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2 episodes with methodically
2 episodes with methodically
2 episodes with methodically
2 episodes with methodically
2 episodes with methodically
Over a span of 39 years, 23 aliases, 28 arrests in 20 cities, and nearly a dozen imprisonments, Robert Spears had lived a con artists' life of unparalleled adventure and intrigue. This is his story.Shortly before Thanksgiving Day in 1959, a plane exploded in mid-air, killing all 42 passengers and crew and leaving scattered debris and bodies across the otherwise tranquil Gulf waters. Listed on the manifest was Dr. Robert Spears—once the highly regarded president of the Texas Naturopathic Association. Father of two small children with a lovely, society-minded wife and an elegant home in an exclusive neighborhood, it was a monumental tragedy for them as it was for all the souls lost that day.Less than two months later, Robert Spears miraculously “rose from the dead” in Phoenix where he was promptly arrested. Headlining newspapers nationwide—“Man Downs Airliner to Fake Death”—Spears was discovered to have cleverly switched identities, persuaded his friend, Al Taylor, to fly with his plane ticket, asked him to carry “a package” on board, and drove away in his buddy's car with his wallet and driver's license.As the FBI began to investigate, they uncovered a stunning, mind-bending tale of murder, abortion rings, and false identities—more than 25 aliases for Spears alone—as well as insurance scams and investment fraud that stretched over decades.But that was far from the end of the story.Methodically and carefully researched for years and meticulously sourced by a research sociologist and author, Vanishing Act is one of the great true crime stories of our time and a compelling read that is paced like a page-turning, mystery novel. Until now, the complete and shocking story has never been told.Support this show http://supporter.acast.com/houseofmysteryradio. Become a member at https://plus.acast.com/s/houseofmysteryradio. Hosted on Acast. See acast.com/privacy for more information.
When the stock market is anything but calm, it's tempting to panic, but this week, we explain why you should panic methodically instead. Drawing inspiration from WSJ columnist Jason Zweig, Matt Robison and I explore how to keep your cool when market volatility, political drama, and economic uncertainty are everywhere.Don't confuse the world's chaos with your long-term investing plan. Use market downturns to reassess your true risk tolerance. Thoughtful strategies like diversification, rebalancing, and tax-loss harvesting can turn volatility into opportunity. Are you ready to create your ideal lifestyle? Let's Connect.Learn more about Mike and my services at https://www.mortonfinancialadvice.com and connect at https://www.linkedin.com/in/mwsmorton/
Join Joni in valuing children like Christian by serving on a Wheels for the World team. You can sign up at joniandfriends.org. -------- Thank you for listening! Your support of Joni and Friends helps make this show possible. Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org Find more encouragement on Instagram, TikTok, Facebook, and YouTube.
Welcome back to another episode of Brothers in Arms! Tonight we begin with none other than The Muffin Man, caught me in an awkward spot, it's the eve of Christmas Eve Eve, only the shadow knows, I'm stripping, so fun fact, non sponsored, an existential shred, the Shadow and Shiwan Khan - JUNK, however comma, methodically ironing that sheet, wash your hands and say your prayers, focus - not focus, brother eeewww, mainly cause I started yelling at everyone, standing watch in the fake boat, who's a little grumpy today?, don't play chicken with a five-year-old, court fawch, we're going ludicrous speed, the Hawks - they're terrible, you're not on the list, lost it, lots of cookies, holy cow meat, lawyered, and some special, seasonal Dad Jokes to keep you warm through the night! All this and a Topo Chico on this week's episode of Brothers in Arms! Where you can reach us: YouTube: BrothersinArmsPodcast Instagram: Yourbrothersinarmspodcast Twitter: @YourBIAPodcast Gmail: yourbrothersinarmspodcast@gmail.com Twitch: Twitch.tv/brothersinarmspodcast (schedule varies due to life) Website: https://brothersinarms.podbean.com
Improve your critical and rational thinking skills by understanding the science of your brain. Hear it Here - bit.ly/4fz8k4lBeing irrational and making snap judgments is natural. But you can mitigate both if you know what cognitive patterns to look for. Start thinking effectively from the stem (pun intended). Learn through neuroscience how critical analysis and thinking are impacted by diverse cognitive processes.Improve your decision-making muscle, deductive thinking skills, and judgment with critical thinking. In Neuroscience and Critical Thinking, you'll find widely usable and situation-specific advice on how to improve your daily life, business, friendships, opinions, and even social media in a critical fashion. Methodically evaluate situations before forming quick judgments. Challenge assumptions and scrutinize opinions, including your own. Collect and analyze information comprehensively before drawing conclusions. Recognize and navigate the inherent biases and cognitive errors that shape human nature. "Neuroscience and Critical Thinking" provides you with essential principles and strategies for making more informed decisions, addressing root causes rather than symptoms, and uncovering the most advantageous paths in any situation. Understand how to detect common thinking errors among individuals and groups, and employ powerful questioning techniques for insightful self-assessment. Ask powerful questions to effectively self-assess. Elevate your critical thinking skills to save time, efficiently sift through noise, and prioritize effectively to achieve optimal outcomes. Discover innovative problem-solving methods that surpass conventional approaches, and boost your communication, reasoning, and logical abilities.Dive deep into the workings of your brain to unlock better solutions to challenges, simplify complex tasks, and gain a profound understanding of the world around you.
Confident. Certain. Poised. Prepared. Jorge Garcia, a first-time city manager in Pismo Beach, California, embodies all of these adjectives. He has spent many years readying himself for this moment -- his first assignment as a chief executive officer for a municipal corporation. He is only one year into his tenure, but as you listen to this interview, you will come away with the impression that he's sat in "the chair" for a decade plus! Jorge is the next generation of public sector leadership and he models a wonderful example for those aspiring to become city managers. There are several really good nuggets in this conversation and in particular, his communications strategy with his elected officials designed to build trust and create confidence. SHOW NOTES: Jorge Garcia's LinkedIn profile Pismo Beach public works director vacancy with an 11/15/2024 application deadline can be found here: https://www.governmentjobs.com/careers/pismobeach EPISODE SPONSOR: This episode is sponsored by KUDO. Make your council meetings accessible with translated audio and live captions into 45+ languages. EXCLUSIVE OFFER: Only listeners of the City Manager Unfiltered podcast can sign up for a FREE, no risk, no obligation one-month trial offer. Use this link: https://kudo.ai/cmu/ SUBMIT JOB POSTING: Do you have an executive or senior level vacancy in your organization? Use this form/link to submit your job listing in my weekly newsletter for just $100: https://forms.gle/ceMzWqeLwiRFRAGj9 SUPPORT THE PODCAST: Subscribe to my FREE weekly report of city and county manager resignations, terminations, and retirements (RTRs) at this link: https://www.linkedin.com/newsletters/city-manager-rtrs-job-board-7164683251112992768/ If you would like to support the podcast by making a donation, please use the "Buy Me A Coffee" link. Please rate and review the podcast on Apple or your preferred platform if you enjoy the show. It helps tremendously. But more importantly, refer your friends and peers to podcast through personal conversations and posts on your social media platforms. Joe Turner's LinkedIn Page City Manager Unfiltered YouTube Page - Subscribe Today! Note: Page may contain affiliate links. As an Amazon Associate I earn from qualifying purchases.
DEMOLISH the PMP and Unlock SUCCESS in 2024 Watch the FREE videos at http://pmp.pmradio.org Go for a deeper dive: http://tinyurl.com/elitepmp Get the PMP Immersion Book: https://www.amazon.com/PMP-Exam-Immer... Methodically test each of the 35 tasks: http://pmpdoctor.com The PMP exam content outline is designed to test your knowledge and skills across a wide range of project management concepts, both traditional (predictive) and agile. Key Areas and Comparative Analysis: While the specific tasks may differ slightly between agile and predictive approaches, the underlying principles often overlap. Here's a breakdown of the key areas and how they're addressed in both methodologies: 1. People Management Predictive: Focuses on hierarchical structures, formal roles, and clear reporting lines. Agile: Emphasizes self-organizing teams, empowerment, and collaborative decision-making. Common Tasks: Building high-performing teams Managing conflict Motivating and inspiring team members 2. Process Management Predictive: Relies on detailed planning, rigorous control, and adherence to predefined processes. Agile: Adapts to change, prioritizes flexibility, and embraces iterative development. Common Tasks: Defining project scope and objectives Planning and managing project schedules Monitoring and controlling project work 3. Product Management Predictive: Focuses on delivering a predefined product or service. Agile: Prioritizes delivering value incrementally and responding to changing requirements. Common Tasks: Defining product features and functionality Managing product quality Ensuring customer satisfaction 4. Stakeholder Management Predictive: Involves identifying, analyzing, and managing stakeholders' expectations. Agile: Requires active engagement of stakeholders throughout the project lifecycle. Common Tasks: Building relationships with stakeholders Communicating effectively Managing stakeholder expectations Bridging the Gap Between Agile and Predictive While the two methodologies have distinct approaches, many modern projects blend both elements. The PMP exam recognizes this trend and assesses your ability to apply both predictive and agile techniques as appropriate. To effectively prepare for the PMP exam, consider the following: Understand the core principles of both methodologies. Practice applying these principles to real-world scenarios. Develop a strong foundation in project management fundamentals. Stay updated on industry trends and emerging practices. By mastering both the traditional and agile perspectives, you'll be well-equipped to tackle the challenges and opportunities of modern project management. --- Support this podcast: https://podcasters.spotify.com/pod/show/pmpradio/support
In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Sasa Zorc. Zorc studies incentives in multi-agent systems such as health care and decentralized matching markets. Methodically, his research relies on stochastic dynamic games, search theory, mechanism design, contract theory as well as data-driven simulations of those systems. We talk with Zorc about his background, what led him to Darden, the core Decision Analysis course as well as his game theory elective, his thoughts on AI and more. For more insights, tips, and stories about the Darden experience, be sure to check out the Discover Darden Admissions blog and follow us on Instagram @dardenmba.
In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Sasa Zorc. Zorc studies incentives in multi-agent systems such as health care and decentralized matching markets. Methodically, his research relies on stochastic dynamic games, search theory, mechanism design, contract theory as well as data-driven simulations of those systems. We talk with Zorc about his background, what led him to Darden, the core Decision Analysis course as well as his game theory elective, his thoughts on AI and more. For more insights, tips, and stories about the Darden experience, be sure to check out the Discover Darden Admissions blog and follow us on Instagram @dardenmba.
The latest From the Fabricator is a special super-sized edition featuring three tremendous industry leaders. Leading off Syndi Sim, new to Q-Railing but an industry vet catches us up on her move along with a ton of energizing info and perspective. After that Jenni Chase of the National Glass Association covers the crucial push into Workforce Development and all that goes with it. Last we wrap it up with the legend Chuck Knickerbocker of TGP. The conversation covers a lot of years and also everything from Steel curtain walls to our resilient way of doing things. All good stuff! Thanks for listening!And thank you to FHC for sponsoring this episode!Need glass railing? For award-winning American-made systems with unmatched lead time, customization and customer support, FHC is the go-to source for glaziers. Methodically engineered and ridiculously easy to install, FHC glass railing systems are in a league of their own. Explore railing solutions at FHC-USA.comFrom the Fabricator- #Glass and #Glazing hosted by Max Perilstein, Managing Partner of Sole Source Consultants. Connect with Max on LinkedIn at https://www.linkedin.com/in/max-perilstein-409ba111/
Back at it again! The latest podcast has 3 great guests covering a wide range of industry topics! John Leonard of FHC, Priscilla Koeckeritz (Brin) and Dan Reinhart (Salem) are on this time out and we cover railings, cultures, forecasts, people and much more.Thank you for listening!!Also Thank you to FHC for sponsoring!Need glass railings?For award-winning American-made systems with unmatched lead time, customization and customer support, FHC is the go-to source for glaziers. Methodically engineered and ridiculously easy to install, FHC glass railing systems are in a league of their own. Explore railing solutions at FHC-USA.comFrom the Fabricator- #Glass and #Glazing hosted by Max Perilstein, Managing Partner of Sole Source Consultants. Connect with Max on LinkedIn at https://www.linkedin.com/in/max-perilstein-409ba111/
In this video, Andrew Butler details the hunt for a brute of a public land whitetail in Kentucky! Subjects include: - Setting a goal of tagging a 150" buck - Finding the right mix of habitat and terrain - Using a "killing wind" to get close to bucks - Hunting a spot 20+ times in one season - Clean access being key to targeting upper echelon bucks - The story of how the hunt went down! We also hit some listener Q&A submissions in the second segment of the show: - When using annual patterns, will a 3.5-year-old buck daylight the following year on the same dates as a 4.5-year-old? - How to approach a spot that seems un-huntable due to the prevailing wind. Got a question for the show? Submit a listener Q&A form - https://l.linklyhq.com/l/1uMXP Grab some Southern Outdoorsmen merch here - https://l.linklyhq.com/l/1u4aK Join Woodsman Wire - https://l.linklyhq.com/l/1u4aR Use the promo code “southern” for a discount on your OnX Hunt membership here - https://l.linklyhq.com/l/1tyfm Save 10% on your next Vortex Optics order at eurooptic.com using the Promo Code “SGN10” - https://2ly.link/1wyYO Check out our favorite First Lite gear - https://l.linklyhq.com/l/1tyfh Have you tagged a deer using something you heard on the show? Submit your listener success story here - Share Your Story Here Come chat with us on our Thursday Hunter Hangouts! Join our patreon - https://l.linklyhq.com/l/1uMXU NOTE: Not all advertisements run on this show are endorsed by The Southern Outdoorsmen Podcast unless an ad is read by one of the hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices
Counting to a MILLION would take you several days (about 12) Counting to a BILLION would take you over three decades. Amazon as a BILLION ASINS on their site in the US alone - and countless ASINs are GOLDEN NUGGETS that you could be selling against! Once you have a system that sorts through methodically, you can find endless opportunity on the busiest shopping site in the world - Amazon.com We can help! Let's talk about it on today's podcast episode! Special guest at the conclusion of today's show, Jeff Schick of JeffSchick.com answers the question: Can a seller actually get themselves into trouble with Amazon by reporting other sellers and attempting to build a case against other sellers? Watch this episode on our YouTube channel here: https://youtu.be/H7NCMVnyhdg PS: TOMORROW is day one of our annual live event with over 800 people registered to attend in Orlando! If you want to snag livestream and all event recordings at a huge discount, use code "PACLS24" to save 90%, but the sale is almost over! Go to TheProvenConference.com and click on "live stream" for details! Show note LINKS: SilentJim.com/free11 - get access to the book that launched this podcast, sold over 1million copies with 1,000s of five star reviews on Amazon.com - it's the latest version of the Silent Sales Machine book! TheProvenConference.com - So much information and great networking at our LIVE event. We'll have Rabbi Lapin as our keynote speaker and 50 break out sessions at the upcoming event in May 2024 in Orlando! SilentJim.com/bookacall - book a call here to discuss our offers including coaching, legends and ProvenAmazonCourse.com course My Silent Team Facebook group - https://www.facebook.com/groups/mysilentteam 100% FREE! Join 75,000 + Facebook members from around the world who are using the internet creatively every day to launch and grow multiple income streams through our exciting PROVEN strategies! There's no support community like this one anywhere else in the world! ProvenAmazonCourse.com - the comprehensive course that contains ALL our Amazon training modules, recorded events and a steady stream of latest cutting edge training including of course the most popular starting point, the REPLENS selling model. The PAC is updated free for life!
Full panel for your Rd 6 preview!We go the full 80 minutes of pure SC chat! We talk some big team changesMost traded in and out!Our Trades and captains for the weekPlus we answer your questions!
Mateo and John continue to delve into the world of short-term rentals in Canada. Joined by guest John Papaconstantinou of Papa's Getaways, they discuss the unique opportunities and challenges of the Canadian vacation rental market and John's journey into the industry.This episode features engaging discussions on industry dynamics, personal experiences, and strategic approaches to business. John Papa's journey serves as inspiration for aspiring entrepreneurs looking to navigate the evolving landscape of short-term rentals.Episode Highlights:Everyone expresses excitement for their upcoming participation in the CanStay Short-term Rental conference in Banff.John Papa shares his journey into the short-term rental space, inspired by real estate investing podcasts and his desire to transition from his nine-to-five job.The appeal of short-term rentals in Magog, Quebec, emphasizes the region's four-season attractions and strategic occupancy goals.Acknowledgment of the immersive nature of their work and the occasional need to balance business discussions with personal time.John Papa highlights the importance of mutual trust and understanding in his partnership with his wife emphasizing how their complementary strengths allow them to efficiently tackle various aspects of property management without getting in each other's way.The conversation explores the nuances of the Canadian short-term rental market, including regulatory considerations and seasonal booking strategies.Discuss insights into the collaborative nature of the industry and the potential for growth and innovation.Mateo and John Papa explore the transition from traditional financial services to the dynamic world of short-term rentals, emphasizing the need for adaptability and continuous learning.Expanding the Business Horizon: With aspirations to scale Papa's Getaways, John Papa envisions offering comprehensive services to property owners, from pre-approval assistance to property management, aiming to facilitate second home ownership while maximizing rental income.Addressing Financing Challenges: John Papa acknowledges the challenges in financing second home purchases and emphasizes the importance of accessibility and affordability in making property ownership more attainable for prospective buyers.Mateo and John discuss the challenge of changing perceptions around short-term rental investments, particularly for homeowners looking to leverage their second homes for rental income.Navigating Regulations and Challenges: The conversation shifts to the regulatory landscape and the challenges hosts and property managers face, particularly in areas with strict regulations.Addressing Cultural and Language Barriers: John highlights the language divide in Quebec and the need for greater bilingual communication and understanding in the industry and proposes ideas for bridging this gap, including bilingual podcasts and initiatives to promote language learning and cultural exchange.Upcoming Events and Advocacy Opportunities:The upcoming CanStays Rental Alliance conference will provide a platform for industry professionals to engage with policymakers and advocate for fair regulations.Interested in checking out the Canstays Conference?Use Coupon Code Direct100 for $100 off when buying your tickets for the CanStays Rental Alliance Conference https://www.canstaysrentalalliance.com/tickets/Episode Sponsor- TurnoProperty Management and Hosting is Hard. Cleaning Doesn't Have to Be. Get Competitive Cleaning Bids on Turno's Cleaner MarketplaceCompare prices and services from vetted STR cleaners in your area and easily...
This week, Wrestling Mindset founder Gene Zannetti sits down with three-time US National champion and multiple-time international medalist, Jason Nolf.Together, they discuss what are the best methods for wrestlers to learn the best they can. At what age should kids start mindset training, and what are the first things they should be learning. Jason also shares tips on how to master moves methodically and why it's actually a good thing to be nervous before matches.Timestamps:6:07 - How wrestlers learn best8:50 - When to start the program11:38 - Kids learn so fast12:57 - The first things kids should be learning18:55 - Save energy by having good technique21:02 - Methodically master moves26:54 - Be nervous, it means you care Hosted on Acast. See acast.com/privacy for more information.
Daily, entertainment lawyers are bombarded with marketing messages that, with GenAI, we can and should be doing all our lawyering tasks at the speed of light. Entertainment lawyer Kirk Schroder talks with Heidi K. Brown, Professor and Associate Dean for Upper Level Writing at New York Law School, about giving ourselves permission to first decelerate, ease up on the throttle that's materialized in our hands, and unhurriedly practice using GenAI writing tools (and AI-driven legal research tools) to generate high-quality legal work. Professor Brown will share techniques and strategies for “shaking hands with” and introducing ourselves to these potentially transformative tools and incorporating them into our workflow in a way that does not short-change depth with velocity. Please note, the positions and opinions expressed by the speakers are strictly their own, and do not necessarily represent the views of their employers, nor those of the D.C. Bar, its Board of Governors or co-sponsoring Communities and organizations. (1) Heidi's blog on "shaking hands" with the chatbots: Shaking Hands with Generative AI Chatbots | by Heidi K. Brown | Jan, 2024 | Medium(2) Heidi's blog on applying the medical profession's teaching/learning model to legal writing: Enhancing GenAI Writing Output Through “See One, Do One, Teach One” | by Heidi K. Brown | Feb, 2024 | Medium (3) Professors Ethan and Lilach Mollick of Wharton, Practical AI for Instructors and Students Part 1: Introduction to AI for Teachers and Students: https://youtu.be/t9gmyvf7JYo(4) Write.law's course: W7: GPT for Legal Writers(5) Writing.io's AI Courses: Home | Writing.io Academy(6) Jordan Furlong's article about the newest lawyer competence: quality control Jordan Furlong | Substack(7) Professor Scott Graham's article on new GenAI skills we need to teach and learn: Composition Studies 51.1 (Spring 2023) (wordpress.com) (8) Heidi's website with links to all her books: www.theflourishinglawyer.org (9) Litigation, Comparison Table - Federal ...ding Orders on Artificial Intelligence (blackboardcdn.com) This is the spreadsheet summarizing all the judges' standing orders on the use of AI in court filings--across the country--as of 1/30/24(10) This is a good reference for all the cases so far in which lawyers have been reprimanded for improperly using AI in court filings: Beware the Legal Bot: Spooky Stories of AI in the Courtroom - AI Law Librarians Thank you to our sponsor! LawPay was developed specifically to help law firms streamline billings and collections, providing a simple, secure solution for legal clients to pay their bills. LawPay is the industry leader in legal payments, providing a cost-effective solution for more than 50,000 law firms around the country.
3x World Series Coach, Trent M Clark - entrepreneur, CEO, TEDx Speaker, Guide to the 1% - hosts another fabulous show of WINNERS FIND A WAY! @Lisa Brooking, both CEO of Healthcode Medical Inc and 2022 Miami Half-Marathon Champion! She was 2 minutes faster the year and finished 3rd! Crazy… Lisa and I jump knee-deep in to health prevention and thoughtful health choices that are proactive and data-based. Lisa moved from post-treatment as a Nurse to adapting to the key elements of health and wellness habits and behaviors of health through testing This conversation is near and dear to my heart as a former Strength Coach and our entire business is working on prioritization and communication for what you can be doing now to yield a better return in the future. Short-term sacrifice for long-term gain! Champions like Lisa get this! And then she will dive deeper into the work that makes the greatest impact -- take a listen! WINNERS FIND A WAY Show Timestamp: [00:02:07] Lisa's running journey [00:07:26] A late runner turned seamstress. [00:08:55] Diversity in athlete training. [00:12:03] Agency over their health. [00:16:31] Gut issues and root causes. [00:21:26] Health and energy balance. [00:25:19] Methodically expanding across Canada and the US. [00:29:39] Personal responsibility in health. [00:30:43] Taking care of our bodies. [00:35:14] Changing things up. [00:39:00] Misinterpretation of grit. [00:41:29] Finding their podium. [00:45:11] African healthcare experiences. [00:50:14] Quality of life and habits. [00:54:22] Finding hope in tough times. [00:56:20] Companies looking outside the box. Thank you for tuning in to this episode Prioritizing Proactive Health: Tips from a Nurse and Strength Coach with Lisa Brooking. We hope you found our conversation inspiring and informative. Remember, unlocking your potential is a journey; with the right mindset, you can achieve incredible success. Be sure to subscribe to our podcast for more inspiring interviews and valuable insights. If you enjoyed this episode, please leave us a review and share it with your network. Together, we can unlock success! Disclaimer: The views and opinions expressed in this podcast are those of the host and guest and do not necessarily reflect the official policy or position of any organization. Connect with Lisa Brooking LinkedIn Website Ready to take your game to the next level? Join the NIL movement and discover a world of new opportunities! https://www.aim4nil.com/ Support our sponsors: www.rebelliousbeverage.com Learn more about Leadershipity Coaching and Events: Trent@leadershipity.com Connect with Coach Trent Clark with these links : Youtube: https://www.youtube.com/channel/UC_76SFCClh6GbqLjzFgf8xw LinkedIn: https://www.linkedin.com/in/trentmclark/ Instagram:https://www.instagram.com/leadershipity/?hl=en Fb Page: https://www.facebook.com/Leadershipity/?ref=pages_you_manage
Dwain Dyer is the Owner of Concise Manufacturing Inc. which specializes in unattended 5-axis machining of high-complexity, feature-rich parts. Dwain blew me away with his thoughtful and intentional approach to how he's building an “enduring organization”, which has many facets to it, from the technology they employ to their holistic approach to culture and employee success. Anyone wanting to build a successful company will find a ton of wisdom from Dwain! Enjoy the episode.
Joe Santagato joins Jomboy to chat about YouTube strategy and cheating in high school. Please subscribe if you're enjoying the content and comment what you would like us to discuss on the next episode! Joe Santagato: https://www.youtube.com/@JoeSantagato The Basement Yard: https://www.youtube.com/@TheBasementYard Santagato Studios: https://www.youtube.com/@SantagatoStudios OPL: https://www.youtube.com/@OtherPeoplesLives 00:00 - Welcome 00:13 - A snappy transition to Joe Santagato interview 00:37 - Methodically cheating in high school 08:02 - Presence across multiple social platforms 13:11 - Reading comments can stink 18:35 - Strategy behind multiple YouTube channels 25:49 - Why did Joe stop posting on YouTube? 29:17 - Audience trying to steer content 31:06 - How much do you play into the algorithm? 40:20 - Importance of a content back catalog 42:19 - Working with advertisers 46:10 - How did Joe get his own hot sauce? 49:59 - Joe will do in-person events soon? 50:33 - Recognizing the magnitude of your audience 53:36 - What did you want to be when you grew up? 54:27 - What has recent growth been like? 54:56 - Avoiding YouTube Collabs? 55:57 - Bye Featuring: Jomboy, Joe Santagato Edited by: Rob Moretti Learn more about your ad choices. Visit megaphone.fm/adchoices
FREE YOURSELF, FROM YOURSELF! anyone who wants to live a free life cannot continue to enslave himself. It's time for us to break free from the prisons we have put ourselves in. To jail break and never return to the traps we fall into. It's time to pursue real FREEDOM!!!!!WHAT ENSLAVES USPridePornPleasureAlcohol/drugsLazinessUnhealthy relationshipsDysfunctionBREAKING FREESTOP doing what you have done up until this pointFace your fears and do it anyway!Methodically change significant negative behaviors/disciplines .Do not stop doing new things.LIVING FREEYou have they keysWhat other tools do you have to to fight for your freedom?Use what you gotDon't do what others do, unless you want what they got.SET OTHERS FREEShare your story with other men.How you broke free and break others free.It's ok to jail break a buddy who locked himself up.FREE YOURSELF, FROM YOURSELF!Support the show Follow us on X for more shenanigans https://twitter.com/TDMPodcast603 Follow us on Instagram for extra shenanigans https://www.instagram.com/thedangerousmanpodcast/ Connect with Matt Fortin & Rory Lawrence Email us at: thedangerousmanpodcast@gmail.com And Remember men... Stop trying & start training! Top 3 Masculinity Podcast... https://podcasts.feedspot.com/masculinity_podcasts/ Top 20 Men's Podcast for 2024... https://podcasts.feedspot.com/mens_podcasts/
Dustin Perry, CEO of Kingfisher Metals, joins us from AME Roundup today for a corporate update into the work at Goldrange. The company continues to await more assay results from 2022 work as it will be indicative of the 2023 field program.
Elon's missteps are not only alienating advertisers, even worse, now he's costing them billions in stock valuations, likely prompting a new slate of lawsuits and damages. He continues to almost daily make snowballing errors into an avalanche of failures of what may become the worst acquisition of all time next to the Time Warner deal. As I wrote about in my new book Beacons of Leadership, I talk about the challenges of taking over companies and pulling them back from the brink of bankruptcy as I have successfully. Why is everything going wrong for Elon? Well its a few things: 1. Operating from Ego. Elon has been operating in an ego state where he believes his own reputation and swagger is impenetrable. Ego got him into this mess. Ego had him into lording around in Twitter to self-indulge his ego to the point of committing to buying it for a figure far beyond its worth at the top of the market. His ego believes he can buy and fix anything and in doing so he convinced himself he could easily fix Twitter and now he's entered a gauntlet of failures that are compounding. Sadly, many people worship money and people who make money and regard billionaires as infallible business gods. Billionaires assume that their achievements, sometimes involving luck, means they can solve the world's problems. Books have been written about how many times they fail and actually make the world worse. Most CEOs know you shouldn't make a brash ego, vanity purchase and the boards are there to regulate that. It appears that many of Elon's advisors on the deal were some from the political right who may have sought to encourage him to buy it for their interests rather than on the merits of the financials. If you've seen the text messages from the deal now released in a lawsuit, it was awful advice he was getting from people willing to sacrifice him for their gain. 2. Overpaying at the top of an economic market with clouds looming. Again overpaying by ego. He contracted to buy Twitter at the top of the market, thinking by ego he could fix anything. Shortly after, market corrections lowered the value of the company. It became clear he was buying a company anywhere 2 to 3 times its valuation. Then he attempted to break the deal and could not. He blindly ignored the coming recessionary conditions coming as the Federal Reserves tightened the economy. Now the scenario looks even worse as all tech companies took a massive stock dive. Most likely if he would have waited till now, Twitter stock price valuation would be around 7-10 billion, meaning he's now overpaid by 4-5 times the value. 3. NEVER PANIC EARLY. On my podcast, The Chris Voss Show Podcast, we had Apollo 13's Fred Haise on to talk about the astronauts' training and survival in the snowballing failures of the mission that had their lives on the line. The title of the book is from NASA's training: NEVER PANIC EARLY. In his NASA training, it taught them that panicking will escalate problems and even amplify other failures. They go through thousands of hours of problem solving testing to teach them not to panic, but to METHODICALLY, rationally problem solve. Even in the face of death, which is itself a whole new panic potential. Again, from my book Beacons of Leadership, bailing out failing companies is a DIFFERENT skill set than building them. Elon is used to slowly, methodically building, block by block, testing, failing small experiments in a business. Since his usual business' are startups, it's all “up,” the sky is the limit, plenty of runway time. Conversely, when you are trying to pull a company out of descent to its death, it's a much different game, as many times you are up against the wall, out of time, and the gun of bankruptcy is pressed up against your head. Downward spiral is the rule of every day and you can see the ground coming up at you, which is daunting. Usually, your destination is inevitable. You're just fighting the odds.
This week we have Austin Pope of North Florida on the show to talk about how he has found success in the pine savannas and deep swamps targeting mature bucks! Subjects include Methodically searching to find the bucks you want to target, or deer in general Breaking down massive areas of monotonous terrain/habitat into huntable chunks Why Austin stays away from thickets when locating bachelor groups How certain habitat features play a huge role in locating deer to hunt and MUCH more! Have you heard our In the Field series yet? Follow along with us as we record in the field to get a behind the scenes look at what we are noticing while we are actually in the field in real time. You'll find useful tidbits of information for your next hunting or scouting trip, and you'll get some laughs out of it too! Exclusively for our apple subscribers or patreon members - subscribe on Apple or join our patreon at the link below to check it out and support the show! https://www.patreon.com/thesouthernoutdoorsmen Learn more about your ad choices. Visit megaphone.fm/adchoices
Why and what data is collected by nonprofit's becomes the 'truth' about the nonprofit. Methodically and wisely garnering the information, yet without complexity, is the challenge explained by the CEO of CommuInfo.com.Watch this episode on video: https://vimeo.com/718427914This is a recent episode of The Nonprofit Show --the Nation's daily live streaming broadcast where the Nonprofit and Social Impact Community comes together. Each weekday the hosts and their guest experts cover current topics-- from money to management to missions. Thanks to our generous nonprofit sector supporters you will find over 300 special learning episodes focused exclusively on nonprofits and social impact. Nonprofit Technology and Apps topics: https://bit.ly/Nonprofit-Technology Nonprofit Fundraising and Development topics: https://bit.ly/Nonprofit-Fundraising Nonprofit Marketing and Communications topics: https://bit.ly/Nonprofit-Marketing-and-Comms Nonprofit Boards and Planning topics: https://bit.ly/Nonprofit-Boards Nonprofit Management and Staffing topics: https://bit.ly/Nonprofit-Management Connect to The Nonprofit Show: https://bit.ly/The-Nonprofit-Show Listen to us on your favorite podcast channel: https://bit.ly/NonprofitShow-Podcasts The American Nonprofit Academy https://bit.ly/AmericanNonprofitAcademy provides our Nation's nonprofit social impact community collective News, Inspirations, and Training.If you lead or work for a registered nonprofit 501(c)(3), social impact or service organization, or are thinking of starting a nonprofit--, The Nonprofit Show is an excellent resource of current nonprofit information and operating strategies to make your social impact amazing. Each weekday there are new guest experts and thought leaders on the fast-paced 30-minute LIVE show—with topics ranging across nonprofit boards, foundations, grant funding, volunteer managers, donor relations, fundraising experts, NPO marketing, grant writers, philanthropy donors, nonprofit legal and tax professionals, CFRE info, nonprofit software and nonprofit apps providers, Nonprofit CRM programs, charity tax expertise, virtual galas, charity auctions, online nonprofit charity event programs, social impact strategic planning, fundraising and fund development, fiscal sponsorships, capital campaigns, community impact analysis, donation management, nonprofit jobs, nonprofit HR, nonprofit classes and training, global NGO organizations, as well as nonprofit sector Thought Leaders.#fundraising #nonprofit #socialimpact
Escaping daily. Dodging them constantly. Patrols funded by politicos. a crapshoot. a failed gambling trip. There are no bad guys. Only good ones. Slush
Key Points: Peter talks about how Databox has pivoted its business model to target a more sustainable market (00:56) Peter discusses how the company is targeting marketers, but open to find new SaaS revenue streams (02:36) I give my thoughts on Peter's strategy of not niching down (04:38) Peter gives his thoughts on trying to find the right mix of investment in search and content-based acquisition (05:34) I give my thoughts on causality, complexity science, and businesses working in a complicated ecosystem, with a clip from Steven Levitt and Freakonomics (08:37) Peter talks about content strategy how Databox grew its domain ranking with only a small marketing team, by pulling in expert contributions to contribute to blog posts in exchange for links (11:01) I give my thoughts on mental availability, with a clip from Byron Sharp (14:32) Peter talks about how they function as a bootstrapped company, even though they are VC funded (15:42) I question Peter on their plans to disrupt the business analytics industry, and he shares Databox long-term strategic goals (17:11) Peter discusses how focusing on a freemium plan helps their business by being an attractive offer, and functioning as a learning tool for clients (18:51) I give my thoughts on self-serve freemium as an offer with a clip from Patrick Campbell of Profitwell (21:05) Peter talks about their strategy of building the product, and the company, one block at a time (24:00) I give my thoughts on increasing customer value footprint (26:11) Peter gives his thoughts on informing the product roadmap with customer feedback (27:49) Peter discusses Databox's long-term competitive strategy, and how they plan to stay ahead of the competition (31:26) I give my thoughts on building a product around APIs and integrations, with a clip from Neha Sampat, CEO of ContentStack (32:47) Peter talks about moats, and how they are maintaining and building their competitive advantage (33:41) Wrap up (34:59) Mentioned:HubspotMonday.comActiveCampaignSEMrushConstant ContactMailchimpWistiaMarketoSalesforceHotjarMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL
In this episode, Maria Daniels is joined with David M Somerfleck, a digital marketing specialist. Daivd shares how marketing and business is related to your personal journey. David is a a digital marketing specialist and author. He's been in marketing for over 20 years! David helps committed business owners and premium service providers expand into new markets while getting more done in less time! In this episode, David will share the chaos he experienced balancing multiple careers from being a copywriter to a web developer and a project manager. As well as the importance of providing value to your customers and helping business owners become aware of the growth the is there for them. A message from David: "Growth is there for you, as easily to obtain as a grape from a tree, but it's the need for control, to appease fears and insecurities, to withhold, fear of success, and largely lack of information that makes businesses fail, not circumstances, not the economy, not even pandemics." David's Website : https://dms.blue Link to David's book: “The Road to Digital Marketing Profits: A new way for getting real results faster and easier - while avoiding common road blocks and detours business owners make.” https://www.amazon.com/gp/product/1705924921 Find everything that is Successfully Chaotic here: www.successfullychaotic.com
On this week's episode of Inside Outside Innovation, we sit down with Esther Gons, CEO and Co-founder of Ground Control and Author of the upcoming book, Innovation Accounting. Esther and Brian Ardinger, Inside Outside Innovation Cofounder, talk about the ins and outs of innovation accounting, and what companies should be doing to track and measure their innovation initiatives. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. Interview Transcript with Esther Gons, CEO and Co-founder of Ground Control and Author of Innovation AccountingBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Esther Gons. She is CEO and co-founder of Ground Control, which is a software platform that helps companies measure innovation and co-author of the corporate startup, and upcoming book Innovation Accounting. Welcome Esther to the show. Esther Gons: Thank you, Brian. I'm really happy to be here. Brian Ardinger: I'm excited to have you on the show. We've had Dan Toma, your co-author of the Corporate Startup and Tendayi Viki on the show in the past. How did you get involved in this innovation space?Esther Gons: I think for me, it's been a journey of entrepreneurship. So, my background is basically being an entrepreneur, starting startups, helping startups. So, I've always been an entrepreneur. And one of my first things that I did when I still was actually in my studies of Information Science was starting a business.And one of the things that I was asked to do by one of the bigger computer companies was building something completely new around their selling of computers. And I think that was one of the first corporate startups that I did, but it wasn't called that way, way back when. But I build over the course of two years, a platform with personal logins, with all sorts of new technologies and things that you could do just to sell their computers, to be able to be working from home. So, blog posts that weren't called blog posts. That was just content from people saying your employees will be so loyal. If you have them working from home, all these kinds of things. I even had other vendors ramped up with furniture, stuff like that. It was an amazing platform. And after two years and a lot of money when we finally launched nothing really happened.And the computer company didn't understand because there were no sales whatsoever and they just simply pulled the plug. But for me, that was a really important event because I was asking myself what went wrong there? What was the risk involved? Was it too early? How could I have known? And that was a search that put me on the path of pioneering and innovation and understanding how you could deal with that. So obviously that platform that failed was 20 years too early. If we look at the situation right now and we needed a COVID pandemic to get there. But yes, that got me into the puzzle, discovering things like the Lean Startup methodology when Steve Blank wrote about it and then working with other entrepreneurs to get it working. To evolve it. To make sure that startups heard about it. So that was when I started to volunteer for a lot of startup activity in Amsterdam. And got involved in that in the tech scene, since I've always been a tech entrepreneur. Brian Ardinger: Your first book, the Corporate Startup really gave corporations that inside look on what it was like and what it is like, to think and act, and move like startups. And create new business models from scratch. And it was a great opportunity to provide a framework for how corporations think about that. Your new book, Innovation Accounting, I'd love to start there. What is innovation? Accounting, and why is it so important? Esther Gons: A lot of corporates asked for metrics. You're absolutely right. But they usually ask for the one metric to rule everything, right? So how are we doing in terms of innovation? And then they use innovation as a catch-all phrase. We want to know about all of our innovation, right? We want to see everything in our portfolio. So, what we've seen with working with a lot of clients, because we like to be practical about things that we write.We want to know that it works. Is that for that startup kind of innovation, which is different from what you do in terms of innovation in the rest of your company, you could be doing a digital transformation. You could be optimizing your current processes with startups. It's all innovation, but if you truly want to do new business model innovation. Breakthrough in disruptive innovation. Then you actually need something else than the processes and the accounting systems that you have in your current company. And we noticed that if people didn't have that new system in place and they were trying to do Lean Startup and they were trying to build new business models, if they didn't have the whole system, the whole package, then it all turned back into incremental innovation again.So, then we thought, well, we have to let people know that if they truly want to do new business model innovation, this kind of disruptive innovation, they can measure that with the indicators that they have in their current company with that current system. Because then it will always fail or turn back into incremental innovation again.So, let's talk about that word innovation accounting, that Eric Ries, once coined as being the system that teams needed to have to be accountable for the decisions they made based on data. And talk about how that evolved into something else. And then what do you need inside a company? What kind of system do you need, need inside of a company to actually measure that kind of innovation?Brian Ardinger: I think that's such an important point that corporations really need to define innovation and understand the spectrum of it. You know, everything from, like you said, the stuff close to the core of that optimization of what they're currently doing and how that differs significantly from transformational innovation when you're trying to come up with a brand new business model. Why do you think it's so difficult for companies to understand this distinction and be able to do something about it? Esther Gons: For a company, it's ingrained in their system, that their goal is to optimize and grow their current system. Right? That's what they are there for. The CEO has been appointed by the shareholders to do that specific thing. So that means that their whole existence, their future is based on, on executing on that core thing. And that also means that everything that they have gathered around it, their processes, their culture, their people, are based around that. And it's hard to understand something that isn't there yet. Something that is probably really risky. So, if you can't see it, then it's harder to understand and to act around it. So, I think it's actually a good point that you're making Brian, because what we've seen is that if you do not make it visible by either a new system with innovation accounting, or in any other way, then top level, it's hard to make that distinction because you can't see it. You're just seeing the investment that you're making, but you can see what you're doing. And what I always say is that you have to look at it in terms of buckets, right? There's buckets that do not have a really high risk, and that have business goals that are aligned with your core business. So fine, you can do that with the current systems and your investment will have to return something in probably a year, because that's what you're used to.But if you're investing in a high-risk bucket, startups are high risk. I'm a investor myself. So, most VCs know this. This is a high-risk profession, right? You don't know how many will return, what kind of money. And the timelines are vague, could be three years, could be 12 years. So, these high risk buckets needs to have a different approach.But you need to have some sort of visibility in terms of control. So, if you make the bet in your strategy, just that saying, okay, I have business models that are fading. I need to look at the future. Then at least you should have some sort of visibility of what you are doing with that future. So are you betting on a specific innovation thesis like we've described in the Corporate Startup. So, then you want to understand how that is going along. Are we doing well? Are we turning that strategy into, into something really practical? Is your funnel turning into a portfolio? So, you need all kinds of indicators to be able to understand that without falling back to your financial indicator. Because naturally, if you're looking for something that is really new, you're searching and your core business is learning, which means that you do not have a return in Dollars or Euros. You have a return on insights and learnings, and that's what you work for. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: So, let's talk about some of those particular metrics. Traditional metrics might be things like profitability, number of customers, things like that. When you get into, on the innovation front, especially transformational innovation, what are some of the early metrics that you should be looking at? Esther Gons: That sounds really simple, right? And I can give you like three indicators, but it makes sense to sort of understand first that what we understand in terms of innovation accounting is like a whole package of indicators. Because you do not only want to understand every single individual team and how that idea is turning into a business model, right. Because we're talking about that journey from idea to business model, and that is a risky journey because you're searching. But you also want to understand how all of the teams are doing inside of the program that you have. Then you want to understand if you have enough ideas to turn that into future portfolio products or services. Is that going along? Do we need more ideas? Is everything stopped at, I don't know, stage two then we definitely have to look at what's going on here. And then you need to also understand from a strategic level, if your bets for the future are doing well. And if your total investment in the future is turning into something that you want for the company. So, these are three levels of indicators or different kinds of indicators that have some sort of abstraction from each other, right? So, at a team level, you need to understand things. Then the manager needs to understand things in terms of how are the teams doing? That is abstracted from the team indicators and strategy level.They don't want to understand how every team is doing, but they do want to understand how that is translated into their portfolio strategy, for instance. So, I think it's important to understand that where Eric Ries said innovation accounting is for the teams. If you want to do it within a corporate situation, you want to do it in a different setting. So, you need to manage all these things and you need be sort of aware or in control of how all of these investments are doing. And if there is some return, I don't know, in the future. Brian Ardinger: So, if I'm part of an innovation team and I'm trying to understand if I'm making progress, what should I be looking at? Should I be looking at the number of ideas I'm working on, the number of assumptions that I'm testing? Where should I start? Esther Gons: For me, the most important thing for, for this kind of innovation is understanding that your core business is learning. So that means there need to be teams that are doing a unified way of working and validating with experiments. Methodically de-risking that business model. Right. So that means that you want to understand if they're learning well. So how many learnings did they have? Maybe you can look at a experiment learning ratio so that every experiment have a learning or not. Or are we doing experiments for the sake of experiments, for instance. If you put that against time or against cost. Because learning for teams is essentially the core business. Brian Ardinger: So, the idea of measuring that against velocity, how fast do they learn, and the cost of that learning. Is that what you're looking at?Esther Gons: So as soon as you put learning the core, you can look at these things, right? So, what is the learning philosophy? What is the learning ratio? What is the velocity cost ratio? How much time do they spend in a certain state, for instance, doing the learnings? That makes sense if you look at the learnings. That is their core business. But I wouldn't ramp up everything if you start. And just look at the core business and what you want to improve, because you have these indicators to be able to steer and improve of them.Brian Ardinger: So, at the organizational level, what are some of the metrics at that portfolio level that companies should be using to know if they're making progress? Esther Gons: That's the top level. You mean the strategic level? I think it's important to understand if you look at that strategic level. The indicators are basically, framed around questions. So, from a strategic point of view, what you're doing is trying to understand how much your company is really under risk of disruption. Right? So is your current business model under threat of, or fade or disruption? Then that is really important to understand. So, we always say, if you look at your portfolio to understand how much you should invest in this kind of innovation, then look at your portfolio in terms of business models and not in terms of products. People usually look at it, in terms of products, right? But then if you look at it, in terms of business models, most of these products are, have the same business model, especially in product driven companies. But the question is my company under the risk of disruption, or is innovation driving growth in the company, that will give you an answer into how much of your investment should actually go to disruptive innovation.And that could then translate into indicators like portfolio fade, stuff like that. And the other questions you should ask yourself is how does my company future look like, right? Am I betting in the right direction? So how is the innovation thesis doing in terms of progressing towards newer stages. Or how efficient is my innovation ecosystem, if I look into the average speed of these innovation going through the stages or are my investment returning something in so many years. Brian Ardinger: So, looking at things like how much of my revenue is coming from new initiatives, things along those lines?Esther Gons: Things along those lines, but that's the easiest one. And that's one that corporates usually want to see that. So that's why I usually stay away from those in questions like this, because in essence, of course you want to understand how much of your growth is driven by revenue from these kinds of disruptive innovations. If you are starting out with innovation accounting right now, you won't be seeing that until three years or four years from now.I think it's then better to look at different kind of indicators on a funnel level. So, what is going on in the funnel? How many of these ideas are actually starting? And how many end up in different stages. Is that progressing well. With one of your innovation theses that you defined, because you wanted to bet in that specific future, nothing is happening after the second stage, you should ask yourself, is this the right pieces? Should we look at it again? So, you need to have some insight depending on the maturity level of your innovation ecosystem, to be able to steer towards a better ecosystem. Brian Ardinger: The last topic I want to talk about is you're based in Amsterdam, so I'd love to get your insights, and I'm curious to know what you're seeing as it pertains to European companies and their approach to innovation and how it may differ from what's going on in the U S. Esther Gons: So, the things I've seen in Europe, but maybe in the Netherlands specifically, is that the Lean Startup and the Lean Startup Methodology is a little bit farther ahead than it is in the U S maybe, especially in terms of the systematic approach towards the Lean Startup and how to do that within a corporate. Which I'm really happy about because that sort of helps me with the innovation accounting. And then the other way around in the U S there is within startups, I'm not sure how that is in a corporate world. But within startups, there's far more appetite for risk investment. So, in Europe, we tend to be a little bit risk averse. Show me first, and then can you at least show me a revenue first before we do any kind of innovation? So, you're dependent on really early-stage angels, if you want to prove that revenue first. But that differs in country per country. But if you look at ten European investment funds, that those tend to be a little bit more risk averse then the U S. And you can see that back into the amount of investments. So, if you compare VC investments, in terms of numbers, US are higher than they are in Europe. For More InformationBrian Ardinger: Well, I can't wait to go a copy of Innovation Accounting. Your books are always so great because they're visual and they're tactical with templates and guides and that. If people want to find out more about your book or about yourself, what's the best way to do that? Esther Gons: For the book, definitely go to Innovation Accounting Book.com, where we have the table of contents and you can download the resources and also look where you can order, and pre-order the book. If you want to know more about me or my company, then simply go to ToGroundControl.Com or might be a little bit more difficult as EstherEmmelyGons.NL. Brian Ardinger: Well, thank you Esther, for being on Inside Outside Innovation. I look forward to continuing to have these conversations about what makes innovation so great and appreciate your time and your insights. Thank you. Esther Gons: Love to be here Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.
On this week's episode of Inside Outside Innovation, we sit down with Esther Gons, CEO and Co-founder of Ground Control and Author of the upcoming book, Innovation Accounting. Esther and Brian Ardinger, Inside Outside Innovation Cofounder, talk about the ins and outs of innovation accounting, and what companies should be doing to track and measure their innovation initiatives. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. Interview Transcript with Esther Gons, CEO and Co-founder of Ground Control and Author of Innovation AccountingBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Esther Gons. She is CEO and co-founder of Ground Control, which is a software platform that helps companies measure innovation and co-author of the corporate startup, and upcoming book Innovation Accounting. Welcome Esther to the show. Esther Gons: Thank you, Brian. I'm really happy to be here. Brian Ardinger: I'm excited to have you on the show. We've had Dan Toma, your co-author of the Corporate Startup and Tendayi Viki on the show in the past. How did you get involved in this innovation space?Esther Gons: I think for me, it's been a journey of entrepreneurship. So, my background is basically being an entrepreneur, starting startups, helping startups. So, I've always been an entrepreneur. And one of my first things that I did when I still was actually in my studies of Information Science was starting a business.And one of the things that I was asked to do by one of the bigger computer companies was building something completely new around their selling of computers. And I think that was one of the first corporate startups that I did, but it wasn't called that way, way back when. But I build over the course of two years, a platform with personal logins, with all sorts of new technologies and things that you could do just to sell their computers, to be able to be working from home. So, blog posts that weren't called blog posts. That was just content from people saying your employees will be so loyal. If you have them working from home, all these kinds of things. I even had other vendors ramped up with furniture, stuff like that. It was an amazing platform. And after two years and a lot of money when we finally launched nothing really happened.And the computer company didn't understand because there were no sales whatsoever and they just simply pulled the plug. But for me, that was a really important event because I was asking myself what went wrong there? What was the risk involved? Was it too early? How could I have known? And that was a search that put me on the path of pioneering and innovation and understanding how you could deal with that. So obviously that platform that failed was 20 years too early. If we look at the situation right now and we needed a COVID pandemic to get there. But yes, that got me into the puzzle, discovering things like the Lean Startup methodology when Steve Blank wrote about it and then working with other entrepreneurs to get it working. To evolve it. To make sure that startups heard about it. So that was when I started to volunteer for a lot of startup activity in Amsterdam. And got involved in that in the tech scene, since I've always been a tech entrepreneur. Brian Ardinger: Your first book, the Corporate Startup really gave corporations that inside look on what it was like and what it is like, to think and act, and move like startups. And create new business models from scratch. And it was a great opportunity to provide a framework for how corporations think about that. Your new book, Innovation Accounting, I'd love to start there. What is innovation? Accounting, and why is it so important? Esther Gons: A lot of corporates asked for metrics. You're absolutely right. But they usually ask for the one metric to rule everything, right? So how are we doing in terms of innovation? And then they use innovation as a catch-all phrase. We want to know about all of our innovation, right? We want to see everything in our portfolio. So, what we've seen with working with a lot of clients, because we like to be practical about things that we write.We want to know that it works. Is that for that startup kind of innovation, which is different from what you do in terms of innovation in the rest of your company, you could be doing a digital transformation. You could be optimizing your current processes with startups. It's all innovation, but if you truly want to do new business model innovation. Breakthrough in disruptive innovation. Then you actually need something else than the processes and the accounting systems that you have in your current company. And we noticed that if people didn't have that new system in place and they were trying to do Lean Startup and they were trying to build new business models, if they didn't have the whole system, the whole package, then it all turned back into incremental innovation again.So, then we thought, well, we have to let people know that if they truly want to do new business model innovation, this kind of disruptive innovation, they can measure that with the indicators that they have in their current company with that current system. Because then it will always fail or turn back into incremental innovation again.So, let's talk about that word innovation accounting, that Eric Ries, once coined as being the system that teams needed to have to be accountable for the decisions they made based on data. And talk about how that evolved into something else. And then what do you need inside a company? What kind of system do you need, need inside of a company to actually measure that kind of innovation?Brian Ardinger: I think that's such an important point that corporations really need to define innovation and understand the spectrum of it. You know, everything from, like you said, the stuff close to the core of that optimization of what they're currently doing and how that differs significantly from transformational innovation when you're trying to come up with a brand new business model. Why do you think it's so difficult for companies to understand this distinction and be able to do something about it? Esther Gons: For a company, it's ingrained in their system, that their goal is to optimize and grow their current system. Right? That's what they are there for. The CEO has been appointed by the shareholders to do that specific thing. So that means that their whole existence, their future is based on, on executing on that core thing. And that also means that everything that they have gathered around it, their processes, their culture, their people, are based around that. And it's hard to understand something that isn't there yet. Something that is probably really risky. So, if you can't see it, then it's harder to understand and to act around it. So, I think it's actually a good point that you're making Brian, because what we've seen is that if you do not make it visible by either a new system with innovation accounting, or in any other way, then top level, it's hard to make that distinction because you can't see it. You're just seeing the investment that you're making, but you can see what you're doing. And what I always say is that you have to look at it in terms of buckets, right? There's buckets that do not have a really high risk, and that have business goals that are aligned with your core business. So fine, you can do that with the current systems and your investment will have to return something in probably a year, because that's what you're used to.But if you're investing in a high-risk bucket, startups are high risk. I'm a investor myself. So, most VCs know this. This is a high-risk profession, right? You don't know how many will return, what kind of money. And the timelines are vague, could be three years, could be 12 years. So, these high risk buckets needs to have a different approach.But you need to have some sort of visibility in terms of control. So, if you make the bet in your strategy, just that saying, okay, I have business models that are fading. I need to look at the future. Then at least you should have some sort of visibility of what you are doing with that future. So are you betting on a specific innovation thesis like we've described in the Corporate Startup. So, then you want to understand how that is going along. Are we doing well? Are we turning that strategy into, into something really practical? Is your funnel turning into a portfolio? So, you need all kinds of indicators to be able to understand that without falling back to your financial indicator. Because naturally, if you're looking for something that is really new, you're searching and your core business is learning, which means that you do not have a return in Dollars or Euros. You have a return on insights and learnings, and that's what you work for. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: So, let's talk about some of those particular metrics. Traditional metrics might be things like profitability, number of customers, things like that. When you get into, on the innovation front, especially transformational innovation, what are some of the early metrics that you should be looking at? Esther Gons: That sounds really simple, right? And I can give you like three indicators, but it makes sense to sort of understand first that what we understand in terms of innovation accounting is like a whole package of indicators. Because you do not only want to understand every single individual team and how that idea is turning into a business model, right. Because we're talking about that journey from idea to business model, and that is a risky journey because you're searching. But you also want to understand how all of the teams are doing inside of the program that you have. Then you want to understand if you have enough ideas to turn that into future portfolio products or services. Is that going along? Do we need more ideas? Is everything stopped at, I don't know, stage two then we definitely have to look at what's going on here. And then you need to also understand from a strategic level, if your bets for the future are doing well. And if your total investment in the future is turning into something that you want for the company. So, these are three levels of indicators or different kinds of indicators that have some sort of abstraction from each other, right? So, at a team level, you need to understand things. Then the manager needs to understand things in terms of how are the teams doing? That is abstracted from the team indicators and strategy level.They don't want to understand how every team is doing, but they do want to understand how that is translated into their portfolio strategy, for instance. So, I think it's important to understand that where Eric Ries said innovation accounting is for the teams. If you want to do it within a corporate situation, you want to do it in a different setting. So, you need to manage all these things and you need be sort of aware or in control of how all of these investments are doing. And if there is some return, I don't know, in the future. Brian Ardinger: So, if I'm part of an innovation team and I'm trying to understand if I'm making progress, what should I be looking at? Should I be looking at the number of ideas I'm working on, the number of assumptions that I'm testing? Where should I start? Esther Gons: For me, the most important thing for, for this kind of innovation is understanding that your core business is learning. So that means there need to be teams that are doing a unified way of working and validating with experiments. Methodically de-risking that business model. Right. So that means that you want to understand if they're learning well. So how many learnings did they have? Maybe you can look at a experiment learning ratio so that every experiment have a learning or not. Or are we doing experiments for the sake of experiments, for instance. If you put that against time or against cost. Because learning for teams is essentially the core business. Brian Ardinger: So, the idea of measuring that against velocity, how fast do they learn, and the cost of that learning. Is that what you're looking at?Esther Gons: So as soon as you put learning the core, you can look at these things, right? So, what is the learning philosophy? What is the learning ratio? What is the velocity cost ratio? How much time do they spend in a certain state, for instance, doing the learnings? That makes sense if you look at the learnings. That is their core business. But I wouldn't ramp up everything if you start. And just look at the core business and what you want to improve, because you have these indicators to be able to steer and improve of them.Brian Ardinger: So, at the organizational level, what are some of the metrics at that portfolio level that companies should be using to know if they're making progress? Esther Gons: That's the top level. You mean the strategic level? I think it's important to understand if you look at that strategic level. The indicators are basically, framed around questions. So, from a strategic point of view, what you're doing is trying to understand how much your company is really under risk of disruption. Right? So is your current business model under threat of, or fade or disruption? Then that is really important to understand. So, we always say, if you look at your portfolio to understand how much you should invest in this kind of innovation, then look at your portfolio in terms of business models and not in terms of products. People usually look at it, in terms of products, right? But then if you look at it, in terms of business models, most of these products are, have the same business model, especially in product driven companies. But the question is my company under the risk of disruption, or is innovation driving growth in the company, that will give you an answer into how much of your investment should actually go to disruptive innovation.And that could then translate into indicators like portfolio fade, stuff like that. And the other questions you should ask yourself is how does my company future look like, right? Am I betting in the right direction? So how is the innovation thesis doing in terms of progressing towards newer stages. Or how efficient is my innovation ecosystem, if I look into the average speed of these innovation going through the stages or are my investment returning something in so many years. Brian Ardinger: So, looking at things like how much of my revenue is coming from new initiatives, things along those lines?Esther Gons: Things along those lines, but that's the easiest one. And that's one that corporates usually want to see that. So that's why I usually stay away from those in questions like this, because in essence, of course you want to understand how much of your growth is driven by revenue from these kinds of disruptive innovations. If you are starting out with innovation accounting right now, you won't be seeing that until three years or four years from now.I think it's then better to look at different kind of indicators on a funnel level. So, what is going on in the funnel? How many of these ideas are actually starting? And how many end up in different stages. Is that progressing well. With one of your innovation theses that you defined, because you wanted to bet in that specific future, nothing is happening after the second stage, you should ask yourself, is this the right pieces? Should we look at it again? So, you need to have some insight depending on the maturity level of your innovation ecosystem, to be able to steer towards a better ecosystem. Brian Ardinger: The last topic I want to talk about is you're based in Amsterdam, so I'd love to get your insights, and I'm curious to know what you're seeing as it pertains to European companies and their approach to innovation and how it may differ from what's going on in the U S. Esther Gons: So, the things I've seen in Europe, but maybe in the Netherlands specifically, is that the Lean Startup and the Lean Startup Methodology is a little bit farther ahead than it is in the U S maybe, especially in terms of the systematic approach towards the Lean Startup and how to do that within a corporate. Which I'm really happy about because that sort of helps me with the innovation accounting. And then the other way around in the U S there is within startups, I'm not sure how that is in a corporate world. But within startups, there's far more appetite for risk investment. So, in Europe, we tend to be a little bit risk averse. Show me first, and then can you at least show me a revenue first before we do any kind of innovation? So, you're dependent on really early-stage angels, if you want to prove that revenue first. But that differs in country per country. But if you look at ten European investment funds, that those tend to be a little bit more risk averse then the U S. And you can see that back into the amount of investments. So, if you compare VC investments, in terms of numbers, US are higher than they are in Europe. For More InformationBrian Ardinger: Well, I can't wait to go a copy of Innovation Accounting. Your books are always so great because they're visual and they're tactical with templates and guides and that. If people want to find out more about your book or about yourself, what's the best way to do that? Esther Gons: For the book, definitely go to InnovationAccountingBook.com, where we have the table of contents and you can download the resources and also look where you can order, and pre-order the book. If you want to know more about me or my company, then simply go to ToGroundControl.Com or might be a little bit more difficult as EstherEmmelyGons.NL. Brian Ardinger: Well, thank you Esther, for being on Inside Outside Innovation. I look forward to continuing to have these conversations about what makes innovation so great and appreciate your time and your insights. Thank you. Esther Gons: Love to be here Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.
The SCAMPER method stands for seven techniques that help direct thinking toward novel ideas and solutions: (S) substitute, (C) combine, (A) adapt, (M) minimize/magnify, (P) put to another use, (E) eliminate, and (R) reverse. Hear it Here - https://bit.ly/mentalmodelshollins Show notes and/or episode transcripts are available at https://bit.ly/self-growth-home Peter Hollins is a bestselling author, human psychology researcher, and a dedicated student of the human condition. Visit https://bit.ly/peterhollins to pick up your FREE human nature cheat sheet: 7 surprising psychology studies that will change the way you think. For narration information visit Russell Newton at https://bit.ly/VoW-home For production information visit Newton Media Group LLC at https://bit.ly/newtonmg #BobEberle #SCAMPER #UseSCAMPERToMethodicallyAndCreativelySolveProblems #MentalModels #RussellNewton #NewtonMG #PeterHollins #TheScienceofSelf Bob Eberle,SCAMPER,Use SCAMPER To Methodically And Creatively Solve Problems ,Mental Models,Russell Newton,NewtonMG,Peter Hollins,The Science of Self
Summary: Kay Wyma takes a walk with Brenda to discuss how her writing career took off. Kay Wyma's writing career began when she was extremely frustrated with how entitled her kids were acting so she started a blog to help other parents and kids who were facing similar troubles. One day, in her car, something happened that changed her entire outlook on life. Tune in to get the full scoop. Today, Kay Wyma lives a life of thankfulness, kindness, and mercy. She is the best selling author of Cleaning House: A Mom's Twelve-Month Experiment to Rid Her Home of Youth Entitlement. Timestamps: [00:53] How her kids' entitlement issues made her start blogging. [03:00] How Kay Wyma went from frustrated mom to best selling author. [04:21] Speed walk! [06:42] Arm work (scissors). [08:00] The moment of gratitude that brought life into everything. [10:57] Speedwalk and arm work! [14:26] What does gratitude do to your brain? [17:46] What is the upside-down economy of kindness? [18:30] Final set: speed walk and chest work. [21:53] Believing that you are a masterpiece. [24:46] What is kindness without consequences? [25:59] Who has walked the road with Kat Wyma? [27:02] How can you connect with Kat Wyma? Key Takeaways: Physical well being and mental well being are deeply connected. Methodically and intentionally practicing gratitude daily impacts your neural pathways. “Even in moments of unsettledness you can always find something for which to be legitimately grateful for” - Kay Wyma When you are secure in your identity and know your worth, it becomes easier to enter into other people's reality and empathize with what they might be facing. Being kind is a vulnerable situation because you might be rejected by the person you are being kind to. Links: Connect with Kay Wyma: Website | Moat Blog | Instagram Connect with Brenda: Instagram | Website
On this episode of Emerging Brands, Andy Howard, President and Chief Executive Officer of Huey Magoo's Chicken Tenders talks about thirty-five years ago when he got his start as a marketing director in the restaurant industry. Howard explains why his career choices have earned him the name chicken expert. First chicken stop started with Kenny Rogers Roasters, which was the whole chicken, then moved to the chicken breast at Ranch One a small chain in New York at that time. Howard's third stop as Executive Vice President of Wingstop, where the menu consisted of just wings. Howard had been traveling for ten years between South Florida and Texas with Wingstop and it was time for him to get off the road. He talks about looking for his next life, he wanted to stay in the chicken business and began his quest to find the greatest chicken tenders. Howard's journey takes him to Huey Magoo's Chicken Tenders based in Orlando, he acquired the company. Huey Magoo's Chicken Tenders was a perfect fit for Howard's plan. He talks about the steps he took to get the brand ready to franchise and his passion for the franchise model. Howard was looking to attract experienced franchisees and began franchising Huey Magoo's. He shares his strategy to grow the south, southeast quadrant. Methodically, Howard will grow Huey Magoo's Chicken Tenders across the country with eighteen stores open today and two hundred sold in eight states. Howard shares how Huey Magoo's task force of very few were able to navigate the pandemic, and support the restaurants. They took the approach to over communicate and to continuously offer support. Howard says, they were able to get through and even thrive.Howard shares his love for the franchise business and his approach to being the first contact for anyone interested in being a partner. He has learned a lot over the years and believes in taking care of his team.
Boosh Plant-Based Brands Inc. (CSE: VEGI) CEO Jim Pakulis tells Proactive the Vancouver, Canada-based group is expanding into the US with its plant-based frozen, refrigerated, and shelf-stable foods. Pakulis says the company will be tackling sales 'very methodically' using the services of Thrive Natural Sales, targeting the Northwest quadrant including Washington and Oregon, and migrate South, and then East.
Since the first Martian “canals” were charted in 1877, space aliens have captivated sky-gazers, night travelers, and television watchers worldwide. Polls show that nearly half of all Americans believe in extraterrestrials, and many are convinced they've visited Earth. A fair number of scientists also suspect that aliens exist, and for decades they've been seriously searching—using powerful antennas and computers to scan for radio waves coming from other star systems. Recent interest in alien craft sightings, documented in my interview with @Mick West is at an all time high: https://www.youtube.com/watch?v=HJtTgIKDUZw. Thanks to our sponsors! https://magbreakthrough.com/impossible http://betterhelp.com/impossible Please join my mailing list to get *FREE* notes & resources from this show! Click
In this episode, Spencer joins the boys with some interesting topics. They look back on some of their memories together, and Spencer tries to pick topics that will make Juan uncomfortable. Does it work? Listen to find out! Stay tuned for more Moon Standards!! --- Support this podcast: https://anchor.fm/moon-standards/support
In the almost 40 years from the death of Khubilai Khan in February 1294, to the ascension of Toghon Temur Khan in July 1333, nine Khans of the Yuan Dynasty had been enthroned, with only Temur Oljeitu Khan reigning over a decade. It was a period of treachery, political infighting, civil wars, fraticide, economic mismanagement and inflation and environmental crises upon environmental crises. It was for Toghon Temur, the final Yuan ruler in China, to have the longest reign, sitting for 35 years in the two capitals of Dadu and Shangdu. His long, passive reign saw the disintegration of Mongol rule in China and the expulsion of the Yuan court in 1368- despite some energetic efforts to save the dynasty. Today, we present to you the final years of the Yuan Dynasty, and the last, but doomed, efforts to save it from total ruin by a series of energetic chancellors, none more famous than Toghto of the Merkit. I’m your host David, and this is Kings and Generals: Ages of Conquest. Toghon Temur was only 13 years old when he became Khan of Khans in July of 1333. A great-great-grandson of Khubilai Khan, Toghon Temur was a son of Qoshila, who had briefly reigned as Khan in 1329 before being murdered by his brother, Tuq Temur. The young Toghon Temur had been exiled from the Yuan court by Tuq Temur Khan and his chancellor, El-Temur, first to Korea, then to Guangxi province in China’s far south. It was unlikely he’d ever see the throne, and aside from some time with a Buddhist teacher in his exile, he received no training for governance. But when Tuq Temur Khan’s designated heir died in 1331, the reigning Khan had a crisis of conscience, evidently from his guilt in the murder of his brother Qoshila. On his deathbed, Tuq Temur indicated he wanted the throne to go to the line of Qoshila; not to Toghon Temur, but his younger half brother, the six year old Irinjibal. There was a major obstacle to this, in the form of El-Temur, the real power in the Yuan Dynasty. It was El-Temur who had engineered the coup which placed Tuq Temur on the throne in 1328, and Tuq Temur Khan had been a puppet for El-Temur throughout his reign. Of Qipchaq descent, El-Temur was from the fourth generation of a celebrated family of Qipchap servants to the Khans. His great-grandfather and grandfather had both served Khubilai Khan in his campaign against the Dali Kingdom in the early 1250s, and since then the family had been among the most prominent in the Yuan realm, controlling one of the empire’s key military units, the Qipchaq Guard. El-Temur and his father had loyally served Qaishan Khan, but after his death in 1311 had lost wealth and prestige. The coup El-Temur orchestrated in 1328 was not just to restore the line of Qaishan and place Tuq Temur on the throne, but restore his family’s power. Alongside another non-Chinggisid powerbroker named Bayan of the Merkit, El-Temur controlled the Yuan court and married into the imperial family. Before his death, Tuq Temur Khan had entrusted his youngest son El-Tegus into Chancellor El-Temur’s care, and El-Temur wanted the young boy to succeed his father. But Tuq Temur’s widow Budashiri rallied the court into supporting her husband’s final wish, and the aging and ill El-Temur reluctantly agreed to make Qoshila’s six year old son Irinjibal Khan… until Irinjibal died of illness not even two months later. Once again El-Temur wanted El-Tegus to become Khan of Khans, but resistance from the court was too great; they wanted the throne to go to Qoshila’s 13 year old son Toghon Temur. Even El-Temur’s number 2, Bayan, was convinced of it by Empress Budashiri, and after several months of argument over early 1333, a declining El-Temur acquiesced, in part due to agreement to marry his daughter Danashirin, to Toghon Temur. With that, El-Temur died soon after. In July 1333, a little over a century since the death of Chinggis Khan, Toghon Temur was enthroned as the Khan of Khans. The boy was, as to be expected, a puppet. This time, for Bayan of the Merkit, who after serving as second fiddle to El-Temur, wanted to implement his own designs. Part of this was by securing power. In 1335 he unleashed a bloody coup which killed the members of El-Temur’s family and loyalists still in government. Even the daughter married to Khan Toghon Temur was killed. That year, Bayan made himself the sole chancellor of the Yuan Dynasty, the maximum power and authority he could ever hope to attain. Bayan was not in the office simply for the sake of authority and killing his former coworkers. He actually had a dream. A rejuvenation of the Yuan Dynasty, desiring a restoration to the way things had been in Khubilai’s time; the good old days, when Mongols and Chinese were separated, the racial hierarchy and ensuing privileges clearly enforced. Bayan changed Toghon Temur’s reign title to Chih-yuan, which Khubilai had used from 1264 until his death, a clear symbolism, but there were much more overt and practical methods to Bayan’s plan. Chinese were banned from a great number of government offices, forbidden from learning Mongolian and other west Asian languages, and the Chinese population was to be disarmed and their horses confiscated. The examination system to choose officials reinstated by Ayurburwada 20 years prior was to be again cancelled. Yet Bayan also wanted to make government more efficient by cutting court expenditures, and reduce stress on the empire’s population by decreasing the high fees on the salt monopoly, encouraging agriculture, and improving and speeding up the government relief system. The environmental crisis we spent so much of the last episode discussing had not abated by any means, and Bayan saw it as governmental duty to provide for the people hurt by it. Of course, that couldn’t mean he wasn’t allowed to enrich himself with wealth, honorifics, titles and positions along the way. A man who had cut his teeth in the wars of the steppes against Qaidu, Bayan had a tendency to overreact to threats violently. Toghon Temur was said to have complained how he spent his first years as Khan in fear for his life due to Bayan. His political enemies were violently persecuted, as seen when he eradicated the allies and family of his former partner El-Temur, and whenever plots were discovered against him. Bayan even had the gall to execute a Chinggisid prince outside the gates of Dadu. News of uprisings, and even the revolt of a city in 1339, led to Bayan believing in a wide conspiracy against him, seeing assassination plots around every corner. He responded with rounds of investigations, charges and violent purges to anyone he suspected involved. His enemies were convinced of the need to bring him down, and in spring 1340 a coup was launched against Bayan, with the support of Khan Toghon Temur and led by Bayan’s own nephew, the rising star Toghto. While Bayan was out hunting, the court stripped him of titles and positions and banished him. Returning from the hunt to find himself jobless and exiled, Bayan died less than a month later. With him died the last of those who tried to bring the court back to the ‘old ways,’ succeeded by those who recognized, and even celebrated, the sinicization of the Mongol dynasty. The new generation of court leadership was symbolized by Toghto. Only 26 years old at the time of Bayan’s ouster, Toghto had been well educated and raised to prominence by his uncle. Unlike Bayan, Toghto had no misconceptions about restoring things to the time of Khubilai Khan. Raised in China, Chinese culture and Confucianism was something to be appreciated. Believing all government problems could be solved with a steady hand and powerful government, Toghto wanted to centralize and strengthen the Dynasty, with a variety of reforms to tackle the empire’s problems. His first period as Chancellor saw removal of the last of Bayan’s allies, the restoration of the civil service examinations, greater incorporation of Confucian scholars into government than ever before, and actual visibility to Toghon Temur Khan. The Khan finally was able to give a decree denouncing his uncle Tuq Temur for murdering Qoshila, and banished many of the handlers Bayan had placed on him. His cousin El Tegus was almost certainly put to death on his order, removing this claimant to the throne. Toghon Temur’s own son Ayushiridara was entrusted to Toghto’s household to be raised, fed and educated, the boy’s welfare being some Toghto took very seriously. Luckily for the historians among us, one of Toghto’s most important tasks for posterity was providing the funding to finally complete the official histories of the Liao, Jin and Song Dynasties by 1344. On his encouragement, the Liao and Jin Dynasties were recognized as legitimate, a debate which had in part slowed the completion of these histories in the first place: the Confucian-Chinese editors had rather thoroughly argued against recognizing the Khitan ruled Liao or the Jurchen ruled Jin as proper dynasties, but Toghto, with an eye for the future representation of the Mongol ruled Yuan, pushed for it. So the Liaoshi, Jinshi and Songshi were finally completed and presented to the court, though the quality of the Liao Dynastic history in particular has been lamented by later scholars. As you can imagine, Toghto has always earned a warm reception from historians for this effort, though it does not mean all his efforts in his first Chancellorship were successful. His expensive proposal to cut a new waterway to transport grain to Dadu was a spectacular failure, though it was a problem he would not stop in his efforts to resolve. Toghto’s bright plans were cut short in the emerging crisises of the 1340s. This was a decade of almost annual earthquakes, unseasonal snowstorms in Mongolia eradicating entire herds, severe flooding in central China, accompanied by widespread famine, drought and epidemic. There has been suggestion that bubonic plague began spreading in China in the 1340s, moving west with Mongol armies to reach Europe in 1347. However, from the beginning of the most severe phase of epidemic in 1344 to having reached the armies of the Golden Horde two years later is a rather tight schedule to cross all of Asia. There has not been enough evidence to identify the epidemics in China as the Black Death, and a great number of other viral epidemics remain likely culprits. After years and years of these environmental issues, the field of frustration finally began to bloom into violent uprisings in the 1340s. In 1341, there were more than 300 bandit uprisings across central China. And among these revolts was the emerging Red Turban Movement. To quote Frederick Mote’s chapter “the Rise of the Ming Dynasty,” in part 1, Vol. 7 of the Cambridge History of China: The Ming Dynasty, page 18, the Red Turbans were “loosely Manichean within folk Buddhist religion and were millenarian in their impulses. They defied the normal sources of authority and displayed capacities for conspiratorial cohesiveness and for uncompromising relations with the government, thus making their behaviour more extreme than that of conventional rebels. All the important movements of this kind in this period have been loosely grouped under the designation of the Red Turban (Hung-chin) rebellions.” The Red Turbans, so called for their red headbands, were a large and loosely connected group which espoused a sectarian, millenarian Confucianism, calling for radical change of society through military means, returning to an older, ‘purer’ China. Having began in the late 1330s as a respeonse to the environmental and financial crisis blamed on the foreign barbarians ruling China, the movement steadily picked up steam with each year and with each successive trouble and crisis. The Yuan had greatly overlooked this social aspect of their rule and constant attempts to restrict Confucianism and Chinese rights. The Red Turbans were going to provide a framework for many looking for an excuse to fight back, or just to fight. We’ll return to them soon enough. Toghto’s reaction to the country wide problems in 1344 was to resign his post. For the next five years, the chancellorship was largely dominated by a man named Berke Bukha. He was also genuinely reform minded, but in the other direction from Toghto. Having experienced firsthand the slowness of government relief, Berke sought to decentralize the government, and make each region more able to effectively respond to local problems, be they environmental or banditry. Corresponding and getting permissions with the Central Government in Dadu took too long, especially for the most distant provinces. By the time aid or relief arrived, it could have been much too late to do any good. Essentially, Berke Bukha wanted to cut government red tape, to use a modern parlance. It was a good idea, and one about two decades too late to avert the oncoming catastrophes. The problem of uprisings, economy and environment piled ever higher regardless of Berke Bukha’s efforts, and in 1349 Toghon Temur Khan recalled Toghto to the court to resume his post. Toghto got back into the saddle with great energy. He was said to have wanted to dazzle his contemporaries and make his name immortal in the historical record, and immediately set about trying to do just that. One problem Toghto had been stumped by in his first chancellorship was how to pay for his great schemes, and in 1350 finally stumbled on an absolutely fool-proof idea: why not just print more money? The fact it was entirely unbacked by the depleted silver reserves in no way would be a problem. With a firm central guiding hand, Toghto got to work on his grandest scheme yet: forcing the Yellow River back into its former course, in order to once more enter the sea south of the Shandong peninsula. This was not a mere vanity project. The annual flooding of the Yellow River had become disastrous, and in 1344, 20 days of nonstop rain had caused the River to rise to 6.7 metres, break its banks and flood 18 districts and 17 cities, cutting of the Grand Canal, and draining into the Huai River, which in turn caused it to rise and threaten the salt fields in Shandong and Hebei provinces, before entering the ocean south of the Shandong peninsula, whereas before it had come out to the north. The threat to the salt fields was a particular concern for the court: as the salt trade and its associated taxes was worth six-tenths of Yuan yearly revenue, it was vitally important to ensure its protection. This was also necessary in order to restore the flow to the Grand Canal, the north-south canal which carried the rice and grain of south China northwards to feed the capital of Dadu every year. This had already been in trouble due to a pirate, Fang Guozhen, having taken control of a portion of the canal and blocking shipments of supplies to Dadu, refusing peace offers, titles and resisting a military operation by Toghto in 1350. There was intense opposition to the project to reroute the Yellow River, but Toghto had firmly taken control of government and forced the plan through. Printing 2 million ingots worth of the new currency to pay for it, from May to December 1351, 150,000 labourers, and 20,000 soldiers dug a 140 kilometre long channel to reroute the river; and it worked! Once more the Grand Canal was fed, the salt fields were protected and the Yellow River exited into the ocean north of the Shandong peninsula. Toghto’s genius engineering project was designed to protect the producers and economy of the Yuan Dynasty, but it accidentally became one of the events which sparked off the dynasty’s ultimate collapse. The large gathering of workers, hungry and weak from years of famine, being punished by cruel overseers trying to meet a strict timetable, and paid in a currency that was only a little above worthless, was fertile soil for the Red Turbans. Even as work continued on the canal, a massive revolt erupted in the Huai River valley, which spread rapidly. The Yuan were taken aback, the sheer size of the uprising causing cities to fall in quick succession- few city walls had been rebuilt after the initial Mongol conquests, after all. In the first engagements, the government forces were poorly prepared and beaten back, including an army commanded by Toghto’s brother Esen-Temur. This was not the highly mobile, horse archer forces of the conquest period, but generally local Chinese militias commanded by Mongols and Central Asians. The actual cavalry forces made up of Mongols and Turks were kept close to the capital. But this was the time for Chancellor Toghto to shine. He seemed almost custom made for this crisis. He immediately organized the defense, raised new armies and conscripted militias. New training and command structures were implemented. He knew he had to tread carefully, lest mismanaged and underpaid troops join in the revolts. In a dizzying juggling effort, Toghto organized and reorganized the larger military units, transferred and reappointed commanders around the dynasty, all to stop this sudden mobilization of troops from creating an opportunity for individuals and regions to form alternate powerbases to resist the government. And it worked shockingly well. With his so-called Yellow Army, named for the colour of their uniforms, this newly raised force of mostly Chinese volunteers under Mongol and Turkic commanders became Toghto’s “nationwide apparatus of pacification,” as historian John Dardess termed it. Leading the most important campaigns himself, Toghto began to halt, then push back, and finally overrun the rebellion. By the end of 1352 Toghto had brought the Huai River valley back under government control. Methodically, they retook the cities which had fallen to the Red Turbans. By the end of 1354, Toghto was effectively about to crush the final major figure of a largely broken movement. At the city of Gao-Yu on the Grand Canal, in the closing months of 1354 Toghto had surrounded and was advancing on Zhang Shicheng, a former salt worker turned warlord who had declared himself an emperor in 1353. Zhang Shicheng’s control of the strategic city of Gao-yu cut off much of the grain shipment to Dadu and starved the capital, particularly dangerous when epidemics was swirling around the metropolitan region and killing thousands. Toghto had a two-fold plan to overcome Zhang and the liability of the Grand Canal. One was obviously for Toghto to advance with a large army and crush Zhang, but the second was to make the north, for the first time in Chinese history, a rice producing region. 2,000 dyke builders and paddy farmers were transported into central Hebei, Honan and even southern Manchuria to instruct them on how to cultivate rice, and make the north less reliant on southern producers. Given that for most Yuan rule, some of the most important grain and rice producing regions of the south had been depdendent on outside relief efforts due to excess typhoons, floods and droughts, it was a sensible, though expensive plan, one paid for by the unbacked paper currency he continued to print huge quantities of. In the last days of 1354, Grand Chancellor Toghto had Zhang Shicheng’s city of Gao-yu isolated and on the edge of collapse. The starving Zhang Shicheng, the final figure of the rebellion of any power, was about to crushed beneath the boot of Toghto, and order restored through the Yuan, when Toghon Temur Khan made the spectacular, and by far the worst, single decision of any Yuan Emperor: he dismissed Toghto in January 1355, and Toghto, as loyal servant, accepted. If any single decision could be pointed to as the moment the Yuan lost China, it was this one. The dismissal of Toghto was the dismissal of the last, and only figure, who could have held the dynasty together. The exact reasons for this short sighted decision are unclear. Toghto’s power had grown considerably from 1350 through 1354, and had developed a system granting him great control of government, finances and the military. It is feasible his enemies at court simply had enough of his might, and led by a former ally of Toghto named Hama of the Qangli, they wanted to act before Toghto had his final victory over the rebellion. They very reasonably asked where might his energies and intentions have gone once the crisis was over? Would all foes of Toghto be wiped away, and Toghto rule in total dictatorship? With the rebellion about to be crushed, they may have felt it safe to remove him and simply finish the work themselves. Toghon Temur Khan may have wanted Toghto’s removal due to the attention and power Toghto had been giving to the Khan’s son and likely successor, Ayushiridara. Toghto had raised the boy in his household, grown close with him and saw to it that he was finely educated, trained for governance and prepared for rulership. Even in the midst of the rebellion, Toghto had given the lad his own palace in Dadu, his own staff, power to choose officials, an allowance and in late 1354, power to review all business conducted by his father the Khan. The young Ayushiridara was on his way to becoming a power within his own right, and Toghon Temur could have worried Toghto was going to replace him with his own son. We should of course comment on this point on Toghon Temur Khan himself. Usually, Toghon Temur is presented as a Khan who specialized in debauchery and all sorts of sexual perversions, holding his own one-man saturnalias and all that. This isn’t what he spent his entire reign doing, to be sure. His first years as Khan when he was in his early teens were spent living in fear of Bayan, but after the 1335 coup, especially with Toghto’s encouragement, Toghon Temur actually began to take a bit of a role in government. But by the start of the 1350s, the Khan had started to grow tired of the work and began to abandon even the small list of duties he was given. At this point he really started to enter this phase of “party-mode,” as it were, though the level of debauchery is almost certainly overstated by largely hostile Ming Dynasty sources. “Semi-retirement,” as historian John Dardess described it, is probably better to imagine. Certainly, there was excessive eating, drinking and such. You can probably guess what his “participation” was in the “all-female dance ensembles and orchestras'' that he enjoyed. But he had other interests too, such as Buddhism, and sponsored a circumambulation of the imperial palace grounds of Dadu by 108 monks. He had engineering interests, designing his own pleasure barge for the lake in the imperial gardens, and taking part in the construction of a rather clever water clock. He enjoyed his yearly sojourns to the summer capital of Shangdu, spending almost two months of every year simply on the move between Dadu and Shangdu. Really, a lot of interests other than governance. Toghon Temur was shortsighted, a poor governor, and absolutely not up to the task of stepping into the vacuum left by Toghto’s dismissal. The Khan and the Central Government assumed they could operate the carefully built apparatus Toghto had, somewhat precariously, balanced around his person. Of course, this was not the case in the slightest. With the loss of their leader, Toghto’s army deserted, joining the rebel movements which spread once more, while Zhang Shicheng saw this as divine intervention and expanded his realm onto the Yangzi River. Toghto had been the last credible leader of the Yuan, for no one else in Dadu had the foresight or ability to assuage the dynasty’s fall. In the months following Toghto’s dismissal rebellion reignited, and a lead member of Red Turbans in the north, Liu Futong, declared Han Lin-erh emperor of a restored Song Dynasty. The years of strengthening the regional governments followed by mass mobilization of resources by Toghto resulted in the provincial commanders essentially becoming completely autonomous warlords in at best loose allegiance to the Yuan government. The Yuan Dynasty’s effective area of administration became limited to an area around Dadu in the north, a regional power among a number of competing warlords. Some maintained a nominal adherence to the Yuan government, but were more concerned in fighting for survival against Red Turban and other upstart Chinese warlords than imperial unity. A number of Chinese warlords popped up in loose connection with the Red Turbans, using them as basis to build their own power networks and legitimacy- Zhang Shicheng, Chen Youliang, and of course, the former peasant from Anhwei, Zhu Yuanzhang. Toghto would not see the end of the dynasty- he was assassinated by his enemies while in exile in Yunnan at the start of 1356. Neither did he live long enough to see that his excess printing of the currency and the ensuing hyperinflation resulted in it becoming totally worthless, ceasing to be circulated within months of Toghto’s death. Toghon Temur Khan would sit almost idly as the Chinese warlords fought amongst each other, eventually snowballing under the authority of Zhu Yuanzhang- though you might know him better by his era name, the Hongwu Emperor, the founder of the Ming Dynasty. For the final decade of Yuan rule in China, the Yuan were practically bystanders to their final fate. Our next episode is not a fall of the Yuan, as much as it is the rise of the Ming- so be sure to subscribe to the King and Generals Podcast to follow. If you enjoyed this and would like to help us keep bringing you great content, please consider supporting us on patreon at www.patreon.com/kingsandgenerals. This episode was researched and written by our series historian, Jack Wilson. I’m your host David, and we’ll catch you on the next one.
IT'S NFL DRAFT WEEK, and we've got you covered with this Browns' Draft Preview Episode! Andy was joined by friends of show, Stephen Thomas of Browns Daily Mock Draft & The OBR, and Jeff Lloyd, host of the Locked on Browns Podcast! The guys cover all scenarios with the Browns' pick at 26, players that fit the criteria of Andrew Berry's 114 player, big board, and then the boys did a live Browns' mock draft! We then closed the episode with 5 RANDOM-ASS QUESTIONS! Hope everyone has a great draft week, and if you're attending the draft in Cleveland then please definitely have a fun time, but also make it a safe time! GO BROWNS!!! Follow the Show on Twitter: https://twitter.com/NOTSameBrowns Follow Andy on Twitter: https://twitter.com/AndyCleves_ https://www.instagram.com/notthesameoldbrownspodcast/ Follow Stephen Thomas on Twitter: https://twitter.com/BrownsMockDraft Follow Jeff Lloyd on Twitter: https://twitter.com/Jeff_LJ_Lloyd Music Written, & Created By David Rice Checkout my Horror Movie Podcast, Dead in Santa Carla: https://linktr.ee/deadinscpodcast
It’s my mission to help you work through any blockades you have in creating better and more meaningful photography. In today’s episode we look at this notion of understanding your photography, and maybe it’s better to say understanding your point and purpose in photography. When that is clear to you, it’s much easier for everything else to fall into place. This is Latitude Photography Podcast, Episode 113 for April 25, 2021 Announcements Upcoming topic for listener images reviews. IN THE WATER April 29, going live on YouTube at 7:15 p.m. Pacific Time. I invite you to join us live and ask questions or make comments while the images are being reviewed. Lots of great images have been coming in. Get yours in before the evening of the 28th to be considered for this next live session. I’ve released my next episode of my Lightroom Classic Quickstart Bootcamp. It’s all about my personal method of doing file organization with all my images. I also talk about options for organizing by date as well. Other than the inquiry I put in the facebook group about the idea of what you think it’d be like to be in on the planning stages of the workshop (i.e. the specifics of what to shoot) I didn’t hear anything back from the last time I said something about that in the previous episode. So I’ve decided that I’ll still plan this workshop, and for those that are curious, you can help determine which is better, one waterfall over another. The location will be Minnesota’s North Shore area and there’s just TONS of waterfalls. It’ll also be in September. More details will come out later but just know this for now, if you’re interested, block out mid September in your calendar. We’ll be photographing fall color and waterfalls. We’ll start in Two Harbors, MN and end in Grand Portage. It’ll take me a bit to get the sales page ready on the site, but for now, just be planning on it :) MAIN TOPIC Understanding your Photography with Lori Rowland. Identifying your Photographic Purpose What are your interests in life? In photography? Name Three sources of Inspiration, from any source, creative inspiration. Describe your VOICE as a photographer. What is your overarching goal? What are you really good at outside of photography. Literally, remove as much “photography” from the conversation, what are you really good at? You might consider these to be your traits. Not considering photography, what needs work? More about you? Do you get feedback? Meaningful feedback? Your work isn’t for EVERYONE, nor should it be. Your work isn’t just for you either. Who is your photography for? Where are you in your creative process, how do you get here? What’s working for you? Introduce new interests, but don’t get derailed! Methodically add new ideas and see how they resonate with you, your audience and your goals. How to grow with your photography Reminders & Links Get some free resources here: https://brentbergherm.com/info/resources/ Get on the list for updates on Latitude Photography School Shop at lensrentals.com with my affiliate link and I’ll get a small commission of the sale. Use the code "latitude15" at checkout and you'll get 15% off your order. I also have an affiliate link with ThinkTank Photo THE PHOTOGRAPHER’S LIBRARY: https://brentbergherm.com/info/photographers-library Find us on the web at http://latitudephotographypodcast.com Find me on facebook at https://www.facebook.com/brentberghermphoto/ Find the podcast facebook group at https://www.facebook.com/groups/latitudephotographypodcast/ Find me on instagram @brentbergherm Find me on YouTube at https://www.youtube.com/c/brentberghermphotography Find me online at https://brentbergherm.com Find Lori Rowland: https://oregonexposures.com and https://www.facebook.com/LoriRowlandPhotography
In The Huddle with Vinny Bonsignore - Las Vegas Raiders News
Friend of the show Q Myers "Your Boy Q" joins the show and chats with Vinny about if the Raiders have hit on their past draft picks. How soon are the Raiders to starting OTA's?Vinny takes calls from Raider Nation. See omnystudio.com/listener for privacy information.
Locked On Avalanche - Daily Podcast On The Colorado Avalanche
There will be two factions of people who will want to talk about this game. The side that talks about how the Avalanche went on an offensive outburst in netting eight goals, and the side that will talk about Hunter Miska's no good, very bad day. Both would be valid.The Colorado Avalanche handed the Anaheim Ducks four 1st period goals with Miska in net. Coach Bednar had seen enough, made the switch to Philipp Grubauer who proceeded to shut the door on the Ducks while the Avalanche began their comeback one goal at a time. In the end, Colorado had too much fire power for Anaheim to catch up.For today's episode we got the listeners involved and got their thoughts on the game overall and the performance of Miska. Tune in and subscribe!Join our Bracket Challengehttps://fantasy.espn.com/tournament-challenge-bracket/2021/en/group?groupID=3624947Locker RoomDownload the Locker Room app free in the iOS app storeCreate a profile, link your twitter and join the [League] groupFollow me @locked_on_avalanche to be notified when my room goes liveBetOnline AGThere is only 1 place that has you covered and 1 place we trust. Betonline.ag! Sign up today for a free account at betonline.ag and use that promocode: LOCKEDON for your 50% welcome bonus.Built BarBuilt Bar is a protein bar that tastes like a candy bar. Go to builtbar.com and use promo code “LOCKED15,” and you'll get 15% off your next order. Learn more about your ad choices. Visit podcastchoices.com/adchoices
Locked On Avalanche - Daily Podcast On The Colorado Avalanche
There will be two factions of people who will want to talk about this game. The side that talks about how the Avalanche went on an offensive outburst in netting eight goals, and the side that will talk about Hunter Miska's no good, very bad day. Both would be valid. The Colorado Avalanche handed the Anaheim Ducks four 1st period goals with Miska in net. Coach Bednar had seen enough, made the switch to Philipp Grubauer who proceeded to shut the door on the Ducks while the Avalanche began their comeback one goal at a time. In the end, Colorado had too much fire power for Anaheim to catch up. For today's episode we got the listeners involved and got their thoughts on the game overall and the performance of Miska. Tune in and subscribe! Join our Bracket Challenge https://fantasy.espn.com/tournament-challenge-bracket/2021/en/group?groupID=3624947 Locker Room Download the Locker Room app free in the iOS app store Create a profile, link your twitter and join the [League] group Follow me @locked_on_avalanche to be notified when my room goes live BetOnline AG There is only 1 place that has you covered and 1 place we trust. Betonline.ag! Sign up today for a free account at betonline.ag and use that promocode: LOCKEDON for your 50% welcome bonus. Built Bar Built Bar is a protein bar that tastes like a candy bar. Go to builtbar.com and use promo code “LOCKED15,” and you’ll get 15% off your next order. Learn more about your ad choices. Visit podcastchoices.com/adchoices
I'm conducting two Virtual Leadership Development Workshops for a great client, Kilgore Industries (large MEP construction company HQ'd in Houston, TX) and you're invited to participate. Who should attend? Top Level Leaders, Upper and Middle Management, HR Professionals, Talent Development Professionals, & Owners of Blue-Collar Businesses. In this workshop you will learn: - How to Become a Sought After Employer of Choice - How to Methodically and Intentionally Improve Your Culture - How to Reduce Frustration & Generate Buy-In - How to Attract and Retain Top Talent - How to Unleash Your Team’s Potential - How to Move Beyond Traditional #Management & Supervision Practices - How to Build and Lead a #HighPerformanceTeam There will be 6 sessions over 6 weeks. Each session will be 2 hours. You can pick between a morning or an afternoon session each Wednesday beginning 3/24/21. $499 USD per person includes: - 2 signed books: BCL & #Culture and BCL & #Supervision - 60 page participant's workbook - Access to my 1 hour "How to Conduct a Book Study Training" video - Up to 1 additional hour after each session for group Q&A with me. For related details and registration, visit BlueCollarLeadership.com/virtualbclc
In this episode, my guest Chris Ruttle has this very important conversation that's always a perplexing topic to many students and parents alike.Host Vai Kumar and Chris Ruttle engage in a dialogue on several aspects that makes a student well rounded and ready to face the challenge that high school, college and career presents versus what a student faces in elementary or middle school. Factors like being independent learners and balancing schedule for maximum productivity and results are highlighted in this highly useful and insightful episode.Chris Ruttle is the owner of two of the Best in Class Education Centers, north of Atlanta in Milton and Johns Creek, GA. Chris's family - his wife Molly, son Carter, daughter Allison are all part of this family owned and operated center that fulfills the needs of so many high school and K-12 students in the area. Chris has served in executive roles as CEO in Rathkeale Ventures LLC and Vumii Imaging and as CFO at General Electric's industrial systems business and as Senior VP of Sales and Marketing with AO Smith's Electrical Products Group.Throughout his career, Chris has demonstrated an effective global mindset developed during extensive assignments across the globe.Chris volunteers with church and civic organizations, and also mentors individuals one-on-one. Please support the show using the link at the bottom. This will only go towards production costs in creating the show. Do send me feedback via the podcast apps and @freshleafforever on Instagram. Do subscribe to the podcast on Apple, Google, Spotify or Amazon music or any major podcast app and provide a rating also.Support the show (https://paypal.me/listenponderchange)
January 6th 2021 as you know. An armed insurgence stormed our U.S Capital. 50 injured capital police officers, 2 dead, and at least one rioter was killed. Since then we’ve learned disturbing facts. Bombs were placed, found, and disarmed. A gallows was erected and shouts to hang our Vice President were deafening. Men in body armor, armed with high powered automatic weapons, and zip ties were attempting to breach the chambers in what we now know was an attempt to hold hostage our representatives, and murder our Speaker of the House of Representatives We also know that before that attack. Our President Donald Trump held a rally in which he stoked the flames as well has a series of speakers do the same. In a futile attempt to over turn a free and fair election. With no proof of fraud. Trump told the crowd that if he couldn’t overturn the electoral process by pressuring his Vice President, They should take it by force I think what is the third arm of the insurrection, Elected representatives both in the house of representatives, and the Senate. Attempted, also in a futile attempt and with no proof or standing to overturn our free and fair election. While Donald trump intended intimidation, while the violent crowd was a show of radicalized force, these officials put on suits and ties. Some pant suits and fine dresses, and offered a seemingly legitimate perspective. These representatives were working in correlation and support of both the President and the rioters. I believe there is no distinction between A radicalized mob in red hats, and a radicalized caucus in red ties. Now. The Law enforcement agencies social media, white hat hackers, and people like you and I are banding together to identify members of the insurrection through any means available. We’ve found the playbook on defeating The extremists among the Trump coalition. Methodically and intently these people will be found, charged, and prosecuted. With a new administration beginning, I have no doubts of that But There is over 150 members of the mob already identified. Sitting in plain sight, and already beginning to try and minimize their part in subversion, These people attempted to end democracy, to install a authoritarian leader and rule as a supersets minority. Read their social media. They are praying for the dead, and condemning the riot. They are good christian conservatives. They are fighting for your values. In actuality, they are just as much to blame as the rioters for the deaths. Maybe more so given their education in relation to the average Trump supporter. They were members of the insurgence. Just traitors with a hall pass. Good christians? Conservative? Not hardly. We just can forget who these people are. What they did. What they stood for. They will never face penalties from law, but they can face pressures from us. We the people Here is he list “The Red Tie Traitors” https://docs.google.com/document/d/197znrMboHi968BCcKOhZ4KP5pYGu1gNq28RraS6qrhk/edit?usp=sharing
President Donald Trump is working to win votes for Republicans in Georgia's senate-runoff election. He held a rally on Monday. His rally comes after Georgia's Election Chief, Gabe Sterling, debunked his election conspiracy theories. This comes after an audio first reported by The Washington Post Saturday and obtained by CNN was released. In the audio, Trump is heard pressuring Georgia's Secretary of State, Brad Raffensperger to quote "find" votes to overturn the election. Raffensperger, however, rebuffed Trump's demands. On Outfront, Sterling explains to Erin Burnett why he debunked each of the President's claims from Saturday's released audio. Vice President Mike Pence will hold a largely ceremonial role Wednesday when Congress affirms the Electoral College vote electing Joe Biden. Trump, during his rally for Republican senators, said he hoped Pence would quote "come through for us." New York officials have announced the state's first case of a highly contagious strain of Coronavirus. Scientists are racing to find out whether vaccines work against new strains of Covid-19. The number of people dying from Coronavirus is rising in the United States. More than 350,000 people have lost their lives, and there are now more than 20.7 million cases.To learn more about how CNN protects listener privacy, visit cnn.com/privacy
OVERVIEW: Jason A. Duprat, Entrepreneur, Healthcare Practitioner and Host of the Healthcare Entrepreneur Academy podcast speaks with Todd Tresidder, Owner of financialmentor.com. Todd shares his insight on investment strategies and adapting to the market. He also highlights the importance of risk management and how to determine your financial outcome. EPISODE HIGHLIGHTS: The investment field is a tricky process. Go into it with your eyes wide open because you’ll encounter conflicts of interest and natural biases. A hedge fund is focused on skill-based investing - quantitative disciplines vs market price movement. Todd shares his investment strategies and expands on the principles involved including diversification by source of return. Todd reflects on his decision to sell his hedge fund business and how his lack of mentorship back then led him to his coaching business, financialmentor.com. He launched finanaicalmentor.com in 1997 to help normal people achieve extraordinary financial results. Todd started out as a coach and then planned financial education models to share products, courses and online calculators. When it comes to your business, you want to be ahead of the curve on something that matters, helps people and solves a problem. Build your business as a side hustle while you have a reliable income from a full-time job. Work out the bugs first so you can prove your business model. Build relationships, trust and a brand. Then monetize to make sure it’s valid. Entrepreneurship is about providing value, having fun and helping people. There are two formulas for financial income and life growth: Mathematical expectancy and future value equations. Understanding risk management is the core of financial independence. Todd discusses his view on the current economy and the economic “end game.” To prepare for the coming “end game,” train yourself. Todd shares one of his tools, Expectancy Investing Done For You, which does all the asset allocation work for you. 3 KEY POINTS: Investing isn’t an easy thing to dive into. You have to learn about different strategies and principles, apply them to your business and learn to adapt to the market. Always be open to the idea of mentorship and be mindful of the decisions you make. Businesses are always changing with the times. Work on something worthwhile and give value to your consumers. Adapt to the market’s needs and keep your financial outcome in mind. After building your business, keep it in the game for as long as possible. It’s important to understand how to manage risk and have an outlook for your financial outcome if you want to keep growing. TWEETABLE QUOTES “Get your market right and position yourself in a growing market.” - Todd Tresidder “Traffic times conversion equals profit.” - Todd Tresidder RESOURCES MENTIONED: Todd Tresidder on Linkedin - https://www.linkedin.com/in/toddtresidder Financial Mentor - https://financialmentor.com/ Wealth Coach - https://financialmentor.com/financial-coaching Financial Mentor E-books - https://financialmentor.com/educational-products/ebooks #HealthcareEntrepreneurAcademy #healthcare #entrepreneur #entrepreneurship #investmentstrategies #riskmanagement #financialmentor #financialcoach
A brand messaging mission statement or brand messaging mandate of sorts from Loren Weisman sharing his views from the culmination of his experiences and education that leads him to approach brand messaging this way. Brand messaging mission statement and message methodology is the topic and touch point for s8. E5. n128. of the Wait What Really OK brand messaging podcast.There is a Mission Statement shared in a famous movie that is titled as the things we think and do not say: the future of our business. In a little flip on words and a focus on brand messaging, I would call my Brand Messaging Mission Statement; the things we say and do not think… about. This is my brand messaging mission statement. My view on what I do and why I do it, as well as why I believe part of the root issue lays in how we say what we think we are supposed to say, what we are told to say and what to say in order to funnel, entice, and sell. Still, to me what is missing in the messaging of many is the authenticity, the authority, the humility and the integrity of each individuals story. Methodically messaging in a harmony of honor, humility, authenticity and authority may create more resonation for your story to be heard by that many more connections. Brand messaging mission statement and message methodology is the topic and touch point for s8. E5. n187. of the Wait What Really OK brand messaging podcast.*******The Brand Messaging Podcast Wait What Really OK *******Host, Loren Weisman is a Brand Messaging Strategist and Contributor for FSG Messaging and Optics. *******FSG Messaging and Optics(Orlando Division)https://fishstewarding.com/https://lorenweisman.com/https://imdb.me/lorenweisman/*******This brand messaging podcast is available on most sites, stations and apps where you may like to listen to podcasts.******* http://brandmessagingpodcast.com/https://imdb.com/title/tt12847210/*******Brand Messaging Podcast Music Credits 1:Opening Theme Song“Fully Licensed Wait What Really Ok Theme Song" by RKVC.Copyright 2016 eMbloh Music (ASCAP)/ Cienzo Music (BMI).Administered by Ass Backwards Music (ASCAP)/Bass Ackwards Music (BMI)*******Brand Messaging Podcast Music Credits 2:Closing Theme Song“News and Information Podcast Percussion Outro” by Doug Hinrichs.Copyright 2016 Dig and Be Dug Music (BMI).Administered by Bass Ackwards Music (BMI). *******Brand messaging mission statement and message methodology
In this episode, Joe Joe interviews a key voice of the New Era, Agnes Ebedi. Agnes is a Methodically, a speaker and a minister across the United States at churches and conferences, including her home church, Ramp Church in Chattanooga, Tennessee, pastored by Andrew and Brooke Towe. Joe Joe and Agnes discuss your invincible destiny and God’s plan for His people and His ekklesia in this New Era. Learn more and connect with Joe Joe: http://bit.ly/2QZGWnv
Hazem Fahmy from CARE Egypt talks about the journey from being a country office to becoming an independent member of the CARE family. What are some of his key lessons? First, don't spend all your time planning--test out actions and adapt. Second, learn to listen for what people aren't telling you; trust is critical for organizational change. Third, keep your principles firmly in mind as a north star. It can be easy to lose track of why we're transforming in the excitement of growing a business.
Connect with me on LinkedIn: https://www.linkedin.com/in/edwindearborn/What is a Virtual CMO? - http://virtualcmo.expert/Stacy owns a metal fabrication company in Austin, Texas.Website: http://www.codybuilderssupply.com/Phone: (512) 339-9834Cody Builders Supply, headquartered in Austin, is a structural and miscellaneous metals fabricator established in 1994 by a team of veteran steel fabricators with an extensive scope of construction, management and production experience throughout the industry. Since its inception, Cody Builders Supply has expanded steadily, garnering additional expertise in a wide variety of infrastructure, water and waste-water, and transportation projects.Her business philosophy and message to entrepreneurs is to build your business methodically, consolidating each advance so as to achieve long term and sustainable growth."Work hard and smart and have been able to create a great company with a great future." - Stacy Sass
Vice President Mike Pence had complete command of Kamala Harris in last night's debate. President Trump responds to the news of a virtual debate and tells Maria Bartiromo that he's not having it. The Patriots still look on track for their game this weekend but the NFL is closely monitoring the situation with the Tennessee Titans. *Today's Episode Is Sponsored By:* **Flagship Wealth: For a FREE REPORT '2020 Midyear Outlook' go to flagshipwealth.com/retirement ( http://flagshipwealth.com/retirement ) **Shea Concrete: For the highest-quality precast concrete products go to sheaconcrete.com ( http://sheaconcrete.com ) * **Raycon: Now's the time to get the latest and greatest from Raycon. Get 15% off Raycon wireless earbuds at BuyRaycon.com/Callahan ( http://buyraycon.com/Callahan?fbclid=IwAR0vWRTzC-9tJMIvl1qTh3h1lUhmrsDgd0QGoBb-C_RpfhjU-YS-yvxdfNw ) Listen & Subscribe on Apple Podcasts: apple.co/2RIXKQn ( http://apple.co/2RIXKQn ) Follow Us on Facebook: https://www.facebook.com/gerrycallahanpodcast/ Follow Us on Twitter: https://twitter.com/CallahanPodcast Support this podcast at — https://redcircle.com/the-gerry-callahan-podcast/donations Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy
As we begin Season 4, we face a work landscape that has been drastically altered by the coronavirus pandemic. We’ve had to change how we work on a macro and micro level, and many people have also had to seek new jobs in new industries, changing the type of work they perform. In fact, this shift is so prevalent that 2020 has been deemed the year of the pivot by The New York Times. More people than ever are asking the question, “What’s next?” Pre-COVID-19, a pivot occured when a worker hit a career plateau, usually, but pivoting has now become a necessity for countless people. With that in mind, our first podcourse of this season is with Jenny Blake, a career and business strategist, international speaker, and the author of “Pivot,” a step-by-step method to help you map what's next. It’s a strengths-based approach that emphasizes doubling down on what is already working to shift into a new, related direction. Jenny has pivoted many times, from studying political science, communications, and computer science at UCLA to becoming the first employee at a start-up in Silicon Valley. She later worked at Google, where she spent over five years in Training and Career Development as the company skyrocketed from 6,000 to 36,000 employees, while also writing her first book, “Life After College.” Jenny left Google in 2011 to take her consulting business full-time. In this episode, she shares her strategies, advice, and insights on pivoting, which are more important than ever. Learn more, and find the complete show notes, at https://www.strategicmomentum.co/episodes/76 (https://www.strategicmomentum.co/episodes/76) Resources: Pivot with Jenny Blake (http://www.pivotmethod.com/) Pivot Method Resources (http://www.pivotmethod.com/toolkit) Author Toolkit (http://pivotmethod.com/authors) Subscribe to the Strategic Momentum podcast: On Apple Podcasts (https://itunes.apple.com/us/podcast/strategic-momentum/id1261436986?mt=2) On Google Podcasts (https://podcasts.google.com/?feed=aHR0cDovL3N0cmF0ZWdpY21vbWVudHVtLmxpYnN5bi5jb20vcnNz) On Stitcher Radio (https://www.stitcher.com/podcast/music-evo-review/strategic-momentum?refid=stpr) On Spotify (https://open.spotify.com/show/37gZozvPDvEaQwSs3fqvKl?si=gU8O7_UFScWfkFUf3x1Tmw) Strategic Momentum is produced by (http://crate.media)
After earning his master's degree in Business Administration from the University of Southern California, Chris found his passion and aptitude in working with clients in residential real estate. Methodically, he partners with clients to re-evaluate their real estate needs, challenges, and goals. He makes it his personal mission to ensure clients receive maximum exposure and a streamlined transition process. Chris' experience and expertise stretches across many industries, with the main area of focus being managing and developing relationships with CPA firms. He successfully delivered real estate solutions for over 100 CPA firms clients throughout his career. In today's episode, we discuss some creative marketing ideas and looking at your role from a different perspective. In this episode, you'll learn.. The role of the leader Providing a people-based service Being authentic Understanding your value to the client Being the ambassador for the property Learning negotiation & other skills Representing your clients' wishes Links and resources mentioned in this episode. http://heldoorngroup.yourkwagent.com/ To subscribe and rate & review visit one of the platforms below: Follow Real Estate Success Rocks on:
Randomness, like with most things in life, will destroy any kind of trading ambitions you may have. Whether it’s from my own personal experience or from the countless stories I’ve heard from others, when randomness creeps into the journey…. things get bad! My guest, Eric (“E” in the chatroom), is taking the exact opposite approach of randomness. For full disclosure’s sake, his current approach is by no means exciting and adrenaline filled like a roller coaster, but that’s the goal! He’s taking his trading in a very serious and methodical way. Whether you are brand new to the markets or have experience, but maybe struggling, there are some valuable insights into some ideas that may assist you in your journey. Let’s get to it!
On a special edition of The National Podcast of Texas, the best-selling author and podcaster lays out techniques for learning about ourselves, and society, from the pandemic.
The Blessed Gecko specializes in high-quality Leopard Geckos, African Fat-Tailed geckos and Crested geckos from amazing genetic lineage. Donny is a sponsor of the podcast and joined me on the show today to share his approach to breeding and the Leopard Gecko hobby. It is very apparent that Donny approaches things differently than most by having a very thought out plan to everything he does. In our conversation, we talked in-depth about what genetics he's working with, his methodologies to breeding, how to keep the hobby sustainable, and educating the new generation of reptile enthusiasts.
In this podcast, Anthony Geraci, discusses how to scale your law firm to new heights. Geraci is a lawyer, entrepreneur and founder of Lawcoaching.com, where he coaches attorneys to grow their book of business and how to manage their law firms. You can connect with Anthony on his website Lawcoaching.com or on LinkedIn here. Click here for the full show notes.
Welcome to Episode 138. Today's word is Restore When I think of restoration I often think of those large works of art having being damaged through age and the passing of time. Methodically the painting is sectioned off and the original paint and chemicals analysed and compared matching the type of paint that was used all those centuries ago.... Creating In Faith Encouraging Recordings are to bless and inspire you to be the best of yourself. It can be really great to pull out your art journal/Journal and express what comes up for you either with images and colour, with words or with both. _____________________ There are so many FREE ways in which you can support the podcast and the work that I do on some of the other channels and it is always a blessing when you connect - listening each week and leave a comment, Subscribe to any or all of my channels, visit the YouTube channel (remember to hit the notification bell) Let me know how the content impacted you and if you were inspired to make changes/additions to your work or life. YouTube www.youtube.com/amandatrought Blog - http://realityarts-creativity.blogspot.com Twitter - www.twitter.com/Realityarts Instagram www.instagram.com/realityarts/ Facebook www.facebook.com/realityartss/ Check out some encouraging boards on Pinterest I also have an Arts and Health NHS Network for information on activities and organisations working in the field. You are welcome to join, it is a FREE resource and if you have any activities or want to talk about your work you are welcome to send me the information and I will see that it gets uploaded. You can create your own profile on the network and connect with others who are passionate about the arts in health too. Creative Encourager - If you want to talk about creativity and the direction your going and need an ear, sign up for a FREE 30 minute call http://bit.ly/Encoura ____________________ If you want to financially support the work and content I put out each week you can do so in the following ways: you can join me on Patreon and pledge as little as $1 per month - I have some great rewards for each of the different tiers, You can set up a regular monthly payment on Paypal - https://www.paypal.me/amandatrought You can purchase your art/Creative supplies through my Amazon affiliates store at no extra cost to you (I receive a commission) See my recommended titles and lists - https://www.amazon.com/shop/realityarts You can purchase the art work I create on my Website - http://www.realityarts.co.uk You can purchase a print or other accessory via Redbubble site -https://www.redbubble.com/people/realityarts Either way, I appreciate you being here, and look forward to seeing you for the next recording. --- Send in a voice message: https://anchor.fm/realityarts/message
Welcome back Far Siders! Today we’re talking about a man known for being a shoe fetishist, a rapist, a torturer, a necrophiliac, and most notably, a serial killer. Methodically, he stalked and brutally murdered four women, before taking trophies and dumping their bodies in a nearby river. It is speculated he kidnapped and murdered many more before his capture in 1969. This is the story of Jerry Brudos. Resources Music from https://is.gd/sMWnNh and freesound.org https://t.ly/D5ZZD https://t.ly/lD77R https://t.ly/ePWvk https://t.ly/1nZO7 https://t.ly/Rp3v5
Guest: Daniel Sanchez-Grant - Director, Strategic Sales @InVision (Formerly @LinkedIn, @Rungway, @CEB) Guest Background: Daniel Sanchez-Grant leads Strategic Sales at InVision ($350M Raised, $1.9B Valuation), the digital product design platform used to make the world's best customer experiences. He's part of the International Leadership Team responsible for growing InVision's business outside of North America, and leads a group of senior sales professionals who are fully distributed across Europe. Previous leadership experience includes launching a cloud technology business in the HR/Culture space called Rungway, as well as several years at LinkedIn (IPO, $27B Acquisition) from pre-IPO startup stage to the acquisition by Microsoft. Guest Links: LinkedIn | Twitter Episode Summary: In this episode, we cover: - A Fully Remote Workforce - How to Recruit, Hire, Manage and Onboard Teams for Success - Building Great Cultures @InVision and @LinkedIn - Strategic Sales and Executive-level Meetings - Preparation and Execution Full Interview Transcript: Naber: Hello friends around the world. My name is Brandon Naber. Welcome to the Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber: Hey, hey, hey everybody. Today we've got Daniel Sanchez-Grant on the show, affectionately known as DSG. He leads strategic sales at InVision. InVision's raised $350 million in capital, worth $1.9 billion valuation - a Unicorn. They're a digital product design platform used to make the world's best customer experiences. He's part of the international leadership team there, responsible for growing InVision's business outside of North America, and he leads a group of senior sales pros, who are fully distributed across Europe. Previous leadership experience includes launching a cloud technology business and the HR/Culture space called Rungway as well as several years at LinkedIn, six years to be precise, where the IPO'd and were acquired by Microsoft for $27 billion in the acquisition. He was there for pre-IPO startup stage to the acquisition by Microsoft. Here we go.! Naber: DSG! Awesome to have you on the show, man. Thank you so much for taking the time to come hang out with me for a little while. DSG: Naber, always a pleasure. Looking forward to the conversation. Naber: Cheers, buddy. You're coming from London today, is that correct? DSG: That is correct, yeah, based out of the WeWork on Chauncery Lane. Naber: Chauncery Lane - write it down, everybody. Put it on your Google Map. Naber: it's hard to know with you. You are, you're everywhere. You are all over the place. When I'm looking at your Instagram or any of your social feeds, you're everywhere. So we'll talk about that in a little bit here. What I want to do is go into a little bit of your background, probably personally first, and then we'll jump into professional, and then we'll hop into some of your super powers and some of the things you've observed as well as lived and executed over multiple businesses and multiple roles. I think people really lucky to hear from you today, which is great. DSG: Awesome. Naber: Why don't we start with you growing up a little bit personally. So I know that you've been mostly London through and through, which is a bit ironic considering how much you are all over the world for snowboarding, traveling with family, traveling with the partner, traveling by yourself, traveling with friends, and with all the global businesses and roles you've had. It's pretty amazing that you've been almost always in London. Give us maybe five minutes or so on DSG, Daniel Sanchez-Grant was growing up, and what your childhood was like. DSG: Sure. So, I guess come from an entrepreneurial background. My mum was very successful business woman. She setup a company in the recruitment industry, and went to build that during a time where recruitment, and particularly the agency market in the UK was a really successful industry. And so I grew up in an environment where a high work ethic, a successful achieving kind of environment. Two older sisters, who in their own right very successful individuals, doing different careers. And so grew up in-and-around London, actually from a place called Staines. It's probably most famous for Ali G, of all things. Naber: A-mazing, a-mazing. Nothing could come out of your mouth that would make you more proud than that. He's unbelievable, unbelievable. He's an amazing set of characters, and he's an absolute genius for what he's been able to do. And the people he's able to get on this show - what's the email look like, or the message look like, that comes to get that level of success rate and conversion rate for getting those people in your show? It's unbelievable. DSG: Yeah. He's he's definitely become synonymous with the place that I grew up, so, that's quite funny. But, so look, spent a bunch of time there. Left school, relatively young, and joined the family business and spent four years in that business. joined with the idea of being there for a couple of weeks to help out during the summer, and fell in love with the whole environment. And four years later was still there and going strong. And so I think that was a huge part of shaping my professional perspective, and work ethic, and just loved being in a entrepreneurial environment and building companies. And so yeah, that was a lot of fun. Naber: And what were your set of responsibilities in that business? DSG: I think, to be honest, there wasn't anything, there wasn't...when you're building a company of that stage, when I joined it was four people in a branch environment in a place called Teddington. So, you don't really have a set of responsibilities, right? whether it's fixing the printer, or going and covering a temporary assignment on reception for one of your clients. The role was so varied from that point of view and therefore it just gives you a flavor of all aspects of business - from payroll, to customer service, to candidate management, business development. From that point of view, it was super fun. So in the early favor I was 17, totally clueless, probably more of a hindrance than a help to a lot of the talented people I worked with during my time. But, I got exposure to different ways of working. And that was just a small group, but such a talented, diverse group within that environment. Such different styles amongst the three or four consultants that we started with that, as an early career professional, just really inspiring and energizing exposure at a young age. So, how to run a business, how to service as costumers, how to think about building teams and a great culture. It was a lot of fun. So yeah, that was the early parts of my four years there. And I look back with nothing but fond memories of that experience. And I think also, it being a family thing, I think it brings a different level of purpose to the feeling that you get from building stuff and accomplishing things on a day-to-day basis. I think that's hard to replicate in other types of environments. Naber: Yup. And that was LPR, correct? DSG: Yeah, it was a Litchfield's Personnel and Recruitment, it was called. It started in Teddington, and then grew to be multiple branches, and 20 to 30 full time staff at one point, and hundreds of people working on a temporary basis. So yeah, that was a fun ride. Naber: And you went through the roles and ranks to General Manager that business, is that correct? DSG: Yeah. My mum, at the time, got to the point where she'd stepped back from the business. It was doing really well and had gone into an early retirement, and me and a bunch of people were running and different branches, different customers at that time. And so yeah, it was exciting...Got to a point where I was fairly integral into the running of that company, and obviously at 20, 21 years old, that's a lot of really good experiences quite early into how to drive a company, how to make sure that people are happy, and all of that good stuff. Naber: I want to go off the script from some of these tech businesses that you've worked for, to talk about this just for a minute. So as a young professional...there's a lot of young managers in tech companies and a lot of young leaders in tech companies because, oftentimes, they'll promote internally, or for a lot of reasons. Sometimes that's just what they've always done. Sometimes it's because of speed. Sometimes it's because they have brilliant people, and they're just the best people for that role. But there's a lot of young leaders and young managers. For someone that is a young manager, a young leader, that is either managing or leading people that are older than them, or more experienced than them - that sounds something you had to do when you're relatively young. Is there any sort of mindset, or way that you think about, or set of advice that you've given to other people that are in the same scenario so that they can alleviate confidence concerns or not overthink it? Any advice or mindset that you can deliver to folks that are in that same scenario? DSG: Yeah, so I think the first thing is that it's totally okay not to have all the answers, right? If I think about all of the teams that I have and have managed, the best teams, I'm surrounded by people even today who are much better than me at a whole bunch of things, and I love that. And so I think, just firstly, acknowledging that you're always going to be running teams where there's people who have a different point of view, more experience, a better skillset. And I think it's really about embracing that and not being afraid of it. And so, I guess that first thing is like, that's okay, and think about what it is that you do really well and play to those strengths. And then think about what, how do you harness the skills of others around you to make sure that you're benefiting from that collective experience. So yeah, I'd say that would be one of the core things for me. And also just embracing the fact that you're always, if you're going to build great teams, you're going to be surrounded by people that all the time. And that's something to be excited about, not afraid of. Naber: Yeah, good point. I mean, you're just constantly working with inspiring people that you'd love to learn from - on the left of you and on the right of you - that's a really good thing to keep in mind. Especially the fastest growing businesses in the world, the people working at those businesses the people listening on this podcast, people that aspire to go to those businesses. It's just going to continue to happen. It's not slowing down, no matter how old or experienced you get. You're exactly right. That makes sense. DSG: Totally. And I also think just because someone's on your team, be vulnerable, right? If there's something that they do really, really well, it doesn't mean you can't go and talk to them about how they do it and what they've done to improve that skill. And showing that interest, and recognizing what someone is really strong at, then using that as a conversation to help me improve on this thing, I think can be a really great experience when you're managing people, and definitely brings those two individuals having that type of engagement much closer together. Naber: Yeah, totally. I've got a bunch of things I wanted to get to, so we can get into CEB, but one more question on that. Is there any way that you found that you've been able to facilitate one person learning really well from another, either as they come onboard into the organization, or so that your team is learning from each other, or teams that you're managing are learning from other teams you're not managing. Is there any way you found to be able to facilitate that, or processes you've been able to put in place in order to make sure happens? DSG: Yeah, sure. So I guess, if you think about InVision at the moment, we're growing really fast, right? So in the last two years in our international business, we've added 60 people across a whole range of different roles and levels as we've grown. That's a really exciting environment to be in when you're bringing on great people. And then you try to think about how, particularly in a fully distributed, remote environment - how do you ensure every individual that starts that they're setup for success. And so, we've learned a whole bunch of things over the last two years, definitely made some mistakes on that journey, but one of the things that we've really focused on is that onboarding experience. What are the steps in a remote environment that are required for someone to get up to speed in their role as quickly as possible? What are the tools they need? What are the skills and knowledge that we need to be able to provide them with? How do we, in this distributed, unique environment, how do, we get that to them as quickly as possible. And so, we spent a whole bunch of time talking to people that had gone through the process, and we built a fairly comprehensive 30-60-90 day checklist - where we detail out in week one, here's all the people that you need to speak to. Here are your buddies across different functions. Here are the tools that you need to embrace. And really tried to create a framework, so that in that first 90 days there's real transparency around the people that you need to have relationships with, the tools, and then the processes. And we found with a tool like that, where the manager and whomever it is that is joining are working through it in a fairly systematic way, we can just ensure that people have connections in to the things that can help them be successful in their role. Naber: And obviously we're tweaking and changing this all the time because the business is just so rapidly changing. But that's probably been one way - create transparency around the leading indicators that are going to make someone successful, and then the relationships that people need within that. So that would be one example. Then I'd say one other example - how do you drive collaboration amongst a remote team? Just because we're remote doesn't mean that we don't care about things culture, and learning, and self improvement, and development. So we're really heavily invested in ways in which we can continuously bring the teams together, not just remotely, but in person, and what do those engagements look, and how do we orientate those agendas around specific things going on in the business that are going to enable these people to be more successful. So it's an ongoing process, but fascinating to do it in an organization that one, is so rapidly growing, but two, doing it, in a fully distributed and remote all over the world. Naber: Yeah, it's unbelievable. I mean, you guys are the largest distributed remote workforce on the planet - at least for fast growing tech businesses, if not for almost everybody. It's pretty unbelievable what you guys have been able to build. I love the gold that just came out of your mouth for the prescriptive-ness or the prescript-ivity, if you will. I don't even know if that's a word, but I made it up. But the prescriptiveness, that you get down to the details on the first 30 days, first week, you know, who to talk to, conversations to be having, relationships to be having, tools, process, etc. I think that's great for a lot of people to hear, especially those listening on these conversations, because, I think too many people overlook the onboarding experience as an opportunity to not just check boxes and get them access to tools, and email, and hardware, and maybe a buddy here, or a conversation, or a mentor there. It just got to be extremely prescriptive, especially in remote or decentralize environments, like tech businesses are always in. And I think that gold just came out of your mouth is really valuable for all these tech businesses that are out there. It's great. Thanks so much DSG. Let's move on to CEB. So you went from, you went from LPR to CEB. Tell us about that jump and tell us about what you're up to there. DSG: Yeah, sure. So, CEB was actually SHL at the time, which were a talent management, technology services provider. They specialized in psychometric assessments. So, ability tests, metric tests, and they were actually one of my customers at LPR at the time. And so we were recruiting for salespeople, who, interestingly had a psychology background. This was an organization that was a leading...a market leader in occupational psychology, and how to really get the best of your talent across the entire lifecycle of an employee. I was really fascinated by them at the time because I'd spent four years in this recruitment market place trying to find companies, just great people at great companies. And what SHL really specialized in is how do you bring science to that process, and give companies the tools that enable you to identify behavioral traits, and preferences, and strengths and weaknesses. And as I got to know them as a customer, I was at this interesting crossroads in my career where I've been working with the family business for four years. I was 17 when I started, four years later, do I want to be running this forever? Or are other things that I need to go and do to test myself, expand my skills. As you can imagine, my mom is still one of my closest friends and mentors, but tough conversations have with someone who I can imagine on a selfish level, it's like, "I don't want you to go". But then obviously as her son was super supportive in me progressing and exploring my career. And so joined SHL in an inside sales role and progressed fairly quickly into Enterprise, field-based sales for them working with large, FTSE 100 companies and helping them with things leadership development, and employee development, talent management, recruitment and how they used assessments and services as part of that mix. Really great experience, and one thing I really took from there is value-based selling. How to really orientate your conversation around the customer and the challenges that they face, and how to build more solution orientated-type agreements. So yeah, it was an awesome experience with some really good people that I'm still in touch with today. And yeah, it was a super tough decision to leave that to be honest. Naber: Yeah, I bet. SHL is an awesome business, and becoming part of CEB made them even stronger as well. You have so many good experiences it sounds within that particular role, when you move to LinkedIn, tell us about that jump. DSG: Yeah, it was interesting. So I was, let's see, at Wembley Football Stadium for an event that I think an applicant tracking system provider was running. I was there in an SHL capacity with clients. Great day. I was actually sent there as a development opportunity, and I just remember the overall content of the speakers was great. But at the end of the day, a chap called Ariel Eckstein did a keynote at the time - I think it was 2010 - on this platform called LinkedIn. Naber: That's so early, so early. DSG: Yeah, it was,. It was new at the time, and I think social media, still back then, was a that little bit misunderstood, particularly in businesses. Everyone was like, how do we understand social media? And so, Ariel did this talk and what they were doing, and I think they've hit 50 million Members maybe at that point in time. And just this rocket ship growth, and how they were thinking about the role of something like LinkedIn in the talent marketplaces. It orientates it's professionals and networking. And I just left, totally inspired. It was a 40-minute talk. I was like, this is incredible. And just started hitting up everyone on LinkedIn I could find that worked at LinkedIn, and met a guy called Pat Traynor. And yeah, the rest is history to be honest. So I wasn't, it was one of these things where I wasn't looking to leave SHL, but the LinkedIn message was so compelling that I wanted to find out more. And again, when the offer came, it was a tough decision to make because I had so many good relationships at that company, and everyone was like, yeah, social media and LinkedIn, it's a fad. We're not sure. And it sends shivers down my spine to think that I may not have taken that role when I did, given the the experience I had there over six years and how many great people that I met. And so yeah, just one of these things I want to take a punt on. And yeah, thankfully it turned out in a really good way. Naber: So you moved into, that's a great story, you moved into the Senior Enterprise Relationship Manager role looking after a bunch of customers around Europe, Middle East and Africa. Is that correct? DSG: Yeah, back then the London hub was the EMEA presence, and I moved into a Relationship Manager role, and it was a new role. LinkedIn had just started to specialize away from these hybrid-type, customer-sales professionals to a more new business, relationship management, customer success type motion. And I went in at a relationship management level, and we were still trying to figure out the playbook for it and what that looked like. And it was fun, but it was chaos at the time, right. Hundreds of customers, no real process, but just a great environment to be in as we figured that stuff out, and new products coming to market, and working through some of those challenges. Yeah, it was fun. Naber: Awesome. So I'm going to look at LinkedIn as a whole experience before you jump into the Manager, Global Accounts & Head of Relationship Management scope that you had. Because there's a link between, no pun intended, but there's a link between the businesses that you've been across at LPR, CEB, LinkedIn, Rungway and InVision. The businesses you've been across to been at extraordinarily different phases of the development & growth of that particular business. I want to separate two things right now and ask you about them, because I think these are two of your superpowers, and you've had a ton of exposure that other people can learn from. I want to separate two things - building great cultures, and building & retaining world-class talent and great teams. Naber: So let's talk about building great cultures. How do you think about building...because when you moved to LinkedIn, that exposure you had to those cultures, same thing at InVision - I don't know about Rungway culture,, but I do know about CEB's culture - you've had exposure now to so many great high performing cultures of some of the fastest growing businesses in the world. How do you think about building culture? Maybe a set of principles, or a framework that you use, or at least what's your mindset and then I can dive into that a little bit. DSG: Sure. I guess, if I think about LinkedIn, Rungway, and InVision - the common theme across all of them is just the purpose in those businesses, right? LinkedIn - connecting professionals to opportunity. I think 600 million people on that platform. The mission that they're sort of living every day, it's great. Rungway's mission - really powerful around, leveling the playing field for people in enterprises and giving people a voice on sensitive topics and access to mentorship, irrespective of what you look or sound, in quite hierarchical cultures. And then InVision - just this really powerful platform that's disrupting the way companies think about digital experiences, right? Every company in the world today is arguably a digital product company. Whether you're in pharmaceutical or automotive, or finance. The user experience now via screens is a huge differentiator for businesses and how they think about reorientating what they're doing, given the competitive landscape. DSG: All of these companies had great missions, but I think about the culture in these different phases and really tying that to what you're trying to understand or achieve as a business. So if you think about InVision at the moment, we've got this really exciting products used by 5 million designers around the world, from some of the biggest companies - 100% of the fortune 100 - but we're still building in international, right? That's a lot of great things. But there's also challenging things that come with growing a team at breakneck speed, and adding people and changing process constantly. And so, I think when you think about culture, you've got to pull in the context of where you're at as a company. And really think about defining that with clear vocabulary, so that people can understand what it is the culture represents and the types of behaviors that are going to help you succeed as a business. DSG: At InVision we've gone through a company-wide exercise of codifying the values and making sure that that's integrated into how we define what it means to be at InVision and the types of things that are gonna help you be great. And we've gone as far as building that into how we do employee engagement, and how we coach people and how we celebrate people. And so I would say like, creating a vocabulary around the culture and the values is huge. Engage your teams, talk to your business stakeholders, find out what it is you're trying to achieve as a company, and then use that context to define a set of language that people can really internalize and understand. And then think of ways in which you can bring that into everything you do. This can't happen in a vacuum. Too many companies stick values up on the wall, and they're great, but no one remembers what they are. And so I think these businesses, like LinkedIn, like Rungway, like InVision, in my experience, have all done a really good job of understanding the power of culture and creating an environment where people can understand it, and thrive in it, and contribute to it. I think that's an important part. Obviously lots of learnings through those, like InVision, we've grown so quickly, we haven't gotten it all right over the last couple of years. But as you go through these mistakes, you learn, and you try and improve. And we've just got some great people here trying to figure this stuff out. Naber: That's great. So when you're thinking about...you mentioned defining, put together a set of language that's common across the organization and applying that to everything that you do. That sounds, both intuitive and maybe not intuitive at the same time, but those are the steps in the elements that you think are very important within building that culture. Do you have any foundational things that managers and leaders need to do in order to proliferate that language and proliferate the documentation, or the definitions you've put together for what the culture is, and how to bring that to the people within their teams? DSG: 100%. Yes. I think the documentation is really clear, like clear definitions and as many examples that you can bring to what it means, that that are real life examples of people who are living certain behaviors all the time, right? And so how then you bring that into all aspects of when you're recruiting people. Are you identifying those types of behavioral policies in the people that you're interviewing, and how are you doing that, and how can you make sure that that's consistent right through your hiring. Because again, InVision's a great business and we're growing quickly, but it's not great for everyone, right? As sales professionals, we're at a stage where we're growing a pace where things break all the time, and you've got to embrace and love fixing that, and building process, and establishing the fundamentals of the company, not just the selling part. And so how we make sure that as part of our values and how we interview, we identify people who perhaps have got brilliant talent and skill on the sales process, but perhaps aren't quite ready for the stage that we're at as a company where there's a build component too. That's really important. We need to set clear expectations with people coming into this company that there's so much that's good, but there's also some challenging stuff. And if you're not the type of person that wants to thrive in an environment where you're having to build things as you go, and develop process, and help contribute to the sort of foundational things that are going to help InVision grow in international - it's not going to be a great fit, and you're not going to enjoy our culture. But people that look at it and say like, that's exactly where I want to be and I want to have an impact beyond simply the sale, that can obviously be quite exciting for some types of people. So yeah, document it, define it, integrate it into the types of people that you're looking to recruit, and then also set a standard for what great looks in your company too. How are people developing themselves against those examples? How do we celebrate them in one-to-ones...it's got to be throughout everything, right? And if there are people living certain characteristics everyday, as a leadership team and as peers, we've got to create environments for them to celebrate and recognize each other for those because it's those types of things, I think, that just add to the quality of what we're doing culturally, everyday. Naber: So you've inched into, thank you for doing my job for me, inched into the land of the other two things. Remember I said I want to separate two things, one culture building. And that was an excellent answer with a bunch of specifics around steps and different pieces that people can use within the organization to then build up a great culture. Let's move over to team building. You mentioned, all the way down to interviewing, evaluating talent based on the different language and specific pieces of your culture you want to bring into the organization as well as develop. So when you're thinking about building great teams, what fundamental common things have you seen or executed - because I know you've executed these at both LinkedIn and InVision - what common things have you seen between LinkedIn and InVision that they do extremely well with building great teams and building high performing teams? DSG: So I'd say, both organizations do a really strong job of standing, what it is that they're offering, right? What's the value proposition to an employee joining LinkedIn? And in the same vein, what is it at InVision? Obviously their two distinctly different organizations, and those things will look different, but you've got to understand what is it that you're offering. All of the great things, but also then you've got to be super clear on all of the challenges too, and make sure that as you're taking someone through a hiring process, if they arrive on day one, what they get in the hiring process is exactly what they feel and expected and in that one experience. So I think both companies do a really good job of understanding that a little bit in the context of where they are. And again, we've made mistakes, over the last couple of years, built the team really quick. There's definitely things that we've learned over that process, but we've got to make sure that when we're looking for people, the types of people that we hire are going to thrive and love what it is that we have to offer, and that people that understand it and choose to opt out, that's completely cool as well. And so I think definitely, some pieces there. And then I think InVision, and to a certain extent, I think LinkedIn did this well, how do you bring your teams into that process too, and give people a feel beyond, say a hiring manager, of the different types of individuals? InVision's got some really strong individuals in our teams and they play a big part in our hiring process. if I think about the last few hires that I've made, part of the feedback that we got from them, is they loved the sessions they got with people on my team. And that was a real opportunity for them to dig in on what it's really like. I think bringing your employees into that experience and giving candidates that perspective through someone on the team's experiences is another powerful tool for telling that story. Naber: Yeah. Let's actually pause on that for a minute in drill into a little bit more. How does that work? How are you bringing the team in, what's the process, or how are you bringing your teammates into that mutual two-way evaluation process as they're evaluating the candidate and the candidate evaluating what it's actually to be in that role as well as the culture of the business. How are you actually doing that in the candidate experience? DSG: Yeah, definitely. So I guess, we have set criteria through the process that we're interviewing people against. So let's say a candidate gets to a stage where I've had a couple of conversations and they're doing really strong, but there's an area that I'd love us to continue to dig in on. I'd provide that framework to someone on my team - give them all of the notes, the context - and they would then be equipped to go and have that conversation. But there would also be a flavor of like, this is a two way process, and I'm always pushing on candidates to own this experience a little bit too. Like, we can do what we can to share our perspectives, but they should be interviewing us as well. And I want candidates coming in eyes wide open to all of the great things and all of the challenges that we face. And I think setting those expectations and creating a framework for people to have them is a great way just to be transparent, and give the team access to the types of people I'm speaking to. And there's nothing better than an individual in the team coming back and saying - this person was absolute an rockstar, and having that cultural validation from other people too. Naber: I love how you bring your team into it so explicitly. You've mentioned multiple times something around the candidate choosing just as much as the company's choosing. And I've seen a couple of the things that you've written about, and you're talking about that two way experience and the choices on both sides - the candidates have the power, the company has the power. Reminding themselves that mutual evaluation process is extremely important. You write about that, I think in one of your LinkedIn articles as well. When you're going through that process, what explicit questions or types of examples are you using or asking for to help the candidate evaluate whether or not they are right for the stage of business? Like you said, InVision's of kickass set of products, company, great people, great culture, really fast growing, raised a bunch of cash, high valuation. On paper, it's a badass opportunity. At the same time, it's just not right for people, you said at the, at different phases of a business because some people just aren't ready for that, or they wouldn't thrive in that environment. How are you asking questions or what types of questions or examples you trying to get to make sure the candidate can make that evaluation themselves? DSG: Great question. I guess just speaking openly about some of the specific challenges, right? If I think about our sales process here, the designer is so important in our company. The role of design in businesses, we want to elevate that voice, and we see the role of design and having more and more strategic influence in an organization, in terms of when an organization gets it right it's driving true business outcomes. And so the designer is everything for us. But that's just one stakeholder and several that we have to work through. And our process, beyond simply a champion in design, also we'll have a security component, and a data privacy component, and the legal components, the sales process can be long and complex. And then there are some of the cultural norms. In Germany for example, cloud is still in new and challenging technology for a lot of big businesses. And so some of our sales cycles in those markets take a lot longer, and therefore the resilience to work through that time, but also the discipline to manage the process and the stakeholders step by step and do all of those leading indicators up until the point that we're able to work on a partnership with the customer and sign that off - those are certain qualities that not every cell's environment will have. And I think the more that you can be specific about those types of things and look for evidence and examples of someone being able to work through that in what they've done historically, but also thrive and enjoy that type of thing versus other sales cycles that might have fewer stakeholders and the less complicated paper process. And so I think the more that you can be specific on examples in your process and bring that to life for an individual...I'm always looking for people to opt in, sell them a little bit against it where the fight is, like, this sounds exactly what I'm looking for rather than overselling too much, and finding that some of this stuff becomes a shock to people. Naber: Great tactic. I love that. When you were at Rungway and and when you were at LPR, when you don't have a brand behind you, and you're still a small business or even if you're really high growth business that's really great at what they do in tech, you are still an unknown quantity or an unknown entity to so many people, that you don't have the brand out there that says, come to us. We're going to attract people right away. So I think it's extremely important to remember when you don't have a brand that you still need...because your conversion rates at the back end and the middle end of the funnel for companies that have great employment value propositions and great employment brands like InVision or LinkedIn, those conversion rates are so much higher than a startup or or a midsize tech business. So I think that small and midsize tech businesses find it extremely hard to play the devil's advocate you just mentioned within the candidate interviewing and recruitment process to make sure that they're telling them transparently - these are the things that aren't rosy all the time, or these are the things that are really challenging that you may find difficult. I think it's even more important in those small midsize businesses when you don't have that brand equity, when it's really scary to do it, because you want to attract the best people and you're scared of someone looking in and seeing all those blemishes, if you will. I think it's even more important to do that. So I think that using that at InVision, using that at LinkedIn as a way to get candidates to, self identify the right opportunity, is is amazing that you guys do it, number one. Number two, I love the examples you used. Especially in different environments, different stages of disruption in the adoption for cloud based technology, as an example. And Germany versus the UK, as an example. I think those are great, nice examples. Solid. Thanks man. Naber: Last couple things here, then we'll hop into some rapid fire questions. There's two more things that I want to specifically discuss. One is around building and reengineering a sales process so that it matches a customer facing, customer focus versus an internal focus. I think that you've gone through, in all likelihood in two different businesses both at LinkedIn and then maybe even more explicitly at InVision, where you've gone through a process of reevaluating and reengineering some of that sales process. What would you say to people that are trying to build a customer focused sales process and experience you've had engineering one towards that versus, focusing on yourself and your own internal process? DSG: I think, if I take the InVision experience...InVision, has this really powerful brand in design, we love the designe. We spend a huge amount of time going beyond our product to thinking about how do we drive value in the community and the elevate this new growing community in businesses where designers now are differentiators for them. And so, if I think about that community piece, and we do things design leadership forum, which is a community for design leaders where we've got a thousand people around the world that we bring together for these intimate dinners. And it's about networking and it's completely tool agnostic, but it's like how do we create a platform for people that are going through rapid change in their organization where there's not a playbook for the type of growth that they're experiencing, the number of products they're having to design for, the number of stakeholders that are having to collaborate with. And so I guess the first piece is, how as a company do you recognize that you've got to drive value into the community that you serve beyond the products. To help just elevate the overall category and create best practice sharing and knowledge. So there's a piece around just making sure that you're heavily invested in that. And it's really inspiring to work at InVision because the content that we produce and the investment that we make into helping these individuals, and develop these new playbooks, and scale their design teams, and share that best practice - that helps. And I think from a sales process point of view, because the product is so strong and that we started as this self service business where, 5 million people sign up to InVision and now I use it to collaborate design ideas and stake holders, a lot of the conversations sometimes in the earlier phase would start at that product and feature level. And so one thing that we did to help in that early phase of the process was we've developed something called, we call it a value pyramid. Essentially it's just a research framework that starts at the company's most strategic goal, breaks down what their strategic objectives are and challenges, and then ways in which we can create value for that. It's an executive summary slide, and it's really just a framework for researching what's this company talking about online that relates to digital and trends impacting their company, and how can we start every single conversation with a customer around those types of topics as part of the agenda, so that we're not being pulled straight into the products and features piece, but more into how what we do impacts real strategic business outcomes. DSG: And so that's one thing that's really helped us elevate our conversations beyond the products, which is important and we want to do, but connects us more to what a company is actually facing in their organization. And how does design play a role in fixing some of those things? That would be one example. Another is how do you then design processes outside of the design persona for us also to create value, right? We have more engineers on the InVision platform now than designers because so much of what's getting created in companies is this design idea that needs to be socialized across so many different business functions. Engineering being one, business stakeholders, legal, compliance, marketing. How do you get as many people involved around the design idea as early in the process so the end outcome is that much better. So for us, it's how do we go to different types of personas and have that value based conversation as well, outside of design, so that we can speak to the value of this operating system for all of that digital product, design, etc. And so lots of work around that. And the final thing, we've developed a customer business review framework, which is really a template for ensuring that in our existing customers we're sitting down at least once a quarter and having a conversation about what's new in their organization, what challenges they're facing as a function, and how we can bring value through the different things that we do. And so, I think these types of tools just give our customer teams, more ammunition to spend more time on the customer than they do on features and our products, etc. Naber: Hey, one quick question to dive into a bit of detail on your review documents that you have with the customer. You've done so many of these with executives both at LinkedIn and at InVision, as an individual you have done so many, I know your team has too. Can you talk a little bit about what that document looks like? Either the length of it or the summary of what's in it, just so people get a sense for what you're including in that presentation or that document. DSG: Sure. Yeah. I guess, before even getting to the documents, so much of it is about what it is you're trying to achieve as the outcome of the meeting and who needs to be there. So before you even get to the document component, what stakeholders do I need to have in this conversation to ensure that we truly move the conversation forward and are as connected as possible to the challenges of this business faces. So the preparation that goes into defining the stakeholders, selling the value of why bringing those different types of people together in a meeting. You win and lose in the prep and all of that piece. So just make sure that this isn't a tick box exercise, but a truly strategic tool to figure out who needs to be there, why do they need to be there, and how do I communicate the value of these different functional leaders coming together to have a conversation around their company? DSG: And if you can get that piece right, selling the value and getting the right stakeholders, prepping to ensure that the outcome that you're trying to design for is the one that you've reach - that's a huge part of it. The framework itself, I think orientate it around a clear agenda that's aligned to the outcome. Make sure that the lion share of the meeting is spent on the stakeholders and the individual challenges that they face, and how those are barriers to the outcomes that they're trying to achieve as a company. If you can leave every single customer business review having understood the three core challenges that a company spicing and why, and what are those barriers to them being successful - To be honest, that's a huge part of it. The rest feels downhill. Obviously the more insight you can bring to those conversations, insights driven from what the industry are doing, perhaps benchmark companies that they look to and see as really inspiring, whether that's in their industry peer group or outside of it, ensuring that you gathered that insight as part of your prep and that you lead with that - particularly when you've get executives who are a key part of making sure all those types of engagements successful. Naber: Awesome. Great Segue too. So the last thing I want to talk about is selling to power and selling to executives. You just gave me a great segue. One of your superpowers that I think a lot of people admire is your ability to have really smooth, easy, fluid conversations that are very substantive, while at the same time, hugely impactful. Ha, I'm giving you the feedback that other people have both told me and that I've observed myself. But the point is, those characteristics as well as your structure and your science behind it make you very good at selling to executives and selling to power. Do you have a framework that you use or a set of principles that you use when you talk to executives in executive meetings? You've just done that so much at CEB, at Rungway, at InVision, at LinkedIn, you've done extremely well. What sort of framework or set of principles or using while you're setting up the agenda and having that conversation? DSG: Yeah, I would say the first thing that always goes through my mind is to try and look at the meeting from their perspective to try and put myself in as much as what I think is going on in their company. Again, from the research I've done from the conversations I've had. A recent example of someone on my team, they're working with a large financial services organization, and over the last six months I would say the conversations they've had across that organization with all types of stakeholders across the business, and the time they spent just listening and gathering insight and understanding - nothing to do with communicating what InVision does, but really what this business is trying to achieve and the barriers that are stopping them, maybe reaching those things in the context of an annual report or anything else that you can find out about what they're doing strategically - all of that enabled us to, when we sat down with the CMO, in 30 minutes communicate more insight to that individual than perhaps he had been exposed to in a little while. And so I guess for me, you've got to do the groundwork. There's no point turning up to these executive meetings with some sort of discovery conversation framework. You get short amount of time, they want to be educated, you've got to have some type of insight. And you've gotta be super clear on the outcome that you want from that individual. And so for us in that specific example, we wanted his sponsorship on something and we were super clear about that and had earned the right to ask for it because we had turned up with a very clear vocabulary, framework, ask and the insight based on a ton of ground work we've done in that business. And so, for me it's just do the research, do the prep, look at it from that perspective. Know that they've got a short amount of time where they could be talking to any type of vendor, and therefore if they can't leave that room feeling they've learned something or got something clear that they can action, I would say go back to the drawing board. Naber: Nice. That's great. One quick follow-up to that. You mentioned prep and doing the pre work multiple times in this conversation. How important is it to have, or do you need to have specific examples within their company on what's going on, or a strategic insights from their business - from an annual report, or inside conversations you've had, or things you can find online? Or do you feel you can go in with some sort of, either your competitor does this this, or other types of organizations you have said x, y and z? How important is it to have something company-specific versus more general but that applies to their industry or their competitors? DSG: Yes. It's a great question Naber: One quick insert in here. The reason I ask that is because that is a product of a lot of time that someone spends doing the pre-work, whether it's hours, or whether it's an hour. And I know that they evaluate the time that they're going to spend as to whether or not they do it or not. And that's why I'm asking that question, because I know that comes up on a daily basis people sitting down doing that pre-work. DSG: Yeah. Çompletely. I would say firstly, it's about the stage in the process & the ask. In the example that I gave to you, the ask was quite clear about how we can help them with a recommendation about their organization. Right? So it wasn't necessarily the start of the conversation where we we're looking to build a relationship. We had done a lot of stakeholder engagement across lots of functions at a quite senior level, C- minus one or two in some cases. And in this example it was like, here's our recommendation, here's how it's been validated across all of these people with all of this business case. Will you support it? So that, I would say in that stage is a different type of executive engagement, where you need to have done the ground work. In an earlier stage where perhaps the executive engagement is more at the beginning of a process, where you're looking to start top down and go straight in at that level. I think any type of insight that is anchored in what you know about the company, what you know about the industry, what you know about their benchmark peers - is really strong. If you're at the beginning of something and your ask is maybe introductions to more people on their team, or them to work with you on a specific problem that you solve really well as a company. I think that's a different type of ask, but equally requires the same amount of prep, right? And I go back to what's the size of prize and what is it you're trying to achieve in the context of the goals that you have? And if this is something that you genuinely believe with this person is going to move your business forward. There's no amount of timeframe on the prep that, in my mind, is not worth doing. If you truly want to meet the outcome and you've decided that that's a key priority for you. Naber: Great answer. DSG, you've been excellent with your time. Let me run through some rapid fire questions and then we'll wrap up, that okay? DSG: Go for it. Yeah. Naber: Your favorite place to snowboard in the world? What is it? DSG: Tahoe, dude. Easy. Naber: Tahoe, nice! That was so fast! Why Tahoe? Naber: I've just got so many great memories there. I learned to board in Tahoe. It became for me and just the group of group of friends, somewhere that we would try and go at least once a year as part of kickoffs that we did and stuff that. And so I've just got so many great memories of learning to board there, great days on the slopes, hanging out with friends. Yeah, it's absolutely awesome. Naber: Oh, love it. Okay - second question. Best food city in the world? DSG: Ooh. I'll say London. Naber: That is such a cheating answer. That's so cheeky that you would say that. So I just saw that you were in Italy not too long ago and I thought to myself, you've been a lot of places with a lot of good food, especially in the last few years. So London is, London is still your answer. DSG: Amalfi coast was incredible. Obviously loved the food and Italy, but London's just so international, so diverse, so many great restaurants. Yeah it's it's a pleasure for me. Best city in the world. Love living here. Naber: Love it. Love it. Okay, your best one or two interview tips for someone that is going into an interview for a role soon? I know you've written about this, and you've done a shed load of interviews. You've also advised people and companies on this type of stuff. Any interview, one or two interview tips that you would deliver? DSG: I would say, research the person that you're interviewing with. Look at the company, there's so much available online now to individuals, there's no excuse for it, right? So Glassdoor reviews, LinkedIn, people that work there, people with similar job titles, who invest in the company, what sort of portfolio do they have? Who's on the board? To be honest, there's so much available to everyone now, and so I would say all aspects of those things would be, would be really important. Naber: Awesome. Do the prep. And then last question is around overcoming age in senior roles. You've had a lot of large responsibility at a young age, even in your teens and early twenties. Any advice for making that an asset versus a liability? A lot of people are...I know I asked a question similar to this...but any either general advice or advice to those that are younger with a lot of responsibility? DSG: I would just say be yourself. Acknowledged gaps. From my point of view, again, there's still so much that I have to learn and improve on, and I think just be comfortable with that, right? Whether you are managing people that have more experience than you or not, whether you work in environment where your peer group, find common ground with people and just embrace who you are and take a level of enjoyment in what others brings to the conversation too. So I think as long as you're not trying to be something that you're not, then you'll be absolutely fine in my opinion. Naber: Hey everybody, thanks so much for listening. If you appreciated and enjoyed the episode, go ahead and make a comment on the post for the episode on LinkedIn. If you love the Naberhood podcast, we'd love for you to subscribe, rate and give us a five star review on iTunes. Until next time - go get it.
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It's that time of the week again! And no, we're not talking about the arrival of the weekend. We're all about this new episode. Topics include the brains behind one of the greatest operations in history: the launch of astronaut John Glenn into orbit, the murder of Emmett Till, and the trendsetter Ziryab.
Cutting Through the Matrix with Alan Watt Podcast (.xml Format)
--{ "The World State: Cold, Ruthless Algorithms Dissect Conversation, Punishing, Applauding, Methodically Persuading, In Leer of Our Overseer Hints a Smile Sardonic, No Other Gods Before Him, Whiffs of the Demonic." © Alan Watt }-- Time is Flying - Persinger's Field Theory - Techniques of Control - Bertrand Russell - Trained to Believe We Live in Best Country in the World - Life is Full of Deceptions - Kept Distracted with Data - Adam Curtis, Propaganda, Decency Laws in 1950s Britain - Deviancy Promoted in the Culture - Vulnerable Children - Neuroscientists, Behaviourists - BIT, Behavioural Insights Teams - Movie, The Third Man - Communism - Documentary on The Katyn Massacre of Polish Officers by the Communists; The Soviets Altered Film to Make it Appear the Germans had Slaughtered the Officers - The World is Silent about Communist Atrocities - George Orwell Connected Dots between Communism and Germany's National Socialism - Marxism is a Religion - Forced Migration, Economic Warfare - Not Allowed to Speak Out, Threats, Imprisonment and Then Finally Extermination - Viciousness of Human Nature - Dropping the Atom Bomb - All Through the Soviet Era, Canada and the U.S. Supplied Soviets with Grain - World Bank Loans to Developing Countries Funded by the Taxpayers of First World Countries - Power Group that Runs the World Owns the World Bank, IMF, BIS, United Nations, the Central Banks - Eustace Mullins Wrote a Book about the Creation of the Federal Reserve - Jekyll Island - Special Drawing Rights - Socialism is a Cover for a Very Powerful Group - Carroll Quigley - Elastic Money Backed by Nothing; a Fiction - Gaddafi - Tony Blair; Divvying Up Iraqi Oil Fields Far in Advance of Invasion - Science and Socialism Strip You of Any Kind of Sacredness of Humanity - Polio Vaccines with Simian 40 Virus - Brain Chips - Religious Debates - Belief is Different than Knowing - Tangible Evil - Abortion - Deliberate Destruction of the Family - Total War - Genocide in Rwanda; What was in These People? - Persuasive Design - Psychologists and Behaviourists Hired to Create Products We Want to Use More and More - B.J. Fogg - Book, The Hidden Persuaders - Silicon Valley Technologists very Wary of Letting Their Children have Screen Time - DARPA - Thousands of Swedes getting Microchipped - Technological Fascism - Totalitarianism - Global Compact on Migration - United Nations Parliamentary Assembly - WiFi Field is Not Just for Communication - Technotronics - 3,000 Norwegians Convert to Islam - Movie, Minority Report - Predicting When and Where Crime Will Happen - Peter Hitchens - International Union of Socialist Youth - Please Remember to Order My Books and Discs and Donate. *Title and Dialogue Copyrighted Alan Watt - Nov. 4, 2018 (Exempting Music and Literary Quotes)
Episode Notes Our guest today is Jeanette Bennett, Magazine Owner and Entrepreneur. Learn how she put everything on the line two decades ago in order to live her dream. Follow Jeanette on Instagram - @jeanettewbennett If you've ever wanted to know the habits and attitudes that drive successful people, then this podcast is for you. Each week we invite accomplished people onto the podcast to share how they achieved excellence in what they do. Hosted by serial entrepreneur Danny Villarreal.
What happens after you get the tech job? You've been doing it for 10 years. And, you start to feel like you're stagnating and questioning if this career is really for you. This is how (and why) you constantly progress your career. Upwork course link: http://www.upwork101.com
How Much Wealth is Possible Buying Undervalued Land (LA 709) Transcript: Steven Butala: Steve and Jill here. Jill DeWit: Hi. Steven Butala: Welcome to The Land Academy Show, entertaining land investment talk. I'm Steven Jack Butala. Jill DeWit: And I'm Jill DeWit, broadcasting from sunny Southern California. Steven Butala: Today Jill and I talk about how much wealth is really possible by undervalued land. Jill DeWit: Do we just put a picture of where we live on there? Just kidding. Steven Butala: That's a good point. Well, we're not here to talk about Jill and I. It's going to seep in- Jill DeWit: I'll put a picture of some of our community members, where they live, on there. Steven Butala: Yeah, even better. Jill DeWit: I will put a picture ... Actually, one of our members posted a photo on social media of the brand new pickup truck that he bought himself- Steven Butala: Good. Jill DeWit: To drive around and look at the property in the Dallas area. You know who you are, as I'm talking about you. I thought that was really darn cool. He's really been very vocal about sharing that. Yeah, and he did it ... He's a dad with young kids, and did it methodically- Steven Butala: I know who you're talking about. Jill DeWit: Mm-hmm (affirmative) ... Methodically and carefully. He's not running a Ferrari. Steven Butala: He's Justin. Jill DeWit: Yes, and doing it the right way. Anyway, that's the thing ... Yeah, we say this all the time, don't listen to us, go talk to our people that are really doing this. There're hundreds of them that you can talk to on our online community. They'll you. Steven Butala: Any questions. If you're a listener, and you have any questions about whether this is true or not, go onto the LandAcademy.com online community. I built the site myself because I was so tired of answering these questions. Jill DeWit: Yeah. Steven Butala: What did you guys smoke today that you can there on the show like this and talk about how easy it is. Don't believe me. Jill DeWit: Right. Steven Butala: Go to LandAcademy.com and on the online community there, in the resources, and ask that question. Is this a pile of larkey or not? Jill DeWit: Malarkey. Steven Butala: Is it easy? Is it hard? How long does it take? Actually, that's kind of what the show's about. Jill DeWit: Yeah. Steven Butala: What's really possible. Jill DeWit: Well good, let's get to that. You just covered it, Steven, so there's where you can go do a question right now, and it's free, by the way. Right now, I'm going to answer one that Merritt put in there. Merritt asks: "Undoubtedly this question has been raised somewhere on the farms, but I'm having trouble finding specific answers." Steven Butala: Oh, this is good. Jill DeWit: "Has anyone had experience with terms deals defaults in California? I've seen it talked about in some threads, and that land lease options were the way to go versus land contracts, as depending on the state, utilizing land contracts for terms deals may necessitate going through an expensive, lengthy and formal foreclosure process in the advent of a default. Obviously, one would want to reclaim the land for resales quickly, and as inexpensively as possible, in the event the buyer stops paying. Any advice here,
How Much Wealth is Possible Buying Undervalued Land (LA 709) Transcript: Steven Butala: Steve and Jill here. Jill DeWit: Hi. Steven Butala: Welcome to The Land Academy Show, entertaining land investment talk. I'm Steven Jack Butala. Jill DeWit: And I'm Jill DeWit, broadcasting from sunny Southern California. Steven Butala: Today Jill and I talk about how much wealth is really possible by undervalued land. Jill DeWit: Do we just put a picture of where we live on there? Just kidding. Steven Butala: That's a good point. Well, we're not here to talk about Jill and I. It's going to seep in- Jill DeWit: I'll put a picture of some of our community members, where they live, on there. Steven Butala: Yeah, even better. Jill DeWit: I will put a picture ... Actually, one of our members posted a photo on social media of the brand new pickup truck that he bought himself- Steven Butala: Good. Jill DeWit: To drive around and look at the property in the Dallas area. You know who you are, as I'm talking about you. I thought that was really darn cool. He's really been very vocal about sharing that. Yeah, and he did it ... He's a dad with young kids, and did it methodically- Steven Butala: I know who you're talking about. Jill DeWit: Mm-hmm (affirmative) ... Methodically and carefully. He's not running a Ferrari. Steven Butala: He's Justin. Jill DeWit: Yes, and doing it the right way. Anyway, that's the thing ... Yeah, we say this all the time, don't listen to us, go talk to our people that are really doing this. There're hundreds of them that you can talk to on our online community. They'll you. Steven Butala: Any questions. If you're a listener, and you have any questions about whether this is true or not, go onto the LandAcademy.com online community. I built the site myself because I was so tired of answering these questions. Jill DeWit: Yeah. Steven Butala: What did you guys smoke today that you can there on the show like this and talk about how easy it is. Don't believe me. Jill DeWit: Right. Steven Butala: Go to LandAcademy.com and on the online community there, in the resources, and ask that question. Is this a pile of larkey or not? Jill DeWit: Malarkey. Steven Butala: Is it easy? Is it hard? How long does it take? Actually, that's kind of what the show's about. Jill DeWit: Yeah. Steven Butala: What's really possible. Jill DeWit: Well good, let's get to that. You just covered it, Steven, so there's where you can go do a question right now, and it's free, by the way. Right now, I'm going to answer one that Merritt put in there. Merritt asks: "Undoubtedly this question has been raised somewhere on the farms, but I'm having trouble finding specific answers." Steven Butala: Oh, this is good. Jill DeWit: "Has anyone had experience with terms deals defaults in California? I've seen it talked about in some threads, and that land lease options were the way to go versus land contracts, as depending on the state, utilizing land contracts for terms deals may necessitate going through an expensive, lengthy and formal foreclosure process in the advent of a default. Obviously, one would want to reclaim the land for resales quickly, and as inexpensively as possible, in the event the buyer stops paying. Any advice here,
Here’s today’s tip: Effective door-to-door campaigns are meticulously planned and methodically executed. If there’s one area of campaigns where the majority of my experience lies, it’s the ground game. Knocking doors, recruiting volunteers and calling voters. It’s where most campaigns live or die. Their ability to navigate the logistical hurdles and tactical setbacks dog make […] The post Effective door-to-door campaigns are meticulously planned and methodically executed. appeared first on My Campaign Coach.
This episode is incredible for bloggers looking to grow their traffic in 2018.John from ESI Money is an OG blogger, math wizard, former big-time corporate marketer...and a methodical, deliberate, delightful guy.This episode is split into 3 parts:Me and John LIVE from FinCon 2017Me and John, part 2 via SkypeMe, John, and Steve from Think Save Retire!Steve joined us LIVE on the FinCon recording booth for some blogging and personal finance talk. Enjoy!For full show notes and takeaways, head here: https://doyouevenblog.com/podcast/esi
David Baker | Will Shurtz | Marco Suarez – Methodical Coffee| Instagram @methodicalcoffee Today I’m talking with Will Shurtz one of the co-owners of Methodical Coffee. Which opened on February 11, 2015 with pennies in the bank and a perpetual line out the door. Methodical Coffee is owned by Will Shurtz, David Baker, and Marco Suarez. Will is the roaster and coffee leader, David handles business operations, and Marco designs the brand and experience. In this episode we talk about everything from coffee cocktails, coffee roasting profiles… to the goals he has for his marriage. IN THIS EPISODE: Definitive explanation of specialty coffee What is a coffee cocktail How to ground your mind when you get hit with not “making the cut” His advice on how to find a mentors The importance of creating a company culture where everyone feels love and trusted Will’s take on community and why working with others towards a common goal is so crucial The importance of enriching other people’s lives Why it’s essential to know your ‘why’ Serving a higher purpose: whether it’s in your marriage, friendships, or career. We discuss marriage, the 5-love-languages, and examples of communication. As my podcast continues to grow I am reminded about […] The post LPP #30 Living Methodically with Will Shurtz of Methodical Coffee appeared first on Liveng Proof.
David Baker | Will Shurtz | Marco Suarez – Methodical Coffee| Instagram @methodicalcoffee Today I’m talking with Will Shurtz one of the co-owners of Methodical Coffee. Which opened on February 11, 2015 with pennies in the bank and a perpetual line out the door. Methodical Coffee is owned by Will Shurtz, David Baker, and Marco Suarez. Will is the roaster and coffee leader, David handles business operations, and Marco designs the brand and experience. In this episode we talk about everything from coffee cocktails, coffee roasting profiles… to the goals he has for his marriage. IN THIS EPISODE: Definitive explanation of specialty coffee What is a coffee cocktail How to ground your mind when you get hit with not “making the cut” His advice on how to find a mentors The importance of creating a company culture where everyone feels love and trusted Will’s take on community and why working with others towards a common goal is so crucial The importance of enriching other people’s lives Why it’s essential to know your ‘why’ Serving a higher purpose: whether it’s in your marriage, friendships, or career. We discuss marriage, the 5-love-languages, and examples of communication. As my podcast continues to grow I am reminded about […] The post LPP #30 Living Methodically with Will Shurtz of Methodical Coffee appeared first on Liveng Proof.
Startup Tip #14: Hire slowly & methodically https://baremetrics.com
Louis’s first investment property didn’t go according to plan. He bought in New Orleans right before Katrina hit. It wiped out the property but taught him some valuable life lessons. Lessons he has applied to become an over of 173 multifamily units. Want to hear his advice?
Another month, another Marvel movie. They’re a machine at this point—the kind of machine they keep at the US Mint. They say money doesn’t grow on trees, but they clearly haven’t seen the trees on the Marvel Studios lot.But we’re getting ahead of ourselves. Before we go all Confederateless Civil War on you, we have a single Jump Cut to kick off this episode. Your Facebook feed may or may not have recently been bombarded with ads for a new twist on video streaming lately—if not, the Screeners here to fill you in. VidAngel is a service that claims to rent SD movies (those are still a thing?) for $1 and the HD version for $2, with the added bonus that you can edit them to your heart’s content to remove anything you find objectionable.Is this a good idea? Is it legal? Would anyone consider using something like this? All these questions and more will be...well, they’ll at least be mentioned in our longest Jump Cut ever.No Thor, but We’ll Always Have HawkeyeOK, main event time. They thought about waiting until it came out on VidAngel so we could edit out all its gratuitous violence and at least 3 potty words, but the Screeners just couldn’t wait to see Captain America: Civil War. So, first question: is this a Captain America movie or an Avengers movie? Does anyone really know? We sure don’t.It’s definitely a spectacle, though, and we’re sure Chris hated every minute of it. Let’s talk about why, and what Marvel can do to keep his attention the next time around. And once we’re done with that, let’s find something relatively inconsequential to argue about, just to keep things interesting. Sound like a plan? Good.More Punching, Please!Once the infighting dies down, brother stop killing brothers, and all that, the Screeners decide to go back to talking about when the good guys decide to fight the bad guys for a change. This episode’s Top 3 is about our hosts’ favorite superhero fight scenes of all time. As usual, there are no criteria that qualifies something as being a “superhero fight scene”, or even a “superhero”; those are just words anyway, right; what good are they?Maybe you’re thinking, “Wow; that Top 3 was a little too specific for me.” Well, it’s time to channel your inner Gandhi and be the change you wish to see in the world. Click over to our Facebook page and tell us what we should talk about next time. Come to think of it, maybe you should suggest something for two episodes down the road—for the next episode, the Screeners are going to play a ranking game even more specific than an Oscar ballot. They’re going to attempt to rank the year’s top 10 box office earners released before that episode. The loser has to...listen to the winner gloat until they can think of a better punishment. See you then!
Brian Balfour, VP of Growth at HubSpot and author of the Coelevate blog, talks with us in-depth about his process for building a growth machine. He walks us through each step of their experiments and how they determine what to focus on. He talks about the Learn more about your ad choices. Visit megaphone.fm/adchoices
Louis's first investment property didn't go according to plan. He bought in New Orleans right before Katrina hit. It wiped out the property but taught him some valuable life lessons. Lessons he has applied to become an over of 173 multifamily units. Want to hear his advice?
1. Musiq Soulchild - Just Friends 2. DJN Project - Take You Away 3. Blaze - Wishing You Were Here 4. Matthew Bandy feat Johnathan H - Going Nowhere - Going Nowhere 5. Michael Jackson-Cant Help It 6. Gregory Del Piero Ft. Billy Love - Shining on 7. Franck Roger Productions - Tell Me 8. Donae'o - I 9. Reel People feat. Tony Momrelle - It Will Be 10. Atjazz - I Forgot You 11. N'dinga Gaba feat. Scotty P. - Queen 12. Reel People feat. Tony Momrelle - Star 13. Alton Miller - Clouds Are Gone
The STEEP analysis is a way to systematically scan your external business environment to help make sense of our fast moving, complex world.
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