Podcasts about managers

Le management épuise quand le manager doit sembler invincible. Comment préserver son énergie et continuer à faire vivre le collectif ?Dans cet épisode, Delphine Zanelli reçoit Denis Pennel, conférencier, ancien directeur général de la World Employment Confederation et coauteur de 50 conseils pour retrouver l'énergie du travail.Selon l'étude Apec Santé mentale chez les cadres et les managers, publiée le 9 octobre 2025, 58 % des managers déclarent ressentir souvent ou occasionnellement un niveau de stress intense dans le cadre professionnel. 57 % considèrent que laisser transparaître leurs difficultés et leurs souffrances altère leur légitimité professionnelle.Ces chiffres font apparaître une tension concrète. Les managers doivent soutenir leurs équipes tout en dissimulant parfois ce qui les fragilise. Cette tension traverse le management et pose une question de responsabilité : comment créer de la confiance et mettre les autres en mouvement lorsque sa propre énergie est déjà fortement sollicitée ?À la rentrée, cette tension devient particulièrement visible. Les agendas se remplissent, les équipes se retrouvent et les managers doivent relancer la dynamique collective alors qu'ils ne disposent pas toujours de l'énergie nécessaire.Denis Pennel explique pourquoi la posture du leader infaillible consomme une énergie considérable. Maintenir une façade de maîtrise empêche de consacrer cette énergie au changement, à la confiance et à la mise en mouvement des équipes. La vulnérabilité devient alors une question de lien et de responsabilité. Elle consiste à reconnaître son état et à expliquer ce qui peut influencer sa disponibilité.L'échange présente trois batteries à surveiller : la batterie physique, la batterie mentale et la batterie émotionnelle. Sommeil, mouvement, pauses, temps de réflexion, accueil des émotions et récupération deviennent des sujets directement liés à la pratique managériale. Denis Pennel distingue aussi le repos de la récupération, qui permet réellement de recharger ses ressources.La conversation amène également les managers à reprendre la main sur leur agenda. Poser une intention avant de commencer sa journée, préserver des plages de réflexion, savoir dire non et déléguer permettent de protéger le temps nécessaire au métier de manager. L'intérêt collectif aide aussi à éviter une individualisation permanente des demandes, qui augmente la charge mentale.Denis Pennel invite enfin à capitaliser sur ses forces, à alterner routine et défi, puis à organiser son activité selon des cycles d'énergie. Cette approche relie la performance au plaisir au travail, à l'engagement des collaborateurs et à la capacité du leader à rester aligné avec ses valeurs.La considération occupe une place centrale dans cette conversation. Elle reconnaît le travail effectué et la singularité de la personne. Elle nourrit la confiance, la reconnaissance et le sentiment d'être respecté dans l'organisation.Le management devient alors une question de circulation d'énergie. Cet épisode donne des éléments concrets pour préserver ses ressources, reprendre la maîtrise de son agenda, poser des limites, déléguer, accueillir sa vulnérabilité et renforcer l'engagement des collaborateurs.CHAPITRAGE(00:00) Pourquoi les managers manquent d'énergie (04:47) Le mensonge du leader invincible (08:11) Les trois batteries de l'énergie (14:15) Capitaliser sur ses forces (21:59) Dire non et déléguer (26:10) Recharger le physique et le mental (33:31) Être aligné et considérer les autres (41:55) Le test de l'énergie en fin de journée

Clare Bonham (Chief Product Officer) and Sébastien Baehni (CTO) from beqom joined us on The Modern People Leader. We talked about how managers can make better pay and performance decisions, why AI should support but not replace human judgment, and what intentional AI looks like in compensation.----  Downloadable PDF with top takeaways: https://modernpeopleleader.kit.com/episode326 Sponsor Links:

Most restaurant owners say they want managers who take ownership, show initiative and solve problems without a phone call. What they often build instead are managers who wait for permission. In episode 158 of “The Restaurant Prosperity Formula” podcast, I break down why knowing your systems isn't the same as knowing how to think, and I walk through the progression every manager needs to move through: knowledge, thinking, judgment and, finally, independence. Listeners will learn a five-question framework for coaching decisions in real time, how to tell the difference between a mistake and negligence, why reviewing decisions after the fact builds judgment faster than any training manual and why letting a manager make a different choice than you would isn't automatically a problem.

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

What if the biggest thing holding your dealership back isn't the market, the leads, or even the competition... but the habits happening inside the store every single day? "The biggest bad habit you have is that you allow your employees to run your dealership." - Sean V. Bradley In this episode of the Millionaire Car Salesman Podcast, Sean V. Bradley and LA Williams take a hard look at the small, repeated behaviors that can quietly limit performance across every level of a dealership, from salespeople to leadership. "You've got to expect greatness from yourself." - LA Williams The conversation explores how complacency, inconsistent follow-up, underused technology, negative thinking, and drifting away from proven processes can slowly become part of the culture if they are not addressed. Sean and LA also challenge automotive professionals to think bigger about ownership, accountability, and personal growth, including what it really means to maximize the tools, training, opportunities, and resources already available to you. "If you don't know the tools inside and out, you're only using 10% or 20% of the potential value of it." - Sean V. Bradley If you are serious about becoming sharper, more disciplined, and more intentional in your career, this conversation will definitely make you look at your daily routine a little differently! Key Takeaways: ✅ Many sales professionals fail to fully utilize the advanced tools and systems available at their dealerships, thereby limiting their potential success. ✅ Developing a proactive mindset and treating car sales as an entrepreneurial endeavor can significantly enhance individual and dealership success. ✅ Effective training and personal development go beyond learning sales tactics, encompassing mastery of digital marketing, customer relationship management, and personal branding. ✅ Managers and dealer principals need to enforce accountability and ensure their teams adhere to proven processes, instead of allowing complacent behaviors. ✅ Reflecting on personal weaknesses and embracing continuous improvement can lead to personal and professional transformation.   About Sean V. Bradley Sean V. Bradley is a renowned entrepreneur, keynote speaker, and CEO of Dealer Synergy, a company specializing in training and consulting automotive dealerships to improve sales and operations. With over two decades of experience in the automotive industry, Sean is a celebrated author and is recognized for his innovative strategies in digital marketing and customer relationship management.   About LA Williams LA Williams, also known as the Blind Master, holds the position of Vice President at Dealer Synergy. He is the co-creator of the Millionaire Car Salesman Podcast and an acclaimed author. Despite being totally blind, LA has achieved significant success by leveraging his unique frameworks to inspire and educate automotive professionals to overcome adversity and maximize their potential.     Harnessing Success: Dissecting Effective Strategies from Automotive Sales Titans Key Takeaways Understanding and leveraging tools and technology is imperative for maximizing success in the automotive sales industry. The mindset of treating automotive sales as your own business can lead to unparalleled growth and innovation. Leadership rooted in authentic practice and constant self-improvement sets the groundwork for dealership excellence.   In the high-octane world of automotive sales, the difference between mediocrity and greatness isn't just about product knowledge or charismatic sales pitches. As illuminated in a vibrant exchange between industry veterans Sean V. Bradley and LA Williams, the path to monumental success encompasses mindset mastery, strategic tool utilization, and transformational leadership. With Sean's no-nonsense approach to self-empowerment and LA's captivating advocacy for greatness, automotive professionals are invited to embrace a revolutionary perspective on sales, management, and personal development.   Mastering Technology in Automotive Sales One of the most pertinent themes discussed is the underutilization of technology and resources within dealerships. Sean V. Bradley emphasizes the necessity for employees to fully engage with their available tools, stating, "You are only as strong as your weakest link." This indicates that even the most advanced technologies, akin to the latest iPhone features, yield little value if only used for basic functions. In dealerships where resources like CRM systems, AI integration, and data mining tools are abundant, the challenge is not in their availability but in their effective utilization. As Sean elaborates using the analogy of a ninja equipped with an arsenal of weapons, the expertise lies not in possessing tools but in mastering them: "Can you imagine if you only were able to use it basic or rudimentary?" The implications of this extend beyond individual success, reflecting on the dealership's profitability and competitive edge. With every employee maximizing their toolset, the collective efficacy of the dealership multiplies.   Adopting an Entrepreneurial Mindset Transitioning from technology to mindset, Sean and LA underscore an entrepreneurial approach to automotive sales, treating it as one's own business. Many salespeople fall into the trap of dependency, leading to complacency and stagnation. Instead, Sean encourages a paradigm shift, "You are building your business within the dealership's business." This self-starter attitude circumvents any limitations posed by the dealership's supply of leads or market fluctuations. By pursuing eight varied strategies for car sales—ranging from walk-ins to referrals and beyond—sales professionals can expand their influence and multiply opportunities. This entrepreneurial mindset not only fuels personal income growth but fosters an environment where innovation thrives, setting apart top performers like Cody Carter, who achieved remarkable earnings by mastering these principles. The broader impact of this theme reveals a market characterized by agile, autonomous professionals poised for optimum success.   Transformative Leadership and Accountability Effective leadership, as addressed by Sean, emerges as the backbone of all transformative practices within a dealership. Critically, he observes a pervasive issue: leaders allowing employees to dictate the pace and quality of operations. "You allow your employees to run your dealership," Sean firmly states, highlighting a common pitfall among dealers. For an organization striving for excellence, leadership rooted in authentic practice and unwavering accountability holds the key. The narrative implores leaders to embody the values and discipline they wish to instill in their teams. "Are you the personification of what you're trying to articulate to your people?" Sean challenges. By doing so, they ensure that processes are adhered to and that strategic goals are not just theoretical ideals but operational realities. This approach to leadership extends beyond immediate organizational benefits, fostering a culture that values integrity, dedication, and continuous improvement. As these qualities permeate through all organizational levels, the dealership elevates its standing and success in the competitive automotive landscape.   In examining the dynamic dialogue and intricate strategies shared by Sean V. Bradley and LA Williams, automotive professionals are invited to transcend conventional practices and embrace transformative methodologies. From mastering cutting-edge technologies to adopting an entrepreneurial spirit, and executing authentic leadership, the road to monumental success is paved with conscious decisions, self-mastery, and community empowerment. This profound discourse draws a blueprint not merely for immediate gain but for enduring excellence and innovation in the automotive sales industry.       Resources + Our Proud Sponsors:   ➼ Podium: The AI Platform Powering the Modern Dealership. From instant lead response to seamless test drive scheduling, Podium's AI Employee Jerry works 24/7 to turn every lead into a conversion, so your team can focus on closing. Trusted by thousands of dealerships nationwide and proudly featured on the Millionaire Car Salesman Podcast. Learn how Podium can help you sell more cars, book more service appointments, and grow your dealership. Discover how Podium's innovative AI technology can unlock unparalleled efficiency and drive your dealership's sales to new heights. Visit www.podium.com/mcs to learn more!   ➼ 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.

Everything we have comes from God and belongs to Him. In this message from Romans 11:33–36, we are reminded that we are not owners, but managers—called to live with gratitude, purpose, generosity, and accountability.Scripture: Romans 11:33–36+ All we have is from GodPsalm 24:1–2 NIVJames 1:17 NIVPsalm 50:12 NIVEphesians 2:8–10 NIVPhilippians 2:13 NIV+ From Pride to Praise1 Corinthians 4:7 NIVDeuteronomy 8:17–18 NIV1 Chronicles 29:10–14 NIV+ From Possessiveness to Purposefulness+ From Consumerism to CommunityEphesians 4:28 NIV+ From Autonomy to Accountability

Have you ever walked out of a morning meeting thinking, "Damn, that was a great meeting" only to watch everyone return to the exact same behaviors by lunchtime? That isn't a meeting problem. It's a behavior problem. Dealerships ask sales and service managers to train their teams constantly. Improve the appointments. Strengthen the phone calls. Personalize the follow-up. Build more customer confidence. Increase repair approvals. But here's the question we need to ask: Who taught the managers how to train? In this episode of Dealer Talk with Jen Suzuki, I'm sharing the practical framework I teach in manager workshops and at NADA Dealer Academy: ONE OBJECTIVE → SHOW IT → DO IT → DRIVE IT. This isn't about packing five priorities into a 45-minute meeting nobody remembers. It's about selecting one behavior, showing what great looks like, practicing it together and driving it until it becomes part of how the team operates. You'll learn how to turn real calls, texts, videos, appointments, repair orders and customer interactions into short training sessions that build confidence and how to use contests, observation and recognition to keep the behavior alive after the meeting ends. Because attendance isn't the scorecard. The real question is: What behavior changed because of the meeting? If your dealership wants stronger trainers not simply managers who hold more meetings—this episode gives you a framework you can use tomorrow.

Workplace wellness is about much more than step challenges, gym memberships, and occasional health initiatives. The everyday employee experience matters.On this episode of The H.I.T. Podcast, Toby Kennedy sits down with Andrea “Andy” Notch Mayzeles, Workforce Health Consultant at Kaiser Permanente, to discuss how organizations can build wellness strategies that actually become part of their workplace culture.With more than a decade of experience at Kaiser Permanente, Andy shares practical ways employers can assess their current wellness efforts, get employees involved, build leadership support, and integrate health and well-being throughout the organization.In this episode:How benchmarking and scorecards can reveal where your wellness strategy standsWhy employee wellness shouldn't live exclusively within HRHow wellness committees and employee champions can drive engagementWhy organizations should regularly ask employees what they actually needThe powerful trickle-down effect of leaders modeling healthy behaviorsThe business case for wellness—from retention and healthcare costs to absenteeism and productivityHow to make mental health part of the everyday employee experienceSmall, practical wellness rituals that managers can incorporate into their teamsOne of the biggest takeaways? A quarterly wellness challenge can't make up for an unhealthy day-to-day work experience. Managers and leaders play a critical role in creating an environment where employees can thrive.Andy also discusses Kaiser Permanente's Mental Fitness Toolkit, designed to help organizations incorporate simple, achievable mental wellness practices into the regular rhythm of work.

Self-promotion makes most engineers cringe. You don't need a personality transplant — you need fifteen minutes and a better question.   The three-step script, including the exact questions to use → https://toolkit.oasisofcourage.com/ninja   Built on a whiteboard. Watch it → https://youtu.be/3vzy_sBler4   A project I was on went sideways, and we pulled it back. After it landed I booked fifteen minutes with a cross-functional director and asked how I could have made the impact bigger. A few weeks later he offered me a senior manager role in another factory he ran.   I never bragged. I asked. That's the whole move, and I call it the Ninja Brag.   Book a 15-minute one-on-one with someone who influences your next move. Present the win in the context of the bigger objective. Ask for advice on how you could have multiplied the impact.   The fix isn't to get louder. It's to change what the conversation is for. No victory lap, just visibility that arrived honestly.   In this episode: the three-step sequence, why asking for feedback is the least awkward way to create visibility, the exact questions to use, who to run this with, why fifteen minutes and not sixty, and the one version of this conversation you should never run.   Go ninja brag on your wins.   New here? Follow the show. Ready to build the whole plan → https://calendly.com/oaco-client-success-team/career-clarity-call   Zach White is the founder of Oasis of Courage. Engineering degrees from Purdue and Michigan, former engineering leader at Whirlpool, 300+ engineering leaders coached since 2019. You shouldn't have to sacrifice your life to reach your potential at work.   Also in Season 2: Why Great Engineers Get Passed Over for Promotion · How to Get Promoted from Engineering Manager to Director  

Paul Williamson delivers the Fantasy Baseball Weekend Update. He discussed key injury news and performances from across the weekend. Managers have to be smart about who they are rostering this time of year. Some guys like Willson Contreras and Xavier Edwards are dinged up and struggling, making them potential drop candidates. Returning players like Roman Anthony and Konnor Griffin are dudes that can really give your teams a major push. Tune in to get Paul's analysis on these names and so much more!. Presented by FanDuel SUBSCRIBE, Rate and Review on Apple and Spotify! Follow us on Twitter: @EthosFantasyBB Follow us on Bluesky: @ethosfantasymlb Join our Fantasy Sports Discord Server: https://discord.gg/jSwGWSHqaV Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

I thought the turnover in radio was horribly out of control. Retail is a nightmare. Plus...you can't hide a fart. People will hit what they think is a private lane in a store and totally gas the sky never realizing its going to hit the rest of us on the other side. Then those moments you realize you work for real asses.Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

Titus O'Reily reveals the quirky and wonderful stories from across sporting generations, moments that shaped leagues or figures that became legendary - this week we hear about Sir Donald Bradman, widely considered the greatest batsmen of all time. See omnystudio.com/listener for privacy information.

"The Professor" Ron Wotus joins Talkin' Baseball with Marty on why the umps aren't giving Tony V the respect they give normal MLB managers See omnystudio.com/listener for privacy information.

"The Professor" Ron Wotus joins Talkin' Baseball with Marty on why the umps aren't giving Tony V the respect they give normal MLB managers See omnystudio.com/listener for privacy information.

Rich and Jim sit down with Nashville drummer, producer, and drum tech Jeff Brown (Shrug Sound Studio) for a deep dive into a working musician's reality: from opening for Rush and Van Halen to teching the Taylor Swift Eras Tour, tuning for stadiums, building a home studio career, and navigating divorce, burnout, and late-bloomer success.Jeff shares stories from early days in Anaheim clubs, cruise ship gigs at 18, Nashville's legendary 12th & Porter era, and playing with artists like Phil Vassar, Thomas Rhett, Steel Magnolia, Tom Kiefer, and more. He also breaks down hybrid drumming on massive pop tours, practical tuning approaches, remote session workflows, and why drum techs are part mechanic, part therapist.Timed highlights:00:00 The porta-potty on stage, bar hangs, and touring creature comforts06:20 Foreigner at the Ryman: Kelly Hanson's retirement and Luis stepping up to sing14:30 Meeting Jeff Brown: Anaheim roots, moving to Nashville in '93, and the 12th & Porter scene21:40 Dreaming in English: publishing deals, opening for Rush, Weezer, and Van Halen30:10 Studio work and Shrug Sound Studio: home recording since 2010 and mic choices36:45 Simple drum recording setups and the Yamaha EAD10 for social content44:00 Cruise ship gigs at 18: long sets, bad charts, and learning to memorize51:30 From player to drum tech: Tom Kiefer, Kevin Murphy, and landing the Taylor Swift Eras Tour1:02:00 High-pressure teching: triggers, MainStage, redundancy, and that one snare mistake1:11:20 Tuning philosophy: coated vs clear heads, tom intervals, and consistency on tour1:19:00 Influences: Rush, Stewart Copeland, Herb Alexander, Jimmy Chamberlin1:27:10 Making people feel it: driving the band, backbeats, and keeping songs fresh1:36:30 Drum tech as psychologist: honest feedback, compliment sandwiches, and road life1:45:00 Managers, rates, and word-of-mouth: the business of remote sessions and mixing1:54:00 Mixing, producing, and Andrew Scheps: falling in love with the mix process2:01:30 AI, samples, and the future of music work2:08:00 Writing with his dad, getting humbled, and grieving the “band” dream2:15:30 Late bloomers, ergonomics, posture, and playing pain-free into your 50s2:23:00 Social media, tech tips, and why documenting the studio process matters2:30:00 New goals: sync music, instrumental releases, Shrug snare samples, and upcoming toursLinks:The Rich Redmond Show:www.therichredmondshow.transistor.fmPodcast Filmed and Produced by:https://itsyourshow.coRich's intensive:https://drumtensive.comJeff Brown – drums, studio, and merch:https://jeffbrowndrums.comShrug Sound Studiohttps://shrugsoundstudio.com

https://teachhoops.com/ Title: What Should Your Basketball Team Be Doing Before Practice Even Starts? Subtitle: How the ten minutes before the whistle shape everything that follows Show Notes Most coaches think practice begins when they blow the whistle. It doesn't. The habits players build walking into the gym, grabbing a ball, and getting shots up set the tone for the entire session. In this episode we break down what a purposeful pre practice period looks like and why so many programs waste it. What we cover: The difference between players "warming up" and players preparing. One is filling time, the other is building something. Form shooting and ball handling stations that players can run without a coach standing over them. Give them a routine they own. Getting the body ready. Dynamic movement, hip and ankle work, and short activation pieces that cut down soft tissue issues over a long season. Using the time to teach. Pull one or two players aside for individual work while the rest of the group runs the routine. Over a season those small conversations add up. Setting expectations early. Arrival time, phones away, shoes tied, ball in hands. When the standard is clear, you stop policing it by December. Managers, film, and whiteboard setup so the transition into the first drill is instant. No dead time. How the pre practice routine changes from October to February, and what to keep constant no matter the point in the season. Coaching points to take with you: pick three things you want every player better at by March, and build the pre practice period around those three. Keep it short, keep it repeatable, and hold the standard every single day. Join the conversation and get more coaching resources at https://teachhoops.com/ What Should Your Basketball Team Be Doing Before Practice Even Starts? Learn more about your ad choices. Visit podcastchoices.com/adchoices

That pile of quick questions in your inbox at nine at night? It isn't a communication problem. It's a permission problem. Your team already knows the answers. Nobody told them they're allowed to say so out loud.In this episode you'll build one page that sorts every decision into three lanes: what your team handles alone, what they handle and tell you about, and the short list that's truly yours. You'll get the dollar line, the log that keeps you informed without being the gate, and the escalation rule that gets a real emergency to you fast!Topics discussed:Introduction (00:00)What a decision rights map actually is (01:16)Meet West: two weeks dark and 180 messages waiting (02:43)Lane one: handle it and I never need to hear about it (04:46)Why "use your judgment" backfires without a line in the sand (05:28)Lane two: handle it, then tell me (08:01)Being informed is not the same as being involved (08:58)Lane three: bring it to me first, and the nine days that nearly cost $1.2 million (11:19)The escalation rule and the emergency room test (14:11)Build your one page: one question, three lanes (18:02)Scott wrote the long version of this episode as a book. Grab Ascent, the story of how he stopped being the answer to every question in his own company: https://MePlusUltra.com/ascentSubscribe so you don't miss any episodes:Apple Podcasts: https://apple.co/3SN2fHnSpotify: https://open.spotify.com/show/74bfJL9J2fjevQEvi17ekUYouTube: https://www.youtube.com/@MePlusUltraNetwork/Connect with Me Plus Ultra:https://www.instagram.com/me_plus_ultra/https://www.facebook.com/MePlusUltra/https://www.facebook.com/groups/1011061052968028/https://x.com/Me_Plus_Ultra/Connect with Scott Joseph:https://www.linkedin.com/in/ScottJosephhttps://www.instagram.com/scotttjoseph/https://www.facebook.com/ScottTJoseph/https://x.com/ScottTJoseph1This episode was produced by Podcast Boutique https://www.podcastboutique.com

Leadership starts with YOU. Fresh from Week 1 of Trainers Training (our flagship program, running strong for 41 years), Dr. Matt James shares one powerful tip he couldn’t fit into a full training day: before you can lead others, you have to learn to lead yourself. The difference between a manager and a leader? Managers dictate policy and procedure. Leaders help people tap into something deeper — inspiring growth beyond any ceiling they thought they had. And that starts with how you talk to yourself, especially in the moments that test you (like showing up for that workout). Are you managing yourself… or leading yourself? Want to develop real leadership and communication skills? Join Dr. Matt James for the 4-Day NLP Practitioner Training. Register now: https://trainings.nlp.com #Leadership #NLP #PersonalDevelopment #TrainersTraining #DrMattJames #Empowerment Empowerment, Inc. is the leading authority on NLP, Huna, Mental and Emotional Release®, and Hypnosis. For more information, visit us at www.nlp.com or www.empowermentinc.com Music: “Reach for Success” by Scott Holmes https://scottholmesmusic.com/

L'intelligence artificielle façonne le futur du travail. Au-delà de la simple vitesse d'exécution, ce futur du travail requiert une intention claire. Bâtir le futur du travail exige un esprit critique.Dans cet épisode, Delphine Zanelli reçoit Barbara Sessa, Présidente, Directrice Générale de Mastercard France, et Chloé Beauvalet, Directrice Générale du groupe Outsourcia.L'arrivée des agents conversationnels déclenche une course frénétique à la productivité. Les entreprises veulent exécuter plus vite. Pourtant, déléguer une tâche à la machine revient souvent à lui déléguer notre raisonnement. Une question floue produit une réponse vide. L'urgence se déplace de la production pure vers la formulation du problème.Cette rupture redéfinit les repères de l'entreprise. La figure de l'expert technique s'efface. Le collectif a désormais besoin de profils capables d'adopter une approche maïeutique. Il devient impératif d'écouter, de questionner la pratique de leadership et d'orienter la machine. Le métier de manager évolue pour faire émerger la singularité humaine, celle que l'outil ne peut pas imiter.Ce bouleversement interroge directement la transmission. Si les missions simples d'exécution disparaissent, comment former les jeunes recrues à la pensée complexe ? L'intégration des juniors devient un casse-tête pour le management. Il faut d'urgence recréer des espaces d'apprentissage et repenser leur exposition aux réalités du terrain.Barbara Sessa et Chloé Beauvalet dirigent des secteurs massivement automatisés, du paiement mondial à la relation client externalisée. Leurs constats s'éloignent des prédictions théoriques pour s'ancrer dans l'opérationnel. Elles démontrent l'importance vitale de préserver la diversité humaine face à la standardisation technologique pour réussir la transformation du management.Cet épisode donne des éléments concrets pour redéfinir la valeur de ses équipes face aux outils technologiques, identifier les processus à automatiser et adapter l'accompagnement des profils juniors.CHAPITRAGE :(00:00) L'illusion de la productivité(09:29) La réalité de l'IA chez Outsourcia(14:05) Le manager face à la machine(19:14) Vers un manager explorateur et maïeuticien(22:06) La formation des juniors en question(29:41) La responsabilité des dirigeantes sur l'emploi(33:27) Anticiper les risques et cultiver l'esprit critique

What if the reason nobody applies has nothing to do with what you pay? In new research across the United States and Canada, concerns about physical safety ranked as the number one barrier to even considering a job in manufacturing. Pay came in fourth. Trevor assumed that was a perception problem, an old black-and-white picture nobody had bothered to correct. So he went looking for proof, and could not find any. The people closest to the industry name safety right alongside everybody else. What he found instead was a gap inside the plant. Employees named physical safety at forty percent. Managers, forty. Executives, thirty-three. The people who approve the capital are the least likely to name the barrier keeping people off the floor, and it is not because they do not care. An executive learns about the floor through a report and a recordable rate. An operator learns about it through their body. Same plant, two completely different pictures. Trevor tells the story of a hundred-person meeting where somebody raised a hand to say he could not get gloves, and what it took to find out why. Then three questions to take back to your plant. A practical look at manufacturing recruiting, the manufacturing labor shortage, and manufacturing team leadership for plant managers, operations leaders, and frontline supervisors.

"Run it like you own it" has become a common phrase in independent repair shops, but what does it actually mean? In this episode of Ratchet+Wrench Radio, Bill Snow of Rad Air in Strongsville, Ohio, unpacks why giving managers responsibility without authority, expectations without training, and accountability without clear boundaries often sets them up to fail. From promoting top technicians into leadership roles to teaching financial literacy and building effective SOPs, Snow shares practical strategies for developing confident managers who can truly lead. If you've ever handed someone the keys to the shop and hoped for the best, this conversation offers a better roadmap.

Most firms rely on managers to spot talented workers and to encourage them to move into bigger roles within the company. But managers are judged on how their own teams perform, giving them an incentive to hold on to their best people. In a paper in the American Economic Review, economist Ingrid Haegele provides the first empirical evidence that talent hoarding is prevalent and costly. Drawing on personnel records and surveys from a large European manufacturer with more than 200,000 employees, she finds that 75 percent of managers acknowledge hoarding. She says that the workers held back are disproportionately high-performing, with the effect falling hardest on women. Haegele recently spoke with Tyler Smith about how she measured talent hoarding, what it costs workers, and what firms might do about it.

Most business owners are asking how AI can save them time. Chick-fil-A Operator Jon Harmeling is asking a different question: What are you going to do with the time AI gives back to you?   In this episode of Franchise Secrets, Erik Van Horn sits down with Jon Harmeling to discuss how he's using AI to automate repetitive administrative work while focusing on something much bigger than efficiency: leadership.   Jon explains how he uses AI to better understand and invest in his 88 team members, identify employees who may be overlooked, keep track of individual goals, and free himself from repetitive tasks so he can spend more time developing people.   They also dive into Chick-fil-A's unique Operator model, servant leadership, building a business that doesn't depend on the owner, experimenting with AI for employee scheduling, Claude Co-Work, and why business leaders need to start taking AI seriously.   Jon's central message is simple: Managers focus on tasks. Leaders focus on people. AI can help get the tasks done—but what you do with the time it gives back may be far more important.   TIMESTAMPS 00:00 Building a business that doesn't need you 04:01 The Chick-fil-A visit that changed Jon's life 09:02 How the Chick-fil-A Operator model actually works 13:20 Servant leadership and building the right culture 18:23 Working on the business vs. working in it 22:30 Can a Chick-fil-A Operator take a vacation? 26:56 How Jon is using AI in his business 28:46 Managers focus on tasks. Leaders focus on people. 32:21 Using AI for efficiency vs. significance 42:45 Preparing the next generation for AI   Connect with Erik Van Horn:

Episode 460: Welcome back from a weekend of baseball! Jared, Tyler, Dallas, and Jay Hay talk about every single weekend series that happened, catching you up on the latest you need to know around the league. After talking about Dallas's commute to work and concerts, the guys get into the mess the Houston Astros are becoming. Owner Jim Crane has fired GM Dana Brown, and Manager Joe Espada is not expected to return next season. Are these sweeping changes actually going to be substantive, or are they just hiding who the true puppet masters are in H-Town? We turn from manager firings to the news that former All-Star slugger Giancarlo Stanton is done for the season, with more injuries plaguing the aging superstar. The crew speculates whether this is indeed the end of Stanton's MLB career, as well as talking about Shohei Ohtani returning to the mound soon. 00:00:00 - Who Greets Dallas at the Gates of Fire 00:04:26 - Concerts & Scooters 00:12:01 - The Drive-Thru Coming Soon? 00:15:38 - Weekend Series Recaps | Phillies vs. Cardinals 00:20:59 - Dodgers vs. Pirates 00:24:04 - Red Sox vs. Giants 00:26:43 - Yankees vs. Blue Jays 00:27:39 - Brewers vs. Braves 00:29:09 - Rangers vs. Angels 00:30:47 - Padres vs. Twins 00:32:44 - Cubs vs. Mariners 00:34:40 - Royals vs. Tigers 00:38:46 - Rays vs. Orioles 00:41:18 - Marlins vs. Nationals 00:42:37 - Guardians vs. Rockies 00:44:28 - Diamondbacks vs. Reds 00:47:59 - Astros vs. A's 00:55:47 - Astros Starting to Clean House 01:06:39 - Managers on the Chopping Block According to Kalshi Users 01:12:02 - Giancarlo Stanton Out for the Season 01:22:28 - Shohei Ohtani Returning to Pitch Soon 01:25:48 - All-Time Draft Poll Happening Right Now | JTN Tuesday! 01:32:52 - Award-Winning Nugs 01:37:14 - Final Thoughts | Book Club This Week! Buy A Ticket For Section 10 Night! September 8th, Fenway Park, Be There. https://redsox.com/section10 NEW BID MERCH IS HERE: https://www.baseballisdead.com Trade $20 Get $20 - https://app.kalshi.com/1r91/BID Sign Up For Our Patreon for more Baseball Is Dead Content! https://www.patreon.com/cw/BaseballisDead Don't sleep on @ultrapouches. New customers get 15% Off with code BID at takeultra.com! #UltraPouches #ad Learn more about your ad choices. Visit megaphone.fm/adchoices

Elad Sherf is a Professor of Organizational Behavior at the University of North Carolina. His research examines workplace fairness and feedback seeking. He also studies why managers resist feedback, including why they avoid asking for input or ignore input when it is offered. His research has been published in leading management and psychology journals, and he also serves as an associate editor of Organizational Behavior and Human Decision Processes. Before earning his PhD, Elad served for four years in the Israeli Air Force and practiced law in Israel for three years. He received his PhD in organizational behavior from the University of Maryland, his MBA from the AGSM MBA Program at the University of South Wales in Australia, and his LLB, BA, and LLM from Reichman University in Israel. In this episode we discuss the following: Elad's research highlights an interesting dilemma: When we feel uncertain, we often ask for feedback. But when we feel confident, we assume we do not need it, when the feedback could have helped us. Confidence should not always be a signal to move forward without input. Sometimes confidence should be the trigger to pause and ask, “What am I missing? What can't I see? How might someone else view this differently?” We often underestimate the value of other people's perspectives. And sometimes one small comment can help us adapt and treat someone more fairly, especially on the margin. Managers often assume they understand what employees need or how employees are experiencing a situation. But feedback helps us move from default assumptions to better, more context-specific decisions. The next time we feel certain is the exact moment we may want to ask one more question. 

James Allcott is joined by Josh Williams (@DistanceCovered), Kim Kothari, Ollie Thomas (@TalkCPFC), and Meron (@CoachMeron) to dissect gameweek one and what the new managers in the Premier League had to offer. YouTube Links: https://youtube.com/@distancecovered https://m.youtube.com/@agameoftwohalveschannel https://youtube.com/@the_nearlymen Host: James Allcott Guests: Josh Williams, Kim Kothari, Ollie Thomas, Coach Meron Producer: Cai Jones Editor: Finn McSkimming Additional Production: Patris Gordon Learn more about your ad choices. Visit podcastchoices.com/adchoices

Great service managers don't simply survive the month—they build stronger teams, improve the customer experience and create consistently profitable service departments. In this episode of Service Drive Revolution, automotive fixed operations expert Chris Collins reveals five overlooked habits that separate great dealership service managers from average ones. Great service managers: 1. Reject the status quo and continually improve their processes. 2. Know their numbers and understand how to change them. 3. Become "people collectors" who constantly recruit, develop and retain talented employees. 4. Make the customer experience easy, trustworthy and worth returning for. 5. Find coaches and mentors who challenge them to keep learning. Chris explains why dealership service departments are closed-loop systems, how tribal knowledge keeps managers trapped in outdated processes and why exceptional performance can actually make a manager's job easier—not harder. The conversation also examines service department profitability, net-to-gross, unproductive wages, CSI, NPS, technician recruiting, service advisor performance and customer retention. You'll learn why sales scripts and objection handling cannot replace customer trust, why technology such as video multipoint inspections cannot fix a broken process and why successful service managers are always recruiting. Chris also discusses former CIA intelligence officer Andrew Bustamante and his book Outsmart Everyone: Spy Skills to Gain an Unfair Advantage in Work and Life. The team explores charisma, vulnerability, intentional leadership, parenting and the ability to make genuine connections with people. This episode is for: Dealer principals General managers Fixed operations directors Service managers Parts managers Service advisors Automotive technicians Dealership and repair-shop leaders. If you want a healthier, more profitable automotive service operation, this episode provides a practical leadership framework you can immediately apply.

TOPICS: Continuing our discussion of scam trademark and copyright emails; EllieGoulding sues her former managers; our guest this week is indie singer-songwriter PrimaApollinaare. Her new EP “23” is available now, and you can follow her on Instagram@themusiconmymind.Rate/review/subscribe to the Break the Business Podcast on iTunes, SoundCloud, Stitcher, and Google Play. Follow Ryan @ryankair and the Break the Business Podcast @thebtbpodcast. Like Break the Business on Facebook and tell a friend about the show. Visit www.ryankairalla.com to find out more about Ryan's entertainment, education, and business projects.” Hosted on Acast. See acast.com/privacy for more information.

BONUS: When Burnout Looks Like Productivity—The Hidden Risk to Your Team's Innovation Capacity In this BONUS episode, Alison Campbell shares the research that reframes burnout as a measurable threat to a team's ability to innovate. We learn why your most productive people may be your biggest innovation risk, how to spot capacity draining out of a team before the output drops, and where Scrum Masters have the leverage to protect the one thing that keeps teams building: the space to think. From the ER to the Research "I kept normalizing the stress, the exhaustion, eventually the stomach aches as, well, this is just the price of entry. This is part of being a busy, full-time executive and working mom."   Alison spent nearly twenty years in corporate roles—moving from finance to e-commerce to HR tech, with analytics as the through line and a love for the building phase inside companies. The pandemic was the turning point. With two young kids at home and a global team to hold together, she pushed through eighteen months of warning signs she had normalized, until severe stomach pain landed her in the emergency room needing surgery. That was the stop moment. What started as private shame—the feeling that she alone had failed while everyone else "had it all figured out"—became a research question the moment she started talking about it and heard the same story mirrored back from colleague after colleague. This wasn't one exhausted mom at a hard moment. It was a design and systems problem worth studying. When Burnout Looks Like Productivity "Even when that innovative work behavior was high, when burnout was high, that segment of our sample had the lowest innovation capacity of the entire group we surveyed."   The counterintuitive finding at the center of the research: activity, busyness, and visible output stayed high even when burnout was high. Burnout doesn't always look like withdrawal, disengagement, or someone who has already collapsed. Often it looks like the person still shipping, still moving fast, still showing up to every meeting—while the deeper capacity underneath quietly erodes. Alison's study measured this through two separate constructs, and the gap between them is the whole point:   Innovative work behaviors — the visible signs of innovation: coming to meetings, generating creative ideas, being present and active. Innovation capacity — the cognitive and strategic bandwidth to hold complexity, make hard decisions, collaborate well over time, and translate ideas into durable, long-term company value.   The people scoring high on visible activity while burned out were exactly the people whose capacity to do the deep work had already dropped the lowest. What Innovation Capacity Actually Is "Not just, am I coming to the meetings, am I visibly showing up—but do I have the ability to translate these ideas into durable, long-term company value?"   This isn't only about product features or new products. Innovation capacity shows up in every layer of the work: the micro decisions, the macro strategy, the processes, the willingness to try a new tool or approach at all. Innovation capacity is present when people have the mental space to be curious, to ask questions, to explore, to want to play with something new. When that space disappears—when the answer to every new idea is "we don't want to hear no, we don't want to hear that there's a problem"—the work turns tactical and reactive. People narrow their thinking and just chip away. That's the moment you stop getting the best from your team, even though they look every bit as busy as before. The Signals to Watch For "Can I name what is blocking progress? Do I feel safe enough to say, this is what's at risk? Or is this a culture where we don't talk about what's not going according to plan, and we just keep our heads down and keep going?"   The conditions most strongly correlated with high burnout and low innovation capacity clustered around a few themes: uncertainty—especially about the role of AI in someone's work—unclear meeting outcomes where a lot of meetings produce little clarity on the next action, and a general cluster of fear and ambiguity. The fix isn't to make everything finite and remove all agility—that's the wrong message in a genuinely uncertain world. It's to provide bounds. Communicate clearly about what you do know and why, so teams can operate confidently even through an uncertain pivot. For Scrum Masters, this maps directly onto AI adoption conversations: when curiosity turns into anger, frustration, or blanket anti-AI resistance, that's a signal worth investigating. Get at the why—both by taking a genuine pulse on the team, and by making sure the team understands the bigger-picture why the whole company is driving toward. As Alison put it, strip it all down and you land on good communication and psychological safety: the conditions where people can name what's blocking them and still do their best work. Fragmented Work and the Myth of the Finished List "It's about baking in periods of rest and reset, and being comfortable with this notion that the list is quite literally never going to be done."   Fragmented work—context switching, too many things in flight, the sprawl of tools and issue trackers—came up as a real innovation-capacity killer, and it's something agile teams can actually measure. The study asked about context switching, interruptions, and how many channels people move between; a deeper follow-up study is now underway focused specifically on AI-driven uncertainty and tool-switching. Alison's guidance isn't "do less and stop switching," because that reality isn't going away. It's to design rhythm into the work: periods of sprint followed by a deliberate pull-back—reflective work, postmortems, space to talk about what didn't go to plan. She didn't put a number on the right ratio of recovery to sprint; it's contextual to the industry, the stage of the business, the size of the team. The leadership move is to look at the actual rhythm of the business, and to proactively plan and openly name the recovery after a big push—instead of treating "recovery" like a bad word. Why Managers Are at Higher Risk "Managers were 1.7 times more likely to experience high burnout—and about three times more likely to say, yes, I delay complex problems or hard decisions."   When the data was split between managers and individual contributors, the extra management layer showed up as a measurable source of additional pressure. Managers reported high burnout at 1.7 times the rate of individual contributors, and were roughly three times as likely to strongly agree with the statement "I delay complex problems or hard decisions"—a direct marker of eroded innovation capacity. There's more to unpack there, and a second paper is coming in September that adds caregiving as a third dimension, building toward a "responsibility index" that looks at how obligations outside of work—an aging or sick family member, for example—compound the burnout picture. For a Scrum Master, the takeaway is that the pressures draining a team's capacity are often invisible from the outside, and they land hardest on the people carrying the most responsibility. One Thing to Start Tomorrow "Not another meeting—but a reflective question first. Rate your energy, rate your stress, and look at where your time actually got spent versus the goals you had."   Alison's concrete recommendation for anyone who suspects something is off: start a weekly check-in. First an individual reflection—rate your energy and stress for the week, and compare where your time actually went against the goals you set. Then bring that same question into a Friday stand-up or retrospective and ask the team to weigh in: what was the team's stress and energy, and were there major constraints nobody saw coming? The first few weeks people may be hesitant to answer honestly. But keep the practice going week over week, and you build a real data set on how the team is actually feeling—and start surfacing the systemic blockers getting in the way of good work.   About Alison Campbell   Alison Campbell is the founder and CEO of unBurnt® and Executive in Residence at Bentley University's Center for Health and Business. Her 2026 research — "When Burnout Looks Like Productivity: The New Risk to Innovation Capacity" — surveyed 544 professionals across 17 industries and reframes burnout as a measurable threat to an organization's capacity to innovate. unBurnt® · Research · LinkedIn   You can link with Alison Campbell on LinkedIn and read her research at getunburnt.com.  

The Wall Street Journal has a new article out titled “The Hidden Debt That Apple Owes to the CIA,” subtitled “Without CIA funding that helped keep NeXT afloat in the '80s, Steve Jobs might not have made a triumphant return to Apple — and the iPhone might not have its foundational operating code.” All the top tech giants have deep ties to the CIA. Apple, Google, Microsoft, Amazon. Facebook and Instagram are overseen by “former” CIA operatives. Our whole civilization is run by an alliance of oligarchs and empire managers. Reading by Tim Foley.

Le désengagement face à la fonction d'encadrement s'accentue. Les jeunes professionnels refusent les postes à responsabilités, tandis que ceux qui les occupent peinent à trouver du sens à leur quotidien. Le métier de manager traverse une crise d'attractivité sans précédent.Dans cet épisode, Delphine Zanelli reçoit Samuel Durand, explorateur des mutations du travail et réalisateur du documentaire Management, Work It Out.Le postulat du film s'articule autour d'une interrogation centrale : "Why do good people become bad bosses ?" (Pourquoi des gens bien deviennent-ils de mauvais managers ?). La réponse déplace le regard de l'individu vers l'organisation. Le système de promotion actuel repose souvent sur la loi de Peter. Les collaborateurs se retrouvent propulsés à des fonctions d'encadrement sur la base de leur seule expertise technique. Ce rôle s'exerce fréquemment par défaut, sans accompagnement, sans outils et sans clarification des attentes réelles. Les défaillances de la pratique managériale découlent de ce manque structurel de préparation, où l'intention d'accompagner une équipe n'est jamais questionnée au préalable.Pour redonner de l'impact au rôle d'encadrant, le documentaire identifie trois axes de transformation du management. La connaissance de soi constitue le point de départ indispensable à la régulation des relations professionnelles. La présence sur le terrain représente la seconde exigence, car la confiance et la reconnaissance s'y construisent, loin des salles de réunion. Enfin, le droit à l'erreur doit être redéfini. Inspiré par les secours en haute montagne, ce principe consiste à confier une tâche un cran au-dessus du niveau de compétence de l'individu pour assurer son développement, tout en conservant un cadre sécurisant.L'épisode dévoile la puissance de la subsidiarité à travers l'exemple de Michelin. L'entreprise utilise le témoignage d'un de ses anciens ouvriers pour confronter ses encadrants aux conséquences réelles de leur comportement. Cette remise en question s'accompagne d'une devise affichée dans les ateliers : "Le chef s'occupe de nous, nous on s'occupe du reste." Cette organisation pousse la délégation à son maximum. Le système fonctionne au point que certaines usines opèrent la nuit et le week-end en totale autonomie, sans aucune supervision hiérarchique sur place. L'engagement des collaborateurs s'y nourrit d'une répartition claire des responsabilités.Cet épisode donne des éléments concrets pour repenser l'évolution interne, sortir de la promotion par défaut et appliquer le principe de subsidiarité au sein d'une organisation industrielle.CHAPITRAGE :(00:00) Les questions soulevées par le nouveau documentaire (04:06) Loi de Peter et promotion par défaut (08:38) Le désengagement face aux postes d'encadrement (13:50) Le témoignage de Jean-Michel chez Michelin (17:45) Connaissance de soi et présence sur le terrain (18:52) Redéfinir l'apprentissage par le droit à l'erreur (25:05) L'autonomie totale et l'usine sans supervision (33:17) Le rôle de l'argent et de la reconnaissance

Questions on this week's episode of Ask Me Anything #22How should a new comic in 2026 be thinking about building stage time, clubs, festivals, podcast or something else entirely?How long do you have to pound the pavement as a comic before you start making it?What's a fair deal structure today between comics and managers, and where do you see comics get taken advantage of?How do you level up from a self-built regional comedy career without just being told to "do more content" or "network more"?How do you protect creative momentum when life gets busy and full of other important things?When you read a comedy script or watch a comedy movie, what matters more to you: the jokes or the overall story and characters?In such a competitive industry, how can an editor stand out for a better chance of getting hired for a job?

Send us Fan MailIn this episode, our stack of books is tied together with the common theme of being on the lighter side. These are the books you read when you want things to work out and some light entertainment. We loved these ones and we know you will too!Featured Books:Keeper of Enchanted Rooms by Charlie N. Holmberg (LH)Murder Mindfully by Karsten Dusse (LH)A Murder at Marylebone by Emily Sullivan (LP)The Very Secret Society of Irregular Witches by Sangu Mandanna (LP)Books Mentioned in This Episode:A Witch's Guide to Magical Innkeeping by Sangu MandannaA Death On Corfu by Emily SullivanMy Inner Child Wants to Murder Mindfully by Karsten DusseHeir of Uncertain Magic by Charlie N. HolmbergThe Shattered King by Charlie N. HolmbergAdditional Books That Go Along with Our Stack:Maisie Dobbs by Jaqueline WinspearTress of the Emerald Sea by Brandon SandersonThe Dead Romantics by Ashley PostonRemarkably Bright Creatures by Shelby Van PeltQuote from Murder Mindfully:“Everyone is ruled by the same clock; we only differ in how we want to use the time we get. The more you want to get done in any period of time, the more stress you feel. This is called multitasking. Consider what is most important to you and first do only that. This is called single-tasking. Once you are done with that first task, move on to the next important one. You will find that even before you finish, you will no longer feel any pressure - and be left with time to spare.” - Joschka Beritner, Mindfulness for Managers.Ways to contact us:Join us on Patreon for extra content: https://www.patreon.com/c/BookBumblePodcastFollow us on Instagram - @thebookbumbleFacebook:  Book BumbleOur website:  https://thebookbumble.buzzsprout.comEmail:  bookbumblepodcast@gmail.comSupport the showIf you like our podcast please help us: Rate and review us, subscribe, follow us on Insta, and join our Team Patreon!  It won't be the same without you!

Many organisations say they need better leadership, but what they often have is a collection of very busy managers. Managers are expected to control costs, meet deadlines, maintain quality, solve problems and keep increasingly complex processes moving. Then, without providing much leadership training, companies complain that these same people are not developing their staff, communicating the strategy or inspiring stronger performance. Management and leadership overlap, but they are not the same job. Organisations need people who can manage the processes, interpret the strategy and develop the people. What is the difference between a manager and a leader? Managers make sure the work gets done correctly, while leaders make sure people understand where the organisation is going and want to contribute to getting it there. Managers naturally concentrate on processes, budgets, deadlines and quality. Modern work involves multiple interconnected tasks, so one late or poorly completed piece can disrupt an entire project. Someone must watch the details and make sure everything stays in tandem. Leadership adds two major responsibilities: setting or interpreting the strategy and developing the people. Senior executives may determine the broad corporate strategy, but leaders further down the organisation must translate that strategy into meaningful action for their own division, department or team. The problem is that companies often promote good technical performers into management and assume leadership will somehow appear automatically. Do now: Clearly define which parts of a role involve managing processes and which parts require leading people. Why do good managers sometimes struggle to become leaders? Good managers often struggle with leadership because the abilities that earned them promotion are not necessarily the abilities they need after promotion. A technically strong employee may be promoted because of expertise, reliability and attention to detail. These are valuable qualities, particularly in Japan's no-defect work culture, where managers are expected to prevent errors and avoid surprises. However, leadership requires a different set of behaviours. Leaders must communicate direction, coach individuals, handle difficult conversations, build confidence and persuade people to support objectives beyond their own immediate responsibilities. Too many companies provide little formal training, limited onboarding and almost no meaningful on-the-job coaching before expecting newly promoted managers to lead effectively. This became even more obvious during the pandemic, when remote work reduced opportunities to observe experienced leaders and learn informally. Promotion changes the title immediately. It does not automatically change the person's capabilities. Do now: Provide leadership training before or immediately after promotion rather than waiting for the new leader to struggle. How should leaders connect corporate strategy with daily work? Leaders must translate broad corporate strategy into practical priorities that employees can understand, remember and act upon. Vision, Mission and Values statements are often beautifully framed and placed behind glass. Unfortunately, many become corporate dust catchers. Nobody remembers them, nobody discusses them and certainly nobody lives them. The leader's job is to make those ideas real. Employees need to understand how the organisation's strategy connects with their daily responsibilities, customer interactions and decisions. They also need to know what the strategy means for their particular team. This requires repetition. It is not enough to mention the strategy at an annual meeting and assume everyone is now aligned. At Dale Carnegie Tokyo Training, we begin each morning with what we call the "Daily Dale". We review our Vision, Mission and Values, together with one Dale Carnegie human relations or stress management principle. Repetition helps the team remember the ideas so they can actually live them. Do now: Turn strategic language into short, repeated conversations about what employees should do differently today. How did Ritz-Carlton make its service principles part of the culture? Ritz-Carlton made its service principles operational by discussing them constantly rather than leaving them in a manual. I once attended a presentation in Osaka by Ricco De Blanc, who helped open the Ritz-Carlton hotels in Osaka and Tokyo. He explained the organisation's customer service principles and how they were embedded into daily operations. I was so impressed that I later invited him to speak to my colleagues at Shinsei Retail Bank. I also convinced my boss to send me to the Ritz-Carlton training centre in Washington, D.C. When I returned, I adapted what I had learned and created customer service principles for our retail banking business. The secret sauce was consistency. At Ritz-Carlton locations around the world, each shift began by reviewing the same service principle for that day. The principles were not treated as decorative statements. They became a shared language for behaviour and decision-making. Do now: Choose one cultural principle each day and ask the team how it applies to their customers and current work. Why is employee coaching disappearing from the workplace? Employee coaching is disappearing because managers are overloaded with operational work and mistake giving instructions for developing people. Technology was supposed to make work easier, but in many cases it has simply increased the quantity and speed of work. Managers now spend their days moving between email, online meetings, reporting systems, deadlines and urgent requests. One of the casualties is coaching. Look closely at the calendars of many people in leadership positions and remove the meetings where they are simply giving commands, checking progress or correcting errors. The remaining time devoted to genuine coaching may be measured in nanoseconds. Remote and hybrid work add another complication. Managers have fewer informal opportunities to notice changes in performance, attitude or confidence. Coaching must therefore become intentional rather than accidental. Real coaching means asking questions, listening, helping people think and encouraging them to take greater ownership. It cannot be reduced to telling employees what to do more loudly or more frequently. Do now: Schedule regular coaching conversations that are separate from progress checks and performance instructions. Can leaders really motivate their employees? Leaders cannot directly motivate other people, but they can create an environment in which people are more likely to motivate themselves. The phrase "motivating others" is slightly misleading. We cannot reach inside another person and install motivation. People are motivated by different combinations of achievement, recognition, responsibility, security, growth, purpose and belonging. The leader's responsibility is to discover what matters to each person and communicate accordingly. That takes time, curiosity and excellent interpersonal skills. Leaders must also help employees see the connection between organisational objectives and their own goals. When employees understand why the work matters, how they contribute and how they can grow, they are more likely to take ownership. This is particularly important in Japan's increasingly competitive talent market. Employees may tolerate a weak manager for a while, but talented people have more reason than ever to seek an environment where they feel respected, developed and valued. Do now: Ask employees what kind of work, responsibility and recognition brings out their best performance. What should companies expect from their middle leaders? Middle leaders must manage the processes, interpret the strategy and build the people at the same time. Process management remains essential. Deadlines, costs and quality do not disappear simply because someone has adopted a leadership mindset. However, operational control alone is not enough. The middle leader must connect senior management's direction with frontline execution. This means explaining the strategy, gaining commitment, adjusting priorities and helping employees build the capabilities required to deliver. Companies also need to give middle leaders enough time, authority and training to perform these responsibilities. It is unreasonable to overload managers with administrative work and then criticise them for failing to coach their teams. The organisations that develop capable middle leaders will be better positioned to retain talent, implement strategy and adapt to change. Their competitors may have equally good products and systems, but stronger leadership will eventually create a major performance difference. Do now: Assess middle leaders on people development and strategic alignment, not only on budgets, deadlines and error rates. Conclusion Companies do not need to choose between management and leadership. They need both. Managers keep the machinery operating. Leaders make sure the machinery is heading in the right direction and that the people operating it are growing, contributing and committed. The problem begins when organisations assume that management experience automatically produces leadership ability. It does not. Leadership requires deliberate development, repeated practice, coaching and organisational support. Your managers may already be extremely busy controlling processes, budgets and quality. The question is whether you are also helping them become the leaders your people and your strategy require. In the long term, talented employees will not simply leave companies. They will leave middle managers and stay with middle leaders. There is a world of difference between the two. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, together with Japan Leadership Mastery and How to Stop Wasting Money on Training. His Japanese-language books include Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes regular business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

There are things being said on dealership sales floors every single day that we need to retire. "What offers have you received?" "Who else are you shopping?" "What do I need to do to earn your business today?" "We're not going to lose your business over $200." As a trainer and coach, I understand where these responses came from. Many of us were taught them. But buyers changed. Today's customer has information, choices, pricing, reviews, trade values and multiple dealerships sitting in the palm of their hand. And every sentence we use either makes that customer feel helped or handled. In this episode of Dealer Talk with Jen Suzuki, I'm challenging the way we think about some of the most common "objections" in automotive sales: "I just want your best price." "What's my trade worth?" "I don't want to come in." Because I don't think these are objections at all. They're buying moments. The customer isn't necessarily fighting you. They're trying to reduce uncertainty, understand their options and feel confident enough to take another step. I'm breaking down the simple approach I coach in dealerships: Positive → Value → Next Step. Start by embracing what the customer wants. Add something that genuinely helps them. Then lead them toward a logical next step. No boxing match. No clever comeback. No trying to prove the customer wrong. Throw value, not punches. Managers, this is an episode I'd absolutely use in a sales meeting. Put your team's current responses on the board and ask one question: Does this make the customer feel helped or handled? Then rebuild the conversation together. Because dealerships have spent years teaching salespeople to master the comeback. I think it's time we master the conversation. Check out our sponsors! LotLinx.com is a VIN Management Platform that enables precision automotive retailing via /AI/ technologies that improves dealership profitability. Matador.ai, AI That Fully Automates Sales & Service Conversations For Dealerships.ZukiTalk.com helps service advisors by making clear, consistent MPI calls that educate customers and increase approvals. Dealer Talk with Jen Suzuki Podcast |  https://apple.co/38lmHM1  https://spoti.fi/3uQ2nd1 | Jennifer@edealersolution.com | 954-873-8029 | edealersolutions.com | Meet me! bit.ly/3J7011t  |  Loyalty-Based Selling Strategies on CBT News | https://bit.ly/3JlcXAx

I've listened to thousands of dealership phone calls, and there's one moment I hear over and over: "Do you have the vehicle?" "Yes." "Great. When can you come in?" And then we wonder why the customer doesn't show. As a trainer and sales coach, you must have great questions, the right questions. They must uncover important aspects to gettng appointments that show. In this episode of Dealer Talk with Jen Suzuki, I'm breaking down how I coach salespeople to stop collecting information and start collecting reasons for the appointment. The customer hasn't driven the vehicle yet? That's a reason. They're comparing two models? Reason. They have a trade? Reason. They've never owned your brand? Reason. They're unsure about financing, features, space, lifestyle fit, or what's actually right for them? Those aren't objections to overcome. They're opportunities to help. You'll learn why curiosity beats scripts, how to weigh one question against another, how to uncover the customer's real situation without making the conversation feel like an interrogation, and how to stack enough value that the appointment becomes the customer's logical next step, not your sales pitch. Managers, this is a great episode to use with your team. Listen together, pause it, role-play the questions, and challenge your people to identify the reason behind the appointment before they're allowed to ask for one. I make my training accessible because I genuinely love watching dealership people get better, gain confidence, make progress, and WIN in their roles. And I'm grateful to the sponsors who help make Dealer Talk with Jen Suzuki and this education possible: LotLinx, Matador, and ZukiTalk. Check out our sponsors! LotLinx.com is a VIN Management Platform that enables precision automotive retailing via /AI/ technologies that improves dealership profitability. Matador.ai, AI That Fully Automates Sales & Service Conversations For Dealerships.ZukiTalk.com helps service advisors by making clear, consistent MPI calls that educate customers and increase approvals. Dealer Talk with Jen Suzuki Podcast |  https://apple.co/38lmHM1  https://spoti.fi/3uQ2nd1 | Jennifer@edealersolution.com | 954-873-8029 | edealersolutions.com | Meet me! bit.ly/3J7011t  |  Loyalty-Based Selling Strategies on CBT News | https://bit.ly/3JlcXAx

Julie Thiel, Founder of TTS Company, was interviewed by Doug Green, Publisher of TR Publications, in a podcast recorded August 11, 2026, about why traditional leadership training often fails to create lasting change—and how companies can give managers practical help when real-world leadership challenges arise. “Training as an event is not effective. It's just not effective. It doesn't work,” Thiel says, pointing out that leaders often leave a conference or training session energized, only to fall back into old habits once they return to the pressures of daily work. Thiel argues that leadership happens “one conversation at a time.” Managers may need to address an employee performance problem, mediate a conflict, discuss a promotion, coach a talented employee or manage their own emotional reaction—all while dealing with customers, deadlines and other pressures. The challenge is especially significant for growing technology companies, where strong technical employees are often promoted into management roles and suddenly expected to have advanced skills in coaching, feedback, conflict resolution, recognition and communication. Thiel discusses The Vault, TTS Company's leadership development community designed to move beyond one-time training. Available on desktop and as an app, The Vault provides short weekly leadership challenges, practical resources and ongoing coaching designed to help managers develop new habits and find guidance when they actually need it. Rather than waiting for the next conference or searching through an old training binder, a manager preparing for an interview, difficult conversation or coaching session can access relevant resources immediately. The conversation also explores TTS Company's broader fractional HR model. The company works with growing businesses that need ongoing HR expertise but may not require a full internal HR department, helping with employee issues, manager coaching, HR best practices, acquisitions and the added complexity that comes with growth. Learn more about TTS Company and The Vault at thettscompany.com.

This episode of Leadership Launchpad celebrates a milestone: surpassing the 200th episode mark.The conversation features a recap of top insights and leadership lessons from previous standout guests, including Steph Bertmer (Pinterest), Megan Galloway (EverLeader), Matt Kuda (Voyager Technologies), Holly Betke (StockX), General John Teichert (Edwards Air Force Base), Jesse Kleekamp (K2 Space), Brian Manning (ZonaSpace), Ian Marrone (Apex), Paul Cotillion (Applied Atomics), and Casey Hanrahan (Terraform Industries).Key topics include leading through change, the importance of transparency, building influence, the challenges of management, hiring rigor, coaching conversations, and embracing autonomy as a leader.Important Timestamps00:00: Introduction and episode milestone02:02: Lessons from Steph Bertmer on leading through change and communicating with teams04:02: Megan Galloway on centers of influence in organizational change05:50: Matt Kuda's analogy on pushing limits and accepting mistakes in leadership08:45: Holly Betke on getting buy-in and identifying team misalignment10:45: General John Teichert on fostering innovation and closing the feedback loop12:29: Jesse Kleekamp's approach to rigorous hiring at K2 Space14:17: Brian Manning's advice on the transition from engineer to people manager15:36: Ian Marrone's introduction to the GROW model for coaching conversations17:49: Paul Cotillion on transparency and financial reality in startups19:11: Casey Hanrahan on the core challenge of management and prioritizing team success21:57: Closing remarks and final thoughts on the new book

On today's episode of The talkSPORT Daily.. PL Manager Mayhem!.. Yes it's the small matter of 9, yes NINE, new managers that will be taking charge of their respective teams for the 2026-27 Premier League Season. Hosts Angelina Kelly and Kevin Hatchard take you through all nine managers, their expectations for the season and where they think they will finish in the table.Photo Credit: Getty Images Hosted on Acast. See acast.com/privacy for more information.

durée : 00:31:11 - Entendez-vous l'éco ? - 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. Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Jeff is back and kicks off the show talking about the difference between "Leaders" and "Managers".

Today…we're taking away the title.We're taking away the authority.We're taking away the leadership uniform.And we're going to find out what's underneath it.So let's begin with an important distinction.Management is a job. Leadership is a capability.

Send us Fan MailRachel Wagner and Jacklyn Collier are going around the country to break down regional theatre seasons, looking at everything from ambitious programming choices and exciting revivals to new works and the most surprising picks.Joining the conversation is special guest Rina Saltzman, Secretary-Treasurer of ATPAM (Association of Theatrical Press Agents and Managers).Which regional theatre has the best 2026–2027 season? Let us know in the comments! Please note, this was recorded in June 2026. onstageblog.comfacebook.com/onstageblogtwitter.com/onstagebloginstagram.com/onstagebloghttps://www.youtube.com/@onstageblog8213

State Fair Food flavors announced and Blinded by the Item are in the first hour!The second hour, Dawn talks about what she is entering in the Bee and Honey Pastry competition at the Fair. During tea time, Bradley and Dawn talk about two stories from the same tabloid that are clickbait! Real life court cases from celebrities, and Household Food Managers.In the third hour, Bradly and Dawn talk to Nina Di Angelo about the Chanhassen Drag Brunch this Sunday. Bill Gate's daughter could be in trouble for fraud with her app, and Ejae from K-Pop Demon Hunters was intimidated by Leonardo DiCaprio. One star reviews and the five second rule ends the show! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

"This is the final Rock School show. We felt 1000 shows was a good number to end on since Tammy and I are retiring at the end of this year. Thank you to all who ran the show. You gave us an audience. For this final hour, we are looking at the top 10 moments from the almost 20 years of shows. Thanks again and goodbye. We sure did enjoy your company."

Ryan Englin, Founder of Core Matters, explains how frontline managers can use AI to eliminate busywork — drafting reminders, scripts, and performance reviews — so they focus on the human side of leading. He breaks down why generic AI produces "slop," why documented SOPs make it reliable, and why the professionals who learn the tool become more valuable, not replaceable. Learn more at https://corematters.com/

Shannon Drayer is joined by Mariners catcher Cal Raleigh and clubhouse managers Joe Van Vleck and Chris DeWitt to discuss what they do for the team everyday and to share some of their memories from working together. 

In this episode of the HVAC Know It All Podcast, host Gary McCreadie continues his conversation with Clayton Cassady, President, and Robert Laframboise, Vice President, Class A Operator at RC Mechanical Canada, about industrial ammonia refrigeration systems and the role of plant operators. They explain how ammonia plants work, common system pressures, direct and indirect refrigeration, operator training, control room duties, system redundancy, emergency response, and how proper operation helps keep products safe while supporting reliable plant performance. Gary, Clayton, and Robert discuss how industrial ammonia refrigeration plants operate and what it takes to keep them running safely. They explain direct and indirect refrigeration systems, common operating pressures, operator training, control room responsibilities, system redundancy, emergency response, and how proper plant operation helps protect refrigerated products and maintain reliable performance. Expect to Learn: How direct and indirect ammonia refrigeration systems are used in industrial facilities. What operators monitor in the control room to keep refrigeration systems running safely. How operator training prepares workers for plant operation, safety, and certification exams. Why redundancy and spare parts are important for protecting refrigerated products. How operators respond to power failures and other plant emergencies to keep systems operating.   Episode Highlights: [00:00] - Sponsor: Factory Direct Filters ad [00:42] - Intro to Clayton & Robert in Part 2 [01:58] - Direct vs indirect refrigeration systems [03:09] - Ammonia pressures: discharge 150-180 PSI, suction 30–35 PSI [03:48] - Secondary refrigerants used in hockey rinks & production [06:45] - Hockey rink economics: costs, declining ice time, dry-pad growth [08:02] - Operator training: 10-week program covering theory, safety & exams [13:00] - Redundancy: multiple compressors & spare parts [16:29] - Emergency shutdowns, power failures & system restarts [18:59] - How to contact RC Mechanical & upcoming textbook   This Episode is Kindly Sponsored by: Cintas: https://www.cintas.com/hvacknowitall Cool Air Products: https://www.coolairproducts.net/ Factory Direct Filters: https://www.factorydirectfilters.com/ SupplyHouse: https://www.supplyhouse.com/tm Use promo code HKIA5 to get 5% off your first order at Supplyhouse!   Follow the Guests Clayton Cassady and Robert Laframboise on: LinkedIn Profile - Clayton: https://www.linkedin.com/in/clayton-cassady-04a484205/   LinkedIn Profile - Robert: https://www.linkedin.com/in/robert-laframboise-805100204/   LinkedIn - RC Mechanical Canada: https://www.linkedin.com/company/rc-mechanical-canada/   Website - RC Mechanical Canada: https://www.rcmechanical.ca/    Follow the Host on: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  LinkedIn - HVAC Know It All Inc.: https://www.linkedin.com/company/hvac-know-it-all-inc Website: https://www.hvacknowitall.com Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/615679643061429/   Instagram: https://www.instagram.com/hvacknowitall1/  Follow the Podcast on:  YouTube: https://www.youtube.com/@HVACKnowItAll   Spotify: https://open.spotify.com/show/6LCBJGw0EHG03rdWHxUMce  Apple Podcast: https://podcasts.apple.com/us/podcast/hvac-know-it-all-podcast/id1359253455 

Live from Sunday night, we're wrapping up Week 1 of Seahawks training camp before tomorrow's Rams Know Your Rival episode drops. Tory Horton played six games on a broken tibia last year, got a rod put in his leg in February, and is already back making plays. The defense picked up a new nickname (or slogan?) and rocking new 'Manager of Violence' apparel. Word of Byron Murphy's camp performance has us thinking he's about to become an even bigger problem for the league, and we're not letting Madden's 26th ranking of our Super Bowl champion defense go unchallenged. Plus: the Devon Witherspoon contract watch continues, Elijah Arroyo is flashing in the passing game, and we've got thoughts on why analysts don't really understand the floor when it comes to the performance of the Seahawks new offensive coordinator.  Support the show Get in the Flock! Visit GetInTheFlock.com Or visit our website for other ways to support the show Subscribe via: Apple Podcasts | Spotify | Google Podcasts | YouTube | TuneIn | RSS Follow us on: Facebook | Twitter Listen on our free app for Android, iOS, Kindle or Windows Phone/PC Call or text: 253-235-9041 Find Sea Hawkers clubs around the world at SeaHawkers.org Music from the show by The 12 Train, download each track at ReverbNation