Podcasts about managers

Managers… this one is for you. I sat down with Jimmy Vargas, GSM at Paradise Chevrolet and this isn't just a conversation… this is someone I'm actively in the trenches with right now. I'm working directly with Jimmy and his sales team on their phone process, listening to calls together, coaching in real time, and using the tools inside CallRevu to actually develop his people. And that's the difference. He's not just pulling reports. He's not just tracking calls. He's investing in his team. Jimmy is setting the bar, giving his team a modern, relevant process to win on the phones, and then backing it up with real accountability using the data. One of the most powerful things he's doing right now? He's using CallRevu's keyword alert feature to instantly flag calls when something doesn't go the way the customer expected. So instead of finding out a day later… or never… He and his managers are notified immediately. That means they can jump in, coach the situation, follow up fast and in many cases, save the deal. We're reviewing recorded calls. We're tightening conversations. We're making sure nothing slips through the cracks. Because when you actually listen… you find everything. This episode breaks down his blueprint. It's simple, doable, and built for real dealership life. If you want more appointments, stronger performance, and a real return on the calls you're already paying for… This is where it starts. Dealer Talk with Jen Suzuki Podcast |

LISTEN and SUBSCRIBE on:Apple Podcasts: https://podcasts.apple.com/us/podcast/watchdog-on-wall-street-with-chris-markowski/id570687608 Spotify: https://open.spotify.com/show/2PtgPvJvqc2gkpGIkNMR5i WATCH and SUBSCRIBE on:https://www.youtube.com/@WatchdogOnWallstreet/featured  From Saks Fifth Avenue layoffs to failing stores like Neiman Marcus, this isn't just bad luck—it's bad leadership. When “manager mentality” replaces founder thinking, innovation dies and businesses collapse. A real-world breakdown of how outdated thinking, poor execution, and missed opportunities are killing retail—and what smart leaders would do differently.

Managers today are constantly besieged by requests and demands from above their level. But just because someone is "above" you in the org chart doesn't mean they can easily task you and your team. Here's how to make that a little easier.

If you've been praised and rewarded for saying YES all the time, it can feel really uncomfortable to start saying NO.But part of your job as a manager and leader is to say No.Start seeing NO as a skill to learn, rather than a discomfort to avoid....After the EpisodeDevelop your skills at saying No, without feeling bad:https://maven.com/kimnicol/the-gentle-no~Enroll in Communication Strategies for Managers:⁠https://maven.com/kimnicol/communication-strategies⁠~Follow me on LinkedIn:⁠⁠https://www.linkedin.com/in/kimnicol/⁠⁠~Get in touch to discuss private coaching:⁠https://kimnicol.com/⁠

durée : 00:31:11 - Entendez-vous l'éco ? - par : Aliette Hovine - Communiste militant avant d'amorcer une trajectoire très conservatrice, James Burnham pressent l'avènement d'une classe managériale, qui devait selon lui prendre le relais des sociétés capitalistes et socialistes. - invités : François-Xavier de Vaujany professeur en sciences de gestion à l'Université Paris Dauphine-PSL

WCW Uncensored 1995 might be the most chaotic PPV WCW ever produced.This week on The It Doesn't Matter Podcast, the crew dives into one of the strangest pay-per-views in wrestling history — WCW Uncensored 1995.Truck fights. Martial arts matches. Boxer vs wrestler. Strap matches.This show had some of the most bizarre gimmicks WCW ever put on a card.The panel breaks down every match including:

In this episode, host Alan Clarke: Portfolio Manager for Diversified Funds and External Managers at Amova Asset Management, explains the Manager of Managers approach: tapping the world's top specialist fund managers to build smarter, globally diversified portfolios. With over 20 years in investment management, Alan breaks down how this strategy may work well considering interest rates, explosive AI growth and the ever present risk of a share market correction.Book in a free 15-min phone call with Darcy Ungaro (financial adviser).Sign up to the fortnightly newsletter!Thank You Swyftx: With over 1 million customers across New Zealand and Australia. Ask yourself …”Where can crypto take you?". Check out Swyftx.Provincia: Whether you're looking to invest, or you have a commercial property that needs better management - they the true one-stop shop for wholesale industrial investors. Check out Provincia.co.nz for more.Affiliate Links!The Bitcoin Adviser: Plan for intergenerational digital wealth.Hatch: For US markets.Revolut: For a new type of banking.Sharesies: For local, and international markets.Loan My Coins: Bitcoin lending product.Exodus: Get rewards on your first $2,500 of swapsOnline courses:Take the free, 5-part online course Crypto 101: Crypto with ConfidenceGet Social:Check out the most watched/downloaded episodes hereFollow on YouTube , Instagram, TikTok: @theeverydayinvestor, X (@UngaroDarcy), LinkedIn.www.radicalinvestment.co.nz________________________Disclaimer: Please act independently from any content provided in these episodes; it's not financial advice, because there's no accounting for your individual circumstances. Do your own research, and take a broad range of opinions into account. Ideally, engage a financial adviser / pay for advice!

Managing volunteers often means juggling a wide range of responsibilities. From responding to emails and coordinating schedules to planning events and maintaining relationships, volunteer leaders frequently feel pulled in many directions at once. In this episode, Tobi Johnson shares practical strategies to help volunteer managers regain focus and reduce the sense of constant overwhelm. Drawing from her own nonprofit experience, she explains why the common pressure to “do more with less” can make work harder rather than more productive. Tobi walks through several simple but powerful approaches to managing your time more intentionally, including setting clear priorities, protecting time for focused work, and reducing the impact of constant interruptions and task switching. You'll also hear why delegating outcomes instead of tasks, building stronger systems, and protecting your personal energy are essential for sustainable leadership. If you often feel like your to-do list never ends, this episode offers practical ideas to help you work more strategically, focus on what matters most, and create a more manageable rhythm in your volunteer leadership work. Full show notes: 205. My Top Time Management Tips for Overwhelmed Volunteer Managers Time Management Tips - Episode Highlights [00:27] - Overwhelm Is Real [02:04] - Do Less With Less [05:11] - Set Clear Goals [10:10] - Prioritize By Goals [12:31] - Deep Work And Batching [20:49] - Quick Break And Newsletter [21:54] - Delegate Outcomes Not Tasks [26:52] - Build Margin Protect Energy [31:11] - Rest As Leadership Skill [35:11] - Rapid Fire Bonus Tips Helpful Links VolunteerPro Blog - Pro Roundup: A Month of Love with Free Nonprofit Tools, Downloads, and Templates  Volunteer Nation Episode #185: To Burnout & Back – My Secret Struggle with Long COVID Volunteer Nation Episode #023: Secrets to Managing Time and Energy  Volunteer Nation Episode 046 – Save Time with Better Volunteer Management SystemsThanks for listening to this episode of the Volunteer Nation podcast. If you enjoyed it, please be sure to subscribe, rate, and review so we can reach more people like you who want to improve the impact of their good cause. For more tips and notes from the show, check us out at TobiJohnson.com. For any comments or questions, email us at WeCare@VolPro.net.

We welcome Chef Franck (Franck Desplechin) to hear a brand-new perspective on fine dining and how we can apply those foundational elements to the service in the short term vacation rental industry. Enjoy!⭐️ Links & Show NotesAdam NorkoConrad O'Connell Franck DesplechinChef Franck

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss how to measure AI proficiency impact beyond speed. You’ll discover why quality matters more than volume when AI accelerates work. You’ll learn a six‑level framework that lets you map your AI skill growth. You’ll see practical steps to protect your role in fast‑moving companies. 00:00 – Introduction 02:45 – The speed‑only trap 05:30 – Introducing the six‑level AI proficiency model 09:10 – Quality vs quantity in AI output 12:40 – Managing AI access and fairness 16:20 – Actionable steps for managers and individuals 20:00 – Call to action Watch the full episode to level up your AI leadership. Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-ai-proficiency-measuring-ai-performance.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn: In this week’s In Ear Insights, let’s talk about AI and the way the things that we are measuring in business to measure AIs, the productivity, the benefits that you’re getting out of it. One of my favorite apps, Katie, is called Blind. This is an anonymous confessions app for the business world where people who work at companies—mostly in big business and big tech—share anonymous confessions. They have to say what company they’re with, but that’s it. There were three posts that really caught my eye over the weekend. The first was from a person who works at Capital One bank who said, “Hi, I’m a junior software engineer.” Three years into my career, my co‑workers are pumping out so many poll requests with Claude code and blitzing through jobs that used to take three to five days in less than an hour. I feel like every day at the office is a race to see who can generate more poll requests and complete them than anyone else. The second one was from JP Morgan Chase saying, “I just downloaded Claude coat and wtf. I don’t know what to think. Either we are cooked or saved.” The third was from an engineer at Tesla who said, “I joined recently as a contractor and don’t have access to Claude. I’m slower than the others on my team and it stresses me out.” So my question to you is this, Katie: Obviously people are using generative AI to move very fast. However, I don’t know if fast is the metric that we should be looking at here, particularly since a lot of people who manage coders don’t necessarily manage them well. They don’t. For example, very famously, Elon Musk, when he took over Twitter, fired people who didn’t write enough code. He measured people’s productivity solely on lines of code written. Anyone who’s actually written code for a living knows you want less code written rather than more because there’s a certain amount of elegance to writing less code. So my question to you is, as we talk about AI proficiency—sort of AI proficiency week here at Trust Insights—what would you tell people who are managing people using AI about measuring their proficiency and measuring the results that they’re getting? Katie Robbert: So first, let me answer your question. No, I do not frequent—was it Blind? Yeah. Anyone who knows me knows that I am honest and direct to a fault. So no, that would annoy me more than anything—just say it to my face. But that aside, I understand why apps like that exist. Not every company builds a culture where an open‑door policy is actually true. The policy is: the door is open only if you have positive things to share; the door is closed if you have complaints. I sympathize with people who feel the need to turn to those kinds of apps to express concern, frustration, fear. It seems, Chris, that a lot of the fear over the past couple of years is: “Will AI take my job?” In those environments, leadership decisions about process and output are really pushing for AI to take the job. What I’m not seeing is what the success metrics are. If the metric is faster and more, then you’re missing the third most important one—quality. We don’t know what kind of quality is being produced. Given those short snippets of context, we can assume it’s probably mediocre. It’s probably slightly above the bar, but nothing outstanding—enough to get by, enough to keep the lights on. For some larger companies, that’s fine because you can bury mediocre work in the politics and red tape of an enterprise‑sized organization. No one really expects much more, which is a little sad. So what I would say to managers is, number one, if you’re not clear on what you’re being measured on, or if your success metric is faster and more, head for the hills—run. That is not good. I mean it in all sincerity; that is not going to serve you in the long run because those metrics are not sustainable. Christopher S. Penn: And yet that’s what—particularly at a bigger company—where I can definitely, obviously at a company like Trust Insights, we’re four people. Outcomes are something we all measure because we have a direct line to outcomes. If we sell more courses, book more keynote speeches, get more retainer clients, we all have a hand in that and can see very clearly the business outcome. At a company like JP Morgan Chase, Bank of America, or Capital One, there are hundreds of thousands of employees. Your line of sight to any kind of business outcome is probably five layers of management removed. The front line is way over there—tellers, for example. You write the software that writes the software that manages the system the tellers use. So you don’t have clear outcomes from a business‑level perspective. Because I used to work at places like AT&T where you are just a cog in the machine, your outcomes very often are either faster or more because no one knows what else to measure. Katie Robbert: In companies like that, those outcomes are—quote, unquote—good enough because of the nature of what you produce. Consumers have become so dependent on your company that we often talk about the really crappy customer service at cable and Internet providers. There are only so many of them, and they’re all the same. We have become reliant on that technology and have no choice but to put up with crappy service from the big providers. The same goes for the financial industry. We don’t have a choice other than to rely on these crappy companies because we aren’t equipped to stand up our own financial institutions and change the rules. It’s a big, old industry, and that’s why they operate the way they do. It’s disheartening. When it comes down to humans, you have to make your own personal choices. Are you okay contributing to the mediocrity of the company and never really advancing? Chris, what you’ve been saying—what is the art of the possible? They don’t know, but they also don’t care. They’re not looking to disrupt the industry. No other companies are starting up to disrupt them because they’re so massive; they’re okay with the status quo, changing at a glacial pace, if at all. It’s not a great story to tell. You might have a consistent paycheck, but you might not have a lot of passion for the work you do. It might just be clock in at nine, clock out at five, with two 15‑minute breaks and a 30‑minute lunch—and that’s fine for a lot of people. That works for survival. Outside of that work environment is where you find joy, passion, and the things you’re really interested in. All to say, the advice I would give to managers is: how much are you willing to put up with? Those industries aren’t going to change. Christopher S. Penn: So in the context of AI proficiency, what do you advise them to focus on? Knowing that, to your point, these places are so calcified, faster is one of the only benchmarks that matter, alongside constantly shrinking budgets. Cheaper is built in because you have to do 5 % less every year. How do you suggest a manager or employee who feels the fastest typist wins the day and gets the promotion—even if the quality is zero—handle this? The Tesla engineer example is interesting: they don’t have access to generative AI, co‑workers do, they’re much faster, and the contractor fears being fired. How do we resolve this for team members, knowing that these companies are so calcified that even if a department takes a stand on quality, the other twenty departments competing for budget will say, “Great, you focus on quality; we’ll take your budget because we’ll produce ten times more next year.” Even quality sucks. Katie Robbert: The Tesla example is an outlier. We don’t have context for why that person doesn’t have access to generative AI—maybe they’re brand new. Contractors don’t get access to paid tools, so that explains it. When we talk about levels of AI proficiency, generic training doesn’t work; it doesn’t stick. Companies and individuals need to assess their AI proficiency. We typically do this on a six‑point scale, from Basic to Advanced. Within each level are skill sets: Level 1—editing, correcting grammar, asking it to write code. Level 2—writing code and reading code. Level 3—building QA plans. Level 4—providing business or product requirements, agile cues, or building a project plan. It’s like a career path: today I’m a junior analyst, tomorrow I want to be a senior analyst. The same applies to AI proficiency. My recommendation for managers and individuals stuck in those situations—or anyone looking to level up their AI proficiency—is to look at what’s next, what you don’t know. In the case of Tesla or JP Morgan, they will only produce a limited variety of things. In banking, look at the use cases and how you’re using AI. If you’re building code, how do you automate while keeping a human in the loop? Human‑in‑the‑loop means literal human intervention; you’re not just setting it and forgetting it like a rotisserie chicken. You must ensure a human is paying attention. Perhaps your KPIs aren’t quality of output, but if you start delivering incorrect work, customers complain, and the company loses money, the quality of your output will suddenly matter. It doesn’t matter how fast you’re creating it. For the Tesla contractor who lacks internal AI tools, they can get access to their own tools and build their skill set: acknowledge they’re not as fast as full‑time employees, determine what they need to do to match or outpace them, and work on it in their own time if they care. In that instance, the person is worried about job security, so it’s probably in their best interest to act. Christopher S. Penn: I like how you analogize the six levels to basically the three levels of management. The first two levels are individual contributors; the next two are middle management; the final two are leadership—going from typing the thing to delegating it entirely to someone else. That’s a great analogy. I think after this episode I’m going to revise that chart to help people wrap their brains around it. What does the level of AI performance efficiency mean? It means you go from individual contributor to leader, eventually leading machines—not necessarily humans. The Tesla example worries me because the company is essentially asking contractors to bring their own AI tools—a data‑privacy and security nightmare. Still, when I think about our clients who engage us for AI readiness assessments, we see a hierarchy of people with different proficiency levels outpacing each other. Is it fair to say that people with more proficiency—or who invest more in themselves—will blow past peers who are not? Do those peers need to worry about career viability when a peer becomes a mythical 10× engineer or marketer? Katie Robbert: The short answer is yes, but that’s true in any career path. Unless you’re in a company that promotes someone based on appearance rather than ability, which is another conversation, it’s absolutely true. Levels of AI proficiency run in parallel with organizational maturity. AI proficiency can’t stand alone without a certain amount of maturity within the organization. We often talk about foundations—the five Ps: documented processes, platforms, good governance, and privacy. Those have to exist for someone to be set up for success and move through AI proficiency levels. Otherwise, they’re becoming proficient against creative garbage. That won’t translate to better career opportunities because, boiled down, it’s garbage in, garbage out—you become proficient at moving garbage around, and nobody wants to hire that. Christopher S. Penn: An essay from last year discussed the AI reckoning in larger companies. It said AI is doing what decades of management consulting couldn’t—showcasing as you apply AI to processes. Entire levels of management are unnecessary, doing nothing but holding meetings and sending emails. The essay posited that mid‑level managers may realize they only push paper from point A to point B. In those cases, what should people in those positions think about for their own AI proficiency, knowing that improving it will reveal that they add little value? Katie Robbert: As someone who’s spent most of her career managing, I’ve often had to defend my role. Once, an agency considered dissolving my position because they thought I didn’t bring anything to the table—obviously not true. The team that grew from three people to a $3 million profit center also knows that. Managers need to think about delegation: not just handing off tasks, but ensuring the right people are in the right seats. Coaching is a big part of the job—bringing people up through their proficiency levels. If I’m a middle manager using the individual‑contributor, manager, leadership matrix, how do I get out of that vulnerable middle spot? Maybe I need to create more workflows, find efficiencies, save the budget, identify level‑one champions, and build them up. Those are the things someone in that middle vulnerable section should consider, because they are vulnerable. Many companies have managers who don’t do squat. I’ve worked alongside those managers; it’s maddening. One thing that will evolve with the manager role is that you can no longer be just a manager. You can’t just manage things; you have to bring some level of individual contribution and thought leadership to the role. It’s no longer enough to just manage—if that makes sense. Christopher S. Penn: It makes sense. Over the weekend I was working on something for myself: as technology evolves and I delegate more to it, the guardrails for quality have to get stricter. I revised the rules I use with my Python coding agents—new, enhanced, advanced rules with more guidelines and descriptions about what the agent is and is not allowed to do. This morning my kickoff process broke, so I told the agent to fix it according to the new rules. I realized the previous application sucked, and I fixed it. Now it’s much happier. I think building quality guardrails will differentiate managers who take on AI management—not just people management. Yes, AI can be faster, but there’s no guarantee it’s better. If I’m a manager who gets faster and better results than peers who just hope it works, I keep my job. What do you think about that angle? Katie Robbert: It makes sense. Take the middle‑manager example: the VP says, “Client needs these five things.” The hierarchy follows—manager, then individual contributors. The middle person can step up, create a process, develop a proof‑of‑concept example based on the VP’s input, delegate with quality assurance, and cut down iterations. That saves time, saves budget, gets results faster, and reduces frustration because expectations are clear. Christopher S. Penn: The axiom we talk about when discussing AI optimization is bigger, better, faster, cheaper. Faster obviously saves time and money. We don’t often talk about bigger and better—doing things that add value that wasn’t there before. The value you create should be higher quality. To wrap up AI proficiency, we have three divisions, six levels, and a focus: if you’re worried about someone else being faster, be as fast and be better quality. Cutting corners for speed will catch up to you. If you have thoughts about how people are using—or misusing—AI in terms of proficiency, pop by our free Slack group at trustinsights.ai/analysts‑for‑marketers, where over 4,500 marketers ask and answer each other’s questions daily. You can also watch or listen to the show on any podcast platform or the Trust Insights AI TI Podcast. Thanks for tuning in. We’ll talk to you on the next one. Katie Robbert: Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data‑driven approach. Trust Insight specializes in helping businesses leverage data, AI, and machine learning to drive measurable marketing ROI. Services span from comprehensive data strategies and deep‑dive marketing analysis to building predictive models with tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology, MarTech selection and implementation, and high‑level strategic consulting encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic, Claude, DALL‑E, Midjourney, Stable Diffusion, and Metalama. The firm provides fractional team members such as a CMO or data scientists to augment existing teams. Beyond client work, Trust Insights contributes to the marketing community through the Trust Insights blog, the In Ear Insights podcast, the Inbox Insights newsletter, livestream webinars, and keynote speaking. What distinguishes Trust Insights is a focus on delivering actionable insights—not just raw data. The firm leverages cutting‑edge generative AI techniques like large language models and diffusion models while explaining complex concepts clearly through compelling narratives and visualizations. This commitment to clarity and accessibility extends to educational resources that empower marketers to become more data‑driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you’re a Fortune 500 company, a midsize business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever‑evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

Tu souhaites faire former tes managers ? Prends contact avec adelie@outilsdumanager.com pour voir si l'École des Managers est faite pour eux.***Découvre ce que nous avons créé pour t'aider à aller plus loin :Des formactions pratiques et concrètes pour manager efficacement, quel que soit ton rôle ou ton secteur.Une communauté unique en ligne, le CIEL, où dirigeants et cadres dirigeants, s'entraident pour réussir ensemble.L'offre exclusive du moment pour t'aider à passer à l'action dès aujourd'hui.Clique ici pour explorer le catalogue ODM : https://www.formactions.outilsdumanager.com/cataloguecompletBeaucoup de managers vivent la même chose :le management devient envahissant, les interruptions se multiplient et le sentiment de manquer de temps ne disparaît jamais.Dans cet épisode du Journal d'un dirigeant, je te partage une idée simple mais structurante :

Something we all should be thinking about.

Je dois bien vous avouer que je suis très surpris par le résultat du sondage de cette semaine. En effet, l'idée de ce sondage était de savoir ce qui pouvait motiver un salarié pour changer d'entreprise. Je pensais très sincèrement que la semaine de 4 jours arriverait largement en tête, suivie de peu par une augmentation de salaire. Eh bien non, c'est la promesse d'un management de qualité qui arrive largement en tête, avec 40% des plus de 6 000 votes !Dans l'absolu, ce résultat est plutôt cohérent sachant qu'une étude Gallup a montré que plus de 50% des démissions étaient liées à une problématique de management. Ah oui, on quitte un manager plus qu'une entreprise… désormais, il faut avoir en tête qu'il peut en être de même pour un recrutement : on rejoint un manager tout autant qu'une entreprise.Mais il y a un problème de taille : comment prouver à un candidat que le management dans l'entreprise est de qualité ?S'il suffisait de dire « chez nous, nos managers sont bons », cela se saurait, et malheureusement, pour l'écrasante majorité des entreprises, c'est ainsi que cela se passe. Je suis allé voir un certain nombre de sites internet d'entreprises, rares sont celles qui évoquent la qualité du management dans leur rubrique recrutement ou ressources humaines ? Est-ce parce qu'elles n'ont rien de particulier à dire ou qu'elles n'ont pas pensé à le faire, dans les deux cas, un sujet visiblement fondamental pour les candidats est éludé ce qui, en ces temps de grande démission est, vous me l'accorderez, un tantinet dommage.Mais alors… on fait comment ? En fait, pour pouvoir utiliser la qualité du management comme un élément de l'image employeur, il faut pouvoir mettre en avant pendant les entretiens de recrutement, et sur le site web quelques éléments simples :1- Chez nous, ce sont les équipes qui évaluent leur manager2- Chez nous, les managers sont régulièrement formés3- Chez nous la parole est totalement libérée Et pour retrouver tous mes contenus, tests, articles, vidéos : www.gchatelain.comSoutenez ce podcast http://supporter.acast.com/happy-work. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

In this talk, I'm sharing the secret skill that managers love. If you aren't the most technical person in the room, do not fear! Learn this specific skill I'll be sharing in today's episode. CONQUER SHYNESS

On Friday's Football Daily, Phil Egan brings you news from the League of Ireland, the women's international game, and the Premier League.League of Ireland preview – A full look ahead to Friday night's fixtures across the Premier and First Divisions.Live game focus – Build-up to Shamrock Rovers vs Derry City at Tallaght Stadium, including team news and key talking points.Managers' thoughts – Hear from Stephen Bradley and Tiernan Lynch ahead of the Hoops' clash with the Candystripes.Michael Duffy spotlight – The Derry City star earns praise after his recent hat-trick and Player of the Month nomination.Dublin derby preview – Shelbourne host St Patrick's Athletic at Tolka Park with both sides coming off positive results.League leaders on the road – Bohemians aim to maintain their unbeaten start away to Waterford.Galway vs Dundalk – The Tribesmen seek momentum while Dundalk look to bounce back after a heavy defeat.First Division action – A Cork derby at Cobh Ramblers vs Cork City plus Treaty United, Kerry, Wexford and Finn Harps all in action.Transfer news – Republic of Ireland U21 international Cathal O'Sullivan signs for Preston North End.Ireland injury blow – Denise O'Sullivan ruled out of the Republic of Ireland's World Cup qualifier against the Netherlands.Premier League trouble for Spurs – Tottenham's relegation fears deepen after a 3-1 loss to Crystal Palace.Messi meets Trump – Lionel Messi and Inter Miami visit the White House after their MLS Cup triumph.Become a member and sign up at offtheball.com/join

I spent an afternoon at Ramsey Solutions in Tennessee with Jason Williams, Vice President of Sales for the EntreLeadership Division. What stood out wasn’t the size of the operation or the fancy building. It was walking into a room where sales reps genuinely wanted to talk to their leader. Most sales floors feel like number factories. Reps avoid their managers. One-on-ones get rescheduled. And everyone wonders why performance stays flat despite “investing in our people.” Sales leaders say coaching matters. They talk about developing talent. Then they spend their days staring at dashboards and asking why the team isn’t getting better. Real sales coaching looks nothing like what most organizations call coaching. And after watching Jason work, I’m reminded why so few leaders actually get this right. What Sales Coaching Actually Looks Like Jason told me about one of his reps who started missing quota. Here’s what usually happens: Manager pulls up the CRM, points at red pipeline metrics, asks what happened. The conversation goes nowhere. Rep gets defensive, makes excuses, promises to work harder. Nothing changes. Jason took a different approach. He asked about his rep’s life. Turned out he was stressed about buying his first house. That weight was bleeding into his work, affecting his confidence on calls, making him hesitant to push for commitments. So Jason got into the field with him. He listened to calls. He rode along on appointments. He watched where deals were actually stalling. Then they debriefed what he observed. “Here’s what happens when pricing comes up.” “Let’s tighten how you handle that objection.” Zero mention of quota or pipeline metrics. The rep turned it around because someone cared enough to understand what was broken and help him fix it. That’s what coaching looks like. Managers react to outcomes they can’t change. Coaches focus on behaviors that create future outcomes. Why Most Leaders Don’t Coach The biggest barrier isn’t that leaders don’t want to coach. Most genuinely do. The problem is they don’t know what they’re looking for because they never see their reps in action. Think about last week. How many discovery calls did you listen to? How many demos did you observe? How many customer meetings did you attend just to watch your rep work? If the answer is zero, you’re coaching from spreadsheets instead of reality. You’re looking at lag indicators (closed deals, pipeline value, activity counts) and trying to diagnose skill gaps without ever seeing the skills in action. Jason blocks time every week to observe his reps. He's not there to supervise them or take over calls. Just to watch. Then the coaching becomes specific. He can say, “when that prospect brought up budget concerns, you deflected instead of asking questions,” instead of just “you need to handle objections better.” You can’t coach what you don’t see.  The second barrier is culture. In typical organizations, admitting weakness feels dangerous. You’re supposed to be confident, crushing it, always having answers. So problems stay hidden until they show up in the numbers. By then, it’s too late to coach. You’re in damage control. Creating an Environment Where Problems Surface Early Jason builds what he calls a “safe space” for his team. When a rep is struggling, he starts the conversation with curiosity instead of judgment. He asks open questions about what they’re experiencing, where they’re getting stuck, what feels hard right now. When reps admit struggles, he treats it as useful information, not a character flaw. A rep says, “I’m nervous on C-suite calls,” and Jason’s response is “okay, let’s work on that,” not “you shouldn’t be nervous.” Then he follows through. If someone admits they’re stuck, he actually helps them. He role-plays the situation. He rides along on the next similar call. He provides tools and frameworks. The rep sees that honesty led to help, not punishment. Over time, reps learn that surfacing problems early gets them solved. Hiding problems just makes things worse. So they start talking about what’s actually happening instead of pretending everything is fine while their numbers slide. The first time someone admits a weakness and you respond with frustration, you train the entire team to stay quiet. Managers say they want transparency. Few consistently reward it. How to Actually Build a Coaching Culture If you want to coach instead of manage, you have to make developing people the primary job.  Jason is clear that his main responsibility is making his reps better. Everything else supports that goal. Pipeline reviews and forecasting matter, but they exist to serve sales coaching, not the other way around. Protecting coaching time is non-negotiable. One hour per rep per week, minimum. When conflicts come up, the internal meeting gets moved, not the coaching session. Getting better at coaching matters too. Most of us got promoted because we were individual contributors. Nobody taught us how to develop other people. So we replicate whatever leadership we experienced, which is usually mediocre. Your reps practice selling every day. You should practice coaching. Role-play difficult conversations with your peers. Practice giving feedback. Work on observation skills. Treat coaching like the professional skill it is. And you have to measure what matters. If you only track team revenue, you’ll optimize for short-term numbers at the expense of development. Start measuring coaching conversations. Track whether your reps are improving on specific skills. Monitor how long it takes new hires to ramp. When I walked through Ramsey Solutions that day, I could feel the difference. Reps weren’t avoiding their leader. Retention was better. Performance was compounding over time instead of bouncing around based on whoever happened to be hot that quarter. What Happens Next Look at your calendar from last week. How much time did you spend observing your reps versus reviewing their numbers? How many true coaching conversations did you have versus pipeline reviews? If that ratio doesn't reflect what you say your priorities are, you've found the gap. Your reps don't need another dashboard. They need a leader who sees the work, understands where it's breaking down, and knows how to help them improve. Sales coaching isn't reacting to results. It's shaping the behaviors that create them. The question is whether you're willing to make that your real job. — Ready to build a stronger sales team? Download our FREE Small Business Guide to Sales Training and get the framework for developing high-performing reps.

The best managers are the ones who never wanted the job. Today, we're talking to Rajeev Rajan, CTO at Atlassian. We discuss why developer joy outperforms productivity as an engineering goal, how the best managers are the ones who never wanted the job, and why every leadership playbook you've built stops working the moment your team grows. All of this right here, right now, on the Modern CTO Podcast!  To learn more about Atlassian, check out their website here.

In this forward-looking episode of The Fleet Success Show, hosts Josh Turley and Marc Canton break down the top fleet trends and predictions for 2026. The duo tackles the ongoing hype around AI and how it mirrors past tech bubbles like dot-com and EV infrastructure. They dive into what AI adoption means for fleet managers and why the real value lies in smart vetting and operational integration, not flashy buzzwords. They also explore the persistent technician shortage, how public sector HR policies are getting in the way of competitive hiring, and why Gen Z might hold the key to solving the labor gap (but only if compensation adjusts accordingly). Finally, they forecast a hopeful stabilization in supply chains and a shift in fleet leadership, from wrench-turners to data-driven decision-makers. Fleet leaders, if you're looking to make smarter decisions and avoid falling into hype traps in 2026, this episode is your playbook. Key Takeaways AI isn't going away, but the hype is. Fleet software vendors must be vetted for real AI integration vs. gimmicks. The technician shortage continues. Gen Z may help, but compensation is still a major barrier. Fleet leadership is evolving. The fleet manager of 2026 is a data-savvy business operator, not just a mechanic. Supply chain stability is (hopefully) on the horizon. Positive vibes predict no major disruptions in 2026. AI adoption must be paired with clear ROI. Don't chase tools. Solve problems and focus on productivity, not novelty. Host Bios Josh Turley CEO of RTA: The Fleet Success Company, Josh is a passionate advocate for operational excellence in fleet management. With decades of experience and a deep understanding of fleet software systems, Josh brings strategic clarity to the most pressing challenges in the industry. Marc Canton As RTA's VP of Product and a leading voice on the Fleet Success Show, Marc blends industry insight with sharp commentary. He's known for cutting through the noise and focusing on what truly matters to fleet managers trying to navigate evolving tech, labor, and leadership dynamics.   Looking to take the next step to fleet success? Start by requesting your free copy of The Fleet Success Playbook. Written by fleet professionals for fleet professionals, the Playbook breaks down the four key pillars of fleet success, and gives you the tools you need to build a truly great fleet. Request your free (yes, really, free!) copy here: https://rtafleet.com/resources/fleet-success-playbook?utm_source=simplecast&utm_medium=footer_notes&utm_campaign=episode_213 Control fleet chaos with RTA Fleet360, proven software designed by fleet managers for fleet managers: https://rtafleet.com/book-a-demo?utm_source=simplecast&utm_medium=footer_notes&utm_campaign=episode_213

Summary: After decades of working with world-class organizations, we've learned something that surprises most leaders: employees don't leave because of pay—they leave because of how they're led. In this episode of the Customer Service Revolution podcast, John DiJulius and Denise Thompson reveal the leadership behaviors that reduce turnover, strengthen culture, and create workplaces people never want to leave. You'll learn why 82% of managers are 'accidental managers' without proper training, how the FORD method (Family, Occupation, Recreation, Dreams) builds unbreakable connection, why inconsistency drives more turnover than low pay, and how companies like Chick-fil-A and The Ritz-Carlton retain talent without paying premium wages. If you're losing good people to competitors and think it's about money, this episode will change how you lead—and how your best employees decide to stay. What You'll Learn: Why most employees don't leave because of pay (and what really drives them away) How world-class companies reduce turnover without raising wages The #1 mistake leaders make when they have turnover (hint: reactive hiring) Why 82% of managers are 'accidental managers' and how it destroys retention How the FORD method creates deep employee connection Why inconsistency and uncertainty drive more turnover than compensation How to model 'educate vs. sell' leadership that builds trust The role of 'servant leadership' in reducing turnover One action leaders can take this week to improve retention When culture outperforms compensation (and when it doesn't) Key Quotes: "We hire from the exact same labor pool as our competitors. We don't pay more. It's what we do with them after we hire them." — John DiJulius "Employees don't quit companies, they quit people. Not just bosses—they also quit toxic coworkers you're not protecting the culture from." — John DiJulius "It's better to lose the sales than the reputation. Employee roulette destroys brands." — John DiJulius "82% of existing managers are accidental managers—promoted without training. That's why retention fails." — John DiJulius "The number one cause of anxiety is uncertainty. Employees need predictability and clarity." — John DiJulius "Know your employees' FORD: Family, Occupation, Recreation, Dreams. That's what makes them stay." — John DiJulius Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test:  https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

"I ran across an article listing musicians who are in both the Rock and the Country Halls of Fame. There aren't many. When I started looking into it further I found that the people on the list were in multiple other Halls of Fame as well. I wanted to find out what musician is in the most Halls. There is a clear winner."

Tu souhaites faire former tes managers ? Prends contact avec adelie@outilsdumanager.com pour voir si l'École des Managers est faite pour eux.***Découvre ce que nous avons créé pour t'aider à aller plus loin :Des formactions pratiques et concrètes pour manager efficacement, quel que soit ton rôle ou ton secteur.Une communauté unique en ligne, le CIEL, où dirigeants et cadres dirigeants, s'entraident pour réussir ensemble.L'offre exclusive du moment pour t'aider à passer à l'action dès aujourd'hui.Clique ici pour explorer le catalogue ODM : https://www.formactions.outilsdumanager.com/cataloguecomplet-- Comment manager sans pression… et sans naïvetéBeaucoup de dirigeants oscillent entre deux modèles inefficaces :le management à la pressionle management bienveillant sans cadreDans cet épisode de mon Journal de Dirigeant, je te présente une alternative concrète :

Where does Craig Counsell rank as a manager in the MLB? How about in his own division?REKAP SPONSORS:--------------------------------------------

As your business grows, your role changes.When it was just you, giving feedback directly was fast and effective. Once managers are in place, skip-level feedback creates confusion, erodes trust, and slows execution, even when your intentions are good.In this episode, Melissa breaks down why bypassing managers undermines performance and how to cascade feedback without losing control.This isn't about stepping back from leadership. It's about evolving how communication flows so managers can actually manage and your organization can mature.You'll learn:The hidden costs of skip-level feedbackWhy performance issues are often operating model problemsHow confused priorities and trust erosion happenWhat cascading feedback should look likeThe key questions owners must start askingWhat to stop doing immediately as your team growsWhen feedback flows through the right layer:Visibility improvesAccountability is clearDecision-making gets strongerIf you don't trust your managers to manage, the structure is cosmetic, not functional.Listen in to learn how to lead at scale without creating chaos. If you want help setting up an organizational design that can function with independence, let's talk it through. Book a call at https://www.melissafranks.com/fractionalcooservicesConnect with Melissa: Watch the Episodes on Youtube Instagram: instagram.com/melissa_franks Schedule a call: melissafranks.com

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.

Today I'm joined by David Wyler, CEO of Jeff Wyler Automotive Family. We dig into why Wyler abandoned traditional corporate management in favor of a “coach” model, how a strict 100-mile acquisition rule protects execution, and why culture—not capital—is the only defensible edge left in consolidation. David also unpacks his massive acquisition of the Midwest Auto Group, the lessons of stagnation during COVID, and what it really takes to scale a family business without losing its soul. This episode is brought to you by: 1. YSM Design - YSM Design, your expert in automotive dealer architecture, helps dealer principals and fixed/ variable ops teams improve the bottom line with EV readiness checks, OEM brand image updates/new-store requests, and expansions or renovations—big or small—powered by instant renderings, immersive 360s, and LiDAR scans that reduce surprises and speed decisions; visit @ here or call 404-249-4555 2. Siro - Siro's AI gives dealerships full visibility into every conversation. It records, transcribes, and analyzes in-person conversations. Proactively flagging compliance issues, missed revenue opportunities, and training gaps. Go to @ https://www.siro.ai/cdg to learn more 3. CDG Recruiting - Hire top dealership talent, fast. From sales managers to GMs and C-suite execs, we've placed over 1,000 roles across auto retail. Ready to scale without the hassle? Visit @ https://www.cdgrecruiting.com/ to get started. Check out Car Dealership Guy's stuff: For dealers: CDG Circles ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cdgcircles.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dealership recruiting ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgrecruiting.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Fix your dealership's social media ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.trynomad.co⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For industry vendors: Advertise with Car Dealership Guy ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgpartner.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Topics: 08:20 Herb Chambers' advice on buying dealerships everywhere. 18:45 Why every single manager got fired and rehired. 24:20 The game film trick that fixed F&I managers. 25:55 How an internal playbook killed outside training programs. 31:40 The brutal truth about being a second-generation dealer. 39:55 Why practicing golf is actually terrifying. 46:05 What COVID really did to company performance. 46:55 The NFL analogy exposing every dealership's weakness. Car Dealership Guy Socials: X ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠x.com/GuyDealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠linkedin.com/company/cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Everything else ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

In this episode of The Distribution, Brandon Sedloff sits down with Travis Pritchett, CEO of HMC, to unpack his unconventional path into alternatives and the evolution of a middle-market investment firm navigating a rapidly changing private markets landscape. From a biology major and fly-fishing enthusiast to leading an $8 billion global real assets platform, Travis shares the inflection points that shaped his career and the strategic decisions that have defined HMC's growth. The conversation spans power generation, European value-add real estate, and the modernization of luxury senior housing, all framed by a focus on asset-level execution and long-term mega trends. They discuss: How Travis transitioned from banking and fly fishing into real estate private equity and ultimately into HMC's CEO role The origins of HMC's power generation strategy and how the firm is capitalizing on AI and data center demand without taking data center risk The evolution of the middle-market value add model and why specialization is becoming a competitive necessity The shift toward luxury, high-amenity senior housing and the demographic forces reshaping the sector Why Europe may present a multi-year opportunity given rebased valuations, capital flows, and competitive dynamics Links: HMC - https://www.harbert.net/ Travis on LinkedIn - https://www.linkedin.com/in/travis-pritchett-1343264/ Brandon on LinkedIn - ⁠https://www.linkedin.com/in/bsedloff/⁠ Juniper Square - ⁠https://www.junipersquare.com/⁠ Topics: (00:00:00) - Intro (00:02:24) - Travis' background and early career (00:17:37) - Staying 20 years through growth (00:20:45) - HMC today (00:22:55) - Shared services tradeoffs and costs (00:27:27) - AI tailwinds and new competition (00:28:27) - Power investing 201 (00:29:44) - Gas vs renewables cycle (00:31:09) - Where power capital comes from (00:33:31) - Data centers without DC risk (00:36:33) - Value add platform evolution (00:40:07) - US vs Europe opportunity (00:43:54) - Seniors housing strategy shift (00:47:31) - Luxury senior living today (00:52:01) - Generalist versus specialist (00:55:09) - Reimagining with megatrends (00:57:48) - Closing and wrap up

In this Technical Series episode, I focus on reported speech. This was inspired by a client question and I thought it would be a great topic, as it is something often often looked but something you use every single day as a senior manager when relaying what the board, clients, or your team have said. I'll clarify the key structures, common mistakes, and how to broaden your reporting verbs so you can speak clearly, accurately, and without breaking your flow. Enjoy! Anna 00:00 — Why this matters at senior level 02:00 — Core structure & common pitfalls 05:00 — Expanding your reporting language 08:30 — Reporting discussions & instructions 11:30 — Real business examples & takeaways GET MY FREE WEEKLY NEWSLETTER - Become a free member and get my weekly round up of tips in the newsletter and extra bonus content INTERESTED IN COACHING WITH ME? Register interest to be informed of future places on my 3-month programme THIS PODCAST IS MADE POSSIBLE BY OUR FANTASTIC SUPPORTERS. WANT TO BECOME A SUPPORTER TOO? TRANSCRIPTS - do an in-depth review of the episode content LinkedIn @AnnaConnellyInstagram @annabusinessenglishYouTube @annabusinessenglish

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews Randy Nornes, the 2025 Harry and Dorothy Goodell Award Winner, about his career. They talk about uncertainty and a long-term approach to risk. Randy won the 2025 Goodell Award for his lifetime achievements. He is a problem solver. Randy advises risk professionals not to focus on what they did yesterday, but on what is happening today, and to stay current with risks such as AI and cyber risk. Randy talks about how staying with Aon for years has given him the latitude to look across the company and focus on the next risk. Listen for tips on laying the groundwork before the risks.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. Our guest is 2025 Goodell Award Winner Randy Nornes. We will learn all about his fascinating career and his risk philosophies. But first… [:42] RIMS Virtual Workshops. On March 10th and 11th, we have a two-day course led by John Button for the RIMS-CRMP Exam Prep. [:53] On March 17th and 18th, RIMS will align with AFERM for a two-day RIMS-CRMP-FED Exam Prep Course. [1:01] On March 4th and 5th, we have a virtual workshop, "Facilitating Risk-Based Decision Making", with Joe Milan. On April 15th, we have a virtual workshop covering "Emerging Risks", led by Joseph Mayo. [1:18] Register today and strengthen your risk knowledge. RIMS members always enjoy deep discounts on the virtual workshops. [1:26] Webinars. On March 6th, RIMS presents "Hard Hats & High Stakes: Women Leaders Shaping Construction Risk Management". We'll be joined by a Chief Risk Officer, an underwriter, and a broker. [1:40] They will explore their career paths, risk and safety philosophies, and lend some insight as to why this is the time for the next generation of leaders to rise. [1:51] For a quick preview, check out last week's episode with Cynthia Garcia. She is the Chief Risk Officer from Bernards, who will be joining us on that exciting panel. [2:00] On March 12th, Global Risk Consultants returns with "Don't Waste the Soft Market: Where to Reinvest Insurance Savings Before the Window Closes". Register for these and other webinars by visiting RIMS.org/webinars and the links in this episode's show notes. [2:20] On with the Show! Our guest today, Randy Nornes, is the 2025 Harry and Dorothy Goodel Award Winner. [2:29] Named after the first President of RIMS and his wife, the Harry and Dorothy Goodell Award honors an individual who has furthered the goals of risk management and the Society through outstanding service and lifetime achievement. [2:41] Randy Nornes exemplifies all that and more. He has been with Aon for 38-plus years. Currently, Randy is the Executive Vice President and Enterprise Client Partner for Technology, Media, and the Communications Industry. He has done some volunteer work, which we will talk about. [3:00] Randy has a fascinating career. We're going to learn about it as well as his leadership style, his risk philosophy, and how he is keeping Aon at the forefront of AI innovation. [3:09] [If you've been to RISKWORLD, you've seen Randy in the halls and the educational sessions. He has been an ever-present force there. And he is a highly-regarded member of the Chicago RIMS Chapter. Let's get to it! [3:23] Interview! 2025 Goodel Award Winner, Randy Nornes, welcome to RIMScast! [3:44] Randy is proud of that award. He wonders, after receiving a lifetime achievement award, what's next? Retirement? Should he write a book? [4:11] On the day of the award, Randy was backstage with Martha Stewart and had a chance to visit with her and discuss risk management. [4:21] Randy's wife and one of his sons were in the audience. When Martha Stewart came out and spoke, she referred to their conversation. Randy gained credibility at home that Martha Stewart listened to what he had to say! [4:52] Justin says that RISKWORLD 2025 was fantastic! Randy says he has probably attended three dozen RISKWORLD conferences. He says they get better and are different every time. You can see, decade by decade, what's important. [5:31] There is a wonderful profile on Randy Nornes, written by Russ Banham, in the special Awards edition of RIMS Risk Management Magazine. It is still available online. That's how Justin got to know Randy Nornes before this interview. [5:57] Randy always tries to link up with what the next big thing is. Since late 2025, Randy has been leading Aon's AI infrastructure efforts, from the financing of data centers, to the construction, to the development, to the operation, and to the energy attached to that.  [6:28] AI is the next big thing. Randy says that 40% of GDP is coming through the lens of building AI infrastructure. Aon has a big team for it, and that's what Randy does every day. He says it's massive, exciting, and relentless. [7:03] Randy says, Because it's coming so fast and furious, it's not something you have time to sit back and think about. He says we're seeing this thing evolve week by week. It's global. Risk management is at the center of making it all work. [7:27] Randy says there's a different lens depending on where you sit in the AI infrastructure world. Everyone is thinking about the risks of the construction, the operation, the access to power, and the climate. It's all melded into one thing. [7:48] Randy calls the Chicago RIMS Chapter big and vibrant. Chicago is unique in having representation from so many different industries. It's not highly concentrated. People have a lot of lenses to look at risks through. It makes for good conversations. [8:11] Justin notes that last year's Risk Manager of the Year, Jennifer Pack, was from Chicago. The Rising Star, Megan Smalter, was originally from Chicago. Randy has spent time on the West and East Coasts, and he finds the Chicago Chapter unique, with 25 different industries. [8:49] Justin gives a shout-out to Julie Bean, the 2024 Heart of RIMS Award Winner. Justin says Randy is in great company. The talent coming out of Chicago brings something special to RIMS. [9:27] Randy was going to be a banker. A banker manages risk around lending and projects. It's not a huge leap to get to the world of risk management from there. [9:44] In the 1980s, it was a turbulent time for banking. We had just come out of a tough inflationary period, with real estate bankruptcies and banks and savings and loans going under. His advisor told him not to go into banking. [10:18] Randy interviewed someone from Chubb. Chubb was scaling up a new product, Directors' and Officers' insurance. Randy was good at case studies in business school. Underwriting D&O insurance is a case study. Randy thought he could do that job. [10:54] Randy started at Chubb and ended where he is today. In 1987, Randy moved to Frank B. Hall, acquired by Aon in 1992. He was young and a good worker, so he was kept by the company. He says it was a trip working alongside Pat Ryan and learning the business at Chubb. [11:48] Pat Ryan took Randy and others under his wing. He is a great mentor. Randy credits him for access. Randy mentions other early supporters, Al Diamond and Skip Dunn. With Pat Ryan, Randy was always looking for the next big risk to come along or a new framework. [13:00] In the 1990s, governance, Sarbanes-Oxley, and enterprise risk frameworks came to the forefront, following bankruptcies of major companies that had appeared to be successful. [13:28] When enterprise risk became a thing, it needed frameworks. That led Randy to build one of the first enterprise-risk-focused teams to help companies think about it. This was before COSO. [13:55] Randy says a lot of the clients they dealt with in those early days were in industries where someone had already gone through some trauma, and they wanted to make sure they weren't next up. It was a lot of, "Hurry up and make sure we're OK!" [14:26] Randy says, in the 1990s, they were doing risk modeling. The reinsurance teams had risk models that ran on AS400 mainframe computers. They had to book computing time to run a scenario with a set of assumptions. They would run 10,000 simulations in a day. [14:55] If they wanted to change the assumptions, they had to book another time. [15:02] Now it's all on the laptop. The quality of data is significantly higher. They can do it in real time. Risk managers today may not recognize how lucky they are. [15:24] Randy says, We're always trying to decide what problem we're trying to solve for and what we know about that particular issue. The modeling is the entry point to know what to do or what matters. [16:10] Randy thinks risk is a terrible word. We risk professionals have a hard time communicating with people who aren't in our space when we use the word risk. Everyone has a different definition of risk. Randy says everyone can get on board with certainty and uncertainty. [16:34] Randy says, what we're doing with modeling is trying to understand what the distance between certainty and uncertainty looks like. Then, we have to decide what's comfortable and where our tolerance is. Then, decide what to do with the part that we want to get rid of. [16:48] That's at the core of risk management, and it hasn't changed in decades. The tools we have now have changed dramatically. [16:56] Justin cites Christy Kaufman from the profile article, who said that Randy is far more than a traditional broker; he is a thought partner and a problem-solver. Justin asks what allows Randy to move beyond transactional work into a strategic advisory mindset. [17:19] Randy says insurance is a complete waste of money, unless you can show how you're adding value. You can get there by showing this uncertainty spectrum and understanding it. [17:58] Randy says the mindset is, "I've parachuted in. What do we have going on?" If I did that today, I'd be looking at supply chain issues. It's amazing when you have that lens. Early on, he looked at a supply chain that was "perfect, end-to-end" on spreadsheets. [18:27] Everything was manually entered. Managers were judged on average inventory levels, and wanted to keep the levels as low as possible. To game the system, they ran inventory at the lowest level.  [18:57] They would raise the inventory at the end of the month to make it look like they were on target. It was not a real-time inventory. It looked like risk management was fine, but the chance of a stockout or a long-term impact was pretty great. [19:24] A Quick Break! RISKWORLD 2026 will be held from May 3rd through the 6th in Philadelphia, Pennsylvania. RISKWORLD attracts more than 10,000 risk professionals across the globe. It's time to Connect, Cultivate, and Collaborate with them. [19:43] Booth sales are open now. General registration and speaker registration are also open right now. Marketplace and hospitality badges will be available starting on March 3rd. Links are in this episode's show notes, and be sure to check out RIMS.org for more information. [20:02] Save the dates March 18th and 19th, 2026, for the RIMS Legislative Summit, which will be held in Washington, D.C.! Join us in Washington, D.C. for two days of Congressional meetings, networking, and advocating on behalf of the risk management community. [20:19] Visit RIMS.org/advocacy for more information and to register. Also, check out the prior episode of RIMScast, Episode 378, featuring RIMS General Counsel and Vice President of External Affairs, Mark Prysock, as we discuss the top priorities for RIMS in 2026 and beyond. [20:39] The Second Annual RIMS Texas Regional Conference will be held in San Antonio from August 10th through August 12th. [20:46] The call for submissions for educational sessions is open through March 18th. Check out the link in this episode's show notes and make a pitch! Hopefully, you get selected, and we'll see you in San Antonio! [20:59] Let's Return to Our Interview with 2025 Goodel Award Winner, Randy Nornes! [21:19] Justin asks how Randy delivers good or bad news to a high-level executive. Randy says he was gifted by his radio announcer father with a very calm demeanor. You're delivering what it is, based on some fact. Randy has had to deliver a lot of crazy facts over the years. [22:29] Early in his career, Randy had a financial institution client. They had some major issues. He was standing outside the boardroom, ready to go in to tell them whether they had insurance or not. They did not. He was on the phone with London, working out some coverage. [23:28] He got the message while he was in there that they had managed to land something for the client, so he could pivot. His colleagues said they couldn't believe how calm he had been, going in. [24:11] Randy says it's best to set the landscape with executives before extra risk is taken, showing alternatives and strategy, so if something happens, it was foreseen, you were just unlucky in that year. [24:53] If you hadn't done the front-end work and gotten everybody onboard to see why it was the right strategy, then the news of unanticipated issues gets a lot harder to deliver. [25:04] There's a lot of front-end work to do. To drop bad news on people without any prep is going to be a lot harder. Being transparent and on the same page, especially with finance people, makes communication easy. This flows up to the CFO and higher. Set the foundation. [25:51] Randy has 100s of people focused on data centers. They have analysts and use AI for some things. There are people from the financial institution vertical, construction, operations, cyber, AI, energy, and renewal. They gather together. It's multidisciplinary, under one umbrella. [27:05] Randy says his leadership style is collaborative. He tries to lift the whole team, orchestrating how it comes together. He lets them have the success they deserve. Randy is a strong proponent of mentorship. It's the secret to his success. [27:50] Randy has worked with some people for his entire career, as clients, colleagues, or competitors, and he stays connected with them. Hundreds of people fit that profile. [28:17] Another Quick Break! The Spencer Educational Foundation's Risk Manager on Campus application period will open on April 1st, 2026, and it will close on June 30th. Grant awardees, colleges, and universities are typically notified in September. [28:43] The Course Development Grant application deadline for Interval Number 2 will be on June 15th, 2026. Award notifications will be sent out in late July. [28:57] General Grant applications will open on May 1st, 2026, and the application deadline is July 30th. Internship Grant applications open on August 15th and close on October 15th. [29:10] Links to each of these grants are in this episode's show notes. Visit SpencerEd.org for more information. [29:18] Let's Conclude Our Interview with 2025 Goodel Award Winner, Randy Nornes. [29:39] Randy worked with Pat Ryan to lead the Risk Management and Financial Guarantee Team for Chicago's 2016 Summer Olympic bid. Randy says when Pat retired as CEO of Aon, he took on this project to head Chicago's Olympic bid. He invited Randy to the project. [30:19] In an Olympic Bid, the city has to sign a Host City Agreement that says they will take on the risks of delivering the Games. There's an effective financial guarantee. Globally, it is often done on a country level. That's not how it operates in the U.S. [30:43] Pat and Randy had to figure out how to de-risk the games so that what the city's guarantee would look like was limited because the team had built insurance and risk management. On the construction side, they had contractors take on risks. [31:03] They created a de-risking model. It was the first time anyone had done that for an Olympic Games. Chicago was not successful, but the work the team did on de-risking the Games became the model that a lot of Western cities took on for their Olympic bids. [32:03] Randy says you start with a line-item budget that the bid team puts out. A big part of it is the construction of venues, living spaces, technology, including massive broadcast bandwidth, tens of thousands of volunteers to transport and train, and secure. [32:35] Randy says they took the line-item budget and worked on each item separately, to create certainty and shrink the distance between certain and uncertain, so that when they put the umbrella guarantee on top of it, it touched a lot fewer things and had a lot more certainty. [33:01] The biggest thing the umbrella policy covered is delivering the Games on a certain date. No delays. All the costs are front-end. If, for some reason, the Games don't happen: terrorism, global war, or pandemic, you're stuck with all those front-end costs. It's the worst case. [33:39] The closer you get to the event, the more risk you have. Then you have the three or four weeks when you're delivering the Olympic Games and the Paralympic Games. [33:49] Randy says it was interesting. They did a white paper on it, "How to De-risk Games." It was done to encourage cities not to be afraid to host the Games. [34:19] Randy says, over the years, when cities in North America are bidding for Winter or Summer, they reach out, and Pat and Randy give them the template. San Francisco, LA, Boston, and Calgary all asked for it. [34:51] Most of the people on the Bid Committee were on the City level. It was Mayor Daley, his staff, and 50 aldermen. Randy says, We gave them lots of transparency into what we were doing. [35:16] Randy says they provided 1,200 pages of material, in 3-ring binders, for each of the aldermen. They also put all the text on discs to search electronically. Later, an alderman called Randy, angry because he couldn't listen to the disc in his car. Randy explained it to him. [3:24] Randy thinks a city should be thankful to host the Olympic Games. They make the city sparkle. The city gets a big influx of outside money. Chicago would have gotten a lot of Federal money. The transportation system would have been upgraded. It would make the city better. [36:49] Randy describes how London and Paris were improved by hosting the Olympic Games. If you're thinking of bidding, it's worth it. Randy wishes Chicago's bid had been successful. [37:33] Justin and Randy comment on the Milan Winter Olympics Opening and Closing Ceremonies. The next Winter Olympics will be on the French side of the Alps. [38:01] Justin says that Chicago is known for its colorful history of notorious characters. [38:45] Justin asks Randy about Project Six. Project Six came out of the Olympic Bid. Seeing corruption in the city government, Randy and a few committee members put together Project Six, referring to the six business leaders who partnered with Elliot Ness to go after Al Capone. [39:44] They set up Project Six as a nonprofit whistleblower organization so people could come to report corruption. They got hundreds of whistleblower tips. They published things and gave information on criminal activity to Federal prosecutors. [40:07] Some things were not criminal but unethical. When the Chicago Cubs were playing in the World Series, public officials paid face value for Cubs tickets instead of the market price. Project Six brought it to the ethics committee, and they changed that practice for tickets. [41:31] Randy says they did not make a lot of friends in public office. Project Six is closed. [41:47] Randy talks about angering a bunch of people in public office. They went after Project Six because they weren't getting whistleblower tips on Republicans. There might have been one Republican commissioner in Chicago. [42:20] Randy says some of the senior people they ruffled went after donors. So it was a better idea to shut it down. It ran for three and a half years. [42:41] Randy says the biggest frustration was how slow things move. It takes years for some convictions to go through. You would like justice to happen faster. Randy hopes that when high-profile people go to prison, others pause to consider. [43:59] Randy gives his advice on what separates a good risk manager or problem solver from a great one. He says not to get too focused on what you did yesterday. Every day, step back and ask, Am I still doing the right stuff? Am I focused on the right thing? [44:26] You have a fixed amount of money to spend to solve your risk problems. You're insuring your buildings for fire, but over time, you've engineered them to be fire-resistant. There is less risk. At the same time, you have AI, cyber risk, and new things that come in. [44:48] Is it better to direct money to solve cyber risk and take on more risk for property? Don't get hung up on what you did yesterday. Stepping back and staying on top of what's happening with the business has never been more important. [45:17] Businesses are transforming before our eyes, and AI is leading the transformation. Make sure you're interacting with your business to stay current on what the business is all about. [46:02] Randy says being at Aon a long time has given him a lot of latitude to do all the things he has done. He can look for new things, cut across the towers that exist and think about risk at the broadest level. [46:40] If you move company to company, you'll step into the new role, fix a few things, and move to the next company. You won't have the latitude to experiment with new things or ask what comes next. You're there because you're needed at that time. [47:07] Randy says, That can be comfortable. But don't get too comfortable and make sure you're staying current. [47:17] We really appreciate you joining us here on the show. I want to wish you congratulations again on the Goodel Award. It's a big honor here at RIMS, and you certainly deserve it. [47:27] I look forward to meeting you in Philadelphia, from May 3rd through the 6th at RISKWORLD! Thank you so much for joining us here on RIMScast, Randy! [47:40] Special thanks again to 2025 Goodel Award Winner, Randy Nornes, for joining us here on RIMSCast! A link to his profile in RIMS Risk Management Magazine's Awards Edition 2025 is in this episode's show notes. [47:57] He's one of our men in Chicago. Check out ChicagoRIMS.org. They have a live event coming up called "Nuclear Verdicts: Live Mock Trial for Evaluating Litigation Risk and Strategy"  at the Aon Center (Chicago), on March 11th. You might see Randy there! [48:14] We've got the Chicago RIMS Annual Golf Outing on September 21st, and the 11th Annual Chicagoland Risk Forum on September 24th at the Old Post Office in Chicago. They're one of our most active and vibrant chapters, so check out those events and visit ChicagoRIMS.org. [48:34] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [49:02] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [49:20] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [49:37] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [49:54] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [50:08] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [50:20] Practice good risk management, stay safe, and thank you again for your continuous support!   Links: RIMS Legislative Summit — March 18-19, 2026 on Capitol Hill, Washington, D.C. | Register now! RISKWORLD 2026 Registration — Open for exhibitors, members, and non-members! Reserve your booth at RISKWORLD 2026! Spencer Educational Foundation — Scholarships and Grants RIMS Texas Regional Conference 2026 Education Content Submission — Deadline March 18, 2026! RIMS-CRO Certificate Program In Advanced Enterprise Risk Management | April ‒ June 2026 Cohort | Led by James Lam RIMS Compensation Survey 2025 — Download Today RIMS Risk Management magazine | Contribute | Awards Edition 2025 RIMS Now RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Video Series Featuring Joe Milan! The Strategic and Enterprise Risk Center RIMS Diversity Equity Inclusion Council RIMS-CRMP Story, featuring John Button RIMScast Canada — Episodes Now Live RISK PAC | RIMS Advocacy Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP Exam PrepMarch 10‒11 | April 21‒22 | June 9‒10 RIMS-CRMP-FED Exam Prep with AFERM | March 17‒18 Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops RIMS Virtual Workshop – Facilitating Risk-Based Decision Making | March 4‒5 | Register Now Risk Appetite Management | March 25‒26 Claims Management | April 7‒8 Emerging Risks | April 15 | Register Now! Upcoming RIMS Webinars: Hard Hats & High Stakes: Women Leaders Shaping Construction Risk Management | March 6 | Presented by RIMS Don't Waste the Soft Market: Where to Reinvest Insurance Savings Before the Window Closes | March 12 | Sponsored by Global Risk Consultants RIMS.org/Webinars   Related RIMScast Episodes: "Investing In Yourself with RIMS 2026 President Manny Padilla" "RIMS 2024 Goodell Award Winner Eamonn Cunningham"   Sponsored RIMScast Episodes: Secondary Perils, Major Risks: The New Face of Weather-Related Challenges | Sponsored by AXA XL (New!) "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Demystifying Multinational Fronting Insurance Programs" | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against An Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Randy Nornes, at Aon   Production and engineering provided by Podfly.

Dealership Owners, General Managers, and Service Leaders — your ability to fix a department is only as strong as the system you build. Most leaders misunderstand the hierarchy of a turnaround. They believe "people" are the primary ingredient for success, but the truth is that a great system can survive mediocre people, while a bad system will run out of your best employees every time. In this episode of Service Drive Revolution (#348), we break down: ✅ Why "People" is actually the wrong answer when asked how to fix a department ✅ The "Fixer" Mentality: Telltale signs of a true production leader ✅ How to identify if your manager is a "ghost" or an intentional leader ✅ Lessons from the 2003 BMW technical nightmare and the value of a process-driven approach ✅ Why most leadership training is actually just "bad management" training ✅ The "Cleveland Browns" analogy: Why the situation (system) dictates the performance ✅ How to manage the "rate of change" within your team If your service department struggles with: - Stagnant or declining gross profit - Advisors who are washing cars instead of selling - Low average hours per repair order - Managers who react to problems rather than prevent them - A culture where everyone "loves" the manager, but the shop is losing money This episode will challenge everything you've been told about "people-first" leadership and give you the recipe for a true departmental turnaround. The strength of your system determines the ceiling of your Fixed Ops production. #FixedOps #ServiceManager #AutomotiveLeadership #ChrisBulldogCollins #SystemsVsPeople #DealershipLife #ServiceDriveRevolution

Мы редко задумываемся о том, как вообще управляем окнами. Alt-Tab, мышка, перетаскивание, сворачивание – как-то работает и ладно. Но если присмотреться, это один из самых недоосмысленных инструментов в нашей ежедневной работе. Мы проводим за экраном по 8 часов в день, переключаемся между задачами, проектами, контекстами – и при этом живём в модели, которую даже не выбирали. В этом выпуске мы решили поговорить об оконных менеджерах и том, что стоит за терминами stacking, tiling, workspaces. Обсудили ментальную модель управления экраном, контроль, снижение хаоса и то, как меняется ощущение от работы, когда вы перестаёте случайно двигать окна мышкой. Разобрались, чем тайлинг отличается от стекинга на уровне модели, зачем нужны виртуальные воркспейсы и почему «tiling window manager» не совсем точное название. Если вы хоть раз ловили себя на том, что экран превращается в бардак из перекрывающихся окон, обязательно посмотрите выпуск. Также ждем вас, ваши лайки, репосты и комменты в мессенджерах и соцсетях!
 Telegram-чат: https://t.me/podlodka Telegram-канал: https://t.me/podlodkanews Страница в Facebook: www.facebook.com/podlodkacast/ Twitter-аккаунт: https://twitter.com/PodcastPodlodka Ведущие в выпуске: Андрей Смирнов, Стас Цыганов Полезные ссылки: Проект Никиты https://github.com/nikitabobko/AeroSpace Основные оконные менеджеры https://i3wm.org/ https://xmonad.org/ https://awesomewm.org/ https://hypr.land/ https://github.com/nikitabobko/AeroSpace https://github.com/asmvik/yabai

It started with a single research memo. In February 2026, a scenario paper from a macro firm called Citrini Research sent the Dow plummeting 800 points and triggered phrases like "AI Doomsday" across financial media. But the crash wasn't really about artificial intelligence. It was about something far more personal — the kind of work you do every day. In this episode, Jim Stroud breaks down the concept of the Intelligence Displacement Spiral: the cold, mechanical logic by which AI advancement could quietly dismantle white-collar careers from the inside out. Analysts. Managers. Recruiters. Knowledge workers. The people whose jobs are built on moving, interpreting, and routing information. Sound familiar? This isn't a conversation about factory floors or truck drivers. This is about spreadsheets. About your job description. About the moment you realize that the skills that earned you a premium in the economy for the last 150 years may be the very skills most at risk. But this episode isn't a doom spiral — it's a wake-up call with a roadmap. Jim cuts through the noise of competing narratives (collapse vs. productivity renaissance?) to expose the real shift happening beneath the headlines, and lays out a brutally honest framework for figuring out exactly where you stand. Because the most dangerous response to disruption isn't fear. It's fascination without action. If you work in talent, recruiting, HR, tech, or any knowledge-based field — this one will hit different.

Why are managers there at all? - The Agile MindsetJust recently my colleague and friend Zoran Vujkov has drawn my attention to the following clip discussing trends in adoption of agile in large companies. I recommend the clip (https://www.youtube.com/watch?v=bgBhZIjgTw4&feature=youtu.be) for watching if you already haven't.Among a lot of information about the speed of agile adoption and critical factors for it, one thing caught my eye — importance of executive sponsorship.No doubt, this is a very important factor. However, it might be misinterpreted and misused by managers. One of the crucial roles of management in Agile organization is to remove obstacles or impediments that are preventing their teams from being efficient in their work.While this seems obvious, it does happen that managers start being involved into operational things, tactical decisions, even trying to influence, or limit product owners' roles by making operational decisions and leading the product.This is potentially very dangerous situation as this sort of behavior can be concealed behind the veil of good intentions which sometimes it undoubtedly is (you know the one about the road to ruin being paved by good intentions). Urged by desire to show to the teams that they are committed to agile way of work, managers become a burden and an obstacle.I'm not gonna go into the role of management in agile setup, there's a good article here on the topic.Here, I would like to remind managers that their role is not to control, direct, create tasks or organize their teams' daily work. Their main role in agile way of work is to help team develop, create proper environment for the team, set strategic guidelines, believe in their teams and give them freedom to organize their work in the best way they need, know and can.Only with such a help, teams (and with them the whole organization) can be agile.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

"Luminate is a company that tracks the Entertainment Industry pointing out data analytics and trends. Their 2025 report has come out and it points to overall listenership being up. Listening to new music is way down. There are also some interesting data points regarding AI."

This week on the New Music Business podcast, Ari sits down with Aaron Greene and Neal O'Connor of Slush Management, the artist-first team behind Porter Robinson, Eden, Jai Wolf, and more. Slush has helped their artists generate billions of streams, sell millions of tickets, and craft long-term careers rooted in creativity rather than quick wins. With 15 years of experience across touring, branding, and global fan development, they've become leaders in sustainable artist strategy and innovative experiential storytelling.In this episode, Ari Neal and Aaron dive into what modern artist development truly looks like. From building immersive worlds to cultivating real, lasting fan communities beyond vanity metrics, Neal and Aaron share how managers decide when an artist is ready for representation, why social media isn't the only path to growth, and how long-term strategy beats short-term virality every time. The conversation also covers label paths (self-release, indie, major), when to tour, how support slots actually happen, and the importance of meaningful experiences. Hint: music videos might be more important than most folks realize. https://www.instagram.com/slushmgmt/05:58 – What “world-building” means for modern artists08:12 – How Porter Robinson developed his immersive universe12:00 – Building an entire festival world with Disney-level partners16:00 – Artist development: when an artist is ready for management18:20 – Why immediacy is a trap & long-term growth matters20:35 – Deepening 100 true fans vs. chasing viral moments27:45 – Majors vs. indies vs. self-releasing: what actually works31:55 – The real purpose of music videos in 202536:50 – Touring strategy: when to headline, when to support39:20 – How artists actually get support slots42:55 – What “making it” means in the new music businessEdited and mixed by Peter SchruppMusic by Brassroots DistrictProduced by the team at Ari's TakeOrder the THIRD EDITION of How to Make It in the New Music Business: https://book.aristake.com Hosted on Acast. See acast.com/privacy for more information.

This week on Swimming with Allocators, Earnest and Alexa welcome David Clark, CIO at Vencap, who unpacks the realities of venture capital, emphasizing a data-driven approach to understanding returns, the persistent and intensifying “power law” in VC, and why only a small percentage of funds and companies drive outsized results. The discussion covers the challenges of evaluating new managers versus established firms, the nuances of secondary investments, and the critical importance of consistent, top-tier fund performance. Listeners will gain insight into the pitfalls of confirmation bias, the difficulties facing retail investors, and why strategy, transparency, and adaptability are key for long-term VC success. Also don't miss Rebecca Stuart of Sidley as she explains how unprecedented AI-focused acqui-hires function as talent raids that can bypass standard change-of-control protections. She also outlines legal and structural strategies VCs and startups can use like broadened definitions of change of control, retention and vesting design, and coordinated employment/comp practices, to better protect portfolios and key teams. Highlights from this week's conversation include: Welcoming David to the Show and Previewing Today's Episode (0:18) David's Shift From Traditional LP Diligence to Data-Driven Investing (2:48)   How Long Feedback Loops and Unknown Unknowns Shape Venture Outcomes (5:16)   Confirmation Bias, Narratives, and Doing Pre-Meeting Homework on Managers (6:55)   Pattern Recognition and What World-Class Founders Look Like (8:49)   Using Power Laws and Top 1% Companies as the Core LP Filter (10:40)   Why Singles and Doubles Rarely Add Up to Great Venture Funds (13:46)   AI Acqui-Hires, Talent Raids, and Risks to VC Portfolios (17:20)   Deal Structures That Avoid Change of Control and LP Protections (19:04)   Retention Tools, Forfeiture for Competition, and Staggered Vesting Cliffs (20:53)   Democratization of VC, 401(k) Investors, and the Risk of Disappointment (25:22)   Emerging Managers and the Myth of the Middle Class in Venture (30:58)   Venture Secondaries, Premium Pricing, and Why Discounts Can Be Misleading (36:04)   Scope Creep, Platform Expansion, and When LPs Disengage From Big Firms (42:06)   VenCap is one of the longest-running dedicated venture capital fund-of-funds globally, investing in many of the world's leading VC firms for over three decades. The firm's strategy emphasizes long-term consistency, deep relationship networks, and concentrated exposure to top-tier venture capital companies across cycles. Sidley Austin LLP is a premier global law firm with a dedicated Venture Funds practice, advising top venture capital firms, institutional investors, and private equity sponsors on fund formation, investment structuring, and regulatory compliance. With deep expertise across private markets, Sidley provides strategic legal counsel to help funds scale effectively. Learn more at sidley.com. Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies.  The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only. Learn more about your ad choices. Visit megaphone.fm/adchoices

You don't need another “industry podcast” that talks around the work while your onsite teams carry the weight.Mike Brewer welcomes Carlyle Swafford to the Multifamily Media Network, and you immediately hear why this show matters.Carlyle built his career the hard way.He started in property management in 1990 as a maintenance tech.He worked his way through engineering, leasing, property management, regional leadership, and VP roles, and now sits as a COO.That path gives him the one thing most leadership content lacks.Credibility with the people actually doing the work.Here's the answer to what Carlyle's podcast is built to do.Multifamily Ethos exists to equip the site-based professionals and regionals who drive outcomes.Not the title-chasers.Not the “policy says so” crowd.The people who solve real problems under pressure.What does “ethos” mean in multifamily leadership?Ethos is the set of principles and practices that show up as character, integrity, and trust when the job gets messy.It's how you lead a team.It's how you make decisions when the script fails.It's how you build confidence in yourself before you ask anyone else to believe in you.Carlyle's angle is simple.Every level has challenges.Maintenance has pressure.Leasing has the race to the bottom with concessions.Managers carry the team.New regionals go from one asset to eight and realize they're not “doing the work” anymore.They're leading the people doing the work.And that transition breaks a lot of talented operators.This is where the episode hits.You can't answer residents with “corporate office said so.”You have to think.You have to choose.You have to own the outcome.And you have to learn without calling every miss a failure.Carlyle doesn't use “failure.”He calls them opportunities.That matters because language shapes identity.If your team believes one bad call means they “broke the company,” they stop making decisions.If they learn that one person can't break a company, they start building judgment.The most operator-real moment is this.Titles can become a roadblock.When a COO walks onsite, people see the title before they see the human.Carlyle wants to flatten that.Same level conversations.Same respect for every role.Different responsibilities.Same importance.Where to find Carlyle.LinkedIn: Carlyle SwaffordEmail: Carlisle.Swafford@multifamilyethos.comCall to action.Subscribe when Multifamily Ethos drops.If you lead onsite teams or regionals, this is the show that will sharpen your judgment and strengthen your people.MultifamilyCollective Blog: https://www.multifamilycollective.comThe Daily Collective Book: https://amzn.to/3YI6BDaHosted by: https://www.multifamilymedianetwork.com

As your business grows, your role changes.When it was just you, giving feedback directly was fast and effective. Once managers are in place, skip-level feedback creates confusion, erodes trust, and slows execution, even when your intentions are good.In this episode, Melissa breaks down why bypassing managers undermines performance and how to cascade feedback without losing control.This isn't about stepping back from leadership. It's about evolving how communication flows so managers can actually manage and your organization can mature.You'll learn:The hidden costs of skip-level feedbackWhy performance issues are often operating model problemsHow confused priorities and trust erosion happenWhat cascading feedback should look likeThe key questions owners must start askingWhat to stop doing immediately as your team growsWhen feedback flows through the right layer:Visibility improvesAccountability is clearDecision-making gets strongerIf you don't trust your managers to manage, the structure is cosmetic, not functional.Listen in to learn how to lead at scale without creating chaos. If you want help setting up an organizational design that can function with independence, let's talk it through. Book a call at https://www.melissafranks.com/fractionalcooservicesConnect with Melissa: Watch the Episodes on Youtube Instagram: instagram.com/melissa_franks Schedule a call: melissafranks.com

Tu souhaites faire former tes managers ? Prends contact avec adelie@outilsdumanager.com pour voir si l'École des Managers est faite pour eux.***Découvre ce que nous avons créé pour t'aider à aller plus loin :Des formactions pratiques et concrètes pour manager efficacement, quel que soit ton rôle ou ton secteur.Une communauté unique en ligne, le CIEL, où dirigeants et cadres dirigeants, s'entraident pour réussir ensemble.L'offre exclusive du moment pour t'aider à passer à l'action dès aujourd'hui.Clique ici pour explorer le catalogue ODM : https://www.formactions.outilsdumanager.com/cataloguecomplet***Dans ce deuxième épisode de notre série, Cédric s'attaque aux deux grands modèles qui piègent les entreprises : le management à la pression et le management à la bienveillance pure.Beaucoup de dirigeants oscillent entre ces deux extrêmes sans jamais trouver l'équilibre. Entre la logique darwinienne de Jack Welch (General Electric) qui consiste à licencier les 10 % les moins performants et le mirage de la bienveillance inconditionnelle qui dérive souvent vers le laisser-faire , Cédric vous explique pourquoi aucune de ces voies ne garantit une performance durable.Au programme :Le management à la pression : Pourquoi le pouvoir hiérarchique seul crée des "collaborateurs zombies" et des comportements passifs-agressifs.Le piège de la bienveillance : Pourquoi être "trop gentil" sans exigence détruit le respect et la productivité.Le rôle du chef : Pourquoi vos collaborateurs attendent que vous sachiez dire "non" et que vous fassiez le tri dans les initiatives.Vers la Troisième Voie : Une introduction à la méthode qui réconcilie respect et performance.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Welcome back to Truth, Lies & Work, the award-winning workplace podcast where behavioural science meets workplace culture. This week, we explore the "silent disengagement" trend, the surprising truth about Gen Z and the office, and the psychological reason why the end of a project feels harder than the beginning. Plus, we settle the ultimate workplace debate: do people leave managers or jobs? Stories Covered 1. The Rise of "Silent Disengagement" Is office culture dying, or is it just getting quieter? We look at silent disengagement, where employees do the work but mentally pull back, speaking less in meetings and avoiding new projects. Leanne argues this isn't a new remote work problem, but a long-standing issue of employees not feeling valued or challenged. Source: Silent Disengagement: The work trend explained 2. Gen Z: Leading the Charge Back to the Office? Forget the lazy stereotypes. New data suggests Gen Z is actually leading the return to the office for social connection and development. We share the story of a 24-year-old commuting four hours a day just to be in the room. It turns out, different life stages need different work models—and flexibility increases engagement for everyone. 3. Why the "Last Stretch" Feels the Hardest Ever noticed how the final 10% of a project feels more draining than the first 90%? A new study in the Journal of Personality and Social Psychology explains that fatigue heightens as we become more aware of the effort we've already invested. The fix? Zoom out and frame the task as part of a bigger goal. Read the paper: More done, more drained (Zeng et al., 2025) BPS Digest: How to get through the last push Truth or Lie: Do people really leave managers, not jobs? It is one of the most common beliefs in business: "People don't leave bad jobs, they leave bad managers." Leanne digs into the research from Gallup, McKinsey, and Facebook to find the truth. While poor leadership dramatically increases the odds of someone quitting, we reveal the other factors that actually drive the Great Resignation. Workplace Surgery This week, we tackle three tough questions from our listeners: Unlimited Holiday: Is it a brilliant trust-building exercise or a recipe for anxiety and "leavism"? Lifting Morale: How do you rebuild energy in a team that is flat after a draining year of changes and stress? The "30-Second" Interview: What do you do when you know a candidate isn't right within seconds of meeting them? Connect with Al & Leanne LinkedIn: https://www.linkedin.com/company/truthlieswork Al Elliott: https://www.linkedin.com/in/thisisalelliott Leanne Elliott: https://www.linkedin.com/in/meetleanne Email: hello@truthliesandwork.com Book a call: https://savvycal.com/meetleanne/chat Mental health support UK & ROI — Samaritans: Call 116 123 or visit https://www.samaritans.org UK — Mind: Call 0300 123 3393 or visit https://www.mind.org.uk US — Suicide & Crisis Lifeline: Call or text 988 or visit https://988lifeline.org Australia — Lifeline: Call 13 11 14 or visit https://www.lifeline.org.au Global helplines: https://findahelpline.com Truth, Lies & Work is proud to be part of the HubSpot Podcast Network, the audio destination for business professionals.

In this powerful episode of the Millionaire Car Salesman Podcast, Sean V. Bradley sits down with former UFC Heavyweight Champion Tim Sylvia and Jake Rask, VP of Oval Business Solutions, for a conversation that connects championship-level discipline with dealership-level profitability! What does elite combat sports training have to do with running a successful car dealership? More than you think. "Training, role play, practice, drill, rehearse… the quick you get it done, the quicker you figure that out, the better off you're going to be." - Tim Sylvia This episode explores how the mindset, preparation, and strategic execution required to win at the highest levels of professional sports translate directly into leadership, performance, and financial optimization inside the automotive industry. The discussion moves beyond motivation and into real-world business impact… especially when it comes to identifying hidden financial leaks that most dealerships overlook. "The food tastes different if you sit at a table with winners." - Jake Rask Sean, Tim, and Jake dive into operational blind spots, financial awareness, and why dealerships must take a closer look at the systems quietly affecting their bottom line. It's not just about selling more cars, it's about protecting the profit you're already earning. "We truly want to build legacies. We are not in this just to make a quick buck." - Tim Sylvia If you're a dealer principal, general manager, sales manager, or automotive entrepreneur looking to tighten operations and strengthen profitability in 2026 and beyond, this episode delivers a perspective you won't hear anywhere else. Because sometimes the biggest wins don't happen on the showroom floor… they happen behind the scenes!   Key Takeaways: ✅ Training and Discipline: Tim Sylvia emphasizes that success in both professional sports and business relies heavily on consistent training, discipline, and dedication. ✅ Operational Cost Savings: Oval Business Solutions offers car dealerships the opportunity to significantly reduce credit card processing fees, often saving tens of thousands annually. ✅ Strategic Partnerships: By leveraging a legacy contract, Oval Business Solutions provides unmatched rates in the market, helped by the strong partnerships and experience Jake Rask brings to the table. ✅ Personalized Services: The guests highlight their family-owned business approach, which guarantees personalized and reliable customer service, setting them apart from larger, impersonal corporations. ✅ Community Engagement: Tim Sylvia offers to visit client dealerships for promotional events, reflecting a commitment to building strong community and customer relationships.   About Tim Sylvia Tim Sylvia is a former UFC Heavyweight Champion widely respected in the mixed martial arts (MMA) community for his impressive record and dedication to the sport. Over his career, he achieved notable victories and was known for his commitment to training and peak physical performance. Recently, Tim has embarked on a new journey in the automotive industry, bringing his champion mindset to Oval Business Solutions, where he is involved in strategic partnerships and development. About Jake Rask Jake Rask is the Vice President of Oval Business Solutions, a leading company with over 30 years of experience in credit card processing. With a background as a dealership principal and prior connections to major business figures, he offers expert insights into the complexities of credit card fee management, aiming to save dealerships substantial operational costs.     Saving Dealers Big Bucks: Credit Card Fee Solutions Unveiled Key Takeaways Unseen savings opportunities exist within automotive dealership processes, particularly in credit card processing fees. These fees, if unchecked, can heavily impact profit margins. In both sports and business, honesty and dedication can separate the champions from the amateurs. This principle is echoed by former UFC Champion Tim Sylvia, who emphasizes hard work and honesty in whatever venture you undertake. Partnerships with seasoned professionals from diverse backgrounds, like those in the UFC, offer unique insights and solutions that can shift a dealership's financial trajectory. Leveraging Unseen Opportunities in Credit Card Processing In the competitive world of automotive sales, finding untapped resources for savings can be revolutionary. Sean V. Bradley and his guest, former UFC heavyweight champion Tim Sylvia, discuss a topic that often goes unnoticed—credit card processing fees. Sylvia, now an advocate for greater transparency in credit card processing through his partnership with Oval Business Solutions, highlights the significant impact these fees can have on a dealership's bottom line. "Just to pay for their stupid credit card fee," Sylvia points out, "they have to sell six cars." A startling realization when considering the average dealership's sales metrics, it illustrates how these hidden costs may significantly hinder financial growth. Instead of falling prey to these fees, dealers have the opportunity to reduce them by partnering with experts who understand the intricacies of the industry. By transitioning to strategies that prioritize transparency and efficiency, dealers could potentially recover thousands of dollars otherwise lost to excessive processing charges. This newfound capital can be reinvested into operations that drive advancement and success. The Importance of Training: Lessons from the Octagon Sylvia draws parallels between the dedication needed for professional sports and business success. His transition from a UFC champion to a formidable figure in the automotive credit card processing sphere underscores the significance of relentless training and discipline. "The quicker you get it done, the quicker you figure that out, the better off you're gonna be," Sylvia advises, a testament to how champions hone their skills—a process applicable beyond the ring. Dealers, much like athletes, must train continuously, embracing cutting-edge strategies and technologies to stay ahead. Dealers who invest in extensive training enjoy a tangible edge over competitors who rely on outdated practices. As highlighted further during the podcast, training should not end with just mastering sales tactics. It encompasses knowing every facet of the business, from customer interaction to financial strategies—ensuring every tax dollar saved and every sale made contribute significantly to the dealership's profitability. Collaboration Equals Innovation: Bridging Sports and Sales Bradley's podcast shines a light on innovative solutions born from unique collaborations between industries. Sylvia's partnership with Oval Business Solutions, supported by CEO Jake Rask, showcases how harnessing diverse expertise can redefine dealership success. Rask, drawing on his own experiences as a former dealer principal, provides invaluable insights into navigating the often murky waters of credit card processing fees. Rask affirms, "Your vibe attracts your tribe," emphasizing that surrounding oneself with winners cultivates a culture of success across all domains. In dealerships, this principle echoes the necessity of aligning with knowledgeable partners, not only for immediate savings but also for sustained growth potential. This convergence of sports discipline and business acumen can transform auto dealerships, offering creative new pathways to efficiency, profitability, and reputation management by utilizing connections of high esteem and diverse backgrounds. Dealerships seeking to seize these opportunities must consider the benefits of engaging with leaders who bring unique, field-tested experiences and fresh tactics to the table. Utilizing such collaborations in dealership settings furthers growth while substantially boosting the bottom line. By comprehensively exploring hidden savings, deploying relentless training principles, and engaging in strategic collaborations, dealerships can position themselves for enduring profitability and success. The takeaways from this dialogue provide crucial insights into how management can reshape organizational strategies, seizing untapped potentials often overlooked in the realms of financial logistics. With this understanding, stakeholders can initiate transformative changes to tackle both visible and unseen challenges, leading their dealerships toward a prosperous future in the automotive industry.     Resources + Our Proud Sponsors: ➼ The Millionaire Car Salesman Facebook Group: Join the #1 Automotive Sales Mastermind Facebook Group with over 29,000 automotive professionals worldwide. The Millionaire Car Salesman Facebook Group is the go-to community for car salespeople, BDC agents, sales managers, general managers, and dealer principals looking to increase performance, income, and leadership skills. Inside the group, members collaborate daily on automotive sales strategies, lead handling, phone scripts, closing techniques, CRM best practices, dealership leadership, and accountability systems. Learn directly from top automotive trainers, industry mentors, and high-performing sales leaders who are actively winning in today's market. If you're serious about growing your automotive career, increasing car sales, and building long-term success, join The Millionaire Car Salesman Facebook Group today! ➼ Dealer Synergy: Dealer Synergy is the automotive industry's #1 Sales Training, Consulting, and Accountability Firm, with over 20 years of proven dealership success nationwide. We specialize in helping car dealerships increase sales, improve processes, and build high-performing Sales, Internet, and BDC departments from the ground up. Our expertise includes automotive phone scripts, rebuttals, CRM action plans, lead handling strategies, BDC workflows, Internet sales processes, management training, and accountability systems. Dealer Synergy partners directly with dealership leadership to align people, process, and technology, ensuring consistent results and scalable growth. From independent dealers to large dealer groups and OEM partnerships, Dealer Synergy delivers measurable performance improvements, stronger teams, and sustainable profitability. ➼ Bradley On Demand: Bradley On Demand is the automotive industry's most advanced interactive training, tracking, testing, and certification platform for car dealerships — built to develop top-performing teams across Sales, Internet Sales, BDC, CRM, Phone Skills, Leadership, and Management. In addition to LIVE virtual automotive training classes and a library of 9,000+ on-demand dealership training modules, Bradley On Demand now includes AI Phone Roleplaying and Coaching to help salespeople and BDC agents practice real dealership conversations before they ever get on the phone with customers. This AI-powered roleplay technology strengthens phone scripts, objection handling, appointment setting, lead follow-up, and closing skills, while providing measurable coaching feedback for continuous improvement. Bradley On Demand empowers dealerships to train faster, coach smarter, improve call performance, increase closing ratios, and sell more cars more profitably — all through structured, trackable, modern automotive training.

Gameweek 55 was one of the best we've had.Harry Trades and I each secured two top-3 finishes, combining for FOUR podiums in a single Sorare gameweek.In this stream we break down:• The exact lineups that got us there• The key decisions that made the difference• Risk vs. safety calls before lock• Where we got lucky (and where we didn't)• A reveal of some of the prizes we won• What this means for future strategyWas this process-driven success? Variance? Smart leverage? Or a bit of everything?If you're trying to consistently compete for podiums — not just cash lines — this breakdown matters.Subscribe for daily Sorare content and deeper strategy discussions.Support the content by joining the Laird Social Club: https://patreon.com/andrewmlaird

16 years ago a chain of Chinese restaurants wanted to increase sales without changing the price.  They didn't change the product.  The service.  The chef.  The food.  Instead, they changed two words on their menu and increased sales by 18%.  The restaurants used the advice of today's guest on Nudge, Robert Cialdini.  Today, Cialdini explains the social proof principle, sharing how changing just two words could increase your sales. ---  Unlock the Nudge Vaults: https://www.nudgepodcast.com/vaults Read Cialdini's bestseller Influence: https://amzn.to/4prHb7Y Read the new and expanded Influence: https://amzn.to/43TY0jI Read Pre-Suasion: https://amzn.to/48hA6Qr  Read Yes! (Containing 60 Psyc-Marketing Tips): https://amzn.to/48ddNNf  Join 10,428 readers of my newsletter: https://www.nudgepodcast.com/mailing-list  Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew/  ---  Today's sources:  Aune, R. K., & Basil, M. D. (1994). A relational-obligations approach to fund-raising: The effects of guilt and credibility appeals on compliance. Communication Research, 21(4), 486–498. Binning, K. R., Kaufmann, N., McGreevy, E. M., Fotuhi, O., Chen, S., Marshman, E., Kalender, Z. Y., Limeri, L. B., Betancur, L., & Singh, C. (2020). Changing social contexts to foster equity in college science courses: An ecological-belonging intervention. Psychological Science, 31(9), 1059–1070. Boh, W. F., & Wong, S.-S. (2015). Managers versus co-workers as referents: Comparing social influence effects on within- and outside-subsidiary knowledge sharing. Organizational Behavior and Human Decision Processes, 126, 1–17. Borman, G. D., Rozek, C. S., Hanselman, P., & Destin, M. (2019). Reappraising academic and social adversity improves middle school students' academic achievement, behavior, and well-being. Proceedings of the National Academy of Sciences of the United States of America, 116(33), 16286–16291. Cai, H., Chen, Y., & Fang, H. (2009). Observational learning: Evidence from a randomized natural field experiment. American Economic Review, 99(3), 864–882. Frank, R. H. (2020). Under the influence: Putting peer pressure to work. Princeton University Press. Goldstein, N. J., Cialdini, R. B., & Griskevicius, V. (2008). A room with a viewpoint: Using social norms to motivate environmental conservation in hotels. Journal of Consumer Research, 35(3), 472–482. Hallsworth, M., List, J. A., Metcalfe, R. D., & Vlaev, I. (2017). The behavioralist as tax collector: Using natural field experiments to enhance tax compliance. Journal of Public Economics, 148, 14–31. Jung, J., Busching, R., & Krahé, B. (2019). Catching aggression from one's peers: A longitudinal and multilevel analysis. Social and Personality Psychology Compass, 13(4), e12440. Linder, J. A., Meeker, D., Fox, C. R., Friedberg, M. W., Persell, S. D., Goldstein, N. J., Knight, T. K., Hay, J. W., & Doctor, J. N. (2017). Durability of benefits of behavioral interventions on inappropriate antibiotic prescribing in primary care: Follow-up from a cluster randomized clinical trial. JAMA, 318(14), 1391–1392. Meeker, D., Linder, J. A., Fox, C. R., Friedberg, M. W., Persell, S. D., Goldstein, N. J., Knight, T. K., Hay, J. W., & Doctor, J. N. (2016). Effect of behavioral interventions on inappropriate antibiotic prescribing among primary care practices: A randomized clinical trial. JAMA, 315(6), 562–570. Murrar, S., Campbell, M. R., & Brauer, M. (2020). Exposure to peers' pro-diversity attitudes increases inclusion and reduces the achievement gap. Nature Human Behaviour, 4(9), 889–897. Nolan, J. M. (2021). Social norm interventions as a tool for pro-climate change. Current Opinion in Psychology, 42, 120–125. Peterson, R. A., Kim, Y., & Jeong, J. (2020). Out-of-stock, sold out, or unavailable? Framing a product outage in online retailing. Psychology & Marketing, 37(4), 535–547.

Service Managers, Fixed Ops Directors, and dealership leaders — your leadership style is either building a powerhouse or quietly sinking your department. Most Service Managers struggle because they never truly leave the "technician" mindset behind. They manage by emotion instead of numbers, and they prioritize being liked over being a leader. In this episode of Service Drive Evolution #347, Chris Collins, Hogi, and Adam break down the 9 critical reasons why Service Managers fail and how to pivot toward a mission-driven leadership style. We also dive into the future of the industry, discussing our recent experiences with Waymo and Tesla's "Mad Max" self-driving tech—and what it means for the future of the service drive. In this episode, we break down: ✅ Why "The Technician Mindset" is the #1 killer of management success ✅ How to manage by facts and figures, not by feelings ✅ The "Recipe for Success": Why process must always beat people ✅ How to set clear expectations that your team can actually follow ✅ Why playing it safe is the riskiest move a manager can make ✅ The truth about self-driving tech: Waymo vs. Tesla's latest chips ✅ How to move from "Maintenance Mode" to "Mission Mode" If your service department struggles with: - Inconsistent performance and "rollercoaster" months - A culture of excuses instead of accountability - Lack of clear systems and processes - Managers who act like "glorified technicians" - Uncertainty about the future of automotive tech This episode provides the blueprint to stop "playing it safe" and start winning in the service drive. The success of your department depends on your ability to lead, not just solve problems.

Fantasy managers, it's crunch time! This episode dives deep into the waiver wire, offering crucial nba fantasy tips and fantasy advice to help you secure your playoff spot. We're breaking down players that can make a real difference, providing you with a solid fantasy strategy for the upcoming weeks. Get ready to dominate your league with our expert fantasy rankings and player analysis. Join Our FREE Community: https://www.bleavinfantasy.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Episode web page: https://bit.ly/4tH0nSl Leading without the title: The real power of the staff designer What does it take to grow your impact as a designer—without becoming a manager? In this episode of Insights Unlocked, host Jason Giles sits down with Catt Small, staff product designer, game maker, and author of The Staff Designer, to unpack the evolving role of senior individual contributors in design organizations. Catt shares her unconventional journey from creating digital dress-up dolls as a kid to shaping products at Etsy and Asana—and how those experiences shaped her perspective on leadership, influence, and creative confidence. At the heart of the conversation: a mindset shift. Moving from being told what to design to diagnosing what matters most. What you'll learn in this episode The misunderstood role of the staff designer: Catt explains why the staff-level IC role often feels ambiguous—and how influence, not authority, becomes your primary tool. She breaks down what “building influence” actually means in practice and why it's more intentional than mystical. Invisible work and strategic impact: From relationship building to cross-team alignment, much of a staff designer's impact happens behind the scenes. Catt explores how to prioritize the work that truly moves the business forward—and avoid getting stuck in “glue work” that doesn't drive career growth. From craft to communication: Design leadership at the IC level requires a shift from pixel perfection to clarity of thinking. Catt shares why low-fidelity diagrams and conceptual artifacts often create better alignment than polished UI—and how to coach teams away from jumping into high fidelity too soon. Navigating politics with integrity: If you've ever felt “allergic to politics,” this conversation reframes the idea. Catt explains how understanding motivations, fears, and power dynamics is less about manipulation—and more about empathy, curiosity, and emotional intelligence. Managing energy like a product: Influence takes energy. Catt shares practical strategies for auditing your calendar, designing your workweek intentionally, and partnering with your manager to balance short-term execution with long-term strategy. AI as a tool, not a replacement: AI is another tool in the designer's toolkit—but you're still the creative director. Catt discusses how to use AI to accelerate research and exploration without outsourcing your thinking or critical judgment. A key takeaway: Leadership is a mindset One of the most powerful themes in this episode is confidence. Staff-level designers aren't waiting for permission—they step into leadership by trusting their experience, sharing their perspective, and partnering across the organization. As Catt reflects, the transition is uncomfortable at first. But the shift from execution to influence starts with believing you belong in the room. Resources & links Catt Small on LinkedIn (https://www.linkedin.com/in/cattsmall/) Catt's website (https://cattsmall.com/) Catt's Maven page (https://maven.com/catt-small/staff-designer) The Staff Designer book page — 20% off with code UserTesting until Feb 28, 2026 (https://rosenfeldmedia.com/books/the-staff-designer/) Nathan Isaacs on LinkedIn (https://www.linkedin.com/in/nathanisaacs/) Learn more about Insights Unlocked: https://www.usertesting.com/podcast

Jorge Castillo and Buster discuss MLBPA executive director Tony Clark resigning amid scandal, during a time the players' union needs stability and leadership. Then, Blue Jays manager John Schneider joins the show to talk about being deliberate with moving on after the World Series, Vladimir Guerrero Jr.'s leadership and his initial impressions of Dylan Cease. Next, Los Angeles Dodgers manager Dave Roberts on embracing the challenge of a new season, how Kyle Tucker changes his lineup and Edwin Diaz. Later, Hembo provides an offseason retrospective. Finally, Buster shares additional thoughts on Clark's resignation during Bleacher Tweets. CALL THE SHOW: 406-404-8460 EMAIL THE SHOW: BleacherTweets@gmail.com REACH OUT ON X: #BLEACHERTWEETS 0:00 Jorge Castillo 5:17 John Schneider 19:08 Dave Roberts 31:04 Hembo 47:20 Bleacher Tweets Learn more about your ad choices. Visit podcastchoices.com/adchoices

Horst Schulze explains how Ritz-Carlton slashed employee turnover by building purpose-driven culture, strict hiring standards, and powerful orientation training. In this leadership clip with Patrick Bet-David, he reveals why behavior, environment, and respect matter more than pay when building elite teams.

Jorge Castillo and Buster discuss MLBPA executive director Tony Clark resigning amid scandal, during a time the players' union needs stability and leadership. Then, Blue Jays manager John Schneider joins the show to talk about being deliberate with moving on after the World Series, Vladimir Guerrero Jr.'s leadership and his initial impressions of Dylan Cease. Next, Los Angeles Dodgers manager Dave Roberts on embracing the challenge of a new season, how Kyle Tucker changes his lineup and Edwin Diaz. Later, Hembo provides an offseason retrospective. Finally, Buster shares additional thoughts on Clark's resignation during Bleacher Tweets. CALL THE SHOW: 406-404-8460 EMAIL THE SHOW: BleacherTweets@gmail.com REACH OUT ON X: #BLEACHERTWEETS 0:00 Jorge Castillo 5:17 John Schneider 19:08 Dave Roberts 31:04 Hembo 47:20 Bleacher Tweets Learn more about your ad choices. Visit podcastchoices.com/adchoices

Send a textAI is shifting virtual assistants from task execution to decision support... changing how modern teams scale.Learn how to invest in real estate with the Cashflow 2.0 System! Your business in a box with 1:1 coaching, motivated seller leads, & softwares. https://www.wealthyinvestor.com/Want to work 1:1 with Ryan Pineda? Apply at ryanpineda.comJoin our FREE community, weekly calls, and bible studies for Christian entrepreneurs and business people. https://tentmakers.us/Want to grow your business and network with elite entrepreneurs on world-class golf courses? Apply now to join Mastermind19 – Ryan Pineda's private golf mastermind for high-level founders and dealmakers. www.mastermind19.com--- About Ryan Pineda: Ryan Pineda has been in the real estate industry since 2010 and has invested in over $100,000,000 of real estate. He has completed over 700 flips and wholesales, and he owns over 650 rental units. As an entrepreneur, he has founded seven different businesses that have generated 7-8 figures of revenue. Ryan has amassed over 2 million followers on social media and has generated over 1 billion views online. Starting as a minor league baseball player making less than $2,000 a month, Ryan is now worth over $100 million. He shares his experiences in building wealth and believes that anyone can change their life with real estate investing. ...

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