Podcasts about managers

For decades, the Hulka family has quietly run a supply, storage, and shipping business that serves PGA TOUR players. Today, father-and-son duo Steve and Ben Hulka join us to tell their fascinating, mostly unknown story. They take us inside how the business got started, the logistics of life on the road, what it's like working with and catering to tour players, and some of their craziest stories from their business on wheels.You can find every episode of this show on Apple Podcasts, Spotify or YouTube. Prime Members can listen ad-free on Amazon Music. For more, visit barstool.link/foreplaypod

The skills your people need tomorrow may look completely different from the ones they rely on today. So how do you build an organization that can keep learning, adapting, and growing at the speed of change? Nikki sits down with Matt Moog, founder and CEO of Career Bird, to unpack what it really takes to create a continuous learning culture. They explore why skills-based organizations are gaining momentum, how the 70/20/10 framework brings development into the flow of work, and why managers must evolve from assigning work to actively coaching growth. Matt also shares how leaders can connect learning to real business outcomes, create clearer career paths, and give employees greater confidence in where they are headed. If you want learning to become more than a training initiative and start driving performance, retention, and advancement, this conversation offers a practical place to start.   Additional Resources: Connect with Matt on LinkedIn Learn more about Career Bird Watch Gut + Science (and more) on YouTube! Connect with Nikki on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network   Nikki's Key Takeaways: Build learning into work, not just training programs. Define role skills before creating development plans. Managers must coach skills, not only evaluate performance. Connect employee development directly to business goals. Clear career paths strengthen retention, growth, and confidence.  

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Telisha Roberts. Founder and President of Creative Intentions The purpose of the conversation was to help students, early-career professionals, corporate employees, and aspiring entrepreneurs understand how to successfully navigate career transitions and professional growth. Dr. Roberts shared insights from her 26-year corporate career and explained how Creative Intentions helps individuals bridge the gap between potential and achievement. [ The interview focused on preparing people for workplace success, leadership roles, entrepreneurship, and adapting to economic uncertainty, layoffs, and artificial intelligence-driven workforce changes. [ Key Takeaways 1. Success Requires More Than Opportunity Dr. Roberts emphasized that securing a job, internship, or promotion is only the beginning. What determines long-term success is how effectively individuals navigate and perform once they enter those opportunities. [ Takeaway: Getting the opportunity and succeeding in it are two different challenges. 2. Always Have a Plan One of the strongest themes throughout the interview was intentional planning. Roberts shared that before leaving her 26-year corporate career, she spent roughly a year preparing and developing a plan to ensure a successful transition. She encourages others to proactively prepare for career changes instead of reacting after a crisis occurs. [ Takeaway: Faith, passion, and ambition should always be supported by a structured plan. 3. Career Development Is a Lifelong Process Creative Intentions supports: College juniors and seniors Early-career professionals Managers and executives Entrepreneurs Small business owners Roberts believes individuals need guidance at every stage of professional growth. [ Takeaway: Professional development does not stop after graduation. 4. Hard Work Alone Does Not Guarantee Promotion One of the most discussed topics in the interview was the misconception that simply working hard will automatically lead to advancement. Roberts explained that employees must learn how to communicate their value, connect their accomplishments to organizational goals, and demonstrate strategic impact. [ Takeaway: Visibility, communication, and strategic alignment are as important as effort. 5. Tell Your Own Story According to Roberts, many talented professionals fail to advance because they expect others to recognize their contributions automatically. She stresses that employees must be capable of: Articulating their value Demonstrating impact Understanding organizational priorities Forecasting future needs [ Takeaway: If you cannot explain your value, others may overlook it. 6. Mentorship Can Change Lives The creation of Creative Intentions was inspired by a young intern Roberts mentored who did not receive a job offer after her internship. The experience deeply affected Roberts and motivated her to create an organization dedicated to helping people gain the skills and support necessary for career success. [ Takeaway: Investing in people can have a lasting impact on their lives and careers. 7. Success Has No Easy Path Roberts repeatedly emphasized that whether someone pursues corporate leadership, entrepreneurship, content creation, or business ownership, all meaningful success requires discipline and hard work. [ Takeaway: There are no shortcuts to sustainable success. 8. Every Person Requires an Individualized Approach Unlike many coaching and training programs, Roberts believes there is no one-size-fits-all method for development. Her team uses assessments and personalized coaching to understand an individual's strengths, preferences, experiences, and leadership potential. [ Takeaway: Effective development starts with understanding the individual. 9. Confidence Often Comes Through Investment and Support Many people struggle because they do not recognize their own potential. Roberts noted that some individuals have never been encouraged to explore their gifts or strengths. Her work focuses on helping people discover abilities they may not yet see in themselves. [ Takeaway: Confidence is often built through mentorship, support, and self-discovery. 10. AI and Workforce Disruption Are Real Challenges Roberts directly addressed concerns about artificial intelligence and layoffs. She acknowledged that organizations are reallocating resources toward AI and that competition for jobs has intensified. However, she encourages professionals to remain proactive, strategic, and adaptable rather than fearful. Takeaway: Career resilience requires strategy, adaptability, and continuous learning. 11. Stay Calm During Uncertainty A defining characteristic of Roberts' leadership philosophy is maintaining composure under pressure. She shared examples from both her corporate career and personal life to illustrate the importance of responding to challenges with clarity and purpose rather than panic. [ Takeaway: Effective leaders remain calm while taking decisive action. Notable Quotes On Career Preparation "It's one thing to get the role, get the internship, get that opportunity. But it's another thing to actually be successful when you get there." [ On Planning "You got to have that plan." [ On Career Advancement "Being the hardest worker in the room will not get you promoted." [ On Professional Visibility "If you cannot properly articulate your value to an organization... you are going to be quietly lost." [ On Personal Branding "You have to learn how to tell your own story. No one is going to tell your story for you." [ On Entrepreneurship "Being skilled and passionate is very different than running an actual business." On Success "There is no easy path to success." [ On Hard Work "You're probably going to work harder than you ever have before." On Personal Growth "Someone took the time to invest in me." [ On AI and Job Market Challenges "We have to learn how to be strategic. We have to learn how to get in front of the problem and be proactive instead of reactive." On Leadership During Uncertainty "We need to calm down. We need to operate with as much information as we can and as much peace as we can." Overall Message Dr. Telisha Roberts' central message is that career success is not accidental—it is intentional. Through planning, mentorship, self-awareness, hard work, strategic thinking, and the ability to communicate one's value, individuals can successfully navigate career transitions, leadership challenges, entrepreneurship, and an increasingly competitive workforce. Her work through Creative Intentions is focused on helping people bridge the gap between where they are today and where they aspire to be tomorrow. #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Telisha Roberts. Founder and President of Creative Intentions The purpose of the conversation was to help students, early-career professionals, corporate employees, and aspiring entrepreneurs understand how to successfully navigate career transitions and professional growth. Dr. Roberts shared insights from her 26-year corporate career and explained how Creative Intentions helps individuals bridge the gap between potential and achievement. [ The interview focused on preparing people for workplace success, leadership roles, entrepreneurship, and adapting to economic uncertainty, layoffs, and artificial intelligence-driven workforce changes. [ Key Takeaways 1. Success Requires More Than Opportunity Dr. Roberts emphasized that securing a job, internship, or promotion is only the beginning. What determines long-term success is how effectively individuals navigate and perform once they enter those opportunities. [ Takeaway: Getting the opportunity and succeeding in it are two different challenges. 2. Always Have a Plan One of the strongest themes throughout the interview was intentional planning. Roberts shared that before leaving her 26-year corporate career, she spent roughly a year preparing and developing a plan to ensure a successful transition. She encourages others to proactively prepare for career changes instead of reacting after a crisis occurs. [ Takeaway: Faith, passion, and ambition should always be supported by a structured plan. 3. Career Development Is a Lifelong Process Creative Intentions supports: College juniors and seniors Early-career professionals Managers and executives Entrepreneurs Small business owners Roberts believes individuals need guidance at every stage of professional growth. [ Takeaway: Professional development does not stop after graduation. 4. Hard Work Alone Does Not Guarantee Promotion One of the most discussed topics in the interview was the misconception that simply working hard will automatically lead to advancement. Roberts explained that employees must learn how to communicate their value, connect their accomplishments to organizational goals, and demonstrate strategic impact. [ Takeaway: Visibility, communication, and strategic alignment are as important as effort. 5. Tell Your Own Story According to Roberts, many talented professionals fail to advance because they expect others to recognize their contributions automatically. She stresses that employees must be capable of: Articulating their value Demonstrating impact Understanding organizational priorities Forecasting future needs [ Takeaway: If you cannot explain your value, others may overlook it. 6. Mentorship Can Change Lives The creation of Creative Intentions was inspired by a young intern Roberts mentored who did not receive a job offer after her internship. The experience deeply affected Roberts and motivated her to create an organization dedicated to helping people gain the skills and support necessary for career success. [ Takeaway: Investing in people can have a lasting impact on their lives and careers. 7. Success Has No Easy Path Roberts repeatedly emphasized that whether someone pursues corporate leadership, entrepreneurship, content creation, or business ownership, all meaningful success requires discipline and hard work. [ Takeaway: There are no shortcuts to sustainable success. 8. Every Person Requires an Individualized Approach Unlike many coaching and training programs, Roberts believes there is no one-size-fits-all method for development. Her team uses assessments and personalized coaching to understand an individual's strengths, preferences, experiences, and leadership potential. [ Takeaway: Effective development starts with understanding the individual. 9. Confidence Often Comes Through Investment and Support Many people struggle because they do not recognize their own potential. Roberts noted that some individuals have never been encouraged to explore their gifts or strengths. Her work focuses on helping people discover abilities they may not yet see in themselves. [ Takeaway: Confidence is often built through mentorship, support, and self-discovery. 10. AI and Workforce Disruption Are Real Challenges Roberts directly addressed concerns about artificial intelligence and layoffs. She acknowledged that organizations are reallocating resources toward AI and that competition for jobs has intensified. However, she encourages professionals to remain proactive, strategic, and adaptable rather than fearful. Takeaway: Career resilience requires strategy, adaptability, and continuous learning. 11. Stay Calm During Uncertainty A defining characteristic of Roberts' leadership philosophy is maintaining composure under pressure. She shared examples from both her corporate career and personal life to illustrate the importance of responding to challenges with clarity and purpose rather than panic. [ Takeaway: Effective leaders remain calm while taking decisive action. Notable Quotes On Career Preparation "It's one thing to get the role, get the internship, get that opportunity. But it's another thing to actually be successful when you get there." [ On Planning "You got to have that plan." [ On Career Advancement "Being the hardest worker in the room will not get you promoted." [ On Professional Visibility "If you cannot properly articulate your value to an organization... you are going to be quietly lost." [ On Personal Branding "You have to learn how to tell your own story. No one is going to tell your story for you." [ On Entrepreneurship "Being skilled and passionate is very different than running an actual business." On Success "There is no easy path to success." [ On Hard Work "You're probably going to work harder than you ever have before." On Personal Growth "Someone took the time to invest in me." [ On AI and Job Market Challenges "We have to learn how to be strategic. We have to learn how to get in front of the problem and be proactive instead of reactive." On Leadership During Uncertainty "We need to calm down. We need to operate with as much information as we can and as much peace as we can." Overall Message Dr. Telisha Roberts' central message is that career success is not accidental—it is intentional. Through planning, mentorship, self-awareness, hard work, strategic thinking, and the ability to communicate one's value, individuals can successfully navigate career transitions, leadership challenges, entrepreneurship, and an increasingly competitive workforce. Her work through Creative Intentions is focused on helping people bridge the gap between where they are today and where they aspire to be tomorrow. #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Telisha Roberts. Founder and President of Creative Intentions The purpose of the conversation was to help students, early-career professionals, corporate employees, and aspiring entrepreneurs understand how to successfully navigate career transitions and professional growth. Dr. Roberts shared insights from her 26-year corporate career and explained how Creative Intentions helps individuals bridge the gap between potential and achievement. [ The interview focused on preparing people for workplace success, leadership roles, entrepreneurship, and adapting to economic uncertainty, layoffs, and artificial intelligence-driven workforce changes. [ Key Takeaways 1. Success Requires More Than Opportunity Dr. Roberts emphasized that securing a job, internship, or promotion is only the beginning. What determines long-term success is how effectively individuals navigate and perform once they enter those opportunities. [ Takeaway: Getting the opportunity and succeeding in it are two different challenges. 2. Always Have a Plan One of the strongest themes throughout the interview was intentional planning. Roberts shared that before leaving her 26-year corporate career, she spent roughly a year preparing and developing a plan to ensure a successful transition. She encourages others to proactively prepare for career changes instead of reacting after a crisis occurs. [ Takeaway: Faith, passion, and ambition should always be supported by a structured plan. 3. Career Development Is a Lifelong Process Creative Intentions supports: College juniors and seniors Early-career professionals Managers and executives Entrepreneurs Small business owners Roberts believes individuals need guidance at every stage of professional growth. [ Takeaway: Professional development does not stop after graduation. 4. Hard Work Alone Does Not Guarantee Promotion One of the most discussed topics in the interview was the misconception that simply working hard will automatically lead to advancement. Roberts explained that employees must learn how to communicate their value, connect their accomplishments to organizational goals, and demonstrate strategic impact. [ Takeaway: Visibility, communication, and strategic alignment are as important as effort. 5. Tell Your Own Story According to Roberts, many talented professionals fail to advance because they expect others to recognize their contributions automatically. She stresses that employees must be capable of: Articulating their value Demonstrating impact Understanding organizational priorities Forecasting future needs [ Takeaway: If you cannot explain your value, others may overlook it. 6. Mentorship Can Change Lives The creation of Creative Intentions was inspired by a young intern Roberts mentored who did not receive a job offer after her internship. The experience deeply affected Roberts and motivated her to create an organization dedicated to helping people gain the skills and support necessary for career success. [ Takeaway: Investing in people can have a lasting impact on their lives and careers. 7. Success Has No Easy Path Roberts repeatedly emphasized that whether someone pursues corporate leadership, entrepreneurship, content creation, or business ownership, all meaningful success requires discipline and hard work. [ Takeaway: There are no shortcuts to sustainable success. 8. Every Person Requires an Individualized Approach Unlike many coaching and training programs, Roberts believes there is no one-size-fits-all method for development. Her team uses assessments and personalized coaching to understand an individual's strengths, preferences, experiences, and leadership potential. [ Takeaway: Effective development starts with understanding the individual. 9. Confidence Often Comes Through Investment and Support Many people struggle because they do not recognize their own potential. Roberts noted that some individuals have never been encouraged to explore their gifts or strengths. Her work focuses on helping people discover abilities they may not yet see in themselves. [ Takeaway: Confidence is often built through mentorship, support, and self-discovery. 10. AI and Workforce Disruption Are Real Challenges Roberts directly addressed concerns about artificial intelligence and layoffs. She acknowledged that organizations are reallocating resources toward AI and that competition for jobs has intensified. However, she encourages professionals to remain proactive, strategic, and adaptable rather than fearful. Takeaway: Career resilience requires strategy, adaptability, and continuous learning. 11. Stay Calm During Uncertainty A defining characteristic of Roberts' leadership philosophy is maintaining composure under pressure. She shared examples from both her corporate career and personal life to illustrate the importance of responding to challenges with clarity and purpose rather than panic. [ Takeaway: Effective leaders remain calm while taking decisive action. Notable Quotes On Career Preparation "It's one thing to get the role, get the internship, get that opportunity. But it's another thing to actually be successful when you get there." [ On Planning "You got to have that plan." [ On Career Advancement "Being the hardest worker in the room will not get you promoted." [ On Professional Visibility "If you cannot properly articulate your value to an organization... you are going to be quietly lost." [ On Personal Branding "You have to learn how to tell your own story. No one is going to tell your story for you." [ On Entrepreneurship "Being skilled and passionate is very different than running an actual business." On Success "There is no easy path to success." [ On Hard Work "You're probably going to work harder than you ever have before." On Personal Growth "Someone took the time to invest in me." [ On AI and Job Market Challenges "We have to learn how to be strategic. We have to learn how to get in front of the problem and be proactive instead of reactive." On Leadership During Uncertainty "We need to calm down. We need to operate with as much information as we can and as much peace as we can." Overall Message Dr. Telisha Roberts' central message is that career success is not accidental—it is intentional. Through planning, mentorship, self-awareness, hard work, strategic thinking, and the ability to communicate one's value, individuals can successfully navigate career transitions, leadership challenges, entrepreneurship, and an increasingly competitive workforce. Her work through Creative Intentions is focused on helping people bridge the gap between where they are today and where they aspire to be tomorrow. #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcastSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

“Unprecedented.” That's the word wildlife managers keep using to describe bear conflicts in Red Lodge. “This year has really been kind of off the charts in terms of conflicts,” says Chrissy Webb, a spokesperson with Montana Fish, Wildlife & Parks.

Why might your managers hesitate to tell you what they really think?In this episode, Charles discusses how senior leaders can create an environment where managers feel safe bringing problems, concerns, and honest feedback forward without fear of repercussions.Our goal is to connect you to leaders and leadership principles from all sectors. We want your feedback! Give us a 5-star review if you like what you hear, and leave a comment. We also want to know what you want to hear about when it comes to leadership! Email us at charles@bluelionleadership.comLeaderLink Podcast is an ad-free product of Blue Lion Leadership, hosted by Charles Heasley.

Managers are expected to handle everything from one-to-ones and development conversations to absence, performance issues and disciplinaries. Yet many step into management without having been properly taught how to deal with these responsibilities. For HR and People professionals, finding a way to build managers' knowledge and confidence without overwhelming them can be a real challenge.In this special bonus episode of HR Coffee Time, Fay Wallis is joined by Amy Critchley, Head of People at Indigo Networks. Amy explains how she created a management development programme from scratch after joining an organisation that had not previously had a dedicated HR or People team.Amy shares practical ideas for combining essential HR knowledge with wider management development, making potentially dry subjects more engaging and helping learning stick. She also explains how the programme strengthened relationships between managers and changed the way they worked with the People team.What You'll Learn How to decide which topics to prioritise when creating a management development programmeWhy combining practical HR knowledge with wider management skills can make training more effectiveIdeas for making subjects such as absence, investigations, disciplinaries and employment law more engagingHow to accommodate different learning preferences without relying on lengthy presentations or uncomfortable role playWays to support learning beyond the workshop through e-learning, workbooks, drop-in clinics and People Partnering sessionsHow real-life scenarios, discussion and peer learning can build managers' confidenceSigns that manager training is working, including stronger peer relationships and a more positive relationship with the People teamChapters [00:00] Introduction: Why managers matter[01:14] The challenge of developing managers[02:02] The Workforce Success Stories Summit[02:49] Meet Amy Critchley: building a management development programme[04:11] How Amy identified the need for manager training[05:47] Deciding on the training content[08:28] Combining HR knowledge with management development[09:50] Designing engaging, brain-friendly training[13:27] Wraparound support: e-learning and drop-in clinics[15:28] From drop-in clinics to people partnering[17:46] Measuring success: executive buy-in and manager engagement[20:18] Changing the perception of HR[24:16] Making learning stick: worst-case scenarios and one-to-ones[29:06] How the programme changed HR's perception in the business [[32:43] Book recommendation and wrap-upUseful Links and Resources Learn more about the Workforce Success Stories SummitConnect with Fay Wallis on LinkedInLearn about Fay's Inspiring HR Leadership ProgrammeTreat yourself to a copy of The Essential HR PlannerBook Recommended in This Episode The Trainer's Toolkit: Bringing Brain-Friendly Learning to Life, by Kimberly Herr and Larry ReynoldsAmy recommends this practical resource for ideas on keeping training real, recognising the different needs of people in the room, creating multisensory learning and managing the state of the group.Helpful Episodes to Listen to Next Episode 129: Five Essential Techniques to Become a Great Manager, with James RoseThis episode is a helpful next listen if you would like further practical ideas for developing and supporting managers in your organisation. Search for HR Coffee Time in your usual podcast app to find it.Enjoyed This Episode? Don't Miss the Next One! Sign up for the free weekly HR Coffee Time email for useful HR resources, ideas and new episode updates to support you in your HR career.

Inertia is one of the most powerful forces slowing sales in Japan. The buyer may already have a regular supplier. Or we may be introducing a solution they have never used before. In either case, buying from us requires change on their side. And in many Japanese buying situations, change is viewed first as risk, not opportunity. Doing nothing is easy. Staying with the existing supplier is easy. Changing systems, processes, vendors, internal responsibilities, budgets or routines is much harder. That is why salespeople in Japan need to stop thinking only about getting the first deal done. A better mindset is to think about the re-order. If we concentrate only on winning the initial sale, the slow pace and internal obstacles can become enormously frustrating. If we concentrate on creating a relationship that will generate repeated business, we are more likely to do the patient work required to reduce friction and make the first purchase successful. Why is buyer inertia such a major issue in Japanese sales? Buyer inertia is powerful in Japan because remaining with the familiar option usually feels safer than introducing change. The salesperson therefore has to overcome not only competitors, but also the buyer's preference for avoiding unnecessary risk. If the client already has a supplier, switching to us means disrupting an established arrangement. Someone has to approve the change. Someone may have to explain why the existing supplier is no longer sufficient. Processes may need to change. People may need to learn something new. Other divisions may be affected. If our solution is completely new, the uncertainty becomes even greater because the buyer has no internal history to rely on. The current situation may not be ideal, but at least it is known. That is a powerful psychological advantage. This is why the familiar expression, "better the Devil you know than the Angel you don't", applies particularly well to sales. We are the Angel they don't know. Our job is therefore not merely to prove that our solution is better. We have to make changing to our solution feel manageable, practical and sufficiently low risk. Do now: Before your next proposal, ask yourself: "What changes will the buyer have to make internally if they say yes to us?" Why can trying to speed up a Japanese sales process actually slow it down? Speed is not always interpreted positively in Japanese B2B sales. If the buyer believes a decision is being rushed before all risks have been examined, moving quickly can make the proposal feel more dangerous rather than more attractive. Salespeople naturally want momentum. We have targets. We have forecasts. We have reporting deadlines. We want the client to make the decision now. The buyer does not care about our schedule. As I remind myself, the buyer in Japan is never on your schedule. The buyer is concerned with what happens inside their organisation after they make the purchase. The salesperson may be talking to one section, but the consequences of that buying decision can spread across multiple divisions. Operations may be affected. Finance may need to alter payment arrangements. IT may have integration issues. Procurement may have procedures to follow. Managers may need to explain the change to employees. The faster we push, the more uncomfortable the buyer may become if those internal questions have not been resolved. Do now: Instead of asking, "How can I make them decide faster?", ask, "What is making this decision difficult to progress?" How can salespeople identify the internal stakeholders creating friction? The salesperson needs to use the client contact to map which sections will be affected by the change and which stakeholders are likely to support or resist the proposal. This is not always easy. We may never meet the people in the other sections. We may never hear their objections directly. Our contact therefore becomes enormously important. We need to ask them for the lay of the land inside their organisation. One useful question is: "I really appreciate all of your guidance and I understand that buying from us would be a new thing inside the company. I am sure there are many sections which would be directly impacted by making this change and based on your expert knowledge of the organisation, who would you say would be those most affected?" Then stop talking. This is important. Salespeople often ruin good questions because they become uncomfortable with silence and start talking again. Do not dilute the power of the question. Ask it. Then shut up. Give the buyer time to think. Their answer starts giving us a map of the internal decision-making landscape. Do now: Identify the sections most affected by the purchase, not just the people formally approving it. What should salespeople ask about each stakeholder's concerns? Once the affected sections have been identified, the salesperson should explore what each group is worried about and what information could reduce those concerns. Suppose the buyer mentions that Section ABC will be heavily affected. Do not stop there. We need to understand what ABC is likely to worry about. We can say: "It is natural for the key sections you have nominated to take this change seriously and for them to investigate all angles involved. Often I have found that we have information which may not be known to these sections, which would change their perception of the ease of making the change. What would you say would be the major concerns of the ABC section?" Again, stop talking. Let them answer. Notice the framing. We are not accusing ABC of being negative. We are recognising that careful investigation is natural and legitimate. That makes it easier for our contact to discuss resistance without appearing disloyal to colleagues. This is particularly important in Japan, where openly criticising another department can be uncomfortable. Do now: For each important stakeholder, ask: "What would make this change difficult from their point of view?" Why do salespeople need to probe two or three levels deeper? The first answer is often not the real obstacle. Salespeople need to keep probing because the most useful information frequently emerges only after the buyer has had time to think more deeply. Suppose our contact tells us ABC Section has one major concern. Good. Now keep going. Say: "Thank you for mentioning that. Apart from this concern, can you think of other major hesitations which we may need to work on solving for them?" This second or third level is often where the useful information appears. The first response may simply be whatever came immediately to mind. When we give the buyer more time to consider the issue, they can think through the internal consequences more carefully. Another concern appears. Then another. Now we are getting somewhere. We should repeat this process for all of the key divisions likely to be affected. By the end of the conversation, we are no longer simply selling a product or service. We are beginning to understand the internal mechanics of making the purchase possible. Do now: Never assume the first objection is the only objection. Ask, "Apart from that, what else might make this difficult?" How can sellers reduce friction once they understand the obstacles? Once friction points are visible, the salesperson should redesign the implementation so the buyer can change with less risk, less disruption and less internal resistance. This is where professional selling really begins. Perhaps we need to slow the process down. Maybe the client needs more time to prepare internally. Perhaps we should reduce the scope of the initial deal and introduce additional elements later. Maybe the payment schedule needs to fit the client's budgeting cycle or current cash-flow situation. Perhaps the buyer needs a pilot programme before they feel comfortable committing to a larger rollout. A pilot can be particularly powerful. It creates a low-risk opportunity for the client to see how the solution works. They can understand what internal adjustments are required. They can identify problems while the scale is still manageable. Once the solution is proven, increasing the size or frequency of the delivery becomes easier. The aim is not to force the buyer through their resistance. The aim is to remove the causes of resistance wherever we can. Do now: Look at every friction point and ask: "Can we remove it, reduce it, delay it or test it on a smaller scale?" Why should salespeople in Japan sell for the re-order rather than the first order? The real objective is not merely to win one transaction. It is to create a first experience that makes the second purchase easier, faster and more natural. This mindset changes how we behave. If all we want is the initial order, we may push too hard. We may promise too much. We may force the buyer to make changes faster than their organisation can comfortably absorb them. That may win the first sale and destroy the chance of the second. If we think instead about the re-order, patience becomes logical. We want the first implementation to work. We want the client's internal stakeholders to feel comfortable. We want those who supported the purchase to look good. We want the organisation to say: "That worked. Let's do it again." That is when the relationship becomes much more valuable. The first sale often requires enormous energy because we are unknown. Once the buyer has experienced successful delivery, trust grows and resistance falls. That is the point. Do now: Design the first transaction so that success naturally leads to the next one. How should professional salespeople reduce sales friction in Japan? There are no shortcuts. We need to understand what the buyer must go through internally to implement what we are proposing. That requires intelligent, carefully constructed questions. We need to identify who will be affected. We need to discover who is supportive and who is resistant. We need to understand each stakeholder's concerns. We need to keep probing beyond the first answer. Then we need to adjust the deal. Maybe we slow down. Maybe we simplify. Maybe we change the payment schedule. Maybe we begin with a pilot. Maybe we remove parts of the proposal and add them back later. The objective is to make the change as friction-free as possible. We are all creatures of habit. The buyer already knows the existing supplier, process or solution. They do not know us. That means we have to make the unfamiliar feel safe. Do that well and the first order becomes possible. Do it extremely well and the re-orders become easier. That is the real objective of professional selling in Japan. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

The Managers Speak – A Taste of What's Coming…We spend plenty of time talking about the managers of the Arkham Avengers Fantasy Football League — so perhaps it's time we actually heard from them! In this special short episode, The Host opens the interview vault and gives listeners a sneak preview of conversations coming to the podcast over the next few weeks.Hear snippets from Raglan Road and Pitch Perfect, Silverstroke chatting with Eamon, and The Host meets one of the managers from The Dubs of Hazard.They talk FPL, rival managers, life in the Arkham Avengers and the highs and lows of trying to survive another Fantasy season.These are only the tasters. The full conversations are still to come.Turn it up and meet some of the managers behind the teams.And remember, if you want to get in touch just drop us a line to:arkhamavengerspodcast@gmail.com Send us Fan Mail

L'engagement des managers est passé de 31 % en 2022 à 22 % en 2025 selon Gallup — neuf points, dont cinq sur la seule dernière année. C'est la population qui décroche le plus vite. Exactement celle à qui on demande d'empêcher les autres de décrocher.On explique ça par la charge. C'est vrai, mais insuffisant : si c'était la charge, la courbe serait la même partout. Il y a quelque chose de spécifique à la position. On a construit un rôle dont la fonction est de donner de l'énergie à tout le monde, en oubliant de prévoir d'où vient la sienne. Le manager intermédiaire est probablement la seule personne de l'organisation qui, structurellement, n'a personne à qui parler.Au programme :

Bienvenue sur Happy Work Express.Chaque jour, en quelques minutes, un chiffre pour mieux comprendre le monde du travail… et surtout pour prendre un peu de recul.Happy Work Express est le format court et quotidien de Happy Work, le podcast francophone audio le plus écouté sur le bien-être au travail et le management bienveillant.Que vous soyez salarié, manager ou dirigeant, ces chiffres rappellent une chose essentielle :Ce que vous vivez au travail n'est ni isolé, ni anormal.Parfois, il suffit d'un chiffre pour relativiser, respirer… et avancer un peu plus sereinement.

The final weekend of the regular season is upon us, and the postseason picture is just about set. However, there are still a couple of moving pieces that need to be determined before we can officially set sail onto the best time of the year. With the NL Wild Card, AL Central and AL West all up for grabs, we're in for an exciting regular-season finale across the league.On this episode of the Baseball Bar-B-Cast, Jake Mintz and Jordan Shusterman paint the picture for the series coming up, including whether the Arizona Diamondbacks can find a way into the NL Wild Card picture despite their odds being long, whether the Chicago White Sox can find a way to get back on top in the Central and who will come away with the AL West crown. Can the Houston Astros hang on and stave off the Texas Rangers to set up a matchup with the White Sox in the Wild Card round?Later in the show, Jake and Jordan take a look at all the happenings around the league, including Max Scherzer trying to one-up Justin Verlander and pass him in career strikeouts before Verlander's final career start, as well as some miscommunication issues between Aaron Judge, Aaron Boone and the New York Yankees. They also highlight a couple of managers who managed to parlay their interim titles into full-time positions. They then make their picks for this week's edition of The Good, The Bad & The Uggla. 1:27 - The Opener: Where Things Stand in the NL Wild Card13:38 - AL Central & West Up for Grabs19:55 - Around the League: Scherzer vs. Verlander29:17 - Judge & Boone's Miscommunication40:06 - From Interim to Full-Time47:56 - The Good, The Bad & The Uggla Subscribe to Baseball Bar-B-Cast on your favorite podcast app:

 When a water treater can run a test but cannot yet diagnose a failing system, the next training decision matters. In Growing Through Change with Mark Lewis, Part 2, Mark Lewis of CRB Water joins Trace Blackmore, CWT, to connect training choices with work in the field.   Match Training to Experience Mark sees the space between AWT's March and November training sessions as a chance to revise material instead of repeating the same presentation. He explains how Fundamentals and Applications, Program Designs and Operations, and Technical Training serve different levels of readiness. His informal progression from "water tester" to "water technologist" gives managers a way to judge skills by the work someone can handle, not simply years in the industry. He also urges professionals to stay within their expertise when a system is unfamiliar. Managers can help people advance by pairing technical instruction with recognition and constructive feedback.   Give neglected accounts the attention they need Returning to the neglected accounts discussed in Episode 141, Mark describes how responsibility can sit with the water treater or the customer. A monthly visit may leave too much time for a broken valve, feed issue, or empty chemical drum to go unnoticed. First, learn how much time the customer can give the program. Then agree on practical checks for pumps, controller lights, and chemical inventory. If the account needs more attention, Mark suggests offering additional visits or equipment maintenance at a clearly priced service fee.   Use technology - and check what it tells you  Mark traces his shift from basic timers to remotely monitored controllers, PTSA probes, ORP control, and tank level sensors. For him, the advantage is seeing program behavior between visits and planning before a problem becomes a customer call. Yet he still checks level sensor readings against what is in the tank. That judgment carries over to AI. Mark and Trace discuss how a tidy report can mislead when it compares only the first and last conductivity readings while missing the fluctuations between them. The underlying data still need a professional's review.   Keep Learning Mark recommends the AWT Technical Reference and Training Manual and experienced mentors. He also asks listeners to consider where they want to be in five or ten years and begin taking steps toward it now. Better training, closer attention to account needs, and honest interpretation of data help water professionals decide where they are ready to lead and where they still need to learn.   Listen to the full conversation above. Explore related episodes below. Stay engaged, keep learning, and continue scaling up your knowledge!   Timestamps 05:00 — Trace and Mark consider the revised technical training schedule and how time between sessions can improve course material. 07:50 — Mark explains how to choose training by a person's current knowledge and responsibilities, rather than tenure alone. 09:30 — Mark urges water treaters to recognize the limits of their experience before taking on an unfamiliar system. 11:30 — Technical instruction, recognition, and constructive feedback all play a part in developing a colleague. 14:00 — Mark recommends the AWT Technical Reference and Training Manual as a resource to study and understand. 19:00 — Trace revisits Episode 141 and its lessons about neglected accounts for new water treaters. 20:00 — Mark distinguishes problems a vendor has overlooked from equipment issues a customer has left unresolved. 22:30 — Simple checks between visits can help customers notice problems with controllers, pumps, and chemical inventory. 23:40 — Mark explains why the value of added service should be considered alongside its fee. 26:40 — Remote monitoring gives Mark information he can use to plan service before a customer calls about a problem. 27:30 — Mark describes how PTSA probes and other controls have changed the way he manages a program. 32:20 — Mark explains why protecting test kits from moisture matters for field instruments. 33:10 — Mark cautions water treaters to verify a level sensor's reading against the tank. 34:50 — Mark raises the need to check the information behind an AI response. 37:40 — A report based on two conductivity readings can miss the fluctuations between them. 39:40 — Mark names a temperature gun as a useful test kit tool because temperature affects how water behaves. 40:50 — Mark asks listeners to choose a five- or ten-year goal and begin working toward it now. 43:40 — Trace invites listeners to take part in Industrial Water Week, October 5–9.   Quotes "you can't change the beginning, but you can change the end." "Today I realize that I have limitations and it's okay to say no."   Connect with Mark T Lewis Phone: 7043225406  Email: marktlewis@comporium.net  Website: CRB Water  LinkedIn: www.linkedin.com/in/mark-lewis-01a3b56     Scaling UP! H2O Resources Mentioned AWT (Association of Water Technologies)  Scaling UP! H2O Academy video courses  Submit a Show Idea   141 The One About Neglected Accounts   This episode is made possible through our valued partners at: 

Bret Boone is joined by friend of the program, and 5x World Series Champion, David Cone. The current Yankees broadcaster breaks down the outlook of the Yankees with Aaron Judge likely to miss the Wildcard Round. Then, they have a discussion on what separates the new age style of Managing, to the concepts of the old-school style.

#250 Santa Cruz, November 2013: Ein Google-Manager stirbt auf seiner eigenen Yacht an einer Überdosis Heroin. Die Frau, die bei ihm ist, beginnt anschließend ihre Tasche zu packen, ihr Glas Wein auszutrinken und verlässt die "Escape" anschließend in aller Ruhe.Was sie nicht weiß: Das Boot ist mit Kameras ausgestattet. Alles ist aufgezeichnet.Wer ist die mysteriöse Frau und warum hat sie keinen Notarzt gerufen? Ist der Tech-Milliardär wirklich an einer Überdosis gestorben oder steckt etwas anderes hinter seinem plötzlichen Tod?Triggerwarnung: Dorgen, Prostitution, Gewalt.Wenn dir der Podcast gefällt, freue ich mich sehr über eine Bewertung – das hilft mehr, als du denkst!In dieser darf ich Nadine vom True Crime Podcast "Reich, Schön, Tot" begrüßen und ihr von einem Fall aus dem Silicon Valley erzählen. "Reich, Schön, Tot" hörst du exklusiv auf Podimo. Vorbeischauen lohnt sich, denn ich durfte zur 300 Folge mit Nadine und Susanne über ein sehr skurriles Verbrechen sprechen.Und als Geburtstagsgeschenk kannst du Podimo 2 Monate lang für NUR 1€ testen. Ich flipp aus! Einfach auf den Link klicken -> https://podimo.de/reichschoentot-alex*Enthält Werbung*Enthält Affiliate-Links*++++Unser Buch: DIE ZEUGEN - Fiktive Ich-Erzähler berichten über ihre Begegnungen mit der dunklen Seite der Täter.

Ahead of an extended International Break, The Soccer Sharps react to a weekend of Premier League football which left many top managers in the hot seat. Will De Zerbi or Carrick get the sack? Who might go first? Is Xabi Alonso in trouble, too? The Soccer Sharps discuss all of this and more as they share their hot takes and overreactions for gameweek five. 00:00 Introduction 00:40 An Uncomfortable International Break? 01:42 Big 6 vs The "B's" 03:45 Managers in Trouble 05:25 Odds for First Manager to be Sacked 08:15 Are We Sure Alonso is Good? 11:20 Troubles for De Zerbi and Carrick 13:17 Can ANYONE Save Tottenham? 14:31 Let's Talk About Manchester United 16:54 The Title Race FIND US ON YOUTUBE JOIN OUR DISCORD SERVER EMAIL US  FOLLOW US ON SOCIALS  X: @TheSoccerSharps TikTok: thesoccersharps Instagram: @TheSoccerSharps Bluesky: @thesoccersharps.bsky.social  The Soccer Sharps podcast is part of The Hooligan Soccer Network.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What if one of the biggest opportunities to improve CSI, service retention and work approvals happens before the MPI is even completed? In this episode of Dealer Talk with Jen Suzuki, I'm breaking down the first 90 seconds of the service experience and why service managers should be paying a lot more attention to what happens when an advisor first walks toward that vehicle. Customers pull into the service drive with uncertainty. How long will this take? What's this going to cost me? Is something expensive about to be wrong with my car? Before they trust the recommendation, they're deciding whether they trust the person making it. That's where great advisors separate themselves. We'll talk about how curiosity, preparation, body language, better questions and clear expectations can completely change the customer experience. I'll also give service leaders a simple coaching exercise they can use right on the drive: stand back, watch the interaction and ask yourself whether you can tell which advisors genuinely enjoy helping people. This isn't about teaching your team another script. It's about helping advisors slow down, pay attention, reduce uncertainty and become the person customers actually want helping them make decisions about their vehicle. Because when we win the first 90 seconds, everything that happens next gets easier.

Accountability is often viewed as a negative thing. Who's at fault? Who's to blame?In this episode, Charles breaks down what accountability should really look like and why it can be one of the most powerful tools a leader has.Our goal is to connect you to leaders and leadership principles from all sectors. We want your feedback! Give us a 5-star review if you like what you hear, and leave a comment. We also want to know what you want to hear about when it comes to leadership! Email us at charles@bluelionleadership.comLeaderLink Podcast is an ad-free product of Blue Lion Leadership, hosted by Charles Heasley.

Everyone tells you you're doing great. Nobody tells you the standard you're actually being held to. Why women in tech careers stall on feedback nobody gives. By the end of this you will know what that unspoken standard usually is, and how to ask for the feedback that names it. Sharon Lynch has been asked more than once to lower the standard for women. Her answer has been no every time, and not because she wants fewer women in senior roles. The moment the bar drops, the whole organisation reads it as proof that women could not clear it, and every woman hired after that carries the diversity hire label whether it fits her or not. She is CEO of Modus Create, and before that she ran Slalom's product engineering organisation across the Americas, a team of more than 1,400 people. What she describes in this conversation is the quieter problem underneath. Managers, often men but women too, are afraid of how developmental feedback will land, so they soften it or skip it altogether. The result is that women are held to a high standard nobody has articulated, evaluated against a bar nobody has described, and passed over for reasons that never get said out loud. When Sharon left her last role, a colleague's first question was not about the org chart. It was who is going to give us the hard feedback now. Women in tech careers rarely stall on capability. They stall in the gap between how well she performs and what anyone is willing to say about it. The rest of the conversation is about what closes that gap. Sharon's route to CEO ran through the business fundamentals: utilisation, expenses, revenue, how money is actually made. She is direct about why this matters. Functional leaders know their own function extremely well. Executives tie everything together, and you cannot do the second without understanding the first. That shift from individual contributor skills to an executive mindset is the one she watches most women stop short of. She also talks about asking her way into rooms she was not invited to, why asking your team to explain the data is not a failure of trust, what leadership legacy looks like when it is not about you, and why a title reveals the leader you had already become rather than creating one.   WHAT'S COVERED → Why "you're doing great" is the most expensive feedback you can receive → What happens to every woman in the room the moment the standard is lowered for one → Why understanding utilisation, expenses and revenue changes how executives look at you → How to ask your way into the rooms where the numbers get decided, without signalling that you don't trust your team → Why being right the fastest costs more than it wins → What a title actually changes, and what it only reveals   RELATED EPISODES How to give feedback as a leader — https://tonicollis.com/leading-women-tech/152-how-to-give-feedback/  The promotion gap for women in tech — https://tonicollis.com/leading-women-tech/290-women-in-tech-promotion-gap/  The shift from tactical to strategic leadership — https://tonicollis.com/leading-women-tech/292-executive-leadership-for-women-strategic-shift/  CONNECT WITH SHARON LYNCH LinkedIn — https://www.linkedin.com/in/sharondlynch/  Modus Create — https://www.moduscreate.com/    Ready to stop guessing at the standard you're being measured against? Book a strategy call — https://tonicollis.com/lets-chat/  This episode was sponsored by our guest, Sharon Lynch. Thank you Sharon and Modus Create for helping to bring Leading Women in Tech to this community. #WomenInTech #TechLeadership #WomenInLeadership #Leadership #LeadingWomenInTech  

Get new episodes in your inbox - https://vc10x.beehiiv.comTom Duffy is a Director on the private markets team at TIFF Investment Management, an institutional investment firm founded over 35 years ago to serve nonprofit endowments and foundations. TIFF runs outsourced CIO and individual asset class strategies, with a 13-person private markets team and over three billion dollars in private market commitments across lower middle market private equity, micro-cap direct investments, small-cap secondaries, and an early-stage venture fund of funds program running since 1997.Tom breaks down how TIFF selects venture managers, how it underwrites a first fund with no track record, how it gets exposure to AI without chasing the theme, and what it's actually doing about the DPI drought.⭐ This episode is brought to you by Podcast10x - https://podcast10x.comKey topics we cover:- What TIFF looks for in an early-stage venture manager, and why focus beats coverage- How to underwrite an emerging manager raising Fund I with no attributable track record- Why judgment and partnership are the traits AI can't commoditize- Investing in AI and crypto through specialists rather than chasing the narrative- Why forcing exits to manufacture DPI is a worse outcome for LPsChapters:(00:00) - Preview(02:11) - The Origin Story and Mission of TIF(04:26) - Differentiating on Fees in Investment Management(05:29) - TIF's Private Market Strategies and Key Differentiators(08:06) - The Profile of a VC Manager That TIF Backs(10:40) - How TIF Evaluates and Underwrites Emerging Managers(13:21) - The Single Most Important Trait of the Best Managers: Focus(15:54) - Investing in AI and Crypto Without Chasing Themes(19:15) - Portfolio Diversification and Exposure to the AI Theme(21:07) - Managing the "DPI Crisis" and Liquidity in Private Markets(25:37) - Exploring Opportunities Beyond Popular Sectors and Geographies(27:00) - Rapid-Fire Round on TIF's Investment Thesis(27:20) - Sectors and Regions of Investment(27:38) - Allocation Between Emerging and Established Managers(28:13) - Preferred Fund Stage (Early vs. Late)(28:50) - Typical First-Time Check Size(29:17) - How Listeners Can Get in Touch(29:34) - Conclusion and Final WordsConnect with Tom Duffy:LinkedIn - https://www.linkedin.com/in/tom-duffy-cfa-cfp/TIFF - https://www.tiff.orgConnect with Prashant Choubey:LinkedIn - https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - https://vc10x.beehiiv.comSubscribe on YouTube - https://youtube.com/@VC10XSubscribe on Apple Podcasts - https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986Subscribe on Spotify - https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQVC10X website - https://vc10x.comDisclaimer: Tom Duffy, CFA, CFP, is a Director, Private Markets at TIFF Investment Management. All views expressed by him on this podcast are solely his opinions and do not reflect the opinions of TIFF. You should not treat any opinions expressed by Tom as a specific endorsement to make a particular investment. References to any securities are for informational purposes only and do not constitute an investment recommendation or offer to provide investment advisory services. Any past performance discussed is not indicative of future results. Please keep in mind that investment in a fund entails a high degree of risk, including the risk of loss. Please note that TIFF does not endorse the ads featured in this podcast, and TIFF is not a sponsor of these ads.#VentureCapital #LimitedPartners #EmergingManagers #PrivateMarkets #FundOfFunds #Endowments #DPI #VentureLiquidity #AIInvesting #VC10X

In most modern sales environments, asking the buyer questions to understand their needs would be considered one of the most basic skills a professional salesperson should possess. Yet in Japan, questioning the buyer is often far less common than you might expect. Instead, many salespeople launch straight into the pitch. They explain the company, introduce the product, run through the features and hope something catches the buyer's interest. Why? It isn't simply poor technique. There are cultural, organisational and training reasons why pitching can feel safer than questioning in Japanese sales. Here are six of the biggest reasons. Why do Japanese salespeople often pitch instead of asking questions? Many Japanese salespeople pitch because they have never been systematically trained to conduct a consultative sales conversation. Pitching feels familiar, predictable and socially safer. Most salespeople everywhere receive far less professional sales training than they should. Japan has traditionally relied heavily on OJT — On-the-Job Training. In theory, that sounds reasonable. The experienced boss takes the younger salesperson along, demonstrates how professional selling works and gradually develops their skills. The problem is that today's managers are busy. OJT can easily become a couple of accompanied sales calls followed by, "Off you go." That model only works if the manager is already an excellent salesperson. Often, they aren't. From what we see in our own sales training programmes with Japanese employees, and from my own experience as a buyer, sophisticated needs-based questioning is not consistently well developed. The default is often feature pitching. Do now: Don't assume your salespeople know how to ask good questions simply because they have been selling for years. Observe their actual sales conversations and coach the questioning process deliberately. Does Japanese buyer-seller hierarchy discourage sales questions? Yes. The traditional power imbalance between buyer and seller in Japan can make questioning feel presumptuous, while pitching feels consistent with the salesperson's expected role. There is a saying in Japanese business that the customer is not King. The customer is God. That mindset changes the sales conversation. A relatively junior employee working for a huge corporation may be treated with tremendous deference by the President of a much smaller supplier. Company size matters. Rank matters. That is one reason business cards are so important in Japan. You need to understand who the other person is and where they sit in the hierarchy. Within that mindset, the roles can become very clear. The salesperson's job is to explain the offer. The buyer's job is to examine it, challenge it and eliminate risk. The idea that the salesperson should start interrogating "God" with a list of probing questions can therefore feel uncomfortable. Pitching looks safer. Do now: Reframe questioning as professional diagnosis rather than interrogation. You are not challenging the buyer's authority; you are gathering the information required to help them properly. Why are Japanese salespeople worried about embarrassing the buyer? A salesperson may avoid asking questions because the buyer might not know the answer, potentially causing embarrassment or loss of face. This is a genuine concern. Senior people don't always have detailed operational information. Ask them a question they cannot answer in front of colleagues and you may unintentionally put them in an awkward position. I have experienced this myself. We deal with many HR professionals who are sourcing training programmes on behalf of line managers. On one occasion, I asked the HR team my very first needs-based question. Silence. And Japanese silence can be impressively long. It became obvious they didn't know the answer. Then they abruptly asked me to give them my "pitch". What they actually wanted was vendor pricing. I innocently asked whether I could speak directly with the line manager whose people would receive the training. That didn't go well. I was bundled straight out of the opportunity. Goodbye sale. Do now: Ask questions in ways that allow the buyer to answer comfortably. If detailed information may sit elsewhere, ask, "Who would be best placed to help us understand that aspect?" Are direct sales questions too confrontational for Japan? They can be. Highly specific questions about problems, failures and weaknesses may clash with Japan's preference for indirect communication and social harmony. Consultative sales questions can sound brutally direct. "What is going wrong?" "Where are you failing?" "Why haven't you fixed the problem?" "What are the consequences?" In some sales cultures, those questions may be perfectly acceptable. In Japan, communication is often more indirect. Ambiguity can be deliberate. People may communicate difficult messages through nuance, implication and context rather than blunt statements. Direct questioning can therefore feel intrusive or unnecessarily confrontational. That doesn't mean salespeople should abandon questioning. It means we need to become more skilful in how we phrase the questions. Instead of: "Why is your sales team failing?" Try: "Where do you see the greatest opportunity to improve the team's current results?" Same area. Very different feeling. Do now: Keep the diagnostic intent but soften the language. Good questioning in Japan should uncover reality without unnecessarily threatening harmony or face. Why does fear of asking bad questions encourage pitching? Asking a weak question exposes the salesperson's lack of knowledge, whereas pitching allows them to remain safely inside familiar product information. Salespeople know that questions reveal competence. Ask an intelligent question and the buyer may think: "This person understands our business." Ask something obvious, irrelevant or naïve and the buyer may think: "This person doesn't have a clue." That creates fear. To ask strong questions, you need some knowledge of the client's industry, business model, competitors, customers and likely challenges. Without preparation, questioning can feel dangerous. Pitching is much safer. The salesperson knows their own catalogue. They know the product specifications. They know the brochure. They can talk for 30 minutes without exposing how little they understand about the buyer's world. Unfortunately, safety for the salesperson doesn't equal value for the buyer. Professional salespeople prepare sufficiently to ask commercially intelligent questions. Do now: Before every important sales call, prepare several hypotheses about the client's situation and convert them into thoughtful questions. Preparation creates questioning confidence. Do Japanese buyers see sales questions as attempts to extract confidential information? They can, especially when a salesperson they have only just met asks for sensitive information about strategy, margins, performance or future plans. Think about what salespeople sometimes ask. "What are your current results?" "What is your profit margin?" "What is your strategy?" "What is your average sales revenue per salesperson?" "What volumes are you producing?" "What are your future plans?" Useful information for us. Potentially sensitive information for them. And they have only just met us. Why should they tell us? Trust has to precede disclosure. Japanese companies can be particularly cautious about sharing internal information with outsiders, but this issue exists everywhere. The answer isn't to abandon questioning. The answer is to earn the right to ask. Demonstrate credibility. Explain why you need the information. Ask permission. Then gradually move from broad questions toward more sensitive areas as trust develops. Do now: Before asking for sensitive information, explain why the question matters and how the answer will help you avoid recommending something inappropriate. Why do some salespeople simply never think to ask questions? Many salespeople believe their job is to explain everything about the product and let the customer decide whether they are interested. This may be the biggest issue of all. The salesperson arrives with the catalogue, brochure, presentation deck or product demonstration. Their mental model is straightforward: "My job is to tell the buyer everything about our solution." Then: "The buyer will decide whether they want it." Under that logic, questions aren't really necessary. This approach becomes self-perpetuating. Managers who were taught to pitch teach the next generation to pitch. New salespeople copy senior salespeople. Everyone does the same thing because everyone else does the same thing. Doing something different in Japan can attract suspicion. The result is generations of salespeople repeating an inefficient model. The solution is surprisingly simple. Tell the buyer about results you have achieved elsewhere and then say: "Maybe we could do something similar for you. I am not sure yet, but in order to understand whether that is possible or not, may I ask you a few questions?" Permission granted. Now you can sell professionally. Do now: Teach a standard permission-to-question transition and practise it until every salesperson can use it naturally. How should professional salespeople sell in Japan? The apparent power imbalance between buyer and seller should not prevent professional diagnosis. Think about it differently. If you possessed the cure for a life-threatening disease, who would really hold the value in that conversation? The buyer needs the solution. Business is no different. Our clients have problems. Sales are too low. Productivity is weak. Talent is leaving. Managers aren't leading. Teams aren't collaborating. Customers aren't buying. If we genuinely have a solution that can help, our responsibility isn't to launch a hit-and-miss pitch and hope something sticks. Our responsibility is to understand the problem as quickly and accurately as possible. We are all time poor. The buyer is time poor. The salesperson is time poor. So stop wasting the meeting firing random features at the client. Hope is not a strategy. Be a professional. Ask permission to ask questions. Find out what the buyer actually needs. Then recommend the right solution. No pitching required. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018 and 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver programmes globally across leadership, communication, sales and presentations, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, as well as Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Lien pour acheter le livre "Le Manager Minute" : https://link.amazon/B01zySdA4C'est le livre de management le plus vendu au monde. Il a été écrit dans les années 80 et pourtant, il y a encore des idées dedans qui méritent qu'on en parle.Dans cet épisode, je te fais la revue complète du Manager Minute, ses trois habitudes clés, ce qui tient encore la route aujourd'hui et ce qui a franchement mal vieilli. Parce que non tout n'est pas à garder !

https://evergreensales.groupYour best salesperson just became a manager, but can they actually coach? Teams with heavy coaching hit 107% of quota versus 85% - yet most managers never learned the skill that makes the difference. Evergreen Sales Group City: Atlanta Address: 3333 Peachtree Road Northeast Website: https://evergreensales.group

Mark Chapman is joined by Chris Sutton, Nedum Onuoha and Rory Smith. The panel compare Brighton and Brentford, both 3-0 victors over Arsenal and Chelsea respectively and the two models, as it stands which one is best placed to deliver? But what is stopping both clubs reaching the next level? Nedum opens up about disagreeing with managers during his playing career and navigating those relationships. One during his time at QPR with Harry Redknapp and a set piece argument with Roberto Mancini at City! French football journalist and commentator Matt Spiro drops by as the Zidane era begins. Plus where will JJ Gabriel end up and what happened to Chris as a youngster when he did some cat sitting!TIMECODES:02:10 Brentford & Brighton  15:00 How far can they go?  25:40 Managers after defeat  28:50 Nedum on Redknapp at QPR  35:50 Set piece controversy with Mancini 40:10 Zidane era  46:00 JJ Gabriel future 53:10 Chris's cat sitting incident

The power of a highly effective teams lies in their capacity to perform at levels that are greater than the sum of their parts. Managers and leaders put a great deal of effort into assembling high-performing teams. These leaders also spend considerable resources to ensure those teams reach their potential.Obviously, managers want to make improvements that lead to positive changes within the team. In fact, many leaders focus just on this part of the leadership process.However, sometimes it is helpful to take a step back in order to recognize when a team is working effectively. Managers often overlook this important part of this process. The workings of a highly effective team are not always obvious or intuitive to everyone. We sometimes don't recognize our team members when a team is doing well.So, stick around for the next few weeks and discover exactly what those 5 aspects of a highly successful and effective team are!Show Notes: 5 Characteristics of Highly Effective Teams(https://www.leadersinstitute.com/5-characteristics-highly-effective-teams/)

Mauricio Ruiz es el creador de The Manager's Playbook, uno de los podcasts de negocio musical y management más escuchados del mundo (+80 episodios, invitados como Jermaine Dupri y Charlie Rocket). En esta charla en Bogotá con Alejandro Marín —su primera entrevista completa en video— hablamos de qué significa el éxito para un artista, cómo se formó la escena de Toronto que impulsó a Drake y The Weeknd, el trabajo real de un manager, cómo funciona una campaña para el Grammy, cuánto cuesta comprar viralidad en TikTok, y hacia dónde va el negocio con la explosión de la IA (Suno, Believe, BMG).

Why do good people sometimes become bad managers—and what can organizations do about it?Samuel A. Culbert, PhD, author of Good People, Bad Managers: How Work Culture Corrupts Good Intentions, joins Ric Bratton on This Week in America to challenge some long-held assumptions about management and the workplace.Culbert argues that many workplace problems aren't caused by inherently bad people, but by management systems and corporate cultures that encourage the wrong behaviors. Employees and managers can become trapped in environments where protecting themselves, pleasing the boss and following dysfunctional practices take priority over producing the best results.In his conversation with Ric, Culbert explores how organizations can create healthier and more productive relationships between managers and employees. He discusses accountability, communication, trust and why managers need to understand what employees require to perform at their best.Samuel A. Culbert is Professor Emeritus of Management and Organizations at UCLA's Anderson School of Management and a noted author and workplace management expert. His books include Good People, Bad Managers, Get Rid of the Performance Review!, Beyond Bullsht: Straight-Talk at Work* and Don't Kill the Bosses!ABOUT THIS WEEK IN AMERICAThis Week in America with Ric Bratton features conversations with authors, experts and fascinating people from around the world. Hosted by veteran broadcaster Ric Bratton, the program explores books, business, health and wellness, personal development, family, lifestyle and more.This Week in America is available on leading podcast and digital platforms including Apple Podcasts, Spotify, iHeart Podcasts, Amazon Music/Audible, TuneIn, Podomatic and many more.KEYWORDSSam Culbert, Samuel Culbert, Good People Bad Managers, bad managers, management, leadership, workplace culture, workplace communication, employee engagement, corporate culture, management mistakes, better managers, business leadership, UCLA Anderson, workplace relationships, leadership podcast, management podcast, This Week in America, Ric Bratton, author interviewListen to Ric Bratton's conversation with Samuel A. Culbert, PhD, about Good People, Bad Managers and discover how workplace culture can undermine good intentions—and what managers and employees can do to build more productive working relationships.

Why do good people sometimes become bad managers—and what can organizations do about it?Samuel A. Culbert, PhD, author of Good People, Bad Managers: How Work Culture Corrupts Good Intentions, joins Ric Bratton on This Week in America to challenge some long-held assumptions about management and the workplace.Culbert argues that many workplace problems aren't caused by inherently bad people, but by management systems and corporate cultures that encourage the wrong behaviors. Employees and managers can become trapped in environments where protecting themselves, pleasing the boss and following dysfunctional practices take priority over producing the best results.In his conversation with Ric, Culbert explores how organizations can create healthier and more productive relationships between managers and employees. He discusses accountability, communication, trust and why managers need to understand what employees require to perform at their best.Samuel A. Culbert is Professor Emeritus of Management and Organizations at UCLA's Anderson School of Management and a noted author and workplace management expert. His books include Good People, Bad Managers, Get Rid of the Performance Review!, Beyond Bullsht: Straight-Talk at Work* and Don't Kill the Bosses!ABOUT THIS WEEK IN AMERICAThis Week in America with Ric Bratton features conversations with authors, experts and fascinating people from around the world. Hosted by veteran broadcaster Ric Bratton, the program explores books, business, health and wellness, personal development, family, lifestyle and more.This Week in America is available on leading podcast and digital platforms including Apple Podcasts, Spotify, iHeart Podcasts, Amazon Music/Audible, TuneIn, Podomatic and many more.KEYWORDSSam Culbert, Samuel Culbert, Good People Bad Managers, bad managers, management, leadership, workplace culture, workplace communication, employee engagement, corporate culture, management mistakes, better managers, business leadership, UCLA Anderson, workplace relationships, leadership podcast, management podcast, This Week in America, Ric Bratton, author interviewListen to Ric Bratton's conversation with Samuel A. Culbert, PhD, about Good People, Bad Managers and discover how workplace culture can undermine good intentions—and what managers and employees can do to build more productive working relationships.

AI is changing sales fast. But is it actually replacing salespeople, or is it exposing the sellers who never developed real strategy skills? That's the question I explore in this conversation with John Stopper.John and I get into the difference between sales tactics and sales strategy, why AI can sometimes give sellers the wrong picture of a buyer, and why getting closer to the people involved in a deal can make the difference between winning and losing. We also talk about how sales teams can use AI to identify deal risks instead of simply using it to write more emails.Why AI Makes Sales Strategy More ImportantAI can teach people sales tactics, but strategy requires a deeper understanding of the situation.Tactics focus on how to sell, while strategy focuses on who, what, when, where, and why.AI can help sellers execute many tactical tasks, but sellers still need to decide which approach fits the buyer and the situation.Strong sales strategy starts with understanding customers and what will actually compel them to buy.The goal is to choose the right strategy based on the conditions of the deal.Tactics vs. Strategy: The Baseball Analogy — 03:38Knowing how to throw every pitch does not mean you know which pitch to throw.A baseball pitcher may have four or five pitches available.The right pitch depends on the batter, pitch count, runners on base, and inning.Sales works the same way. The skill is not just knowing the sales playbook but knowing which strategy to use in the moment.Choosing the right strategy can improve your position, accelerate velocity, and compress time.The Principle of Reality: Don't Trust Every AI Answer AI can give both buyers and sellers information that does not accurately reflect the current situation.Buyers can use AI to research a salesperson or company before the first conversation.Sellers can also build their account research around outdated or incomplete information.A polished AI summary can create false confidence if it does not reflect what is actually happening.Sellers should verify their assumptions instead of treating AI research as unquestionable fact.How to Surface Reality With Better Questions The first sales conversation is an opportunity to check whether both sides are working from the right information.Ask the buyer what their AI research has shown them about your company, product, or you.Share what your research has shown you about their company and ask whether you have it right.Use the conversation to identify what is missing from your research.Verify the situation before choosing your sales strategy.Different Buyers Require Different StrategiesThe right message depends on the person you are selling to.End users often care about doing their jobs faster, better, or cheaper.Managers may care more about how a solution affects their team and the risks involved.Executives are more likely to focus on strategic growth and business outcomes.Sellers need to understand the buyer's role before deciding what value to emphasize.The Principle of Proximity: Get Closer to the Buyer “Proximity sells” because sellers need to understand the buyer's world deeply enough to bring useful insight.Proximity is not about becoming the buyer's friend.It means understanding the buyer's business and seeing things from both inside and outside perspectives.Sellers should get close to the people who can influence the deal, not only the person who can approve it.Outside experience can help sellers bring insights the buyer may not have considered.Find the People Who Can Say No A deal can have strong champions and still fail because someone else inside the organization has the power to stop it.Identify the people who may resist the purchase.Ask your champion who in the organization could have concerns about the solution.Reach out to those people directly instead of waiting for their objections to appear later.Address potential resistance before it becomes a deal-ending problem.Use AI to Identify Deal Risk AI can be useful when it helps sellers think through what could go wrong.Ask AI to research the people and roles that may resist a purchase.Identify possible objections and resistance points before they appear.Continue updating the research as the deal progresses because new risks can emerge.Use AI to help build a deal strategy around what could prevent the deal from closing.Bridging Strategy: Build Relationships Across the Account One salesperson should not have to carry every relationship in a complex B2B deal.Sales managers can connect with the buyer's manager.Product leaders can connect with the buyer's technical leaders.CEOs can connect with other executives when the situation calls for it.Each person can carry a message that matches their role and expertise.Multiple relationships can help both companies become more familiar with each other.Why Executives Still Have a Role in Selling Executive involvement can be part of the sales process, especially when selling complex solutions.Executives have revenue responsibilities too.A salesperson can prepare an executive with the person's profile, the situation, the message to communicate, and the information to bring back.AI can take more operational work off the team's plate.That creates more room for leaders to spend time with customers and support revenue-generating conversations.Salespeople Need to Become Strategists As AI makes more sales information and tactics available, the ability to create useful insight becomes more important.AI has reduced the advantage that once came from simply knowing sales tactics.Sellers need to know how to use information, not just access it.The goal is to tell buyers something they do not already know.Strategy determines what insight to deliver, when to deliver it, and who should deliver it.Human-to-Human Selling Still Matters AI and digital tools should not replace direct conversations with buyers.At minimum, sellers should use video calls when meeting in person is not possible.Direct conversations can help uncover what digital research misses.Meeting a buyer in person can build trust and show a willingness to make an effort.Sales still depends on human relationships, especially when decisions are complex.Key Quote from the Episode“AI has commoditized a lot of that advantage. So now to me, selling and strategy is about how can I tell them something they don't know?” — John StopperResources:John Stopper: johnstopper.comJohn's website also offers a free, no-obligation deal strategy report. Submit a company you are trying to sell to, and he will run it through his COMPASS system and provide a deal strategy report.Email: J Stopper at Northstore.com LinkedIn: John StopperSponsorship OffersThis episode is brought to you in part by Hubspot.With HubSpot sales hubs, your data tools and teams join a single platform to close deals and turn prospects into pipelines. Try it for yourself at hubspot.com/sales.This episode is brought to you in part by LinkedIn.Are you tired of prospective clients not responding to your emails? Sign up for a free 60-day trial of LinkedIn Sales Navigator at linkedin.com/tse.This episode is brought to you in part by the TSE Sales Foundation.Improve your connection on LinkedIn and land three or five appointments with our LinkedIn prospecting course. Go to the salesevangelist.com/linkedin.CreditsAs one of our podcast listeners, we value your opinion and always want to improve the quality of our show. Complete our two-minute survey here: thesalesevangelist.com/survey. We'd love for you to join us for our next episodes by tuning in on Apple Podcast,

Welcome to Nerd Alert, a series of special episodes bridging the gap between marketing academia and practitioners. We're breaking down highly involved, complex research into plain language and takeaways any marketer can use. In this episode, Elena and Rob dig into research showing that managers consistently misjudge how their own customers feel. They explore why loyalty is the biggest blind spot and what that misread costs a company. Topics covered:   [01:20] "Do Managers Know What Their Customers Think and Why?" [02:10] Comparing 70,000 customer surveys to manager guesses [03:35] Managers were too optimistic across the board [04:30] Why loyalty was the worst miss [05:00] The blind spot on customer complaints [05:55] A $25 million gap in perception  To learn more, visit marketingarchitects.com/podcast or subscribe to our newsletter at marketingarchitects.com/newsletter.  Resources: Hult, G. T. M., Morgeson, F. V., III, Morgan, N. A., Mithas, S., & Fornell, C. (2017). Do managers know what their customers think and why? Journal of the Academy of Marketing Science, 45(1), 37–54. https://doi.org/10.1007/s11747-016-0487-4  Get more research-backed marketing strategies by subscribing to The Marketing Architects on Apple Podcasts, Spotify, or wherever you listen to podcasts.

What separates great growers from the rest? In Part 2 of the Communication That Drives Results series, Dr. Spencer Wayne is joined by swine producer Brandy Lanning of Three Lakes Livestock and Pipestone Veterinary Physician's Assistant Erin McCoy to discuss one of the most important drivers of success in wean-to-finish production: communication.From coordinating pig movements and managing health challenges to setting expectations and strengthening grower relationships, effective communication plays a critical role in barn performance. Throughout the conversation, Brandy and Erin share real-world experiences showing how strong communication between owners, growers, veterinarians, and consultants leads to healthier pigs, better teamwork, and improved production results.The Importance of Growers in Swine OperationsGrowers are the backbone of every barn. Their daily care, decisions, and attention to pig health make a measurable difference in:• Pig growth and performance• Barn efficiency• Overall farm successBrandy shares her experience managing barns, training new growers, and keeping teams engaged. Dr. Wayne and Erin provide veterinary insights, demonstrating how effective communication and guidance support both pigs and people.Setting Clear Expectations and Practical TrainingA key theme throughout the episode is that successful communication goes beyond simply giving instructions. Managers and consultants cannot assume growers understand what needs to be done or why it matters. Effective training is:• Hands-on and practical• Continuous and supportive• Focused on both the task and the reasoning behind itWhen growers understand the "why," they take ownership of the "how." That ownership builds confidence, improves consistency, and strengthens barn culture.Motivation, Trust, and Data-Driven DecisionsThe conversation also explores how communication builds trust. Recognizing effort, celebrating wins, listening to grower feedback, and maintaining open dialogue all contribute to stronger working relationships and long-term success.Brandy and Dr. Wayne discuss how data related to pig health, growth, mortality, and feed efficiency can become a powerful communication tool. When growers understand how their daily actions impact performance, they're more engaged in continuous improvement.Key Takeaways for Pig ProducersListeners will walk away with practical strategies to:• Improve communication with growers• Build stronger relationships across production teams• Train and motivate barn staff more effectively• Use data to drive better decisions and pig performance• Create a culture of accountability and continuous improvementWhether you're a contract grower, swine producer, farm manager, or production consultant, this episode demonstrates why good barns have great growers and how communication remains one of the most powerful tools for improving pig performance and farm success.

Bienvenue sur Happy Work Express.Chaque jour, en quelques minutes, un chiffre pour mieux comprendre le monde du travail… et surtout pour prendre un peu de recul.Happy Work Express est le format court et quotidien de Happy Work, le podcast francophone audio le plus écouté sur le bien-être au travail et le management bienveillant.Que vous soyez salarié, manager ou dirigeant, ces chiffres rappellent une chose essentielle :Ce que vous vivez au travail n'est ni isolé, ni anormal.Parfois, il suffit d'un chiffre pour relativiser, respirer… et avancer un peu plus sereinement.

Episode 88: Does California's DFAL Apply to Digital Asset Funds and Managers? California's Digital Financial Assets Law ("DFAL") creates a fun new registration regime for certain businesses in the digital asset ecosystem.  Specifically, it requires registration for any person engaging in, or holding itself out as engaging in, any digital financial asset business activity with or on behalf of a California resident with several specific exemptions. Key Points From This Episode: Defining some important terms.What does registration entail?So, does this apply to digital asset funds?What about fund managers?The three categories of managers that might be relevant.A plea to consult your own legal advisors.  Disclaimer: This show is for informational purposes only. Nothing presented here constitutes legal, investment or tax advice. The guests that join us share their considerable fund-related wisdom, but everything they share here is their personal opinion and for educational purposes only. On this show, they are speaking for themselves, and not for their employer or any affiliated entity. Tokens of Wisdom is produced by Dave Rothschild, partner at Cole-Frieman & Mallon LLP headquartered in San Francisco, California. For more information, visit https://colefrieman.com/ Tired of not Seeing my Face? Check out today's episode on YouTube: https://youtu.be/b_0x7liMtuA Links Mentioned in Today's Episode: Dave Rothschild - https://www.linkedin.com/in/davidcrothschild/Cole-Frieman & Mallon LLP - https://colefrieman.com/Music by Joe Ginsberg - https://www.instagram.com/thejoeginsbergFor any questions or comments, email: tow@colefrieman.com

When we think about culture, compensation is rarely at the heart of the conversation. But how organizations approach pay, structure, transparency, and performance ties speaks volumes about their values and priorities. We sit down with Colleen McCreary, former Chief People Officer at Credit Karma, to explore the intricacies of compensation as a strategic organizational system. Colleen shares how a convoluted pay structure led to a complete overhaul at Credit Karma, resulting in a transparent, role-based compensation system focused on fairness and impact. We discuss pay transparency, the difference between impact and performance, eliminating performance ratings, and introducing a living wage initiative that aligned pay practices with organizational values.You will want to hear this episode if you are interested in...[01:25] Transparent processes for compensation decisions [06:01] Alignment of compensation practices with company mission of financial wellness [10:41] Discussing compensation systems[20:11] Designing the employee compensation structure[30:46] Restructuring team roles and pay[33:19] Addressing pay equity issues[53:10] Developing a promotion budget model[56:14] Managing underperformers and their compensationBuilding the RelationshipPay is central to the employment relationship, the systems around it are often opaque, and inconsistent—and that breeds confusion and erodes trust. Many leaders default to inherited systems or fail to connect the dots between compensation and the broader organizational culture. This neglect carries hidden costs of noisy complaints, employee disengagement, unhealthy attrition, and management headaches. Redefining Pay TransparencyTraditionally, pay transparency means posting salary ranges or employee pay for all to see. Credit Karma's approach went much further. In their context, transparency meant everyone understood how compensation worked: how often it was evaluated, by what benchmark, and through what decision-making process. It wasn't about broadcasting individual pay; it was about demystifying systems, leveling the informational playing field, and removing the perception of favoritism or randomness.When Credit Karma rolled out its new compensation structure, employee perceptions of fairness soared. Surveys found over 90% of respondents felt their pay was fair, even if it wasn't always exactly what they wanted, compared to a baseline closer to 50%.Leveling the Playing FieldCredit Karma moved to a role-based pay system: everyone in the same role, at the same location, received the same compensation—no negotiations or special deals. Annual and merit bonuses were rolled into base salaries, and instead of annual performance increases, pay adjustments were driven by market comparisons at regular intervals.This meant that newly hired employees could no longer leapfrog existing ones in pay, removing a frequent source of managerial angst and employee resentment. Managers were freed from salary negotiations and instead spent energy on developing talent, while systemic reviews twice a year ensured pay stayed competitive without employees having to ask.Decoupling Compensation from Performance RatingsAn innovative move was uncoupling compensation from traditional performance ratings. By eliminating ratings, Credit Karma relied on promotions and defined job architecture to help employees progress, using clear criteria for advancement. To recognize outstanding contributions, they created an Exceptional Impact Program (EIP), using stock grants to reward employee impact rather than routine high performance.Acceptance rates in recruiting increased, and attrition rates fell during tumultuous periods in both the company and the wider world. The new system also built organizational trust, employees no longer questioned whether newcomers or others were being paid unfairly; they could focus on their roles and development, knowing the system was both transparent and fair. Resources & People MentionedCredit KarmaConfluentIntuitCulture AmpRadford McLagan Compensation Database SalesforceLiving Wage Calculator Colleen Wheeler McCreary on Medium Connect with Colleen McCrearyColleen McCreary on LinkedIn Connect With RedThread ResearchWebsite: RedThread ResearchOn LinkedInSubscribe to WORKPLACE STORIES

D4vd is not the only person facing legal consequences in the Celeste Rivas Hernandez case. The family's wrongful death lawsuit, filed in Los Angeles County Superior Court, names David Anthony Burke's mother Colleen Burke, his management team, and his business entities as defendants. The complaint alleges each played a role in the system that the family says kept Celeste hidden.The lawsuit describes an inner circle that allegedly knew about the relationship and facilitated the logistics. A bodyguard who allegedly drove a minor to the residence. Managers who the family says were in a position to intervene and did not. A mother who the family alleges was financially dependent on the career the arrangement surrounded.Burke's high-profile attorneys withdrew from the criminal case before his most recent arraignment. Blair Berk, who previously represented major celebrities, and Marilyn Bednarski asked the court to let them go. A public defender was appointed. Burke pleaded not guilty to first-degree murder and other charges.Celeste Rivas Hernandez's remains were found in the trunk of a Tesla registered to Burke at a Hollywood impound lot in September 2025. She was 14. Prosecutors allege the relationship began when she was 13 and he was 18. The DA's office has not yet decided whether to seek the death penalty.Former FBI Special Agent Robin Dreeke examines the behavioral dynamics of fame-driven enablement, why the people closest to Burke allegedly looked away, and what the civil lawsuit's scope reveals about the architecture of concealment.Listen Anywhere You Get Podcasts: https://pod.link/1655749292Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspod?sub_confirmation=1Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Instagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/tonybpodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#D4vd #CelesteRivasHernandez #HiddenKillers #DavidBurke #RobinDreeke #CivilLawsuit #ColleenBurke #LosAngeles #TrueCrime #TrueCrimePodcast

Most firms measure AI adoption by efficiency gains and dashboards full of green checkmarks. Jennifer Harrity, author of The Human Cost of AI, argues on Episode 286 of The Unique CPA that the real numbers worth tracking are psychological safety and burnout. Associates who once learned judgment through repetition now babysit AI agents instead, quietly losing the muscle memory that built professional skepticism in the first place. Managers absorb the overflow, catching hallucinated outputs while their own workloads climb 40% or more. Jennifer traces how polished corporate messaging about "freeing up time for higher-level work" collides with a workforce doing more, understanding less, and afraid to say so. Randy then connects this to survey data showing rising dissatisfaction even as productivity climbs, and together they map out what leadership grounded in honesty and psychological safety could look like, and why firms that teach fundamentals before automation will be the ones still standing when the dust settles. Get the full show notes and more resources at TheUniqueCPA.com

Today we launch the Jupiter release of Galileo, which we call “HR Intelligence for the Enterprise.” In this podcast I explain the history of Galileo, its evolving and new technical architecture, and how AI agents can revolutionize every aspect of an employee's work life. As you'll hear, Galileo is now the most trusted, efficient, portable source of global HR and management intelligence, available on: Microsoft Copilot Workday ServiceNow HiBob Gloat ChatGPT, Claude, Gemini, and open source AI agents. I explain how our business model of research, advisory, education, and consulting has been transformed by Galileo, and how Jupiter gives you the most amazing new experience for your managers, employees, and HR teams. Listen in, and here are more resources for your information. Galileo Jupiter Resources Galileo Jupiter Introduction Blog Jupiter Release Technical Whitepaper Jupiter Explainer Video Galileo Jupiter Overview and Q&A Galileo for Microsoft Copilot Galileo for Workday Galileo for ServiceNow Galileo for HiBob Galileo for Gloat   Chapters (00:00:00) - Introduction: 30 Years of Human Capital Research(00:01:47) - The Research Membership Business Model(00:04:46) - Why This Work Matters More With AI(00:05:56) - Building Galileo: From Prototype to Full Tool(00:08:09) - Making Galileo Portable Across AI Platforms(00:10:16) - Rethinking the Corpus: Birth of ARC(00:12:19) - Benchmarking Accuracy and the Jupiter Release(00:15:02) - New Data, Faster Delivery, and a New Website(00:16:04) - Beyond HR: Galileo for Managers and Employees(00:16:38) - Deep Microsoft Copilot Integration(00:18:15) - Ecosystem Support and Real-World Use Cases(00:20:16) - Closing Thoughts and What's Next

Rice University study says we visit the fewest parks among the largest cities in the USSpace Center Houston will raise $$ for kids with special needs ---> beanangel.orgWhat day are your regular meetings? What's the ideal meeting length?

When Managers Solve Every Problem, the Organization Gets WeakerGreat managers solve problems.Right?Maybe not.One of the easiest traps for a talented leader to fall into is becoming the person everyone depends on to make problems disappear.A team gets stuck? You fix it.A difficult decision needs to be made? You make it.Conflict emerges? You step in.Someone needs an answer? You've got one.It feels like leadership. It feels helpful. And let's face it—it can feel pretty good being the person who always knows what to do.But there's a hidden cost.Every problem you solve FOR your people can become a problem they never learn to solve WITHOUT you.In Episode 1651 of The Agile Daily Standup, we're exploring the difference between being a leader who solves problems and one who builds problem solvers.Because the goal of leadership shouldn't be to make yourself indispensable.It should be to make the people around you increasingly capable.Great leaders learn to:

Financial systems may run on technology, but they're built on data and business processes. As the Department of the Navy consolidates systems and modernizes its financial environment, officials are discovering that some of the biggest obstacles are habits and assumptions inherited from earlier generations of technology. Joining me now is Greg Koval, the Deputy Assistant Secretary of the Navy for Financial Management Systems.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What does a fertility practice manager do when there is no formal training for the job they were just promoted into?Peter Fuzesi, Jessica Medvedich, and Jennifer Straub, explain how the Association of Reproductive Managers (ARM) gave them the business education this field never built. They also preview the new Business of Medicine certificate and the ARISE conference.They dive into:• Why an MBA does not prepare you for IVF leadership• The staffing ratio math that convinces physicians and investors• The malpractice coverage gap most IVF programs miss• What the Business of Medicine certificate will actually teach• Why ARM is the go-to network for fertility managers

Streaming sensation and Latino icon Benjy Chavez is here! After stealing hearts at Streamer University, Benjy's career is reaching new heights -- meaning his move to LA is imminent. But is he ready for the influencer life? Plus, he spills the tea on collaborating with other streamers, his friendship with Wendy Ortiz, and the hardships of dating now that he's famous.

Your football team keeps losing. The season is slipping away. One thing can be changed by Friday, and the crowd is already singing about it: sack the manager.Jan van Ours (Erasmus School of Economics, CEPR, Feyenoord fan) has looked at seven seasons of the Dutch top flight and 31 managers who were sacrificed mid-season. To work out whether any of them deserved it, he uses bookmaker odds and expected goals to distinguish bad play from bad luck. The new-manager bounce is real: results improve after a new manager walks in. But also, not real: clubs that don't sack the manager have an upturn too. The message for the boardroom, in football and business, is that not doing anything might often be the best course of action.The research behind this episode:van Ours, Jan C. 2026. "Dust in the Wind: Causes and Consequences of Managerial Replacements." CEPR Discussion Paper DP21850, Centre for Economic Policy Research. The paper is gated.To cite this episode:Phillips, Tim, and Jan van Ours. 2026. "Does sacking the manager work?" VoxTalks Economics (podcast).About the guestJan van Ours is Emeritus Professor of Applied Economics at Erasmus School of Economics, Erasmus University Rotterdam, and a core member of the Erasmus Centre for Applied Sports Economics. He is also Adjunct Professor at the Center for Health Economics, Monash Business School, and a Research Fellow of the Centre for Economic Policy Research. His research spans unemployment dynamics, labour market policy, health and well-being, and the economics of professional sport, where match data offer a rare chance to watch a labour market in the open.Research cited in this episodeThe Eredivisie sample. Seven seasons of the top league of Dutch professional football, from 2018/19 to 2024/25, covering 4,136 match observations and 126 club-seasons. In that period 31 managers were replaced during a season; about 15% had gone by mid-season and 25% by the end of it.Points surprise. The cumulative gap, from the first match of the season, between the points a club has won and the points the bookmakers implied it should have won. Bookmaker odds are used as the benchmark because they already contain everything the market knows about squad quality, home advantage and the opposition; van Ours confirms this in the data, finding that recent results add nothing to the odds as a predictor of the next match.Performance surprise. The same cumulative gap, but measured with expected points derived from expected goals rather than actual results. Points surprise catches a club that is losing. Performance surprise catches a club that is playing badly. A club can be one without being the other, which is how luck gets separated from ability.Expected goals. The probability that a given shot becomes a goal, estimated from thousands of comparable attempts and conditioned on the distance and angle of the shooter, the body part used, and the type of pass and attack. Van Ours converts expected goals scored and conceded into a distribution of match outcomes, and from that into expected points. His data come from fbref.com; the paper notes that match-level expected goals were discontinued in January 2026 after a dispute between fbref and Opta.The counterfactual replacement. The device that carries the paper. For each actual sacking, van Ours searches the same club in a different season for a moment when the sum of points surprise and performance surprise was almost identical, and the manager survived. Of the 31 replacements, 22 have a counterfactual, 19 of them unique. Clubs that sacked the manager gained 0.21 points per match afterwards. Clubs in the same trouble that did not sack the manager gained 0.38.Scapegoating. William Gamson and Norman Scotch set out the idea in "Scapegoating in baseball" in the American Journal of Sociology in 1964, describing the sacking of a manager as an anxiety-reducing ritual that participants treat as an improvement whether or not anything improves. Van Ours returns to it to explain why a decision with no measurable effect keeps being taken.Managers in regular firms. Stuart Gilson's 1989 study in the Journal of Financial Economics found that replaced executives were not employed by another firm for at least three years. Football managers are frequently back in work within weeks, which is one reason the job pays what it does. Hilger, Mankel and Richter reviewed 91 studies of top executive dismissals published between 1960 and 2010 and concluded that the effects of managerial turnover are not statistically different from zero.Related reading on VoxEU.orgWhat we can learn about economics from professional sport during COVID-19, a VoxEU column on why sport keeps producing clean natural experiments for economists.Racial bias in newspaper ratings of professional football players, a VoxEU column using match ratings to test for discrimination in a labour market where output is measured in public every week.

John Kerschner and Michael Contopoulos of Janus Henderson join Matt Zeigler to explain why persistent inflation and higher interest rates call for a different approach to bond investing. They explore short-duration bonds, AAA CLOs, mortgage-backed securities and how investors can rethink the fixed income allocation in a 60/40 portfolio.The conversation covers why traditional bond benchmarks may deliver too much interest rate risk for their yield, how ETFs expand access to securitized credit, and why the AI buildout could add to inflation rather than solve it.High-Conviction Views: The time for short-duration bondshttps://www.janushenderson.com/en-us/advisor/article/high-conviction-views-the-time-for-short-duration-bonds/Janus Henderson Investorshttps://www.janushenderson.com/en-us/advisor/Topics covered:Why deglobalization, fiscal spending and labor constraints could keep inflation and interest rates elevatedHow the Bloomberg US Aggregate Bond Index concentrates interest rate risk and leaves out large parts of the bond marketHow AAA CLOs work, why their coupons float, and why they are different from cashWhy tight corporate credit spreads may offer insufficient compensation for the risks investors takeThe three jobs of fixed income: safety, income and insuranceHow duration determines whether rising rates can wipe out a bond portfolio's incomeWhy bond ETF discounts can reflect price discovery when underlying bonds are not tradingHow Treasury borrowing and AI hyperscaler debt issuance affect bond supply and relative valueWhy AI capital spending, electricity demand, labor shortages and wealth effects can create inflationHow to rebuild the bond allocation around securitized credit, agency mortgages and the risks in your equity portfolioTimestamps:00:00 Rethinking bonds after years of disappointing returns04:28 Why the forces behind the bond bull market have changed10:09 The hidden interest rate risk in the Aggregate Bond Index14:53 AAA CLO ETFs: Floating income, structure and drawdown risk20:44 Treasury fiscal risk and tight corporate credit spreads26:16 Moving beyond set-and-forget bond funds30:45 How duration can overwhelm your bond yield36:27 Bond ETF liquidity and price discovery during stress41:11 Treasury borrowing, AI debt and securitized bond supply46:00 How hyperscaler borrowing can create credit market dislocations50:29 Four reasons AI could increase inflation55:56 Rebuilding the 40% bond allocation in a 60/40 portfolio01:02:00 Municipal bonds, recession protection and balancing equity riskLearn more about the Excess Returns podcast network:https://excessreturns.coNo information discussed in this podcast should be construed as investment advice. Securities discussed may be held by the hosts and guests, their firms or their clients.

In this episode Industry Standard, Eddie takes us behind the scenes of the comedy business, from the complicated relationship between managers and clients to how he sees the industry as a whole. He opens up about his own Achilles heel, what he would change about his life, and the moments in his career that make him most proud.We also get a behind the scenes look at Eddie's creative process, including the story behind his track/alter boy bit, Barry's perspective on Eddie, and a deeper dive into his connections throughout the comedy world.

AI adoption is often treated as a technology challenge: choose the right tools, train people to use them, and drive implementation. Dr. Gleb Tsipursky argues that this framing misses the harder problem. Unlike previous technology shifts, AI can trigger fear about job security, challenge professional identity, and create social stigma around how work gets done. For organizations trying to move from experimentation to meaningful business impact, understanding those human dynamics may matter as much as the technology itself.In this episode of Partnering Leadership, Gleb Tsipursky joins Mahan Tavakoli to discuss his new book, The Psychology of AI Adoption at Work: From Resistance to Results. Drawing on behavioral science research, thousands of survey responses, focus groups, and more than 100 consulting engagements, Gleb explains why traditional approaches to technology adoption often fall short with AI. The conversation examines the very different reasons employees resist, quietly embrace, or even hide their use of AI, and what those behaviors reveal about organizational culture.The discussion moves beyond adoption to a deeper question facing CEOs and senior executives: what happens when AI changes not only how quickly work gets done, but also how people understand the value they bring? Gleb explores professional identity, shadow AI, the critical role of middle managers, and why organizations may need to rethink where they begin their AI efforts. He also challenges the instinct to start by automating the highest-value activities, offering a counterintuitive approach designed to build trust, experimentation, and broader adoption.Mahan and Gleb also explore a growing leadership challenge: AI can dramatically increase output while making judgment more important. If AI increasingly generates reports, analysis, presentations, and other knowledge work, the differentiating human capability may shift from producing the first draft to evaluating whether the output is actually good. That raises important questions about how organizations develop early-career talent, redesign onboarding and apprenticeships, and build judgment when AI performs more of the work through which judgment was traditionally developed.Finally, the conversation looks ahead to an emerging workplace in which employees may increasingly manage AI agents rather than perform individual tasks themselves. Managers, in turn, may need to manage people who manage agents while coordinating increasingly complex human-machine workflows. The result is a conversation not simply about getting employees to use AI, but about the capabilities, culture, management practices, and continual learning organizations will need as AI becomes embedded in how work gets done.Actionable TakeawaysYou'll learn why AI adoption creates psychological challenges that traditional technology implementations often do not, and why treating AI like another CRM, ERP, or software rollout can lead organizations to misdiagnose resistance.Hear how fear, professional identity, and social stigma can produce very different forms of AI resistance, requiring more nuanced responses than simply mandating adoption or providing additional training.You'll discover why some employees may already be using AI extensively while deliberately hiding that use from colleagues and managers, and what this “shadow AI” behavior can cost organizations in shared learning and business impact.Hear why starting with the highest-value work may not always be the smartest path to AI adoption. Gleb explains why beginning with tasks employees actively dislike can create an unexpected path toward broader experimentation and acceptance.You'll learn why executive behavior matters in establishing the social norms around AI use, including how openly sharing successful AI applications can help shift AI from something employees conceal to something teams learn from together.Hear why middle managers may become one of the most important leverage points in AI adoption, translating executive intent into the everyday behaviors, experimentation, reinforcement, and learning that determine whether adoption actually takes hold.You'll explore why judgment may become more valuable as AI becomes better at producing work. The conversation examines the difference between generating an answer and knowing whether that answer is good enough to act on.You'll hear why AI creates a significant challenge for developing younger professionals, particularly when technology begins performing the work through which previous generations accumulated experience and learned to recognize quality.You'll learn how the role of employees and managers could change as AI agents become more capable, moving from personally executing individual tasks toward directing agents, evaluating their output, managing handoffs, and improving human-machine workflows.Hear why there may be no final state of “AI maturity.” Instead, organizations may need to build the capacity for continual learning as AI capabilities, workflows, and the skills required to manage them keep changing.Connect with Gleb TsipurskyDisaster Avoidance Experts WebsiteDr. Gleb Tsipursky LinkedInConnect with Mahan Tavakoli:Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website