Coordinating the efforts of people
“Shut down APEC!”; “Managers come and go”; Previewing the 2024 strike videos; All about StrikeMap Today's labor history: End of the road for longest U.S. tire strike @DuesUnion @PodcastGreenRed @wpfwdc #1u #unions #LaborRadioPod @AFLCIO Proud founding member of the Labor Radio Podcast Network.
In the latest GSD Show episode, Mike Arce reveals a seemingly unlikely source for hiring stellar studio managers—drawing inspiration from how mobsters, despite challenges, found individuals with precision. Discover unconventional yet effective methods to locate top-tier talent, employing techniques from LinkedIn to Instagram, and even a good old-fashioned phone call. Uncover the Tony Soprano mindset to transform the seemingly daunting task of finding an A+ studio manager into a strategic and achievable endeavor. Ready to elevate your team? Tune in now!
TOPICS: Liga Week 13 Preview (top match: Vitoria SC x Sporting CP). Second Division Report (top match: FC Porto B x AVS). Portuguese Managers & Players Abroad Report. SC Braga, Benfica, FC Porto, Sporting CP, and other Liga stuff of interest. Roger Schmidt is on the hot seat.
Another wild, goal filled weekend graced our picture boxes and we are here for it. An incredible Sunday thrill ride for the title race proceedings left us dying for mid-week action. We decided to pod on Monday so we don't discuss those events here, but we will be sure to offer our insight on them in next week's episode... cliffhanger! Apart from the scores, the only massive change is the "maybe" sacking of Sheffield United's manager became an actuality. Despite being what feels like forever ago, this episode is a great refresher for the start of crazy season. Crack open a beer, (or beverage of your choice) and listen to Kelly forget our order of events, and Gordon compare Messi and Ronaldo to The Lion King.
Sweet Lou was never an apt nickname for Lou Piniella, whose fiery temper and aggressive play earned him respect and fear around the game after he joined the Yankees 50 years ago this week, and became an essential cog in their dynasty in the late '70s and early '80s. But Lou's career would stretch far beyond his time in pinstripes and lead him tantalizingly close to the Hall of Fame as one of the most highly regarded managers of the 1990s and 2000s. Mike and Bill look back at Lou's 50 years in pro ball after he fell just one vote short of the Hall of Fame this week. Plus, happy birthday to Bob Shawkey and Joe Collins!
Why exactly are certain managers being particularly prickly at the moment? How big a statement was Aston Villa's performance against Man City? Alan and Micah clash over whether they would want Declan Rice or Rodri in their side. Plus, the boys discuss the troubles at Nottingham Forest and whether Steve Cooper deserves more time in charge. Learn more about your ad choices. Visit podcastchoices.com/adchoices
In this episode we discuss... Wendy's creative reentry into corporate America Ensuring you're getting an equitable bump in pay with a promotion or job move Roni's very passionate feelings about working remote. Go to timestamp 30:42 for our tips for the top things a manager can do to make year-end reviews less painful, which I think Roni just got Wendy to lay out since it's her first year doing performance reviews as a new manager. Have any feedback for us? Email us at firstname.lastname@example.org. Thanks for listening! Checkout our other episode: 36. Slaying Your Year-End Performance Review https://open.spotify.com/episode/6chuVHG8pPGhxuiOqiiNKR?si=242468c3aaa84abc
Brett Queener is a partner at Bonfire Ventures, with a background extending to nearly every function as an operator at Salesforce, Smart Recruiters, and more. Brett is well-versed in the mechanics of early-stage companies and this conversation covers the death rate of startups, the point of board meetings, getting people to work outrageously hard for you, and more. Kelli and Nolan's segment this week (54:00-01:09:30) discusses Jack Dorsey's decision to eliminate PIPs and expands into a broader discussion of the right sized management layer, span of control, performance review systems and how businesses can change their approach towards feedback and evaluations HR Heretics is part of the Turpentine podcast network. Learn more: www.turpentine.co -- SPONSORS: Metaview | Continuum | Lattice ✅ Metaview is the AI assistant for interviewing. Metaview completely removes the need for recruiters and hiring managers to take notes during interviews—because their AI is designed to take world-class interview notes for you. Team builders at companies like Brex, Robinhood, Quora, and Replit say Metaview has changed the game—see the magic for yourself for free on your first 5 interviews: https://www.metaview.ai/1000 ✅ Hire Fractional Executives with Continuum using this link: https://bit.ly/40hlRa9 Have you ever had a negative experience hiring executives? Continuum connects executives and senior operators to venture-backed tech companies for fractional and full-time roles. You can post any executive-level role to Continuum's marketplace and search through our database of world-class, vetted leaders. There is no hidden cost, you only pay the person you hire. And you can cancel at any time. Joincontinuum.com ✅ Discover HR software that drives performance with Lattice: https://www.lattice.com/hrheretics High performance and great culture should never be at odds; they're better together. With Lattice People Management Platform, companies efficiently run people programs that create enviable cultures where employees want to do their best work. Serving 1000s of customers of all sizes. Learn why companies from Slack to the LA Dodgers choose Lattice. https://www.lattice.com/hrheretics – RECOMMENDED PODCAST: Check out Run The Numbers! Kelli and Nolan were guests on the most recent episode: a deep dive into FIRING CEOs and EXECS. This one's hilarious. Listen here, wherever you get your podcasts: https://link.chtbl.com/runthenumbers – KEEP UP WITH BRETT, NOLAN, + KELLI ON LINKEDIN Brett: https://www.linkedin.com/in/brettqueener/ Nolan: https://www.linkedin.com/in/nolan-church/ Kelli: https://www.linkedin.com/in/kellidragovich/ – LINKS: Brett Queener's exceptional (free) Guides and templates: https://www.bonfirevc.com/team/brett-queener – TIMESTAMPS: 00:00) Preview (04:31) Insights on what's in store for investors, founders, and execs for 2024 (09:06) Making that pivot in 2024 (12:32) The economics of how a VC works (16:34) Sponsor - Continuum | Metaview (19:20 There's nothing that replaces the soul of a founder (23:11) On talent planning at the executive level (29:39) Sponsor - Lattice (30:50) Signs that how a company has the right people leader (35:50) Does Brett think HR leaders, founders, companies have gone a little soft? (41:51) How to get people to love working hard and appreciate it and the negative connotations of the 40-hour work-week (46:21) On the importance of the relationship between the CHRO and the founder for company health (50:20) Brett's best hire who has transformed a company (52:49) Brett's favorite interview question that gives the best signal on candidates? (54:00) Kelli & Nolan's segment on PIPs, Performance Reviews, and Managers vs ICs
This episode of the Amazing Cities and Towns Podcast sponsored by Bearing Advisors, Jim Hunt interviews incoming NLC President, David Sander. · A candid conversation about Mr. Sander's goals and plans as NLC heads into its 100th year. · And, much more 7 Steps to an Amazing City: Attitude Motivation Attention to Detail Zing Inclusiveness Neighborhood Empowerment Green Awareness Thanks for listening and look forward to having you join us for the next episode. Links Mentions During Show: www.NLC.org · www.AmazingCities.org · www.AmazingCities.org/podcast to be a guest on the podcast About David Sander, NLC President David is the Principal and Founder of Sander and Associates, a scientific consulting/development firm that specializes in medical and scientific projects. He received a Ph.D. in Molecular and Cellular Biology from Tulane University and did undergraduate work in physics, math, biology and chemistry at Saint Louis University in St. Louis, MO. After his doctoral work and before moving to Rancho Cordova, David was appointed and served two years as a Congressional Science Fellow, working for a senior member of the House of Representatives in Washington DC on matters involving health and science policy. Family David and his wife, Dr. Margaret Parsons, a dermatologist, have lived in Rancho Cordova since the 1990's. They have one young son. About Your Host, Jim Hunt: Welcome to the “Building Amazing Cities and Towns Podcast” … The podcast for Mayors, Council Members, Managers, Staff and anyone who is interested in building an Amazing City. Your host is Jim Hunt, the author of “Bottom Line Green, How American Cities are Saving the Planet and Money Too” and his latest book, “The Amazing City - 7 Steps to Creating an Amazing City” Jim is also the former President of the National League of Cities, 27 year Mayor, Council Member and 2006 Municipal Leader of the Year by American City and County Magazine. Today, Jim speaks to 1000's of local government officials each year in the US and abroad. Jim also consults with businesses that are bringing technology and innovation to local government. Amazing City Resources: Buy Jim's Popular Books: · The Amazing City: 7 Steps to Creating an Amazing City: https://www.amazingcities.org/product-page/the-amazing-city-7-steps-to-creating-an-amazing-city · Bottom Line Green: How America's Cities and Saving the Planet (And Money Too) https://www.amazingcities.org/product-page/bottom-line-green-how-america-s-cities-are-saving-the-planet-and-money-too FREE White Paper: · “10 Steps to Revitalize Your Downtown” www.AmazingCities.org/10-Steps Hire Jim to Speak at Your Next Event: · Tell us about your event and see if dates are available at www.AmazingCities.org/Speaking Hire Jim to Consult with Your City or Town: · Discover more details at https://www.amazingcities.org/consulting Discuss Your Business Opportunity/Product to Help Amazing Cities: · Complete the form at https://www.amazingcities.org/business-development A Special Thanks to Bearing Advisors for the support of this podcast: www.BearingAdvisors.Net
A local take on the new contract, on the UAW 1700 podcast Today's labor quote: Michael Zweig Today's labor history: Colored National Labor Union founded @wpfwdc @AFLCIO #1u #UnionStrong #LaborRadioPod Proud founding member of the Labor Radio Podcast Network
It's Chris here, and in today's episode of Operation Agency Freedom, we delved into the art of dealing with stubborn managers and leaders. Whether you're struggling to get through to a strong-willed manager or striving to enhance your own leadership skills, this episode is packed with valuable insights and strategies to empower you to navigate such situations effectively. In this episode, I shared practical tips on how to engage with stubborn managers, fostering constructive dialogue, and guiding them to align with the best solutions. We unpacked the importance of asking the right questions, reviewing the bigger company goals, and connecting individual goals with the broader organizational objectives. By nurturing an environment of open communication and empowering leaders to take ownership of the solutions, we can drive forward as a united team, ultimately elevating the performance and success of our agencies. So, if you're ready to take your leadership skills to new heights and foster a culture of collaboration and innovation within your agency, this episode is a must-listen. Discussion Points 00:00 Intro 03:58 Support, guide, ask questions, avoid personal attacks. 08:58 Use questions to guide, build confidence subtly. 11:53 Identifying lead pattern, improving tracking and communication. 15:57 Embrace diverse perspectives for effective team dynamics. 17:43 Outro Resources: Connect with DUDE on the following social channels Facebook https://www.facebook.com/dudeagency Instagram https://www.instagram.com/dudeagency.io/ TikTok https://www.tiktok.com/@dudeagency Visit our YouTube channel https://www.youtube.com/channel/UCJxNhChWk1xlo3ZhkWtYnlw Check out our website and see how we can help you run a profitable agency https://dudeagency.io/ Get a hold of more podcast episodes through our website. You can also tune in and subscribe to Operation Agency Freedom on Apple Podcasts and Spotify. Thank you for tuning in!
One of the ways that I deal with stress in my life is by writing. I often write things that nobody ever sees, but it helps me when I get my thoughts on out on paper so having an audience for what I have written is not important. Last night I had an experience that really made me give thought to things I have been observing in our society that have been bothering me. It was still on my mind this morning, and I sat down and put it into words. I have attached the text below for you to read if you wish. And, aside from the introduction, today's episode is my reading of this article: I am a consumer. I buy things that I need, and I buy things that I want. Sometimes the two overlap and sometimes they do not. My wife and I recently purchased a new car. Our stage of life enabled us, for the first time, to purchase exactly what we wanted within the boundaries of our self-imposed, upper limits. It took 50 years of life and 25 years of marriage for me to reach this point. Our parameters for this purchase had not changed, but a lifetime of living below our means and building wealth changed the numbers that fit within those parameters. To us, this vehicle is “fancy”, as described by my wife. For years she and I have driven what we believed we needed but in very stripped down, utilitarian versions, that reduced the cost of the vehicles. And, more importantly, reduced the burden on our conscience. The first ever, brand new pickup, I purchased was in 2003. I intended to drive it for two decades, and I made it 15 years. The knowledge that I would drive it for so long motivated me to purchase a version that was “stripped down” of electronic amenities that would surely break and require repair before I was ready to part with the vehicle. Even in 2003, purchasing a new vehicle with manually controlled windows, a standard transmission and rubber flooring was not possible to do on the showroom floor. Therefore, in order to get a less expensive and less complicated version of this pickup, I had to special order it and wait for a period of months to receive it. 15 years later, I could hardly remember that waiting period. It was only when wind started whipping into the door seals and the internal, working components of the heating system failed, that I decided to move on from this pickup. The sag of the body, and the inability to defrost my windshield created an imminent need for serious work on the pickup. Looking at all available options, I realized that because of the engine in this vehicle the market for it was very strong in 2018. Therefore, I chose to purchase another “stripped” down pickup, and to sell the other to a private party. Today, I am still driving the second, brand new pickup, and second, stripped down pickup, that I have ever purchased. My wife's new car is a Subaru Outback with a moon roof, heated seats and the enticing “Wilderness Package” that includes a turbo engine, 9 inch lift and off-road capable “X-Mode”. She would have been just as happy without the “Wilderness Package”. Even though, this is the first time we have ever been able to purchase “exactly what we want”, I was still thinking long term. My goal is to purchase her another vehicle in approximately 10 years, but keep this car for myself and my adventures on the rough and rocky dirt roads of Idaho's public lands where we live. Therefore, I had it outfitted as capable as possible from the factory. We will be driving to the mountains soon in search of the perfect Christmas tree. In idaho, with a little initiative, exercise and sweat you can obtain a beautiful tree for the cost of around $15, and you can make it a family outing at the same time. I have been cutting my own Christmas Tree from the National Forest since I was in college, and the thought of purchasing one for upwards of $100 from a lot unsettles me. Of course, our plan is to use the new car to go retrieve this tree, and we will be hauling it back on the roof. Ironically, this led me to more consumption. The “Wilderness Package” does not include cross beams for the luggage rack. So, I had to order them for the car. After studying prices and reading reviews I went with a set that cost approximately $120 and placed the order. The location we would travel to for the tree is about a 320 mile round trip from our home. There are places we could go to that are closer, but after years of hunting Christmas Trees closer to the sprawling metropolis of Boise, we have decided it is worth the drive to go to this area. We could easily drive my stripped down pickup and never need to purchase the cross beams for the top of the car. However, at today's gas prices, we would save approximately $53 by driving the car, which is almost 50% the cost of the cross beams. Assuming that there will be another use for the crossbeams in the future, possibly one that keeps us from driving the pickup, the purchase seems sensible and likely to ultimately save us money. Ironically, my own consumption is what led me to give consumption and materialism in the U.S. deeper thought. On a Sunday evening of the weekend preceding our Christmas Tree hunt I unboxed the cross rails and went about the task of putting them together and fitting them on top of the car. An issue that can arise with such hardware is a violent wind noise when the vehicle is at speed. So, after these were mounted, I decided to test drive the vehicle and determine whether not my purchase of an inexpensive set of cross rails was going to lead to this unfortunate side effect. It did not. My family and I live on a small farm about three miles from town, and my test drive route took me in that direction. Ultimately, I wound up on the edge of the small city and noticed our one and only McDonald's restaurant, open for business. An iced tea sounded good to me, and I had the $1.69 needed to get one. So, I proceeded to the drive through. There were other cars in the drive through line, but there was just one car in front of me, waiting to move up to the ordering console. I had not gone through a drive through line in a significant amount of time, so I assumed that rewarding my diligent work with this small treat would be a quick affair. In no time at all there were multiple vehicles in line behind me, and I was trapped and fully committed to this endeavor. That did not cause me concern. Having patronized this drive through in the past, I still believed I would be on my way home with the beverage in short order. After some time of sitting there some sort of internal clock started to alert me to the fact that I should be proceeding through the line but was not. I began to pay attention to things and saw that nobody was moving. Not only was I trapped, but I was making no progress and more and more vehicles were lining up behind me. Sitting there, reluctantly accepting my fate, I looked over at the banner that hangs on the back of the building facing the drive through. This desperate attempt to procure employees had been there since 2020 when Covid reduced available employees all over the U.S. This McDonald's was paying $15/hour as a starting wage to come and work here. At a standard 40 hour work week, that was a salary of over $30,000/year to cook and serve food at this facility. Yet the line did not move, and the sign did not come down. I finally made it to the kiosk where I was not greeted with a “welcome to McDonald's” or any other such kindness. No appreciation for my business was given by the voice on the other end, for it was straight to the matter at hand. “Are you ordering using the app” sternly came out of the speaker. I replied that I had no such app. “Okay, what will you have” was the disappointed reply. Understanding that I was a fortunate person in my vocation, and that this person was likely stressed due to low staffing and in a life stage that caused financial stress, I replied with my friendliest tone, “a large unsweet iced tea please”. “Is that it” came the reply. “Yes” I answered. The voice said “Okay, that will be $1.69” and I sensed a hint of sarcasm in the voice. He knew what I did not know. It was going to be a long wait for that iced tea. For the next 20 minutes I slowly inched forward by only one car length as I watched the car that was at the delivery window sit and idle with no exchange happening between the driver and the McDonald's employee on the other side. To pass the time I listened to an audio book and played with the features and technology in this new car, attempting to learn about all of its capabilities. After an abundance of time had passed the vehicle at the window finally departed. I never did witness the transaction, so I cannot say whether or not they were served. Even after its departure there were two vehicles between the window and myself, and I quickly did the math. The reason behind the employees sarcastic tone of voice suddenly dawned on me. An iced tea was not worth all this. Nothing was worth all this. To my great fortune, when the two vehicles in front of me moved forward, it exposed an escape from the drive through. A second lane to the right of the vehicles was exposed, and I had access that was not impeded in any way. The decision was quick and involved no debate in my mind. I pulled into that lane and literally escaped. I would not enjoy a delicious McDonald's iced tea that evening, but the taste of freedom more than compensated for the loss as I again listened for wind noise on my way back to the farm. Within days of the attacks of September 11th, 2001 President George W Bush told Americans to get out and spend money in one of his several addresses to the nation. He advocated for shopping, going to restaurants and going to movies. At the time, all I could hear were the instructions to spend, spend, spend and I resented that our elected leader was giving such instructions. However, looking back today, I can see that our economy is built on consumption and it is like a train speeding down the tracks that has lost its breaks. All you can do is ride it and try to control it because stopping is impossible. Ultimately, this train will stop and that stop is likely to be catastrophic. Nobody wants to be sitting in the engineers seat when that catastrophe occurs. George W Bush didn't want that for our country, and he certainly didn't want it as we were preparing to go to war or while he was in office. A catastrophe of that magnitude would have given the terrorists an even larger victory, and the ripple effects could have inspired more terrorist attacks for decades to come. Our president was a man with no other course of action, and “spend, spend, spend” was the patriotic thing for Americans to do. As for me and my family, we failed to do our patriot duty as requested by the president. My wife and I were in our third year of marriage, had owned our first home for under a year and were just building our careers. We stayed the course of our values, lived below our means and tried to build our future by not panicking and withdrawing our meager retirement savings from the stock market after its free fall, following the attacks. It has been over 22 years since that event and that request by our president. It has become apparent to me that we were in the minority, and the bulk of Americans were very willing to “spend, spend, spend”. I see my experience last night at that McDonald's drive through as the culmination of this economic philosophy and the willingness of free Americans to participate. The dozens of people trapped in that drive through, me included, have become numb to the ramifications of this “spend, spend, spend” policy. We tolerate long lines, poor customer service and mediocre products just for the illusion of convenience or the small dopamine hit that accompanies spending money. In my 50 years, I have had the misfortune of seeing our society abandon the practice of being discerning consumers for the chaos of “spend, spend, spend.” And I have seen a complete shift in the balance of power from consumer to producer. Our people today are so eager to buy, that they tolerate poor customer service and a poor buying experience as merely a source of strain that must be dealt with to get the next material possession. This is normal for my daughter, but it is detestable to me. Ironically, this is leading to disaster for the working class that rely on customer service positions for their wages. Managers and owners of retail establishments once devoted a much larger portion of their time to insuring that the customer experience was pleasurable. Either intuitively or after careful research, it is apparent that retailers realized that this was no longer necessary. Customers will still purchase no matter how they are treated, so customer service standards have been abandoned, and those energies have been directed elsewhere. This has given rise to self-checkout in grocery stores and restaurants like the very McDonald's I attempted to patronize. It has given rise to apps that are transforming food service employees from customer service providers to merely arms length delivery people. And, it will eventually eliminate these jobs altogether. If tacit permission is given to businesses to exchange service for efficiency by consumers, they will, of course, make that transition. What's worse, the employees who are participating in this transition are actually justifying the elimination of their own positions when they have the power to make themselves more valuable. Before proceeding I will admit a bias that I have that harkens back to the “good o'l days”. In the late 1980's and very early 1990's I worked at a grocery store for a stretch of just over 3 years. This was for a local grocery chain that had served the community for several decades. Side conversations between checkers and baggers at the checkout were prohibited and monitored, and ignoring customers or treating them like a burden could result in your termination. When I was a bagger speed and efficiency were values that pervaded the store. We ran from check stand to check stand, bagging groceries in the prescribed manner with great speed. All the while we made conversation with the customers and showed our gratitude for them shopping there. For a customer to walk out of the store without a bagger pushing their cart for them, talking with them the entire way and then loading the groceries into their car for them there would almost have to be an argument before the bagger would relent and allow the customer to leave unassisted. Today, every grocery store has a growing number of self-checkout stations. I almost always go through self-checkout in order to avoid the irritation that I experience when I am treated poorly at a check stand. This decision has not been made haphazardly, as I feel a kinship with grocery store employees. However, the bad experiences now outweigh the positive, and I do my best to not allow my time at the grocery to impact my day in a negative manner. What abhors me the most about this abandonment of customer service is watching employees contribute to the destruction of their jobs while it happens right in front of them. And, to some extent, damaging their futures. After all, when you apply for a better job in the future and you highlight three years of “customer service experience” at a retail establishment on your resume with the hopes that it will tip the scales in your favor, it will do no good for you if your interviewer finds this meaningless because actual customer service has been abandoned in exchange for customers who serve employees by trying to reduce the irritation the employees feel when having to actually serve. Take the juxtaposition of my grocery store employee experience in the 1980's to my grocery store consumer experience in the 2010's. Sometime in the past decade or so, my wife and I began fully participating in consumer rewards programs at places that we must patronize, such as grocery stores. We don't allow rewards programs to get us to purchase goods that we do not need, but we take advantage of them at the grocery store because we will be shopping there at some level, no matter what. With these rewards programs generally comes the requirement that at checkout you enter your phone number so that the purchase is counted towards your balance. Sometime in 2018 or 2019 I went to our local grocery store which has a program such as this. This particular location had a bit of construction going on at the front end. Four self-checkouts had been installed, and two more check stands had been removed to make way for four more. I was still of the mindset that I should purchase my groceries from an actual person in order to vote with my dollars to preserve the jobs of these folks. On this day I approached an open check stand and waited in line for a few moments to purchase from and support an employee who needed this job for income. The checker at this station was a young lady that I estimated to be in her early 20's, and the bagger (we now call them courtesy clerks) was a young man that I estimated to be in his late teens. They were fully engaged in a side conversation about a later get together involving co-workers, and I received the overwhelming impression that the young man was hoping to spend time with the cashier away from work. I only needed one item, and as it made its way down the conveyor belt towards the cashier, I walked up to credit card reader where I would pay for the purchase and enter my rewards number. I was never greeted by either of the employees, and I was talked to only three times. The first address I received was from the cashier who asked in an annoyed voice if I had a rewards number. I diligently entered the number and swiped my credit card like a child trying to please a domineering parent and hoping to avoid an escalation in household tensions. The side conversation between the cashier and her hopeful suitor went on, and was broken only by the irritating duty to tell me how much money I was required to provide the store in exchange for the item I wanted to purchase. I made a mental note of that fact nobody was bothering to pay attention to me, ask how my day was going or provide any other standard of customer service. The third communication was from the “courtesy clerk” who simply asked “do you want a bag?” By this time I was boiling up inside. However, I had been verbally abused when I was a grocery clerk, and I certainly did not want to allow my temper to transform me from the once abused to the abuser. So, I calmly asked “you guys don't say hello or how is your day anymore?” Both of them could not have been more shocked at the nerve of a customer to be critical of their performance, and I received a quick, disingenuous “sorry about that”. For his money, I never did see the courtesy clerk do a bit of work. The extent of what I witnessed was the question “do you want a bag?” Far be it from me to think that I never engaged in a side conversation or got distracted when I held either of these positions as a teenager. However, as I walked towards the exit door I passed the existing self-checkout machines and the area that was being prepared for even more robots. The irony of the situation dawned on me at that moment. There is one thing, and one thing only, that robots will never able to do, and that is provide genuine customer service. No matter how good the human to machine interface becomes in the future, customers speaking with a robot will always know that the robot is responding to a set of stimuli and what comes back is the product of a computer program or algorithm, i.e. it is not genuine and really means nothing. The employees at grocery stores or fast food restaurants have the power to put an end to robots replacing their jobs. If they become so indispensable to customers through the service, conversation and genuineness, customers will not tolerate purchasing from robots. Then companies would be forced to cease this new direction because customers would demand this by either complaining verbally or shifting their dollars to places that provide excellent customer service. Until consumers actually prioritize the service they receive when making buying decisions, companies will have no incentive to change directions. And, employees at this level of the service industry are likely not looking at their jobs as a career. Rather, they believe that these jobs are merely a means to an end until they move onto something better. Therefore, whether or not they actually ever do move one, they are not interested in looking at what they do holistically and making changes that will improve their position. And, their immediate supervisors are not interested in pushing them in this direction because the companies are moving in the direction of automation and it is not in their best interests. Therefore, there will never be any organizing force that will push employees to improve customer service, at their own best interest, en mass. As the available working pool that comes up through these jobs is not required to provide customer service, the options for hiring at the next level becomes smaller and smaller. Soon, this degrading of customer service spreads into more sophisticated postings and it just keeps repeating itself. The root cause or causes of this degradation goes by many names - consumerism, materialism, consumption, etc. The causes of this shift to consumerism could be debated for decades with fingers of blame being pointed in all directions. What is clear, is that this is the world that we now live in. The days of businesses, “earning your business” have passed us by. Of course you can find businesses that still do earn your dollars, but we all know that they are the exception, not the rule. And, we all should pay a little more and put up with a little more inconvenience to support them, lest our world turn exclusively to self-checkout stands and streets clogged with delivery vans from internet purchases. Americans are no longer discerning consumers. We want it now, we want it cheap and we want a lot of it. For that, we are willing to tolerate poor to no customer service, clutter in our homes, debt and a lack of savings as we approach our retirement years. These are just the manifestations that can be outwardly observed or measured. Larger and more important than this is the further degradation of our society. Anger, detachment and irritation are all cumulative. Americans once came home from their day in aggrieved moods from some major conflict in society only rarely. Because this did not happen very often, the overall mood of our country was more positive, friendly and helpful. Today, we still may not experience a major conflict in our day, but we come home in horribly negative and angry moods more often than ever. Instead of the cause being a major conflict, it is the cumulative effect of multiple small conflicts or irritations that we experience through the day or the week. It is the colloquial “death by a thousand cuts”. This is an increasingly negative cycle. In the past if you provided service all day at work, you were rewarded by receiving service when you transitioned from service provider to consumer later in the day. We rewarded each other for our hard work with gratefulness. However, today we are providing service all day at work only to be made to feel like we must provide service or at least minimize irritation in order to be consumers. And this can only go on so long before the very same consumer decides to stop providing service in their job, and the cycle repeats itself. And this is all caused by our incessant need to consume and purchase. We want “things” so badly, that we are willing to tolerate almost anything to obtain them. Therefore, as consumers we have removed the incentive of companies to provide customer service. Gone are the days of speaking with the manager and telling them that you came to spend money but are taking your business elsewhere because of the way you were treated. Today we just expect the bad service as something we must tolerate to get the thing we want to purchase. “Spend, spend, spend”, “buy, buy, buy” and “bye-bye-bye” to our quality of life, society and the bonds that hold us all together.
By Adam Turteltaub While the pandemic seems, at least for now, to be receding into our past, many of the changes from it have not, including a large percentage of the workforce that works remotely. While in some ways we have gotten used to this new normal, Lori Tansey Martens (LinkedIn), President, International Business Ethics Institute warns that there remains cause for concern. Specifically, the prevalence of high number of remote works has been and continues to negatively impact corporate culture. Culture is made up of the shared values and beliefs, norms, values, mission and purpose, and in many ways it differentiates one organization from another. Recent research shows that the common fabric binding people together into one culture is fraying. Survey data she shares shows that employee feelings of alignment has decreased substantially, and while those declines have leveled off among in-office and hybrid employees, they have not among remote workers. Remote workers also have the highest turnover rate and intent to change jobs, which suggests that they view their work as more transactional and are less committed. That can have a huge impact on ethics and compliance. Research suggests that employees who feel less loyal and committed are less likely to take into consideration reputational risk and long-term damage to the organization. Add to that data suggesting they are less likely to speak up, and it's a dangerous prescription. So what should organizations do? For one, strive to connect people more fully. When workers are in the office together it's okay to bring in remote workers via Zoom, but be sure that the people in the room are not just staring at their own individual laptops. You don't want to exacerbate the issue by making in office people wonder why they should bother, given that they are still on Zoom. Look to do more in person rather than virtual training, people are already staring at their computers enough. Managers also need to be trained on how to manage and build teams with hybrid and remote workers. As she notes, we have totally upended the way we do business without giving them any real training. When bringing on new remote employees seek to make them feel connected. Send them a package with items reflecting the local flavor of the office and notes from their new colleagues. Make a commitment to bring them into the office occasionally. You can't immerse them fully in the culture without doing so. Finally, track separately in-office, hybrid and remote workers on training, helpline calls and other metrics to make sure that the culture is present throughout your workforce, not just the in-house one. Listen in for more.
We cover a lot of interesting facts and topics in the premier league's exciting weekend to kick off the show and during pro/rel. We discuss champions league scenarios and a top 5 list of current managers. I hope you guys enjoy!!
Hosts Mike Guidone and Chris Caputo welcomed NFL Insider James Alerio to discuss this weekend's games and the early playoff outlook. Mike and Chris then gave their take on the NBA's in-season tournament and gave votes on New York's “Mount Rushmore” of coaches and managers.
>>> Watch our free Revenue Management training at https://www.getpaidforyourpad.com/cfm-replay>>> FREE E-Book: 5 Most Common Airbnb Revenue Management Mistakes>>> Click here to downloadIn this episode of "Get Paid For Your Pad," I had the pleasure of chatting with Brooke Pfautz, the founder of Ventori and Comparent, a vacation rental management platform. We delved into some exciting topics, so let's get started.Brooke kicked things off by discussing his book, "Vacation Rental Secrets," which is packed with insights from industry experts. One common theme throughout the book is the importance of avoiding quick fixes when facing challenges. Brooke emphasized that mistakes often arise from the desire to find a quick solution instead of the right one.One major challenge discussed was hiring the right talent for vacation rental management. Brooke stressed the significance of vetting potential hires upfront and using tools like predictive personality assessments from predictiveindex.com. These tools reveal the true personality of candidates, not just their interview personas, helping in making the right hiring choices.We also dived into Brooke's latest venture, Comparent, a platform connecting vacation rental homeowners with professional vacation rental managers. Comparent aims to provide transparency and help homeowners make informed decisions about property management. Property managers can claim their listings for free, and in the future, it will serve as a valuable resource for property managers and homeowners alike.During our conversation, Brooke highlighted the potential for property managers to use Comparent to demonstrate their credibility to homeowners. By showcasing their high ratings and reviews, property managers can gain an edge in a competitive market.Brooke's passion for elevating the vacation rental industry is evident, and Comparent is poised to be a game-changer. If you're in the vacation rental management business, it's worth exploring the platform at comparent.com.Before we wrap up today's episode, remember to connect with us on Instagram @getpaidforyourpad for exclusive content and behind-the-scenes moments, and don't forget to hit that 'Subscribe' button on our YouTube channel. We appreciate your support.. Stay tuned, and keep being awesome! Hosted on Acast. See acast.com/privacy for more information.
Just call me Bobby Davis, I'm the brains of this operation! Theme Song: Time Travellin' Nancy by Shane Ivers - www.silvermansound.com Follow: Instagram: @4th_times_the_charm_official Monte: @myeyesmybelly (Instagram) Ben: @BTuckerTorch (Twitter), @smashenigma (Instagram) Matt: @DrGoreWizard (Twitter, Instagram)
TOPICS: Liga Week 12 Preview (top matches Moreirense x Benfica; Famalicão x FC Porto; SC Braga x Estoril Praia). Second Division Report (top match Santa Clara x Maritimo). Portuguese Managers & Players Abroad Report. SC Braga, Benfica, FC Porto, Sporting CP, and other Liga stuff of interest. FIFA Rankings.
First taste of action back from the third international break of the season and it did not disappoint. On the precipice of the most grueling time in any of Europe's top flights and we were treated to a flurry of goals, VAR interventions, and last minute winners. A rather cagey City vs Liverpool game started us off but it quickly gained pace and ended with a wonderfully eventful Fulham vs Wolves match up. We cover it all, including the crazy Maracana scenes, Pep vs Nunez, and the god awful protest from Everton that should seal their season up.
In this special milestone episode, Nils takes a reflective dive into the journey that has shaped both his podcast and business. Gain insights into the importance of adopting a long-term view in life and discover how Nils diversified his consulting business after the pandemic. Explore the strategies and principles from his latest book, "The 30-Day Leadership Playbook," and delve into the four pillars of leadership embedded in his impactful training programs. Uncover the transformative experience offered by the 12-week Leadership MBA program designed to empower leaders at every level. Don't miss this celebratory episode packed with wisdom, insights, and a vision for the future of leadership! Podcast highlights: 1:05 - Evolution of business and podcast - Nils reflects on the evolution of his business from customer success consulting to writing a book and running training programs. 2:08 - Challenges during the Pandemic - Nils discusses how his consulting business disappeared during the pandemic and the need to find new opportunities to sustain their business. 8:20 - Creating the Leadership MBA - Nils explains the transition from a membership model to the creation of the Leadership MBA, a 12-week live training program for leaders. 18:15 - Bird's eye view - Nils shares how his podcast helps him understand the paths leaders took to reach their current positions. 20:00 - Becoming the CEO of your career - Nils emphasizes the importance of taking control of one's career, making decisions, and not relying on others to dictate growth and development. 21:52 - The power of being resourceful - Nils highlights the value of resourcefulness in acquiring skills and opportunities, regardless of financial constraints, to add more value to oneself and others. This episode is brought to you by the Leadership MBA. The Leadership MBA is a 12-week comprehensive program that will give you all the practical tools you need to become a true leader and the CEO of your career. The product of nearly 2 decades of leadership coaching Managers, Directors, and VPs at companies like Apple and Oracle, the Leadership MBA will show you exactly how to crack the leadership code through a proven step-by-step process. Click here to download the Leadership MBA Program Guide
Synopsis: Troy Wilson, Ph.D., J.D., is the President and CEO of Kura Oncology, a clinical-stage biopharmaceutical company committed to realizing the promise of precision medicines for the treatment of cancer. Troy talks about his experiences being a CEO and the differences in responsibility between being a CEO and a board member. He also shares what it takes to have a productive board for a biotech company. He discusses recruiting at both the team level and the board level and the qualities that he looks for in a candidate. He shares where he thinks cancer drug development is headed, where it needs to head and where he thinks there's unmet need. Finally, he talks about the work they're pursuing at Kura and where they are from a development perspective. Biography: Troy E. Wilson, Ph.D., J.D., is one of Kura's Co-founders and has served as our President and Chief Executive Officer and as the Chairman of our Board of Directors since our inception in August 2014. Previously, Dr. Wilson served as President and Chief Executive Officer of Wellspring Biosciences, Inc., a privately held biopharmaceutical company, and its parent company Araxes Pharma LLC from July 2012 to March 2019 and as President and Chief Executive Officer of Avidity Biosciences, Inc., a publicly held biopharmaceutical company, from November 2012 to February 2019. Dr. Wilson served as the President and Chief Executive Officer and a member of the Board of Directors of Intellikine, Inc., a privately held biopharmaceutical company, from April 2007 to January 2012 and from August 2007 to January 2012, respectively, until its acquisition by Takeda Pharmaceutical Company Limited. He has also been a member of the Board of Directors of Puma Biotechnology, Inc., a publicly held biopharmaceutical company, since October 2013, Chairman and a member of the Board of Directors of Avidity Biosciences, Inc., a publicly held biopharmaceutical company, since February 2019 and November 2012, respectively, Executive Chairman and a member of the Board of Directors of Wellspring Biosciences since February 2019 and July 2012, respectively, and a member of the Board of Managers of Araxes Pharma LLC since July 2012. Dr. Wilson holds a J.D. from New York University and graduated with a Ph.D. in bioorganic chemistry and a B.A. in biophysics from the University of California, Berkeley.
Recorded from the exhibit hall of the Society of American Military Engineers Small Business Conference, we hear from small businesses, both attending and exhibiting. We will be brining you these quick interviews, profiling each business that was kind enough to speak with us. HRP's joint venture with Thunderbird environmental was one of hundreds of exhibitors at the SAME SBC. This conference brings together federal agencies and businesses operating in the federal marketplace to deliver comprehensive market research, learn of and/or share contracting opportunities, connect with teaming partners, support the nation's contracting goals, engage in networking between private companies and federal program managers and procurement/contracting officers. More than a dozen federal agencies have participated in SBC, including the U.S. Army Corps of Engineers; Naval Facilities Engineering Command; Air Force Civil Engineer Center; Department of Veterans Affairs; Veterans Health Administration; Department of Energy; General Services Administration; Department of State; Small Business Administration; Environmental Protection Agency; Federal Emergency Management Agency; and National Aeronautics & Space Administration.We were also joined by Shaun Mail, our Southeast regional manager and Kathlynn Majors our Southeastern Sales manager for the play hard section.A reminder that our Play Hard segment is also available in video form! Watch that on our YouTube Channel.Make sure you subscribe, give us a review & check us out on social media!YouTubeLinkedInInstagramTwitterFacebookWebsite
In this Partnering Leadership conversation, Jim McCormick, bestselling author of The First Time Manager, shares his decades of management wisdom perfected through diverse leadership roles. In addition to covering fundamentals vital for first-time managers, Jim's book provides essential insights for veteran leaders on managing well, covering critical practices like delegation, transparency, accountability, and confronting underperformance. Jim also details how mindsets and risk filters shape outcomes from his experience directing the Research Institute for Risk Intelligence. Finally, Jim McCormick addresses how managers can achieve work-life balance, prevent burnout contagion, and customize their management styles.Key Takeaways: - Learn a structured technique for confronting performance issues while maintaining empathy- Discover tactics to empower your team through aligning individual development with organizational goals - Gain insight into work-life balance tactics leveraged by legendary leaders like Eisenhower - Understand when transparency versus confidentiality is appropriate with direct reports- Appreciate why entrepreneurial risk-taking links to the intuitive decisiveness vital for successful CEOs- Master ways to foster career motivation by connecting employee aspirations to company mission- Become equipped to shift from micromanagement to supportive accountabilityConnect with Jim McCormickResearch Institute for Risk Intelligence The First Time Manager on Amazon Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website
Integrators are vital in business, acting as the glue that binds elements into a unified whole. In real estate, they play a crucial role, similar to Gannon Coffman's expertise as an operational leader. So, explore the functions of a chief operating officer and how they optimize systems to drive real estate success. Dive in! Topics on Today's Episode General functions of a chief operating officer in a RE business Cost-saving strategies for commercial real estate investments What to expect when working with a visionary leader The importance of having a good company culture Biggest challenges COOs face in real estate and ways to address them Resources/Links mentioned Slack Traction by Gino Wickman | Kindle, Paperback, and Hardcover The E-Myth Revisited by Michael E. Gerber | Kindle, Paperback, and Hardcover Trust But Verify by Corey Peterson | Kindle and Paperback Elevate your understanding of real estate by claiming your FREE copy of Corey Peterson's book, Trust But Verify. Text "BOOK" to (480) 500-1127 and learn the essential skill of critically evaluating real estate syndicators! About Gannon Coffman Gannon is the COO of Kahuna Investments, a vertically integrated private equity real estate company specializing in multifamily and student housing investing. He has over 15 years of experience in commercial real estate brokerage and development. Gannon has a Master's in real estate development and a Bachelor's in business and corporate communications. Connect with Gannon Website: Kahuna Investments LinkedIn: Gannon Coffman Want to invest alongside the Kahuna Investments team? Save your spot in our upcoming webinar, where we discuss how you can join our Private Investor Club and get access to our deal rooms exclusively. Now's your chance to start apartment investing, so visit kahunainvestments.com/webinar to register! Take the first step towards financial success by learning more about Kahuna Investments, and if your investment goals align with our formulas and approaches – book a short 15-minute Virtual Coffee call with us at kahunainvestments.com/coffee today! Are you ready to experience the cash flow life? Just text “BOOK” to (480) 500-1127 to get a FREE copy of Corey's book, Copy Your Way to Success, and learn how apartment investing can change your life today! Don't forget to download my Free Workshop Quick Start Video Series, and if you like what you have heard, please leave a review on iTunes.
Erica Keswin, author of three WSJ best-sellers, workplace strategist, and podcast host, joined us on The Modern People Leader. This episode was recorded at O.C. Tanner's Influence Greatness. She shared why we should be elevating and celebrating managers, examples of companies that are nailing onboarding, how to connect new hires to purpose as quickly as possible, and why talent mobility is so important. ---- This episode was brought to you by Pyn. Get access to their FREE Employee Journey Designer here. ---- (0:40) Good news stories (3:43) Where the idea for Retention Revolution came from (6:23) Erica's writing process (10:19) The science and stories of connection at work (12:43) Managers are having a moment so we need to elevate and celebrate them (14:55) Onboarding, onboarding, onboarding: start as you mean to go on (19:56) Managers are overburdened and undertrained (23:47) Being a human professional is not an oxymoron (27:34) Examples of how to connect new hires to purpose as quickly as possible (29:39) Talent Mobility: from ladders to lily pads (35:09) Higher “Churnover” is good (37:06) Smart companies know how to get positive return out of employee churn (40:20) Say goodbye to the lifestyles of the rich and flexible and hello to the flex for all (42:55) The single biggest challenge Modern People Leaders are facing today (43:30) Finding the sweet spot between tech and connect ----
If you're a Christian dad who is over 25 years old, and you are relatively new to strength training and/or struggling with depression, anxiety, low T, or lack of confidence, we will help you look better, feel better, and rebuild your confidence in as little as six weeks. The best part is that it takes less than 30 minutes a week and doesn't even require a gym membership. Shoot Matt an email at email@example.com to get started. ~~~~~~ -Subscribe to Matt on Youtube: https://www.youtube.com/@kingpilled/featured - Support this show and join the Kingpilled Discord: https://subscribestar.com/kingpilled - Follow Matt on Twitter: / realkingpilled - Follow Cooper on Twitter: / cooperbrooks
Welcome to the latest episode of the Influence and Impact Podcast for female leaders! In this episode Managing Managers with Confidence, we dive into the unique challenges and strategies involved in leading leaders, whether you're new to a leadership role or have been leading managers for a while. In this episode I cover… How to recognise that there is no one-size-fits-all approach to managing and leading. Encouraging open conversations about different management styles How to build trust Ways to advocate for your team Creating and modelling psychological safety Managing managers requires a unique approach that acknowledges their level of responsibility and the complexity of their roles. By implementing these essential tips, you can build a strong and supportive relationship with your managers, enabling them to thrive and have a positive impact on their teams. WORK WITH ME AND MY TEAM We partner with you to: Develop your women leaders and prepare them to advance within the organisation. Build women's confidence - particularly your early and mid-career level women Empower men and leaders to become allies for gender equity. Earlybird Offer - we have a brilliant programme specifically designed to provide managers and leaders with the support, training, and community they need to excel in their roles. Don't miss out; sign up for our early bird list to stay informed carlamillertraining.com/earlybird. We also offer individuals: Be Bolder, an open four week confidence and assertiveness course - Influence & Impact, an open three month women's leadership development programme 1:1 coaching Get in touch to find out more or book a call with me. CONNECT WITH ME LinkedIn Instagram Website HOW CAN I SUPPORT THE PODCAST? Subscribe Share this episode with a friend Leave a review on Apple Podcasts or Spotify I would love to hear your feedback on this week's podcast. Please leave a review or come say hello on social! Thank you for listening, see you next time!
After recently picking up Adam Grant's new book, Hidden Potential, Lauren stumbles upon the true history of "hard" and "soft" skills. These terms are embedded in leadership development and it's interesting to see how the label of these two areas has impacted our perception of value and therefore investment in the development of these skills for existing and future leaders. Learn what we're calling them now and how we can address our underlying bias to support all leaders in developing these necessary skills. Subscribe: www.youtube.com/@spitfirecoach More Episodes: www.spitfirecoach.com/episode Learn More About Spitfire Coach: www.spitfirecoach.com Executive Forum on Careful Culture on 12/05/2023: learn.spitfirecoach.com/executiveforum About Lauren LeMunyan MCC As the Founder and CEO of Spitfire Coach, an adaptive leadership development firm, Lauren has guided thousands of individuals and organizations toward transformative growth and success. Her impact as Executive Director of three global trade associations showcased her strategic vision and effective decision-making. Lauren is a Master Certified Coach (MCC) and serves as the Innovative Mindset facilitator for Capital One's Catapult program, where she fosters innovation and change in diverse-owned business owners. Through her books, podcast and YouTube channel, she shares invaluable insights and practical tools, inspiring overloaded professionals to achieve life-changing results.
Paul Wolfe is Author of “Human Beings First - Practices for Empathetic, Expressive Leadership” and a Human First Leadership advocate. Paul was the long-term CHRO of Indeed with a seasoned career in HR leadership. Paul shares how he transferred skills from Customer Service to Human Resources and built his expertise across different cultures and industries. He explains the value of transparency during periods of transformation and offers new career paths options as we transition from career ladders. Paul describes why flexibility is important for every employee and the difference human first leadership makes. TAKEAWAYS [02:35] Paul goes to college with a full scholarship but doesn't like it which displeases his mother, a teacher. [03:45] Paul leaves college, starts working, then joins American Express and finishes his degree in parallel. [05:47] CitiSearch.com's CEO and Founder ask Paul to move from Customer Service to Human Resources. [06:30] Paul agrees to try the HR role for six months, transfers his skills and enjoys the new role. [07:50] CitySearch and other companies go under Ticketmaster's umbrella and Paul takes on an international role. [09:54] Working three months in each country opens Paul's eyes about work and other cultural differences. [11:10] Paul's philosophy as a CHRO: People get their work done well and clients are taken care of. Timing and surf/walk breaks are not a concern. [12:03] Recognizing the realities of people working in other countries challenges our assumptions. [12:50] Paul moves to Match.com initially to run both HR and Customer Service! [14:05] Moving again within IAC, Paul helps Cornerstone build up an engineering group and go digital. [16:10] Transparency is key during periods of change to explain what's happening and why. [18:04] During the pandemic, with almost no data to inform decisions, Paul increases transparency and discusses what information supports the latest direction. [20:29] Organizations are living, growing beings with a culture generated by the environment that is everyone's responsibility. [22:09] At Conde Nast, Paul explores a non-tech industry and checks he is good at his job! [24:39] As a storied, family-based corporation, Conde Nast gives Paul new insights about culture. [26:35] Paul is offered the top HR job at Indeed, but he turns it down. He doesn't want to move again. [27:36] Six months later, Indeed still wants Paul to head up HR, agreeing he can stay in NYC. [29:41] Indeed only uses Indeed to recruit, experiencing what its customers go through. [30:36] Paul finds everyone focused on protecting Indeed's culture. [31:18] Growth is strong, the workforce expands from 1000 to 12,000 and attrition stays low. [31:41] Paul's first epiphany about human first leadership happens during a Zoom call in 2020. [33:44] We are all the same before we become different. [34:08] Paul does a “Dig” and discovers “Better” is the word driving his personal operating system. [35:08] To make the world better, Paul leaves Indeed to write a book and spread the message. [36:42] Employee flexibility is key. Paul believes in treating people like adults. [37:48] If executives believe hybrid working is negatively impacting collaboration, how were they measuring collaboration effectiveness before? [38:31] Why not be transparent: describe metrics, trial a plan, and review the data in six months? [39:02] What about asking employees to discover the range of situations they are dealing with and using that information to develop policies? [40:52] How much (better) were people really working when in the office at their desk?! [41:31] Flexibility for employees who have to work onsite—giving them equitable options. [42:18] Managers are not great at performance reviews, so making remote working a reward for performance is complicated. [44:30] How leaders can help employees deal with ongoing changes, especially with many unknowns. [45:38] Transparency about AI and its potential impact supports change management. [46:35] Individual contributor career paths present new options for those who don't like or aren't good at managing, which has been developed in engineering but not other areas. [48:52] Let's create two different career paths—a leadership track and an individual contributor track. [51:51] Engagement, upskilling, career development, and performance should be ongoing discussions. [56:20] IMMEDIATE ACTION TIP: We are all human beings first. We are all dealing with a lot and self-care for leaders and everybody is important. What's more, no one has all the answers. It's okay—as a leader--to say I don't know. It's ok to be vulnerable. IF you have curated a good team, they are going to rally. The better solution comes from collective thoughts from different perspectives. RESOURCES Paul Wolfe on LinkedIn Paul Wolfe on X Paul's book “Human Beings First - Practices for Empathetic, Expressive Leadership” Paul's website QUOTES (edited) “I would always hope that I'm open enough that my perspective on something, my truth on something, can be changed by experiencing something or talking to somebody or hearing a different idea.” “I think leaders in general, not just HR leaders, need to get more in the mindset of every organization is this kind of living and growing being. It needs nurturing, it needs care taking. You can call it culture. You can call it whatever you want to. But that's not HR leader's responsibility. It's everyone's responsibility.” “The more that you create this transparency, you start to set the stage for psychological safety within an organization and generate ongoing two-way communication—employees to leaders, leaders to employees, employees to employees. And you end up with better ideas, better solutions to problems, and a more kind of engaged and informed group of people. “ “I've always run my HR organizations with this simple philosophy, treat people like adults more often, not they will act like adults. And the two to 5% that will never act like adults you deal with separately.” “We all have different needs. So the idea of one size fits all is not right anymore. It's one size breaks all.” “Let's figure out where your skill gaps are. We'll agree on those. Some of the stuff you're going to have to go get on your own and I'll point you in the right direction. I'll make sure that I give you interesting projects that love that start to tap into those areas that you don't have expertise in. And I'll block and tackle for you because a leader's job is to block and tackle most of the time.” “My hope with performance, career, and engagement, it just becomes this ongoing conversation that happens.”
Thanksgiving already! VAR, Everton, Man United, and FFP are some of the things we are thankful for. Yes, they're annoying, but BOY do they give us a whole host of topics to discuss with you all! Seriously though we couldn't have imagined how much fun this was going to be five years ago and we could not be more thankful for the opportunity to release some work week stress into your ear holes. We cap of the final international break until March with some pressing stories on Everton's point deduction, VAR controversy in Brazil, and cap it off with a real discussion on mental health. We are releasing the pod a day early so you can listen to us while you cook your food, or stuff your gob, or hell, save us for some quiet time on Friday to keep with tradition. Anyway you decide to listen, we are so grateful to you and the rest of DITBox nation! Happy Thanksgiving.