Podcasts about mbos

Welcome to another episode of The Coral Capital Podcast, a show where we bring on guests from tech, business, politics, and culture to talk about all things Japan.In this episode, economist and long-time Japan optimist Jesper Koll breaks down how Japan is faring amid rising global protectionism, demographic shifts, and geopolitical uncertainty. A resident of Japan since 1986, Jesper has spent decades at the forefront of Japan analysis and investment, having served as chief strategist and head of research for JP Morgan and Merrill Lynch. He currently advises Monex Group, sits on the Japan Catalyst Fund's investment committee, and serves on multiple high-level advisory boards, including Governor Yuriko Koike's.Jesper warns that a Trump 2.0 presidency could trigger a double whammy for Japan: a weaker dollar slashing Japanese corporate profits and an aggressive U.S. tariff regime pushing China to dump exports into Southeast Asia—hurting Japan's industrial giants in the process. But he's still bullish on Japan.Why? Jesper sees Japan as “capitalism that works”—a system quietly modernizing under the radar. From record M&A and MBO activity to a younger generation of CEOs open to change, Japan is entering a new phase of productivity and openness. He highlights the ongoing shift to performance-based pay, increased immigration, and growing startup dynamism as key signs of this transformation. Why a weaker dollar is Japan's silent earnings risk: With two-thirds of Japanese listed company profits coming from overseas, a 10-yen appreciation can slash earnings by 8%. If Trump 2.0 weakens the dollar, Japan takes a hit—fast. Japan isn't insular—it's hyper-globalized: Despite its reputation, Japan generates a higher percentage of corporate profits overseas than the U.S. or Germany. From Daichi Life to Toyota, Japan's biggest firms are already global players. The real threat of Trump's China policy is deflation via the Global South: U.S. tariffs could force China to dump excess goods into Southeast Asia, undercutting Japanese firms not just on price, but now on quality too. Made in Japan = 30~40% price premium: Companies like Shiseido are relocating production to Japan not for politics, but for branding. “Brand-shoring” is about value, not alliances. Why energy—not labor—is Japan's factory hurdle: Labor can be automated. The real constraint on manufacturing in Japan may be uncertainty around energy costs and nuclear policy. Japan's brain gain is real—and measurable: While the population shrinks, immigration is quietly surging. Every day, 1,200 people get 3-year work permits. Companies are adapting with performance-based pay, not seniority resulting in higher talent liquidity.Record M&A and MBOs aren't a coincidence: As Japan's CEOs get younger and legacy-heavy firms face succession issues, a wave of corporate transformation is underway. “Metabolism,” Jesper says, is up.What Japan needs most is inheritance tax reform: MacArthur's anti-zaibatsu policies made sense post-WWII. But now, without reform, Japan risks losing its $4.5T+ generational wealth transfer to debt paydown instead of innovation.Japan ‘s “capitalism that works”: A system that's democratic, fair, globally integrated, and quietly undergoing a transformation from within.-----For founders building Japan's next legendary companies, reach out to us here: https://coralcap.co/contact-startups/If you're interested in joining a Coral startup, join our talent network here: https://coralcap.co/coral-careers/

Watch Here: https://youtu.be/31r3dCWdUtAAbout the Guest: Rob Richmond is a dealmaker, strategic advisor, and founder of Synergy Groups. With decades of experience in technology, business acquisitions, and rollups, Richmond has developed a reputation for structuring creative and sustainable deals. His ability to optimize businesses before acquisition, leverage vendor financing, and create high-value group exits has positioned him as a thought leader in the space.Summary: In this episode of the How2Exit podcast, host Ronald Skelton sits down with Rob Richmond, a seasoned dealmaker and founder of Synergy Groups. Richmond shares his experience in mergers and acquisitions (M&A), detailing his innovative strategies for structuring deals, including vendor financing, virtual rollups, and work-in-buyout (WIBO) models. With a track record of completing a deal nearly every week, Richmond offers valuable insights into how business buyers can creatively structure acquisitions, avoid common pitfalls, and maximize value. The conversation also delves into the psychology of sellers, the importance of profiling employees, and how to build scalable business groups.Key Takeaways:Vendor Financing as a Deal-Making Tool – Richmond explains how structuring deals with seller financing, instead of traditional bank loans, helps align interests and often results in better terms for both buyers and sellers.Work-in-Buyout (WIBO) Strategy – He outlines how entering a business as an advisor or operator before a formal acquisition can lead to stronger deals, minimizing risk and increasing value for all parties.The Power of Virtual Rollups – Richmond discusses his success with virtual rollups, where companies in similar industries collaborate, scale, and eventually exit together for higher valuations.The Importance of Value Creation – Instead of simply acquiring businesses, Richmond emphasizes improving them through strategic changes, sales optimization, and operational efficiency.Overcoming Seller Expectations – Many business owners overvalue their companies. Richmond's strategy is to shift the conversation from an unrealistic sales price to the actual post-sale cash in the seller's bank account.Employee Profiling for Growth – By analyzing staff skill sets, businesses can reposition employees for better performance without the need for external hiring.The Right Business Mindset Matters – Smaller business owners often struggle with valuations, unrealistic goodwill expectations, and an inability to scale, while those with $10M+ in revenue tend to be more pragmatic and open to creative deal structures.The Fastest Way to Exit? Management Buyouts. – Richmond highlights management buyouts (MBOs) as one of the quickest and most effective ways for business owners to transition out while ensuring business continuity.--------------------------------------------------Contact Rob onLinkedin: https://www.linkedin.com/in/rob-richmond/Website: https://morewaysgroup.com/--------------------------------------------------

In this month's podcast: Finally, some good news! UK tech sector share prices and valuations actually saw some meaningful improvement in November, making it a positive month for the sector across the board. As expected, M&A volumes were strong, boosted by pre-budget deals, with ICT Services activity seeing a particularly notable pop. Private equity had a strong showing too, with a 10% year-on-year rise in deals, driven largely by MBOs making a return after some time. Even the downtrodden venture capital sector had a good month, raising over £500m - its best month since May - thanks to increasingly clear AI drivers. Of course, the capital markets didn't get the memo and logged yet another month of no meaningful deal activity. Save for offline by hitting 'Download' above About this podcast The CEOBarometer podcast is a monthly publication hosted by Ian Spence, Founder and Chairman of Megabuyte. In each episode, Ian provides expert analysis of key trends in UK tech M&A, capital markets, private equity, and venture capital, and explores their implications for the boards of UK tech companies. Megabuyte supports UK scale-up and mid-market Software and ICT Services companies to develop robust growth strategies, understand their competitive landscape and customer sentiment, benchmark their financial performance and valuation, and identify and track M&A targets. Learn how at www.megabuyte.com or search ‘Megabuyte for CxOs'. Skip to: News Analysis 00m 48s Capital Markets 05m 12s Private Equity 08m 45s Venture & Growth Capital 14m 46s M&A 20m 54s

In addition to the usual analysis of corporate activity and valuations, this month's ‘spotlight' is on growth trends, providing an overview of current market growth rates, some context on where we are relative to recent highs and lows, and our view on the outlook. In particular, we analyse why, as Software sector growth remains robust, parts of the ICT Services sector still have some way to go. M&A activity received the expected pre-budget boost, though this impact has yet to be fully reflected in the numbers, and private equity activity remained strong across both MBOs and SBOs. In contrast, capital markets saw another weak month, with share prices, corporate activity, and valuations all underwhelming. Venture capital investment remains subdued, though select deals hint at a potential medium-term recovery. With the budget behind us, modest growth should resume as decision-making picks up. About this podcast The CEOBarometer podcast is a monthly publication hosted by Ian Spence, Founder and Chairman of Megabuyte. In each episode, Ian provides expert analysis of key trends in UK tech M&A, capital markets, private equity, and venture capital, and explores their implications for the boards of UK tech companies. Megabuyte supports UK scale-up and mid-market Software and ICT Services companies to develop robust growth strategies, understand their competitive landscape and customer sentiment, benchmark their financial performance and valuation, and identify and track M&A targets. Learn how at www.megabuyte.com or search ‘Megabuyte for CxOs'. Skip to: News Analysis 00m 48s Capital Markets 11m 26s Private Equity 14m 11s Venture & Growth Capital 21m 49s M&A 27m 34s

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Ever wondered how the creators of iconic 90s cartoons like "Angry Beavers" and "Ren and Stimpy" left such a lasting mark on pop culture? Join us as we kick off this episode with a trip down memory lane, reminiscing about these animated gems and the quirky minds behind them. As we get nostalgic, we also share our not-so-glamorous tales of traveling while under the weather. Our immune systems are begging for mercy, and we're mapping out future strategies for flu and COVID shots, all while balancing the chaos of productivity and much-needed self-care.Shifting gears, we're pulling back the curtain on workplace performance metrics. Whether you're a fan of MBOs, KPIs, or OKRs, they can be both a blessing and a curse. Through personal anecdotes, we navigate the tricky terrain of bonuses and external company influences and discuss why we prefer environments where individual success isn't overshadowed by overall corporate performance. It's a candid conversation about the realities of tying your personal victories to broader business metrics and the impact it can have on job satisfaction.And introducing a fresh segment, “Is it Me or Is it Corporate,” where we dissect workplace dilemmas with the help of our community on Discord. We toy with the idea of using an anonymous bot for submissions, diving into topics such as career transitions, age discrimination, and job title frustrations. With a nod to platforms like Reddit's "Am I the Asshole," we embrace anonymous feedback and diverse perspectives. Expect lively debates about personal priorities, the twists and turns of career paths, and the irony of corporate enthusiasm. Don't miss out as we unravel these topics with our characteristic humor and insight.Click/Tap HERE for everything Corporate StrategyElevator Music by Julian Avila Promoted by MrSnoozeDon't forget ⭐⭐⭐⭐⭐ it helps!

This week on the Expert Voices podcast, Randy Wootton, CEO of Maxio, speaks with Jeff Epstein, Operating Partner at Bessemer Venture Partners and a distinguished figure in the business and finance sectors. Randy and Jeff discuss the rationale behind budgeting, emphasizing its role in predicting financial futures, resource allocation, motivation, and maintaining fiscal discipline with investor funds. Jeff talks about the recent introduction of the Rule of X by Bessemer Venture Partners, examining the balance between growth and profitability. Jeff also shares pragmatic wisdom from his time at Oracle about setting realistic yet ambitious targets and flourishing within set constraints.Quotes“I think the Rule of X is my favorite metric because it combines revenue, growth and profitability. There is always that tension and that trade off. Should we grow faster and invest more or should we try to get more profitable sooner? And both the CEO and the CFO, that's one of the key resource allocation decisions they make. Another way to think about it is it's short term versus long term. You need to do both. You need to both achieve your goals this year and build the company for the long term. And the Rule of X captures both concepts.” -Jeff Epstein [40:21]“I think the way we think about that, and I'm only going to B2B SaaS guy, is what is the pipeline that has to be built to match the capacity, the sales capacity? So street quota, what is that? So for using an example, like 10 million bucks, marketing sales have to be totally aligned in terms of how many dollars need to be invested in paid surge versus events, et cetera, to create the pipeline, the days to close and the percent win rates that gets you to an 80/80 hit. So I think that's a great rule of thumb.” -Randy Wootton [25:40]Expert Takeaways Rule of X: a nuanced approach to evaluate a company's performance by combining growth with profitability.Budgets serve as a predictive tool, a resource allocation guide, and a motivational scorecard, and are fundamental for fiscal discipline, especially when using investors' money.The importance of aligning annual budgets with a company's strategic three to five-year plan and the careful management of board expectations.50/50 probability when setting revenue targets should ideally lead to aggressive but achievable goals.Executive compensation strategies: balancing individual accountability and sharing in company-wide success.Timestamps(01:28) Jeff's time at Oracle(03:06) Building budgets(06:37) The Rule of X(09:09) The relationship between strategy and budget(16:00) The need for more evidence before relying on AI efficiency improvements(21:00) The 50-50 rule for team performance(29:17) The three-part compensation plan and the alignment of incentives with profit goals.(32:48) Driving incentives and motivation through MBOs and OKRs(36:02) Addressing the tension between annual budgets and actual performanceLinksMAXIOUpcoming Events

On this episode of Investor Connect, Hall welcomes Kirk Otis, President of Keiretsu Forum - North Texas. Located in Plano, Texas, Keiretsu Forum is a global investment community that brings together accredited private equity investors, venture capitalists, and corporate/institutional investors.   Kirk Otis, with over 40 years of business development and investment experience, oversees the North Texas chapter of Keiretsu Forum. He has held leadership positions in startups and large corporations, closing over 50 transactions totaling $13.5 billion in enterprise value and raising $46 million in venture capital for startups.   As the Managing Director at Hawkeye Capital Partners Inc., Kirk advises on executive-led exits, acquisitions, roll-ups, and management buy-outs (MBOs), seeking private equity (PE) backing in a faster, lower-risk model than traditional investment banks provide. His strategic expertise and extensive experience in transaction-oriented strategy and corporate development make him a trusted C-level advisor and leader of cross-functional teams.   Kirk Otis emphasizes the forum's collaborative approach in fostering strategic partnerships and sharing knowledge among members to access diverse angel investment opportunities. They delve into the rigorous company vetting process employed by Keiretsu Forum, highlighting the importance of team quality and due diligence in early-stage investments. Otis also reflects on navigating cross-border deals and the emerging trends in North Texas's early-stage investment landscape. To connect with Kirk Otis and learn more about Keiretsu Forum, visit , or reach out via LinkedIn at .   _______________________________________________________ For more episodes from Investor Connect, please visit the site at:    Check out our other podcasts here:   For Investors check out:   For Startups check out:   For eGuides check out:   For upcoming Events, check out    For Feedback please contact info@tencapital.group    Please , share, and leave a review. Music courtesy of .

Join this week's episode of Helping Organisations Thrive, as we delve into the intricacies of navigating HR implications during a business sale or MBO. Whether it's succession planning, change management, or talent retention, the process involves multifaceted challenges and considerations. We are joined by David Mellard, owner of Bedrock HR, as we explore the critical role of HR in facilitating smooth transitions, preserving organisational knowledge, and safeguarding employee morale. David shares his expertise and offers practices from an HR perspective to effectively manage this transition in a transparent, strategic, and considerate way.   Connect with David: LinkedIn: https://www.linkedin.com/in/davidmellard/ Website: http://www.bedrockhr.co.uk/     ##########   If you are looking for a Blueprint to help you and your business manage uncertainty, deal with failure and navigate change then reach out to Julian at: julian@julianrobertsconsulting.com   ##########

Podcast: Adviser 3.0: The PodcastEpisode: Ep 80: Passing the Torch - Exploring Internal Succession Triumphs with Nik MarshPub date: 2024-03-27 Nik Marsh, the managing director of Ashlea Financial Planning, shares his journey of transitioning from a career in high finance to financial planning and navigating the process of internal succession planning. He discusses his background, the challenges he faced, and the importance of finding a different way to provide financial advice. The conversation explores the role of Diane Weitz, the founder of Ashlea Financial Planning, and her desire to ensure the continuity of the business and the well-being of her clients. The chapter concludes with the restructuring of the management buyout and the future succession plans for the firm. In this conversation, Nik Marsh discusses the challenges of business transition and the need for a suitable model for financial planners. He shares insights on transitioning to the next generation and the difficulties of seller financing in management buyouts (MBOs). The conversation also covers the use of preferred shares and the importance of setting up the next generation of owners. Nik Marsh talks about the structure and team of Ashlea, as well as the technology stack and CRM challenges faced by the firm. The conversation concludes with a discussion on future plans and success.The podcast and artwork embedded on this page are from Abraham Okusanya, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Podcast: Adviser 3.0: The PodcastEpisode: Ep 80: Passing the Torch - Exploring Internal Succession Triumphs with Nik MarshPub date: 2024-03-27 Nik Marsh, the managing director of Ashlea Financial Planning, shares his journey of transitioning from a career in high finance to financial planning and navigating the process of internal succession planning. He discusses his background, the challenges he faced, and the importance of finding a different way to provide financial advice. The conversation explores the role of Diane Weitz, the founder of Ashlea Financial Planning, and her desire to ensure the continuity of the business and the well-being of her clients. The chapter concludes with the restructuring of the management buyout and the future succession plans for the firm. In this conversation, Nik Marsh discusses the challenges of business transition and the need for a suitable model for financial planners. He shares insights on transitioning to the next generation and the difficulties of seller financing in management buyouts (MBOs). The conversation also covers the use of preferred shares and the importance of setting up the next generation of owners. Nik Marsh talks about the structure and team of Ashlea, as well as the technology stack and CRM challenges faced by the firm. The conversation concludes with a discussion on future plans and success.The podcast and artwork embedded on this page are from Abraham Okusanya, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

In dieser Episode trifft Marco Prof. Dr. Stefan Kühl zum Gespräch. Stefan hat in Soziologie und Wirtschaftswissenschaften promoviert und im Fach Soziologie zudem habilitiert. Seit 2007 ist er Professor für Soziologie an der Universität in Bielefeld. Marco diskutiert mit Stefan ausführlich die Themen Organisationskultur und -struktur. Die beiden sprechen über die anscheinend nicht vorhandene optimale Organisationsstruktur für Teams. Stefan beleuchtet die Utopie der Selbstorganisation aus einer neuen Perspektive und gemeinsam diskutieren die beiden über die Herausforderungen und Chancen, die mit der Implementierung von Selbstorganisation einhergehen. Dabei werden auch gängige Managementkonzepte wie MBOs und OKRs kritisch hinterfragt und wissenschaftlich beleuchtet. Ein anregendes Gespräch voller Erkenntnisse und Impulse für die Gestaltung von Organisationen in einer zunehmend komplexen Welt! Diese Folge findest du auch als Podcast auf: https://murakamy.com/blog/podcast-71-selbstorganisation-stefan-kuehl Alle bisherigen Folgen findest Du hier: https://murakamy.com/blog/tag/Podcast Besuche uns auch auf https://murakamy.com Links zu Prof. Dr. Stefan Kühl: https://www.linkedin.com/in/stefan-k%C3%BChl-7875213/?originalSubdomain=de Podcast “Der ganz formale Wahnsinn”: https://open.spotify.com/show/34KGLhGaeYK3zslSFXgA8a Kolumne im Versus Magazin: https://versus-online-magazine.com/de/kolumne/stefan-kuehl/ Buch “Der ganz formale Wahnsinn: 111 Einsichten in die Welt der Organisationen”: https://www.amazon.de/ganz-formale-Wahnsinn-Einsichten-Managements/dp/3800668874/ref Links zur Folge: Robert Jackal “Moral Mazes: The World of Corporate Managers”: https://www.amazon.de/Moral-Mazes-World-Corporate-Managers/dp/0199729883 TV Serie “The Wire”/ bei wowtv: https://www.wowtv.de/streamen/the-wire/107383?DCMP=knc_DE

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO Podcast. I'm Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we're here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today, I’m excited to have Jay Shephard at Bentley Systems join us. Jay, I would love for you to introduce yourself, your role, and your organization to our audience. Jay Shephard: Thanks for the invite. I’m thrilled to meet you and spend some time with you. Where do you start? I have been doing this for a while. I started my career 25 years ago selling, and when you start your career in selling you start to pick up some things that seem to go well. All of a sudden I started being asked to do some coaching with new hires that were coming in by my boss. What I found out, Shawnna, is I loved it. It’s a lot of fun. I thought, is there a career around this? I love selling, but I also love the coaching element. That’s how I kind of, we’ll call it backdoored into this thing called enablement. Specific to enablement, it is an evolving picture, which I’m sure we’ll get a chance to talk a little bit more about. I’ve had an opportunity to work primarily in the enterprise software space in both sales effectiveness tools as well as software platforms. I started with Bentley in 2023 and really took on a very cool challenge and that was to redesign, revamp, and repurpose enablement to be more of a strategic aligned value add to our CRO. That’s where I am today. SS: We’re excited to have you here, Jay. Now, a key focus for you at Bentley Systems is really, as you’ve stated in your intro, reframing the way that your organization thinks about enablement. From your perspective, what are some of enablement’s core responsibilities and what is the value that it brings to the business? JS: I think enablement, the industry, the space, whether it’s in the United States, Europe, or Asia, doesn’t matter, it is in flux. In other words, if you ask 15 people what the definition of enablement is, you can get 25 answers. When it came to coming to Bentley, what we figured out early on was the fact that there is this talented group of people that make up the enablement team, but they were misunderstood. They were almost pushed into a corner and almost like enablement became the department of broken things, as I always call it. They were an afterthought. It was the last thought, like oh yeah, we better get enablement involved. Well, that’s really not the purpose of enablement, but it was created to be that way based on just general culture and a lack of definition of the value of what enablement brings. SS: Jay, I know that you created a sales enablement charter, which really kind of focuses on outlining the mission, the goals, the strategy, and the responsibilities of your enablement function. Tell our audience more about this. What are your best practices for creating an effective enablement charter? JS: I’ll start off by saying the reason I went to Bentley. It had everything to do with the CRO. He wanted to lead a transformation project, initiative if you would, company-wide to drive the strategic value of Bentley Solutions to their end customer. The CRO realized that there were some significant gaps in there, which of course was enablement. I took this position first and foremost because it was aligned with the CRO. I think that’s really important for your listeners to know. The CRO is critical to the direction, as well as the strategic value of what enablement brings. Knowing that, connecting with our CRO as I did through that interview process, I knew this was an opportunity I wanted to take advantage of. Knowing that we were going to start from scratch, we went out and essentially asked individuals who were key to the business all throughout the globe, 1, what is your definition of enablement? You would not believe how many different definitions I had. 2, what are the current challenges here? Why are we not winning business? Why are we winning business? For that matter, what are the opportunities? We then used that information to build a charter that was strategically aligned to not only Bentley’s business priorities but also the CRO's MBOs. We built it from that perspective and then worked backward. Here are the metrics that we knew that we needed to hit to drive the priorities and the MBOs of the business. How do you design enablement to make that happen? We literally created functions as well as areas of responsibility to help drive those initiatives, those metrics, if you would, and of course, that strategic alignment, which was so critical to the CRO and myself. SS: Absolutely. I love those. Tell us a little bit about your perspective on how an enablement charter helps to drive alignment with the broader organizational strategy and the objectives of your company. JS: Since I have been here I probably have had no less than 50 conversations with people asking me, what does enablement do within Bentley? These are Bentley employees. First and foremost, that charter that you’re talking about, the reason it is so important is to ensure everybody’s on the same page in regards to expectations and what the possibilities could be in working with enablement or us working with that particular function of the business. That to me sets in motion a transparent relationship of our capabilities and what it is that we can deliver. Anything you do when it comes to a charter has to be very clear in communicating what it is that you do, what you’re capable of doing, what your capacity is that you can be doing, and here’s how you are measured. SS: It’s amazing to achieve that level of alignment. Jay, how are you driving strategic buy-in of this charter with your key stakeholders and in particular, perhaps some of your executive leaders? JS: Well, first of all, executive leaders are measured just as well as enablement is measured. If we can align our agenda to their agenda, then we are in partnership. One of the first things that I did was I reached out to all of our global leaders and understood a little bit more about what their metrics were, what they were measured by, and really what the gaps were. Once we identified those gaps, we discovered ways that enablement could close those gaps. Let me tell you something, when you can help someone else achieve their objectives, you don’t have a problem getting a phone call returned. That’s where they knew that I was working towards helping them with their agenda. I can tell you this team immediately got the credibility and the opportunity to drive value far more than they’ve been able to up until that point. SS: The buy-in that you’ve been able to secure at Bentley is fantastic. Now, since Bentley is in a rapidly evolving business landscape, how do you ensure that your sales enablement strategy remains adaptive to emerging trends and industry changes? JS: Well, that’s such a great question. Asking it in a different way, it’s almost like the old belief that when you train someone, they’re automatically trained. You never need to touch it again. We know you and I both know, Shawnna, that’s not true. To ensure that your enablement strategy and alignment are real, you have to have a continuous conversation. You have to be able to ensure that it’s not a one-and-done type of relationship. For me, anyway, I have ongoing, anywhere from between two and four-week conversations with all of our respective leaders across the globe. I also have a similar relationship and frequency of meetings with the CRO. Here’s what we do that I think is uniquely different. I’ve taken my team and we have geographically dispersed ourselves from a coverage point of view. I have, for example, a European lead. I have a US lead. We’re going to be bringing on an Asia pack lead and so on and so on. Because of that coverage, we now are closer to our customers. We are consistently asking not only in our coaching work that we do with them or the training work that we’re doing with them, we’re constantly getting feedback in regards to what’s missing, what we need to do differently, and so on and so on. We’re not necessarily looking for negativity, what we are looking for are opportunities to improve. SS: Along with the adaptability of enablement, it’s also important to ensure reps are adaptable to change as well. I know a key way to do this is through coaching, which is an area that you have a lot of expertise in Jay. What role does coaching play in your enablement strategy? JS: Coaching is critical. In fact, I would even say I put more of an emphasis on coaching and implementation than I do the training itself. Think about this. It doesn’t matter what generation you are in. If you’re millennial, if you’re Gen X, Gen Z, I don’t care. I mean, what’s the newest one now, Shawnna? I think it’s Generation Alpha, but I don’t know if they’re even in the workforce yet. My point is they all learn differently. Some are attracted to badging, some people are attracted to microlearning, and some people want a dissertation with all the details. Then you got the audio and you got the visual and the kinesthetic elements that go into learning and transferring knowledge. That’s all well and good, and yes, you need to touch on some of those elements, but coaching is where it is applicable. You take that learning and you apply it. It’s so different from reading a book. I don’t know about you, but I love to read. I’m always reading, but I always have that challenge that everybody else has too, like you just read a chapter, what did I just read? Right? You have to come back and reinforce it, revisit it, and that’s what coaching does. I would say that probably makes up 70% of our actual work is applying the learning that they picked up, either through a white paper, through micro-learning, through some type of course, or maybe even an assignment that they needed to reach out to, or we’ll even use learning where we’re using both virtual and live training as well. Trying to tap into not only how we learn, but most importantly, how we retain and sustain. SS: Absolutely. To that point, to drill in, one of those areas where you coach is your sales methodology. You mentioned that having an integrated go-to-market sales methodology is a key focus for you next year. How does a methodology help drive alignment and consistency, and how are you bringing this to life at Bentley? JS: A couple of things. We’re actually going through that process right now. The first thing we did not want to do, despite levels of background experience and experience, was pick something out of a box or go into a padded room and say, this worked for me here, so therefore it’s going to work here. There’s a lot of great methodologies out there. In fact, just pick one. If you focus on whatever you pick and reinforce it properly, I’m going to tell you something, you’ll have success. It may be measured that success, lower or higher doesn’t matter, but the key point here is to pick one and then deliver on it and coach to it. You’ll have success. Now that all being said, we are going through the process right now of selecting a methodology, but we’re not doing it in a box. We involve people globally at all different levels of the sales process and role, and they have now made up a series of advisory teams. We created some decision criteria, collectively, and we are now going through a series of discussions with various methodology providers. Bottom line, though, Shawnna, it’s not a decision that Jay’s making. It’s not a decision even the CRO’s making. It’s a decision that is based on a group collaborative effort where we come to a consensus. That, to me, I think is critically important. Everybody that you and I have ever worked with in the world of sales has been through training and has also experienced that training of the month club. It works. We’re going to try something different. Now, we can’t afford to do that. Why not get the collaborative buy-in from the beginning, that’s exactly what we did through this process. SS: I love that you’ve built a committee around that. Last question for you, Jay. How do you envision your enablement strategy continuing to evolve in the next year and beyond? JS: That’s a fascinating question because I am not one that has patience and I would imagine, Shawnna, you in sales, and anybody else in sales, you totally get what I just said. We want to deliver now. Probably the greatest challenge that I have in my career is to actually take a deep breath and understand you’re not going to create everything and change everything within a period of time, three months, six months, even a year. Our strategy is built all the way out through 2027. Now, let’s be honest, are things going to change? Absolutely, they’re going to change, but at least we have a direction and a target in mind of where we want to be. Then you work backward to make that happen. That’s exactly how we will continue to evolve. You’ll do that as well through these advisory teams, through that give and take and the feedback that we get from our various regions all over the globe. The bottom line is, if you listen, everybody’s on the same page. We all define enablement the same way in what we’re trying to do. Buy-in, as well as moving towards that target, just isn’t the issue that it used to be. SS: Wonderful. Jay, thank you so much for joining us today. I appreciate you sharing your insights. JS: You bet. Nice to see you again. SS: To our audience, thank you for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there's something you'd like to share or a topic you'd like to learn more about, please let us know. We'd love to hear from you.

Welcome to Episode 5 of The Investment Banking Leaders Podcast, hosted by Altrum's Deal Toy Global Head, Peter Nieberg! Our mission is to connect as many of you with successful investment banking leaders as possible.  We are more than halfway through Series 1! For this week's episode, our guest is Charles Godbout, Partner, and Managing Director at PwC Corporate Finance in Montreal, Canada. With over 20 years of experience in the IB industry, Charles focuses on M&A, divestitures, debt, and equity raises, LBOs, and MBOs. Charles started his career with PwC in 2003, working his way up through the years to make Partner in 2016, so he knows a thing or two about loyalty, growth, and development!  Something you may not have expected about Charles is his love for a good time; he credits this to his more Latin blood, growing up in Montreal with French as his first language. Yes, bankers like to have fun too! He is known for dressing up in costumes whenever he gets the chance, his basement full of extravagant ensembles from different eras that he likes to whip out for some laughs around the office.   We spoke to Charles about how he fosters a positive company culture at PwC, and he had great insights. In his words, if you're putting in those long hours, work has to be fun. Focusing on key values like loyalty, teamwork, and respect helped to reduce turnover and create an overall better culture. Due to remote work taking over the world after the COVID-19 pandemic, rebuilding company culture has been one of the biggest challenges to Charles. Returning to those values has been paramount in rebuilding the strong culture he knows and loves at PwC.  If you're ready to hear more stories and career advice from Charles, Episode 5 is waiting for you! Press play now.  ---------------------------------------------------------------   The Investment Banking Leaders Podcast  Hosted by Peter Nieberg  Produced by Peter Nieberg and Brett Dayman  Edited by Natalia Revere 

In this month's podcast: The summer got off to a roaring start with strong share prices and enhanced corporate activity, but August rolled back much of the gains. Overall, UK tech sector share prices were broadly flat across July and August, modestly underperforming the wider market, and the picture was similar in the US. Public company valuations have largely stabilised at their lower levels but there is still some price discovery going on in the private equity world. Kerridge's buyout by CapVest was a particularly interesting case in point. Indeed, it was surprising strong period for PE transactions, especially MBOs, and we also saw the return of the P2P after a few months' absence. After a torrid few quarters, VC also looks like it's over the worst but M&A activity remains somewhat subdued. Overall, the outlook feels a lot stronger than it did in June and evidence is growing to support a meaningful recovery next year.  

Are you ready to shatter the glass ceiling of traditional management methods? We promise this episode will equip you with the tools to achieve just that! Join us, Peter Madison and David Sharrock, as we journey into the realm of OKRs (Objectives and Key Results). Learn about their power in fueling organizational alignment and goal-setting and how they stand apart from other management frameworks like MBOs, balanced scorecards, and KPIs. Discover why they are indispensable in setting long-term objectives and milestones that can pivot with the ever-changing landscapes of your business operations.This week's takeaways: OKRs are a goal-setting framework are effective at creating alignment and, though simple on the surface, they take practice to get right.They are not meant to be static but rather should be updated and adjusted as new information becomes available.It should not be tied to performance reviews or bonuses. Instead, they should be used as a tool for setting ambitious goals and tracking progress.To join the discussion, email us at feedback@definitelymaybeagile.com with your thoughts, questions, or suggestions for future episodes. Remember to hit that subscribe button to stay updated on our latest releases.   Tune in, and let us help you revolutionize the way your organization marches towards achieving its goals. 

- EV Leasing About to Get Red Hot - Lucid Customers Cancelling Orders - U.S. Company Develops Synthetic Graphite - VW EVs Going Vegan - High Demand Saves Toyota GR Corolla Circuit Edition - EU Offers ICE Loophole - Mercedes Coming Out with New OS - Wuling MINI EV Makes Only $22 Profit - GM Develops Self Cleaning Touchscreen - Toyota Makes Finding EV Incentives Easier

- EV Leasing About to Get Red Hot - Lucid Customers Cancelling Orders - U.S. Company Develops Synthetic Graphite - VW EVs Going Vegan - High Demand Saves Toyota GR Corolla Circuit Edition - EU Offers ICE Loophole - Mercedes Coming Out with New OS - Wuling MINI EV Makes Only $22 Profit - GM Develops Self Cleaning Touchscreen - Toyota Makes Finding EV Incentives Easier

Are you, your team, and your company performing optimally? Even if things are good, do you ever wish they could be better? Do you want to accomplish more, take more risks, and lead a healthy team at the same time? Then it's time to lace up your running shoes. In this episode we discuss… The draw of leaders and entrepreneurs to running The benefits of running on business performance Navigating risk within our organizations A brief look at Bryan's EPIC Performance framework About Our Guest Bryan has over 25 years' experience in Leadership and Organizational Development with executive and senior-level responsibilities in small and large companies. Before starting his consulting practice, he was on the Executive Committee as the Vice President of Human Resources for a mid-size, global-technology company. In addition to running Human Resources and Payroll, he has extensive experience in Leadership Development, Organizational Design, Communications, and Mergers & Acquisitions. For recreation, he is a dedicated endurance athlete completing many long-distance cycling or running events including cycling across the United States, cycling 300 miles in 24 hours, and running 200 miles around Lake Tahoe in 76 hours. His book, EPIC Performance: Lessons from 100 Executives and Endurance Athletes on Reaching Your Peak based on his experiences reaching lofty goals as well as the experience of 100+ CEOs, CxOs, founders, and endurance athletes who have also reached amazing goals is out now. Resources Mentioned on the Show epicperformances.com https://www.linkedin.com/in/bryangillette/ EPIC Performance: Lessons from 100 Executives and Endurance Athletes on Reaching Your Peak The Transcript James Laws: Are you, your team and your company performing optimally? Even if things are good, do you ever wish they could be a little bit better? Do you wanna accomplish more, take more risks and lead a healthy team at the same time? And it's time to lace up your running shoes on this episode of the Leading to Fulfillment Podcast. The podcast where everything we talk about is meant to encourage people first leaders, empower individuals to achieve fulfillment and to help your organizations become places people love to work. I'm your host, James Laws, and I have a great show in store for you. I had a really fun conversation with my guest on this episode. His name is, Brian Gillette. He has over 25 years' experience in leadership and organizational development with executive and senior level responsibilities in small and large companies. And before starting his consulting practice, he was on the executive committee as the Vice President of Human Resources for a mid-size global technology company. In addition to running human resources and payroll, he has extensive experience in leadership development, organizational design, communications, and mergers, and acquisitions. The fun part though is for recreation. He is a dedicated endurance athlete completing many long distance cycling or running events, including cycling across the United States. Cycling 300 miles in 24 hours and running 200 miles around Lake Tahoe in 76 hours. He has a book available now called: Epic Performance, Lessons from 100 Executives and Endurance Athletes on Reaching your Peak. This book is based on his experiences of reaching lofty goals as well as the experience of a hundred plus CEOs, CXOs, Founders, and endurance athletes who have also reached these amazing goals. The book is, again, it's available now, and in my conversation with Brian, we discussed the draw of leaders to entrepreneur and entrepreneurs to running and endurance sports the benefits of running has on professional performance, navigating risks within our organizations. And a brief look at Brian's epic performance framework. But first I wanna invite you to subscribe to the Leading to Fulfillment podcast in your, whatever your favorite podcast tool is. We're on all of the platforms, Apple, Google Podcast, Spotify, and you can also watch us on YouTube. And if you don't mind giving us a hand, go ahead and leave us a review. Your reviews help us expand our audience and reach more people. And so I would love it if you would take the time just to leave us a review and let us know what you think about the show. Now let's jump into my conversation with Brian Gillette. Bryan thank you so much for joining me on the Leading to Fulfillment podcast. Bryan Gillette: Oh, it's great to be here, James, and look forward to chatting a little bit more about leadership and some great categories. James Laws: Oh I love it. The reason I started this podcast is I love talking about it, and I like talking about it from a bunch of different people who have very different experiences, so our audience can get to know you and your experiences. Could you give us a little bit of a background, the elevator pitch of who is Bryan Gillette and makes you tik? Bryan Gillette: All right. So couple things that that, that fill me is one is, I'm, Former executive Vice President of Human Resources for a technology company have been doing, running my own consulting practice for the last 10 years, focused really around leadership development, executive facilitation. So pulling teams together, helping 'em figure out where are we gonna go for the next couple of years. Also, and I know we're gonna dig into this later, an ultra-distance. Around did a lot of ultra-distance around running, around cycling, and then a father of two and a husband. I got two teenage boys at home. So that's who I am. James Laws: I love it. You, let's start right there. You talk about being an ultra-distance athlete. You do cycling, you do running, you kinda do all of that stuff. About nine years ago, I was running a lot. I ran my first marathon or my half marathon; not a masochist or anything. I'm not, I can't do that ultra-distance Stuff necessarily just yet until I was forced to stop because I had a hernia and I was recovering from surgery. And you know what? They don't tell you about running. And I didn't realize. This is when you stop running for any significant amount of time, you start over. You almost start from scratch and so I remember I was recovered. I'm like, all right, let's get back into running. And I got out there, I had just run a, like a half marathon in two hours, which. Not amazing, but it's not good. Bad. Yeah. And so I was like, so I get out there and I get on the pavement and I start running and after a mile I'm like, I'm done. I can't do it anymore. What happened? But one of the things that I notice is anecdotally, anyway, I'm trying to get back into running shape now. I've just started walking. I do about six miles a day just trying to get. Nice cardio back endurance in place. But anecdotally, I notice that it seems like a lot of entrepreneurs and business leaders are drawn to running. I see this a lot in my conversations. I see it in my Twitter feeds and all of them posting their pictures about their running, and they're posting their videos as they're cooling down or warming up for their run, giving their insights. What do you think it is that attracts them and maybe more specifically you, what got you into this activity of endurance? Bryan Gillette: When I started writing the book I had all this kind of indulge endurance background behind me. I a lot in the cycling, a lot on running, and so I started to put together the framework for the book, and then I thought, I need to go out and talk to other people. And similar to what you just talked about, I went and I interviewed a hundred people and about three quarters of them were executives, CXOs, and a lot of 'em do things outside. They have an exercise program. So you know, the executives that I talk to, they recognize the importance of being strong at. But in order to be strong at work, they also have to have a strong body. And that strong bi body starts to build a strong mind , whether it's running, whether it's cycling, whether it's swimming or whatever. You gotta be able to keep your mind your body in shape. And so I think there's also a competitiveness to it. People that reach the top of, into the executive office, they have some competitiveness in them and so you, they can get the sport out through running or cycling or swimming or whatever it is. James Laws: I've talked about this with, especially with running. The reason I love running so much for me is my ability to compete with myself. Yeah. I think as far as leadership, our goal is always to be better tomorrow than we were today. And it's an iterative process and step by step and it's, they're small changes. They're not drastic changes. And when I get out and I run, I can, I have so many metrics that I can play with. I can run a little farther, I can run a little faster, I can maybe make my splits a little bit tighter. I can, whatever the case may be. I can dig into that. So this, there is this competitive nature, even internally, like with ourselves, hey, I can beat me today from what I did yesterday. Bryan Gillette: And what you're doing, James is you. It's am I improve? and yeah, as part of being an effective leader, being good at whatever we do at work, we have to know, okay, we are getting little bit better at what we're doing. And so if it's a run or if it's a bike ride, it's normally I can go from this point to this point in 30 seconds and I just did it in 29 and a half Seconds. So you see that improvement. And so it's having those metrics, it's pushing yourself, whether it's at sport or business, I think is so critical. So you hit on some key things and I know, one of the other things I like about either getting out on a run or a bike ride is it just allows my brain to focus on something else and think through things. When I was training for one of the longer runs I had done I would go out and I could just think, and I would write a lot of stuff in my head. So I was writing blogs or writing for part of the book, and I could just go out and I could run, and then it's okay, yeah, I wanna say that and I wanna say that and I could write it in my head first, and then I al always ran with an iPhone so I could just dictate it into Siri. And cuz you know, my, as my brain gets older, it forgets more and so I would just dictate it in Siri and I'd get back to my computer. It would be there. So there, there's, yeah. James Laws: Oh yeah. I'm not as good as that. If I try to dictate, it's gonna be mostly me, panting and heaving and, but I, you're right about that. In that run the thing about running and we know this right? When you get, when you're stuck on a project, when you're stuck on an idea, when you're thinking through something, you find yourself stuck. The best thing you can do is. Dive deeper. It's not dig into it more. You're already stuck. You're just gonna get more stuck. So the best thing you can do is walk away and do something that engages your brain in a different way. That kind of, it's I look at it like our brain, like a computer. It's a reboot. It's, I have to restart the system. Yeah. Get that stuff out of working memory. Load every, do something else. And when I come back to it, I'm fresh and running. Does that for so many people. I love that when I run, I think more clearly and you don't think about it, but like you are thinking about a lot of things when you're running, you're thinking about your breathing and your pace and you're trying to make sure if you're getting cramps, you're trying to trying to land on that foot on the side of the cramp and kind of work it out and kind of power through it. You're thinking about so much and by forcing you to think about those. There's other parts of your brain that are released to have great ideas. That just come and I just I never think more clearly than after I've finished a run and I've just totally wiped kind of the computer clean for that period of time. Bryan Gillette: It's a great point and it's a good way just to get rid of that stress. I know. My, my wife will often say, if I start to get a little stressed and she'll go, hun, maybe I ought to go for a bike ride or go for a run, and that's her, that's a euphemism for her saying, you're really driving me crazy. You need to get out. And it'll it's a good stress reliever as well and just Okay. Whether it's meditation, whether it's run, you need that way, as you were talking about running and how to manage the difficult times. I often look at, when you train for something big, you have to know how to persevere through, through big challenges. And one of the things is you gotta be able to think about the big picture. It's like, why am I. But, and this is where I think you were going, is you also gotta really focus and look at what what's a small picture, what do I need today in order to keep me moving forward? What are those little things that just keep me moving forward because it's just, I need to get one more step in, I need to go, I need to go a little bit further. Yeah. How do you persevere up in the big challenge? James Laws: It's powerful stuff and I agree. You talk about high impact or high performing leaders who find themselves doing this stuff because of their competitive and other reasons. But one of the reasons too is just right they're, hopefully they didn't get to that position because they didn't have a drive to be that little bit better and prove, and this is just another place where they get to apply what is probably many times their superpower is that iterative improvement and constantly pushing forward. So when we talk about all of this running and kind of this endurance stuff. I think about the journey of your book. So you wrote a you've recently read a book at the time. This airs you. It's released, it's available. People can get it. We're gonna talk more about it. You wrote a book called Epic Performance and the kind of the byline is lessons from 100 executives, and endurance athletes on reaching your peak. Can you tell me a little bit about the journey of interacting with these hundred people in these different, what seemingly is completely separate ideas and thoughts and how they came to coalesce into this framework that you've developed. Bryan Gillette: Interviewing the a hundred people was probably one of the more enjoyable aspects of this whole because I got to talk and you get to do it all the time. You get to talk to interesting people and that's what I really liked. And one of the reasons, so I had some ideas. I had done some things and I thought, okay, this is gonna be the limit of how far I can go. And, I did it, it was like a, one of the first one was, it was a 300 mile bike. And I thought 300 miles, 24 hours through the night. The first time I'm gonna be riding through the night and I wanted to understand where does the mind and the body stop? And earlier in the day, I had seen somebody die dead on the side of the road. I had collided with another bicycle and now, I only have 25 miles left to go and I can see the finish line and I thought, I didn't come close to that limit, and it got me thinking, and this was about 10 years ago, it got me thinking that we put these limits in our head and they hold us back sometime. And then, about five years ago, my wife and I took our kids outta school for a year and we travelled around the world and as j as we are getting ready to go, friends held a going away party and a couple people came up to me and they said, I could never do that and it hit me. Wait a minute. You're telling yourself you can't do it. And those two things started to get me thinking about, okay, there's a book here. It's what is it that, gets me to think I can run or I can ride 300 miles or I can run eight marathons back to back, I've got some ideas, but I wanna go out and talk to a hundred other people, mainly executives to understand what do they do in order to set really big goals and then go ahead and achieve them. And so talking, about 75% of the people are, were at the CEO level or founders of companies, and then the other 20 to 25% were ultra-distance athletes. People that had done minimally, an iron man or equivalent run a hundred miles. Something along those. And just to learn from them and glean their experience and what, one of the big things I learned is the similarities between what they do in sport and what they do in business. There's a lot of crossover. People that are successful in one area often are successful in another area because of the mindset, because of the discipline they have the ability to see that finish line. James Laws: It reminds me of a common quote we all hear, right? Those who believe they can and those who believe they can't are both right, , right? There's this idea, like there is this mindset issue. If you continually tell yourself you can't do something, it's gonna be a self-fulfilling prophecy. Like you, that's true, right? I tell this to my eight year old all the time when he says he can't do something, I'm like, you're right. As long as you keep saying. But if you don't, but those who believe they can try and surprise themselves at what they are capable of because they believe there's potential on the other side of that trying. And so I love that. Bryan Gillette: Yeah. And I heard that over and over James. And people. It's we believed we could do it. We had the confidence in ourself. I was reading an article as I was putting into the book together about a woman. She wanted to ride her bike 500 miles and she made it 300 miles. And that's still an impressive journey. And at the end she goes, I thought I could only ride 300 miles. And it's you failed before you started because you thought you could only do 300 miles. You weren't thinking you could do 500. So it, it goes back to your point of both people are right. If you, I can do it or I can't do it, you're right. James Laws: Yeah. Now, I wonder as you you're interviewing all of these people, executives, endurance athletes, some both, right? That are here in both, and you're seeing and you're seeing this crossover. I wanna put you on the spot, Brian. What was the most surprising. Insight or interview that you had that you took away from all of these calls? My guess is there's gotta be someone that you're like, Ooh, I didn't expect that. Bryan Gillette: Oh gosh. I don't know that I would say there's one, I heard this one several times from a couple of people, and when we would talk about. and I would, I'd say, what's your comfort level with risk? That was one of my general questions. And everyone, and quite a few people came back and said, I don't like to take a lot of risk. A and these are people that, maybe founded companies. These, done some pretty risky things. And they say, I don't like to talk, take a lot of risk. I like to manage my risk. . And so what I expected is these people, oh yeah I'm comfortable with risk. I have no problems. But it's like they really like to manage it and know what they're getting into and break the risk down into smaller chunks so they can better mitigate what the downside is. One of the guys I spoke to he founded a company, ended up selling it for a couple billion dollars and now he skis all over the world. Great skier. And what he was telling me, he goes, Brian, we often think about the worst case scenario. when something happens or, as we're getting ready to go into something, he goes, but what we really should be thinking about is what's the realistic worst case scenario? Because the worst case scenario is only gonna incur, chances are when a s number of things go wrong. It's generally not one thing that goes wrong. It's several things that go. In order for that worth that have to go wrong. And so how do you think about what that worst that realistic worst case scenario is? So that's that one thing that it's oh, I expected these people to come out and say, Hey, I love risk and I take it all the time. But no, that was the opposite. James Laws: So it's interesting cause I've been having this conversation with my team. We've been in this transition period where one of our particular products is being run by the team and I've stepped back and away from it and allowing them to of lead and I constantly told them right, the next great idea isn't coming from me. It's coming from you. And so you have to be, and I've taken my share of risks in building this product and getting it to where it is. The next big risks and leap is yours to take. What do you think it is? And I always encourage 'em, right? Do it. Take the chance. I've got you. Like when I started my business I talk about this. I didn't have a safety cushion at the bottom. I just of started and did it. But I get the opportunity to be that safety cushion for my team and I encourage them to say, take the risk. I got you. It's okay. We'll figure it out. , but do it. What is it that holds people back from taking those big leaps, taking those big chances to do the next big thing in their lives? Bryan Gillette: There's a million things that we're afraid of, and it's being able to understand what that fear is. Is it fear of rejection? Is it fear of impacting my career? Is it fear of losing money? Think. I think back when we were a kid, or at least when I was a kid, you'd go to the grade school dance and you'd be sitting, when I was a kid I remember like seventh or eighth grade sitting on one side of the gym. All the boys were on one side of the gym and all the girls were on the other side of the gym. And it was like four and a half miles to walk to the other side of that gym to go ask a girl out. And we were afraid. And what we were afraid of is hearing that? No, because if you got it, then you had to do the walk of shame back and it was a long walk. It's really understanding what are we afraid of? And I think the other thing is there are some people that just love trying new things, love going out on the limb and some people like to be a little bit more. It's no let's make sure everything's buttoned up. And if you've done any work around styles, like disk communication styles or Myers-Briggs and there's those types of things, there're those people that are the entrepreneurs and they'll go out. And I think as leaders we have to understand what is the style of the person and You think about when we learned to swim, we started out in the shallow end of the pool and then we worked our way to the deep end. Some people have no problems going really quickly to the deep end, and some people, the people that are more. More analytical, more focused on, okay what do we need to do? What's the steps? They're not gonna go running into the deep end really quickly, and so we have to take 'em a little bit slower from the shallow end into the deep end. And that confidence to try new things comes from being successful on smaller things. So it, that's you just may have to take people at different. James Laws: I think that's great. I wanna take that a little bit further. So we have our team. We know that one of the common reasons that, that people resist taking risks are, one is fear and some is just simply personality, right? They just have a different way that they see the world and they wanna attack it and or approach it in a different way. As leaders in an organization, we know we need to lead all our people differently. We can't be the same leader to team member A as we are to team member B. They're individuals and so they have to be led individually. And we know this, I think. Consciously, and yet sometimes we go into our organization, we cast our big vision, and we just say, and we just go and tell everyone to go. How can we as leaders be, be more encouragers and help our organizations and the individuals on our team take risks? I know one of them you already said is that help them take small wins and go through that and step slowly through that process. What are some other we can use to help? Bryan Gillette: And I think the other question to ask ourselves is, when I, so I've got five elements to Epic performance and let me of briefly go through them. The e stands for how do you envision the big things? That's where we're thinking about really big. Ideas that we wanna accomplish over the next 10, 15 years or so. The p is how do you put a plan in place to, to do that? The I is, how do you iterate? How do you of work your way up to things? You don't, you didn't start off running a half marathon. You started off running a mile, then at two miles and you worked your way up and you failed at some places, and then you succeeded. And hopefully you learned, you did because you eventually ran it. The C is how do you learn, collaborate for with other people and learn from their mistakes, learn from their successes. And the lastly, how do you perform it? So we are not great at all five areas and even the hundred people that I talk to. One of the first CEOs I talked to I worked for him the best, one of the best leaders I've ever worked for. And he goes, know, Brian I'm not strong at the strategy. He goes, I'm really good at iterating and planning, and so I have to bring people in to help with the strategy. And so figure out what your superpower is, focus there and get better there. So one strategy James is, if envision isn't their superpower, figure out what it is and have 'em focus there. It's, we don't all have to be the visionaries. Be and we shouldn't. If you have a team of visionaries, you're gonna have a great vision, but you're not gonna get anything done, , right? Yeah. So cuz you don't have the people that can tactically do it. So those people that may not have that vision it's where do they fit into the process in order to then implement it? If they want to work on their envisioning skills, one is finding out, okay, what are some of the things that they may be afraid of? Are they afraid of drowning in the deep end? And then is it a confidence issue? , how do you build that confidence up? I think the other thing, and this is when I work with teams and they say, God, we just we're not thinking big enough and we, we don't, we, we have these failures and I'm okay with failures. And then I ask what happens when a team fails? What happens? Are they rewarded? Are they, are they punished? Because if you punish them or there's some negative consequence, They're not, they're gonna be, they're gonna play it safe the next time. Yeah. So what are the types of incentives programs that encourage big thinking ideas and that's gonna get people to do the big thinking? So that the two points is, one is all right. Do we is it a superpower and should we really be building it? Or it's like, all right, how do you try to make it safe? James Laws: One, one of the things you said reminds me of something that we talk a little bit about this in our organization, we always tell everyone that this is a safe place to fail. It's okay. Failure is always an option, and failure isn't terminal. We learn from failure. We, there's so much to be gained from the experience of not quite accomplishing the thing that you wanted to accomplish and analyzing that, but I like something that you said it but didn't say it, is this, we always celebrate the wins but do we celebrate the failures? Because a failure means somebody tried something hard that was beyond them and they had, they experience that and that's how you encourage and influence risk takers is by saying when they take the risk and fall short. You don't parade them, you don't yell at them. You don't punish them. You celebrate them and say, this was awesome. Now let's talk about what we can learn from this. Thank you for taking that risk for everyone else. Let's see that, right? Bryan Gillette: I used to tell my teams, I said, okay, we're gonna set our MBOs, our goals for the quarter and you'll have your three to five goals. I want, five to 10% of your time to be focused on something that has nothing to do with those. And it's to, it's the stuff that is gonna, we're gonna need to be doing in five, 10 years. So it's that skunk works mentality. And you're not gonna be graded on that. You're not gonna be bonused on that, you're not gonna, it's not gonna be in your performance appraisal. So how do you do that? But most of the time one of the ways you figure out is do people really say, oh yeah I love I, I reward failures. We say that, but then go back and look at, let's look at some of the failures. Look at the people that you terminated in the last. Look at the people who got the low performance, look at the people who got the high performance and when a failure occurred, what happened? And really gotta dig into that because that's gonna drive it. It's, we put a lot of wi lip surface to it and say, okay, I'm okay with failure. But when that failure occurs, What happens? I was working with one client and we were talking about risk. This was years ago, and it was a fortune a Fortune 500 manufacturing company and very conservative. And so we were talking about risk and how they handle risk. And I said, where can you take more risk? And the CFO of the organization said, I am comfortable with people taking more risk in this organization as long as they analyze the numbers and assess what could go wrong. And they have very clear game plan on how to avoid, you the problems and my response was, that's not risk. When you know the answer to everything, you are not taking a risk. So I don't think you like the answer James Laws: No. I think that's a good point, right? Sometimes we can double talk people we're like, yeah, take risk, but here's what I want you to do. I want you to mitigate any possible thing that could go wrong and have a plan for doing that so that there's no chance of failure. Yeah. Risk. Comes with failure there. The chance of failure is always a possibility. If you're taking risks, there is no, there's no chance of failure. Otherwise, it's not a risk. I love that Bryan Gillette: One group I was working with recently, they put up kind of their goals for the next year or two. I, they would think it was two years. And we're looking at that up on the wall. And I said does this make you nervous? Just, did these things make you nervous? It's that nervous quotient. And they all said not really. I said, it's not big enough. You gotta go bigger. That's the good way to know if you're doing enough risk and your nervous quotient, James is gonna be different than mine. And so being able to throttle and understand where's your nervous quotient and how do we push it a little bit further? , James Laws: That is a great gauge. I love that. I think about that all the time, and I haven't quite put it in those terms, but I like that the idea is like, how do you turn up the heat just a little bit if you're not a little uncomfortable with the goal that you've set. We talk about this when we talk about OKRs and all these other ways of kind of managing performance, is that if you don't, if there's not a chance if it's a sure thing that you're gonna hit the goal. And it's not big enough. Yeah. If you're not nervous that you're gonna fail, it's not big enough. And people who wanna do big things have to risk. Sometimes some big things, right? That's a part of that process. Now I want to talk to all of the, or I want you specifically to talk to all of the people who may be listening to this. And they think, all right, this sounds like a really good framework. I love the pillars and vision, plan, iterate, collaborate, perform. I get that. That sounds good. The book, maybe a little intimidating, epic performance from, endurance athletes and, I don't know how much, I'm a bit on that, push, push, push. And you talk a lot about pushing oneself and your team to achieve extraordinary results. How do we as leaders in organizations, in what is, let's be honest, a new world, especially after the pandemic and the great resignation and people calling people back into offices, and there's this definitely this strain between employees and employers in the corporate world and really all over the world. How do we as leaders balance this need for performance? This need to stretch ourselves and take big risks and have epic perform. That with healthy practices that respect the realities of life. Yeah. Family members get sick. I, employees get sick. They're in a bad, they ne they need to take care of their mental health for other reasons. There's so much things that can ha so many things that can happen in the world. There's wars, there's so much stuff that happens. How do we balance the realities of life with the fact that we have big goals, big risks, big performance. Bryan Gillette: We could talk about this for hours. And you use, when you're describing, the book and, could be intimidating and thinking about epic performances. And my intent was to put a framework that makes it pretty easy on what you could do. And what's big for me is different than what's big for you. For me it was going out and running that eight marathons back to back. One of my clients, she is, she's trained to run a half marathon. That's not big to me. Because I've done it before, but it's big for her, and so she's stretching just as much as I stretch. So I, it's, as managers, we gotta understand where, where we can stretch people. But. what's interesting is we I hope we, I hope I can say this, are coming out of this pandemic James Laws: Yeah, Bryan Gillette: I've been saying that for a year and a half though. Oh, I was gonna say, yeah. Yeah what I hope we walk out of this thinking that I can actually do more than maybe I think I can. And if we were to back up in time three years, And, I was ahead of HR and I know that had I gone to my CEO at that time, three, three years or before, and said, Hey, I think we ought to have everybody work from home. The CEO would've said, you're nuts, Bryn. He probably would've then said, why don't we start with you? Why don't you work from home? And we're also gonna try this new thing where we're not gonna pay people or we're not gonna pay you. So I'm hopeful that it gave us the, a little bit more confidence that we can achieve bigger than we think we can. And so our job as manager, I mean you talk about all these things going on in our personal life, our job as managers has always been the pandemic. Just put a brighter light on is to understand what is going on in that person's personal life. What are some of the challenges that they may be facing personally, professionally and there are sometimes when it's okay, James, I can push you now but maybe there's other times, a year down the road when maybe you're going through a divorce or you just lost a family member. That now's not the time. I can push you. I remember one of the, one of my colleagues years ago lost his, in a period of about 18 months, lost his daughter, his mother, and one of his in-law. And he was not pushing it. He just needed to hold it together. And that's always our job as a manager to understand, okay, what is it, how far can I push somebody? And some people you can push further more I, and at different times, just because that's how they are today doesn't mean that's how they're gonna be tomorrow. James Laws: Yeah. And I think it goes back to what we said earlier in the episode, right? Is that, we're leading individuals, we must lead them individually. Yeah. And so we need to be aware of our team. That's where one-on-ones are powerful tool to get to know your team and understand what's going on in their lives and help them manage. The, perhaps the pulling of what's happening in their work culture and in their home culture and figuring out how do you make that work and how do you make sure that both those spaces are safe for them to explore whatever it is that they need to explore to get through that. I love this. I think I'm looking forward to reading through the entire book myself. I've skimmed some of it and I'm excited to dig into it. For those who want to learn more about get a hold of this book, where can they find it and how can they learn more about you and get connected to what you're doing? Bryan Gillette: Yeah. The books on Amazon as all books, so Epic Performance, Lessons of a Hundred Executives and Endurance Athletes on Reaching Your Peak. You can also go to epicperformances.com. I'm on LinkedIn, so you can go there and learn more about the book and connect up with me, I do on the on the epic performances. I have an assessment that allow you, and it's a free assessment for anybody listening that they can go on and assess how well they do each of the five pillars, envision, plan, iterate, collaborate, and perform, and it'll lasts for a company code. And so then you can go ahead and type in leadership. And that will get you through. James Laws: Awesome. Bryan Gillette: We're not good at all Five. James Laws: No, you're right. As I look through them and this is true of, there's lots of organizational systems out there. If you are looking to adapt this one has all of the things that you need to think through your business and prepare to process through. But like all of them, right? We have strengths and we have weaknesses. And good leaders surround themselves with people who make up for their weaknesses. I know I'm not great at this. I'm honestly, I'm not great at the. A lot of times in the execution. I'm great with the plan, I'm great with the initial idea and casting the vision and communicating and getting people hyped up. But then it's like, all right, I did that. I just like who's next? Who do I hand this off to take it the rest of the way. Bryan Gillette: And that's where we have to collaborate. That's why. That's right. Yeah. James Laws: Yeah. Absolutely. So I encourage everyone, get a copy of this book, check it out. Bryan, thank you so much for being on the podcast Today. I look forward to many more conversations with you. Bryan Gillette: Thank you, James, for the time. James Laws: I wanna thank Brian for taking the time to be on the show and join me as we talk to this idea of epic performance. Now, everything that we mentioned on this show including a full transcript of the show, is available over on my website, which has changed. This is something new. We just recently transitioned, ciircles.com and leadingtofulfillment.com. Both addresses will point to jameslaws.com, but the new website is jameslaws.com. You can find all the information about this episode on my website there. There you can also subscribe to my brand new newsletter. We're calling it Leading Culture. So if you wanna subscribe to the leading culture newsletter, it's where I talk about leadership. Culture and remote teams. So if you're interested in that kind of information, sign up. I send out a weekly tool or framework or idea to challenge how we lead cultures in our organization. And so I would really encourage you to sign up and be a part of that. It's gonna be a lot of fun. What we talked about today was a lot about leading a healthy and sustainable team and I want you to remember these words as you interact with your team moving forward to lead well. Tune in. If you wanna lead your team well, you need to understand what they're dealing with from day to day. And this doesn't just mean knowing when they have a sick family member or planning a big vacation or knowing their kids' little league schedule. It's great if you do, it's awesome. But oftentimes the things that are impacting your team aren't so obvious or they require greater empathy to really connect to. So how has your team handled things like the pandemic for. All right. That's probably an easy one, but how about Russia invading Ukraine? How about the senseless murder of people of color by police? Or what about when there was all of the BLM protests going on? How have various members of your team been impacted by the overturning of Roe V Wade, or any number of other contentious battles around the world? The point is that your team has a lot coming at them from all direct. In order to be mindful and an empathetic leader, you need to know what's going on in the world and take a moment to consider how these things could be influencing the current mental health of the individuals on your team. You're not a psychic though, so you need to actually talk to your team about these things, about what's going on in the world and what's about what's going on in their lives. Make your one-on-ones a safe place to express all the things that might be impacting them, and then let them know what you can do to help them navigate the storm. So one more time for the people way in the back, to lead well, tune in. Thanks for listening, and I hope you'll join me on the next episode. And until then, may your businesses be successful as you lead your teams

Agency exits can be tricky, particularly when you want to balance profitability with a socially conscious approach. In response, agencies are increasingly turning to employee ownership trusts (EOTs) which have more than doubled in number to almost 500 in the last 12 months, according to the Financial Times. In this episode of Waypointers, Jamie Learmont and Jim Houghton from Waypoint Partners look at EOTs and MBOs as agency exit routes, de-mystifying what they mean and discussing the merits of these increasingly popular options. 

Equity markets retreat on Thursday as fears of slowing earnings and recession took hold of the market again. The fear was driven by a rebound in the 10-year Treasury yield and weaker-than-expected results from a number of retailers. While the Q3 period was generally better than expected, the outlook for Q4 and 2023 has dimmed and brought the consensus figures for the entire S&P 500 down with them. Economic data added to the doom and gloom on Wall Street. The Philly Fed's MBOS came in at -19 and much weaker than expected showing a deep contraction within one of the Northeast's busiest manufacturing centers. When added to the bulk of data the Philly Fed news points to a worsening outlook for 2023 and one that could bring a sustained economic contraction for the US and the S&P 500.

Our guest this week is a scale-up enthusiastic, board member and advisor. He has worked in the recruitment industry for more than 25 years helping several brands grow their businesses both nationally and internationally. Dave Pye says his style in working alongside Founders and CEOs is very much focused on four ‘Cs': Creativity, Curiousness, Culture and Collaboration. He has been working with some tremendous clients during the past five years and he often gives keynotes on business and leadership. According to Pye, running a recruitment business today is “tremendously exciting” despite the most unusual and challenging of years that we have faced. Having an advisor alongside you working on things such as people engagement, mastering data, allocating intangible capital and creating increased shareholder value makes the journey even more compelling, he says. In the last few years within the companies he has worked with these have achieved two MBOs, the opening of new offices around the globe, the reshaping of the leadership team and the creation of new products and services. Here at the GBM podcast, we hope you enjoy this episode and do leave us a review and share it with your contacts. We invite you back again for the next episode with another big name in the digital infrastructure space. If you want to get more from the definitive podcast for the business of digital infrastructure, make sure you subscribe to Great Business Minds. See you soon!    /////////////////////// This episode features our commercial partner Portman Partners, the leading executive search firm working exclusively in the digital infrastructure sector. Visit www.portmanpartners.com for more information. ///////////////////////   Get more from the GBM Podcast on: Official Website LinkedIn Facebook Instagram Twitter YouTube  

Podcast Partners - Claim your exclusive savings with the links below. https://recruitmentmentorspodcast.captivate.fm/vincere (https://recruitmentmentorspodcast.captivate.fm/vincere) https://recruitmentmentorspodcast.captivate.fm/sourcebreaker (https://recruitmentmentorspodcast.captivate.fm/sourcebreaker) ------------------------------------------ The key takeaways from this episode are as follows:

In this episode of the OKRs Q&A Podcast, Tim Meinhardt interviews Mark Forman, Executive Vice President at Dynamic Integrated Services - a Service Disabled Veteran Owned Small Business.Mark and Tim discuss organizational transformation and various aspects of MBOs, KPIs and OKRs. We also discuss how the choices we make when implementing OKRs have an impact on the OKR journey and the ultimate program success. Mark brings such a unique perspective to the conversation and has an impressive background. His career spans both the private and public sector and currently he is spending his time supporting the efforts of the Federal Government.If you interested in working with the Atruity team or downloading our free e-book The Seven C's To OKR Success - click this link: https://linktr.ee/atruity

Equities rebounded on Thursday on strength in tech and dubious strength in the economic data. The tech-heavy NASDAQ Composite led the day with gains near 2.0% and may continue to lead the market higher on Friday. Shares of market-favorite were among the biggest gainers and up nearly 2.5% at the end of the day. The move could be a sign of bigger gains to come but there are still hurdles to overcome in the days ahead. On the economic front, jobless claims continue to fall but at a very tepid rate. The latest report still shows upwards of 440,000 first-time weekly claims or more than double the pre-COVID level. Other data on Thursday was equally mixed. The Philly Fed?s MBOS shows expansion within the economy but activity slowed twice as fast as expected. If the data on Friday reveals equally tepid activity Thursday?s market gains could be reversed.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast, I’m Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we’re here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today, I’m excited to have Lewis from MuleSoft join us. Lewis, I would love for you to introduce yourself, your role, and your organization to our audience. Lewis Baird: Well, firstly, thank you very much for having me. I’m very excited to share what we’re doing over here at MuleSoft and to share a little bit more about what I do specifically. My name is Lewis Baird, I’m originally from Scotland, now living in Australia, and I’m currently heading up the partner enablement for MuleSoft, which is now part of Salesforce. I’m responsible for our go-to-market strategy, responsible for what industries we’re going to be looking at, and also responsible for spearheading the overhauling of our enablement practice globally as well for MuleSoft. So, no pressure. SS: Well, I am extremely excited to have you join us. Now, I want to talk to you a little bit about partner programs because I know that that’s part of your scope. What are some unique challenges of delivering enablement programs to partners, and how have you overcome those challenges in the past? LB: Yeah. One of the biggest issues with partners is that question around the so what. Why should I take time out of my busy day in my busy schedule to learn more about what you’re offering and why your technology is better than others? Sometimes the issue as well is coming from a vendor or you’re trying to sell something, we think that we are the center of the universe and that nothing else matters. We need to overcome that question of, we’re not the only technology out there, we’re not the only thing that someone is focused on, so how can we ensure that the programs that we deliver are really adding value? What I call this is enablement with intent. When we design our programs and we start getting that pushback around “I’m not attending, I don’t see value,” we ask, why don’t you see value? What can we add to your role specifically? What can we bring in terms of knowledge of MuleSoft that really aligns to what you’re trying to do in the context of your everyday, the context of your customer transformation programs, and in the context of what will actually enable you to go further in your career as well? When we start answering those questions, that’s when we start to overcome those problems. But again, there’s particular areas of our partners where you’re never going to win them over. You just have to take the small wins and then start building up from that. SS: That’s fantastic, Lewis. Now, you also mentioned on LinkedIn that one of your responsibilities is driving engagement between your partners and the MuleSoft sales team to really drive revenue opportunities for both parties. How do you see enablement fitting in to bridge the gap between the two and really enhance each other’s efforts? LB: Yeah, absolutely. This is one of the reasons that I took this role at MuleSoft. I used to be on the sales team and thought to myself, what do partners do every day? I’m not getting any value from partners. They come in here and talk about things that just make no sense and they don’t know about our product. What’s going on? And then partners were also sitting going, why am I here? They’re not giving me anything. They have not earned the right to have access to our mutual customer, so I’m not going to attend that, see you later. You know that meme with the four pictures that has what they think they do, what you think they do, what they should do, and what everyone else thinks they do. That’s exactly what happens within partners and our internal teams. They expect each other to be providing information that hasn’t necessarily been providing the context as to why they should be meeting. The amazing thing about enablement is it’s the bridge between the partner and the internal sales team. The awesome thing about enablement, I think it’s the most crucial role actually in any company, because we are neutral. I honestly wouldn’t care whether you chose MuleSoft as a technology or something else, as long as we provided you the best enablement and education around MuleSoft. If it was a fit, fantastic. If it wasn’t, then that’s just how the cookie crumbles. What we do is that we don’t base what we deliver on assumptions. Sometimes what we see within sales teams specifically is that if they hear that our partner is doing something with a customer, they don’t necessarily care about what the partner thinks, they just want to be introduced. That just doesn’t work. What we have to do is create programs that not just enable our partners and the context of what our sales teams are trying to do, but also take that information from our partners, take it back to our sales team, and enable them on what our partners are doing. Do you understand what the point of view is within the industry for the partner to have that mutual accountability and have that mutual success? It’s all about enablement really bringing home the bacon, shall I say, in terms of bringing them information and nibbling on what’s important, and also carrying that through until the end result as well. SS: Absolutely. I think that’s a fantastic perspective. Now, explain to our audience, particularly those that may either do partner or direct, how can the approach to sales enablement differ for partners then for internal sales teams, and when an organization has an internal team and a partner team, how do you balance enablement resources to support both adequately? LB: Yeah, absolutely. What tends to happen, well, I can talk from a MuleSoft perspective as we do have an internal enablement team and then I look after our external enablement. I am not saying that we are perfect in terms of our alignment and our resources, but what I can say is that consistency across enablement if you’re looking at partners and internal, it shouldn’t be different. There should always just be one question in your mind when you’re delivering enablement and it’s, does this bring value to my team? Will his enable them to sell better and sell larger? That’s the same questions that we ask within the partner ecosystem. Do our teams have the specific sales messaging and the same kind of buzzwords and go-to-market strategies internally as they do externally. Do we have consistency across that messaging? What that does is that it brings these teams together because everyone’s getting that same messaging. Effectively, what you need to do if you have an external and an internal enablement team, they shouldn’t be working without knowing what each other are doing. It’s very, very likely, and I’ll speak from a partner perspective, for any internal sales team that is working on a prospect or an account, it’s 99% likely that a partner will be in the account as an advisor, as a technologist, and may well be evaluating your technology. As an external enablement, if we’re not providing that information to our internal teams, that’s not going to work in terms of being successful. I like to call it one team, one dream and killing two birds with one stone. The other nuance to that is we may have people within internal enablement that are taking a lot of things from global and HQ, and there may be a few people on the call thinking, “Oh yeah, a lot of our programs and a lot of our strategy comes from HQ, and we just regurgitate what’s available.” Enablement, whether it’s internal or external, needs to be regionalizing their content. What I mean by that is you can build the foundations of what is coming out of HQ, but that can’t be delivered in the form that you have been presented it in your region because it’s just not going to resonate unless you’re really targeting what the focus is within that region. For example, our HQ is in San Francisco. We get all this information, our internal and external teams will look at it, and there’ll be particular things in there that just won’t work in APAC, for example. We have to ensure that when we’re spreading resources, we’re putting them in the right place. You can have a really high-caliber team, but if they’re focused on the wrong things, then it’s just a waste of time. If people are struggling with, “Oh my God, there’s only two people on our enablement team, how can we get this across hundreds of partners?” Really focus on what the value is and leverage what is going to be a quick win, leverage what is relevant within the region. That’s when you start to see whether you’re a team of 2 or 100, that’s when you actually start seeing value in what you’re delivering. It’s certainly quality over quantity. SS: Absolutely. Now, you touched on this a little bit earlier, how partners will often have very competing priorities and I know that you’ve been very focused on making sure that you’re delivering training paths for partners. How do you ensure that you not only get participation, but also engagement during your training programs? I would love to hear if there are some tips or tricks that you have on gaining mindshare with partners for enablement programs. LB: Absolutely. I’m kind of different in the sense that the way that I am in work is the same as I am out of work, which means that I’m a bit no filter and what you see is what you get. The reason I say that is because within sales or enablement, people buy from people and people get excited by other people. I don’t necessarily go, wow, I really want to learn about MuleSoft today, this is amazing. No one thinks that, but what they do remember is someone that goes damn, he was pretty funny, and people should learn about this technology in a much more exciting way. In terms of getting mindshare from your partners, be your authentic self, have a laugh, have a joke because you’re not there to be selling to a customer account or a prospect. You’re there to go, hey guys, this is awesome, we really want to deliver this for you, we think that we can, and we think that we can do it in this really, really fun way. That’s just one tick at the box. The second tick is not assuming that you have earned the right to deliver enablement or programs. Just because that partner uses your technology or possesses your technology does not mean that you can go to a partner and say, well, we should deliver this because you need it and because you sell our product, and we are going to do this. You really have to ask them, can we come in and deliver something different? What is the value to you? What is the value to your organization? Where we started here was basically calling out, and I think enablement is really, really in a strong position to effectively ask this. If you think to yourself, how many sales teams say this there’s probably not many, but what I say to partners is, “I don’t think that we did a good job last year in terms of our pipeline, in terms of our ACV, in terms of our sourced and it’s my responsibility and enablement to make sure that you’re provided as much value and support as possible. What did we do last year that we should do this year?” Nine out of 10 people will not ask that because the assumption is that since there’s a partnership, there that there shouldn’t be that ask, you should know. It shouldn’t be based on assumptions. Once you ask that question, partners will completely flip and go, wow, we’ve never been asked that, that is amazing. Yeah, let’s do that. Then what that tends to do is start leading down this path of you understanding where the gaps were last year around your partners, around the technology. Why weren’t they possessing your technology? What you actually find is that there are just fundamental knowledge gaps at the very base level. What you do with that is that you start building from the ground up, where you’re casting that net weight, so you get as many people into your sessions as possible. It doesn’t matter who it is, whether it’s the CEO down to the coffee lady, it doesn’t matter. Get as many people as you can into those sessions and start building that traction and the awareness because if people don’t know the basics of a MuleSoft or a Salesforce, how can they possibly identify opportunity and the context of the industry that they’re working in? It’s just not going to happen. Once we call that out, that’s when these programs start running with intent, they start running a value, and that’s when partners go, yeah, this is really delivering on what we are trying to do this year. One of our partners, for example, by using this technique we went from having maybe three or four people attending programs to over 250. What that’s done is that it’s now opened up the global partner to enablement and enablement is reading that, leading that by the front. That’s what I mean by just asking them, what did we do last year that we should do this year? It’s not a stupid question. I get really passionate about it this part because I think what tends to happen is a lot of people within enablement don’t ask those questions because they think “oh, if I ask that question, they’re going to beat me down with a stick because I should know that.” Well, no, you shouldn’t because there are thousands of people in a partner organization and asking that question will really open up doors. SS: I love that question. Now, to call things out as well, or maybe even to highlight, you recently received MuleSoft’s team player award. I’d love for you to talk to our audience about, how does cross-team collaboration help enhance your own partner enablement efforts? LB: You hear this thing called focus on your swim lane. That tends to transcend not just from a sales team, but to all the other teams. Enablement should not just focus on their own swim lane because enablement is that bridge between all functions, all the external and internal partners. What we try to do is if it has not been tried, just try it. This is where we built this cross-collaboration around, well, I could go and do what you tell me to do, but no, I’m not going to do that because I don’t know if that’s the right approach because I haven’t asked specifically. What you’ll find is that enablement tends to come across as a support function, comes across as a way to have other functions maybe not do as much work as they should be doing. Enablement as a function should not be viewed as supportive. It should be viewed as pivotal and delivering success for the business and delivering success for partners. There was one thing that really got me going on this, and it was something from our global team where we had our awards and someone had said in the messaging channel, “it’s so amazing to see enablement right next to channels. Wow, we are valuable.” I thought to myself, why is someone putting that in the channel, that we are valuable as if we’ve never been valuable? It should be ingrained in your mind with enablement that you are probably the most valuable function in any organization. Without enablement, your organization will not function, and it will not function externally either. Once you start thinking to yourself, yeah, I’m going to own this, I’m going to go to every function and understand what their priorities are and how I can bridge these gaps. I’m not going to wait for someone to tell me what the issue is or what the gap is, I’m going to be really proactive and get out there and speak to as many people as possible and design programs where I think I see gaps. We are neutral in enablement. If you’ve got customer success or sales, there’s always a hidden motivation around, I need this because I want that. Whereas enablement is, we’re going to give you this because we think that this will enable you to do a better job. That’s what I started to do last year with our team, which was not wait for someone to tell me where their gaps were but go out. I would definitely say be more proactive than reactive within your organization. Start speaking to people that you haven’t spoken to before and really step outside of your comfort zone. Then you should hopefully see a difference between your internal and your external sales teams and functions as well. SS: I love that, and I couldn’t agree with you more. Sales enablement is such a strategic function for an organization if utilized appropriately, so I absolutely agree. Lewis, in closing, you also mentioned that sales enablement contributes quite heavily to the success of the organization. Now, in order to do that, you have to think about how you’re measuring the impact. How do you go about measuring the impact of your partner enablement efforts? LB: Yeah, absolutely. That’s a brilliant question because it varies across organizations around different metrics and different MBOs. From our end, our enablement was based upon certifications. Successful enablement was when we had to get 300 architects and developers certified on MuleSoft. If we did that, that was considered successful. However, I did not think that that was a suitable metric for success. Sometimes, what tends to happen is for anyone that’s measured on technical aspects of enablement, there’s a difference between practice development and enablement. We know that practice development is, how are you building your ecosystem to deliver on a technology or deliver on a platform? Whereas enablement is that top of the funnel. We’re going to arm you with the best messaging and the best techniques to identify those opportunities to drive that pipeline. When I joined the team last year, I thought to myself, wow, this is not how enablement should be run and I’m not going to run it this way. What I had said was, “I don’t expect you to really care about enablement or care about what we offer. If we can’t help you drive pipeline or ACV or opportunities, there’s no justification for you to do this.” What we’ve done this year is move away from this whole obsession with technical certifications, the whole obsession with project delivery around enablement in its purest sense. What we now measure on is enablement being able to identify opportunities. We are measured on how many opportunities can we influence through our sessions. We obviously get measured on our feedback. It’s very important as well that it’s not just black and white MBOs or KPIs. You have to have good feedback so that you can better improve or edit your next set of programs. Also looking at ACVs, did any of our enablement sessions contribute to the close of a deal? What that does is that it really puts enablement at that forefront of, where are we really adding value? Where do we not? And where can we expand our footprint? SS: Thank you so much for the time today, I appreciate it. To our audience. Thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic more about, please let us know. We’d love to hear from you.

Abu Ali is a partner in a Newcastle based corporate finance boutique, WilliamsAli. He provides strategic M&A and funding advice to business owners and investors. Abu joins Kevin Appleby on the GrowCFO Show to explain the role of a corporate finance advisor, and the value that working with an external specialist can bring to your business. About Abu Ali Abu Ali qualified as a Chartered Accountant with Teeside based Clive Owen & Co. He soon left the world of audit to pursue a career in corporate finance. He gained his initial experience with Ryecroft Glenton Corporate Finance before moving on to become a director at Baldwins. Running is own practice was always Abu's ambition, and in early 2019 he became one of the founders of Leathers Corporate Finance. In April 2020 Abu and his partner Phil Williams exercised an option to complete the buy-out of Leathers Corporate Finance. This included a full rebrand to Williams Ali and relocation to new offices within Newcastle.  WilliamsAli offers a focused, high quality service to help businesses and their shareholders realise their ambitions.  The team has extensive deal experience acquired over many years. They take a leading role in transactions. These include business sales, MBOs, acquisitions, private equity transactions and fundraising. What is Corporate Finance? Corporate finance includes a wide range of activities. Abu talked through the variety of activities he supports. He advises a variety of different people. These include: Shareholders on the sale of their business.Management teams on Management Buy-Outs.Acquirers on the identification and purchase of acquisition targets.Business owners on company valuations. Abu tells us that it's not just about giving advice. There are many more practical activities he gets involved in. These include: Helping business owners prepare their business for an exit.Helping entrepreneurs prepare business plans to attract the funding needed to start up or develop their existing business. This might be in the form of equity, debt or grant funding.Assisting companies in defining and documenting their corporate and growth strategy. Who is corporate finance for? Raising funds for clients is a major part of Abu's role. But Abu doesn't just work with businesses that need to find funding. Some of his clients are very well funded. Clients may be looking to make acquisitions, and have funds available. Identifying the right acquisition becomes the challenge. Abu spends about half his time helping businesses to sell. People typically don't know what their business is worth . They also don't understand the process of selling and need help. Working with these clients Abu becomes an extension of the management team. He often takes a project management role from start to finish of the transaction. How do you find a buyer for your business? You can't put a "for sale" sign up outside your business. Selling can often be a covert process to maintain confidentiality. Abu often finds that its necessary to make sure staff, customers and suppliers don't know a business is for sale until the right time in the process. Often the right time might be when the deal has been done. Research is very important. Abu will spend a lot of time identifying potential buyers and developing a short list. To do this Abu needs to be well networked, and able to talk to his network about any opportunity he has with discretion. The network that Abu has built is different from one you would typically build as a CFO. This is one reason why a business with a very strong CFO might still engage a corporate finance advisor. Find out more about GrowCFO If you enjoyed this podcast you can subscribe to the GrowCFO Show with your favourite podcast app. The show is listed in the Apple podcast directory, Google podcasts and many others. GrowCFO is a great place to extend your professional network.

Chris Cole is one of the Founders of value led investment company 40 Fathoms. Taking their real world expertise, they invest their own capital in start-ups and small, scalable businesses at early stage profitability, with the goal of achieving significant growth. Chris and his co-founders apply teamwork, trust and experience to risky businesses with talent and drive to outperform in their market sector. These attributes are what can be credited for their successes and significant scale-ups. By identifying established, scalable and profitable enterprises that already have a proven track record but need the additional investment to see significant growth, 40 Fathoms use their capital to release the full potential of these businesses. Before 40 Fathoms, Chris and Co-Founder Jonathan Elliot were investors in growth transformation company Bionic. In this role, as he grew and built Bionic he earned awards such as Ernst & Young's Master of Entrepreneurship 2016 and The Sunday Times Best Company. Chris prides himself on his goal-oriented and results-focussed nature, and to him, this is what building a business is all about – being part of a hardworking, trusting team who understands the importance of unified culture and common goals.

Chris Cole is one of the Founders of value led investment company 40 Fathoms. Taking their real world expertise, they invest their own capital in start-ups and small, scalable businesses at early stage profitability, with the goal of achieving significant growth. Chris and his co-founders apply teamwork, trust and experience to risky businesses with talent and drive to outperform in their market sector. These attributes are what can be credited for their successes and significant scale-ups. By identifying established, scalable and profitable enterprises that already have a proven track record but need the additional investment to see significant growth, 40 Fathoms use their capital to release the full potential of these businesses. Before 40 Fathoms, Chris and Co-Founder Jonathan Elliot were investors in growth transformation company Bionic. In this role, as he grew and built Bionic he earned awards such as Ernst & Young's Master of Entrepreneurship 2016 and The Sunday Times Best Company. Chris prides himself on his goal-oriented and results-focussed nature, and to him, this is what building a business is all about – being part of a hardworking, trusting team who understands the importance of unified culture and common goals.

In this episode, Hall welcomes Chester J. Jachimiec, President of Down Hole Water Management. Down Hole Water Management has developed and patented a downhole separation system for disposing of produced water from natural gas wells (the “DGWS” – Downhole Gas/Water Separator) and from oil wells (the “DOWS” – Downhole Oil/Water Separator) in the same wellbore, eliminating the need (and significant operating expense and environmental risks) of lifting the contaminated produced water to the surface and hauling it to a separate disposal well. The DGWS system has been demonstrated in numerous live wells and is ready for commercialization. Chester has 40 years of professional, entrepreneurial, and large company business experience, and has developed several companies from concept stage to full public company status. In the last twenty years, he has founded three companies that have gone public, including one of which grew to Fortune 1000 size. Chester has been a close advisor to the Finley companies since early 2017, acting as the CFO of the enterprises and involved in their various operations and investments. Prior to that, from 2012 to 2016, he was a founder and board member, CFO, and ultimately President of Vivione Biosciences Inc., a medical device company taken public on the TSX-Venture Exchange. From 2005 to 2008, he was a founder, director, and EVP of Production Enhancement Group, Inc., an upstream energy services company involved in coiled tubing, pressure pumping, and wireline services, and rental tools, and taken public on the Toronto Stock Exchange. From 2001 to 2005, he was President of SPI Petroleum, LLC, a private equity-backed consolidation of fuels and lubricants distribution companies that ultimately grew to over $4 billion in revenue and became the largest company in its industry. From 1996 to 2001, he served as a founder, director, and EVP of Encompass Services Corporation, a public company and national provider of mechanical, electrical, plumbing, and janitorial services, with over $4.5 billion in revenue and 35,000 employees. From 1994 to 1996, Chester served as Director of Acquisitions and Investments for Tenneco Energy, where he created and led a group to diversify the company away from regulated assets (pipelines) and redeploy capital in a higher return, non-regulated businesses (independent power plants; pipeline services). From 1990 to 1994, he served as a consultant to a number of companies, assisting them to secure capital or engage in acquisitions, MBOs, or other transactions, and managed his personal investments in oil & gas and technology commercializations. Prior to 1990, Chester practiced law in the areas of Securities and M&A in Houston and Dallas and was a partner in two large national law firms. He was also licensed as a CPA in the State of Illinois and practiced public accounting with Price Waterhouse prior to attending law school. He received a Bachelor of Business Administration degree in public accounting (1976, with honors) from Loyola University of Chicago and a Juris Doctorate (1979, with honors) from Northwestern University of Chicago School of Law, where he served on and was published in the Northwestern University Law Review. Chester shares what excites him right now in the oil and gas space. He advises investors, shares some of the technology behind his product, and discusses challenges for the oil and gas operator in today's market. You can visit Down Hole Water Management at .  Chester can be contacted via email at , via LinkedIn at , and via phone at (713)628-6582. Music courtesy of .

In Episode 25 of BEST HIRE EVER, Kris Dunn talks with Tim Sackett about how Bonus Plan information drives candidate behavior and a recruiter's ability to close the candidate. Tim talks about catching a baby shark in Florida and KD whips up a Lifetime Movie script that could be about Tim Sackett, a double murder, and the baby killer shark he threw back into the gulf of Mexico. Please subscribe, rate and review (Apple) and follow (Spotify) to get the latest delivered to you.  Click here if you don't see the player below! SHOW HIGHLIGHTS: 1:45 - Tim starts talking about catching a baby shark. 2:35 - KD starts pitching a Lifetime movie about Tim throwing the shark back into the ocean. It includes Tim going to prison after throwing the shark back, Mrs. Sackett getting him out of prison with DNA evidence, then finding himself in the ocean on a boogie board and the Shark comes back as an adult, circles Tim, but doesn't attack him. The movie is called, "Second Chance".  LOL 6:30 - Tim and KD pivot and start talking about Bonus Objectives, and how they influence professional grade and leadership candidates.  Do candidates care?  What are they looking for?  Tim breaks down the more savvy the candidate is, the more they care and want to talk about it before accepting the offer. 8:20 - KD and Tim talk about the difference between asking the bonus % (example, 20%) and asking what the bonus is actually based on. Tim says that savvy recruiters provide confidence that it's going to pay out without being super specific. 11:00 - Tim talks about what type of candidate really digs in and wants ALL the information behind the bonus percentage.  The more passive and the more senior the candidate is and doesn't need a job, the more questions they're gong to ask. 14:15 - Tim and KD talk about type of Bonus Objectives that candidates hate - anything black and white, and anything that's based on revenue targets or other things they can't control.  Shitty targets = unknown bonus payout. 17:50 - Tim talks about great candidates liking and not being afraid of specific revenue targets, as long as they are in charge and it's a internal locus of control. 21:20 - KD talks about the type of bonus objectives candidates love to see - it's the ones they get to write!  MBOs for the win! 25:34 - KD and Tim talk about a new Microsoft bonus objective - INTEGRITY. It sounds great, but Tim and KD talk about how hard it is to measure actual integrity - because you don't know there's an issue with integrity until it's gone.  31:30 - Tim and KD talk about the weirdest bonus objectives they've ever had.  SHOW NOTES AND RESOURCES: ---------Tim Sackett  Tim Sackett on LinkedIn   ------------Kris Dunn Kris Dunn on LinkedIn Kinetix The HR Capitalist Fistful of Talent Boss Leadership Training Series Kris Dunn on Twitter Kris Dunn on Instagram  

Bill Collis, former CEO and President of visual effects software behemoth Foundry, one-time Ernst & Young Entrepreneur of the Year, and Tenzing Entrepreneurs Panel member, tells Guy about unwittingly finding himself creating FX for one of the most iconic films of all time… his passion for using maths and algorithms to solve real-world problems… how to take on software pirates and emerge victorious… the value gained from working with multiple private equity backers… and the joys of stepping back from CEO to take up chairperson roles.Learn about how Tenzing helps companies to grow at: www.tenzing.pe

Christina Hawatmeh shares with MBOS her unique story of starting Scopio and why she was led to start a company that focused so intensely on spreading diversity. It started with seeing protest images and realizing that these important images were not being shown to the world. Think about the power behind a protest, the message that the community is trying to share and all the while people are taking images and showing them on their social media - but in truth, we need a bigger platform where everyone can access these images. From there she really took on the mission of finding not only protest images, but all types of diverse images from UGC and built a platform where the artists could share their important images, and thus spread their message and amplify their voice. Don't miss out on this chat. --- Send in a voice message: https://anchor.fm/scopio/message Support this podcast: https://anchor.fm/scopio/support

Follow and Connect with me to see #HeadsTalk Podcast Audiograms every Monday on LinkedIn. Episode Title:

Documenting care has become a big part of caring for patients. Not only does it provide the justification for reimbursement, it also provides the basis for quality care. Doctors need to know the whole patient story. In this episode, Jake Mathew, CEO of MBOS, talks about mentoring physicians to help them tell the patient story as well as help them keep patients from experiencing the fallout from claims denials.

https://tantrapunk.com/urban-permaculture-and-post-pandemic-food-security-with-sagrada-tpp270/

Welcome to the Monday begins on Saturday podcast! In this very first episode we introduce ourselves and the general theme of the podcast.

Jillian Hufnagel has been supporting executives for the last 18+ years in start-ups, SaaS, Healthcare, Education and Security companies, which gives her a unique vantage point on many relevant topics for assistants.I'm thrilled to share my conversation with Jillian on Episode 37 of The Leader Assistant Podcast. She shares an overview and quick history of goal setting with OKRs and MBOs for assistants. She also shares tips for leading a team of assistants. Listen up, take notes, and apply what Jillian shares if you want to become a goal-crushing, game-changing Leader Assistant.Show notes at leaderassistant.com/37Subscribe at podcast.leaderassistant.comJoin the community at slack.leaderassistant.com or facebook.leaderassistant.com

November's Wiser Wednesday-Experience Speaks podcast where Glenn Krauss invites our Special Guests: Craig Mills, Business Development Director for MBOS and Dr. Doug Cutler, a practicing hospitalist at Yavapai Medical Center They share their thoughts on why the EHR must be thought of as a communication tool rather than just a reimbursement tool. What should CDI be accomplishing to help facilitate recognition of the EHR as a communication tool that benefits the patient, the physician and all healthcare stakeholders. If the record is treated as a communication first and foremost, optimal reimbursement will be forthcoming. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/wiserwednesday/message

November's Wiser Wednesday-Experience Speaks podcast where Glenn Krauss invites our Special Guests: Craig Mills, Business Development Director for MBOS and Dr. Doug Cutler, a practicing hospitalist at Yavapai Medical Center They share their thoughts on why the EHR must be thought of as a communication tool rather than just a reimbursement tool. What should CDI be accomplishing to help facilitate recognition of the EHR as a communication tool that benefits the patient, the physician and all healthcare stakeholders. If the record is treated as a communication first and foremost, optimal reimbursement will be forthcoming. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/wiserwednesday/message

Selamat datang di PBB, Podcast Baban Basic. Sebuah perkenalan untuk para Mahasuhu dunia perpodkesan duniavvi di episode ini dan juga para sobat-sobat proletar eu, sorry.. Sobat Baban Podcast yang mendengar suara gue lewat sudut-sudut speaker bilik kantor atau malah sedang berada di tempat ngopi lagi bingung mau nonton apa di YT atau dengerin playlist lo yang itu-itu lagi, sini gue sambangi headset lo. Salam kenal gue Erlangga Nugraha, tapi gue lebih nyaman kalo dipanggil Mbos, selamat menikmati Episode perdana ini, semoga nyaman!

November's Wiser Wednesday-Experience Speaks podcast where Craig Mills, Business Development Director for MBOS and Dr. Doug Cutler, a practicing hospitalist at Yavapai Medical Center, will be sharing their thoughts on why the EHR must be thought of as a communication tool versus a reimbursement tool. What should CDI be accomplishing to help facilitate recognition of the EHR as a communication tool that benefits the patient, the physician and all healthcare stakeholders. If the record is treated as a communication first and foremost, optimal reimbursement will be forthcoming.

mAAArcio, Bronko, Octávio & Thais Show ► Essa semana batemos um papo sobre: +Bronko e a vida na Alemanha +Evento de 10 anos da Devolver Digital +The Church in the Darkness +Dragon Quest Builders 2 ► Nos siga no twitter: twitter.com/marciosbarrios twitter.com/OctavioTenan twitter.com/thais_tunon ► Mande perguntas para o nosso CuriousCat: curiouscat.me/marciosbarrios ► Curtiu o programa? Você pode contribuir no Apoia.se apoia.se/maaarcio ou no Pic Pay picpay.me/maaarcio ► Não quer contribuir financeiramente? Sem problemas, clicando no botão CURTIR ou divulgando a atração nas redes sociais já é uma baita ajuda. ► Quer enviar seu feedback? Mande um e-mail para marciosilvabarrios@gmail.com

mAAArcio, Bronko & Octávio Show ► E nas notícias: +John Wick ganha jogo não-oficial feito por fãs Brasileiros +Stadia não será uma “Netflix de jogos”, afirma Google +Marvel's Spider-Man é o jogo de herói mais vendido nos EUA +Nintendo revela nova versão do Nintendo Switch com mais bateria +Marvel's Avengers: visual dos heróis mudou em gameplay Comic Con +The Witcher: o primeiro trailer da série na Netflix ► Nos siga no twitter: https://twitter.com/marciosbarrios https://twitter.com/bronkobr https://twitter.com/OctavioTenan ► Mande perguntas para o nosso CuriousCat: https://curiouscat.me/marciosbarrios ► Curtiu o programa? Você pode contribuir no Apoia.se https://apoia.se/maaarcio ou no Pic Pay https://picpay.me/maaarcio ► Não quer contribuir financeiramente? Sem problemas, clicando no botão CURTIR ou divulgando a atração nas redes sociais já é uma baita ajuda. ► Quer enviar seu feedback? Mande um e-mail para marciosilvabarrios@gmail.com

mAAArcio, Bronko & Octávio Show ► Essa semana batemos um papo sobre: +Marvel Ultimate Alliance 3: The Black Order +They are Billions +Dragon Quest Builders 2 +Thronebreaker +Cavaleiros do Zodíaco na Netflix ► Nos siga no twitter: https://twitter.com/marciosbarrios https://twitter.com/bronkobr https://twitter.com/OctavioTenan ► Mande perguntas para o nosso CuriousCat: https://curiouscat.me/marciosbarrios ► Curtiu o programa? Você pode contribuir no Apoia.se https://apoia.se/maaarcio ou no Pic Pay https://picpay.me/maaarcio ► Não quer contribuir financeiramente? Sem problemas, clicando no botão CURTIR ou divulgando a atração nas redes sociais já é uma baita ajuda. ► Quer enviar seu feedback? Mande um e-mail para marciosilvabarrios@gmail.com

Switch Lite, Cuphead na Netflix e Xbox sem FFVII | MBOS #51b by mAAArcio

Blazing Chrome, Dragon Quest Builders 2 e Homem-Aranha: Longe de Casa | MBOS #51a by mAAArcio

Strangers Things 3, Laços e TimeSpinner | MBOS #50 by mAAArcio

In this week's Five Good Questions, we're interviewing Ashley Goodall about his book Nine Lies About Work. Ashley Goodall is an executive, leadership expert, and author. He currently serves as the Senior Vice President of Leadership and Team Intelligence (LTI) at Cisco, a new organization he has built to focus entirely on serving teams and team leaders. He is the co-author, with Marcus Buckingham, of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World and of two cover stories in the Harvard Business Review. 1. In your book you state that culture is a “shared fiction” and similar to plumage. What do you mean by that and what are “we” vs. “me” experiences at work? 2. What’s wrong with management by objectives (MBOs), SMART goals, and Objectives and Key Results (OKRs) that are widely used? 3. What can Lionel Messi teach us about employees? 4. What do “red threads” have to do with work-life balance? 5. As an investor, what are some outside clues that could indicate a good culture exists in a company we might want to invest in? How do we really know?

No reported study has compared clinical and radiologic outcomes between an all-inside arthroscopic modified Broström operation (MBO) and an open MBO. The purpose of this study was to compare clinical and radiologic outcomes of all-inside arthroscopic and open MBOs. THe study found that there was no difference in the clinical or radiologic outcome between the all-inside arthroscopic MBO and open MBO for the treatment of lateral ankle instability at up to 1 year after surgery. An all-inside arthroscopic MBO should be considered carefully in patients who have lateral ankle instability.   To view the article, click here. 

Today Rebecca shows how popular tools taught in most MBA schools, including SWOT and MBOs, easily become destructive.

Tom T. Moore is an author, speaker, and is in the entertainment business where for the last 25 years he has been president and CEO of his own international motion picture and TV program distribution business, based in Dallas, Texas.  He has been requesting Most Benevolent Outcomes (MBOs) in his personal and business life for the past 16 years with great success!  He'll discuss his new book, THE GENTLE WAY III: Master Your Life and he'll show us how to use a very simple yet powerful spiritual tool to make life more gentle, less stressful and less fearful.   Tom is an author, a monthly columnist for The Sedona Journal of Emergence, and publishes a weekly newsletter where people from all over the world pose questions for him to ask in his meditations, as well as a weekly blog with nothing but great, inspiring MBO stories. We'll also touch on other topics of interest such as Orbs! Mr. Moore has been a guest on numerous radio programs and his articles have appeared in such international magazines as Kindred Spirit (UK) and LivingNow (Australia), and Beliefnet.com (7 million visitors a month).   His books are: THE GENTLE WAY: A Self-Help Guide For Those Who Believe In Angels (now out in Germany and Greece) THE GENTLE WAY II: The Story Continues   THE GENTLE WAY III: Master Your Life (available in September 2013) FIRST CONTACT: Conversations with an ET  For Articles and News: www.TheGentleWayBook.com Weekly blogs: www.TheGentleWayBook.com/blog Tom speaks knowledgeably on topics such as Practical Tools for Your Toolbox, Conversations with a Guardian Angel, 12 Parallel Worlds or “Timelines” and Atlantis.

Tom T. Moore is an author, speaker, and is in the entertainment business, where for the last 25 years he has been president and CEO of his own international motion picture and TV program distribution business, based in Dallas, Texas. During this time, he has co-executive produced several movies and TV shows, and has traveled extensively as part of his business duties to international film markets held in Cannes, France, Milan, Italy, Los Angeles, California and Budapest, Hungary. He brings a keen knowledge of how requesting Benevolent Outcomes can be used in both business affairs and in one's personal life, and relates many personal stories regarding these requests. He says that in requesting Benevolent Outcomes for over the past fourteen years has resulted in leading a gentler, less stressful, and less fearful life—The Gentle Way! His books, The Gentle Way: A Self-Help Guide For Those Who Believe in Angels  (Amazon http://www.amazon.com/Gentle-Way-Self-Help-Believe-Angels/dp/1891824600/ref=sr_1_1?s=books&ie=UTF8&qid=1311447714&sr=1-1 ) and The Gentle Way II: The Story Continues (Amazon http://www.amazon.com/Gentle-Way-II-Tom-Moore/dp/1891824805/ref=sr_1_3?s=books&ie=UTF8&qid=1311447714&sr=1-3 ) give many more suggestions for requesting Benevolent Outcomes. Visit his website at http://www.TheGentleWayBook.com.