Podcast appearances and mentions of max just

IntroAt the gracious invitation of AI Safety Twitter-fluencer Sarah Hastings-Woodhouse, I appeared on the very first episode of her new podcast “Consistently Candid” to debate moral realism (or something kinda like that, I guess; see below) with fellow philosophy nerd and EA Twitter aficionado Max Alexander, alongside Sarah as moderator and judge of sorts.What I believeIn spite of the name of the episode and the best of my knowledge/understanding a few days ago, it turns out my stance may not be ~genuine~ moral realism. Here's my basic meta-ethical take:* Descriptive statements that concern objective relative goodness or badness (e.g., "it is objectively for Sam to donate $20 than to buy an expensive meal that costs $20 more than a similar, less fancy meal”) can be and sometimes are true; but* Genuinely normative claims like “Sam should (!) donate $20 and should not buy that fancy meal” are never objectively true.Of course the label per se doesn't really matter. But for a bunch of reasons it still seems wise to figure out which label really does work best.Some definitionsStanford Encyclopedia of Philosophy: Moral realists are those who think that, in these respects, things should be taken at face value—moral claims do purport to report facts and are true if they get the facts right. Moreover, they hold, at least some moral claims actually are true. That much is the common and more or less defining ground of moral realism (although some accounts of moral realism see it as involving additional commitments, say to the independence of the moral facts from human thought and practice, or to those facts being objective in some specified way).Wikipedia:The robust model of moral realism commits moral realists to three theses:* The semantic thesis: The primary semantic role of moral predicates (such as "right" and "wrong") is to refer to moral properties (such as rightness and wrongness), so that moral statements (such as "honesty is good" and "slavery is unjust") purport to represent moral facts, and express propositions that are true or false (or approximately true, largely false, and so on).* The alethic thesis: Some moral propositions are in fact true.* The metaphysical thesis: Moral propositions are true when actions and other objects of moral assessment have the relevant moral properties (so that the relevant moral facts obtain), where these facts and properties are robust: their metaphysical status, whatever it is, is not relevantly different from that of (certain types of) ordinary non-moral facts and properties.And to settle the matter, here's what some LLM have to say.My prompt:Suppose a person believes the following:1: Descriptive statements that concern objective relative goodness or badness (e.g., "it is objectively for Sam to donate $20 than to buy an expensive meal that costs $20 more than a similar, less fancy meal”) can be and sometimes are true; but 2: Genuinely normative claims like “Sam should donate $20 and should not buy that fancy meal” are never objectively true.Is this person best categorized as a moral realist?ChatGPTGiven these two beliefs, the person's stance doesn't align completely with traditional moral realism, which typically asserts that there are objective truths about both moral facts (like the goodness or badness of actions) and moral duties (what one should or should not do). However, it also doesn't fully align with moral anti-realism, since the person believes in some form of objective truth regarding moral value.One possible categorization for this stance could be a form of "value realism" combined with "normative anti-realism" or "normative subjectivism." This would mean that the person believes in objective truths about what is better or worse (value realism) but thinks that what one ought to do (normative claims) is not a matter of objective truth but perhaps of subjective judgment or societal conventions.This position is quite sophisticated and might be best understood as a hybrid or intermediate position in the landscape of moral philosophy, rather than fitting neatly into the category of moral realism or its standard alternatives.Great, so much for trying to fit things into nice little buckets.Claude, fortunately, is more definitive:No, the view described is not best categorized as moral realism. Here's why:Moral realism is the view that there are objective moral facts or truths. A moral realist believes that some moral claims, including normative claims about what one should or shouldn't do, can be objectively and mind-independently true.The view in the example accepts that there can be objective truths about relative degrees of goodness or badness (claim 1). However, it denies that there are objective normative truths about what one should or shouldn't do (claim 2). By rejecting that genuine normative 'should/shouldn't' claims can be objectively true, the view denies a key commitment of moral realism - namely that moral claims can state objective normative facts. At best it allows for objective evaluative facts about goodness/badness, not prescriptive facts about obligations.So this view would be more accurately categorized as a form of moral anti-realism like non-cognitivism or error theory. It does not qualify as moral realism because of its rejection of the existence of objective normative truths that could make strong normative claims justified or true. The commitment to objective evaluative facts alone does not sufficiently qualify the view as realist in the metaethical sense.In summary, the view accepts objective "good/bad" facts but denies objective "should/shouldn't" facts. This combination puts it at odds with core commitments of moral realism, so it is better seen as an anti-realist view.I'm gonna disagree with Claude here, at least in that the bolded claim above (objective normative facts are a key part of moral realism) just seems…wrong? Like all the definitions could replace the term “moral fact” or “moral claim” with “normative fact” and “normative claim” but they do not!So I really don't have a great answer to which label works best. One of two ~human level chatbots giving me a definitive-sounding “anti-realism” answer is too much evidence for me, whose only formal philosophy training is an undergrad minor, to rule that one out. There are also good arguments, I think, for the “realist label,” as well as for “neither” (i.e., ‘secret third thing'). In fact all of these seem pretty similar in terms of argument convincingness/correctness. So, in sum,

* Follow ⁠Max on Twitter⁠* And read his ⁠blog⁠* Listen here or on Spotify or Apple Podcasts * RIP Google Podcasts

Max's Journey to Success: A Neurodivergent Story of Overcoming Challenges and Finding Belonging -- Max shares his unique journey of overcoming autism and his path to success. He talks about the tools he used to thrive in life, from the Listening Program app to extra-curricular activities. His vulnerable story is full of insight and inspiration, teaching listeners the power of determination and resilience. Max also reflects on his childhood and the experiences that shaped him. Hear his stories and learn from his advice in the Secret Life podcast._____If you or anyone you know is struggling with addiction, depression, trauma, sexual abuse or feeling overwhelmed, we've compiled a list of resources at secretlifepodcast.com._____To share your secret and be a guest on the show email secretlifepodcast@icloud.com_____SECRET LIFE'S TOPICS INCLUDE:addiction recovery, mental health, alcoholism, drug addiction, sex addiction, love addiction, OCD, ADHD, dyslexia, eating disorders, debt & money issues, anorexia, depression, shoplifting,  molestation, sexual assault, trauma, relationships, self-love, friendships, community, secrets, self-care, courage, freedom, and happiness._____About our guest, MAX KORTEN - Max, a former research and assessment coordinator at Lincoln University, is an assessment specialist at Strayer University. He hopes that his TEDx talk will inspire positive change within others.Ted Talk: https://www.ted.com/talks/max_korten_living_beyond_your_invisible_letterhttps://advancedbrain.com/https://www.youtube.com/watch?v=vJi3xu5OOMM&t=6s_____Create and Host Your Podcast with the same host we use - RedCircle_____Get your copy of SECRET LIFE OF A HOLLYWOOD SEX & LOVE ADDICT -- Secret Life Novel or on Amazon______HOW CAN I SUPPORT THE SHOW?Tell Your Friends & Share Online!Follow, Rate & Review: Apple Podcasts | SpotifyFollow & Listen iHeart | Stitcher | Google Podcasts | Amazon | PandoraSpread the word via social mediaInstagramTwitterFacebook#SecretLifePodcastDonate - You can also support the show with a one-time or monthly donation via PayPal (make payment to secretlifepodcast@icloud.com) or at our WEBSITE.Connect with Brianne Davis-Gantt (@thebriannedavis)Official WebsiteInstagramFacebookTwitterConnect with Mark Gantt (@markgantt)Main WebsiteDirecting WebsiteInstagramFacebookTwitterTranscript[0:00:00] Max: I did not like having autism. And I think in a way, I was almost trying to, like I was trying to, like, push myself out of autism.[0:00:15] Brianne Davis: Welcome to the Secret Life Podcast. Tell me your secret, I'll tell you mine.Sometimes you have to go through the darkness to reach the light. That's what I did. After twelve years of recovery in sex and love addiction, I finally found my soulmate myself. Please join me in my novel, Secret Life of a Hollywood Sex and Love Addict, a four-time bestseller on Amazon. It's a brutal, honest, raw, gnarly ride, but hilarious at the same time. Check it out now on Amazon. Welcome to Secret Life Podcast. I'm Brianne Davis-Gantt. Today I'm pulling back the curtains of all kinds of human secrets. We'll hear about what people are hiding from themselves or others. You know those deep, dark secrets you probably want to take to your grave are those lighter, funnier secrets that are just plain embarrassing. Really? The what, when, where and why of it all.[0:01:14] Brianne Davis: My guest is Max. Now, Max, I have a question for you. What is your secret?[0:01:27] Max: When I was growing up, until I left for college, I was extremely abashed for having autism.[0:01:37] Brianne Davis: So you carried around for the longest time that you had autism and you didn't share it with anybody?[0:01:43] Max: Well, I was diagnosed when I was 18 months old, and this was in 1995 when autism was fairly new. But my family knew that I had autism. Some kids knew that I was a little off, but they didn't know the term right, because I definitely did stick out what's that phrase? You stick out with a four thumb.[0:02:12] Brianne Davis: Yeah. But I do want to ask, how did your parents know at 18 months? That's so young. So what were the signs? Because I know nothing about autism. I'm so glad you reached out. I'm so glad you're coming on, because I really want to be educated and my listeners to be educated. So please, any information.[0:02:33] Max: So I'm not 100% sure, but from what I vaguely remember, from what they've told me, I was not talking. I actually didn't learn how to speak until I was four. I was having sensory issues. And I also think that I'm not 100% certain that I wasn't really playing with other kids. Yeah, other kids around my age. So I think those were the things that I'm not 100% certain.[0:03:11] Brianne Davis: Yeah. Because I have adhd and my mom knew from a very young age as well. I talk about it. I could not learn the alphabet, like, to save my life. And she was so frustrated. So I always felt other than right on the outside. Did you feel that way growing up?[0:03:29] Max: Yeah, very much so. I did not really understand growing up. I didn't understand how kids communicated or I didn't really get the social and teenage jargon of how kids communicated. And because of that, I did have some brains, but I definitely felt like a bit socially isolated for my peers. This happened more so when I was like, in 3rd, fourth and fifth grade when anything horribly happened and it kind of came out of the blue, or if it was off routine of my schedule, I would just have a tetra tantrum.[0:04:25] Brianne Davis: Because you felt out of control or like, things were out of the norm for you?[0:04:29] Max: Out of the norm, yeah. But I really like having, like, a very stringent and stoic schedule. And any time that went off of track, then it just messed with my psyche.[0:04:51] Brianne Davis: Yeah. Do you think it was like because I love structure. Like, there's something about structure. When you have structure and what through your day and it's planned, that there's a sense of calmness and that you know what's next. So if anything deviated from that, it was, like, anxiety driven.[0:05:11] Max: Yeah. So individuals who have autism and some others who have adhd like yourself, or even Add, like structure, and when structure is, you know, off balance or gets thrown out the window, there are diverse individuals like myself tend to really just can't handle it. As I've gotten older, I've gotten much more used to it. I've gotten a lot of behavioral therapies that have really through, like, ot, occupational therapy, speech therapy, cbt, and just joining activities that have helped my brain and my autism to get structured to everyday life. But when I was very little, like eight through twelve, it was really difficult for me.[0:06:12] Brianne Davis: Yeah. Can you take us back to that difficulty? And I also wanted to ask, did your parents have difficulty as well? Like I said, my mom it was very hard for my mom, god bless her, I love her, but they don't teach parents how. There's no manual to how to help your child when they're struggling. So how did your parents handle it?[0:06:36] Max: So actually, it's weird. I've never really asked my parents how they handled it.[0:06:41] Brianne Davis: Really?[0:06:43] Max: No.[0:06:44] Brianne Davis: Oh, my God. Let's get them on.[0:06:49] Max: Just some backtrack. My parents are actually divorced. They divorced when I was like, eight or nine. But even though they divorced and I think they did a fairly good job with trying to structure things and trying to keep me occupied. And both of my parents remarried, and my stepparents my step dad and step mom are really helpful and are still really helpful with me and getting acclimated to my autism. If I were to guess, I'm sure it was pretty stressful for them, especially when I was in elementary school, because they were trying to help me. And I have a younger sister who is 20 months younger than me, like two babies.[0:07:42] Brianne Davis: They had two babies at the same time. Oh, my God. God bless your parents. That's a lot of just one baby is hard enough. When people have, like, two indictments at the same time, it's like, oh, my God, god bless you.[0:07:55] Max: But yeah, I actually didn't understand the concept of divorce when I was nine. I just thought they were kind of doing what I considered in child's terms, like a rum springer.[0:08:09] Brianne Davis: I don't know.[0:08:09] Max: I just thought it was like a rum spring in my mind. I thought they were just taking a break. And it was when I was, like, ten years that I was like, that I learned the concept of divorce and whatnot. I just didn't get it. My dad moved out. Well, it helped him move things to his apartment. And I don't know, it just didn't really affect me. I don't know.[0:08:39] Brianne Davis: Interesting.[0:08:40] Max: I don't know why. Again, I think it was just this idea of a rum springer. Like, my dad was just taking a break and moving out the house. That was just, like, the first thing that came to mind for me. Like, at eight years old.[0:08:54] Brianne Davis: Nine years old, right. Okay. So there's your sister, and you and your parents are separated. And then how soon after did they get remarried?[0:09:05] Max: So my dad and my step mom got remarried when I was going into 7th grade.[0:09:14] Brianne Davis: Okay.[0:09:16] Max: My mom and stepdad met when I was in fifth grade, and they were cohabitated for a while, and they just actually got married five years ago.[0:09:29] Brianne Davis: They waited they waited longer.[0:09:33] Max: Yeah. My stepdad has been presently in my life since I was probably eleven.[0:09:39] Brianne Davis: Can you tell me some of the things that you had to do differently from other kids? Just so I can, because I had to do flashcards. I had to go to tutors. It was really hard for me. I was so embarrassed on a daily basis at school. Like, I couldn't read in classes. If the teacher asked me, I'd be like, no, thank you.[0:10:02] Max: So I had an eight until I was in 7th grade, I think. I think it was 7th. And I also had, like, academic enrichment. So that was a combination of that that just helped me with study skills and managing my homework. And I have something called executive processing. So executive processing means that when someone says something or when someone is talking, you might not be able to code all the information at a faster pace as a neuro typical person does.[0:10:45] Brianne Davis: Right.[0:10:46] Max: So executive processing was an issue. I would say those were, like, the big three, like, organization, executive processing, and definitely, like, managing, like, my mood from, you know, like, if anything was, like, off balance, just, like, trying to manage my mood.[0:11:08] Brianne Davis: So what are some of those tools that you learned? Can you remember?[0:11:15] Max: One of the things for executive processing that I guess I could say as a life saver was when I was 16. So my sophomore year, my mom is really my speech therapist had found that there was this thing that came out, and it's called the listening program. And it was like this brand new how do I say it's? This brand new technological system that helps integrate the two parts of your brain to communicate with each other.[0:11:50] Brianne Davis: Okay.[0:11:50] Max: So what was happening was before I was 16, the left and right side of my brain were not communicating with each other. And that's why I was struggling with reading. I wasn't really struggling, but it was taking me longer to understand reading passages or trying to organize my essays or even just and it also goes back to communicating with my peers. Like this listening program, I've been doing it for twelve years. It helps me communicate with my peers because there's different levels in the listening program, and it involves executive functioning, processing, and communication. And also I think there's like a part where it involves motor skills. So like motor ability. So not falling down. Yeah, and I started doing it when I was 16. Essentially what you do is that you listen to these headphones. When I got them, it was through an ipod, because this was back in 2010, and it was the structured headphones with the ipod. And you essentially listen to orchestra music. Oh yeah, you listen to orchestra music and you're listening to different instruments, but basically you're listening to different instruments at the same time.[0:13:30] Brianne Davis: Okay.[0:13:30] Max: And what it does is that it helps the two parts of your brain, your left and right brain, to communicate with one another. There's actually an app for it. So I just have the app on my phone and I listen to it through these Sony headphones that I have here.[0:13:48] Brianne Davis: Can you share the app in case anyone yeah, if anything's resonating, let's share the app to help. What is it called?[0:13:56] Max: It's called abt listening program. Yeah, it's an app. I'm just looking at it now. It's called the listening program. By advanced brain technologies, I believe. And I'm not 100% sure. I think it's when you start it's $35 a month.[0:14:19] Brianne Davis: Okay.[0:14:20] Max: That's what I currently pay. I think when it first came out, it was a lot more expensive because you had to get the actual kit and the ipod. I don't know if they have that anymore because technology has evolved last twelve years, but there's like an actual website for it and their headquarters are in Utah. I would 100% recommend it. I guess you could say it was a lifesaver because I've been using it for the last almost 13 years.[0:14:53] Brianne Davis: Yeah, I would say it's an effective tool if you've been using it for 13 years. But when you just said reading comprehension, all of that literally my entire body was like, I know how that feels. So would you be in class in school? Did other kids know you are autistic? Or did they just think you had a learning disability? How did you handle that stress? Because I didn't handle it well. I really like, shut down as a human. I let my learning disability kind of run my life. But it sounds like you had such great support. So how was that for you?[0:15:30] Max: I think in middle school and early high school, it was very difficult because I really wanted to have friends and a cohort of friends, but I didn't have that. And the other thing was, when I was in 7th grade, I moved I moved to a new town. So moving in middle school middle school is awkward in general, but moving middle school is torture.[0:15:58] Brianne Davis: Torture.[0:16:00] Max: It's awkwardness on top of awkwardness. So I moved at a very, I guess you could say a very bizarre time in my life. 7th, 8th and 9th grade were pretty awkward. I think the main things that really helped me were when I started running in 7th grade. And that really helped because when I was doing an extracurricular activity, I had done swimming before, but this really helped my social emotional behavior because I was doing a team sport. So I did cross country track, and I did that competitively for ten years. I did it for 7th grade until my senior year of college. So that helped me be part of.[0:16:59] Brianne Davis: A team, be part of something other than yourself. So that would be like, if you have a child, maybe getting them into a sport that they enjoy, obviously not pushing it on them, they have to enjoy it. But that might be something, because I didn't do that. I didn't join any sports or anything.[0:17:15] Max: Yeah, okay, so I joined a sport. I don't know how your high school was, but my high school was very competitive, and when I got to high school, I don't know, I kind of just hit the ground running. I really wanted to do well in high school for myself, so I pushed myself, probably pushed myself a little bit too hard at times. So I did track and cross country.[0:17:47] Brianne Davis: You were overachiever.[0:17:48] Max: Yeah, I was an overachiever.[0:17:51] Brianne Davis: I was not. I didn't want to go to college. I didn't want to do any of that. I was, like, not interested.[0:17:58] Max: I was hardcore over achiever. I just choir. I was in the National Honor Society. I did a couple you thrived.[0:18:08] Brianne Davis: Maybe you should be doing this and I should be coming on, talking about the secret of my learning disability and being bullied. You thrived like, you really did.[0:18:18] Max: Yeah, I took five AP classes. I was in the National Honor Society, people. So, yeah, to say, like, I was an overachiever was an understatement. But again, I went to a very competitive high school. Like, people in my high school went to ivy League schools in, like, Stanford and georgetown and emery, so, like, those very top niche schools, and I wanted to fit in with my peers.[0:18:53] Brianne Davis: Well, here's the thing. It's like when you're saying that right now, it's really beautiful because you took something that made you different and you got the tools, and it sounds like your parents really supported you and got you what you needed to keep succeeding in our society is whatever you want to call it, but you really just thrived. And it almost gave you this upper hand of your unique in a beautiful way. Because I believe people with autism are learning disabilities. Our brains work differently, and there is a very beautiful thing I see now, but I still have residue of being bullied. Did you ever get bullied or no?[0:19:34] Max: A little bit in 8th grade.[0:19:36] Brianne Davis: Okay.[0:19:38] Max: But I actually went to the guidance counselor because I was getting bullied because I was not happy. But the thing is, Brian, I did not like having autism. And I think, in a way, I was almost trying to make myself try to be neurotypical. So while I was really thriving and pushing myself, I was almost, like, trying to I was trying to push myself.[0:20:09] Brianne Davis: Out of autism and run from it. Like, keep it a lie almost to yourself a secret almost to yourself. It's not there. It's not there. It's not there.[0:20:19] Max: I basically was telling myself, by the time I graduated from high school, I have to be cured or get all my support out. I think it was something along the lines of, like, I can't have any more support after I graduate. These are the four years that I have to crunch down and grind and make sure that I can be independent and self sufficient by 18. But I think I took that almost a little bit too personally and literally because everyone had support services beyond high school. And, like, I wish I had known that because I don't think I would have stressed myself out or would have stretched myself in all the time, because I think I pushed myself. I'm glad that I pushed myself, but I was almost pushing myself in a way to survive.[0:21:23] Brianne Davis: Yeah, it is, like, superhuman effort. It's like this superhuman effort. And then you get to what, graduating high school and then did you just give up all your support system? What happened?[0:21:36] Max: When I graduated high school, I was actually kind of burnt out, to be honest.[0:21:42] Brianne Davis: You think, jeez, I'm burnt out. While you're telling me everything you were doing. I'm like, can I take a nap? Like, I'm tired.[0:21:50] Max: Yeah, I was definitely burnt out a little bit. But back in 2012, the expectation was to go to college.[0:22:00] Brianne Davis: Yes, but now they say you shouldn't go to college. Just so you know, like, new studies are saying you can actually do better without college.[0:22:08] Max: Yeah. So I wish I had taken, like, maybe a break or maybe taking a semester off just to chill out a little bit. But I was still in that go go attitude and, like, wanting to thrive. And when I got to college, even though I could utilize my support systems, I could get extra time on test, and I could take a test in a quiet room. I wasn't using that at first. And looking back on that, I kind of think I'm the biggest idiot because I was shooting myself on the phone.[0:22:47] Brianne Davis: Yeah. No, I did too. Like, taking the sats and tests. I didn't use those extra tools I could have because I didn't want to feel different from anybody else.[0:22:57] Max: Yeah. So when I got to college, I was trying to essentially trying to be like the typical college student that you see in TV and media, and I was shooting myself in the foot, and I'm like, I can't do this. My parents are paying a lot of money for me to go here, and I want to do well. And what made me feel more comfortable about myself when I got to college is unlike high school or even like the K through twelve system, I think how people in college tend to be a little bit more open about their vulnerabilities. So that's what I talked about in my Ted Talk was that people had these invisible letters. So for me, my invisible letter was A for autism. But I had met people, whether it was like, my track team and I was also in Greek Life or through other organizations who are going through these insecurities, and you would have never known it. So it made me feel like, less alone. And that's when I realized I had to be more authentic to myself.[0:24:16] Brianne Davis: So what do you remember, like, the first step doing it, doing the Ted Talk? Was that like, the moment you felt a freedom from that bondage of self, or was there a moment you can remember that you're like, aha, that was like, the thing that something switched.[0:24:34] Max: So I guess you could say, like, I started to reveal that I was autistic in little baby steps. So I reveal to my classmates I had autism in my senior year because I shared my college speech in a class. And I remember that was like, the first time that I had done that. And then I think it was around like, my sophomore year of college, that's when I started to, like, meet people. It wasn't really a specific person. It was just like different friends or acquaintances who are kind of just going through different vulnerabilities that you would have.[0:25:16] Brianne Davis: Never life struggles, things.[0:25:18] Max: Yeah, and that's what made me reveal my own insecurities and what I had gone through.[0:25:27] Brianne Davis: Here's my question, though. Did you have any backlash? Did anybody ever make you feel bad? Or was it just this warm, like, we accept you for who you are?[0:25:41] Max: Everyone was accepting. I had one teammates, and I'm not going to go into a lot of detail about this. He just did not like me for personal reasons and essentially was trying to bully me. But that's just like another therapy session, you know?[0:26:02] Brianne Davis: I love a good therapy session. Come on. No, but that's what I'm trying to teach my son what you just said. I said not everybody's going to like you and you're never going to understand why some people are just not going to like you.[0:26:14] Max: Yeah, at that point, I just didn't care and I didn't need permission for him to like me. But, yeah, I felt very welcome and it helped me succeed in college and I eventually did very well. I got this very prestigious award my senior year that was only given to, like, I think, 20 students. I went to graduate school and got a master's in higher ed, and currently my background is in research and evaluation. That's what I do for my current career.[0:26:55] Brianne Davis: Wow. You're still an overachiever, but that's a beautiful thing. It's like your autism didn't slow you down. It probably even made you even have more life experiences and learn more things in a different way. And you're actually making me proud that I have, like, a learning disability because for so long I kept it such a secret and I was in so much shame for sure.[0:27:20] Max: No neuro diverse people. They are like their own little what's the word? Their own little creature happened. You're an actor and you're starting this podcast. You have so much to be grateful for.[0:27:36] Brianne Davis: I know when I wrote a book and it was best seller and I was like, oh, my God, I did that. I built to this day, and I did that. What? Do you ever have those moments where you're like, I did that, like your Ted Talk where you're like, I did that. Well, thank you so much for coming on, but I do have a couple more questions before if there's any parents out there or anybody that's like, oh, my God, this is hitting a core of something going on with my child or even with myself. What would be your first advice for them?[0:28:09] Max: Don't freak out.[0:28:12] Brianne Davis: Don't go into panic.[0:28:14] Max: Don't freak out. I think my best well, the one thing I would recommend is looking into the listening program. I mean, like, to say that was a lifesavers and understatement. Okay. Get your child involved in extracurricular activities. Obviously, they have to enjoy it. If they're not enjoying it, then you don't want to push them too hard because then they're going to get acclimated, like you said, into doing something outside of themselves internally.[0:28:51] Brianne Davis: Well, thank you. And we will link that learning app and learning program below so people can go to it and see what it is and all that. Is there anything else you want the listeners to know about your journey, about releasing yourself of the secret and baby steps throughout the years? Is there any closing words you want to say?[0:29:12] Max: I just want to say thank you to my family and friends who believed in me when there were times I didn't believe in myself.[0:29:21] Brianne Davis: That makes me want to cry. Where can people find you if they have any questions or anything.[0:29:27] Max: Yeah, so they can email me. My email is Maxorden korten, 26, at@gmail.com. I would also say for people, because there's also been a growing trend of adults being diagnosed with autism. There's a LinkedIn group that I follow. It's called Non neurodivergent. I think that's the name of it.[0:29:55] Brianne Davis: Okay.[0:29:55] Max: But it's for professionals who are neuro divergent, and just trying to navigate the workforce really helps me because when I started working, I really didn't know any other nerdive, urgent individuals in the workforce.[0:30:14] Brianne Davis: Thank you so much for sharing that and thank you for coming on.[0:30:19] Max: Thank you, Brian.[0:30:20] Brianne Davis: If you want to be on the show, please email me at secretlifepodcast@icloud.com. Until next time, thanks again for listening to the show. Please subscribe rate share or send me a note at secretlifepodcast.com. And if you'd like to check out my book, head over to secretlifenovel.com or Amazon to pick up a copy for yourself or someone you love. Thanks again. See you soon.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In dieser Folge war Max Just mein Gast. Max ist Nachwuchs – Beachvolleyball – Talent und trainiert gerade am OSP in Berlin. Wir sprachen über seinen Weg als Volleyballer, der ihn zuerst in die Halle und zum VCO Berlin brachte. Max war kurz davor den ganz normalen Weg beim VCO Berlin zu beginnen und eine Karriere als Hallenvolleyballer anzugehen. Kurzfristig änderte er dann seine Pläne und ging in den Sand. Zusammen mit Lui Wüst hat er es bereits zu den Deutschen Meisterschaften geschafft und einen starken 4. Platz rausgeholt. Wie er den Weg in den Sand geschafft hat und welche Schritte vonnöten waren, hört ihr in diesem Podcast. Viel Spaß beim Hören der Folge! Ich würde mich riesig über eine Bewertung bei Google Podcast oder Spotify oder einen Daumen hoch bei Youtube freuen. Schicke diesen Podcast auch gerne an Freunde. Philipp

The Show is Almost over My Guys..... Poggers to The Max Just waiting on the Fat Lady to Sing #shotgunnews #shotgunnewspodcast #podcast #josearteaga #josearteagapodcast #bitcoin #dogecoin #tesla #elonmusk #doge #wallstreetbets #spaghettinews #spaghettinewspodcast #spaghettipodcast #notcable Want to listen to Shotgun News LIVE? Then Check us out Every Tuesday and Thursday night at 9pm Eastern on YouTube - https://www.youtube.com/channel/UCXtfW_1lYqSr3DDzhyk1vbQ The Podcast Uploads every Wednesday and Friday also check out Shotgun News on your Favorite podcast App Also follow us on Discord Chat Group - https://discord.gg/DdEWvsYmJs Twitter - @Shotgun_News https://twitter.com/Shotgun_News https://www.josearteaga.com/ DogeCoin - DEp2MYrMfCtgbfqe9xcUitCY8DskkpQrDh --- Support this podcast: https://anchor.fm/notcable/support

The Show is Almost over My Guys..... Poggers to The Max Just waiting on the Fat Lady to Sing #shotgunnews #shotgunnewspodcast #podcast #josearteaga #josearteagapodcast #bitcoin #dogecoin #tesla #elonmusk #doge #wallstreetbets #spaghettinews #spaghettinewspodcast #spaghettipodcast #notcable Want to listen to Shotgun News LIVE? Then Check us out Every Tuesday and Thursday night at 9pm Eastern on YouTube - https://www.youtube.com/channel/UCXtfW_1lYqSr3DDzhyk1vbQ The Podcast Uploads every Wednesday and Friday also check out Shotgun News on your Favorite podcast App Also follow us on Discord Chat Group - https://discord.gg/DdEWvsYmJs Twitter - @Shotgun_News https://twitter.com/Shotgun_News https://www.josearteaga.com/ DogeCoin - DEp2MYrMfCtgbfqe9xcUitCY8DskkpQrDh --- Support this podcast: https://anchor.fm/jose-arteaga-podcast/support

Join Harsh and Mihika in Just Absolute Madness, A fantastic Qualifying with Max Just losing control at the final corner andA Start-stop race that has brought all the races to mean nothing as Max and Lewis Draw level on pointsWhat did you think of the track, let us know in the comments below.Follow us on Instagram at: https://www.instagram.com/f1gridview/Follow us on Twitter at: https://twitter.com/F1GridviewListen to the Podcast on Spotify at: https://open.spotify.com/show/5pkENMCxbSEStYICPWsTYu?si=amf-I5n0TmGM5WtwYSRHNg&dl_branch=1Listen to the Podcast on Google Podcasts at: https://podcasts.google.com/feed/aHR0cHM6Ly9tZWRpYS5yc3MuY29tL2YxZ3JpZHZpZXcvZmVlZC54bWwReach Out to us at: F1GridView@gmail.com#F1India #podcast #F1India #India #Formula1India #formula1 #f1 #f1 #formula1 #racing #formulaone #ferrari #motorsport #lewishamilton #scuderiaferrari #mclaren #race #charlesleclerc #grandprix #mercedes #sebastianvettel #maxverstappen #memes #car #formulauno #cars #redbull #vettel #redbullracing #team #hamilton #driver #leclerc #ayrtonsenna #meme #mercedesamgf #bhfyp . Disclaimer: This is not an official account of F1, we are just fans! This page is not associated in any way with the Formula 1 companies. F1, FORMULA ONE, FORMULA 1, FIA FORMULA ONE WORLD CHAMPIONSHIP, GRAND PRIX and related marks are trade marks of Formula One Licensing B.V. Copyright Disclaimer under section 107 of the Copyright Act 1976, allowance is made for “fair use” for purposes such as criticism, comment, news reporting, teaching, scholarship, education and research

Max: Hello. Welcome back to the Recruitment Hackers Podcast. I'm your host Max Armbruster, and today I'm delighted to welcome Lindsay Witcher, who is VP of Global Practice Strategy and Solutions at RiseSmart, which is part of the Randstad group and an expert on internal mobility, which is maybe the hidden engine a company needs to activate in order to really power up their hiring for graduate hiring That's what I'm hoping for this, that with a good internal mobility engine, then that means you can train, you can grow people for many years, and then you can build a more diverse workforce, which is built from people from within coming straight out of school. So that'll be my pitch. And maybe Lindsay, if you want to poke holes in it, you're most welcome to do so and to expand our mind on how to build a good internal mobility program. So welcome to the show.  LINDSAY: Thanks Max. I'm so excited to be here. And definitely looking forward to that topic. I don't know that I'm going to poke holes necessarily in, but I'm excited for an interesting conversation. Max: Thank you. And to kick things off how did you end up in such a, you know narrow, I would say specialized area of mobility I'd ran stats. Walk us through your career on how you ended up in the beautiful field that were of people strategy.  Lindsay: Yeah, sure. No happy to. So I've been here at Bronstein RiseSmart for a little over 10 years. I started when we were just RiseSmart very early days as a small Silicon Valley-based startup looking to disrupt the outplacement industry. So the industry of supporting people who are impacted by layoffs, find a new role, that was really the roots of our company. And since that time you know, the company has really grown and expanded in terms of what we do and how we support our customers to really encompass the entire employee life cycle. So internal mobility redeployment all the way through to outplacement. And so obviously internal mobility today is such a hot topic for companies. The war for talent is such that you can't find people on the outside. It's an important time to start looking within. And so we do a lot of that. We offer services and technology to help with that.  And looking forward to, you know, diving into that topic as far as on a personal note I got here, I started my career. I actually got a master's degree in career development. I was really passionate about psychology and careers and HR. So that's the path my education took me and then stumbled upon you know, a number of different roles, managing businesses, managing HR and some small businesses, coaching executives, writing resumes, all sorts of interesting things. As I went through graduate school, and then ultimately came more into this space, specifically that outplacement space and now the talent mobility space. And I'm part of Randstad RiseSmart's global leadership team. So excited to have...  Max: Well of psychology is one of those departments that always produces great talent for the HR teams because you know, you have to have that sort of twisted mindset. Sorry, just poking fun. But then you kind of have to have that curiosity to try to create these good environments and deal with the stresses of people. Maybe people from in talent acquisition these days I see more and more who are coming from an analytics background and maybe more, you know, left-brain thinkers. But there's these two elements rises psychology elements and the analytics, which are both rising in demand and perhaps a in town tech position, what's becoming less, less frequency is the, you know, the more aggressive salesy kind of profile. The last two years must have been a very busy time for RiseSmart. I'll play it. You know, if we're talking about outplacement and how is the market changing in the field of outplacement, which is. I think unknown to most people outside of that, up in the air movie with George Clooney.  Lindsay: Ah, you thought, oh man, I have to be honest. It's very much not like that movie.  I can assure everybody. So just know that I mean, you know, we've really. Well, first of all, to answer your first question, what it's been like. I mean, obviously last year, 2020 was an incredibly difficult year for many companies, right? So many organizations were really negatively impacted by COVID their business models were turned upside down and they really struggled to find their way through the economic downturn that we experienced. So we definitely had a lot of our customers needing to have layoffs last year, unfortunately. Which of course, you know, we much rather our customers retaining talent and move talent and train talent and do all those things. But of course, last year we saw a lot of companies needing to let people go. But at the same time, you know, there's always that other side of it, there were a lot of organizations that we work with that were in a good position as a result of COVID they were in industries that were, you know, boom. On the flip side of that scenario. So in that case, we were able to really work hard with those customers who were having to let people go. And those customers who were hiring to try to connect those dots and create as good of an outcome as possible for those employees who were impacted by layoffs. Because, you know, for us, we're really focused on experience. We want the individuals to have who we work with to have as good of an experience as possible, have all the support they need. They get partnered with a coach, they get a brand new resume from a resume writer. We do a number of things to help them. And so for us, you know, we were really honored to be able to help a lot of people through a difficult time and found a lot of success, helping them find new roles in the industries that we're hiring over that time. Max: I've never received this Rolls-Royce service, but I've actually never suffered a layoff personally you know on a personal level. But the career coach service the outplacement service, is that something that is offered at scale or it's more for, you know, leaders, senior leadership and you know what are some of the best practices in this space for maybe the more high volume space? Lindsay: Yeah it's a good question. And I think that it's a nuanced answer because I think I remember, I don't think I know every company handles it differently. So on the one end of the spectrum, we have customers who truly are committed to equity and inclusion, and they believe that everyone should have equal access to services such as ours, as part of their exit process from the organization. And so those organizations whether you're at the, you know, most entry-level of the company, or you're the most senior executive you're going to get outplacement services. And I do think that is the most fair and equitable approach because really we that when people have our services, not only do they handle the transition better, land into their new role much, much more quickly. So that's good for the company, right? You save on severance, you save on unemployment insurance, depending on what country you're in and what those rules might be. But ultimately I think that we, of course, always advocate for that approach. There are companies, however, Based on budgets or past, you know, past processes or whatever the case might be. They only offer our services to, you know, a certain level of employee up through, you know, their executive team. So it really depends on the company and what they're trying to achieve and their sort of point of view around. Who gets what and how much and that kind of thing. And then as far as the best practices, I think that for us, it's really about tech and touch. We have a technology that we built that helps match people to jobs, helps them prepare for the job search, helps them be effective. But at the same time, like you might, like you mentioned, we have coaches, people who work with us get unlimited coaching. They get that brand new resume to have a job concierge career concierge who is really supporting them and finding opportunities, all of which sort of surround that person during this difficult time to help them be more successful because when you're out on your own, you know,  it's challenging and you don't do a job search normally. So you don't know what to do to your point. Some people have never had to kind of go through that. So all of our services really help people be successful.  Max: Yeah you anticipated next question, which was around technology and automation. And of course they're dealing with an emotional time when you need ideally a high touch approach with a human touch. Do you think that this domain still has room for automation and you know, what is the crystal ball say on this one?  Lindsay: Yeah, I think that, you know, like I mentioned earlier, we were born as it's really a technology company. We've always had services, but really where we focused. How can we deliver a great experience through technology with the human touch to supplement it and really power the human touch through that technology? So I think when we think about automation, we think less about reducing the human touch and more about optimizing the human touch. So when we build backend systems, when we build tools in our portal that individuals use, we're really focused on how can we optimize a person's experience so that when they are leveraging our services,  they in the coach are really focused on strategy, focused on the most important things.Not doing things like trading emails on what time someone's available. Right. We have self-scheduling for example, or, you know, job matching. We don't want a person having to go out and spend hours and hours and hours looking online for jobs, our technology. We have a patented matching technology that does the work for them. A curated list of all of the opportunities out there, just down to the ones that are best fit for them, their profile they're still, so there's always room for additional efficiencies and creating greater experiences through technology, certainly. But I think for us, our DNA and our commitment to creating just what we would call a wow experience for people, it's never to replace the human element, but just to optimize it and make it either. Max: Amen. Amen. There's so much that can still be done around yeah. Productivity of individual contributors and. I personally feel like my job has changed a little bit in the last two years with an increase in zoom meetings and obviously a decrease in traveling. So I feel like you know, the day-to-day job has changed a lot. Even though my remnant and job title is remained intact. Wondering about moving on to internal mobility and the, the way we market our jobs to our employees. Generally, that's not something that's handled by the same team as the one that does recruiting. Right? Or do you find that there's a dedicated team just in large companies that say if many thousands of employees do they separate those two teams because we're dealing with different audiences with different expectation? Lindsay: Yeah, it depends. And again, I hate to keep saying it depends, but it really, each customer handles this a little bit differently. And I think that the reality is most professionals would say or would agree to, it's easier to find a job outside the company than it is to find a job inside the company. Right. And that's why so many people leave. I mean, there's a lot of stats being thrown around right now. You know, 95% of professionals are considering leaving their jobs or 75% of professionals are considering leaving their jobs right now. Right? I mean, I'm sure the actual number is somewhere in the middle of all that, but ultimately when you have a situation where it's easier for someone to find a job externally than it is for them to find a job internally, then, of course, they're going to go externally, right. Because it's the path of least resistance. And so from my perspective, And what I am seeing, some companies move towards is treating internal talent acquisition with the same thought investment teams as external talent acquisition. Because really at the end of the day, from my perspective, it's all about talent pools. Your internal employees are just yet another talent pool for you to tap into and you should be leveraging and optimizing that just as much as you. university hiring or your early professional hiring or, you know, whatever other types of hiring you're trying to do. And so from my perspective, at least you should be making the same types of investments in that but there's a big change management culture curve that has to happen in many organizations because what we find is a number of things. First and foremost, a lot of companies don't have a culture that's accepting of internal mobility. So managers core talent, or they penalize people who raise their hands and say, Hey, you know what? I actually might want to try something new. Right. And all of a sudden, you're not getting projects, your manager won't talk to you. And you know, you're worried you're going to get that pink slip, you know, the next time you talk. Right? So there's a culture problem first and foremost, in a lot of companies. Whereas they say they want to do better internal mobility, but they haven't created an environment where that's accepted and encouraged and rewarded, frankly. So I think first and foremost companies have to focus on the culture. And then from there, once you have the culture in place and managers and leaders on board, then you have to create the systems by which people can actually be mobile. Part of that comes down to, do you have a profile of all of your employees, right? You would be surprised. How many companies don't have something as basic as just an inventory of employee skills, for example? Right? So in order to enact into our internal mobility and do it well, you need to know what skills your people have and you need to know what skills your organization needs to be successful, and you need to bring those two together. Right? So, that's not happening in a lot of cases. And then furthermore, I think if you can think about it from a top-down or a bottom-up perspective. So top-down perspective is the culture change, the leadership, the, workforce planning, activities, all of that sort of thing. But then at the end of the day, you can workforce plan, you know, you can implement LMS systems, you can put, you know, training videos in place, but at the end of the day, if the individual employee doesn't understand. What's in it for me? How does my making the effort to take control of my career? Take that class, gain that skill, you know, apply for that job if they don't understand why that's important and how that fits in for them and their future. They're not going to take action. They're not going to be motivated to do the things that are needed to make internal ability successful. So our point of view, of course, somewhat selfishly, is that everyone deserves a coach. Everyone deserves that one-on-one career support, right. And in a perfect world, everyone who wants it would have access to. But you know, of course not everyone is ready for something such as that, but we know that people are more successful when they have one-on-one support around their career. And most managers let's be honest, are terrible at supporting their employees from a career perspective. So, you know, you kind of have… Max: You've said a couple of you've had a couple of digs at managers for protecting their teams and yeah, because  Lindsay: I'm a manager, I have a seat. Right. But I also have… I'm also a, self-aware enough to realize that in a lot of cases, a manager has so much impact and control over the career of an employee that, you know, you have to really create a culture where part of the manager's job is getting great talent up and going into other roles within the current along way towards that internal mobility. Yeah.  Max: Yeah. It's that switch? When the manager starts to see themselves, as, you know, a pat, you know, a stop along the way of a great career sees themselves as a mentor who will help them get to the next step. It's yeah, it takes a level of. Detachment from the day-to-day, which is a level of maturity, which it takes a while to get there. Lindsay: Right. And just a commitment to the bigger picture putting the good of the company over the good of me as a manager. Right. And just my team. And I think that's part of it too. And again, it comes down to culture, right? It comes down to an example that your leadership is setting for, you know your directors for your managers and, and kind of everyone in. Max: Do you think that you know, there's a stat to say that new generations have a shorter attention, span, more opportunities than ever, and everything is available at the click of a button these days. So that they're a little bit more high-paced and so do you think that the pace of internal mobility has changed to reflect that and that companies now are okay with people changing roles faster than they did five, 10 years. Lindsay: I think they have to be. Cause if they're not okay with it, it's not going to change that that's the new reality. Right.  So they need to figure out a way to be okay with it and create a scenario where people have the opportunity to do it because I think that people do have choices. And I also think there's a lot of trend towards people not willing to put up with what they have in the past, from, from companies from work. That sort of thing. I do want to acknowledge that not everyone is in a privileged position to have that level of autonomy over their career. Right? It's not available across the workforce. So I think it's important to recognize and acknowledge that. But I think for, you know, a lot of professionals today you look at a lot of the studies and surveys and things that are going out there, but work-life balance doing work that has purpose and meaning. You know, all of those things are so important and then people are not willing to accept anything less. So they'll come to you they'll work for you, but if they don't find that they have the opportunity for growth, that they're learning, that they're engaged with. They're connected to something bigger than themselves, they will go somewhere else. And personally, I think companies should be more okay with that and recognize that while this great person may be leaving to go to another company, I'm probably gaining a great person from some other company, right? So it really almost creates an ecosystem where everyone is benefiting, where if I think all companies can get comfortable with the idea of mobility, get comfortable and committed to skilling their workforce and keeping people employed. Where everyone will then benefit from each other's investments versus this very narrow-minded view that we hear a lot is, well, I'm not going to invest in skilling my people, because then they're just going to leave. So why am I going to do that? Right. Which is very prevalent, you'd be surprised. And that, to me, that's a very short-sighted view and it's a very short-sighted approach because at the end of the day, There's a bigger societal commitment. I think that companies should have to do their people, right? Max: Yeah. Yeah. I agree that as a psychologist, you know, you can probably dig into the reasons why. I mean, it just comes from a certain level of insecurity. Somebody leaves you and you fail. You take it personally. Lindsay: Yeah, but it's not about you. Right? We have to leave our egos at the door in some cases with some of these things, right. If someone goes on to take a new opportunity, it's not about me. It's not about my company. It's, that's what was right for them and that's okay. And I need to be okay with that as a leader and even support them in a lot of cases. Max: Hey I think you're so damn right. And it's so damn hard.   Lindsay: Can you please cut that out of the podcast and just give it to me in a little a drive so I can share that? Max: Yeah, I wonder on the recruitment marketing side do you think the right approach is,   to go and promote and hunt these jobs out, or that would create too much disruption like to have a head of a department go speak to another department and say, you know, come and work for my team. Have you seen these companies where there's enough maturity and trust where that,  Lindsay: Yeah, I absolutely have not a lot are there. Right. But there are absolutely organizations that one comes to mind that we work with. It's a  large technology company. They have about 70,000 employees globally and they have a very robust, very mature kind of internal mobility mindset where they kind of buy into a lot of what I've said so far on this call, which is, you know, we are stewards of a person's career during the time they choose to be here. And so we're going to invest in them. We're going to make opportunities available and we hope they stay. But if they choose to go, that's okay too, because that's what's right for them. And kind of going back to your question. They actively encourage cross-functional networking leaders, getting exposed to people across the business, individual contributors, you know, professionals at all levels being exposed to leaders, considering making career changes, considering joining different teams. You know, I think at the end of the day, a lot of the companies are moving away from this concept construct of, you know, you have a manager and then you have a team who work for that manager and that sort of what they do. To more of a dynamic, you know, skills-based there's work that needs to get done within the company. Here's the people who happen to have the skills required to get that work done, put those individuals together on a dynamic team, get the work done. And then they move on to the next dynamic team for the next body of work that needs to get done based on their skills. So I'm not suggesting that we're anywhere close to eliminating the idea of a manager. I think even in that sort of more dynamic team environment, you're always going to need someone who is that touchpoint for the individual to help direct and monitor and support and all of that. But I do think that you're going to find the borders for lack of a better word around the groups of talent, which today we kind of call teams being broken down a little bit and being more fluid, focused more on skills and work that needs to be done and less on well, you know, that thing isn't part of the charter that I have, therefore I'm not going to commit any resources to it. Right. Which is what you see in a lot of companies today. Max: Just for the sake of debating, what if there was a counterpoint to internal mobility? What would it be?  Is there, can you imagine a scenario where a company goes too far into this internal mobility business and just creates a havoc for them?  Can you imagine such a scenario? You know, I'm trying to imagine it and I think, well, no way, like, of course, it's good for every department to know what the others are doing. But maybe at some point, there's like an overload. I don't know.  Lindsay: Yeah. I mean, I haven't seen that happen yet, but you know, and I very much believe in the idea of the less rules, the less overly processed things can be the better. Right. I think that when you start to apply too many processes, too many rules, too many regulations, you inhibit growth, you inhibit innovation, you know, things like that, but, you know, of course, you don't want to create a scenario where people are hopping jobs every 30, 60 days or something like that. So I guess if there was a scenario where that was happening within a company. I could see that as being viewed  as, maybe not ideal necessarily, but short of that, I,  Max: With the graduate management training program where we made them hop department to department, but it was hard to get people to accept in our company. It's just, yeah.  Lindsay: Well, that's also during a discreet time, too, right? It was a special kind of insulated program, if you will, versus like the entire company is working. And I've every 60 days I'm moving onto a new role type of thing. That could be good.  Max: Yeah, that would be hard.  Lindsay: Okay. That initiative that you've just mentioned. Max: Yeah. Yeah. It's great. It's because you know, you feel like the people coming out of the program have you know, more maturity than if they had just done one thing. So I think it's just the way to go  and if you can afford to do it, it's great. And you can't really afford to do it you know, you can't hire up some top executives and say, all right, just bounce around for a year or two. And tell me what you like.  Lindsay: That would be tough.  Max: So you're going to do that with the young talent, but I think it works of course. And well I normally asked two more questions to all my guests, which are a little bit outside of our topic.But you know, the first one is technology that you use in your field that you think could lift an operations effectiveness and alluded to that a little bit saying simply well productivity tools like scheduling and calendaring. Is that the first thing that comes to mind? Lindsay: I mean, yeah, it's sort of basic, but yeah, I think for me, as far as making the work, we do more efficient. That's part of it. I mean, I do think another technology that we have is called Bright Fit that we've just recently released, which is really focused around helping an individual, understand their skills, understand what opportunities in the broader job market have the best outlook and then matching those two things together. It's sort of like a GPS for your career. To help you really navigate things. And so, you know, to me to get to that conclusion for an average person would take hours upon hours upon hours of research and interviews and digging, and Googling and all sorts of things. So I think anytime you can consolidate the effort of something to help a person make a career decision and give them insights that really get them closer to being comfortable, making a decision to me, that's a great efficiency. Well, of course I think what we've built is amazing. I'd love to see more companies focusing on that. It's really an employee experience consideration just across career decision-making and career path thing and all of that kind of thing.  Max: Yeah. Well, salaries are going up and you know, many people are. Oh, can I get a raise? And then you need to be able to come up with an answer for that. So using the tool, like you mentioned to say, well, you can get a raise if you move a little bit towards that direction, because that's where the market is becoming, where there's the most demand. So it's a market-based approach to dealing with that situation. I think it works well. And then my last question, which is you know, a bittersweet one while more bitter, really it's about hiring mistakes that people make. And so as a manager I know you've made hiring mistakes before probably. And so just if you could walk down memory lane and even if it's a suppressed memory to, to, remember for our listeners, what mistake that was and you know, what they can learn from it.  Lindsay: Yeah. I think for me, especially in our earlier days working, you know as a startup and whatnot, you know, you work very quickly. You're moving at a million miles an hour and not always taking the time to really stop and think about what you need. So I certainly can think of times in my career. I've made a hire based on, you know, available information, but not given myself the time and space to think it through longer-term and more strategically. And as a result, you know, might've been able to hire someone who was a slightly better skill fit for the long-term versus just the immediate need, if that makes sense. So I think that I would call that kind of a hiring mistake is really mostly about just being very intentional. Thinking it through and not making a gut decision, but a really well-informed database, longer view type of decision around hiring now. Max: What is this person going to be doing a year, two years, three years from now. Lindsay: Right. And is this person I'm looking at hiring right now, capable to get there, even if they're not here right now, do they have the capabilities to grow into that? And if not, then I need to really question if that's the right hire.  Max: Yeah. And it's a delicate balance, right? Because if you're interviewing somebody as if they were coming in for a VP role, and then you put them at a desk to handle a customer support. Yeah, this is going to be a bit of a gap between the experience of the recruitments and then the reality of the job. Lindsay: Yeah, somewhere in, but even just things like growth mindset, curiosity. Right. I think that there's some kind of baseline traits that can tell you that a person can be poised for greater things down the road, even if they're not ready for them today, maybe not quite that leap customer service to VP, but at a minimum, you know, customer service to maybe eventually being a manager of a customer service team, for example, I think thinking that through is really helpful.  Max: Yeah. I had an assessment vendor on the show that was saying that for positions that are indeed high volume, very repetitive that they would ask questions to make sure they would for people who were highly creative thinkers, they would downgrade their... Lindsay: And that's where it's interesting.  Max: They'd be afraid that it would burn out through boredom.  Lindsay: I think that there's a right job for each person. Right.  And no matter what someone's skill set is, what someone's sort of a superpower is if you will, that there's a place for everybody somewhere. Max: Well, beautiful words to finish our conversation. Thank you, Lindsay, for coming on the shelf. Of course. Thanks for having me max. I appreciate it. That was Lindsay Witcher from Randstad reminding us that someone coming to work for you as only there for a little part of time. For a few years, if you're lucky. And that recruitment is a small step within a big step, which is joining your company but in a very multi-step and many sometimes many staircases experience, which is a career. So as Lindsay works on outplacement services, you reminds us as recruiters to always keep the long-term perspective of what a candidate has to do to progress in their career. And it's important as to keep that top of mind so that we don't solve short-term problems to create problems down the line where candidates that don't have a path for growth. Hope you enjoyed it, and that you'll be back for more on the Recruitment Hackers Podcast. Remember to share with friends.  

Consumer packaged goods companies are under enormous pressure to innovate at a fast pace, forcing businesses to rethink how they do work now and in the future. Max Just, global director of business intelligence at Coca-Cola, discusses how the company is using machine learning to connect the future of work to new opportunities for its internal talent pool.

Max Just has been talking about the Future of Work for quite some time. We now all know that the conceptualizing Max had been doing paid off in immediate fashion as the Future of Work is here. 

Max Just returns to deep dive into the fact that The Future of Work is Now. Also, join our Celonis Podcast Mini Series guest JP Thomsen by visiting celonis.com/celosphere-live . Also available on-demand following the live stream dates.    

Max Just is accompanied by a special guest on this episode of Future of Work. Julie Seitz is an expert on all things workspace, which makes her the perfect partner for the topic of—you guessed it—the future of workspaces. While she notes that an enterprise can't necessarily futureproof themselves in this regard, she encourages them to get out of their insular spaces for the sake of spotting trends in how people are working in universities, airports, etc. Flexibility and simplicity in a workspace make more practical investments than technological ones that will become outdated. Julie also reflects on the evolution of the public school classroom and how examining that process helps illustrate how different generations work differently. Max jumps in with the ah-hah moments he had while working with Julie, including the importance of providing collaborative workspaces for collaborative work. Ultimately, Max and Julie agree: workspaces matter.

Max Just is accompanied by a special guest on this episode of Future of Work. Julie Seitz is an expert on all things workspace, which makes her the perfect partner for the topic of—you guessed it—the future of workspaces. While she notes that an enterprise can’t necessarily futureproof themselves in this regard, she encourages them to get out of their insular spaces for the sake of spotting trends in how people are working in universities, airports, etc. Flexibility and simplicity in a workspace make more practical investments than technological ones that will become outdated. Julie also reflects on the evolution of the public school classroom and how examining that process helps illustrate how different generations work differently. Max jumps in with the ah-hah moments he had while working with Julie, including the importance of providing collaborative workspaces for collaborative work. Ultimately, Max and Julie agree: workspaces matter.

Max Just is accompanied by a special guest on this episode of Future of Work. Julie Seitz is an expert on all things workspace, which makes her the perfect partner for the topic of—you guessed it—the future of workspaces. While she notes that an enterprise can’t necessarily futureproof themselves in this regard, she encourages them to get out of their insular spaces for the sake of spotting trends in how people are working in universities, airports, etc. Flexibility and simplicity in a workspace make more practical investments than technological ones that will become outdated. Julie also reflects on the evolution of the public school classroom and how examining that process helps illustrate how different generations work differently. Max jumps in with the ah-hah moments he had while working with Julie, including the importance of providing collaborative workspaces for collaborative work. Ultimately, Max and Julie agree: workspaces matter.

Max Just is accompanied by a special guest on this episode of Future of Work. Julie Seitz is an expert on all things workspace, which makes her the perfect partner for the topic of—you guessed it—the future of workspaces. While she notes that an enterprise can’t necessarily futureproof themselves in this regard, she encourages them to get out of their insular spaces for the sake of spotting trends in how people are working in universities, airports, etc. Flexibility and simplicity in a workspace make more practical investments than technological ones that will become outdated. Julie also reflects on the evolution of the public school classroom and how examining that process helps illustrate how different generations work differently. Max jumps in with the ah-hah moments he had while working with Julie, including the importance of providing collaborative workspaces for collaborative work. Ultimately, Max and Julie agree: workspaces matter.

Max Just talks us through digital environments in this installation of Future of Work. Max opens by discussing the importance of improving the employee experience with a focus on people “inside the tent.” HR and procurement services aren’t enough to satisfy today’s employee. Instead, employees expect a seamless digital experience more on par to the one they experience in their day-to-day dealings. If a company feels archaic to an employee, they are less likely to feel like they belong. Max offers tips on how to adapt to the future employee, such as investing in automation. Finally, Max discusses two future trends he is noticing: internal digital assistants and collaboration tools.

Max Just talks us through digital environments in this installation of Future of Work. Max opens by discussing the importance of improving the employee experience with a focus on people “inside the tent.” HR and procurement services aren’t enough to satisfy today’s employee. Instead, employees expect a seamless digital experience more on par to the one they experience in their day-to-day dealings. If a company feels archaic to an employee, they are less likely to feel like they belong. Max offers tips on how to adapt to the future employee, such as investing in automation. Finally, Max discusses two future trends he is noticing: internal digital assistants and collaboration tools.

Join Lisa Natoli and Max Just as they talk about the importance of practicing, especially as it relates to A Course in Miracles. What does practicing mean when it comes to awakening and transformation? If you keep doing the same thing that has not been working for you, you keep falling into the same hole. Having consistent daily habits in your thinking, emotions, and the way you use language will cause dramatic changes in your life. No matter what difficulty you face, you can stop it right now because you are a divine being. 

If you have ever wondered why you say you want peace (and joy and happiness), but your experience is conflict, depression, anger, guilt, and doubt, tune in to today's show with Max Just and Lisa Natoli! If you don't have peace consistently, the reason is simple: You don't want it. A Course in Miracles gives us four obstacles to peace, and the No. 1 obstacle is your desire to get rid of it. Do you throw love away when it shows up? Do you look for things to criticize, judge, and fight with when things start to get peaceful? Do you feel stress and anxiety when things start going good? This is a normal, habitual pattern for most people because we have trained ourselves for conflict and struggling in life. Peace makes most people nervous. They think a peaceful life will be boring, so the mind does things unconsciously to stay in drama. If you feel that you really do want peace and you are ready for a life of joy and happiness, where you feel centered, clear, and grateful, this show is for you!    For more information about A Course in Miracles and the Teachers of God Foundation, please visit teachersofgod.org.

If you feel disturbed by recent events with Donald Trump becoming president of the United States of America, tune in! Max Just and Lisa Natoli discuss their "point of viewing" of what they see and hear. Learn how to see with perfect perception. Also, Max talks about the importance of "admitting your inauthenticity about your authenticity." Many people say they want peace but cannot find peace, and wonder why. The first step is to be honest and admit that you don't really want it. Don't try to find peace. Don't try to make it happen. Simply come to a place of authenticity and see what is really going on in your mind. A Course in Miracles states: "When you have seen your brother as yourself you will be released to knowledge, having learned to free yourself through Him Who knows of freedom."    For more about A Course in Miracles and the Teachers of God Foundation, please visit teachersofgod.org.

Wouldn't it be great to have no problems? You can choose to change your mind and see everything as a situation or an adventure or just something that's happening—"no big deal." On this inspiring—and often hilarious—show, Max Just describes how he views the situations in his life and how he has no problems. He tells the story of how he needs to have a cyst removed from his mouth next week—"a minor operation"—and how he's looking forward to it because nothing like this has ever happened to him before. He's interested to see what it will be like to be under anesthesia. He then describes how he got the unexpected news that he needs to pay $4,600 before the operation to remove the cyst and how once he got over the shock of having to pay that amount of money, even that wasn't a problem. You have the power to remain in peace and joy, no matter what occurs. Your one problem—your belief in separation—has already been solved! Therefore, all your problems have been solved. Max and Lisa read from Workbook Lesson 79 from A Course in Miracles, with an invitation to practice and apply these ideas in your life so you can see that they work and that you have no problems!    For more information about A Course in Miracles and the Teachers of God Foundation, visit teachersofgod.org.  

Every cloud contains gifts. Do you see them? What do you do when "storms" and "thunder" are upon you? Do you run from problems and difficulties or do you "turn your umbrella upside down" to capture all the pennies from heaven? Join Lisa Natoli and Max Just for this talk as they share from A Course in Miracles about how to find peace and joy when things are falling apart. Learn how to "find sunshine and flowers when it showers." Max opens this talk with the song "Pennies From Heaven." He will discusses the lyrics and how you can see your problems in a new way. You don't need to run under a tree when it thunders—you can find the gifts and treasures in the "difficulties" of life. True prayer is forgiveness that asks for nothing other than a request that you may be able to recognize what you already have. Max shares his personal story of when his life fell apart. "When I said 'yes' back in 1997, everything fell away—my relationship, my four-bedroom house in Sydney, my career as a musician, my addictions, smoking, my migraines, and my depression. They seem to fall apart because you try to hang on to them as the new paradigm emerges within you. Actually, they just fall away as they are no longer serving you or the purpose you once held for them." If you are ready to see things differently and receive your fortune from heaven, tune in!    For more information about A Course in Miracles and the Teachers of God Foundation, visit teachersofgod.org.