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In this episode, Bill Scherkenbach, one of W. Edwards Deming's closest protégés, and host Andrew Stotz discuss why leadership decisions shape outcomes far more than frontline effort. Bill draws on decades of firsthand experience with Deming and with businesses across industries. Through vivid stories and practical insights, the conversation challenges leaders and learners alike to rethink responsibility, decision-making, and what it truly takes to build lasting quality. Bill's powerpoint is available here. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Dr. Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest and at 79, still champions his mentor's message: Learn, have fun, and make a difference. The discussion for today is, I think we're going to get an answer to this question. And the question is: Where is quality made? Bill, take it away.   0:00:44.9 Bill Scherkenbach: Where is quality made? I can hear the mellifluous doctor saying that. And the answer is: In the boardroom, not on the factory floor. And over and over again, he would say that it's the quality of the decisions that the management make that can far outweigh anything that happens on the shop floor. And when he would speak about that, he would first of all, because he was talking to the auto industry, he would talk about who's making carburetors anymore. "Nobody's making carburetors because it's all fuel injectors," he would say. And anyone who has been following this, another classic one is: Do you ever hear of a bank that failed? Do you think that failed because of mistakes in tellers' windows or calculations of interest? Heck no. But there are a whole bunch of other examples that are even more current, if you will. I mean, although this isn't that current, but Blockbuster had fantastic movies, a whole array of them, the highest quality resolutions, and they completely missed the transition to streaming. And Netflix and others took it completely away from them because of mistakes made in the boardroom. You got more recently Bed Bath & Beyond having a great product, a great inventory.   0:02:51.4 Bill Scherkenbach: But management took their eyes off of it and looked at, they were concerned about stock buybacks and completely lost the picture of what was happening. It was perfect. It was a great product, but it was a management decision. WeWork, another company supplying office places. It was great in COVID and in other areas, but through financial mismanagement, they also ended up going bust. And so there are, I mean, these are examples of failures, but as Dr. Deming also said, don't confuse success with success. If you think you're making good decisions, you got to ask yourself how much better could it have been if you tried something else. So, quality is made in the boardroom, not on the factory floor.   0:04:07.9 Andrew Stotz: I had an interesting encounter this week and I was teaching a class, and there was a guy that came up and talked to me about his company. His company was a Deming Prize from Japan winner. And that was maybe 20, 25 years ago. They won their first Deming Prize, and then subsidiaries within the company won it. So the actual overall company had won something like nine or 10 Deming Prizes over a couple decades. And the president became...   0:04:43.5 Bill Scherkenbach: What business are they in?   0:04:45.5 Andrew Stotz: Well, they're in...   0:04:47.0 Bill Scherkenbach: Of winning prizes?   0:04:48.7 Andrew Stotz: Yeah, I mean, they definitely, the CEO got the distinguished individual prize because he was so dedicated to the teachings of Dr. Deming. And he really, really expanded the business well, the business did well. A new CEO took over 15 years ago, 10 years ago, and took it in another direction. And right now the company is suffering losses and many other problems that they're facing. And I asked the guy without talking about Deming, I just asked him what was the difference between the prior CEO and the current one or the current regimes that have come in. And he said that the prior CEO, it was so clear what the direction was. Like, he set the direction and we all knew what we were doing. And I just thought now as you talk about, the quality is made at the boardroom, it just made me really think back to that conversation and that was what he noticed more than anything. Yeah well, we were really serious about keeping the factory clean or we used statistics or run charts, that was just what he said, I thought that was pretty interesting.   0:06:06.7 Bill Scherkenbach: Absolutely. And that reminds me of another comment that Dr. Deming was vehement about, and that was was the management turnover. Turnovers in boardrooms every 18 months or so, except maybe in family businesses. But that's based on the quality of decisions made in the boardroom. How fast do you want to turn over the CEOs and that C-suite? So it's going to go back to the quality is made in the boardroom.   0:06:50.0 Andrew Stotz: Yeah, and I think maybe it's a good chance for me to share the slide that you have. And let's maybe look at that graphic. Does that makes sense now?   0:07:00.9 Bill Scherkenbach: Sure, for sure.   0:07:02.2 Andrew Stotz: Let's do that. Let's do that. Hold on. All right.   0:07:15.8 Bill Scherkenbach: Okay, okay, okay. You can see on the top left, we'll start the story. I've got to give you a background. This was generated based on my series of inputs and prompts, but this was generated by Notebook LM and based on the information I put in, this is what they came up with.   0:07:48.6 Andrew Stotz: Interesting.   0:07:50.1 Bill Scherkenbach: Based on various information, which I think did a fairly decent job. In any event, we're going to talk about all of these areas, except maybe the one where it says principles for active leadership, because that was the subject of a couple of our vlogs a while ago, and that is the three foundational obligations. And so the thing is that quality, even though Dr. Deming said it was made in the boardroom, one of the problems is that management did not know what questions to ask, and they would go, and Dr. Deming railed against MBWA, management by walking around, primarily because management hadn't made the transition to really take on board what Dr. Deming was talking about in profound knowledge. And that is, as you've mentioned, setting that vision, continually improving around it, and pretty much absolutely essential was to reduce fear within the organization.   0:09:25.9 Bill Scherkenbach: And so management by walking around without profound knowledge, which we've covered in previous talks, only gets you dog and pony shows. And with the fear in the organization, you're going to be carefully guided throughout a wonderful story. I mentioned I was in Disney with some of my granddaughters over the holidays, and they tell a wonderful story, but you don't ever see what's behind the scenery. And management never gets the chance because they really haven't had the opportunity to attain profound knowledge. So that's one of the things. I want to back up a little bit because Dr. Deming would... When Dr. Deming said quality is made at the top, he only agreed to help companies where the top management invited him, he wasn't out there marketing. If they invited him to come in, he would first meet with them and they had to convince him they were serious about participating, if not leading their improvement. And given that, that litmus test, he then agreed to work with them. Very few companies did he agree to on that. And again as we said, the quality of the decisions and questions and passion that determine the successfulness of the company. And so.   0:11:40.0 Andrew Stotz: It made me think about that letter you shared that he was saying about that there was, I think it was within the government and government department that just wasn't ready for change and so he wasn't going to work with it. I'm just curious, like what do you think was his... How did he make that judgment?   0:12:00.0 Bill Scherkenbach: Well, it wasn't high enough. And again, I don't know how high you'd have to go in there. But quite honestly, what we spoke about privately was in politics and in the federal government, at least in the US, things change every four years. And so you have management turnover. And so what one manager, as you described, one CEO is in there and another one comes in and wants to do it their way, they're singing Frank Sinatra's My Way. But that's life….   0:12:49.3 Andrew Stotz: Another great song.   0:12:50.7 Bill Scherkenbach: Another, yes.   0:12:52.1 Andrew Stotz: And it's not like he was an amateur with the government.   0:12:57.5 Bill Scherkenbach: No.   0:13:00.3 Andrew Stotz: He had a lot of experience from a young age, really working closely with the government. Do you think that he saw there was some areas that were worth working or did he just kind of say it's just not worth the effort there or what was his conclusions as he got older?   0:13:16.9 Bill Scherkenbach: Well, as he got older, it might, it was the turnover in management. When he worked for Agriculture, although agriculture is political, and he worked for Census Bureau back when he worked there, it wasn't that political, it's very political now. But there was more a chance for constancy and more of a, their aim was to do the best survey or census that they could do. And so the focus was on setting up systems that would deliver that. But that's what his work with the government was prior to when things really broke loose when he started with Ford and GM and got all the people wanting him in.   0:14:27.0 Andrew Stotz: I've always had questions about this at the top concept and the concept of constancy of purpose. And I'm just pulling out your Deming Route to Quality and Productivity, which, it's a lot of dog ears, but let's just go to chapter one just to remind ourselves. And that you started out with point number one, which was create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs. One of my questions I always kind of thought about that one was that at first I just thought he was saying just have a constancy of purpose. But the constancy of purpose is improvement of product and service.   0:15:13.6 Bill Scherkenbach: Well, yes and no. I mean, that's what he said. I believe I was quoting what his point number one was. And as it developed, it was very important to add, I believe, point number five on continual improvement. But constancy of purpose is setting the stage, setting the vision if you will, of where you want to take the company. And in Western management, and this is an area where there really is and was a dichotomy between Western and Eastern management. But in Western management, our concept of time was short-term. Boom, boom, boom, boom. And he had a definite problem with that. And that's how you could come up with, well, we're going to go with this fad and that fad or this CEO and that CEO. There was no thinking through the longer term of, as some folks ask, "what is your aim? Who do you think your customer base is now?" don't get suckered into thinking that carburetors are always going to be marketable to that market base. And so that's where he was going with that constancy of purpose. And in the beginning, I think that was my first book you're quoting, but also, in some of his earlier works, he also spoke of consistency of purpose, that is reducing the variation around that aim, that long-term vision, that aim.   0:17:19.2 Bill Scherkenbach: Now, in my second book, I got at least my learning said that you've got to go beyond the logical understanding and your constancy of purpose needs to be a mission, a values and questions. And those people who have who have listened to the the previous vlogs that we've had, those are the physiological and emotional. And I had mentioned, I think, that when when I went to GM, one of the things I did was looked up all the policy letters and the ones that Alfred Sloan wrote had pretty much consistency of three main points. One, make no mistake about it, this is what we're going to do. Two, this is why we're going to do it, logical folks who need to understand that. And to give a little bit of insight on on how he was feeling about it. Sometimes it was value, but those weren't spoken about too much back then. But it gave you an insider view, if you will. And so I looked at that, maybe I was overlooking. But I saw a physiological and emotional in his policy letters.   0:19:00.7 Bill Scherkenbach: And so that's got to be key when you are establishing your vision, but that's only the beginning of it. You have to operationalize it, and this is where management has to get out of the boardroom to see what's going on. Now, that's going to be the predictable, and some of your clients, and certainly the ones over in Asia, are speaking about Lean and Toyota Production System and going to the Gemba and all of those terms. But I see a need to do a reverse Gemba and we'll talk about that.   0:19:49.6 Andrew Stotz: So, I just want to dig deeper into this a little bit just for my own selfish understanding, which I think will help the audience also. Let's go back in time and say that the, Toyota, let's take Toyota as an example because we can say maybe in the 60s or so, they started to really understand that the improvement of product quality, products and service quality and all that was a key thing that was important to them. But they also had a goal of expanding worldwide. And their first step with that maybe was, let's just say, the big step was expanding to the US. Now, in order to expand to the US successfully, it's going to take 10, maybe 20 years. In the beginning, the cars aren't going to fit the market, you're going to have to adapt and all that. So I can understand first, let's imagine that somebody says our constancy of purpose is to continuously improve or let's say, not continuously, but let's just go back to that statement just to keep it clear. Let's say, create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs.   0:21:07.2 Andrew Stotz: So the core constancy in that statement to me sounds like the improvement. And then if we say, okay, also our vision of where we want to be with this company is we want to capture, let's say, 5% of the US market share within the next 15 years or five or 10 years. So you've got to have constancy of that vision, repeating it, not backing down from it, knowing that you're going to have to modify it. But what's the difference between a management or a leadership team in the boardroom setting a commitment to improvement versus a commitment to a goal of let's say, expanding the market into the US. How do we think about those two.   0:21:53.6 Bill Scherkenbach: Well as you reread what I wrote there, which is Dr. Deming's words and they led into the, I forget what he called it, but he led into the progression of as you improve quality, you improve productivity, you reduce costs.   0:22:33.6 Andrew Stotz: Chain reaction.   0:22:34.5 Bill Scherkenbach: Yeah, the chain reaction. That's a mini version of the chain reaction there. And at the time, that's what people should be signing up for. Now the thing is that doesn't, or at least the interpretations haven't really gone to the improvement of the board's decision-making process. I mean, where he was going for was you want to be able to do your market research because his sampling and doing the market research was able to close the loop to make that production view a system, a closed-loop system. And so you wanted to make sure that you're looking far enough out to be able to have a viable product or service and not get caught up in short-term thinking. Now, but again, short-term is relative. In the US, you had mentioned 10 or 20 years, Toyota, I would imagine they still are looking 100 years out. They didn't get suckered into the over-committing anyway to the electric vehicles. Plug-in hybrids, yes, hybrids yes, very efficient gas motors, yes. But their constancy of purpose is a longer time frame than the Western time frame.   0:24:27.1 Andrew Stotz: Yeah, that was a real attack on the structure that they had built to say when they were being told by the market and by everybody, investors, you've got to shift now, you've got to make a commitment to 100% EVs. I remember watching one of the boardroom, sorry, one of the shareholder meetings, and it's just exhausting, the pressure that they were under.   0:24:55.2 Bill Scherkenbach: Yep, yep. But there... Yeah.   0:25:00.0 Andrew Stotz: If we take a kid, a young kid growing up and we just say, look, your main objective, and my main objective with you is to every day improve. Whatever that is, let's say we're learning science.   0:25:17.3 Bill Scherkenbach: You're improving around your aim. What is your vision? What are you trying to accomplish? And that obviously, if you're you're saying a kid that could change otherwise there'd be an oversupply of firemen.   0:25:38.5 Andrew Stotz: So let's say that the aim was related to science. Let's say that the kid shows a really great interest in science and you're kind of coaching them along and they're like, "Help me, I want to learn everything I can in science." The aim may be a bit vague for the kid, but let's say that we narrow down that aim to say, we want to get through the main topics of science from physics to chemistry and set a foundation of science, which we think's going to take us a year to do that, let's just say. Or whatever. Whatever time frame we come up with, then every day the idea is, how do we number one improve around that aim? Are we teaching the right topics? Also, is there better ways of teaching? Like, this kid maybe learns better in the afternoon and in the morning, whereas another kid I may work with works better in another... And this kid likes five-minute modules and then some practical discussion, this kid likes, an hour of going deep into something and then having an experiment is when we're talking about improvement, is the idea that we're just always trying to improve around that aim until we reach a really optimized system? Is that what we're talking about when we're talking about constancy of purpose when it comes to improving product and service?   0:27:14.4 Bill Scherkenbach: Well there's a whole process that I take my clients through in coming up with their constancy of purpose statement. And the board should be looking at what the community is doing in the next five years, 10 years, where the market is going, where politics is going, all sorts of things. And some of it. I mean, specifically in the science area, it's fairly well recognized that the time of going generation to generation to generation has gone from years to maybe weeks where you have different iterations of technology. And so that's going to complicate stuff quite honestly, because what was good today can be, as Dr. Deming said, the world could change. And that's what you've got to deal with or you're out of business. Or you're out of relevance in what you're studying. And so you have to... If you if you have certain interests, and the interests are driven... It's all going to be internal. Some interests are driven because that's where I hear you can make the most money or that's where I hear you can make the most impact to society or whatever your internal interests are saying that those are key to establishing what your aim is.   0:29:25.7 Andrew Stotz: Okay. You've got some PowerPoints and we've been talking about some of it. But I just want to pull it up and make sure we don't miss anything. I think this is the first text page, maybe just see if there's anything you want to highlight from that. Otherwise we'll move to the next.   0:29:43.0 Bill Scherkenbach: No I think we've we've covered that. Yeah, yeah. And the second page. Yeah, I wanted to talk and I only mentioned it when the Lean folks and the Agile folks talk about Gemba, they're pretty much talking about getting the board out. It's the traditional management by walking around, seeing what happens. Hugely, hugely important. But one of the things, I had one of my clients. Okay, okay. No, that's in the the next one.   0:30:29.4 Andrew Stotz: There you go.   0:30:30.7 Bill Scherkenbach: Okay, yeah. I had one of one of my clients do a reverse Gemba. And that is, that the strategy committee would be coming up with strategies and then handing it off to the operators to execute. And that's pretty much the way stuff was done in this industry and perhaps in many of them. But what we did was we had the operators, the operating committee, the operations committee, sit in as a peanut gallery or a, oh good grief. Well, you couldn't say a thing, you could only observe what they were doing. But it helped the operators better understand and see and feel what the arguments were, what the discussions were in the strategy, so that they as operators were better able to execute the strategy. And so not the board going out and down, but the folks that are below going up if it helps them better execute what's going on. But vice versa, management can't manage the 94%, and Dr. Deming was purposely giving people marbles, sometimes he'd say 93.4%. You know the marble story?   0:32:37.5 Andrew Stotz: I remember that [laughter]. Maybe you should tell that again just because that was a fun one when he was saying to, give them marbles, and they gave me marbles back.   0:32:45.7 Bill Scherkenbach: Yeah, yeah, yeah. Well, he said there was this professor in oral surgery that said there was a an Asian mouse or cricket, whatever, that would... You put in your mouth and they would eat all of the... Be able to clean the gums of all the bacteria better than anything. And described it in detail. And that question was on the test. Okay, please describe this mouse procedure. And he said all of the people, or a whole bunch of people except one, gave him back exactly step by step that he had taught. And one said, Professor, I've talked to other professors, I've looked around, I think you're loading us, that's what Deming said. And so he made the point that teaching should not be teachers handing out marbles and collecting the same marbles they they handed out. And so to some extent, he was testing, being overly precise.   0:34:12.8 Bill Scherkenbach: He wanted people to look into it, to see, go beyond as you were speaking of earlier, going beyond this shocking statement that there perhaps is some way that that really makes sense. So he wants you to study. Very Socratic in his approach to teaching in my opinion. And any event, management can't understand or make inputs on changing what the various levels of willing workers, and you don't have to be on the shop floor, you can be in the C-suite and be willing workers depending on how your company is operating. Go ahead.   0:35:12.0 Andrew Stotz: So let me... Maybe I can, just for people that don't know, Gemba is a Japanese word that means "the actual place," right? The place where the value is created.   0:35:23.8 Bill Scherkenbach: Sure.   0:35:26.2 Andrew Stotz: And the whole concept of this was that it's kind of almost nonsense to think that you could sit up in an office and run something and never see the location of where the problem's happening or what's going on. And all of a sudden many things become clear when you go to the location and try to dig down into it. However, from Dr. Deming context, I think what you're telling us is that if the leader doesn't have profound knowledge, all they're going to do is go to the location and chase symptoms and disrupt work, ultimately...   0:36:02.0 Bill Scherkenbach: Get the dog and pony shows and all of that stuff. And they still won't have a clue. The thing is...   0:36:08.6 Andrew Stotz: So the objective at the board level, if they were to actually go to the place, the objective is observation of the system, of how management decisions have affected this. What is the system able to produce? And that gives them a deeper understanding to think about what's their next decision that they've got to make in relation to this. Am I capturing it right or?   0:36:40.2 Bill Scherkenbach: Well there's a lot more to it, I think, because top management, the board level, are the ones that set the vision, the mission, the values, the guiding principle, and the questions. And I think it's incumbent on the board to be able to go through the ranks and see how their constancy of purpose, the intended, where they want to take the place is being interpreted throughout the organization because, and I know it's an oversimplification and maybe a broad generalization, but middle management... Well, there are layers of management everywhere based on their aim to get ahead, will effectively stop communication upstream and downstream in order to fill their particular aim of what they want to get out of it. And so this is a chance for the top management to see, because they're doing their work, establishing the vision of the company, which is the mission, values and questions, they really should be able to go layer by layer as they're walking around seeing how those, their constancy, their intended constancy is being interpreted and executed. And so that's where beyond understanding how someone is operating a lathe or an accountant is doing a particular calculation, return on invested capital, whatever.   0:38:47.5 Bill Scherkenbach: Beyond that, I think it's important for management to be able to absolutely see what is happening. But the Gemba that I originally spoke about is just the other way. You've got the strategy people that are higher up, and you have the operations people that are typically, well, they might be the same level, but typically lower. You want the lower people to sit in on some higher meetings so they have a better idea of the intent, management's intent in this constancy of purpose. And that will help them execute, operationalize what management has put on paper or however they've got it and are communicating it. It just helps. So when I talk about Gemba, I'm talking the place where the quality is made or the action is. As the boardroom, you need to be able to have people understand and be able to see what's going on there, and all the way up the chain and all the way down the chain.   0:40:14.4 Andrew Stotz: That's great one. I'm just visualizing people in the operations side thinking, we've got some real problems here and we don't really understand it. We've got to go to the actual place, and that's the boardroom[laughter]. It's not the factory line.   0:40:31.7 Bill Scherkenbach: Yes. Absolutely. And if the boardroom says you're not qualified, then shame on you, the boardroom, are those the people you're hiring? So no, it goes both ways, both ways.   0:40:46.8 Andrew Stotz: Now, you had a final slide here. Maybe you want to talk a little bit about some of the things you've identified here.   0:40:53.4 Bill Scherkenbach: Okay, that's getting back to, in the logical area of this TDQA is my cycle: Theory, question, data, action. And it's based on Dr. Deming and Shewhart and Lewis saying, where do questions come from? They're based on theory. What do you do with questions? Well, the answers to questions are your data. And you're just not going to do nothing with data, you're supposed to take action. What are you going to do with it? And so the theory I'm going to address, the various questions I've found helpful in order to, to some extent, make the decisions better, the ability to operationalize them better and perhaps even be more creative, if you will. And so one of the questions I ask any team is, have you asked outside experts their opinion? Have you included them? Have you included someone to consistently, not consistently, but to take a contrarian viewpoint that their job in this meeting is to play the devil's advocate? And the theory is you're looking for a different perspective as Pete Jessup at Ford came up with that brilliant view of Escher's.   0:42:47.1 Bill Scherkenbach: Different perspectives are going to help you make a better decision. And so you want to get out of the echo chamber and you want to be challenged. Every team should be able to have some of these on there. What's going to get delayed? The underlying theory or mental model is, okay, you don't have people sitting around waiting for this executive committee to come up with new things, time is a zero-sum game. What's going to get delayed and what are they willing to get delayed if this is so darn important to get done? Decision criteria. I've seen many teams where they thought that the decision would be a majority rule. They discuss and when it came down to submit it, they said, "no, no, this VP is going to make the decision." And so that completely sours the next team to do that. And so you have to be, if you're saying trust, what's your definition of trust? If the people know that someone is going to make the decision with your advice or the executive's going to get two votes and everyone else gets one, or it's just simple voting.   0:44:35.3 Bill Scherkenbach: The point is that making the decision and taking it to the next level, the theory is you've got to be specific and relied on. Team turnover, fairly simple. We spoke about executive turnover, which was a huge concern that Dr. Deming had about Western management. But at one major auto company, we would have product teams and someone might be in charge of, be a product manager for a particular model car. Well, if that person was a hard charger and it took product development at the time was three and a half years, you're going to get promoted from a director level to a VP halfway through and you're going to screw up the team, other team members will be leaving as well because they have careers. You need to change the policy just to be able to say, if you agree that you're going to lead this team, you're going to lead it from start to finish and to minimize the hassle and the problems and the cost of turnover, team turnover. And this is a short list of stuff, but it's very useful to have a specific "no-fault policy."   0:46:20.6 Bill Scherkenbach: And this is where Dr. Deming speaks about reducing fear. I've seen teams who know they can really, once management turns on the spigot and says, let's really do this, this is important, the team is still hesitant to really let it go because that management might interpret that as saying, "well, what are you doing, slacking off the past year?" As Deming said, "why couldn't you do that if you could do it with no method, why didn't you do it last year?" but the fear in the organization, well, we're going to milk it. And so all of these things, it helps to be visible to everyone.   0:47:23.0 Andrew Stotz: So, I guess we should probably wrap up and I want to go back to where we started. And first, we talked about, where is quality made? And we talked about the boardroom. Why is this such an important topic from your perspective? Why did you want to talk about it? And what would you say is the key message you want to get across from it?   0:47:47.1 Bill Scherkenbach: The key message is that management thinks quality's made in operations. And it's the quality of the... I wanted to put a little bit more meat, although there's a lot more meat, we do put on it. But the quality of the organization, I wanted to make the point depends on the quality of the decisions, that's their output that top leaders make, whether it's the board or the C-suite or any place making decisions. The quality of your decisions.   0:48:28.9 Andrew Stotz: Excellent. And I remember, this reminds me of when I went to my first Deming seminar back in 1990, roughly '89, maybe '90. And I was a young guy just starting as a supervisor at a warehouse in our Torrance plant at Pepsi, and Pepsi sent me there. And I sat in the front row, so I didn't pay attention to all the people behind me, but there was many people behind me and there was a lot of older guys. Everybody technically was pretty much older than me because when I was just starting my career. And it was almost like these javelins were being thrown from the stage to the older men in the back who were trying to deal with this, and figure out what's coming at them, and that's where I kind of really started to understand that this was a man, Dr. Deming, who wasn't afraid to direct blame at senior management to say, you've got to take responsibility for this. And as a young guy seeing all kinds of mess-ups in the factory every day that I could see, that we couldn't really solve. We didn't have the tools and we couldn't get the resources to get those tools.   0:49:47.9 Andrew Stotz: It just really made sense to me. And I think the reiteration of that today is the idea, as I'm older now and I look at what my obligation is in the organizations I'm working at, it's to set that constancy of purpose, to set the quality at the highest level that I can. And the discussion today just reinforced it, so I really enjoyed it.   0:50:11.2 Bill Scherkenbach: Well, that's great. I mean, based on that observation, Dr. Deming many times said that the master chef is the person who knows no fear, and he was a master chef putting stuff together. And we would talk about fairly common knowledge that the great artists, the great thinkers, the great producers were doing it for themselves, it just happened that they had an audience. The music caught on, the poetry caught on, the painting caught on, the management system caught on. But we're doing it for ourselves with no fear. And that's the lesson.   0:51:11.8 Andrew Stotz: Yeah. Well, I hope that there's a 24-year-old out there right now listening to this just like I was, or think about back in 1972 when you were sitting there listening to his message. And they've caught that message from you today. So I appreciate it, and I want to say on behalf of everyone at the Deming Institute, of course, thank you so much for this discussion and for people who are listening and interested, remember to go to deming.org to continue your journey. And of course, you can reach Bill on LinkedIn, very simple. He's out there posting and he's responding. So feel free if you've got a question or comment or something, reach out to him on LinkedIn and have a discussion. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and it doesn't change. It is, "people are entitled to joy in work."

Employee loyalty isn't dead - we killed it. One policy, one broken promise, one missed conversation at a time. In this solo episode, Kerri Roberts (20+ years in HR & People Ops) breaks down why trust eroded and how leaders and HR can rebuild it with practical, humble-efficient systems.What you'll learnThe “broken loyalty contract” and how policies replaced relationshipsWhy HR became the villain (and how to flip that script)The 3 things loyal employees feel: Seen, Safe, SupportedThe simple framework: Listen first → Act second → Lead alwaysReal stats leaders need to hear (engagement, retention, productivity)Low-lift plays that move the needle: stay interviews, MBWA, monthly kudos, manager check-ins, and better onboardingWork with KerriMini HR Audit (HR Health Check): saltandlightadvisors.com/hrauditHR in a Box (12-month HR foundation program): saltandlightadvisors.com/workwithus Resource mentionedIf you want to try Kerri's fav way to age in reverse, you can get 15% off your first order of NAD+ at rhonutrition.com/kerriroberts or use code kerriroberts at checkout. If this helped, hit Subscribe and share with a business owner who needs better HR (and more loyalty).Support the show

This is the AI generated discussion of my post, Resurrecting MBWA.  As has become the norm, this discussion is outstanding.  But I do chuckle with how these AI characters struggle with the pronunciation of very common words.  Enjoy! Here is the link to the original post:  https://partnersinexcellenceblog.com/resurrecting-mbwa/

It's the first episode of Punk Rock Safety!Ben, Ron, and Dave are all over the place on this one, but we'll settle into a rhythm soon. In the true spirit of punk, if it isn't good, at least make it loud. So, you might want to turn this first one up.That's ok, though. Safety works the same way a lot of times. There's experimentation and a need for intelligent failure. We're doing our best to manage on that second part.In the next few episodes, we'll look at what makes a safety professional, the pretend choices between safety philosophies,  the concept of safety culture, behavior-based safety, MBWA, and probably some BS mixed in, too. Let us know what you think at info@punkrocksafety.com or on our LinkedIn page.

In this episode, Kerri discusses practical strategies to address and reduce employee turnover. She covers various topics, including identifying the root causes of turnover, the importance of one-on-one discussions, MBWA, stay interviews, employee engagement surveys, and much more. From recruitment to exit interviews, let's learn how to make our companies a better place to work. Tune in to hear: The why behind employee turnover Ideas on how you can make your organization a place people do not want to leave Why investing in employee satisfaction, growth, and development is crucial for reducing turnover and fostering a positive work culture Resources mentioned: Conduct Employee Satisfaction Surveys to increase efficiency and engagement: https://www.dontwastethechaos.com/satisfaction Supercharge your recruiting operations: https://www.producifyx.com/ Join our weekly newsletter: • HR and operations insights for business professionals: https://www.saltandlightadvisors.com/contact • Women looking to expand professionally and personally: https://www.saltandlightforwomen.com/contact Connect on IG: https://www.instagram.com/saltandlightadvisors https://www.instagram.com/saltandlightforwomen https://www.instagram.com/dontwastethechaos

What are you waiting for? It's time to click like and subscribe to the MultifamilyCollective Podcast. Elevate your intellectual palate, ignite your professional trajectory, and become a thought leader in the multi-family space. This is an invitation to enrich your mind and your career. Go ahead and make your next click your best click. Thank you for considering this request; your future self will thank you, too. In this episode of MultifamilyCollective, I share thoughts about management by walking around. #mikebrewer #multifamilycollective #multifamilymentoring #multifamilycoaching #multifamilypodcast #leadership #multifamilyAI --- Send in a voice message: https://podcasters.spotify.com/pod/show/mike-brewer/message Support this podcast: https://podcasters.spotify.com/pod/show/mike-brewer/support

Across three episodes, Jeff Richards and David Beard from the Sage CRM team talk with Paul Collister, the Managing Director at Orbus Technologies Limited based in Jamaica who specializes in delivering CRM and accounting solutions across the Caribbean. In this episode, we talk to Paul about his collection of add-ons for customers that bridge the back & front office gaps, the differences in working in the Caribbean market, and how CRM has replaced MBWA with CRM dashboards.

Across three episodes, Jeff Richards and David Beard from the Sage CRM team talk with Paul Collister, the Managing Director at Orbus Technologies Limited based in Jamaica who specializes in delivering CRM and accounting solutions across the Caribbean. In this episode, we talk to Paul about his collection of add-ons for customers that bridge the back & front office gaps, the differences in working in the Caribbean market, and how CRM has replaced MBWA with CRM dashboards.

A company's success is measured by the happiness of its employees, and that goes for any industry we can think of. This sounds like basic knowledge, but increasing happiness in the workplace is one of the most overlooked and at the same time essential changes a company can make in order to be more successful. Often times even simple acknowledgements like a handshake or a hello at the beginning of the day can really impact an employee's level of engagement and create a positive workplace culture.Today, on The Melting Pot, we are joined by Tom Peters, a business management pioneer and co-author of “In Search Of Excellence”, the book that, to this day, is recognized as one of the most influential books about business practices. Through this work, Tom's ultimate goal was to motivate business owners and entrepreneurs to focus more on their employees and the way their happiness directly affects productivity and to discover their products through the eyes of their customers.Twenty books and forty years later, Tom is still one of the leading management thinkers, preaching about the importance of human connection and creating business excellence through work culture.Listen and download this fascinating episode in which Tom shares the story behind his well-known bestseller, the legacy that leaders should really focus on leaving behind and his views on women as business leaders, remote leadership and building excellent culture in this “work from home” era. In today's episode: 40 years of “In Search Of Excellence”- the book that changed the way the world does businessWhy businesses need more women leadersA leader's job is to grow peopleRemote leadership and building excellent culture and business in the “work from home” eraTom's latest book, “The Compact Guide To Excellence” Links: Website - Tom Peters.comLinkedin- Tom PetersTwitter-@tom_petersYoutube- Tom PetersBlog- tompeters!Biography- Tom PetersPublications-Tom Peters- books and articlesTom's latest book- Tom Peters' Compact Guide to Excellence  How Human Connection Can Lead A Business To Excellence With Tom Peters, Co-author Of “In Search Of Excellence” Tom Peters is a well-renowned business management pioneer and co-author of “In Search of Excellence”, the book that even 40 years after its publication is still considered to be the book that changed the way the world does business. But as he himself declares, this is just one of the numerous ventures in his life and career. Tom attended Cornell University where he received a bachelor's degree in civil engineering and a master's degree and later on, earned an MBA and a PhD in Organizational Behaviourfrom the Stanford Graduate School of business. During the war in Vietnam, he served in the U.S. Navy, making two deployments as a Navy Seabee and also participated in an exchange program between the U.S. Navy and the Royal Navy (UK) which led to him serving as a midshipman on the HMS Tiger (a battlecruiser built for the Royal Navy during the 1910s). While working forMcKinsey & Company, he was inspired to develop different practices for business management that support the idea that productivity can be achieved through people that work for the company, and that businesses should not focus only on financial data. “I've spent my life trying to tell leaders to stand in the door in the morning and smile and say, glad to see you (but) the notion that the outcome in your organisation would be more affected by saying “good morning” than it would be by a business plan that could only be understood by Nobel laureates in mathematics, it just doesn't feel right to the business person. My little one-liner, one pager is business is people serving people, serving people. Leaders serving frontline employees, serving customers. It's all about that simple chain. That's the beginning, the middle, and the end.” 40 years of “In search of excellence”- the book that changed the way the world does business Almost 40 years after its original publication, “In Search of Excellence” remains a widely read classic and an influential book for leaders and managers. When Tom Peters and Robert Waterman were asked to do research on “culture” (or, as Tom translates it, “the way we do things around here”), they had the opportunity to meet John Young, the President of Hewlett Packard, one of the young companies that at the time was literally transforming the world. There, he got introduced to MBWA (management by wandering around) a style of business that offers managers the opportunity to connect directly with employees and collect information, deal with suggestions or complaints, and generally keep track of the organisation and increase productivity. “That hour in Hewlett Packard, in retrospect obviously, I wouldn't have a sense of it at the time, changed my life more than anything. What I learned from MBWA is that leadership is an intimate act. It is about human interaction, whether it's the founder of the company, uh, or whomever and the 26-year-old engineer. Today, we call it culture, but it's actually the humanity of the organization.” But, four decades later, Tom thinks that companies still have a hard time realising the importance of employees and how their happiness unequivocally affects productivity. “I find it as hard to sell today as it was years and years ago. People still wanna work on that hard stuff. They still wanna get the plan right. You know, my favourite quote of all is a general Omar Bradley quote: “Amateurs talk about strategy, professionals talk about logistics”. You can have the world's greatest strategy, but when you land on Omaha Beach on D-Day, unless the bullets are there to meet the guns, you know, all that other crap is immaterial.” A leader's legacy is to develop people Tom Peters remains to this day focused on putting people first and believes that training leaders to stay in intimate touch with the front-liners who do the real work is the best thing anyone can do for their company. “The role of a leader is to develop people. The leader is not supposed to be the best engineer. The leader is supposed to be the person who takes that group of 15 engineers and allows them to flourish and learn.”And most importantly, as Tom says, the true measure of a leader's legacy is not the amount of money he collected in his career, but the number of people whose lives he managed to transform and improve while they were under his command. “I did a lot of running around and speaking and I used PowerPoint slides. And my favourite one of all the millions had a tombstone on it, and on the tombstone said “$26,423,892 and 8 cents. Joe's net worth at the close of the market on the day he died”. And my comment is nobody's ever had a tombstone with their net worth on it.” Why businesses need more women leaders The stereotype that the business world is a male-dominated industry still exists. Companies need to renounce these old gender bias practices and realise that the perspective a woman brings into a business can breed creativity and innovative ideas that can push that organisation forward. Everything, from the way they evolved over time to the basic human characteristics that they possess, makes women better candidates to create and develop communities. There are even numerous studies that claim women are significantly “better-measured leaders than men”, says Tom, and the reticence regarding women's leadership is just another consequence of the fact that “we're still living in a boys' world.” Remote leadership and building excellent culture and business in the “work from home” era Despite his former beliefs, after these two years of Covid restrictions, Tom  is now convinced that there is as much humanity and interaction in a remote environment as there is in a normal in-office attendance. “I still believe in the value of getting together, it's not a matter of one or the other, but I really believe that you can have an intimate, caring, people-centric organization where 98% of what you do is done remotely.” It was also during that Covid period that Tom developed the “Covid 19 Seven Leadership Commandments” which summarised, reveal “the only thing that matters in the end”, which is “helping people grow, thrive and have better lives” because ultimately “the right thing to do is also the profitable thing to do”. “ The Compact Guide To Excellence” When asked about the book he prefers out of the 20 he's written so far, Tom admits that the latest always becomes his favourite. But he feels that “The Compact Guide To Excellence”, co-written with Nancy Green, is really the first one of his books he's fallen in love with. “I've been writing about and talking about design and the power of design for 25 years, but the power of this book is its look, feel, taste, touch, and smell as much as it is the words that are inside.” Book recommendations:Stephen Trzeciak, Anthony Mazzarelli- Compassionomics: The Revolutionary Scientific Evidence That Caring Makes a Difference Nicole Perlroth- This Is How They Tell Me The World Ends  Enjoyed the show?Leave Us A Review

MBWA - Manage by walking around; you can't do that by sitting in your corner office. A study by HayGroup concluded that sixty-seven percent of the competencies are emotionally based. If you can't make an emotional connection with those you work with and interact with, you stand little chance of successfully managing or leading others. Listen to today's podcast to find out how to manage and lead others the 21st—Century way - the MBWA way. --- Send in a voice message: https://anchor.fm/reformedcontrolfreak/message

"Were you taught to be all you were born to be?   Mandy Tyrer is a professional mom, self-defense trainer and principal of a South African school that started 10yrs ago with just 3 students in her cottage.    In this episode of the power of being you podcast, guest host and Being You Facilitator, Samantha Lewis chats with Mandy who first inspired her own blended family of 6 children to be themselves and then applied her natural skill to her school of students where she now encourages her pupils to be all they were born to be! At the beginning she only had a parent's point of view of how to run a school and be with the children and parents. Having had no formal training she continued to navigate the last 10 years, not as a principal but as a mom and fondly refers to herself as a ‘Professional Mom'.   “I develop relationships with my students and with their parents. Together we find the most realistic and personal journey for each individual child. I now have a self-appointed MBWA degree - Management By Walking Around! It is a real skill to master! “   Listen as Mandy talks to us about parenting, being a mom and un-schooling in her unique way. Take Away:   1. The benefits of self-defence for children.  2. Where to begin inspiring your child. 3. A way of being with your children beyond teens into adulthood."

Baada Ya Maswali Mengi na wengi kuniomba niongelee ndoa yangu na vizabizabina vinavyojileta kutaka maneno ya hapa na Pale nawahakikishia baadhi Ya mashabiki zangu rafiki na ndugu zangu, Hii ni ndoa ina cheti cha serikali hakuna mbwa yoyote anaweza vunja ndoa yangu unless wenyewe tuchokane ila Mi na Mume Wangu Bado Tupotupo saaaaana

My guest is Glenn Miller, CEO, Saticoy Lemon Association, an agricultural cooperative that provides the finest quality lemons to the world and maximum return to the growers since 1933. Glenn Miller is the past Chair of UnitedAg's Board of Directors and currently serves as the Chair of the Board of Trustees.Saticoy Lemon Association  website - https://saticoylemon.com Glenn Miller is the Past Chair of UnitedAg's Board of Directors and currently serves as the Chair of the Board of Trustees.  This episode is sponsored by UnitedAg,  one of the largest association health plans to offer healthcare to the agricultural industry of California and Arizona.  Kirti Mutatkar, President and CEO of UnitedAg. Reach me kmutatkar@unitedag.org, www.linkedin.com/in/kirtimutatkarUnitedAg's website - www.unitedag.org

Meet Steve Steve is the founder of The Globally Conscious Leader & Dotcomjungle. His ability to absorb information about brands, strategies, and technologies, then impart their context and opportunities in simple language, has proved invaluable as a trusted advisor to owners & CEOs. His use of Spousal KPI is a humorous, effective way to help executives develop healthy lifestyles & thriving businesses. Dotcomjungle is his technology team supporting companies in making and implementing wise technology choices. Why do you talk about 'Spousal KPI' and 'River KPI', and why does it matter? I came across this because in my work as a trusted adviser with owners and executives of CPG companies, oftentimes the question is how do I measure effectiveness? I found that what's true is that the executives that end up getting to know me and that I work with, need someone like me, because they're lonely, frankly. They might have a set of managers inside their business or a Board of Directors, but they're still sitting alone at the top of that heap. When you're someone who's made something with your hands, and it's somewhere along the line said, "Gosh, if I sold these to people, I can make a lot of money," which is a lot of what manufacturing is the United States, you have an ownership responsibility and an emotional stake in the company than someone who's an executive of let's say North Face, doesn't have. So you go home every night to your spouse and you often take the emotions of that day with you. So with Spousal KPI, what I try to do is I say I want to meet your wife or I want to meet your husband, and we're going to go to dinner because I want them to know that if you're happy when you come home, that their life is going to be better and if that's what's true, then I've done my job. So the KPI is the key performance indicator and as I said, if you have a better relationship with your spouse because you're not bringing home all the crappy stuff that happened that day, and dumping it on their table, then I'm doing my job. The other one, the River KPIs, I happen to be a fisherman and I like standing in the river and I know when my businesses are going well, I spend more time in the river and I get better ideas when I'm standing in the river, and I come home refreshed and go to work refreshed. That's where those come from and I say it with a smile on my face, but they're very real because you change the lifestyle of the owner and you often change the culture and the lifestyle of all the people who work in the company as well. How do you go about discovering the underlying needs of your business and how do you turn that into actionable value? Well, this is more thinking along the lines of what my trusted advisership leads to which is often bringing in Dotcomjungle, which is my technology arm to understand the true challenges that are happening in a company. The first thing is you have to ask that question of what's going wrong with your business, or where do you think the struggles are? The main answer to that question is something that we like to call engaging your MBWA, which is different than an MBA, it's management by walking around. We work with a lot of manufacturers and as I said, they're usually salt-of-the-earth folks who invented something with their hands and 20 years later, they're the CEO of a $40 million company that's shipping to Home Depot and Cabela's. That management by walking around is something that a lot of executives kind of forget, and part of it is just the nature of a company. As you grow, you build up a team of people who are workers who do the stuff, they do the shipping, you got the janitor, you have somebody answering the phone, and eventually, you have managers, and then you have managers of managers. What gets left behind is that MBWA, and the typical example would be, let's say a company that is worth 120 million. They have an executive management team that includes the CMO, the CTO, the CFO, the President of Operations, maybe the shipping manager, the supply chain person, and the CEO, and lets they have a question like, we think we need to update our ERP. Well, the natural thing for those folks to do is say, Well, I have three people or two people working under me, and under those people, 18 people are doing the work so they think about it as a flagpole. I bet that I'm at the top of the flagpole so I'm going to move down the flagpole to the next person and I'm gonna say, let me know what we need for an ERP and then that next person is going to then talk to their 18 people and say, give us all the feedback of what you want. What gets lost is that no one's going and sitting next to those 18 people, walking up to them (this is the MBWA) and sitting next to them and watching them work for a day and saying, "Why did you do that? What did you expect to happen? What is it that you would rather have happened?" If you get into what some people call the five why's, you have to ask why five times before you get to the real answer. In a certain way, that answer answers the second half of the question like how do you turn those into actionable items? Because if you're on that executive board, and either you or someone you truly trust, maybe the person that reports to you goes down and talks to those 18 people, the actionable items become clear. You don't even have to know technology, or systems, or people if you know that you should ask why five times, because they'll tell you. So sometimes people look at what we do like it's magic and it's not. If you own a company, whether its manufacturer or not, you actually want to know what's going on, it's not trite to say, Go talk to the stakeholders who are actually using your systems and see what they're doing. Go hang out with the shipping team for a day, and help them. Go hang out with your sales team and watch what they do and ask them what their frustrations are. You won't get better answers from other people who are trying to ask those questions that you will if you ask them yourself, and you will create a better culture for your company if you do that.  How do leadership, communication, and technology becoming HR issues (and vice versa) in most businesses? Everywhere I go, people love to do good work and if you give them good systems that measure the right things and allow them to succeed, they're going to be really happy working for you. It doesn't matter how much you pay them, to some extent. I don't mean to minimize how much someone should get paid, because we need to pay people well, but happiness matters, and a feeling of success is one of the most important things about happiness. So conversely, if you have systems and processes that people have to trudge through, and they don't feel successful, and especially if you give them sales goals that are incommensurate to the ability of the systems to support, and they feel like they can't hit their sales goals because they're hampered by technology, you're gonna have a bunch of unhappy people and it doesn't matter how much you pay. We all know people who left jobs for lower-paying positions somewhere where they just knew they'd be way happier. That's how technology becomes an HR issue and vice versa. Most companies look at HR, it's a department and the HR's job is to provide the legal framework to hire people, and fire people, and then they sit in their silo. But HR means human resources, and the humans don't stop existing once they've been hired and then start existing again when the HR has to deal with them and get rid of them if something crazy is going on like they're drinking on the job or just underperforming. True HR happens every single day, inside the culture of the company. The technology supports that, the goals of the company support that, the way people talk to each other supports that, so they're all interconnected. Can you share with our listeners one of your most successful or favorite networking experiences that you've had? Gosh, I've had a lot of painful moments too when it comes to networking. I am a naturally gregarious person, but I also have a lot of hesitations about networking, direct marketing, and meeting people that I have never met before. At the same time, in the last 30 years, what I've realized is that the relationships that I've built in the past and the ones I'm going to build in the future are really important. I've come to learn that I'm no longer afraid to cold call somebody if I have a real reason to cold call them. I don't really ever make cold calls, I make warm calls, and I and I do not have a traditional sales funnel. So when everybody out there is thinking about this, they might be thinking about, lead magnets and sales funnels and people getting warmed up, I don't do any of that. I come out of the outdoor industry and in the world of Patagonia, North Face, rock climbing, mountaineering, skiing, snowboarding, all that fun, active stuff. I was a fishing guide in my youth, I was a rock climbing and mountaineering instructor, I've been a hard goods buyer for outdoor stores, I've owned an outdoor store, I've worked with a ton of consumer products goods inside the outdoor industry and the some of the relationships that I have there go back 30 years. Some of the people who own the larger sales repping organizations in the Pacific Northwest used to be dirtbag rock climbers that I climbed with. We were sleeping in our tracks, not taking showers, and climbing 12 hours a day together back in 1992. I have learned through those relationships that there are a lot more people I don't know than I do know. One of the success stories I would say is part of my personality is what led me to form The Globally Conscious Leader. It's different than having a business like Dotcomjungle, like when I call somebody and say, "Hey, my name is Steve from Dotcomjungle," I wouldn't blame anybody if they held up the phone, because they don't know what that means. But when I call somebody and say, "This is Steve from the globally conscious leader," and there's somebody from the outdoor industry, which by its very nature, cares about global responsibility, cares about circular supply chain, circular economy thinking, cares about the longevity of the product, repairability of product, the right to repair as a legal concept, they're very likely to say, "Oh, that's interesting, what can I do for you?" The success is that it has given me a lot more confidence in just calling up someone. So recently, I had somebody recommended me. It was somebody I've known for about 30 years and all he said to the other person was, "You need to call Steve, he's legendary!" So I asked him, why he called me, and he said, Well, Mike said you were legendary," He said that he saw everything that I do and that he was lonely and needed somebody to talk to. So that was a situation where, like I said, because of the name, The Globally Conscious Leader, the person who's making the recommendation didn't even have to tell him why he should call me, and it turns out, there are maybe five different things that can help that person with.  How do you stay in front of and best nurture your community? I'm always working on that and I think that changes a lot. Right now, I think for what I do, LinkedIn is a really great place for me to be. It's a good place where I can develop my persona, and I'm fortunate that my persona is just me and I don't have to pretend to be something else. The challenge is finding time to be myself. So part of what I'm learning is that if I could just be on phone calls with you and 50 other people every week, not only would I have more fun, I'd have a better Spousal KPI, I'd sleep better, and I make the connections I need that would not just bring me business, but I bring a lot of value to businesses and that's what brings me joy. So nurturing those relationships through LinkedIn and making connections via live chat and I grill people, I find out how long they've been married, how many kids they have, where they were born. We talk about a lot of stuff before we even talk about business. What advice would you offer the business professionals looking to grow their network? Two things: In a protective way, watch out for groups of social networks that aren't really going to service you. At the same time, you really have to be open to everyone who connects with you, because you don't really know until you get to know them, whether they're going to be helpful or not. Every time I get judgmental about somebody in a social network, especially LinkedIn because I get anywhere between two and 15 connection requests a day. If I get judgmental, and say, No, I usually find out later that that was somebody that I should have just said yes to. So I really do say yes to everyone on LinkedIn, that now connects to me and I've also learned that the more I do for other people, the more they do for me so I'd say, don't be afraid of communities of people who do similar things to you. They could bring you into a community and it'd be easy to look at that group of folks and say that there are all these people and none of them are my customers. Well, it turns out they all work with people that are my customers, and what I provide is so unique that those folks who are very likely to recommend me to their customers, as an adjunct to what they're doing. Likewise, speaking specifically about manufacturing as an example, if I want to talk to manufacturers, the best thing I could do is actually go to a manufacturers conference or get in touch with the manufacturing extension program which are in every state, because they're already talking to my customers all the time and they're looking for people like me who can educate their folks. In so doing, what I'm going to do is get those folks to know me, trust me, like me, and then they're going to give me a call. So take those networks seriously, and don't be afraid of them and support them, and eventually, they'll support you. If you could go back to your 20-year-old self, what would you tell yourself to do more or less of or differently with regards to your professional career? I think I would say don't be afraid to step out and start a business now. For those of us who've never started a business, whether it's consulting or another business, it can often seem like a scary thing. My wife kind of heckled me about this. Because once I started one, and I was all of a sudden starting more and more, and partnering with people and trying some things. So she was like, "Can you stop making business and just focus on the ones that you have?" Well, they're all interrelated and each one special! So I'd say Don't, don't be afraid to take that step and create a company, even if you have to work your company and your job to make it happen. That's that would be the advice I'd give myself. Do you have any final words of advice to offer our listeners with regards to growing and supporting your network? I like to say be fearless and be kind. Don't be afraid to reach out to people. You'd be surprised how many people actually will be receptive to you if you truly want to help.    Connect with Steve:  LinkedIn: https://www.linkedin.com/in/stevefrazierrice/  Phone #: 541-821-2733

In this The Faces of Business Episode, our guest speaker was Steve Rice. Steve is the Founder of Dotcomjungle. In addition, he is also the Strategic Technical Architect for his company.  Dotcomjungle helps company increase the technology effectiveness in their businesses.  Steve teaches his clients how management by walking around (MBWA) can be used to ensure technology is being used efficiently. You can find out more about us on our website You can visit our blog page for this episode Email us for more information info@exityourway.us

W dzisiejszym, 304 już odcinku Piotrka Dobrej Rady, podaję 8 przykładów na to, jak praca zdalna wpływa pozytywnie na biznes. Niekiedy te zjawiska są zaskakujące. Mówię o MBWA (czyli Management By Walking Around, a po mojemu zarządzanie przez nakładanie rąk) czy podejściu zero zaufania (ale tylko w przypadku sprzętu IT). Pojawia się też mój kolega - Dawid Adach i jego milion wydany na podróże służbowe. Pojawia się ekologia oraz marnowanie czasu. Resztę - posłuchacie, obejrzycie lub przeczytacie - zapraszam #wykuwam #piotrekdobrarada #remoteonly #pracazdalna #top8 #improvement https://youtu.be/k2wRHQeVXj4 Mój mail piotr.konopka@innothink.com.pl Mój LinkedIn https://linkedin.com/in/konopka Link do odcinka na YouTube https://youtu.be/k2wRHQeVXj4 Link do podcastu https://pod.fo/e/e5a48 SoundCloud https://soundcloud.com/piotr-konopka-286414158/piotrek-dobra-rada-odc-304-8-zaskakujacych-sposobow-w-jaki-praca-zdalna-pomaga-biznesowi inspiracja https://dawidadach.com/pieniadze-szczescia-nie-daja-tym-ktorzy-je-maja/ Inspiracja https://www.computerworld.com/article/3631377/8-surprising-ways-remote-work-helps-business.html Moja strona internetowa https://piotr-konopka.pl Strona firmowa https://www.innothink.com.pl Moje podcasty https://podfollow.com/piotrek-dobra-rada/view iTunes https://podcasts.apple.com/pl/podcast/piotrek-dobra-rada/id1513135345 Spotify https://open.spotify.com/show/6bu6ZEMBKJAd2LMLr7ABKP Transkrypcja poniżej Cześć! Nazywam się Piotrek Konopka i witam was w kolejnym, 304 już odcinku z cyklu Piotrek Dobra Rada mówi o pracy zdalnej. Dzisiaj powiem o ośmiu niespodziewanych sposobach, jak praca zdalna pomaga naszym biznesiom w rozwoju. Na pierwszym miejscu znajduje się coś, co można określić mianem lepszego zarządzania - projektami, zadaniami czy zespołami w wydaniu zdalnym z wykorzystaniem narzędzi technologicznych. I to wszystko jest lepsze od takiego tradycyjnego zarządzania, jak ja to nazywam - poprzez nakładanie rąk. A nasi braciach anglosasi mówią, że to jest Management by Wondering Around. Oczywiście pojawiają się firmy, które chcą wdrażać takie zarządzanie przez nakładanie rąk poprzez wykorzystanie na przykład, kamer jakiś key loggerów do klawiatur czy innego software który przechwytuje to, co aktualnie jest wyświetlane na ekranie. Jednak ludzie nie są zadowoleni z takiego postępowania swoich pracodawców. I ta intuicja, która podpowiada, ze szpiegowanie nie jest do końca fajne, jest prawdziwa. Bo lepiej wykorzystywać takie narzędzia jak na przykład Asana, Basecamp, Trello, Jira czy całą masę innych rozwiązań technologicznych, które pozwolą zespołowi i pojedynczym osobom współpracować w ramach projektów czy współdzielonych zadań. Po drugie - należy wdrożyć politykę zero zaufania. Ale to zero zaufania to tylko i wyłącznie w odniesieniu do narzędzi technologicznych. Ponieważ teraz, gdy pracujemy zdalnie, gdy pracujemy z domu albo z innych miast, należy wdrożyć politykę taką, że każde narzędzie które jest podłączone do sieci, które jest podłączone do naszych systemów informatycznych, powinno każdorazowo być autoryzowane poprzez na przykład jakieś MAC adresy czy hasła. Tak, żeby nie pozwolić przestępcom na dostęp do naszych danych. Na trzecim miejscu to jest, że praca i życie w drogim mieście czy na przykład w eksponowanym mieście, po to żeby dostać wysoko płatną pracę - to jest marnowanie zasobów. To jest marnowanie czasu na dojazdy, to jest marnowanie pieniędzy na wysokie czynsze bądź wysokie koszty życia. Bo ta praca zdalna pozwala dostać bardzo ciekawe wynagrodzenie w bardzo ciekawych firmach, niezależnie od tego, gdzie tak naprawdę mieszkamy.

In this week's episode, I want to share a hard lesson from my time leading a team of 30 people distributed across four time zones.  A popular acronym from that time was MBWA (Management by Wandering Around). It was the practice of leaders wandering around the office, in an unstructured manner, at random, to check with employees, equipment, or on the status of ongoing work. One of the greatest benefits to the WFH (work from home) movement is that it has dramatically reduced the interruptions of MBWA by both leaders AND team members.  So, what's happening instead?  A new flavor of OCD (Omni-Channel Demands).  We now sense this unwritten expectation to be always available in real time, nearly around the clock. Our ability to have focused time to work within our gifting and our purpose is competing with incessant notifications and unwritten expectations from everyone from the top to the bottom to reply immediately. Back when I managed that team of 30 people we worked together to define communication guidelines across the team that gave everyone space to breathe. Those same methods can be used in today's new WFH landscape.  Want to know how we executed this plan? Listening to our full episode! 

In this five part series, former Disney University leader and overall leadership expert Pete Blank shares five different ways that leaders can become better listeners.  They are: Listen while Walking Around Listen to your direct reports Listen between the lines Listen out of your silo Listen with a structured meeting These 5 tips will help you on your leadership journey.

What are the similarities between the technology and the record industry? And what is situational leadership? In this episode, we connect with Padraic McMahon, Customer Success Manager at Hubspot, a software company that helps businesses grow. Padraic has worked in Management positions at Google and LinkedIn. Before that, he was the guitar player of The Thrills that had some major hits from 2003 on. Their first LP was going platinum in the UK and Ireland, and their top hit 'Big Sur' has more than 8 Mio plays on Spotify alone and is still growing.  We talk about the similarities in tech business and the record business and the situational leadership of the producer role that brings a group of people to their optimum performance regardless of the circumstances.  He shares with us what the Hubspot unplugged week means to the team and compares the studio analogy with the importance of the work-life balance in working for a technology company. And the insight that you need different leadership at different times.  Like the difference of the first record, to the second and the third - or in my words from start-up to scale-up to selling the company. Padraic gives us an example of 'the art of remixing' where visual and sonic cues help make the mix's best decision.  Quote: 'Where you invest, you need to divest!'    Show notes Connect with Padraic: https://www.linkedin.com/in/padraicmcmahon/  Hubspot website: https://www.hubspot.com/  The Thrills on Wikipedia: https://en.wikipedia.org/wiki/The_Thrills  Padraic explains Schumpeter's Theory of Creative Destruction and MBWA - management by wandering around.   More info The Power of Music Thinking is brought to you by CREATIVE COMPANION Learn more about The Music Thinking Framework, the Jam Cards and the blog on musicthinking.com or the Music Thinking LinkedIn page. See the latest episode of The Power of Music Thinking  

Guests: Dr. Bob James, Down Home Heifer Solutions and Dr. Ed Kreykes, GPS Dairy Consulting. Calves are the future of every operation and represent a huge investment in both time and money before they make it to the milking string. But those first two years are the foundation for the rest of their productive lives. Tonight, we get to talk all things calves. From colostrum processes to feeding protocols. We are joined by Dr. Glen Aines as this week's co-host.Dr. Bob James discusses the importance of raising dairy calves. Since the producer doesn't see the end result, it can be hard for them to justify the cost of gain. He referenced the beef industry's focus on calf development and how the dairy industry can work on calf health and their productivity later in life by focusing on nutrition and development within the beginning stages of life. 8:15Dr. Ed Kreykes jumps in to discuss the importance of colostrum, testing colostrum, and pasteurizing colostrum if certain levels are reached during testing. He agrees with Dr. James that maternity pen maintenance, as well as cow and calf care and handling, is important especially within the first hour after birth. 12:02Dr. Bob James provides insights into his research success with automatic feeders and how mortalities and morbidities were low. He also mentions calfblog.com and how he uses the blog to educate and teach producers how to use the automatic feeding systems. The technology is great, but producers need to understand the benefits and how to use the system properly. 21:00Both our guests discuss the importance of having a good calf manager – an employee that excels at paying attention to the calves and notices the small details within the calf herd. Dr. Kreykes also mentions the “MBWA method” aka Management By Walking Around, and how visually observing the calves will provide different information than the automatic feeder. 28:08Finally, Dr. Bob James shares research on average daily gain during the first 45 – 60 days of life and how it had as much impact on productivity as the animal's genetics. He also highlights the mammary gland development and how nutrition can have a potentially positive effect on a cow's later performance. 50:00If you want one of our Real Science Exchange t-shirts, make sure to screenshot your rating, review or subscription, and email a picture to anh.marketing@balchem.com. Include your size and mailing address and we'll get a shirt in the mail to you.Please subscribe and share with your industry friends to bring more people to join us around the Real Science Exchange virtual pub table.This podcast is sponsored by Balchem Animal Nutrition and Health.

Paul Casey: Goals are dreams with a deadline. So you have to start somewhere and that's some kind of dream or aspiration, and then you have to have a deadline now, because it's not done until you get there. Speaker 2: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's the Tri-Cities Influencer Podcast. Welcome to the TCI Podcast, where local leadership and self-leadership expert Paul Casey, interviews local CEOs, entrepreneurs, and non-profit executives, to hear how they lead themselves and their teams, so we can all benefit from their wisdom and experience. Here's your host, Paul Casey, of Growing Forward Services. Coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: It's a great day to grow forward. Thanks for joining me for today's episode with Bob Smart. Bob is the principal at Southgate Elementary school, the proud home of The Dragons. And I asked Bob for something quirky about him and he talked about Chuck Taylor's sneakers. Bob, tell us more about that. Bob Smart: Well, I started getting Chuck Taylor's sneakers, old school sneaks to match the colors of the schools that I was working with. And then somewhere along the line Paul, it became kind of a problem. I've done up two dozen pair and... Paul Casey: Two dozen pairs. Bob Smart: Yeah. Sadly true. Paul Casey: Are you competing with your wife or is this just she outpacing you? Bob Smart: No. I have won that one. Yeah. Paul Casey: Well, we'll dive in with Bob after checking in with our Tri-Cities influencer sponsor. It's easy to delay answering uncomfortable questions like, what happens to my assets and my loved ones when I die? So it's no surprise that nearly 50% of Americans don't have a Will, and even fewer have an estate plan. Many disabled clients worry that they don't have enough assets to set up an estate plan. But there are important options available, to ensure that you have a voice in your medical and financial decision-making, even if your health takes a turn for the worst. Paul Casey: Estate planning gives you a voice when your health deteriorates or after you're gone. Maren Miller Bam attorney at law, is currently providing free consultations. To find out more about estate planning, or to book an appointment, call Maren at (206) 485-4066, or visit Salus. That's S-A-L-U-S-law.com today. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. Well, welcome Bob. I was privileged to meet you, Boy, how many years ago has it been? Bob Smart: It's been a number of years. I was trying to figure that out before I came over. Paul Casey: Yeah. I'm going to guess seven or eight. Bob Smart: Yeah. Easily. Paul Casey: Yeah. You've spoken for... When I used to do these edge events, you spoke for one of those and I was able to coach one of your employees somewhere along the line, and one of the teams there. And so, yeah, it's been great. I've always enjoyed your focus on leadership and your enthusiasm. And so it's a pleasure to interview you today. So that our Tri-City influencers can get to know you, take us through a couple of career highlights that led you to your current position. Bob Smart: Well, I've probably taken the scenic route. So I started off as a science teacher and loved it and a baseball coach and loved that as well. Ended up being the school principalship and loved doing that. Had a tour of duty in central office as an assistant superintendent, I was a professor and a Dean. I was teaching in the grad school and I kept telling my students, which were principal and superintendent candidates, that the best job is principal. And then I got thinking, I was teaching a critical reflection class and I got thinking, what am I saying? So luckily I found my current job and they hired me and I love being a school principal. Paul Casey: And why do you love being a school principal? Bob Smart: I was just talking today to some folks that, if you like, anything can happen. That's the job. And it's phenomenal. You get to work with great kids, parents, teachers, staff. It's just a neat little place. Paul Casey: I too, I've been a principal and it is a variety job. No two days are exactly the same. Bob Smart: Yeah. Yeah. Paul Casey: I've chased children around the gymnasium, discipline issues. Yeah. I've sprained my ankle playing freeze tag with children before. So it's a great job, very stressful job for sure. And so you actually were a principal, went to district office professor, came back to that. Was that a difficult decision? Bob Smart: No, it really wasn't. Truly, it was thinking about what am I saying about the principalship? And I think I have had enormous satisfaction being a school principal. Paul Casey: So love what you do, is probably a philosophy that you would want to put out there for the Tri-City influencer listeners. Bob Smart: Absolutely. I mean, if you do what you love, it's a great day every day. Paul Casey: Yeah. So you're probably in your strengths zone, which multiplies your influence. How do you add the most value to the school? Bob Smart: Well, I think I'm a good listener, and I think I'm pretty thoughtful, and I think those skills really, really help. Pretty present in the building, so I have a lot of conversations in a day. Paul Casey: Do you intentionally pull yourself out of your office to be present? Is that just natural for your personality style? Or do you literally put that on your calendar, walk around? Bob Smart: Well, no, I do. I'm probably the opposite Paul. I have to return to the office. The joke is that I could probably sublet that office. I'm not in there that much. And there are definitely times I need to be there and do those kinds of things. But really most of the business is done in hallways, and walking around talking to people, hearing their stories and what their hopes and dreams are, and talking to kids all day. Paul Casey: What's been the net positive effect of that style of leadership? Bob Smart: Probably situational awareness. Being out in the building, talking to people, talking to kids, you can get a feel for what that tempo is, where the issues are, and then where you can help out. Paul Casey: Yeah. It's the old managing by wandering around MBWA. Right? Bob Smart: Exactly. Paul Casey: You can curtail problems. People say like, "Oh, while you're here, I've got a quick question." Right? Where they might not come to your office. Bob Smart: Have you been following me around? It's like every day. Paul Casey: Yes. Since you're here. Bob Smart: Yeah. Since you're here Bob. Paul Casey: And the other opposite, is people start to distrust leaders that they don't see. You've probably seen leaders or even principals along the years, that are bound to their office. Right? Bob Smart: Yeah. And it's also for our parent group too, stakeholder group. Because everyone has an experience with the school principal. And what we've been trying to do, is kind of break down those stereotypes. Paul Casey: Yeah. Bob Smart: And right now in COVID, it's really challenging. Paul Casey: Sure. Bob Smart: Prior to that, we see parents all the time and we try to stay away from the principal's office, so that people have a different experience so to speak. Paul Casey: I remember you teaching me that years ago, that people have negative experiences with school principals from their childhood, and you were trying to blast away at that stereotype by being one of them and just leveling the playing field. Bob Smart: Indeed. Paul Casey: On the flip side, leaders have to be aware of their weaknesses. So what is one of your favorite quote, unquote "ways" to sabotage yourself? Bob Smart: I love how you put that. And I can sabotage myself in a variety of ways, but one of the ones that I've had to get a handle on, is overthinking, and over-planning, and over analysis. Having a research background as such, I am real happy to try to overcomplicate something. When in fact what I've learned from that over time, is that a much more timely decision while maybe not the perfect decision, is probably a better decision. Paul Casey: Yeah. That reminds me of Colin Powell, the battlefield, if he gets 80% of the information it gets to go forward. Bob Smart: Yeah. Paul Casey: You'll never get 100%. Bob Smart: Exactly. And the cost, the cost of the organization and the person, to get that other little bit, isn't worth it. Paul Casey: Right. Right. It's minuscule. So I coach a lot of over thinkers. Bob Smart: Yeah. Paul Casey: I think we should start over thinkers anonymous group here in the Tri-Cities. What would you you say to an over thinker to try to help them snap out of it and yet still be who they are? Bob Smart: Yeah. That's tough. I mean, because you've got to understand the small game, and you've got to listen, and you've got to really think about what people want. So I'll start a lot of conversations with, "Do you want me just to listen? Do you want to work on a plan? Paul Casey: That's good. Bob Smart: Or do we want to gather more data?" And such. And a lot of times, it's just, Bob, I just want you to listen. And what I try to find, is when I start breaking out pages of spreadsheets and pivot tables, I normally try to have an intervention. Paul Casey: You just lost me so. Bob Smart: Well. Paul Casey: What's a pivot table? Bob Smart: It's something really cool, but it's probably just to me at [inaudible 00:10:24] Paul Casey: Down in the weeds, right? Bob Smart: Yeah. Paul Casey: Just down in the weeds. No, that it's a great marriage principle as well of, do you want me to still listen or do you want me to help solve the problem? Bob Smart: Yeah. Paul Casey: Because if you can get ahead of that, you're going to get ahead of the conflict that comes with, just listen, or I need you to help me come up with a solution, stop staring at me. Either way it sets the context for the conversation. Well, really do we achieve our highest potential by ourselves? So Bob, who keeps you accountable and energized, although you can feel the energy from Bob, can't you listeners?. But who keeps you accountable to getting your professional and personal goals accomplished? Bob Smart: One of the things I've done over the years and more recently than ever, is sharing with people, asking for feedback, and doing that in a genuine way. And telling folks, "Hey, when you see me start to do this, would you let me know?" Kind of the thing. And it can be a really difficult thing because you're setting down that mask and that shield and such to get to that point. So that's really helped me along. And what I have found is being a pretty approachable person. Many people, [inaudible 00:11:44]. Paul Casey: That's a blessing. Bob Smart: It's all blessing for sure. Paul Casey: Why don't more people especially leaders, ask for feedback? What's your gut on that? Bob Smart: I think ultimately, it's got to have a root cause down in fear. And I mean, people are stretched to their limit and we're all trying to figure out who we are, and how we can do these kinds of complex jobs like you talked about. And sometimes that feedback, especially unvarnished feedback, it can kind of hurt. And we need to be able to talk about that. And I think that's a start with valuing that feedback. Paul Casey: That is so good. Yeah. I think there is that fear. There a little bit of pride, maybe as well, like, oh, I think I'm doing the right thing here and now you're telling me I'm not." Bob Smart: Right. Paul Casey: And I don't know if I like that. Bob Smart: Well, you're pretty invested in these things. Paul Casey: That's a good word. Invested. Yeah. Bob Smart: All of a sudden it's like, wow, I'm getting some feedback that maybe this isn't the right course. In which genuine feedback and those kinds of genuine relationships and a shared sense of where we're going, I think is pretty powerful. But it's tough. Paul Casey: It is. Bob Smart: Yeah. Paul Casey: It is. And what a vulnerable question, when you see me doing this, would you bring that up? I mean, that just shows you're working on something. Bob Smart: Yeah. Paul Casey: And you really want to get better. Anybody that would say that question wants to get better. And it just makes it easier for then people around to go, "There it is again." And then you can chuckle maybe even. And it sort of puts a little levity to that issue of like, I interrupted again, or I'm talking too much, or whatever that thing is. Well, replenishment of energy keeps a leader at the top of their game. So Bob, principal's work is never done. Right? You could work seven days a week and the to-do-list is still going to be there. So what do you do to manage stress? Bob Smart: So my wife and I, we walk Howard Amon every day. Paul Casey: Really. Every day? Bob Smart: Snow, wind, slit, whatever. We walk it every single day. And if you know of Howard Amon Park, there's a red bench up at the top, and it's got a neat history to that bench. And we sit on that bench every day. And we don't finish the day until we go out. And sometimes that's eight o'clock at night with flashlights, or if I'm feeling particularly goofy, I wear those things on my head and those kinds of things. So we do that. That helps a lot. I also, I try to laugh a lot. And if you can't find humor in a school, you're not searching. Paul Casey: I've got a comedian buddy who started a Facebook group. You can all look it up. It's called Work Happy. And it's all the different ways, people in this group all are coming up with funny things to bring levity to work. Because we default to the negativity due to the stress of our job. So you've got to mix in laughter. And it is a great stress reliever. It's one of the best, I think emotional wellness habits that you can do. Bob Smart: You're right. You're so right. Paul Casey: And where is that bench by the way? So you've got the pool launch there at Lee. Bob Smart: Okay. Paul Casey: Where's is it compared to that? Bob Smart: Well, if you keep going North and you go up, there's an old building there. And you go up onto the dyke there, it's right at the top. Paul Casey: Okay. Bob Smart: You can't miss it. Paul Casey: Okay. Bob Smart: So here's the real secret Paul. Paul Casey: All right. Bob Smart: You got to look on the back of it, because there's a neat little plaque there. And I'll leave the rest to you. Paul Casey: Yeah. We'll just make that a little tease for the listeners. Bob Smart: Yeah. And so if you see a couple there say idle, because that's probably my wife and I. Paul Casey: I love it. And that's quite the commitment to say, you're going to do it every day, whether that's early or that's late. Bob Smart: That's right. Paul Casey: So you're getting exercise out of that, you're getting good conversation with your wife. Bob Smart: Exactly. Paul Casey: And both of those distress you. Bob Smart: And laughter. Paul Casey: And laughter. Well, before we head to our next question on people development, a shout out to our sponsor. Paul Casey: Located in the Parkway, you'll find motivation, new friends and your new coworking space at Fuse. Whether you're a student, just starting out, or a seasoned professional, come discover all the reasons to love coworking at Fuse. Paul Casey: Come co-work at Fuse for free on Fridays, in February. Enjoy free coffee, or tea, WiFi, printing, conference rooms, and more, and bring a friend. Fuse is where individuals and small teams come together in a thoughtfully designed, resource, rich environment, to get work done and grow their ideas. Paul Casey: Comprised of professionals from varying disciplines and backgrounds, Fuse is built for hardworking, fun-loving humans. Learn more about us at fusespc.com, or stop by 723 the Parkway in Richland, Washington. Paul Casey: Well Bob hiring in people development is crucial for leadership. If you could clone the ideal employee, whether that's a teacher, or support staff, anybody for your organization, what traits would that person have? Bob Smart: I think a person needs to be flexible. I mean, we've gone through a year of huge change, second order change. And I think that people that are much more nimble, people that are flexible, are going to be all right, but it's tough. And the second part, would be someone with a fierce customer service, whether that's in education or business I think is critical, an effective leader. And then I think the thing that is the game-changer, that last 5%, is somebody that's truly empathetic. Somebody that can truly empathize with stakeholder groups, people you work with, clientele, customers. Paul Casey: You used the word fierce before customer service. Why did you choose that word specifically? Bob Smart: I think that word is critical in the sense that, if you don't have a commitment to your next in line customer, and you're not absolutely committed to that, I think one, you lose genuineness and I also think that you're not in a service role. Paul Casey: Yeah. I had a feeling you were going to say that word service. That servant leader mentality, is gone when you get myopic. Just about me and my world, instead of the customer, the constituent that we're looking to serve. Bob Smart: Or transactional. Paul Casey: Oh yeah. Transactional. Bob Smart: Yeah. I mean, I think it's important to really have that commitment. Because once you have that commitment, more positive things from that relationship are going to come out it. Paul Casey: And it can become transformational, not just transactional, which educators are in a transformational business. You mentioned empathy as well. What does empathy sound like? What does it look like when you're... Interviewing is a tough deal, right? How do you listen for whether this person is going to be empathetic? Bob Smart: Well, I think some of it comes across as non-verbal inside those kinds of conversations. So what we'll do oftentimes, is we'll talk about scenarios. So here's the scenario that we oftentimes engage in. And then based on that response, that gives us a little bit of insight, whether or not you've got that empathetic response. Because in our business, we're in a highly, emotionally driven business. And oftentimes, we have to deescalate situations. And we can do that through humor, through kindness, but also most importantly through understanding. Paul Casey: Yeah. And that is so true that in hiring, if you were to say, "Hey, Paul give me a set of interview questions." I probably give you half of them that are scenario based, because people can be ready to answer the, "What are your strengths and weaknesses," questions. They're ready for a whole bunch of those, but they're not ready for the scenario ones. That's where the true person comes out. So I've had emerging leaders tell me they want to grow in thinking strategically. And they're like, "How I do that?" So what tips would you give on how to look at the big picture for greater longterm impact? Bob Smart: I would recommend that you study Red Tail Hawks. And that's kind of an odd response. But when you think about it, as a kid I grew up watching these red tail Hawk sit on top of these peepee apples. And then later on I found they've actually got two visions. One is on the horizon so they know when to pull up. And the other one is very focused and almost using a set of binoculars. So kind of a short-term in there, but having that eye for that horizon to get to whatever is going to happen. Paul Casey: The Red-Tail Hawk. Bob Smart: Yeah. Paul Casey: What an illustrative example of that. So it's looking long-term like you said the horizon, and then there's sort of the micro level. What are the small acts of leadership if done daily, can make a positive difference in the lives of teams? Bob Smart: I think being present, just being there, and talking to people, being seen, being visible. If you ask our kindergartners what I do, they say I boss cars. Because they see me out there in the parking lot, but we engage an awful lot of business in the parking lot, talking to parents, talking to kids, welcoming kids, especially during uncertain times. And... Paul Casey: Because you could delegate that, right? Bob Smart: Indeed. Paul Casey: You could say, "I don't want to be in that parking lot. The weather's crummy again today." But you choose to do that. Bob Smart: That's right. I choose to do that. And I think that's also part of my role is tone at the top. And demonstrating that welcoming, that assistance, that service, same thing at recess for our folks as well. Paul Casey: Tone at the top Tri-City influence listeners. Bob, flush that out a little bit more. Bob Smart: Well, I can espouse a variety of things. Paul Casey: Sure. Bob Smart: I can say, "Hey, it's really important for us to be outside, it's really important for us to greet people, it's really important for us to insert." But if I demonstrate that, that's so much more powerful. Meeting kids at the doorway, "How are you doing?" Especially now. Kids are scared, parents are scared. And having that opportunity. Also, when the principal is out in front of the building, as you well know, it is a certain reassurance. Paul Casey: Confidence builder. Bob Smart: Yeah. Plus we get to have a two minute conversation and if we scheduled a meeting, it would have been 30, 45 minutes. Paul Casey: So [crosstalk 00:23:29]. Are you saying it's an exit strategy for the long-winded people? Bob Smart: No, I wouldn't say that. Paul Casey: No, it's a lot of mini conversations... Bob Smart: It is. Paul Casey: ... That cumulatively turn out to be a culture. Bob Smart: Yeah. Paul Casey: And so you said, especially in these times. So let me take a quick side jont here by saying, what else is important in these uncertain times for leaders to do? You said to welcome them, be visible during this time. Any other strategies you're employing to try to help people deescalate some of these emotions? Bob Smart: Part of it is it's going to get better. And if you're not an optimist and looking forward with this, people are looking to leadership to, is it going to be okay? And it's going to be okay. We're going to get through this. We always do. And I think at some point Paul, it's ultimately love. It's really helping reassure folks and take care of people, that during really, really tough times. And in my line of work in schools, schools have a very important role in getting whatever stases and calm. Paul Casey: So as we try to balance people, because you're a people person with administrative tasks, you probably have to utilize some other people and who are stronger, where you might be a little weaker. So do you use your office staff, your administrative professionals to help you with that? Bob Smart: Well, we always have more work than we can possibly do. Paul Casey: Sure. Bob Smart: And I have to watch where I put what limited time I've got. Paul Casey: Yeah. Bob Smart: And I've got to be pretty focused on that. And I think you gave me an idea a long time ago. I still have it on my phone even. Paul Casey: No way. Bob Smart: Who can do this work? And every time... I don't make a lot of phone calls anymore, but I think about that. Because oftentimes that's a growth opportunity for somebody else that can do it. And then I can put whatever energies I have, into whatever I'm doing, whatever mischief I'm creating. Paul Casey: Yeah. Sometimes leaders have to be at the 30,000 foot level, sometimes at 15,000 feet. And today I think all of our listeners have got from you, you've got to be on the tarmac once in a while. Bob Smart: I think you're right. Yeah. I think that's true. Paul Casey: Well, some of our TCI listeners asked you, what two to three books or resources they must read, in order to grow their leadership skills. Where would you point them? Bob Smart: I would start off with Ron Heifetz's book, Leadership Without Easy Answers. And so that's from the Kennedy School of Government. And that was written a number of years ago, but he really sets up the arguments for a leader to understand what is happening on the dance floor below. Paul Casey: Yes. Bob Smart: And then the differentiating between a technical response and something else. Paul Casey: Adaptive. Right? Bob Smart: Exactly. Paul Casey: Is that the other one? Yeah. Bob Smart: Yeah. Paul Casey: I love that one. Bob Smart: So I just think, it is so powerful. It is really, really helped me think about my role as a leader. Paul Casey: Yeah. That's a good one. I use that, get up in the balcony and look on the dance floor. Bob Smart: That's right. Paul Casey: All the time I'd probably need to quote him, because I've totally stolen that. What's another resource that you'd point people to? Bob Smart: I like Drive by Daniel Pink and understanding that really at the end of the day, people are looking at self-direction. I think effective leaders create opportunities for folks to direct their work. And I think that's a powerful outcome. And I think that goes all the way back to what we're talking about, as far as if you care about people and helping them reach their goals. So that's a powerful work I like. The other one, is... And I think about it more often in the last year to 18 months, is Richard Swenson's work on Margin. Paul Casey: Yes. Bob Smart: I love that. Paul Casey: Yes. Bob Smart: And it's such an easy equation, but extremely difficult to do. Resources minus load equals margin. Paul Casey: Yes. Bob Smart: And what I find with leaders, is that we can operate in negative margin for a while and you would never redline your car. The engine's going to blow up. Well, not altogether different than that. So I think having conversations about margin, is really important in a longterm look at leadership. Paul Casey: Boy, you're the only other person I think that has mentioned that book... Bob Smart: Really? Paul Casey: ... In my life. Yes. I read it years ago in an administrative conference in Seaside, Oregon. I still remember when he came to speak and yeah, the whole load minus limits equals margin and you can't go into negative margin. Bob Smart: Yeah. Paul Casey: But our bodies were not meant to stay in overdrive for too long. He's got some good stuff on nutrition in there. This is years and years ago. But all the different ways that we need to build more white space into our day, to absorb the unexpected. I remember that phrase. Bob Smart: All those curves are the same. You can put all those curves together, whether it's nutrition or whether it's health, they all say the same thing. And my area of research is the principalship and rapid promotion and what happens. And the concern I have, is that the attrition rate for school principals is quite high, same as teachers. And it's alarming. And I think part of the answer has to do with having more honest conversations about margin. Paul Casey: So good. Well, finally Bob, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Bob Smart: We talked a little bit about this before. I would still make a list, but I'd be willing to chuck it in the first hour and be okay with that. Paul Casey: Oh no. You're giving me convulsions. Bob Smart: This is probably an overused cliche, but listen, learn and lead. I just think that's powerful. And I think it's okay to take some time to understand something, to really be in a position to where you can lead. And then finally, I think don't take yourself seriously. And I crack myself up all the time with the goofy things I do and that's okay. Paul Casey: Listen to learn to lead the three L's. Don't take yourself too seriously. These are great takeaways. Bob, how can our listeners best connect with you? Bob Smart: Well, I'm in the land of The Dragons at Southgate Elementary and where every day is the dragonrific day and pretty easy to get ahold of. And so... Paul Casey: Thank you so much for all you do to make Tri-Cities a great place and keep leading well. Let me wrap up our podcast today with a leadership resource to recommend. This past year have gotten certified in the EIQ, which is the Emotional Intelligence Quotient assessment. And so it assesses you in three areas, self-recognition, social recognition, self-management and social management. So for 60 bucks, you could take this assessment. Paul Casey: I'd be happy to debrief it with you. You can do a retreat for your team on it and to do a group debrief, so that the entire organization, or your entire leadership team, can raise the emotional intelligence level, which is one of the best leadership pursuits you could have for your professional development this year. Paul Casey: Again, this is Paul Casey. I want to thank my guest, Bob Smart from Southgate Elementary, land of The Dragons, for being here today on Tri-Cities Influencer Podcast. And we want to thank our TCI sponsor and invite you to support them. We appreciate you making this possible, so we can collaborate to inspire leaders in our community. Paul Casey: Finally, one more leadership tidbit for the road, to help you make a difference in your circle of influence. Milton Berle said, "If opportunity doesn't knock, build a door." Till next time KGF, Keep Growing Forward. Speaker 2: Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders, by providing practical tools and strategies, that reduce stress in their lives and on their teams, so that they can enjoy life and leadership and experience their key desired results. Speaker 2: If you'd like more help from Paul in your leadership development, connect with him at growingforward@paulcasey.org, for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Speaker 2: Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done every day, by offering you his free control mind calendar checklist. Go to www.takebackmycalendar.com for that productivity tool, or open a text message 272000 and type the word grow. Paul Casey: Tri-Cities Influencer Podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies

Muy buenas a todos y bienvenidos a Transformación Digital Para Todos, el podcast donde platicamos temas de marketing, publicidad, digitalización, productividad y seguridad de la información.El día de hoy David, Luis e Iván tocarán un tema de productividad.El MBWA o sea management by walking around en inglés.Es una técnica de levantamiento de mejora para que seas mucho más productivo en tu empresa o negocio.Acompáñanos para aprender más y platicar de los ejemplos tan únicos que el quipo realiza.Documental de YouTube ¿Y tú, cuánto cuestas?:https://www.youtube.com/watch?v=cvltew8q3I0Recuerda que si deseas potenciar tu negocio a través de la tecnología y la digitalización de procesos, suscríbete descargando el E-Book de ERP en:https://consultoriayformulas.com/odoo

Ever since the landmark concept of 'managing by walking around' (MBWA), there has been a growing realization that great leadership is more than pulling the levers of execution. Increasingly, there is a growing understanding that being able to 'walk in the shoes' of employees and team members is of critical importance for producing business results.In this episode, we meet Brian Fielkow, who is the CEO of Jetco Delivery (Houston) and EVP/Board member of The GTI Group (Montreal). He is also a recognized thought leader and the author of several books including 'Driving To Perfection'. Brian’s key leadership roles include culture integration, strategy, marketing & sales, and safety.My Favorite Quotes from Brian Fielkow in this episode, (paraphrased):“When it comes to team leadership, you need to learn both offense AND defense!”“Teams need to be strong on the inside and unbeatable on the outside!”“When you get the right people and the right processes on a team, that's when you get harmony!”"We need to go beyond the 'executive' in CEO, and become 'Chief Empathy Officers!"The best ways to connect with Brian Fielkow online are:Personal Website: https://www.brianfielkow.com/Company Website: https://www.jetcodelivery.com/LinkedIn: https://www.linkedin.com/in/brianfielkow/About the PROFITABLE HAPPINESS™ Podcast:The Profitable Happiness™ Podcast features stories from highly successful CEOs, Business Leaders, and Experts who exemplify the use of Inspirational Leadership, Employee Happiness, and Harmonious Teams to build business profitability. https://drpele.comSupport the show (https://drpele.com)

Mkoa wa Nagaland unaopatika mashariki mwa India imepiga marufuku uuzaji wa nyama ya mbwa iliyokua inafanyika kwa muda mrefu. Kulingana na taarifa iliyotolewa na jarida la The Indian Express, ni kwamba katibu wa jimbo la Temjen Toy nchini India amesema kwamba Serikali yake imechukua uamuzi wa kupiga marufuku biashara ya kuuza nyama ya mbwa kwa hali yoyote. Siku zote nyama ya mbwa imekua ikiliwa kitamaduni katika majimbo ya kaskazini mashariki mwa India. Baadhi ya mashirika ya kiraia katika maeneo hayo yamekemea uamuzi huo wakati ambapo shirika la kimataifa la haki za wanyama limepongeza uamuzi huo uliochukuliwa na serikali. Zaidi ya mbwa 30,000 kila mwaka huuzwa katika masoko ya majimbo hayo ambayo yana utamaduni wa kula mbwa kaskazini mashariki.

5am Mester Scrum Show #251 Live - Management By Walking Around (MBWA) and Big Backlogs - Today's topics: (1) Feedback loops and Daily Scrum is a Perfect Place to practice MBWA and (2) Big Backlog. Please like and subscribe and share 5amMesterScrum. Please send me your topics. You are are doing Great Please Keep on Sharing. #5amMesterScrum #scrum #agile #business #scrummaster #agilecoach #coaching #management #feedbackloops #dailyscrum #dsu #backlog #productowner #po 5am Mester Scrum Show #251 went live late on Youtube at 638am EST Sunday 3/29/2020. Happy Scrumming, Social Media Roll Call  LinkedIn: https://www.linkedin.com/company/5ammesterscrum/ Youtube: https://www.youtube.com/c/5ammesterscrum Facebook: https://www.facebook.com/5ammesterscrum/ Instagram: https://www.instagram.com/5ammesterscrum/ Twitter: https://twitter.com/5amMesterScrum/ TikTok: (search 5amMesterScrum)  Podcasts: (search 5amMesterScrum) Spotify, Google Music Player, PodBean, iTunes, Stitcher, PlayerFM, Breaker 

Management by Walking Around bzw. Management by Wandering Around kurz MBWA gibt es schon sehr lange. Trotzdem ist es etwas, was nur wenige Führungskräfte machen. Dabei fördert es doch die direkte Kommunikation und erhöht auch die Mitarbeitermotivation. Aber was sind die Vor- und Nachteile davon?

MBWA has been in successfully in use since the 70's. How can you use this practice in your modern workplace and how does it translate to the tech industry?

August is the month when real managers go on vacation while juniors hold the fort. It is also when a lot of MBWA takes place.

Welcome back to HR Pills, your weekly dose of HR presented by Factorial. This week we go over communication. Yes, communication, but not in the way you think. How do you help with communication from top to bottom in a company? We thought of one solution: Managing by Walking Around. Laboy goes over what this tool is, how it helps, and why MBWA should be part of your daily routine ASAP. Come take a walk with us! https://youtu.be/z_WVi5aIw0s

What's the secret to employee retention? Episode 7 is a blockbuster show with clips from Steve Jobs, Starbucks' Howard Schultz, and Allan Leighton of Pandora and the Royal Mail. All three have taught the value of Management By Walking Around as a key tool to increasing employee retention. Russ shares what all three taught and talks about what he's seeing as a major divide between companies he consults that embrace engaging every level of employees in decisions vs those that continue to be hierarchal. The hierarchal ones are seeing employee engagement tank and retention suffer as workers have increasing choices. This is a killer show! Subscribe to the Decide to Lead Podcast with Russ Hill! Show notes at http://www.russhill.com/7

This is your Beer, Liquor and other beverage news for the week of May 26, 2018 State of the Brewion, BA and MBWA request hearing with DOJ over ABI: OMGBBQDDHESB, It’s Gone! All of Japan’s Whiskey is Gone! They Bought it All Up! YOU MANIACS, Chill out Indiana all this and more on Have a Drink News

1.) GE's former CEO and Board asleep at the switch: https://soundcloud.com/ceorater/ep-81-ges-board-is-a-mess 2.) Ken Langone Interview: https://www.cnbc.com/2018/02/28/ken-langone-ge-destruction-happened-after-jack-welch-left-as-ceo.html 3.) Mario Gabelli PHDs: https://www.forbes.com/sites/davidwismer/2012/12/10/billionaire-fund-manager-mario-gabelli-i-like-phds-poor-hungry-and-driven-and-some-investment-themes/#7d6d43b6a5d5 4.) Allocate more time toward making your strengths world class vs. suring-up weaknesses. 5.) MBWA: management by wandering around: https://en.wikipedia.org/wiki/Management_by_wandering_around 6.) Andy Grove: High Output Management: https://www.amazon.com/dp/0679762884/ref=rdr_ext_tmb

Welcome to the What's Next! podcast with Tiffani Bova. I am thrilled to bring you Tom Peters on this week’s episode. Tom is the co-author of In Search of Excellence and is one of the most exceptional management, sales, and marketing thinkers around. This book has been tagged as the “best business book ever.” THIS EPISODE IS PERFECT FOR… leaders. Think about it, have you ever seen a tombstone with someone’s net worth on it? No. That’s not what matters. What matters in life and business is relationships, embracing differences, and pushing yourself to make sure you don't get caught in the same-same trap. TODAY’S MAIN MESSAGE… is that people come before everything else. Tom wholeheartedly believes in matching people to culture; otherwise, he knows, culture falls apart. To create culture, you must have a foundation of listening, caring, smiling, and saying thank you. It’s about being nice to other people. WHAT I LOVE MOST… is that Tom shapes what excellence looks like. Take a moment to step back and give people the space to say what they are thinking. Building teams and coaching is all about the people side of business, not the shiny stuff. A PIECE OF ADVICE… consider management by wandering around (MBWA). Take 10 minutes and walk around with no goal in mind. Let your thoughts be your guide as you take moment to reflect. Running time: 46:10   Subscribe on iTunes   Find Tiffani on social: Facebook Twitter LinkedIn   Find Tom on social: Website Twitter Facebook

On today's show we hear from the Director of Risk Management and Employee Benefits for the Atlanta Independent School System, Jeffrey Thomas. What does it mean to Manage your Medical Providers? We may have all heard some of the following terms when in our work place when it comes to managing our employees and staff. MBO – management by objectives MBM – management by memorandum MBE – management by email MBWA – management by wandering around MBLSA – management by the last seminar attended However, today Jeffrey walks through with us how to manage through communication ensuring that you are imparting knowledge and bringing awareness to those you are managing. There needs to be clarity from both the sender and receiver to ensure that the communication has been understood. Strategies for Managing Your Medical Providers Most effective form of communication is direct, honest and face to face with the providers. Its important for the employer to drive the conversations so that the providers understand the specific policies and practices since the vary from employer to employer. Medical Providers Role Be available to the employers, listening in to the questions that you may have so that they are answered and taken care of accurately. Its important if you are a medical provider to remember that the employers you are working with are your customers and they have other options if they are not understood or taken care of correctly. Success is defined by the communication between the employer and medical providers not defined solely by the reduction of your medical expenses.

Wageni wapendao makuu: Mbwa lazima waingie naye hoteli... Muhtasari wa sarufi: Marudio ya vitendo vya utaratibu

1. Pamelo Mounka - Oyourou Nyoumba 2. Franco et le TP OK Jazz - Bina Na Ngai Na Respect 3. Bumba Massa - L'Argent et la Femme 4. Simaro Lutumba avec TP OK Jazz - Merci Bapesa na Mbwa 5. L'Empire Bakuba - Cherie My 6. Orchestre Makassy - Nakolela Cherie 7. Pamelo Mounka - Ce N'est Que Ma Secretaire