought leader around diversity and inclusion issues and has testified before Congress on the impact of policies on underserved communities. In 2014, Paula was appointed to the National Petroleum Council by the U.S. Secretary of Energy, Dr. Ernest Moniz. She holds a Bachelor’s degree from the University of Delaware’s Lerner College of Business and Economics. Episode Resources Vox. “George W. Bush in Dallas: Too often we judge other groups by their worst examples” 12 July, 2016. AABE. Five pillars for energy companies to follow regarding Diversity and Inclusion. 16 June, 2020. AABE Website We invite you to consider joining the American Association on Blacks in Energy. You can reach out to Paula through email at pglover@aabe.org. Subscribe here for Tisha's weekly "Both Things Are True" email newsletter. Follow all things Adamantine Energy at www.energythinks.com. [Interview recorded on June 25, 2020]  

Dr. Alka Chandna, VP for PETA's Laboratory Investigations Department talks to Emil Guillermo about the abuses found at the esteemed Cleveland Clinic. A PETA investigator went undercover at the Lerner College of Medicine there and found numerous examples like mice with holes drilled into their heads without pain relief and dead mice in crowded cages. The National Institutes of Health now says it will investigate after it received PETA's 42-page complaint last week. Chandna explains that the Animal Welfare Act exempts mice, but another regulation can apply and threaten the Cleveland Clinic's federal funding that amounts to $100 million. See the pictures and video of the investigation at PETA.org.  

While we can’t be sure what’s in store for us with the future of COVID-19, we can try to learn from the past to tackle this situation in the smartest way possible. That means looking at previous infectious disease epidemics and understanding zoonotic diseases like this one, that are passed from animals to humans, and how they’re different from the other pandemic diseases we’ve been able to eradicate. I was excited to connect with Dr. Steven Gordon to dig into these topics deeper, today on The Doctor’s Farmacy. Dr. Gordon is the Chairman of the Department of Infectious Diseases at the Cleveland Clinic Foundation and Professor of Medicine at the Lerner College of Medicine at Case Western University. His clinical interests include infective endocarditis including cardiac electronic implantable device infections as well as opportunistic infections in immunocompromised patients. He is a Fellow in the American College of Internal Medicine and a Member of the Infectious Disease Society of America. Dr. Gordon is the person to talk to when it comes to gaining a better understanding of infectious diseases. He explains some of the unique characteristics of SARS-CoV-2 and how they will dictate the way we move forward with healthcare and as a society in the coming years. The good news is that Dr. Gordon has a positive outlook about our ability to cope with COVID-19. *For context, this episode was conducted on May 1, 2020Here are more of the details from our interview:Lessons learned from previous infectious disease epidemics (3:11)Unique characteristics of SARS-CoV-2 and how they will influence our ability to move forward as a society over the next few years (6:12)Evaluating infection rates, antibody testing, and mortality rates (9:39)Do we need widespread testing, and is it even possible? (12:02)Why are some locations affected more than others by coronavirus? (13:53)Treatments for COVID-19, what we’ve tried and what might be coming (18:44)Why a COVID-19 vaccine might not be the magic bullet we’ve been waiting for (22:51)Wearing masks and other culture change for effective COVID-19 prevention (31:18)Dr. Gordon’s coronavirus projections for the next two years (35:33)Can you get COVID-19 more than once? (38:28)How healthcare could improve if 5G and internet were a free utility for all (46:27) See acast.com/privacy for privacy and opt-out information.

As Kraus-Anderson’s facilities assessment manager, Tim Kittila uses his engineering talents to help building owners make smart decisions related to everything from deferred maintenance to energy efficiency. In a nutshell, he helps owners get the most out of their facilities. Kraus-Anderson recently created his position to build upon its burgeoning facilities assessment services. Before joining Kraus-Anderson, Kittila directed the business data unit at Eden Prairie-based Parallel Technologies. Previously, he was a partner and vice president of St. Paul-based Hypertect, a designer and builder of mechanical systems for data centers. Born and raised on the East Coast, Kittila earned a mechanical engineering degree at Virginia Tech’s Polytechnic Institute and State University in Virginia. He followed that up with an MBA at the University of Delaware’s Lerner College of Business and Economics. In this episode Reporter Brian Johnson speaks with Kittila about his background, his new job, and his Twin Cities roots. Related links: https://finance-commerce.com/2020/03/qa-kraus-andersons-future-in-facilities-assessments/

Medicine Grand Rounds June 14, 2019 Miguel Regueiro, MD Chair, Department of Gastroenterology, Hepatology & Nutrition The Pier C. and Renee A. Borra Family Endowed Chair in Gastroenterology and Hepatology Vice Chair, Digestive Disease and Surgery Institute Professor of Medicine, Lerner College of Medicine Cleveland Clinic, Cleveland, OH

Virtual visits can increase access to specialized medicine without overburdening care providers. On this episode of Defining Moments, Dr. Pete Anderson reflects on his use of telemedicine to develop therapeutic alliances with cancer patients and families. Dr. Anderson is an oncologist at the Cleveland Clinic Pediatrics Institute, and a professor at the Lerner College of Medicine at Case Western Reserve University. His team’s approach to caring for young cancer patients involves facilitating outpatient care with fewer side effects of therapy. He has published over 13- peer reviewed journal articles. You can view a short digital film that features Dr. Pete and his use of virtual visits: https://www.youtube.com/watch?v=2xA8H5aVbME You can read Dr. Pete’s recently published article on virtual visits in Health Communication at: https://www.tandfonline.com/doi/full/10.1080/10410236.2019.1587695 He also is featured in the documentary The Art of the Possible: https://amzn.to/2YY76I2

Support provided by an independent educational grant from Allergan, Astellas and Medtronic CME Available: https://auau.auanet.org/node/24581 Instructional Course Director(s) Kathleen Kobashi, MD, FACS, FPMRS Virginia Mason Medical Center Instructional Course Faculty(s) Sandip Vasavada, MD Professor of Surgery/Urology Cleveland Clinic Glickman Urological Institute and Lerner College of Medicine David Ginsberg, MD USC Institute of Urology This course would aim to discuss all guidelines-approved 3rd line therapies for the treatment of overactive bladder (OAB). Case–based discussion will be used adjunctively to illustrate how best to select patients in varying clinical scenarios and how to optimally counsel a patient on each of the available modalities, including onabotulinumtoxinA injection of the bladder, tibial nerve stimulation, and sacral nerve stimulation (SNS). Emerging therapies in neuromodulation will also be introduced. Optimal patient selection and integration of these therapies into the urology practice will be discussed in detail. Importantly, the technique of onabotulinumtoxinA injection, ideal tibial nerve stimulation, optimal SNS lead placement, and troubleshooting of the failed implant will be highlighted. Learning Objectives: Name the available 3rd line therapies for treatment of refractory OAB Practice the the injection technique for onabotulinumtoxinA for OAB Employ the technique of tibial nerve stimulation for OAB Indicate the optimal lead placement for sacroneuromodulation and troubleshooting the failed implant Identify the upcoming 3rd line therapies for OAB

Host: Michael Krychman, MD Bladder leakage is one of many health-related issues that our female patients deal with. There are newly available treatment options, including non-surgical options, to help remedy the problem. Host Dr. Michael Krychman welcomes Dr. Holly Thacker to decipher the pros and cons of the various options available. Dr. Holly L. Thacker, nationally known for her leadership in women’s health, is the founder of the Cleveland Clinic Women’s Health Fellowship and is currently Professor and Director of the Center for Specialized Women’s Health at Cleveland Clinic and Lerner College of Medicine at Case Western Reserve University. She is also author of two books: Women’s Health: Your Body, Your Hormones, Your Choices and Cleveland Clinic Guide to Menopause.

Host: Michael Krychman, MD Bladder leakage is one of many health-related issues that our female patients deal with. There are newly available treatment options, including non-surgical options, to help remedy the problem. Host Dr. Michael Krychman welcomes Dr. Holly Thacker to decipher the pros and cons of the various options available. Dr. Holly L. Thacker, nationally known for her leadership in women’s health, is the founder of the Cleveland Clinic Women’s Health Fellowship and is currently Professor and Director of the Center for Specialized Women’s Health at Cleveland Clinic and Lerner College of Medicine at Case Western Reserve University. She is also author of two books: Women’s Health: Your Body, Your Hormones, Your Choices and Cleveland Clinic Guide to Menopause.

Host: Michael Krychman, MD Bladder leakage is one of many health-related issues that our female patients deal with. There are newly available treatment options, including non-surgical options, to help remedy the problem. Host Dr. Michael Krychman welcomes Dr. Holly Thacker to decipher the pros and cons of the various options available. Dr. Holly L. Thacker, nationally known for her leadership in women’s health, is the founder of the Cleveland Clinic Women’s Health Fellowship and is currently Professor and Director of the Center for Specialized Women’s Health at Cleveland Clinic and Lerner College of Medicine at Case Western Reserve University. She is also author of two books: Women’s Health: Your Body, Your Hormones, Your Choices and Cleveland Clinic Guide to Menopause.

Part 3 of the conference contains the mid-day keynote address provided by Reto Francioni, CEO of Deutsch Borse AG. Panel 2 is moderated by Joe Cangemi, Managing Director of ConvergEx Group. It is entitled Competitive challenges in the exchange space? Panelists include Alasdair Haynes, CEO of Chi-X Europe, Bill Harts, Chief Strategy Officer in Thomson Reuters, Gary Stone, Chief Strategy Officer in Bloomberg Tradebook LLC, Wally Sullivan, Managing Partner of Pulse Trading, Peter Jenkins, President of AX Trading and Rob Howe, Corporate Strategist of Liquidnet. Panel 3 is moderated by Bruce Weber, Dean of Lerner College of Business and Economics in University of Delaware. The topic is Wherein lie the growth opportunities? Panelists include Larry Tabb of TABB Group, Ian Domowitz of ITG, Joe Rosen of RKA, Inc., Pinar Emirdag of London Stock Exchange Group, Frank Hatheway of NASDAQ OMX, and Tim Mahoney of BIDS Trading. Panel 4 is moderated by David Weild IV, Founder and Chairman of Grant Thornton LLP and Capital Markets Advisor Partners LLC. Topic is IPO capital raising in the global economy. Panelists include Huseyin Erkan of Istanbul Stock Exchange, Joseph Hall of Davis, Polk & Wardwell LLP, Steve Wunsch of Wunsch Auction Systems, Barry E. Silbert of SecondMarket Inc., and Gregory L. Wright of ThinkEquity LLC. The closing keynote speech is addressed by Larry Leibowitz, COO of NYSE Euronext.

Part 3 of the conference contains the mid-day keynote address provided by Reto Francioni, CEO of Deutsch Borse AG. Panel 2 is moderated by Joe Cangemi, Managing Director of ConvergEx Group. It is entitled Competitive challenges in the exchange space? Panelists include Alasdair Haynes, CEO of Chi-X Europe, Bill Harts, Chief Strategy Officer in Thomson Reuters, Gary Stone, Chief Strategy Officer in Bloomberg Tradebook LLC, Wally Sullivan, Managing Partner of Pulse Trading, Peter Jenkins, President of AX Trading and Rob Howe, Corporate Strategist of Liquidnet. Panel 3 is moderated by Bruce Weber, Dean of Lerner College of Business and Economics in University of Delaware. The topic is Wherein lie the growth opportunities? Panelists include Larry Tabb of TABB Group, Ian Domowitz of ITG, Joe Rosen of RKA, Inc., Pinar Emirdag of London Stock Exchange Group, Frank Hatheway of NASDAQ OMX, and Tim Mahoney of BIDS Trading. Panel 4 is moderated by David Weild IV, Founder and Chairman of Grant Thornton LLP and Capital Markets Advisor Partners LLC. Topic is IPO capital raising in the global economy. Panelists include Huseyin Erkan of Istanbul Stock Exchange, Joseph Hall of Davis, Polk & Wardwell LLP, Steve Wunsch of Wunsch Auction Systems, Barry E. Silbert of SecondMarket Inc., and Gregory L. Wright of ThinkEquity LLC. The closing keynote speech is addressed by Larry Leibowitz, COO of NYSE Euronext.