Podcasts about management studies

John Maytham is joined by Adjunct Professor Alex van den Heever, who presently holds the Chair of Social Security Systems Administration and Management Studies at the University of the Witwatersrand, to unpack the financial implosion at Johannesburg’s City Power. With a staggering R16.3 billion negative bank balance, under-collection of revenue, and internal reports allegedly buried by Mayor Dada Morero, the city’s ability to deliver services now hangs in the balance. Van den Heever weighs in on the legal and governance implications and whether this crisis signals broader systemic failure. Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

What happens when a high-speed, cyber-savvy Senior Chief finally puts it in park? CTRCS Candace Esquivel joins us fresh off two decades of doing all the things—deploying nonstop, supporting special warfare, shaping policy on the Hill, and holding it down at N17 like it's the Pentagon's group chat. Now she's eyeing retirement and asking the real questions: Do I want a family? Should I adopt? Can I slow down without losing my mind? And why the hell do flowers die so fast? We get into the deep stuff—miscarriage, fertility, career identity—and still find time to roast the Chiefs Mess, crack jokes about uniform shortages, and break news about a raccoon in Ohio caught with a meth pipe. (You read that right.) It's honest, layered, and just the right amount of petty. A love letter to the women holding it all down, and a reminder that you're allowed to walk away even when you're great at what you do.   What We Talk About: •Life at N17 and what Sailors don't see behind policy •Deploying every year for 9 straight years •Why she's walking away at 20 years—and what comes next •Fertility fears, freezing eggs, and making space for motherhood •The realities of military pregnancy and miscarriage •Chiefs Mess culture—who's in it, and who's missing •What it means to “complete your mission” and still want more •And yes… a raccoon with a meth pipe in Ohio   About CTRCS Candace Esquivel: A Cleveland native and a member of the 9/11 generation, CTRCS Esquivel enlisted in the Navy in 2005. Her career spans deployments aboard the USS BUNKER HILL and USS BOXER, elite service with Naval Special Warfare Development Group, and cyber ops with Joint Cyber Operations Group. In 2022, she served as a DoD Congressional Fellow advising on cyber and defense policy. A graduate of the Navy and Joint Special Operations Senior Enlisted Academies, she holds a bachelor's in Management Studies and serves as a board member of The Valkyrie Project, championing female service members across the force.       Connect With Candace & The Valkyrie Project: •The Valkyrie Project •YouTube: Military Women's Symposiums •LinkedIn: Candace Esquivel       To have your “Do Better” reviewed on a future episode, please get in touch with us at ptsfpodcast@gmail.com       Keep up with the ‘Permission to Speak Freely' podcast on our social media and YouTube - https://linktr.ee/Ptsfpodcast       Additional Credits: PTSF “Theme Music” - Produced by Lim0

There are all sorts of projects, large and small. I've advocated that all work is usually done in the form of a project. Really large projects require a huge investment in time and other resources to be successful. No one plans on failing, but there have been some very public failures in the past. In this podcast we'll examine some general themes for those failures and also solutions you can put to use for your own projects to hopefully ensure success.  Dr. Brian Williamson is a management consultant and Visiting Lecturer in Leadership and Management Studies at the University of Oxford. A global authority in business transformation, employee experience, and purpose-driven project management, he has authored multiple books and is sought after by organizations aiming to unlock hidden potential and align strategic investments with purpose. With a passion for maximizing human potential, Dr. Williamson mentors senior executives, assisting them in creating enhanced human experiences within their organizations, encouraging leaders to challenge conventional thinking, fostering an environment that harmonizes the diverse interests of all stakeholders. Dr. Williamson holds dual master's degrees from NYU Tandon School of Engineering (formerly Polytechnic University) in Management of Technology and Information Systems Engineering. He also earned a doctorate in Leadership and Learning in Organizations from Vanderbilt University and Executive Director at project management firm, PMO Advisory.Please visit our sponsors!L3Harris Technologies' BeOn PPT App. Learn more about this amazing product here: www.l3harris.com Impulse: Bleeding Control Kits by professionals for professionals: www.dobermanemg.com/impulseDoberman Emergency Management Group provides subject matter experts in planning and training: www.dobermanemg.com

Gayatri Kalyanaraman is in conversation with Sunil (SKG) Gupta, Senior Director in Cognizant and author of the book “Unlock Yourself” about creating a purpose led and fun filled life — a seasoned corporate leader with over three decades of experience spanning supply chain, IT-BPM, SaaS platforms, and now, marketing and influencer relations at Cognizant.Some highlights from the conversation has two major parts A Career Built on Transitions and Reinvention and making of the authorSunil started his career in the early 1990s in procurement, choosing the lesser-known path at a time when everyone else was aiming for sales, marketing, or R&D. His instinct for building structured systems began even then.By the late 90s, he was part of one of India's earliest experiments with reverse auctions and e-procurement, trained on platforms like Ariba before they became mainstream — gaining domain expertise that would shape the next phase of his career.Sunil joined the IT-BPM world in 1999, sparked by a newspaper ad that challenged readers to rethink their role during the Internet boom. From there, he helped set up B2B digital platforms across multiple sectors, including food and manufacturing.One of his standout projects was setting up a fully hosted commodity futures exchange, offering not just software but an end-to-end platform-as-a-service (long before SaaS became a buzzword).At Cognizant, Sunil spent over a decade building enterprise architecture and consulting practices, including growing a team of 300+ technology and business architects. He played a key role in setting up frameworks that bridged technology with real business impact.He later moved to the Philippines, taking on leadership roles in BPO services and transformation, and now works in marketing and analyst relations, helping position Cognizant's offerings with global firms like Gartner, Forrester, and IDC.The Making of an Author – Unlock Yourself:Sunil's book is a blend of personal introspection, professional learning, and tools for self-coaching.He introduces the RADHA framework – Reflect, Ask, Decide, Help, Act – to guide people through change and self-discovery.A strong advocate for neurodiversity and learning with compassion, Sunil discusses how society needs to reframe what “normal” means in both education and the workplace.His approach to writing and self-reflection was deeply influenced by the Theory of Constraints, coaching experiences, and even NFT community dynamics as an example of meaningful online engagement.Key Takeaway Moments:“Procurement taught me how systems work — and how people work within those systems.”“I realized I've always been in procurement… even when I didn't know it — we're all negotiating in life and work.”“My transition from technology to marketing feels as exciting as my first job — it's like starting fresh, but with wisdom in your backpack.”“Ask for help. Not because you're weak, but because you were never meant to do this alone.”A fresh take on fulfillment, success, and redefining “being number one”Sunil Gupta, also known as SKG, is a vibrant lifestyle step- up coach and a seasoned expert with over three decades in business strategy, program management, and corporate real estate. An IIT Kanpur alum, Sunil has enhanced his credentials with leadership programs from Symbiosis, Harvard Business Publishing, TinyMagiq, and SnehWorld. He volunteers with unicorn incubator IIT Startups and the Art of Living, Philippines. Sunil's personal advocacy is guiding first generation graduate girl students - whom he fondly calls as #BiryaniGirls.Known for his playful nature in childhood, Sunil worked diligently through high school and eventually graduated as a Mechanical Engineer from the esteemed IIT Kanpur in 1992. He later, in 2003, completed a PG in InternationalTrade from Symbiosis Institute of Management Studies and in 2021, completed an Executive Leadership Development program by Harvard Business Publishing and subsequentlya 7-day residential TrainTheTrainer (T3P) program by Sneh Desai & team.Sunil boasts over three decades of experience in multiple industries with a focus on business strategy, portfolio & program management, corporate real estate & workplace management and sourcing. Besides his work, Sunil lendshis expertise to unicorn incubator IIT Startups as a mentor and also provides career guidance to first-generation female students, the ‘BiryaniGirls'. In his personal life, Sunil is anavid follower of The Art of Living teachings and has actively volunteered with their Philippines chapter. His journey to find life's meaning led him to establish the #PurposeProject, a venture to help people discover and live their true calling. Over the years Sunil has contributed to multiplewhitepapers and leading books on Theory of Constraints & Business Transformation. At present he is working on multiple books on personal development, goal setting, habit forming and purposeful living in what he calls as #TheNewAge - the era of uncertainties with immense promises and threats. Sunil is also preparing to launch his NFT Art & short story collection.Sunil is a staunch believer in the power of community and is dedicated to making a positive global impact through his work. He's deeply grateful to his mentors, family, friends, andcolleagues for their influence on his life and success.He considers himself to be a lover, actor, trader, teacher, peaceful warrior, saint, and prince, albeit with a fear of snakes, heights, and loneliness. He enjoys yoga, dogs, cycling, badminton, AI art & story creation, movies, cricket, and human connection. Connect with him if you're seeking someone who's passionate, driven, and a bit quirky!Sunil can be contacted at https://www.linkedin.com/in/sunilkguptaskg/https://sunilkgupta.com interests / passionhttps://www.amazon.in/Unlock-Yourself-New-Age-Dialogues/dp/9360068152 - Unlock yourself in the new age - a book rooted in self-awareness, neurodivergence, personal rituals, and authentic transformation. In this conversation, he shares not just career milestones but the values and frameworks that shaped his journey.

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

In any organization sometimes things will go wrong or just not work out. While in many cases this might be due to mistakes or errors, at other times it is due to professional misconduct – often leading to significant consequences for both the organization and the individuals concerned. To explore the issue of professional misconduct in greater depth, I am delighted to be joined on the Brain for Business podcast by the co-author of a recent paper on the subject, Will Harvey. Will Harvey is a Professor of Leadership at Melbourne Business School in Australia and is currently the Director of the Social Purpose Centre, as well as being an International Research Fellow at the Oxford University Centre for Corporate Reputation. Will researches on reputation, talent management and leadership within organisations. He has recently published the book, Reputations at Stake, with Oxford University Press and his work has appeared in journals such as Harvard Business Review, Journal of Management Studies, Human Relations, Management Learning, Work, Employment & Society, and the British Journal of Management. The article discussed in the interview - Why Individuals Commit Professional Misconduct and What Leaders Can Do to Prevent It – is published in California Management Review and is available to download here: https://journals.sagepub.com/doi/pdf/10.1177/00081256241305815 Full Reference: Harvey, W. S., Arora, N., Currie, G., & Spyridonidis, D. (2024). Why Individuals Commit Professional Misconduct and What Leaders Can Do to Prevent It. California Management Review, 00081256241305815. Hosted on Acast. See acast.com/privacy for more information.

Adjunct Professor Alex van den Heever, Chair of Social Security Systems Administration and Management Studies at Wits University, joins John Maytham to unpack the latest proposals aimed at reducing private healthcare costs. A respected authority on public and private healthcare, he examines the potential impact of these measures and their connection to the ongoing National Health Insurance (NHI) debate.See omnystudio.com/listener for privacy information.

Prof. Alex Van Den Heever, Chair: Social Security Systems Administration and Management Studies at Wits University See omnystudio.com/listener for privacy information.

John Maytham engages Professor Alex van den Heever, Chair in Social Security Systems Administration and Management Studies at the Wits School of Governance, in a critical discussion about the feasibility of the NHI in light of recent developments.See omnystudio.com/listener for privacy information.

Join us as we talk to Raja Debnath, the Managing Director of Veefin about their story. Raja holds a BE from the Maharashtra Institute of Technology, an MMS in Marketing from the Jamnalal Bajaj Institute of Management Studies, and an MBA from Saïd Business School, University of Oxford. Over his career, he has held several prominent roles, including Manager at Whirlpool, Citi and ABN AMRO Bank N.V., Zonal Head at GE Capital, and Country Head at Kotak Mahindra Bank. He also served as Managing Partner at Cogence Labs and contributed to esteemed organizations like EY and IFC in various capacities. Additionally, Raja has acted as an advisor to The London Institute of Banking and Finance and as an investor in ventures such as TREDX and CAYESH. Since 2019, he has been serving as the Managing Director of Veefin.

Thank you for listening to our Finding Brave show, ranked in the Top 100 Apple Career Podcasts! “You have a lot of knowledge and expertise, but if you continually doubt the strength of your opinions, or the importance of sharing your ideas, you are going to lose the ability to shape where your career is going.” – Kathy Caprino  Confidence is key as you step into being the most powerful version of you, and this is something I feel compelled to talk about ​given my particular lens as a former corporate VP, therapist (focused on systems and communication), researcher, and now in coaching and training with thousands of executives and professionals across 6 continents. Thousands of people struggle with confidence issues, from not feeling “good enough,” to being insecure about their skills and abilities and suffering from imposter syndrome to experiencing “perfectionistic overfunctioning” that negatively impacts our health, well-being, life satisfaction and quality of life. From working with teams, I know, too, that both new and seasoned managers and high-potential folks at startups and other types of organizations often fear they don't know nearly enough to do their jobs well, and their confidence is flagging. This is why today I'm ingfocus on the 5 ways that your lack of confidence is hurting you, and what you can do - practically and strategically - to overcome this challenge and build your confidence and self-trust now so that it doesn't impact your success and professional fulfillment in the future. In this episode, I reference my recent Forbes blog post, 5 Ways Your Lack Of Confidence Is Apparent And Hurting You, which I encourage you to read. If you find the information helpful in identifying and overcoming a lack of confidence in yourself, I would be so happy if you would share the article and episode episode with your teams, colleagues and friends who could benefit.   Highlights from this Episode: How questioning your own ideas is holding you back right now in so many different ways [6:16] The importance of recognizing the environment you are in before sharing your ideas, and an example from my own career that highlights this [8:37] How the 7 damaging power gaps impact your confidence, courage to grow and your self-respect and self-acceptance today [13:02] What agonizing over your performance and how others think of you will interfere with what you need to do to experience more success and reward [14:22] Some places where you can get outside help if you're feeling as if you're “blowing it” in the workplace, and how this will help you move forward in your career [16:27] What to do the next time you find yourself being hypercritical of someone, plus what I've seen from my experience as a therapist that explains why this is happening [17:44] An example from my own life as a parent when I truly learned that it's not possible to be perfect, and nor should we strive to be [20:55] Where jealousy and the feeling of being threatened by others' success often stems from, and how to begin leaving these emotions behind so that you can move forward [24:23] Action steps to take to help you determine what you are good at and how that matters [29:40] What unshakable success requires and why so many of us don't have it [34:02]   For More Information:  Kathy's Post, 5 Ways Your Lack Of Confidence Is Apparent And Hurting You https://kathycaprino.com/ https://www.linkedin.com/in/kathycaprino https://www.facebook.com/ElliaCommunications https://twitter.com/kathycaprino   Resources Mentioned: American Association for Marriage and Family Therapy Kathy's 6-Session Career Breakthrough Coaching Program & Career Path Self-Assessment Kathy's TEDx Talk, Time To Brave Up  Kathy's Forbes Interview with Bestselling Author Gretchen Rubin, How Bestselling Author Gretchen Rubin Uncovers Life-Changing Behaviors And Touches Millions Kathy's interview with Dr. Nate Zinsser, Developing a Confident Mind: Key Strategies for Experiencing Unshakable Success  7 Signs Of Perfectionistic Overfunctioning – How To Recognize It In Yourself And Change It   Finding Brave interviews with Dr. Zinsser (Parts 1 and 2) * * * * OTHER KEY RESOURCES:   KATHY'S DIGITAL CAREER COACHING CLONE – ‘KATHY CAPRINO AI” – IS HERE!   I'm very excited to announce the release of my new Kathy Caprino AI career and leadership coaching clone! Here's more about it! >> https://kathycaprino.com/kathyai. Powered by Delphi.ai, this tool brings my career growth teachings, advice, and answers to your most pressing questions — directly to you, 24/7. With a subscription, you get unlimited access and can message or audio chat with my AI clone anytime you need guidance. Drawing on my 40+ years of experience — from corporate life, therapy, and coaching, to writing and speaking across 6 continents — I've trained Kathy AI using over 2.5 million words of my content, including articles, books, podcasts, interviews, and workshops seen by over 41 million people. My mission? To make Kathy Caprino AI your trusted resource for real-time career, leadership, and personal growth strategies. Get tailored answers to your toughest career challenges and practical solutions to achieve your top goals. We offer two affordable pricing tiers, with Tier 2 unlocking great bonuses like membership to my new Career Breakthrough Community, including free coaching calls with me, exclusive discounts on my courses and programs,, free LinkedIn support, and so much more. It also makes a fantastic gift for friends, family, or colleagues who want to thrive professionally! Check it out and subscribe today at kathycaprino.com/kathyai. Let me know what you think — and I truly hope it becomes a game-changer for you! And for other career support programs, visit my Career Help page.   *  *  *  *  *  *  *  * TAKE THE MOST POWERFUL YOU VIDEO TRAINING AND LIVE COURSE - TO EXPERIENCE A BREAKTHROUGH IN YOUR PROFESSIONAL GROWTH, CONFIDENCE AND IMPACT I'm thrilled and honored that many top organizations including an international division of the United Nations, the Institute for Management Studies, Holland America, Structured Finance Association, S&P Global, Alumni Learning Consortium, and others have brought in The Most Powerful You training program and workshops as a leadership and professional growth tool for members of their staff, and I'm speaking with other global organizations right now to do the same! This program teaches real-world, breakthrough professional growth strategies and learnings for leaders, teams and professionals to help them positively transform the way they manage, connect, collaborate and communicate, to thrive and reach their highest potential in their work and projects. Check out what The Most Powerful You training offers - both the LIVE 8-week course for professional women and video training program for organizations and teams. If you believe this training would be instrumental for you and your team, I hope you'll reach out to me and also ask your leaders, DEI managers and HR team to bring this training program to your company. It's truly transformational for work cultures and professionals everywhere, and it generates amazing positive business results as well. Thank you so much and here's to all of us becoming The Most Powerful We.   * * * * * * Order Kathy's book The Most Powerful You today!  In Australia and New Zealand, click here to order, elsewhere outside North America, click here, and in the UK, click here. If you enjoy the book, we'd so appreciate your giving the book a positive rating and review on Amazon!  Kathy's Power Gaps Survey, Support To Build Your LinkedIn Profile To Great Success & Other Free Resources Kathy's Amazing Career Project video training course & 6 Dominant Action Styles Quiz   * * * * * * Sponsor Highlight I'm thrilled that both Audible.com and Amazon Music are sponsors of Finding Brave! Take advantage of their great special offers and free trials today! Audible Offer Amazon Music Offer   QUOTES FROM TODAY'S SHOW:“Your lack of confidence is most likely apparent to those around you, and it is hurting you. It is keeping you from growing.” [6:05] “Greater awareness equals greater choice, and it is really important to get to the bottom of what you need to be aware of now.” [17:38] “Kind, loving, and generous people are usually the same way to themselves. They're accepting and they're forgiving of themselves.” [18:08] “What consistently repeats is not random. We co-create, we co-sustain, and we attract behavior.” [19:17] “Do something empowering when you feel jealous of others. Look at what it really means, and then do something concrete.” [29:30] “If you don't recognize what you are good at, then you can't talk about what you are good at. If you can't talk about it and share it and put it on LinkedIn, put it on your resume, discuss it in your interviews and talk to your boss about it, you are leaving so much success, money, reward and advancement on the table.” [30:15] “It's not bragging to talk about what you're good at and the outcomes that you've created.” [31:33]   Watch video versions of my interviews on Finding Brave! Don't forget – you can experience each Finding Brave interview episode in both audio and video formats! Check out new and recent episodes on my Youtube channel at YouTube.com/kathycaprino. And please leave us a comment and a thumbs up if you like the show! * * * * * * Please share your positive ratings and reviews!If you enjoy the show, we'd be so very grateful for a positive rating and review on Apple Podcasts! These great ratings help us reach more and more people who are interested in boosting their careers, businesses, and their leadership, and keep in the Top 100 Apple Career Podcasts in the U.S. and around the world and in the top 1.5% of over 2.8 million podcasts! Thank you!

Today, we are joined by Kevin Ray, Vice President of Learning and Development at Erie Insurance. Kevin joined Erie Insurance in 1992 and is the Vice President of the Learning & Development Department at Erie Insurance. He leads a team of Employees who design and deliver learning training for ERIE Agents, Employees, Leaders, and Partners with business areas to assess and implement training solutions. He has held various positions in the department as an Education Specialist, Education Consultant and Delivery Manager.  He previously worked as an Underwriter in the Personal Lines Underwriting Department after completing The ERIE's first Multi-Line Underwriter Training Program. Kevin is Chairman of the CIC Board of Directors for The National Alliance for Insurance Education and Research and is a past Chairman and Board Member of the Academy Board of Directors. Kevin is a Member and Chair of the Inclusion, Diversity & Equity Awareness (IDEA) Committee of the Society for Chartered Property Casualty Underwriters, is the 2024 President of the Presque Isle Chapter of CPCU, is an Advisory Board Member of The Institute for Management Studies and a member of the Ohio Insurance Institute's Education Committee.  He has been a long-time instructor of insurance courses for The Institutes and was recognized as an Outstanding Course Leader. Kevin has served as Co-Lead of ERIE's synERgIzE Employee Resource Group which promotes events and education in support of ERIE's diversity & inclusion initiatives. Reach out to Kevin: kevin.ray@erieinsurance.com In this episode, we discuss the evolution of leadership development at Erie Insurance over Kevin's 33-year tenure, emphasizing the company's commitment to internal growth, strategic alignment with core capabilities, and the importance of empathy and self-development for leaders.  Kevin shares the unique challenges in the insurance industry and how Erie addresses them, including their partnership with IMS.  Learn more about their leadership training programs and get valuable insights on strengthening your own leadership development strategies. - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (00:46) Kevin's Journey to Erie Insurance (03:23) Leadership & Development at Erie Insurance (04:44) The Evolution of Leadership Programs (08:09) Partnership with IMS (12:45) Challenges in the Insurance Industry (18:09) Advice for Strengthening Leadership Programs (20:52) Conclusion

Back in 1949, XLRI introduced India to management studies.  Since then, it has managed to become one of the most sought after B-schools in the country. For decades, it was like the dependable elder statesman of Indian management education. But now, XLRI wants to be anything but just another business school. In the last two decades, there has been an explosion of MBA seats across the country.  Now, XLRI doesn't want to simply add more management seats mindlessly. It wants to introduce programmes it thinks are relevant. Some of which, have nothing to do with management studies at all. What's going on? Tune in. P.S The Ken's podcast team is hiring! Here's what we're looking for.Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.Listen to the latest episode of Two by Two here

In this episode, conference director Matthew Biberman speaks with Sam Vaknin, Ph.D., Professor of Psychology and Management Studies at the Commonwealth Institute of Advanced Professional Studies (CIAPS) in Cambridge and Birmingham, UK; Ontario, Canada; and Lagos, Nigeria. A former Visiting Professor of Psychology at Southern Federal University in Rostov-on-Don, Russia, Vaknin is a prolific writer on narcissism and psychopathy, often consulted by the media for his insights.This LCLC podcast episode is geared toward graduate students, advanced undergraduates, and anyone interested in the conversation about anti-semetism in the modern era.

Today we are joined by Tonya Suber, Learning and Development Senior Manager at Westfield Insurance. With over 20 years of experience as a seasoned talent and learning development leader, Tonya has consistently demonstrated a commitment to driving organizational growth through the strategic implementation of learning and development initiatives. Her passion for fostering a culture of learning, coupled with my leadership acumen, positions her well to make a significant impact on any organization's talent development ecosystem. Tonya is a Learning and Development Senior Manager at Westfield Insurance where she develops strategy and leads enterprise learning and development. She also partners with key leaders to ensure strategic linkage between business needs and talent solutions and serves as key decision-maker for organizational learning needs related to Leadership Development, Diversity, Equity and Inclusion (D&I), professional skills and compliance programs. In this episode, Tonya shares her journey and insights into creating impactful learning experiences, coaching leaders, and aligning development initiatives with business goals. We discuss Westfield's commitment to talent investment, their strategies for maintaining a strong leadership pipeline, and the expanding global footprint in insurance. Tonya also highlights the importance of adaptive learning strategies, partnerships with platforms like LinkedIn Learning and the Institute for Management Studies, and the challenges posed by rapid technological advancements. Lastly, we explore innovative approaches to leadership development, emphasizing a customer-focused mindset and continuous improvement in learning initiatives. - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (00:42) Tanya's Background and Experience (01:52) Excitement About Leadership & Development at Westfield (02:50) Strategies for Leadership Development (04:07) Westfield's Learning Culture (05:06) Exciting Learning Initiatives (06:23) Future Challenges in Leadership Development (09:58) IMS Partnership and Impact (11:42) Conclusion

Donnez-moi votre feedback par SMS (mobile uniquement)!Episode 252: "Développer une éthique de votre organisation est bon pour tout le monde"Attentes des nouveaux arrivants sur le marché du travail (Génération Z) en matière de leadership éthique?La nouvelle vague d'entrants sur le marché du travail (ceux nés entre 1996 et 2010), connue sous le nom de nés entre 1996 et 2010), connus sous le nom de "génération Z" ou "milléniaux", ont grandi à une époque différente des générations précédentes.Absence de conflits armés mondiauxAvancées technologiquesConnexion et communication mondiales instantanéesAccès à l'informationDiversité culturelle et inclusionSensibilisation au changement climatiqueIncertitude économiqueSensibilisation à la santé mentale Les millennials ont des attentes et des caractéristiques différentes, façonnées par le fait d'avoir grandi dans un monde marqué par les caractéristiques susmentionnées, et notamment par leur attentes en matière de leadership. Etude récente sur le leadership éthique et la génération ZLes dimensions du leadership éthique importantes pour les employés de la Génération Z sont les suivantes :HonnêtetéEquitéIntégritéAltruismeRespect des valeursLa génération Z attend des leaders éthiques qu'ils fassent preuve de comportements moraux, à la fois en tant qu'individus et en tant que managers.La personnalité et le développement moral du leader sont importants, en particulier :Intégrité - les dirigeants doivent faire preuve d'un grand sens de l'intégrité et agir constamment en accord avec leurs principes moraux et leurs valeurs.Développement moral - les dirigeants ayant un niveau de développement moral plus élevé sont généralement perçus comme plus éthiques que les autres.Identité morale - les dirigeants ayant une forte identité morale sont motivés pour se comporter de manière cohérente avec leurs valeurs et croyances éthiques.Identité morale : ce concept fait partie intégrante de l'image de soi d'un individu et influence la façon dont il se perçoit lui-même et son comportement moral. Il reflète l'importance accordée aux attributs moraux tels que la compassion et l'équité. Dimensions de l'identité morale :Symbolisation : Le désir de se présenter comme moral aux autres.Intériorisation : La mesure dans laquelle les individus intègrent les attributs moraux dans leur concept de soi.Impact sur le comportement : Une forte identité morale est liée à des comportements prosociaux et à une moindre probabilité d'actions contraires à l'éthique. Les personnes ayant une forte intériorisation sont plus vigilantes dans la prise de décisions éthiques.Le leadership éthique est crucial pour prédire la productivité, la satisfaction et la rotation des employés de la Génération Z, En outre, il favorise les comportements d'expression des employés (la volonté de s'exprimer) et les comportements innovants.Sources:Lim, A. T. (2024). Ethical Leadership in the Eyes of Gen Z: A Literature Review. FIRM Journal of Management Studies, 9(1), 83-96Alhaidan, H. (2024). Ethical leadership in action: Understanding the mechanism of organizational justice and leaders' moral identity. Human Systems Management, 0(0).  Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino"

This episode of PodCatalyst features guest host Kamyar Naficy, chair of the IABC International Executive Board, and Jessamyn Katz, CEO of Heyman Associates, a leading executive search firm focused on communications, corporate affairs, marketing, and investor relations. Jessamyn has been with Heyman Associates for nearly two decades. Since 2019, she's led the firm's strategy and day-to-day operations. In January 2024, she stepped into the role of CEO. Tune in as Jessamyn touches on the trends she's seeing in national and global executive searches. As the role of the communicator evolves, the function only grows more important. Learn about the shifts she's seeing in strategy, managing communications through political cycles, the emergence of comms “plus” roles, skills gaps and the evolution of AI, and more. +++++++++++++++ As CEO of Heyman Associates, Jessamyn sets high standards for client work. She manages the overall success of the firm while also leading major national and global searches. After nearly a decade in New York, she built the firm's West Coast presence and has developed close relationships across varying industries coast-to-coast and is a sought-after advisor. Jessamyn's intellectual curiosity and passion for getting to know people allow her to lead searches to fill myriad executive-level roles in strategic communications, investor relations, marketing, and other specialties within those functions. She advises clients across sectors, with an emphasis on technology, health care, financial services, nonprofits, and higher education. She is also an active member of the Arthur W. Page Society, is on the board of the Public Affairs Council, and was named one of PRWeek's 2020 Women to Watch.  Jessamyn developed a taste for public relations while still in college through internships at Abernathy MacGregor and Burson-Marsteller and knew she wanted to spend her career around people who build brands and protect their reputations. With two decades of experience in the function of communications, she's a credible counselor to clients and candidates who keeps a close watch on where these functions are heading. Jessamyn is a cum laude graduate of Bucknell University with a bachelor's degree in psychology and education. Having lived in Texas, Switzerland, New York, and California, she approaches work and life with a broad worldview. These days, she and her husband Nick, and the newest addition to their family – their daughter Grace – call California wine country home base. Her Papillons, Olivia and Marlowe, are very much enjoying life with a growing family. Kamyar Naficy is managing director of Alberin, a strategic communications consultancy for finance, technology and sustainability. With over 20 years of experience, Kamyar advises clients in the US, Europe and the Middle East on all aspects of corporate, financial and marketing communications. Prior to working at Alberin, Kamyar held senior communications positions at JP Morgan, London Stock Exchange Group and UniCredit. Earlier in his career, he worked in investment banking and management consulting. He holds a BA from the London School of Economics and a MPhil in Management Studies from Cambridge University. View Kamyar's LinkedIn profile.  +++++++++++++++ LINKS Mentioned in this episode Heyman Associates: https://www.heymanassociates.com/ Research on the function: https://www.heymanassociates.com/_files/ugd/442ad7_1694e1ef3f1345a8940db9a8232f4e93.pdf Connect With IABC on social media https://twitter.com/iabc https://www.linkedin.com/company/iabc/ https://www.facebook.com/IABCWorld  https://www.youtube.com/user/IABClive https://www.instagram.com/iabcgram/ Visit IABC Online https://www.iabc.com/ https://www.iabc.com/catalyst

INTERVIEW: Hannah Konings on Energy Management studies by Elliot Blyth on Radio One 91FM Dunedin

In today's dynamic business environment, leadership confidence development is essential for guiding teams and driving organizational success. However, confidence alone is not enough to lead effectively—leaders must also build authentic trust with their teams. Trust and confidence are inseparable when fostering productive work environments and ensuring long-term success. In this part II Women's Leadership Success podcast interview with Lida Citroën, we will explore practical strategies for developing leadership confidence and building authentic leadership trust. Lida Citroën: Mastering the Art of Leadership Influence Lida Citroën is a personal branding and reputation management expert who helps executives, entrepreneurs, and thought leaders worldwide shape their public image and seize ideal opportunities. With a track record of guiding thousands of individuals across 30+ countries, Lida offers a transformative approach to personal positioning.   As a dynamic keynote speaker, Lida has captivated audiences through her TEDx Talk and Talks at Google. She also serves as a faculty member at the Institute for Management Studies, delivering impactful seminars across the U.S.   An award-winning author of seven books, Lida recently released The New Rules of Influence: How to Authentically Build Trust, Drive Change, and Make an Impact, offering fresh insights on building influence with authenticity.   https://youtu.be/9BloWnsJCRw?si=ChRaTephWOVU0Hug Leadership Confidence Development: Why It Matters Leadership confidence is the foundation of effective decision-making and influence. Leaders who display confidence are better equipped to inspire others, make strategic decisions, and handle challenges with resilience. However, confidence doesn't just emerge overnight; it is built through intentional practices. 1. Self-awareness and Emotional Intelligence Self-awareness is key to understanding one's strengths and growth areas, directly impacting leadership confidence. Leaders who invest in emotional intelligence training can more easily navigate complex team dynamics, boosting their self-confidence. By developing a deeper understanding of one's emotions, one can regulate them and respond to situations with clarity and calm. 2. Continual Learning and Growth Leaders who actively seek to develop new skills and stay up to date with industry trends exude more confidence. By continuously challenging yourself through learning and development opportunities, you stay prepared for changing circumstances, reinforcing your leadership capabilities. 3. Mentorship and Feedback One of the best ways to grow as a leader is to seek mentorship and actively request feedback from peers and team members. By receiving constructive input and applying it, leaders can build confidence in their leadership style while improving performance. This two-way communication also helps build stronger relationships and mutual trust.   Building Authentic Leadership Trust While confidence is critical, building authentic leadership trust sustains long-term success. Trust makes teams follow your lead, invest in your vision, and commit to achieving collective goals. But trust cannot be forced; it must be earned. Consistency in Actions and Words To build trust, leaders must align their actions with their words. Consistency in decision-making, behavior, and communication ensures that team members know what to expect from you. This creates a sense of reliability, which is fundamental to establishing trust.   Transparency and Open Communication Honesty and transparency foster trust within teams. Leaders who are open about their goals, challenges, and expectations build stronger connections with their teams. This authentic communication shows that you value your employees' input and are committed to their growth and the organization's success.   Empathy and Active Listening Building authentic leadership trust requires empathy.

Dr. Ganesh Raja, CEO of Kotak Education Foundation, shares insights on their impactful educational initiatives, scholarship programs, and the challenges facing India's education sector. From empowering underprivileged students to fostering parental involvement, the foundation's "inch wide and mile deep" approach is creating lasting change in Mumbai's M ward and beyond. 00:47- About Dr. Ganesh Raja Dr. Raja is the Chief Executive Officer of Kotak Education Foundation. He has worked with the ITC Bahrain Economic Development Board and others. He's an alumnus of the Jamnalal Bajaj Institute of Management Studies. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Professor Alex Van de Heever, Chair of Social Security Systems Administration and Management Studies at WITS weighs in on the above inflation medical aid rate hikes in 2025.See omnystudio.com/listener for privacy information.

In this episode of the Oxford Policy Podcast, MPP student and Australian Rhodes Scholar Tahlia Smith sits down with John Roome, who recently retired after a distinguished 35-year career at the World Bank. A fellow Oxford alum, John reflects on how his time at Oxford and the Rhodes Scholarship shaped his path to international public service and leadership within the World Bank, one of the world's most influential development organisations.Tahlia and John discuss the evolving role of the World Bank in addressing complex global challenges such as climate change and development, and how international organisations can balance large-scale initiatives with local needs. John shares his experiences building coalitions to tackle climate change amidst political polarisation, his leadership of diverse teams across continents and cultures, and making tough decisions under pressure in high-stakes environments.With insights on leadership, the role of public service, and navigating the challenges of global governance, this episode provides a unique look into the career of someone who has played a key role in shaping international development policy. Tune in to hear John's reflections on maintaining resilience in the face of global crises and his advice for the next generation of international public servants.***John Roome recently concluded his role as Regional Director, South Asia Sustainable Development at the World Bank. Before that he was Senior Director for Climate Change. He joined the World Bank in 1989, working initially in Africa, and has since held various positions including Operations and Strategy Director for Global Practices and Cross Cutting Solutions, Director for Sustainable Development in the Bank's East Asia and the Pacific Region, Operations and Strategy Director in the Bank's South Asia region and as Operational Quality Director in the Bank's Africa region. His experience spans water, urban, transport, energy, rural, agriculture, environment, and social sectors, as well as disaster risk management and climate change. Before joining the World Bank, John worked in Europe for Monitor Company, a leading corporate strategy consulting firm, and at Old Mutual, a South African Life Assurance Company. He was educated at Oxford University, where he obtained Masters Degrees in Econometrics and in Management Studies, and the University of Cape Town where he obtained a Bachelor's degree in Economics, Statistics and Actuarial Science.

In the rapidly evolving business world, executive leaders face the challenge of leading their teams and influencing key stakeholders. The most effective leaders aren't just decision-makers; they are influencers. But what does it take to master executive influence techniques? This powerful part I interview delves into the art of mastering executive influence. Executive influence goes beyond authority. It's about persuasion, connection, and the ability to guide others toward a shared vision. Whether managing up to your board of directors or collaborating with cross-functional teams, mastering these techniques can be a game-changer.Join me Sabrina Braham MA MFT and Lida Citroën as we explore how you can develop your executive influence and impact and advance your career. Lida Citroën: The New Rules of Mastering Executive Influence Lida Citroën (@LIDA360) is a personal branding and reputation management authority who helps global executives, entrepreneurs, and thought leaders manage their perceptions and drive toward ideal opportunities. She has helped thousands of individuals in more than 30 countries gain a fresh perspective on positioning themselves for success.   As a professional keynote speaker and presenter, Lida's popular TEDx Talk, Talks at Google presentation, and numerous courses on LinkedIn Learning showcase her empowering coaching style and message. She is also a faculty member for the Institute for Management Studies, presenting seminars throughout the United States. Lida has authored seven award-winning books, and her most recent book, The New Rules of Influence: How to authentically build trust, drive change, and make an impact, just launched. How to Inspire Action and Lead With Authenticity as an Influential Executive Leader Today, we explore how the most influential leaders build trust, communicate strategically, and--- leverage emotional intelligence to inspire action and lead with authenticity.  1. Empathy and Emotional Intelligence Understanding your team's emotions and motivations is crucial. Empathy enables you to tailor your approach, ensuring your message resonates with each individual's unique perspectives. Executive leaders who demonstrate high emotional intelligence not only influence but also foster loyalty and collaboration within their organizations. 2. Strategic Leadership Communication  Master communicators understand that timing, tone, and clarity are everything. Executive influence relies on conveying a clear and compelling message that aligns with your audience's interests. Being concise and transparent helps build trust while leaving little room for misunderstanding. 3. Building Trust and Credibility  Influence without trust is ineffective. As an executive leader, consistently demonstrating competence, integrity, and reliability builds a strong foundation for influence. When people trust your judgment and respect your values, they are more likely to follow your lead. 4. Leveraging Social Capital - Building Strategic Relationships Your network is your net worth in the executive space. Building strategic relationships across departments and industries enhances your influence. When others recognize your ability to connect people and ideas, your ability to influence outcomes grows. 5. Adaptive Leadership  Executive leaders need to be flexible and adaptive. An essential influence technique is understanding when to lead, listen, and empower others to take the reins. Adaptability shows you are responsive to change, an invaluable trait in today's fast-paced business environment. You can lead with authority and authenticity by mastering executive influence techniques and driving personal and organizational success. Conclusion - Mastering Executive Influence Builds Trust and Leadership Success Influence is the key to effective executive leadership. By focusing on emotional intelligence, strategic communication, and building trust,

Sam Vaknin ( http://samvak.tripod.com/mediakit.html ) is the author of Malignant Self-love: Narcissism Revisited as well as many other books and ebooks about topics in psychology, relationships, philosophy, economics, international affairs, and award-winning short fiction. He is a Professor of Clinical Psychology and Management Studies in CIAPS (Commonwealth of International Advanced Professional Studies), Cambridge and Birmingham, UK; Ontario, Canada; Lagos, Nigeria; and a former Visiting Professor of Psychology, Southern Federal University, Rostov-on-Don, Russia. He was the Editor-in-Chief of Global Politician and served as a columnist for Central Europe Review, PopMatters, eBookWeb , and Bellaonline, and as a United Press International (UPI) Senior Business Correspondent. He was the editor of mental health and Central East Europe categories in The Open Directory and Suite101. His YouTube channels garnered 100,000,000 views and 450,000 subscribers. Visit Sam's Web site at http://www.narcissistic-abuse.com  Author of Malignant Self Love: Narcissism Revisited  ____________________________________________________________________ Check out my FREE Live webinar, the OUTSMART A NARCISSIST A 4-STEP PROVEN PLAN To Take Your Power Back RIGHT HERE Learn more about the SLAY Your Negotiation with Narcissists program right here:  https://slay.rebeccazung.com/slay-it-now-a ___________________________________ _________________________________ For more information on REBECCA ZUNG, ESQ. visit her website www.rebeccazung.com and follow her on Instagram: @rebeccazung and YouTube!  GRAB YOUR FREE CRUSH MY NEGOTIATION PREP WORKSHEET RIGHT HERE!  SUBSCRIBE TO MY YOUTUBE CHANNEL RIGHT HERE. THIS WEEK'S SPONSOR INFORMATION:   ❤️ Air Doctor : Go to airdoctorpro.com and use promo code YOURBESTLIFE to receive upto 39% off or upto $300 off! ❤️ Shopify : Sign up for a $1/month trial period at shopify.com/bestlife ❤️ RoBody: Go to ro.co/REBECCA, and pay just $99 for your first month, then $145 a month after that. ❤️ Quince : Go to Quince.com/negotiate for free shipping on your order and 365-day returns. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sam Vaknin ( http://samvak.tripod.com/mediakit.html ) is the author of Malignant Self-love: Narcissism Revisited as well as many other books and ebooks about topics in psychology, relationships, philosophy, economics, international affairs, and award-winning short fiction. He is a Professor of Clinical Psychology and Management Studies in CIAPS (Commonwealth of International Advanced Professional Studies), Cambridge and Birmingham, UK; Ontario, Canada; Lagos, Nigeria; and a former Visiting Professor of Psychology, Southern Federal University, Rostov-on-Don, Russia. He was the Editor-in-Chief of Global Politician and served as a columnist for Central Europe Review, PopMatters, eBookWeb , and Bellaonline, and as a United Press International (UPI) Senior Business Correspondent. He was the editor of mental health and Central East Europe categories in The Open Directory and Suite101. His YouTube channels garnered 100,000,000 views and 450,000 subscribers. Visit Sam's Web site at http://www.narcissistic-abuse.com  Author of Malignant Self Love: Narcissism Revisited  ____________________________________________________________________ Check out my FREE Live webinar, the OUTSMART A NARCISSIST A 4-STEP PROVEN PLAN To Take Your Power Back RIGHT HERE Learn more about the SLAY Your Negotiation with Narcissists program right here:  https://slay.rebeccazung.com/slay-it-now-a ___________________________________ _________________________________ For more information on REBECCA ZUNG, ESQ. visit her website www.rebeccazung.com and follow her on Instagram: @rebeccazung and YouTube!  GRAB YOUR FREE CRUSH MY NEGOTIATION PREP WORKSHEET RIGHT HERE!  SUBSCRIBE TO MY YOUTUBE CHANNEL RIGHT HERE. THIS WEEK'S SPONSOR INFORMATION:   ❤️ Air Doctor : Go to airdoctorpro.com and use promo code YOURBESTLIFE to receive upto 39% off or upto $300 off! ❤️ Shopify : Sign up for a $1/month trial period at shopify.com/bestlife ❤️ RoBody: Go to ro.co/REBECCA, and pay just $99 for your first month, then $145 a month after that. ❤️ Quince : Go to Quince.com/negotiate for free shipping on your order and 365-day returns. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Nick and Goldy talk to esteemed economist Colin Mayer, author of the book Capitalism and Crises: How to Fix Them, to explore the deep-seated issues plaguing modern capitalism, including rising inequality and environmental degradation. Mayer argues that the current profit-driven mindset of corporations often leads to societal harm, and he advocates for a paradigm shift towards a model where businesses profit by solving real human problems rather than creating them. Their conversation dissects the historical evolution of corporate responsibility, critiques neoliberal economics, and proposes solutions that redirect corporate focus toward societal benefit, and the urgent need for a more equitable economic structure that uplifts the middle class. Colin Mayer is a distinguished academic in the field of finance and economics. He is the Peter Moores Professor of Management Studies at the Saïd Business School at the University of Oxford. With a background in economics and finance, Mayer has conducted extensive research on corporate finance, governance, and the role of business in society. His work has been widely published in academic journals, and he is the author of several books, including "Capitalism and Crises."  Further reading: Capitalism and Crises: How to Fix Them Website: http://pitchforkeconomics.com Twitter: @PitchforkEcon, @NickHanauer, @civicaction Instagram: @pitchforkeconomics Threads: pitchforkeconomics YouTube: @pitchforkeconomics Substack: The Pitch

Professor Alex van der Heever, chair of Social Security Systems Administration and Management Studies at WITS weighs in on the NHI middle-ground option, presented by the Hospital Association of SA (Hasa). See omnystudio.com/listener for privacy information.

These days everyone seems to be searching for their passion, safe in the knowledge that ‘Find something you love to do, and you'll never have to work a day in your life'. Yet how realistic is this? And how realistic is it for people to strive to find their ultimate life calling – if there even is such a thing?To explore the question of callings in greater depth I am delighted to be joined by Professor Kirsten Robertson of Fraser Valley University in Canada.About our guest…Dr. Kirsten Robertson is a Professor of Organizational Behaviour and Human Resources in the School of Business at Fraser Valley University.Kirsten's research explores the lived experiences of individuals at work, with a particular focus on work meaningfulness, the interface between work and non-work, and workplace relationships with both people and animals. She has published her research in leading management journals, including the Academy of Management Review, Journal of Management Studies, and Journal of Organizational Behavior.The paper discussed in the interview - Living life ‘to the core': Enacting a calling through configurations of multiple jobs – is open access and is available here: https://journals.sagepub.com/doi/full/10.1177/00187267241251956Kirsten's Google Scholar page can be accessed here: https://scholar.google.com/citations?user=Piek-GcAAAAJ&hl=en&oi=aoKirsten's profile page at the University of Fraser Valley is available here: https://www.ufv.ca/business/faculty-and-staff/robertson-kirsten.htm Hosted on Acast. See acast.com/privacy for more information.

“There is no bigger weight than the weight of trust. One of my leadership mantras became: You never need to earn my trust. You can only lose it.” Ravi Chaturvedi is an experienced leader with a proven track record of success across seven countries, both developed and developing. Ravi became P&G's first ever Asian President and member of the Global Leadership Council, after a 2 decade long career with the company. Ravi was also Group Chief Executive of Jet Airways for a short tenure.Ravi has also served as a consultant and advisor to the Nitto Denko Corporation in Japan. For the CEO Council of Lighthouse Funds, Ravi advised portfolio CEOs of companies across industries. He's also served as advisor to Marico and to Emami, Indian consumer goods companies that are expanding internationally.Ravi is a Senior Fellow in the Management Department of the Wharton School of Business, and has been a Lecturer at the University of Pennsylvania. Ravi received his BA from the University of Delhi, and Master of Management Studies from the Bajaj Institute of Management Studies, Master of Management Studies. You'll enjoy this candid conversation between old colleagues - and hear the wisdom that has impacted many leaders from Ravi's storied career. This is part of our Asian leaders series - hosted by P&G Alumni Emily Chang. Got an idea for a future “Learnings from Leaders” episode? Reach out at pgalumpod@gmail.com

Welcome to the Social-Engineer Podcast: The Doctor Is In Series – where we will discuss understandings and developments in the field of psychology.   In today's episode, Chris and Abbie are discussing Intrinsic and Extrinsic Motivation. They will talk about the differences your source of motivation can have on your behavior and state of mind. [June 3, 2024]   00:00 - Intro 00:18 - Dr. Abbie Maroño Intro 00:35 - Intro Links -          Social-Engineer.com - http://www.social-engineer.com/ -          Managed Voice Phishing - https://www.social-engineer.com/services/vishing-service/ -          Managed Email Phishing - https://www.social-engineer.com/services/se-phishing-service/ -          Adversarial Simulations - https://www.social-engineer.com/services/social-engineering-penetration-test/ -          Social-Engineer channel on SLACK - https://social-engineering-hq.slack.com/ssb -          CLUTCH - http://www.pro-rock.com/ -          innocentlivesfoundation.org - http://www.innocentlivesfoundation.org/                                 03:35 - The Topic of the Day: Intrinsic vs Extrinsic Motivators 05:19 - Foundational Differences 07:19 - The Pitfalls of Extrinsic Motivation 09:29 - The Overjustification Effect 13:29 - The Intrinsic Difference 16:47 - Where Passion Lies 19:43 - Wellbeing is Intrinsic 22:07 - Situational Influence 27:57 - Passion and Warfare 30:04 - The Maladaptive Difference 33:02 - Avoidance 35:29 - High Risk! 38:31 - Self-reflection 40:31 - Smash That Extrinsic Button! 44:08 - ...A Life Well Lived 46:11 - We Should Grow! 49:15 - Wrap Up 49:40 - Next Month: Psychological Myths 50:06 - Outro                                                                     -          www.social-engineer.com -          www.innocentlivesfoundation.org   Find us online: -          Twitter: @DrAbbieofficial -          LinkedIn: linkedin.com/in/dr-abbie-maroño-phd -          Instagram: @DoctorAbbieofficial -          Twitter: @humanhacker -          LinkedIn: linkedin.com/in/christopherhadnagy     References:   Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review, 3(3), 185-201. https://doi.org/10.1016/1053-4822(93)90012-S Baum, J. R., & Locke, E. A. (2004). The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology, 89(4), 587–598. https://doi.org/10.1037/0021-9010.89.4.587 Curran, T., Hill, A. P., & Appleton, P. R. (2015). The mediating role of psychological need satisfaction in relationships between types of passion for sport and athlete burnout. Journal of Sports Sciences, 33(6), 597-606. https://doi.org/10.1080/02640414.2014.951952 Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Journal of Personality and Social Psychology, 125(6), 627-668. https://doi.org/10.1037/0022-3514.125.6.627 Forest, J., Mageau, G. A., Sarrazin, C., & Morin, E. M. (2011). “Work is my passion”: The different affective, behavioural, and cognitive consequences of harmonious and obsessive passion toward work. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 28(1), 27-40. https://doi.org/10.1002/cjas.170 Ho, V. T., & Pollack, J. M. (2014). Passion Isn't Always a Good Thing: Examining Entrepreneurs' Network Centrality and Financial Performance with a Dualistic Model of Passion. Journal of Management Studies, 51(3), 433-459. https://doi.org/10.1111/joms.12062 Kohn, A. (1993). Punished by rewards: The trouble with gold stars, incentive plans, A's, praise, and other bribes. Boston, MA: Houghton Mifflin. Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67. https://doi.org/10.1006/ceps.1999.1020 Vallerand, R. J., Blanchard, C., Mageau, G. A., Koestner, R., Ratelle, C., Léonard, M., ... & Marsolais, J. (2003). Les passions de l'âme: On obsessive and harmonious passion. Journal of Personality and Social Psychology, 85(4), 756–767. https://doi.org/10.1037/0022-3514.85.4.756

There has been much furore ahead of todays signing of the NHI into law, with doctors even threatening to leave the country. What happens next? John Maytham speaks to  Professor Alex Van den Heever, Chair of Social Security Systems Administration and Management Studies at WITS.See omnystudio.com/listener for privacy information.

On today's show, Hedley Rees explains exactly what failed gene therapy products for rare blood cancers launched in 2017 have to do with COVID and highlights some key points from his recent Substack article which breaks down how Bill Gates and the WHO "captured regulatory bodies across the globe." GUEST OVERVIEW: Hedley Rees is a pharmaceutical supply chain management consultant with a strong background in the industry. He graduated from Cardiff University as a production engineer, holds a Diploma in Management Studies from the University of South Wales, and an Executive MBA from Cranfield University School of Management. Rees has extensive experience in senior supply chain management positions at various companies, including Bayer UK, British Biotech, Vernalis, Ortho-Clinical Diagnostics (previously J&J), and OSI Pharmaceuticals (now Astellas). In 2005, Hedley founded PharmaFlow, where he currently serves as Managing Consultant and Consultant in Strategic Supply-chain Management. He is also the author of the book “Supply Chain Management in the Drug Industry: Delivering Patient Value for Pharmaceuticals and Biologics” and has delivered numerous presentations on the topic at international conferences. You can follow him on X at: @hedleyrees and subscribe to his Substack at: hedleyrees.substack.com

Denisse Salazar hosted Emeritus Professor Colin Mayer to delve into philosophical and moral discussions surrounding capitalism in modern society. They discussed why capitalism has persisted despite several attempts to diminish it and how its survival represents its moral superiority in comparison to other economic systems.***Colin Mayer is Emeritus Professor of Management Studies at the Blavatnik School of Government and Saïd Business School at the University of Oxford. He is an Emeritus Fellow of Wadham College, Oxford and an Honorary Fellow of Oriel College, Oxford and St Anne's College, Oxford. He is a Fellow of the British Academy, the Centre for Economic Policy Research, and the European Corporate Governance Institute. He was Chair of the Scottish Government Business Purpose Commission, and a member of the Board of Trustees of the Oxford Playhouse, the UK Competition Appeal Tribunal, the UK Government Natural Capital Committee, the International Advisory Board of the Securities and Exchange Board of India, and the UK Financial Markets Law Committee Working Group on Pension Fund Trustees and Fiduciary Duties.

* WARNING* Suicide is briefly mentioned in this episode. Guiding New Dance Teachers Hosted by: Anna Harsh Guest Debora Engerman shares her story of how and why she became a Ballet teacher. She offers tips and advice of how new teachers can be more confident and ways to cope with nervousness. Deborah Engerman trained under Wally Saunders in Pikesville, Maryland, from 1977 to 1979, and with the Baltimore Ballet School (formerly the Maryland Ballet School) under the direction of Wendy Robinson from 1979 to 1985, in the RAD (Royal Academy of Dance) tradition. Her classical studies also included training with Petrus Bosman, David Keener, and Christine Hennessy at National Academy of the Arts and Virginia School of the Arts. While pursuing her Bachelor of Arts in International Policy and Management Studies at Dickinson College from 1986 to 1990, she continued her study of classical ballet with the teachers of Central Pennsylvania Youth Ballet. Her dance training includes Vaganova technique, French methodology, Martha Graham technique, and the Dance Education Program at Towson University. She has staged ballets including The Nutcracker and Swan Lake: Act II. For more than three decades, dancers under Engerman's tutelage have gone on to earn professional contracts and danced with companies including American Ballet Theatre, Ballet Inc., Boston Ballet, Complexions Contemporary Ballet, Hubbard Street Dance Chicago, Nashville Ballet, Texture Ballet, Universal Ballet, the Vienna Opera Ballet, the Washington Ballet, and on Broadway. She has also coached dancers for numerous international competitions, such as the Prix de Lausanne, the Varna International Ballet Competition, and Youth America Grand Prix. Her student Adrienne Canterna took the Junior Gold Medal at the 1998 Jackson USA International Ballet Competition. For most of 2010, Engerman toured Europe as ballet mistress for Rock the Ballet, of Sweetbird Productions. Order Anna's Book: https://a.co/d/8QJa4I6 ORDER Let's Talk about Fifth: https://www.amazon.com/Lets-Talk-About-Fifth-Teaching/dp/B0CBT4YCSN/ref=cm_cr_arp_d_pl_foot_top?ie=UTF8 Deborah's website: https://www.deborahengerman.com --- Send in a voice message: https://podcasters.spotify.com/pod/show/anna-harsh/message Support this podcast: https://podcasters.spotify.com/pod/show/anna-harsh/support

Professor Laura EmpsonLaura is Professor in the Management of Professional Service Firms at Bayes Business School, University of London, and holds Research Fellowships at both Harvard Law School and the University of Cambridge.She has dedicated 30 years to researching professionals, professionals, and the professions, and is a globally recognised expert in their leadership and governance.  Her research also explores organisational and cultural change; growth and leadership transitions; mergers and acquisitions; professional careers; and the future of professional work.Her research has been funded by prestigious awards from the EU and UK governments.  She has been nominated for The Thinkers 50 Leadership Award for her research on collective leadership.In addition to dozens of publications in leading academic journals, she has published several books with Oxford University Press – her first was Managing the Modern Law Firm (2007), and her latest is Leading Professionals: Power, Politics, and Prima Donnas (reprinted in paperback, 2022).  She writes regularly for Harvard Business Review and presents the podcast series Leading Professional People.  Laura serves on the editorial board of Organization Studies and the Journal of Management Studies. She is a founder member of the Strategic Advisory Board of the Society for the Advancement of Management Studies (SAMS) and a member of the Peer Review College of the ESRC.She advises many of the world's leading law, accounting, and consulting firms.  From 2013 to 2016, she served on the Board of KPMG LLP (becoming Chair of the Independent Non-Executives).  Laura was previously an Associate Professor at the University of Oxford.  Before becoming an academic, Laura worked as an investment banker and strategy consultant.  She has a PhD and MBA from London Business School.A Quote From This Episode"We gotta elder up here..."Resources Mentioned in This EpisodeRyan's About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024. About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeMy 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.

Adjunct Professor, Alex van den Heever, holds the Chair of Social Security Systems Administration and Management Studies at the University of the Witwatersrand and he joins John to consider concerning statistics regarding medico-legal claims in South Africa that have been recently disclosed by The Democratic Alliance (DA).See omnystudio.com/listener for privacy information.

Dr. Dennis Tourish is Professor of Leadership and Organisation Studies at the University of Sussex. He is the former editor of the journal Leadership, and the author of several books including The Dark Side of Transformational Leadership, published and Management Studies in Crisis: Fraud, Deception and Meaningless Research. He is a proponent of the Responsible Research of Business and Management Network an organization that envisions a world where business and management research is used in practice to improve the lives of people. Quote From This Episode"Populist leaders after the Second World War, at the very least, made at least some show of respecting democratic norms and tried to achieve power through winning elections rather than through military adventures or pushes. Fascist leaders are much more overtly concerned with mobilizing an angry mob and turning loose on the traditional institutions of the state or the opposition."Resources Mentioned in This EpisodeArticle: It is Time to Use the F word About Trump: Fascism, Populism and the Rebirth of History by TourishBook: Rebalancing Society by Mintzberg (free PDF)Book: Principles For Dealing with the Changing World Order by DalioBook: How Civil Wars Start by WalterBook: The Cult of Trump by HassanBook: The Fourth Turning is Here by HoweBook: Liberal Solidarity by HodgsonAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About The Boler College of Business at John Carroll UniversityBoler offers four MBA programs – 1 Year Flexible, Hybrid, Online, and Professional. Each track offers flexible timelines and various class structure options (online, in-person, hybrid, asynchronous). Boler's tech core and international study tour opportunities set these MBA programs apart. Rankings highlighted in the intro are taken from CEO Magazine.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeMy 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.

In the latest episode of PodCatalyst, Peter Finn, IABC executive director, sits down with Maliha Aqeel, IABC chair, Kamyar Naficy, IABC vice chair, and Danielle Bond, IABC past chair (2021-2022) to discuss the year ahead. This conversation has something for everyone: how comms pros can wield influence in the C-suite and within their own teams, the importance of tapping into geopolitics, what it means to be a communicator in a post-truth world, influencers they're following in the new year, a caveat against algorithms, Wordle vs. Connections — and so much more! Tune in to this lively roundtable discussion and tap into just a few of the minds of IABC's past and present leadership. +++++++ Maliha Aqeel, PMP, SCMP, MC, is chair of the IABC International Executive Board (IEB) and the founder and CEO of The Ideas Collective Inc., an independent consulting firm bringing brand purpose to life through content, customers and culture. She has worked in corporate and agency roles for almost 20 years, connecting the dots between brand, marketing and communications to drive business objectives. She is a longtime IABC volunteer and a regular speaker at industry conferences. Aqeel has won several IABC Gold Quill awards for brand development, content marketing, publications and internal communications, including two Gold Quill “Best of the Best” awards for employee engagement and COVID-19 response management and communications. Connect with Aqeel on LinkedIn. Kamyar Naficy is managing director of Alberin, a strategic communications consultancy for finance, technology and sustainability. With over 20 years of professional experience, Naficy advises clients in the U.S., Europe and the Middle East on all aspects of corporate, financial and marketing communications. Prior to working at Alberin, Naficy held senior communications positions at JP Morgan, London Stock Exchange Group and UniCredit. Earlier in his career, he worked in investment banking and management consulting. He holds a BA from the London School of Economics and a MPhil in Management Studies from Cambridge University. Connect with Naficy on LinkedIn.  Danielle Bond is an award-winning brand, marketing and communications executive with expertise in the B2B sector. She has been the chief marketing officer for leading professional services firms throughout her career. Bond recently left full-time corporate life to pursue a career as a company director and consultant. She has served on IABC's International Executive Board for four years, including as chair. Connect with Bond on LinkedIn. LINKS *Social Media* https://twitter.com/iabc | https://www.linkedin.com/company/iabc/| https://www.facebook.com/IABCWorld | https://www.youtube.com/user/IABClive | https://www.instagram.com/iabcgram/ *IABC Websites* https://www.iabc.com/| https://catalyst.iabc.com/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/iabc/message

Ryan Estis has more than 20 years of experience as a top-performing sales professional and leader. As the former chief strategy officer for the McCann Worldgroup advertising agency NAS, he brings a fresh perspective to business events. As a keynote speaker, Ryan is known for his innovative ideas on leading change, improving sales effectiveness, and preparing for the future of work. He was recently recognized as one of “the best keynote speakers ever heard” by Meetings & Conventions magazine alongside Tony Robbins, Bill Gates, Colin Powell, and Mike Ditka. Ryan delivers keynote speeches, courses, and online learning with an emphasis on actionable content designed to elevate business performance. His curriculum emphasizes emerging trends influencing leadership effectiveness, sales performance, and customer experience. Ryan helps participants prepare to thrive in today's ultra-competitive, hyper-connected business environment. Ryan supports the world's leading brands, including Liberty Mutual, Darden Restaurants, Goodyear, the Dallas Cowboys, Medtronic, ECCO USA and Blue Cross Blue Shield. He is a faculty member for the Institute of Management Studies, a member of the SmartBrief on Workforce Advisory Board, and a certified Human Capital Strategist. Ryan and his team publish original research featuring client case studies to expand the live event experience. He is also the author of a popular blog on business performance. His writing has been featured in Inc., Forbes, Entrepreneur, FastCompany, SmartBrief, Business News Network, Crain's Business, and Yahoo Business. Ryan is an Ohio University graduate who resides in downtown Minneapolis. When he's not traveling to speaking engagements around the world, Ryan enjoys downtime with family and friends, practicing yoga, and cheering on his beloved Minnesota Timberwolves. ---------------------------------------- This show is sponsored by Leopard Solutions Legal Intelligence Suite of products, Firmscape, and Leopard BI. Push ahead of the pack with the power of Leopard. For a free demo, visit this link: https://www.leopardsolutions.com/index.php/request-a-demo/ Recruiters! Join Scott in Las Vegas for his Recruiting MasterClass Seminar on Feb 15 – 16, 2024: www.recruitingisagame.com www.theplacementclub.com Links: https://www.amazon.com/Prepare-Impact-Principles-Human-Centered-Leadership/dp/1637556489 https://ryanestis.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this podcast we cover - 1. The increasing importance of liberal arts in a world with rising automation 2. The role of mentors and building an ‘entrepreneurial mindset' 3. The ‘Personal Journey Map' and the importance of the ‘startup of you' Priyank Narayan Founding Director of the Centre for Entrepreneurship at Ashoka University, a leading liberal arts university. He started his career with IBM. He has been an entrepreneur for many years before joining Ashoka University. Priyank teaches courses on Design Thinking, Innovation Management, and Developing an Entrepreneurial Mindset. He is a guest faculty member at IIT Delhi, IIM Ahmedabad, HEC Paris, and Naropa Fellowship, Leh. An MBA from the Asian Institute of Management, Manila, Priyank has also studied at IIM Ahmedabad. He has completed executive education programmes at Harvard Business School and Singularity University, California. He holds a PhD from the Department of Management Studies, IIT Delhi. Mukesh Sud An engineer from IIT Delhi, he founded several small-scale industries involved in abrasive blasting and thermal sprayed coatings. Mukesh began his academic career in the US at Augustana College (2006-09), after which he was a tenured faculty member at the Dolan School of Business, Fairfield University (2009-15). Mukesh is a visiting faculty at Ashoka University, Delhi NCR, and the Naropa Fellowship at Leh. At IIM Ahmedabad he conducts executive education programmes on 'Design Thinking' and 'Creating Entrepreneurial Organizations'. He is on FICCI's Science, Technology, and Innovation (STI) Committee.

EPISODE 1917: In this KEEN ON show, Andrew talks to Colin Mayer, author of CAPITALISM AND CRISES, about the social responsibility of business in every industry, from oil to tobacco to AIColin Mayer CBE FBA is Emeritus Professor of Management Studies and Visiting Professor at the University of Oxford. He is a Fellow of the British Academy, the Centre for Economic Policy Research and the European Corporate Governance Institute, an Emeritus Fellow of Wadham College, Oxford, an Honorary Fellow of Oriel College and St Anne's College, Oxford, and he has an Honorary Doctorate from Copenhagen Business School. He is a member of the Board of Trustees of the Oxford Playhouse, and was co-chair of the Scottish Government Business Purpose Commission, a member of the UK Government Natural Capital Committee, and the UK Competition Appeal Tribunal.Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.

As a business psychologist, Dr. Sharon Melnick is a leading authority helping business professionals move to the next level and have success under stress. Her methods are informed by ten years of research at Harvard Medical School, sharpened by training in cutting edge stress resilience techniques, and field tested by over 7500 clients and training participants. Dr. Melnick is the author of the newly released book, Success Under Stress: Powerful Tools for Staying Calm, Confident, and Productive when the Pressures On. As CEO of her firm Horizon Point Inc, Dr. Melnick is an internationally renowned speaker and trainer. Her training is from Yale University, UC Berkeley, Harvard Medical School, and the Institute for Management Studies. Dr. Melnick's Books: https://www.amazon.com/stores/Sharon-Melnick/author/B00AV2JREW - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (02:35) Tip: The power of being the thermostat (05:10) Technique: Redefining power as an ability for good (07:03) Tip: The biggest abuse of power is not using it (07:59) Tool: Sense of agency (09:01) Tool: Sense of sovereignty (11:33) Tool: Sense of efficacy (17:00) Precision: Gaining Clarity (19:42) Tool: Horizon Point (23:07) Technique: Shifting from Victim to Learner (24:04) Scarcity vs. Abundance Mindset (26:02) Tool: Shifting Perspectives and Setting Intentions (27:33) Technique: Managing Emotional Reactions and Expressing Emotions (34:12) Technique: The Cooling Breath Technique (36:08) Being in Your Power (37:13) Finding Your Purpose (39:32) Tool: The small game vs. big game analogy (41:41) Turning a no into a yes (46:30) Having a clear vision for change (48:32) The hero approach versus the humanitarian approach (50:29) Key takeaway (51:11) Conclusion

In this episode, the iconic and world-renowned management expert Henry Mintzberg shares his wisdom on issues of management, organisations and how society needs rebalancing. More than this, Henry generously reflects on his own working methods and approaches, which gives a fascinating insight into his success.    When asked by Simon how he sees things that others don't see, Henry points to his hero, the boy in the Hans Christian Anderson story who told the truth to the crowd that the emperor was naked. This is Henry's perceptive gift, to see what others don't see, or what they don't want to see.   His first success was the book, 'The Nature of Managerial Work'. Henry observed what 5 CEOs actually did at work. This research found that the widely accepted idea that the manager's role was to plan, organise, coordinate & control, was false. By setting out what they actually did, Henry's observations had a major impact on how we think about management. Henry doesn't think he is particularly creative, nor is he a contrarian as some claim, he believes he is perceptive and reports what he sees. Much of Henry's management education approach places observation at the heart of the work; Henry quotes the baseball coach Yogi Berra, who said, ‘You can observe a lot just by watching'. Alongside his strength of perception, his other self-identified strength is to be able to reframe. He reframed strategy from being an exercise of future planning to learning and emergence, and he reframed management education as social learning.   Henry strongly challenges the MBA as “training the wrong people, in the wrong ways with the wrong consequences”. Henry believes management is a mixture of art, science and craft, and yet the MBA focuses only on the science. Challenged to address this deficit in management education, Henry alongside colleague Jonathan Gosling and others, created the International Masters in Practicing Management (IMPM), which aimed to rethink management training, placing learning from practice, and learning from each other at the heart of this work. Rebalancing society is Henry's latest passion, where he realises that we are stuck on thinking about two sectors, how the private and public work, but a vital third sector sits outside the other two, which he calls the plural sector. This is made up of those organisations, not private, or public i.e. NGOs, foundations, universities, charities, community groups, non-profits, etc. The plural sector is a vital part of society, and we are presently way out of balance. Henry's latest book is titled Understanding Organisations…Finally! This is a deeply insightful podcast that we are sure you will both learn from and enjoy! Short Bio Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies (his current focus). After receiving his doctorate from the MIT Sloan School of Management, he has made his professional home in the Desautels Faculty of Management at McGill University in Montreal, where he sits in the Cleghorn Chair of Management Studies, with extensive stints along the way in England and France. He has authored 21 books which have earned him 21 honorary degrees and an officership in the Order of Canada. He publishes a regular blog, a collection of which was published as Bedtime Stories for Managers. He co-founded the International Masters Program for Managers (impm.org) and the International Masters for Health Leadership (mcgill.ca/imhl) as well as CoachingOurselves.com, all novel initiatives for managers to learn together from their own experience. More of his work can be found on mintzberg.org. Photo credit: Lisa Mintzberg (2019)

Marcy A. Bliss is the CEO of Wedgewood Pharmacy, the leading compounding pharmacy for animals in the US. She is responsible for all aspects of the pharmacy operation and for leading the delivery of extraordinary business results. In 2018, Wedgewood Pharmacy acquired Diamondback Drugs, based in Scottsdale, Arizona. Formerly the executive vice president of Business Operations and Marketing, Bliss began her career with Wedgewood Pharmacy in early 1999. Over the years, she assumed positions of increasing responsibility, many with a significant emphasis on pharmacy growth, the building of infrastructure, acquisitions, strategic partnerships, and regulatory compliance. She leads the company's public affairs and issues-management programs, and is frequently seen on Capitol Hill, protecting patient and prescriber access to compounded medication.  In addition to her role on the Board of Wedgewood Pharmacy, Marcy is a volunteer Chair of the Board of Trustees of the Appel Farm Arts & Music Center, and board member of many organizations including the New Jersey Business and Industry Association (NJBIA), IndeVets, and Together Women's Health. Previously, Marcy served on the board of directors of the Tobin Foundation for the Visually Impaired (Wilmington, DE). Bliss holds a B.S. degree in Business/Marketing and Management Studies from the University of Maryland. A life-long learner, she has continued her education at the Wharton School for Executive Education (University of Pennsylvania), the Hasso Plattner Institute of Design at Stanford University (California), as well as extensive leadership training from Gap International. Wedgewood Pharmacy has won two awards from the NJBIA for Business Success (growth) and Employee Satisfaction. Bliss has been recognized by Marcom as the 2017 Healthcare Innovator of the Year, by NJBIA in 2018 as one of NJ's 50 Most Powerful Women in Business, and by the Gloucester County Chamber of Commerce in 2019 as Businessperson of the Year. Anthony Grzib, R.Ph., Vice President, Quality, State-Regulated Pharmacies for Wedgewood Pharmacy, leads the quality control and quality assurance functions for the company's state-regulated pharmacies, working closely with the executive leadership team to develop and execute the corporate strategy, goals, and objectives. He oversees quality systems and ensures overall compliance with current applicable quality standards, as well as leads development of a quality culture that supports the company's values of customer focus, integrity, collaboration, and innovation while meeting the needs of the company's stakeholders and customers. Prior to joining Wedgewood in 2000, he was pharmacist-in-charge and Team Leader for CVS Pharmacy and for Eckerd Drugs. He began his career as a pharmacy technician at Eckerd Drugs.  Anthony is a member of the Alliance for Pharmacy Compounding, currently serving on APC's board of directors. He holds a B.S. degree in Pharmacy from the Rutgers University College of Pharmacy and has been in the pharmacy profession since 1990.

We can probably all think of examples of bad bosses – the people who we love to gossip about with our colleagues outside work. And even if you're lucky enough to have had good experiences of management, you may be familiar with bad bosses from popular culture. But what makes a good manager and how can you inspire people in the workplace? It's a question that's been debated since the Industrial Revolution when rapidly expanding companies needed a way of controlling their workers. From there developed various theories of management, some of which drew on aspects of sociology and psychology. Rajan Datar is joined by Ann Francke, the chief executive of the Chartered Management Institute in the UK; Monica Musonda, the CEO of Java Foods in Zambia; and Todd Bridgman, Professor of Management Studies and Head of the School of Management at Victoria University of Wellington / Te Herenga Waka in New Zealand. We'll also present a selection of comments and experiences sent in by Forum listeners. Produced by Fiona Clampin (Photo credit: Getty/Luis Alvarez)

Have you ever struggled to make a change stick?  Maybe you got it going but somewhere down the line things ground to a complete halt.   Maybe you were trying to make a change in your life.   Maybe you were trying to help someone else or your team or your organization to change.  Whoever it is that you were trying to help change you probably found out pretty quickly how hard or near impossible it is!  I know that many of us, myself included, struggle with change and transformation of all sorts in our personal and professional lives.  What I didn't realize was just how off-base we are about how to go about ensuring these transformations come to life.  Specifically, there's a missing key that if we get it right will dramatically improve our success in transformations of all kinds.   In this episode, my guest Dr. Hans Hansen, author of Narrative Change: How Changing the Story Can Transform Society, Business, and Ourselves helps us uncover this missing key.   By the end, you'll learn the missing key and how it can help you solidify your transformations going forward.     About my guest: Dr. Hans Hansen is an Associate Professor of Management at Texas Tech, an Embrey Human Rights Fellow at SMU, and author of Narrative Change, the story of how narratives were used to fight the death penalty in Texas. His research interests are broadly related to meaning-making and the methods to inquire into those meanings. Hans specializes in qualitative methods and organizational theory, and his research articles have been published in the Journal of Management Studies, Organizational Research Methods, Human Relations, Organization Studies, Journal of Management Inquiry, and even Law Reviews. Dr. Hansen has held positions at the Kellogg School of Management, Stanford University, Copenhagen Business School, and Victoria University New Zealand. He has consulted for non-profits and Fortune 500 companies, from designing change programs to creating transformational cultures and strong brand identities.   Follow Hans Hansen on LinkedIn: https://www.linkedin.com/in/hans-hansen-phd-a15bb34a/   Get Hans' book - Narrative Change: How Changing the Story Can Transform Society, Business, and Ourselves - https://a.co/d/4P7FcH7

Have you ever wished to be someone else in order to achieve your dreams?  It's not uncommon to think you need to be someone else or get something else in order to get to where you're hoping to go.   But what if that's not true?  What if you already have everything you need right here and right now?  What does that idea bring up for you?  This episode is Part 2 of the earlier part of my conversation with Narrative Change consultant Dr. Hans Hansen which began in Episode 59.    Be sure to listen to it before digging into this episode.  By the end, he shares a completely new approach to your transformation that will change not only how you think but what you do.     About my guest: Dr. Hans Hansen is an Associate Professor of Management at Texas Tech, an Embrey Human Rights Fellow at SMU, and author of Narrative Change, the story of how narratives were used to fight the death penalty in Texas. His research interests are broadly related to meaning-making and the methods to inquire into those meanings. Hans specializes in qualitative methods and organizational theory, and his research articles have been published in the Journal of Management Studies, Organizational Research Methods, Human Relations, Organization Studies, Journal of Management Inquiry, and even Law Reviews. Dr. Hansen has held positions at the Kellogg School of Management, Stanford University, Copenhagen Business School, and Victoria University New Zealand. He has consulted for non-profits and Fortune 500 companies, from designing change programs to creating transformational cultures and strong brand identities.   Follow Hans Hansen on LinkedIn: https://www.linkedin.com/in/hans-hansen-phd-a15bb34a/   Get Hans' book - Narrative Change: How Changing the Story Can Transform Society, Business, and Ourselves - https://a.co/d/4P7FcH7  

Dr. Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies (his current focus). After receiving his doctorate from the MIT Sloan School of Management, he has made his professional home in the Desautels Faculty of Management at McGill University in Montreal, where he sits in the Cleghorn Chair of Management Studies, with extensive stints along the way in England and France. He has authored 21 books, earning him 21 honorary degrees and an offficership in the Order of Canada. He publishes a regular blog, a collection of which was published as Bedtime Stories for Managers. He co-founded the International Masters Program for Managers (impm.org) and the International Masters for Health Leadership (imhl.org) as well as CoachingOurselves.com, all novel initiatives for managers to learn together from their own experience (mintzberg.org).A Quote From this Episode"I'm trying to rebalance society...the world just won't listen. I don't know why."Resources Mentioned in This EpisodeBlog: Henry MintzbergBook: Understanding Organizations, Finally!Book: Bedtime Stories for ManagersWebsite: Rebalancing SocietyThe Declaration of our Interdependence Book: 21 LEssons for the 21st Century by Harari  About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 25th Global Conference in Vancouver, British Columbia, October 12-15, 2023.About The Boler College of Business at John Carroll UniversityBoler offers four MBA programs – 1 Year Flexible, Hybrid, Online, and Professional. Each MBA track offers flexible timelines and various class structure options (online, in-person, hybrid, asynchronous). Boler's tech core and international study tour opportunities set these MBA programs apart. Rankings highlighted in the intro are taken from CEO Magazine.The International Studying Leadership ConferenceISLC at Copenhagen Business School from December 10-12, 2023About  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.

If fewer people are buying and reading books, why should a thought leader write one? Today we delve into the world of authorship and publishing with Henry Mintzberg. Henry is a Cleghorn Professor of Management Studies at McGill University and the author of more than 20 books including Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development and Simply Managing: What Managers Do - and Can Do Better. Our conversation starts by discussing where you find the value in writing a book. Whether it be the intrinsic value of codifying your thought leadership or the extrinsic value of higher engagement and client acquisition. Henry shares with us his compulsion to write books, regardless of if they succeed or not. He discusses how a few newer books have not done as well as expected and how difficult topics like climate change might play a part in those results. When publishing about important, but hard topics that many would rather not think about how do you get your message out?  Henry talks about expanding into new modalities to capture the audience's attention and how hard it is to get uninterrupted attention for your topic.  He explains how interruption is just one of the reasons a book can have a bigger impact than articles, even if the book reaches only a fraction of the audience a short-form piece might. Three Key Takeaways: ·         Reaching ten thousand people with a book can be far more influential than reaching one hundred thousand people with an article. ·         A publication date is not a measurement of value.  Many books continue to be relevant years after their publication. ·         Do what is in your heart.  Don't let anyone talk you into something else because you will end up doing it badly.

Dr. Elizabeth J. Altman is an associate professor of management at the Manning School of Business, University of Massachusetts Lowell, and guest editor of the MIT Sloan Management Review Future of the Workforce project. Altman served as a visiting assistant professor at the United States Military Academy at West Point in Fall 2018 and has served as a visiting scholar at the Harvard Business School. Altman teaches strategy, organizational theory, and human resources management in undergraduate, MBA, and doctoral programs. Her research focuses on strategy, innovation, platform businesses and ecosystems, leadership in the digital economy, organizational identity, and organizational change.It used to be, your workforce were your employees. But today, 30-40% of a company's workforce is made up by contractors! Add to this the increasing amount of work being done by suppliers and partners and you see that what composes your workforce is much different than what it once was. This raises lots of questions. Elizabeth has spent 19 years in industry. She was a vice president at Motorola in executive and leadership roles in industrial design, product development engineering, manufacturing, marketing, and strategy. Awarded a U.S. Dept. of Commerce and Japanese government fellowship, Altman worked as an engineer for Sony in Japan. She lectures and consults worldwide for multi-national clients on strategy and platform businesses and has served on corporate and non-profit boards. Her work has been published in the Harvard Business Review (HBR), MIT Sloan Management Review, Journal of Management Studies, Marketing Letters, and other internationally recognized management journals and books. Her HBR article with Prof. Andrei Hagiu was selected for inclusion in an edition of the “HBR 10 Must Reads 2019” book and included in “HBR's 10 Must Reads on Business Model Innovation.” She also co-authored the book, The Innovator's Guide to Growth: Putting Disruptive Innovation to Work, (Harvard Business Press), as well as the recent Workforce Ecosystems (2023).In this episode, she shares:The new role of institutions in society, and how workforce employee and stakeholder sentiment play into that The actual definition of a workforce, and how it has even expanded into including questions like: What is a workforce? Who is in the workforce? and how do you think about it from an ecosystem perspective to incorporate technologies as an integral part of them? How to consider goals and incentives for employees given this broader perspective? How do you build culture when your workforce is composed by a large percentage of contractors and suppliers? How AI and machine learning technology can now be considered an official part of the workforce in many cases _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode01:07—Introducing Elizabeth + The topic of today's episode2:55—If you really know me, you know that...4:19—What is your definition of strategy?6:44—Why do you think the focus in companies has shifted to more than just financial performance in this era?8:34—Tell us about your journey into researching workforce ecosystems.11:27—Breaking down the types of employees in a typical organization12:17—A new definition of a workforce15:13—How do goals change within an organization that has varying types of employees?17:20—Could you talk to us about the most important implications or adjustments that need to be made in light of this changing workforce ecosystem?20:54—What is the role of technologies in our workforce as they become a big part of our production?23:20—How does organizational culture fit into all of this?25:32—What are some other big implications in leadership as workforces change?27:18—How is the structure and processes around workforces changing?29:56—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Manning School of Business Faculty Page: https://www.uml.edu/msb/faculty/altman-elizabeth.aspxNewest Book: https://mitpress.mit.edu/9780262047777/workforce-ecosystems/Linkedin: https://www.linkedin.com/in/lizaltmanTwitter: https://twitter.com/lizaltman