Podcast appearances and mentions of michael lord

From Burgers to Boardrooms: Michael Lord's Leadership Journey In this episode of the Standout Job Seeker podcast presented by Jobscan, host Sydney Myers interviews Michael Lord, the VP of Operations at 1-800-GOT-JUNK. Michael shares his inspiring career journey from starting at McDonald's to becoming a VP. Key topics include the importance of career growth through flexibility, the power of soft skills, balancing work with personal time, and the significance of ongoing learning. Michael offers practical advice on identifying new opportunities, understanding job fit, and intentional questioning during interviews. Tune in for valuable insights on resilience, leadership, and leveraging both hard and soft skills to advance your career. 00:00 Introduction and Guest Overview 01:47 Michael's Early Career at McDonald's 04:03 Growth and Opportunities at McDonald's 15:05 Balancing Workload and Avoiding Burnout 17:46 The Importance of Continuous Learning 19:06 Exciting Career Opportunities 19:23 Joining 1-800-GOT-JUNK 20:20 Interview Process Insights 21:36 Standing Out in Job Applications 23:18 Importance of Soft Skills 26:31 Career Growth at 1-800-GOT-JUNK 35:19 Leadership and Team Building 38:26 Final Thoughts and Advice Connect with Michael: https://www.linkedin.com/in/michael-lord-837ab164/ Try Jobscan for free: https://www.jobscan.co/

The Climate Change Committee's Senior Analyst for Industrial Decarbonisation, Michael Lord, recently visited Tata Steel's Port Talbot steelworks with some colleagues to see first-hand the current integrated steelmaking process and to hear about the challenges and opportunities of decarbonising one of Britain's most important industry. In talking to host, Tim Rutter, Michael spoke about the role of the climate change committee, the importance of decarbonising energy and his hopes for the future of the UK steel industry. Watch this episode on YouTube: https://www.youtube.com/@TataSteelUK Follow Tata Steel UK on social media: Twitter: https://www.twitter.com/tatasteeluk Facebook: https://www.facebook.com/tatasteeluk Instagram: https://www.instagram.com/tatasteeluk/ LinkedIn: https://www.linkedin.com/company/tata-steel-uk-ireland

Travis, Joey, Todd, and Shawn riverdance into the shop to watch "Blackbird", produced, written, directed, and starring Michael "Lord of the Dance" Flatley. Does this cavalcade of jaunty hats and awkward touches hold up? Does Flatley have a future in film? Join us and find out!

Olivia Fuller: Hi and welcome to Book Club, a Sales Enablement PRO podcast. I'm Olivia Fuller. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Sales can be a tough job and it’s not one that everyone is naturally inclined to do. With uncertain economic conditions like we’re experiencing today, this job can be even more difficult. The Snowball System is designed to help people sell effectively in a way that they’re comfortable with without feeling like a sleazy salesperson. I’m so excited to have the author of “The Snowball System”, Mo Bunnell, here to tell us a little bit more about this concept and his book. With that, Mo, I'd love it if you could tell our audience a little bit about yourself, your background, and your book. Mo Bunnell: Yes, let me say this out of the gate. All of you listeners and watchers out there, I am so much a fan of sales enablement professionals and Olivia and her team at Sales Enablement PRO have great resources on the website, certifications, classes, courses, assets, and resources. It’s better than I’ve ever seen anywhere, so when Olivia reached out and thought we should do this podcast, I was excited because the work you do matters, and the things that we’re doing to evolve the profession are important. So, Olivia, I just had to say that out of the gate then I can talk about me. OF: I love that. Thank you so much. MB: It’s such an emerging profession and it’s going to continue to grow in importance over time, so you’re all in the right place. A little bit about me, I think a lot of times entrepreneurs start a business without trying to start business. I've been at it for about 20 years, and my moment of starting Bunnell Idea Group was a moment of complete panic, almost an anxiety attack. I had gone from a deep technical expert. I had taken all the exams to become an actuary, which if you don’t know what an actuary is, are long-term financial forecaster. We make the accountants look like party animals. I had taken all these years to pass these exams to be an actuary and in one weekend I turned into a salesperson. Now, we didn’t call it that, I was at a high-end professional consulting firm, so we called it a managing consultant. The fact is in one weekend I went from being rewarded on service delivery, billable hours, client satisfaction, and things like that to retention and growth activities. The moment of panic occurred when I went to my new boss that Monday morning with all of the new floors, business card titles, and all that stuff and I asked him for the manual on business development, sales retention, and growth. I wasn’t expecting him to respond by laughing at me, but he did and it was probably a chuckle, but I heard it like the villain in Scooby Doo. It was not a good thing. That was the beginning. I thought I would get a playbook, but I didn’t get a playbook and I had to build the playbook I can tell you much more about the story if you want, but after years later it turned into an experience, a training class, and now we’ve trained 30,000 people at over 500 organizations all around the globe. OF: I love that. I have a friend who’s becoming an actuary right now and I have a lot of respect for that journey. It is definitely a tough one. As you mentioned, sales is a very tough job and it’s not one that everyone can be naturally inclined to do, especially with the turbulent economy that we’re all experiencing right now, it can be even harder. You talked about how The Snowball System is really designed to help people sell effectively, but the part that I loved is that it’s in a way that they’re comfortable with. I’d love it if you could tell us just a little bit more about that approach and how it can really help sellers be more comfortable, and confident, and ultimately how that translates into effectiveness. MB: This is such an interesting topic. When we first started Bunnell Idea Group or BIG for short, I really tried to redefine what sales meant in people’s minds and I thought for some reason I could do that with the billions of people on the planet. You can’t. Unfortunately, sales have a bad name to a lot of people and we’ve got to reframe that. One of the things that we talked about a lot in our workshops, you see it in the book, is people hate to be sold to, but they love to buy. In our live workshops, we actually list it out, we have people ask buyers they were purchasing something and it did not go well and you’ll hear the buyer say things like the person was pushy, they talk too much, they didn’t listen to my needs, they suggested something that didn’t make sense, they didn’t want to talk about the pricing or the money of the investment easy, they didn’t make it easy to buy and things like that. Then, we say, hey, tell us the time when you purchased something and it went great. They say it was easy, it was frictionless, I liked the person, I was learning, they gave me options, they suggested something less expensive that was better for me, they built trust, and it was fun. The whole mantra of, we hate to be sold to, but we’ll have to buy, if we can start with the frame of salespeople saying I’m not going to fall in love with my solution, I’m going to fall in love with their problem and build trust and have fun with this over time if we can just have a campaign of helpfulness to the other person that changes the whole frame from selling to helping and that’s where we see if people have that right mindset, they are off to the races. OF: I love that approach. The system that you cover in the book really walks through a series of steps. I want to cover each of those just to dig a little bit deeper and the first one that you talk about is targeting your ideal clients. I’d love to hear, from your perspective, what are some of the common challenges that can arise from effectively targeting prospective clients, and then how do you recommend overcoming those challenges? MB: Oh, I could go on for hours, we don’t have enough time. Let’s dive in. I was just training some high-end consultants in Malaysia last night. I’m in Atlanta, Georgia in the US, so it went to like midnight my time and we had a really big unlock. I mean these are some of the smartest business people in the world, tier-one consultants. One of the things that we did that’s different is we broke through a mental heuristic called status quo bias. Now, the audience may not know what that means, but if you can google it if you just go to Wikipedia, it’s not the end all and be off research, but it can give you a good head start. Just google status quo bias and you will get this litany of research that basically says, we tend to do the same things over and over again. When it comes to little things like what app you open on your screen when you open up your phone in the morning, we tend to do the same things over and over. That’s easy. We understand that, but it’s particularly dangerous. I’m being provocative here with the word dangerous. It is particularly dangerous in sales because what status quo bias will make us do if we don’t get out of the trap is keep hanging out and reaching out to the people we already know and like. The reason for that is that we tend to do what we’ve already done, status quo bias, but our egos are at stake to reach out to somebody that we don’t know. We fear rejection, we fear they won’t reach back, and we fear we only have one shot so we have to be perfect with this first outreach. We will make the bar so high that we won’t act and will delay and that’s harmful to the sales rep. What you can do to get over this, and what we did with the group in Malaysia last night, as we said, hey, let’s start with the people we want to work with and the things that we think we could be most helpful to them. What are the game-changing programs that we can take to the people that should purchase from us? By flipping things in their minds from here’s who we usually stay in contact with. They had a contact list of 100 people in a small team. We flipped that from, put that aside for a second, let’s focus on who should buy what from us and where we can have the biggest meaningful impact. We started with that, and then we said, who are the decision makers for those things? It was a completely different list and they left that session so energized to go out and build relationships with those people. It was awesome. We finished the session at midnight, Olivia, I don’t think I went to bed until 3 AM because I was so excited for their future success. I couldn’t sleep. OF: Oh my gosh, I love that story. That goes to show just how when you flip the way that you think about something, you can completely change your approach and ultimately increase the value that you bring. You mentioned that thinking starts with where we could have the biggest impact, and that goes into the next step in the book, which is around positioning your unique value. I’d love to hear some of your best practices around how sellers can actually identify what makes them unique and what that unique value is. MB: I love this and to speak to all the sales enablement people out there, this is frequently done incorrectly, so I want to give you the right way. A lot of times it’s frequently done to come up with some kind of value story or positioning elements like it goes on the website and we definitely need to do that. That’s a universal version of positioning that may or may not be true for one individual or for a certain client prospect to the customer. We definitely have to do that, keep doing that sales enablement folks to get that message tight, get it short, get it sharp. Do all the stuff that you’re used to doing. At the same time, I want you to work with your sales reps, your account managers, and your account execs to also be able to tweak that and shape it for a specific pursuit. We talk about a value pyramid that you saw in the book, Olivia, which is the lowest level or the least that your clients or prospects care about is your universal positioning for your organization. They are a little bit more about the specific offering in the middle of the pyramid. The apex of the pyramid is ‘I am thinking of hiring somebody for X, how are you positioned for me exactly for that?' That makes it real. We need to blend the universal positioning, the kind of stuff that goes on the website that anybody could log into, we need that, but we need to also focus deal by deal, especially for the important ones. That’s thing one. Thing two is, there’s a bunch of research by Dr. Suzanne Shu, and she tested value props from saying you’re good at one thing to 2 to 3 to 4, all the way to 10. And you saw this in the book, Dr. Shu found that people that say they’re good at three things are magical. It’s the most believable. It’s a thing saying you’re good at three things is more believable than 1,2,4,5, or 6, all the way to the 10. There’s a peak and a curve that says that two is better than 1, 3 is better than 2, 4 is worse than 3, 5 is worse than 4, and so on. What we see a lot of sales reps do is because they have fear of being focused, they sort of have this David Letterman top 10 list. These are the top 10 reasons you should hire us for this deal. What happens in Dr. Shu's research is that having more than three creates so much cognitive load for somebody trying to figure out what are you really for. You've got these 10 things here, is there a theme? I don’t know, I can’t understand this. It becomes negative and they give up and having 10 reasons to hire you is basically worse than zero. We want to get really crisp on a specific opportunity. What are the three reasons that we are totally unique to serve this organization? Make it really short, really sharp, and communicate that over and over in our RFP response in the formal finalist meeting and everything else, and that’s what can win the day, Olivia. OF: Absolutely and something that we haven’t talked about a ton quite yet, but I think it’s really important to understand from the book and how the approach is all laid out is that it’s really rooted in science. You mentioned some of those research pieces that fueled how you’re approaching each of these steps. Another one that really resonated with me that I liked in the book was around the step of building connection and the concept was around the science behind likability. I'd love to learn from you, what are some of the ways that sellers can really build impactful connections with their prospects and turn those into long-term client relationships really by being rooted in that science of likability? MB: Thank you for bringing this up because there’s a mantra that some people are sharing in the marketplace that relationships don’t matter, they’re dead. That’s completely untrue. All the research shows that we say yes to people we like, we spend more time with those that we like, doctors spend more time with patients they like, and have better outcomes with those that they like. Likability matters in so many aspects of human nature. You can’t even count the studies that back this up. I will give the audience 3 levers of likability. One I really like is Dr. Jerry Burgers out of Santa Clara University. He was the first person to scientifically prove that we hire people we like more often than those we don’t. In a follow-up study was like, hey what correlates the likability, and the number one level he found is commonality. It's up to us as sales reps, account managers, and account executives to find ways that we have things in common with other people. In general, uncommon commonalities are more powerful than common commonalities. Olivia, when we were chatting right before we started recording, we were talking about how we both have dogs, they love snow, and they do silly things. You and I were bonding on that, so it’s up to us as salespeople to find out what we have in common. The science shows it can be things like we both like Dan Pink's business books. It can be that we both have dogs that are rescue dogs that are huskies or shepherds. It can be that we both like ultimate frisbee or the Kansas City Chiefs or Big Red Bordeaux’s. It can be things in business and in non-business, but we’ve got to find those things that we have in common and then reinforce them over time. That’s lever one. Lever two that we love to talk about is the mere exposure effect. It’s all about frequency. It was first studied in Germany in 1876. Science has seen three centuries and what it says irrefutably the more often we see a person or a thing, the higher the chance it is that we like them. As reps, we’ve got to have a system for reaching out, being helpful, and staying top of mind. It’s why the flip of the mere exposure effect is why we say ‘out of sight out of mind.' We’ve got to have a mechanism to add value routinely. Then, the last one we talked a lot about is mutual benefit. This is our third big lever. Those deepest relationships are not one-sided. They’re not, ‘I serve you because I’m a sales rep or an account manager,' it’s that we are working together to build a better future. Science shows not only do we help people we like, but emerging science is saying we like people who help. Simple things like having a relationship with somebody and saying, hey, we’re doing work in this part of the organization, we think we can have an impact in this other business unit that is in your organization, what would you do if you were me. Making a statement of something that would be helpful and saying ‘what would you do if you’re me’ is a wonderful way to ask for help and what people find is the enrollment they get from the other side gives them greater ideas, the person co-creates the next step, they enroll in their success and likability follows. There’s more in the book, but those three big things, finding and reinforcing commonality, having the mere exposure effect, frequency and staying top of mind, and having a mutually beneficial enjoyable relationship. Those are three big ones. OF: Fantastic. Thank you so much for walking us through that. It is very interesting. To take that a step further, the final step in the process that you talk about is really nurturing to turn your clients into what you call ‘raving fans.' I love that phrase, and especially in the economic climate that we’re in, this is really becoming more and more essential for businesses to focus on so that they’re maintaining and ultimately setting themselves up to grow their business. Given this current economic environment, I’d love to hear from you. What are some of the key considerations that sellers should really be keeping in mind to nurture those long-term relationships with their clients? MB: I’ll actually share some things that aren’t in the book. The core research says that soft skills do turn into hard results. That’s some of that science of likability and things that we talked about. One thing that’s not in the book that I think is really compelling is McGraw Hill, the publishing arm also has a research arm. They did some research in the 1980s, and there was this big economic collapse and economic headwinds in the early 1980s. What they found is that B2B companies that advertised in the economic downturn that happened in the early 1980s not only outperformed during that recession but outperformed to a huge extent for three years afterward. What we can learn from that is that when we think about human relationships, I think that’s even more important than even B2B advertising. With human relationships, we’re advertising when we’re out there talking to clients, talking to prospects, and adding value. That is sort of an advertisement for us humans and the nut of all is that when there’s an economic downturn, we shouldn’t judge ourselves on what we did the year before. That’s an unfair metric because we’ve got economic headwinds against us. What we should judge ourselves on is whether are we beating the competition because they’re on the same playing field we are. What the McGraw Hill research shows is that if you’re out there adding value, being helpful even before it’s time for somebody to buy from you, deepening those relationships with likability as we talked about before, economic downturns are when you go out and win market share because you’re out there doing it more in your competition, hopefully, is dying it in and not working as hard because they’re like, oh, I can’t do as good as I did last year, so I’m not gonna work as hard. No, I want you to double down when there are economic headwinds and help people before they can even hire you and they will remember that forever. OF: Absolutely. Those are fantastic insights, so critical to the environment that we have right now, and very relevant to our audience of enablement practitioners and I want to dig into that a little bit more. You mentioned this right at the start of the conversation. Enablement leaders today are not only responsible for equipping their sellers with the tools and the resources that they need to be successful, but they also have a job to do today that’s really about gaining buy-in and support for their initiatives. Working with executive leaders and cross-functional partners to get that support can be a hard job to do, especially in these times we’re in. I’d really love to hear from you. How can the principles of The Snowball System be applied to that concept of selling internally to your stakeholders the value of the programs that you have, especially for sales enablement practitioners? MB: Olivia, it’s such a great question. We have helped so many functional leaders help them grow their influence within the organization. CHROs, CIOs, CTOs, CFOs, and sales enablement leaders and I’ll give you our steps to gain approval. This is all in The Snowball System, so I highly recommend folks to read the book and then apply it to their influence because if you’re a sales enablement leader, the regional head of sales, the global head of sales, whoever you’re helping, they don’t pay you in money necessarily, but they’re paying you in their budgets. They’re paying you with their time. They’re paying you with their attention. Really you’re just a consultant inside the company, so here are the four steps. One of the fastest ways to get a yes is to slow down to speed up. A lot of times people will go in sort of machine gun nelly and suggest what they want the decision maker to approve. That’s almost like skipping straight to step four. Here’s a faster way: when you do that, you’re using your words, and your priorities and it can come across this jargon to the other side, especially in a deeply technical world, like sales enablement. Instead of jumping to the end, here’s another way to do it. Step one, listen and learn. Schedule a call with the people you support and just say, hey, I just want to make sure we’re lined up for our work this year together. I’d love to hear from you, what do you think are the top priorities this year as we think about enabling the Salesforce and account management teams? You want to go to that with some ideas for sure and you want to help shape the agenda, but you’re also listening to their priorities and their words. Research shows it’s easier to get a yes when you use somebody’s own words with them than if you use your words, so we want to listen and learn first. Step two is to create curiosity. It turns out that their curiosity is an intrinsic motivator. We love experiencing curiosity. It’s why we hear a cliffhanger at the end of a Ted Lasso episode, and we can’t wait to watch the next one. Cliffhangers are a curiosity that gets us to do the next step. What you can do to create curiosity is say, ‘hey Mr or Ms sales leader, would it be helpful if I shared some stories about how I’ve heard other organizations have tackled that problem? I can help you with that.' In this step, we’re conceptually getting buy-in to how we might be able to help them solve the issues that they shared in step one, so listen and learn when we hear their issues. In step two, we are conceptually talking about storytelling, mostly about how we can solve those. Step three is mind blowing-ly effective. We call this, build everything together. The science here is called the IKEA effect named after the Swedish retailer. Dr. Michael Lord at Harvard's All-Star Team of researchers proved this. They found two things. Once we buy into what we helped create, and two, we view our own work product as on par with worldwide experts, even if we’re not an expert. We love our stuff and we think our stuff is awesome. The best way to get approval is if you’ve already heard their priorities and their words. They felt some curiosity about how you might be able to solve the issues that they’ve got on their agenda. So, step three: come up with a 60% rough draft that you can float in from in front of them and you say these exact words, ‘hey sales leader, I’ve thought a lot about what we talked about and I’ve got some solutions that I think we could deploy.' Here’s what you say. ‘I really think it’s only about 60% right because you see some things I don’t see, I see some things you don’t see given our roles, so I need your help to make it great.' The reason you say 60% instead of a lot of it’s mostly right is you want them to see what the gap is. You want them to think that at 40% they can roll up their sleeves and help this out as they co-created from that point. That’s when the IKEA effect kicks in and you get buy-in. If they change something great, that’s buy-in. If they like it great, that’s buy-in. As you move closer to 100%, you’ll see them get so excited about their ideas because they become their ideas. The fourth step is to gain approval. If you’ve done the first 3, the 4th is usually easy peasy because they already love it before they get all the formalities of it. Listen and learn, create curiosity, build everything together, and gain approval. Steps 1, 2, 3, and 4 work like a charm. OF: I love that approach and you’re so right, so often we skip just to that last step and then wonder why we haven’t gotten the support that we think we have. I love that approach, that’s fantastic. Well, Mo you’ve shared some really awesome insights with our audience today, and again, to our audience, we absolutely recommend that you pick up The Snowball System and read through that book. Mo, you have some other resources that I want to make sure that our listeners know about. Can you tell us a little bit about some of those where our listeners can go to learn more about some of what we’ve discussed today? MB: I would love to. Probably the number one thing I’d recommend that takes 30 seconds is I spent about three hours a week writing an article on a very specific topic, much like we talked about today, but we just scratched the surface. We did five things out of 1000. I write these articles that take several hours and my goal is that somebody can read them in three minutes. It’s sort of sad that it takes three hours to write something that someone can read in three minutes, but it’s hard to write short and that’s what we try to do. We try to pick a very specific topic that’s really sharp so that somebody can read that in a couple of minutes and think this is amazing and the reader wants to forward this to a ton of people because they got so much value out of it. If people want that little weekly newsletter that just drops in their inbox every week, they can go to growbigplaybook.com, and they can sign up right there. It has tons of value. This Saturday's newsletter is about how to have really great pipeline meetings. That’s something for whatever reason a lot of people are struggling with. We’ve had other articles on likeability, and others on how you scale specific learning across the team. It keeps the learning alive and there’s no charge to it. So growbigplaybook.com is where people get that. OF: Awesome, thank you so much. To our listeners, we will include a link to that in the transcript and episode description. Thanks again Mo for sharing all of your insights with our audience. I certainly learned a ton from this conversation and I can’t wait for our listeners to hear what we talked about. MB: It’s been a blast. I just can’t say it enough, what you are doing is so powerful and so important. We are in the early days. It is going to grow in importance over time. Folks, keep going back to the Sales Enablement PRO's website, keep getting more learning certifications, and do everything you can to build your skills because I’m convinced this is one of the areas that is going to just 10x over the next couple of years. If you’re at the forefront of learning and leading you’re going to be in a really great spot. Thanks, Olivia. OF: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders visit salesenablement.pro, and if there's something you'd like to share or a topic that you'd like to learn more about, please let us know. We'd love to hear from you.

Olivia Fuller: Hi and welcome to Book Club, a Sales Enablement PRO podcast. I'm Olivia Fuller. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Sales can be a tough job and it’s not one that everyone is naturally inclined to do. With uncertain economic conditions like we’re experiencing today, this job can be even more difficult. The Snowball System is designed to help people sell effectively in a way that they’re comfortable with without feeling like a sleazy salesperson. I’m so excited to have the author of “The Snowball System”, Mo Bunnell, here to tell us a little bit more about this concept and his book. With that, Mo, I'd love it if you could tell our audience a little bit about yourself, your background, and your book. Mo Bunnell: Yes, let me say this out of the gate. All of you listeners and watchers out there, I am so much a fan of sales enablement professionals and Olivia and her team at Sales Enablement PRO have great resources on the website, certifications, classes, courses, assets, and resources. It’s better than I’ve ever seen anywhere, so when Olivia reached out and thought we should do this podcast, I was excited because the work you do matters, and the things that we’re doing to evolve the profession are important. So, Olivia, I just had to say that out of the gate then I can talk about me. OF: I love that. Thank you so much. MB: It’s such an emerging profession and it’s going to continue to grow in importance over time, so you’re all in the right place. A little bit about me, I think a lot of times entrepreneurs start a business without trying to start business. I've been at it for about 20 years, and my moment of starting Bunnell Idea Group was a moment of complete panic, almost an anxiety attack. I had gone from a deep technical expert. I had taken all the exams to become an actuary, which if you don’t know what an actuary is, are long-term financial forecaster. We make the accountants look like party animals. I had taken all these years to pass these exams to be an actuary and in one weekend I turned into a salesperson. Now, we didn’t call it that, I was at a high-end professional consulting firm, so we called it a managing consultant. The fact is in one weekend I went from being rewarded on service delivery, billable hours, client satisfaction, and things like that to retention and growth activities. The moment of panic occurred when I went to my new boss that Monday morning with all of the new floors, business card titles, and all that stuff and I asked him for the manual on business development, sales retention, and growth. I wasn’t expecting him to respond by laughing at me, but he did and it was probably a chuckle, but I heard it like the villain in Scooby Doo. It was not a good thing. That was the beginning. I thought I would get a playbook, but I didn’t get a playbook and I had to build the playbook I can tell you much more about the story if you want, but after years later it turned into an experience, a training class, and now we’ve trained 30,000 people at over 500 organizations all around the globe. OF: I love that. I have a friend who’s becoming an actuary right now and I have a lot of respect for that journey. It is definitely a tough one. As you mentioned, sales is a very tough job and it’s not one that everyone can be naturally inclined to do, especially with the turbulent economy that we’re all experiencing right now, it can be even harder. You talked about how The Snowball System is really designed to help people sell effectively, but the part that I loved is that it’s in a way that they’re comfortable with. I’d love it if you could tell us just a little bit more about that approach and how it can really help sellers be more comfortable, and confident, and ultimately how that translates into effectiveness. MB: This is such an interesting topic. When we first started Bunnell Idea Group or BIG for short, I really tried to redefine what sales meant in people’s minds and I thought for some reason I could do that with the billions of people on the planet. You can’t. Unfortunately, sales have a bad name to a lot of people and we’ve got to reframe that. One of the things that we talked about a lot in our workshops, you see it in the book, is people hate to be sold to, but they love to buy. In our live workshops, we actually list it out, we have people ask buyers they were purchasing something and it did not go well and you’ll hear the buyer say things like the person was pushy, they talk too much, they didn’t listen to my needs, they suggested something that didn’t make sense, they didn’t want to talk about the pricing or the money of the investment easy, they didn’t make it easy to buy and things like that. Then, we say, hey, tell us the time when you purchased something and it went great. They say it was easy, it was frictionless, I liked the person, I was learning, they gave me options, they suggested something less expensive that was better for me, they built trust, and it was fun. The whole mantra of, we hate to be sold to, but we’ll have to buy, if we can start with the frame of salespeople saying I’m not going to fall in love with my solution, I’m going to fall in love with their problem and build trust and have fun with this over time if we can just have a campaign of helpfulness to the other person that changes the whole frame from selling to helping and that’s where we see if people have that right mindset, they are off to the races. OF: I love that approach. The system that you cover in the book really walks through a series of steps. I want to cover each of those just to dig a little bit deeper and the first one that you talk about is targeting your ideal clients. I’d love to hear, from your perspective, what are some of the common challenges that can arise from effectively targeting prospective clients, and then how do you recommend overcoming those challenges? MB: Oh, I could go on for hours, we don’t have enough time. Let’s dive in. I was just training some high-end consultants in Malaysia last night. I’m in Atlanta, Georgia in the US, so it went to like midnight my time and we had a really big unlock. I mean these are some of the smartest business people in the world, tier-one consultants. One of the things that we did that’s different is we broke through a mental heuristic called status quo bias. Now, the audience may not know what that means, but if you can google it if you just go to Wikipedia, it’s not the end all and be off research, but it can give you a good head start. Just google status quo bias and you will get this litany of research that basically says, we tend to do the same things over and over again. When it comes to little things like what app you open on your screen when you open up your phone in the morning, we tend to do the same things over and over. That’s easy. We understand that, but it’s particularly dangerous. I’m being provocative here with the word dangerous. It is particularly dangerous in sales because what status quo bias will make us do if we don’t get out of the trap is keep hanging out and reaching out to the people we already know and like. The reason for that is that we tend to do what we’ve already done, status quo bias, but our egos are at stake to reach out to somebody that we don’t know. We fear rejection, we fear they won’t reach back, and we fear we only have one shot so we have to be perfect with this first outreach. We will make the bar so high that we won’t act and will delay and that’s harmful to the sales rep. What you can do to get over this, and what we did with the group in Malaysia last night, as we said, hey, let’s start with the people we want to work with and the things that we think we could be most helpful to them. What are the game-changing programs that we can take to the people that should purchase from us? By flipping things in their minds from here’s who we usually stay in contact with. They had a contact list of 100 people in a small team. We flipped that from, put that aside for a second, let’s focus on who should buy what from us and where we can have the biggest meaningful impact. We started with that, and then we said, who are the decision makers for those things? It was a completely different list and they left that session so energized to go out and build relationships with those people. It was awesome. We finished the session at midnight, Olivia, I don’t think I went to bed until 3 AM because I was so excited for their future success. I couldn’t sleep. OF: Oh my gosh, I love that story. That goes to show just how when you flip the way that you think about something, you can completely change your approach and ultimately increase the value that you bring. You mentioned that thinking starts with where we could have the biggest impact, and that goes into the next step in the book, which is around positioning your unique value. I’d love to hear some of your best practices around how sellers can actually identify what makes them unique and what that unique value is. MB: I love this and to speak to all the sales enablement people out there, this is frequently done incorrectly, so I want to give you the right way. A lot of times it’s frequently done to come up with some kind of value story or positioning elements like it goes on the website and we definitely need to do that. That’s a universal version of positioning that may or may not be true for one individual or for a certain client prospect to the customer. We definitely have to do that, keep doing that sales enablement folks to get that message tight, get it short, get it sharp. Do all the stuff that you’re used to doing. At the same time, I want you to work with your sales reps, your account managers, and your account execs to also be able to tweak that and shape it for a specific pursuit. We talk about a value pyramid that you saw in the book, Olivia, which is the lowest level or the least that your clients or prospects care about is your universal positioning for your organization. They are a little bit more about the specific offering in the middle of the pyramid. The apex of the pyramid is ‘I am thinking of hiring somebody for X, how are you positioned for me exactly for that?' That makes it real. We need to blend the universal positioning, the kind of stuff that goes on the website that anybody could log into, we need that, but we need to also focus deal by deal, especially for the important ones. That’s thing one. Thing two is, there’s a bunch of research by Dr. Suzanne Shu, and she tested value props from saying you’re good at one thing to 2 to 3 to 4, all the way to 10. And you saw this in the book, Dr. Shu found that people that say they’re good at three things are magical. It’s the most believable. It’s a thing saying you’re good at three things is more believable than 1,2,4,5, or 6, all the way to the 10. There’s a peak and a curve that says that two is better than 1, 3 is better than 2, 4 is worse than 3, 5 is worse than 4, and so on. What we see a lot of sales reps do is because they have fear of being focused, they sort of have this David Letterman top 10 list. These are the top 10 reasons you should hire us for this deal. What happens in Dr. Shu's research is that having more than three creates so much cognitive load for somebody trying to figure out what are you really for. You've got these 10 things here, is there a theme? I don’t know, I can’t understand this. It becomes negative and they give up and having 10 reasons to hire you is basically worse than zero. We want to get really crisp on a specific opportunity. What are the three reasons that we are totally unique to serve this organization? Make it really short, really sharp, and communicate that over and over in our RFP response in the formal finalist meeting and everything else, and that’s what can win the day, Olivia. OF: Absolutely and something that we haven’t talked about a ton quite yet, but I think it’s really important to understand from the book and how the approach is all laid out is that it’s really rooted in science. You mentioned some of those research pieces that fueled how you’re approaching each of these steps. Another one that really resonated with me that I liked in the book was around the step of building connection and the concept was around the science behind likability. I'd love to learn from you, what are some of the ways that sellers can really build impactful connections with their prospects and turn those into long-term client relationships really by being rooted in that science of likability? MB: Thank you for bringing this up because there’s a mantra that some people are sharing in the marketplace that relationships don’t matter, they’re dead. That’s completely untrue. All the research shows that we say yes to people we like, we spend more time with those that we like, doctors spend more time with patients they like, and have better outcomes with those that they like. Likability matters in so many aspects of human nature. You can’t even count the studies that back this up. I will give the audience 3 levers of likability. One I really like is Dr. Jerry Burgers out of Santa Clara University. He was the first person to scientifically prove that we hire people we like more often than those we don’t. In a follow-up study was like, hey what correlates the likability, and the number one level he found is commonality. It's up to us as sales reps, account managers, and account executives to find ways that we have things in common with other people. In general, uncommon commonalities are more powerful than common commonalities. Olivia, when we were chatting right before we started recording, we were talking about how we both have dogs, they love snow, and they do silly things. You and I were bonding on that, so it’s up to us as salespeople to find out what we have in common. The science shows it can be things like we both like Dan Pink's business books. It can be that we both have dogs that are rescue dogs that are huskies or shepherds. It can be that we both like ultimate frisbee or the Kansas City Chiefs or Big Red Bordeaux’s. It can be things in business and in non-business, but we’ve got to find those things that we have in common and then reinforce them over time. That’s lever one. Lever two that we love to talk about is the mere exposure effect. It’s all about frequency. It was first studied in Germany in 1876. Science has seen three centuries and what it says irrefutably the more often we see a person or a thing, the higher the chance it is that we like them. As reps, we’ve got to have a system for reaching out, being helpful, and staying top of mind. It’s why the flip of the mere exposure effect is why we say ‘out of sight out of mind.' We’ve got to have a mechanism to add value routinely. Then, the last one we talked a lot about is mutual benefit. This is our third big lever. Those deepest relationships are not one-sided. They’re not, ‘I serve you because I’m a sales rep or an account manager,' it’s that we are working together to build a better future. Science shows not only do we help people we like, but emerging science is saying we like people who help. Simple things like having a relationship with somebody and saying, hey, we’re doing work in this part of the organization, we think we can have an impact in this other business unit that is in your organization, what would you do if you were me. Making a statement of something that would be helpful and saying ‘what would you do if you’re me’ is a wonderful way to ask for help and what people find is the enrollment they get from the other side gives them greater ideas, the person co-creates the next step, they enroll in their success and likability follows. There’s more in the book, but those three big things, finding and reinforcing commonality, having the mere exposure effect, frequency and staying top of mind, and having a mutually beneficial enjoyable relationship. Those are three big ones. OF: Fantastic. Thank you so much for walking us through that. It is very interesting. To take that a step further, the final step in the process that you talk about is really nurturing to turn your clients into what you call ‘raving fans.' I love that phrase, and especially in the economic climate that we’re in, this is really becoming more and more essential for businesses to focus on so that they’re maintaining and ultimately setting themselves up to grow their business. Given this current economic environment, I’d love to hear from you. What are some of the key considerations that sellers should really be keeping in mind to nurture those long-term relationships with their clients? MB: I’ll actually share some things that aren’t in the book. The core research says that soft skills do turn into hard results. That’s some of that science of likability and things that we talked about. One thing that’s not in the book that I think is really compelling is McGraw Hill, the publishing arm also has a research arm. They did some research in the 1980s, and there was this big economic collapse and economic headwinds in the early 1980s. What they found is that B2B companies that advertised in the economic downturn that happened in the early 1980s not only outperformed during that recession but outperformed to a huge extent for three years afterward. What we can learn from that is that when we think about human relationships, I think that’s even more important than even B2B advertising. With human relationships, we’re advertising when we’re out there talking to clients, talking to prospects, and adding value. That is sort of an advertisement for us humans and the nut of all is that when there’s an economic downturn, we shouldn’t judge ourselves on what we did the year before. That’s an unfair metric because we’ve got economic headwinds against us. What we should judge ourselves on is whether are we beating the competition because they’re on the same playing field we are. What the McGraw Hill research shows is that if you’re out there adding value, being helpful even before it’s time for somebody to buy from you, deepening those relationships with likability as we talked about before, economic downturns are when you go out and win market share because you’re out there doing it more in your competition, hopefully, is dying it in and not working as hard because they’re like, oh, I can’t do as good as I did last year, so I’m not gonna work as hard. No, I want you to double down when there are economic headwinds and help people before they can even hire you and they will remember that forever. OF: Absolutely. Those are fantastic insights, so critical to the environment that we have right now, and very relevant to our audience of enablement practitioners and I want to dig into that a little bit more. You mentioned this right at the start of the conversation. Enablement leaders today are not only responsible for equipping their sellers with the tools and the resources that they need to be successful, but they also have a job to do today that’s really about gaining buy-in and support for their initiatives. Working with executive leaders and cross-functional partners to get that support can be a hard job to do, especially in these times we’re in. I’d really love to hear from you. How can the principles of The Snowball System be applied to that concept of selling internally to your stakeholders the value of the programs that you have, especially for sales enablement practitioners? MB: Olivia, it’s such a great question. We have helped so many functional leaders help them grow their influence within the organization. CHROs, CIOs, CTOs, CFOs, and sales enablement leaders and I’ll give you our steps to gain approval. This is all in The Snowball System, so I highly recommend folks to read the book and then apply it to their influence because if you’re a sales enablement leader, the regional head of sales, the global head of sales, whoever you’re helping, they don’t pay you in money necessarily, but they’re paying you in their budgets. They’re paying you with their time. They’re paying you with their attention. Really you’re just a consultant inside the company, so here are the four steps. One of the fastest ways to get a yes is to slow down to speed up. A lot of times people will go in sort of machine gun nelly and suggest what they want the decision maker to approve. That’s almost like skipping straight to step four. Here’s a faster way: when you do that, you’re using your words, and your priorities and it can come across this jargon to the other side, especially in a deeply technical world, like sales enablement. Instead of jumping to the end, here’s another way to do it. Step one, listen and learn. Schedule a call with the people you support and just say, hey, I just want to make sure we’re lined up for our work this year together. I’d love to hear from you, what do you think are the top priorities this year as we think about enabling the Salesforce and account management teams? You want to go to that with some ideas for sure and you want to help shape the agenda, but you’re also listening to their priorities and their words. Research shows it’s easier to get a yes when you use somebody’s own words with them than if you use your words, so we want to listen and learn first. Step two is to create curiosity. It turns out that their curiosity is an intrinsic motivator. We love experiencing curiosity. It’s why we hear a cliffhanger at the end of a Ted Lasso episode, and we can’t wait to watch the next one. Cliffhangers are a curiosity that gets us to do the next step. What you can do to create curiosity is say, ‘hey Mr or Ms sales leader, would it be helpful if I shared some stories about how I’ve heard other organizations have tackled that problem? I can help you with that.' In this step, we’re conceptually getting buy-in to how we might be able to help them solve the issues that they shared in step one, so listen and learn when we hear their issues. In step two, we are conceptually talking about storytelling, mostly about how we can solve those. Step three is mind blowing-ly effective. We call this, build everything together. The science here is called the IKEA effect named after the Swedish retailer. Dr. Michael Lord at Harvard's All-Star Team of researchers proved this. They found two things. Once we buy into what we helped create, and two, we view our own work product as on par with worldwide experts, even if we’re not an expert. We love our stuff and we think our stuff is awesome. The best way to get approval is if you’ve already heard their priorities and their words. They felt some curiosity about how you might be able to solve the issues that they’ve got on their agenda. So, step three: come up with a 60% rough draft that you can float in from in front of them and you say these exact words, ‘hey sales leader, I’ve thought a lot about what we talked about and I’ve got some solutions that I think we could deploy.' Here’s what you say. ‘I really think it’s only about 60% right because you see some things I don’t see, I see some things you don’t see given our roles, so I need your help to make it great.' The reason you say 60% instead of a lot of it’s mostly right is you want them to see what the gap is. You want them to think that at 40% they can roll up their sleeves and help this out as they co-created from that point. That’s when the IKEA effect kicks in and you get buy-in. If they change something great, that’s buy-in. If they like it great, that’s buy-in. As you move closer to 100%, you’ll see them get so excited about their ideas because they become their ideas. The fourth step is to gain approval. If you’ve done the first 3, the 4th is usually easy peasy because they already love it before they get all the formalities of it. Listen and learn, create curiosity, build everything together, and gain approval. Steps 1, 2, 3, and 4 work like a charm. OF: I love that approach and you’re so right, so often we skip just to that last step and then wonder why we haven’t gotten the support that we think we have. I love that approach, that’s fantastic. Well, Mo you’ve shared some really awesome insights with our audience today, and again, to our audience, we absolutely recommend that you pick up The Snowball System and read through that book. Mo, you have some other resources that I want to make sure that our listeners know about. Can you tell us a little bit about some of those where our listeners can go to learn more about some of what we’ve discussed today? MB: I would love to. Probably the number one thing I’d recommend that takes 30 seconds is I spent about three hours a week writing an article on a very specific topic, much like we talked about today, but we just scratched the surface. We did five things out of 1000. I write these articles that take several hours and my goal is that somebody can read them in three minutes. It’s sort of sad that it takes three hours to write something that someone can read in three minutes, but it’s hard to write short and that’s what we try to do. We try to pick a very specific topic that’s really sharp so that somebody can read that in a couple of minutes and think this is amazing and the reader wants to forward this to a ton of people because they got so much value out of it. If people want that little weekly newsletter that just drops in their inbox every week, they can go to growbigplaybook.com, and they can sign up right there. It has tons of value. This Saturday's newsletter is about how to have really great pipeline meetings. That’s something for whatever reason a lot of people are struggling with. We’ve had other articles on likeability, and others on how you scale specific learning across the team. It keeps the learning alive and there’s no charge to it. So growbigplaybook.com is where people get that. OF: Awesome, thank you so much. To our listeners, we will include a link to that in the transcript and episode description. Thanks again Mo for sharing all of your insights with our audience. I certainly learned a ton from this conversation and I can’t wait for our listeners to hear what we talked about. MB: It’s been a blast. I just can’t say it enough, what you are doing is so powerful and so important. We are in the early days. It is going to grow in importance over time. Folks, keep going back to the Sales Enablement PRO's website, keep getting more learning certifications, and do everything you can to build your skills because I’m convinced this is one of the areas that is going to just 10x over the next couple of years. If you’re at the forefront of learning and leading you’re going to be in a really great spot. Thanks, Olivia. OF: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders visit salesenablement.pro, and if there's something you'd like to share or a topic that you'd like to learn more about, please let us know. We'd love to hear from you.

Did you know that the buildings are responsible for an astonishing 40% of global emissions? To bring our homes and offices in line with net zero targets, they need to be made more energy-efficient as a matter of urgency – but are the world's major economies doing enough to create a built environment fit for the future?In this week's Friday Fix, Ludo Baynham-Herd, Director in Powerscourt's 360 team, talks to Michael Lord from sustainability consultancy 3Keel about the inaugural Global Retrofit Index, a major new study on the G20's policies to make buildings more energy-efficient.Listen to all episodes on our website.Follow Powerscourt on Twitter and LinkedIn.

In this episode of STRIVE, we spoke to Michael ‘Lord' Huxley, founder of the infamous Huxley School of Makeup as well as a multiple time recipient of entrepreneur of the year! ---------- If you enjoyed this episode of STRIVE, please hit SUBSCRIBE to be the first to listen to future episodes. Also follow us on Instagram at @strive.podcast or YouTube at https://www.youtube.com/channel/UCYRSxZ9QXP0ljaliRjA0krw Please direct any questions, comments, and feedback to our Instagram page and we will respond as soon as practicably possible! Thanks for listening. Miles & Sel

Hosts Julie Slater & Jason Friday talk to guest - composer and multi-instrumentalist Michael Lord. He knew MUSIC would be his life - but he was open to the HOW it would all work out. And, boy, did it.  We'll find out where it all began, his favorite musical instrument, why liner notes intrigued him - also, how you should never compare yourself to Stevie Wonder, and please, by all means, if you want him to write a pop song, don't ever ask him to do a horn arrangement. There's people for that! :) Plus, the ONE THING that intimidates him. Follow @cuzihavetopodcast on Instagram for all the latest news.  We'd love to hear from you - email us at cuzihavetopodcast@gmail.com. Find other episodes or leave us a voice message for the show here. Thanks for tuning in! Keep on living those dreams, friends, CUZ YOU HAVE TO!! - jULIE AND jASON --- Send in a voice message: https://anchor.fm/cuzihaveto/message

Peter Switzer is joined by The Australian's wealth editor James Kirby, Beyond Zero Emissions lead researcher Michael Lord and nabtrade's director of SMSF and investor behaviour Gemma Dale. Join the Rich Club: https://switzerstore.com.au/products/join-the-rich-club

Michael Lord (IG:@meclord) has been in the fashion and model management industry for over 20 years.  He has lived and worked in fashion capitals; Milan, Paris and New York at the top agencies representing some of the most recognizable supermodels in the world.  Working at such agencies as 1 Model Management, Nathalie Paris, Marilyn and Women Management as director of scouting and development Michael has scouted and managed many of the most successful international stars.  Through years of building strong relationships worldwide, managing some of the most famous and well known models working, Michael’s thorough understanding of world markets and keen observation of industry trends puts him at the forefront of today’s leading management firms.

A “little short of madness.” That is how Thomas Jefferson responded when two delegates from New York approached him with the idea to build the Erie Canal in January 1809. Jefferson’s comment did not discourage New Yorkers. On January 4, 1817, New York State began building a 363-mile long canal to link the Hudson River and Atlantic Ocean with the Great Lakes and the Midwest. Janice Fontanella, site manager of Schoharie Crossing State Historic Site in Fort Hunter, New York, joins us to discuss the Erie Canal, its construction, and the impact that this waterway made on New York and the United States. This episode originally posted as Episode 028.   Show Notes: https://www.benfranklinsworld.com/247    Sponsor Links Omohundro Institute The Ben Franklin's World Shop   Complementary Episodes Episode 035: Michael Lord, Historic Hudson Valley & Washington Irving Episode 051: Catherine Cangany, Frontier Seaport: A History of Early Detroit Episode 071: Bruce Venter, Saratoga and Hubbardton, 1777 Episode 113: Brian Murphy, Building the Empire State Episode 239: Joseph Adelman, Post & Travel in Early America   Listen! Apple Podcasts Spotify Google Podcasts Ben Franklin's World iOS App Ben Franklin's World Android App   Helpful Links Join the Ben Franklin's World Facebook Group Ben Franklin’s WorldTwitter: @BFWorldPodcast Ben Franklin's World Facebook Page Sign-up for the Franklin Gazette Newsletter

April 15 2019Presenter/Producer: Erin JonesPort Augusta - Concentrating Solar PowerWe speak to Dr Keith Lovegrove an expert in CSP about Port Augusta and the stalling of the Aurora projecthttps://itpau.com.au/wp-content/uploads/2018/11/ITPComparisonOfDispatchableREOptions_web050718r-1.pdfMichael Lord - BZE Head of ResearchWe are sad to see BZE Head of Research Michael Lord leaving the organisation, but we talk of the progress the broader Climate movement, and the specific work the Michael has lead at BZE.  We wish Michael well, and look forward to the potential of future collaborations. My Extremely Long WalkShannon Loughnane is walking from Melbourne to Canberra to highlight the need for climate action.Checkout his journey and download a petition www.myextremelylongwalk.com 

Roman spoke to Venessa Petrie, CEO of Beyond Zero Emissions, and Michael Lord, author of their new report, Electrifying industry. They were in town for the Adelaide launch of the report. You can download this report, and earlier ones, from the BZE website: http://bze.org.au

Beyond Zero speaks to Michael Lord, Head of Research at Beyond Zero Emissions, speaks at the launch of BZE’s latest report, Electrifying Industry. His presentation highlights the need for industry to reduce energy costs and emissions and shows how manufacturers can generate heat differently, through the smart use of renewable electricity. By electrifying industry, Australian can eliminate up to 8% of national emissions.

Have you ever wondered where the Christmas traditions of stockings, presents, and cookies come from? What about jolly, old Saint Nicholas? Who was he and why do we often call him Santa Claus? Peter G. Rose, culinary historian of Dutch foodways in North America and author of Delicious December: How the Dutch Brought Us Santa, Presents, and Treats joins us to discuss the origins of Santa Claus and edible goodies such as cookies in the United States. This episode originally posted as Episode 009.   Show Notes: https://www.benfranklinsworld.com/218   Sponsor Links Omohundro Institute Chicago 2019 Meetup   Complementary Episodes Episode 035: Michael Lord, Historic Hudson Valley & Washington Irving Episode 121: Wim Klooster, The Dutch Moment in the 17th-Century Atlantic World Episode 161: Smuggling and the American Revolution Episode 185: Joyce Goodfriend, Who Should Rule at Home?   Helpful Show Links Ben Franklin's World Facebook Page Ben Franklin’s World Twitter: @BFWorldPodcast Join the Ben Franklin's World Community Sign-up for the Franklin Gazette Newsletter Ben Franklin's World iOS App Ben Franklin's World Android App   *Books purchased through this link will help support the production of Ben Franklin's World.

We speak with Head of Research at BZE – Michael Lord.Michael is the lead author of the Electrifying Industry Report, which was launched at the Electrifying Industry Summit on Sept 13th, 2018.This work focusing on industrial processes including industrial heat is a world first.Industrial processes represents 8% of Australia’s emissions – so is a significant contributor to the national emissions profile.Michael gives us an update on how this research is being received – and the other achievements of BZE this year including receiving an international award, and the uptake of industry of the Rethinking Cement work.Download the reports (for free) here:http://bze.org.au/electrifying-industry-2018/

BZE speaks to Lead Researcher Dr Marita Berndt, and lead author of Rethinking Cement, Michael Lord about Transurban commissioned investigation into pathways for reducing cement-related emissions in urban motorways.

Presenter/Producer: Erin JonesTopic: Electrifying Industry Pt 1 – Frontline Action on Coal – Newcastle & Save Westernport updateToday Erin Jones discusses the latest BZE research – Electrifying Industry.Download the report (for free) here:http://bze.org.au/electrifying-industry-2018/We speak with Head of Research at BZE – Michael Lord.  Michael is the lead author of the Electrifying Industry Report,  which was launched at the Electrifying Industry Summit on Sept 13th, 2018.  This work focusing on industrial processes including industrial heat,  is a world first.  Industrial processes represents 8% of Australia’s emissions – so is a significant contributor to the national emissions profile.Australia has the potential to be a renewable energy superpower,  and this Electrifying Industry work shows how a transition can be made.  Energy costs can be minimised using new more efficient technologies,  and using renewable energy sources.  We discuss some of the various technologies including Heat Pumps, Electromagnetic Heating, & Microwave as some examples.We also speak to Louise Page from Save Westernport – a community initiative to stop AGL building a large scale gas import and pipeline in Westernport just outside of Melbourne.We also talk with Greg Rowls from Frontline Action on Coal to halt the export of coal out of Newcastle Port – the largest coal export port in the world,  where both young and older citizens are fighting this destructive process.Guests:Michael LordMichael LordLead Author – Electrifying IndustryBZE Head of Research Louisa PageSave Westernporthttps://savewesternport.org/Greg RowlsGreg RowlsFrontline Action on Coalhttps://www.frontlineaction.org/

BZE speaks to Michael Lord, Head of Research at Beyond Zero Emissions and the release of the new report Electrifying Industry, which shows how manufacturers can generate heat differently, through the smart use of renewable electricity. By electrifying industry, Australian can eliminate up to 8% of national emissions.

Monday 19th March 2018Erin Jones discusses future Industrial energy needs with Michael Lord 

Coming up …..This BZE Radio episode was broadcast on Monday 16th October 2017Rethinking CementGuests:Jordi Bates, Kathryn Bennett, Michael Lord and Tim BuckleyYou may not have been thinking very much about cement, but BZE researchers have.Manufacturing cement makes up 8% of world carbon emissions and rising.Could it be made without these emissions?Would a price on carbon make us look differently at fly ash?Don’t be dismayed.Michael Lord makes it all clear as he launches the new BZE report Rethinking Cement in Newcastle.Vivien also learns about the late Jen Bates from her husband and mother. They dedicated the new report to her because of her dynamic support of BZE in Newcastle and to her lifetime’s work protecting our precious environment.Staying with heavy industry, Tim Buckley speaks to Dirt radio about Whitehaven Coal.

Beyond Zero Emissions has been bringing out practical reports on how we can cut our carbon emissions in Australia for years. Their reports are careful to use off the shelf technology, which means that we can actually DO this change right now - if only the political will were there. This is the Canberra launch of their Electric Vehicle Report. This work is licensed under the Creative Commons Attribution-Share Alike 4.0 International License. To view a copy of this license, visit creativecommons.org/licenses/by-sa/4.0/.

Beyond Zero Emissions are a Not for Profit Organization finding the path for Australia to reach zero emissions. The organization advocate for climate change policy and action that is in line with the science and the 2015 Paris Agreement to reach peak emissions as soon as possible. Michael Lord is the head of research of the organization. They have put out a whole bunch of comprehensive reports showing how industries can eliminate their reliance on fossil fuels. Today we talk about cement. Cement isn't as sexy as some of the other intensive GHG emission sources, but it sure is significant, contributing to 8% of emissions, a larger value than cars! There is an opportunity for structural engineers in the building industry to innovate.  In this episode we cover: - The consequences of not eliminating carbon - The 5 strategies to eliminating cement. Including geopolymers, cement replacement and timber - Previous reports and vision of BZE If you share their vision, then it might be a good idea to contribute to their cause. Find them at  www.bze.org.au Enjoy the show!  

In this podcast, Beyond Zero radio talk to Michael Lord, Head of Research of BZE’s Zero Carbon Industry Project, about the launch of Rethinking Cement: Research Report: A pathway to zero carbon cement. This outlines how Australia can move to a zero carbon cement industry in 10 years.

This show was broadcast on Monday 17th  April 2017 The Zero Carbon Australia Industry Plan is shaping up nicely. The Zero Carbon Industry and Cement research will be presented at Australian Manufacturing Week and at the Ecocity World Summit. Listen in to hear BZE’s research director Michael Lord talk about zero carbon cement, renewable heat, zero carbon steel and how the circular economy can apply to Australia’s industry sectors.Our interviewer is Erin Jones, a co-producer on the BZE Radio Community team.Read more about the Zero Carbon Australia Industry Plan here. Watch a presentation here (November 2016). Cement, steel, and in fact all energy-intensive materials, can be produced without fossil fuels! Who knew!Cement can be made using fly-ash or using low-heat geo-polymers instead of limestone and coal, steel can be created from treating iron ore with hydrogen from excess renewable energy utilities, and we can use a range of off-the-shelf energy efficient appliances and technologies to create heat for industry, for everything from canning food to melting glass.Share!

Throughout the “Doing History: How Historians Work” series we’ve explored how historians find and research historical topics, how they identify and read historical sources for information, and how they publish their findings so others can know what they know about the past. But not all historians work to publish their findings about history in books and articles. Some historians work to convey knowledge about history to the public in public spaces and in public ways. Therefore, we conclude the “Doing History: How Historians Work” series with a look at how historians do history for the public with guest historian Lonnie Bunch, the Founding Director of the Smithsonian’s National Museum of African American History and Culture.   About the Series “Doing History” episodes will introduce you to historians who will tell you what they know about the past and reveal how they came to their knowledge. Each episode will air on the last Tuesday of each month in 2016. This series is part of a partnership between Ben Franklin’s World and the Omohundro Institute of Early American History and Culture.   Partner Links Omohundro Institute OI Reader Doing History series   Show Notes: http://www.benfranklinsworld.com/museums   Helpful Show Links Help Support Ben Franklin's World Crowdfunding Campaign   Ben Franklin's World Facebook Page Join the Ben Franklin's World Community Sign-up for the Franklin Gazette Newsletter Ben Franklin's World iOS App Ben Franklin's World Android App   Complementary Episodes Episode 011: Jessica Baumert, The Woodlands Historic Site of Philadelphia Episode 028: Janice Fontanella, The Erie Canal (Schoharie Crossing State Historic Site) Episode 033: Douglas Bradburn, George Washington & His Library Episode 035: Michael Lord, Historic Hudson Valley & Washington Irving Episode 041: Bruno Paul Stenson, Canada & the American Revolution (Château Ramesay) Episode 079: Jim Horn, What is a Historical Source? (Historic Jamestown) Episode 103: Sara Bon-Harper, James Monroe and His Highland Estate

Washington Irving was an historian and writer. Some historians and biographers have called him the first great American author.  Today, Michael Lord, Director of Education at Historic Hudson Valley, joins us to explore the life of Washington Irving, his home, Sunnyside, and the historic Hudson Valley region that he immortalized in stories such as Diedrich Knickerbocker’s History of New York, “The Legend of Sleepy Hollow,” and “Rip Van Winkle.” Show Notes: http://www.benfranklinsworld.com/035 Helpful Show Links Ben Franklin's World Facebook Page Join the Ben Franklin's World Community Sign-up for the Franklin Gazette Newsletter Ben Franklin's World iOS App Ben Franklin's World Android App