Podcast appearances and mentions of Mike Cohen

On this episode of The Sick Podcast, Stu Cowan and Mike Cohen join Tony Marinaro to discuss Stu's award, the Habs, how media is changing and more. Following this, former Montreal Canadiens defenseman Marco Scandella joins Tony to discuss his career, playing for the Canadiens, his thoughts on the Habs defense and more. Later in the show, former Montreal Canadiens forward Paul Byron and Tony discuss his involvement with Habs prospects, Ivan Demidov, the Habs season, the rebuild and more! Learn more about your ad choices. Visit megaphone.fm/adchoices

On Monday the EU and the UK struck a new post-Brexit deal, which extends their access to each other's fishing waters beyond the initial 2026 date to 2038. So how will this impact both Irish and UK fishermen? To discuss with Pat was John Lynch, CEO Of Irish South and East Fish Producers Organisation and Mike Cohen, Chief Executive Officer, Nation.

I'm excited to share this episode where I chat with Mike Cohen and Mark Mobley from Cignition about their amazing work in high-dosage tutoring. We dive into how they're making learning more collaborative and engaging through their partnership with the Ohio Department of Education. Parents and teachers are loving what they're seeing, and it's clear there's a real need for this kind of personalized support in education today. By the end of our conversation, you'll learn exactly how your school can team up with Cignition to help your students succeed. If you are a new listener to TeacherCast, we would love to hear from you.  Please visit our Contact Page and let us know how we can help you today! To get our weekly Instructional Coaching Tips sent right to your inbox, please subscribe to our weekly newsletter. Conversation Takeaways Cignition focuses on high-intensity tutoring to enhance student learning. Collaborative learning is key to deeper understanding in students. The company has a successful partnership with the Ohio Department of Education. Tutoring sessions are designed to be engaging and tailored to student needs. Mastery checks are integrated into lessons to measure student progress. Feedback from parents indicates significant improvements in student confidence. Tutors are trained to facilitate productive struggle among students. The relationship between tutors and teachers is crucial for student success. Cignition aims to fill educational gaps for students in need. Schools can easily partner with Cignition through their website. Chapters 00:00 Introduction to Cignition and High-Intensity Tutoring 02:59 Partnership with Ohio Department of Education 05:56 Tutoring Methodology and Student Engagement 08:53 The Role of Tutors and Teacher Collaboration 12:11 Feedback and Recognition from Parents and Educators 14:57 Getting Started with Cignition About our Guests: Michael Cohen, Founder & CEO, Cignition Mike's career has straddled academic research and entrepreneurial activity, focused on helping human-centered technologies achieve positive real-world impact. He earned his PhD at UC Berkeley, has published more than 80 academic papers and one book, has been awarded 25 patents, and received a Lifetime Achievement Award in 2004. Mike founded Cignition in 2014, working with educators and a neuroscientist, with a goal of helping all students, especially those from traditionally underserved communities, achieve a deep understanding of mathematics (and extending to ELA more recently) - both to enable further learning and to be prepared for success in the workplaces of the future. Those goals led to a key focus on conceptual understanding and on collaborative learning, as well as a focus on measurement and constant data-driven improvement of all components of the products and services Cignition delivers. Mark Mobley, Program & Client Success Manager, Cignition Mark Mobley (M.Ed.) is completing his fourth year as a Client Success Manager for Cignition. For the past two years, he has been the lead manager for the Future Forward Ohio initiative, which has served 27 districts statewide. He spent 10 years as a secondary mathematics teacher in Georgia. Additionally, he has helped design, launch and lead two nonprofits, Georgia CALLS, a program training and employing returning citizens to prevent recidivism, and SAFFT, a program designed to train and restore families who have...

What’s next for Agile coaching? Brian Milner and Andreas Schliep dive into the shifting landscape of Agile coaching, the differences between Scrum Masters and Agile Coaches, and how to carve out a sustainable career in a changing industry. Overview In this episode of the Agile Mentors Podcast, Brian Milner and Andreas Schliep explore the evolving role of Agile coaching, the challenges coaches face in today’s market, and the skills needed to thrive in a shifting industry. They break down the differences between Scrum Masters and Agile Coaches, discuss how to develop a personal coaching style, and emphasize the importance of integrity and resilience. From navigating layoffs to redefining what it means to be an Agile leader, this conversation offers valuable insights for anyone looking to grow in their Agile career. References and resources mentioned in the show: Andreas Schliep Certified ScrumMaster® Training and Scrum Certification Certified Scrum Product Owner® Training Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Andreas Schliep is a Certified Scrum Trainer and executive partner at DasScrumTeam AG, helping organizations navigate complex projects with agile methodologies. A thought leader and co-author on Enterprise Scrum, he empowers teams—from startups to Fortune 500 companies—through high-impact coaching, training, and a passion for continuous learning. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We are back here for another episode of the Agile Mentors Podcast. I'm here as always, Brian Milner, and today I have someone we've been trying to get on here for a little bit, and I'm excited to have him here. Mr. Andreas Schliepp is with us. Andreas, thank you for being on. Andreas Schliep (00:17) Thank you for inviting me. Brian Milner (00:19) Yeah, very excited to have Andreas on here. Andreas has been in the community here for a long, time. He's been just really generous with his time and he's mentored a lot of people. He's a CST, a Scrum trainer. He's also a certified enterprise coach. So he has kind of those dual high level certifications with the Scrum Alliance. But he mentioned to me earlier, he's kind of always considered himself a Scrum trainer. But he's also a coach in this group called the Leadership Gift, or there's also another name here that they've used recently, Responsibility Immersion. So that might come to play in our conversation here because we wanted to talk about sort of the future of agile coaching and agile coaches in general. There's a lot of turmoil, there's a lot of upheaval and things that are shifting and changing every day in our profession. So I guess, you know, let's just dive into the topic here. Andreas, how do you see things currently? And, you know, in a broad sense, where do you see them going? Andreas Schliep (01:18) Yeah, so first of all, why am I concerned? So typically I say that I kind of, train coaches and I coach trainers. So most of my work is centered around the path of scrum masters and how they can kind of acquire the necessarily skills and insights to become actual coaches themselves. Or scrum coaches as I would prefer to say it. And that includes a lot of stuff like we want to equip them with facilitation, with training skills, with coaching skills, with systemic observations and other methods. And we've been doing that for a couple of years. And so of course we came across lots of good people, good coaches and good trainers, good consultants out there. And we kind of kept our community open. So it's not like people attend our classes and then we forget them or we only have closer relationships to our corporate customers. It's like we kind of managed to build some kind of little community. People keep coming back and we keep chatting about what's going on, what's happening in their environment. And as a mainly training focused company, one of the first effects that we notice is that our classes are getting emptier and emptier. So what's going on, especially advanced classes are not that well. So we still have some, well, yeah. basic attendance, but it's not as it used to be. well, a couple of years ago, we had like full classes and everything, and then COVID hit and we could say, okay, so COVID kind of reduced the demand for edutraining. And then the next crisis came and the next catastrophe and the next disaster. But there have also been some structural changes. I think that we are currently experiencing two effects that happen at the same time. So the one thing is that, well, Diana Larsen put it that way, Agile has won. So there's no doubt that organizations employ Agile methods and want to use Agile practices, some of them with, some of them without any clue about what that even means or what Agile thinking or Agile attitude behind it is, but still, there's no shortage on like the use of Agile or the, but there's also no shortage of the Agile basic training or educational videos, content or whatever. So people get lots of more resources than we used to get back then when we had like this one scrum book by Ken Schwabe. So read this and then you went out and said, how do I do that? So. And then came the second book by Mike Cohen and the third book and so on. had to, had all these puzzle pieces coming together where we needed to find our own way and build our proficiency. And now you get a flood of books and stuff going on, which is fine. So the one thing is that of course our profession is developing and it's kind of natural that you will notice some kind of within that. But there's another effect and this is one thing where we scrum trainers can kind of take responsibility for our own contribution. It's the fact that organizations can hire an unlimited number of low-level agile coaches nowadays. There's been no quality control. Anyone who went through a two-day CSM class could call themselves agile coaches and they got hired for lots of money and eventually produced nothing. some of them, some agile coaches or people who call themselves agile coaches even caused chaos. So, and the systems. that they were affecting started to kind of fix themselves and heal themselves from the Agile coaches by expelling those. So, and of course, maybe you have a third effect, which is sometimes it just doesn't work and you blame the Agile coaches. So if you just lay on your couch and you do nothing and your doctor tells you, you have to get moving, you have to get up and get moving and say, yeah, it's a bad doctor because... I still lie on my couch and my health is deteriorating and this doctor doesn't help me. He doesn't give me what I want. What do you want? Yeah, I want just, I would just want a pill that I can swallow that I'm healthy. It doesn't work that way. And then we had those people who were selling those pills, yeah, who were telling people, here we got a, we got a safe way that you can do this. All you need to do is implement this process, hire our consultants. Brian Milner (05:26) Yeah. Andreas Schliep (05:43) We kind of made all the thoughts and the heavy thinking ourselves beforehand and you just need to install it. Here's the roadmap, here's the process manual, here's the 300 page guide. Just do it this way. And this is also detrimental. now we have, I've been talking to many people, many great people, you've been laid off, who are looking for a new orientation. Brian Milner (06:05) Yeah, yeah, I agree. I mean, I think you laid that out really, really well because there's I think you're right. It's kind of a multi effect scenario. There's a lot of things affecting it. And I know I've had conversations with with friends and colleagues about this. And, you know, we've talked a lot about the I think more kind of the second thing that you're talking about, just that and It's sort of a chicken and egg thing because the industry has built up and spread agile concepts through offerings of usually two day classes. You and I both do those quite regularly. And I think we probably both would say that's a very valuable thing. to go through sort of that immersion kind of a couple of days to learn it and get a foundation in it. But there may have been sort of a misconception or it may have been sold incorrectly to say, now you're ready to lead an organization and transforming from zero to 60 in Agile. when you're not, right? I mean, you've got a good grounding. You're ready to begin learning with a team, but it's the first step. There's gotta be some sort of ongoing support system that when you come up against something that you don't really know how to handle, that you have someone to ask. You have somewhere to go to get help and get answers. Even the, you I work with Mike Cohn, I think he's a great trainer. But even a two day class with Mike Cohn, I don't think is gonna make anyone an expert that now you're ready to, you know, take on the huge challenge of cultural change within the organization, you know? Andreas Schliep (07:53) Yeah, yeah, it's like with anything agile, these classes are a starting point or a waypoint and not a designation. It's not the goal. So when I made my driving license, my driving instructor told me, and in Germany you have to spend lots of hours with your driving instructor. And my driving instructor told me gladly, now you can get to practice on your own. He was happy that he didn't have to co-practice with me any longer because I wasn't the best driver. So I actually aced the theory test, but the practical driving was a little more difficult and kind of probably was bad for the blood pressure of my driving instructor. yeah. And that way, but I never thought about this. So the idea was I get the permission or I get the next level to the next step. And the next step will be, I want to learn proper driving. And that's something that you need to do on your own. And with this understanding, we try to kind of provide a path for people to become better scrum masters and agile coaches by kind of revamping the CSP path, the scrum aligns and other things. A glorious project that also failed gloriously. I'm still not entirely sure why, but probably because the Scrum Alliance and many other people failed to understand the similarities between Agile Coach as a profession and the Scrum Master as a role. So they claimed that there were two different things. And I think that's also a structural issue in organizations. Brian Milner (09:16) Yeah. Andreas Schliep (09:25) that they see Scrum Masters and Edge of Coaches as different things. So the Scrum Masters work on the team level and they just know their Scrum and they facilitate the meetings and then they come up with nice cookies for the retrospective so that everybody on the team is happy. And occasionally they take one of the team members aside when they have some issues and help them go through that. That's totally fine, but the Edge of Coaches do the real stuff. release train engineers and the others, do the organizational thing and they don't bother with what's happening on the team level because they need to do the important things on the higher level. And with this attitude somehow fueled by some decisions by Scrum Alliance and other organizations like, yeah, in order to become a certified team coach or certified enterprise coach, you have to kind of prove that you're... had coached like 2000 hours or 2500 hours. But by the way, the scrum master worked. It doesn't count towards this coaching, which is totally ridiculous. So that means the misunderstanding of the role is a structural problem. Another structural problem is that the organizations that would need the most experienced scrum masters, they attract all the rookies. Brian Milner (10:16) you Andreas Schliep (10:34) because they don't even know what a good scrum master would cost like. They have those two day or even less day. I heard about a transformation at a large automobile builder in Germany. They had something like a half day class for scrum master training within the safe environment. And they wonder why they fail. They wonder why they're failing. Brian Milner (10:53) Ha Andreas Schliep (10:54) On the other hand, we have organizations, even here in Germany, they have great leadership and coaching concepts. So they develop the Scrum Masters. They have the finest Scrum Masters ever on such a high level that the teams actually don't need them because the teams also evolved by taking care and taking responsibility for themselves and paying attention to the work. So they're kind of over-coached. So like, I think it was at Rally 10 or 15 years ago. There was a period when the external rally coaches didn't get so many contracts. And so they went inside and coach all the software teams and rallies at Rally. And after three or four months, the software team said, please, please give us a timeout, give us a break. We over coach. It's just too much. We just want to do some work and maybe not get better for like a month or two before we, because it's Brian Milner (11:42) Yeah. Andreas Schliep (11:47) It's hard always to get better and even better and you're so excellent coaches, cut us some slack. So that's so, but this is the structure. So on the individual level, it's just the same as with any major shift in any kind of industry. If your current profession or your current job title doesn't fit any longer, focus on what you're good at and see that you Brian Milner (11:54) Yeah, yeah, yeah, right. Andreas Schliep (12:13) become excellent at that. So that's, it's an old formula. It's an old formula and it can be different things. So I know about some scrum trainers who go and went into software development again, because they said, actually, I'm passionate about software development. I can understand that. I have a developer background as well. So sometimes I'm not that unhappy about taking care of a website and other stuff. It's a nice distraction. But some are really great facilitators. But if they only go out with a label, agile coach, and do not let the facilitation skills and experience shine, then they might get a mis-hired. So we have great personal coaches in there. So people with various skill sets. And if you take a look at the agile coaching growth, we have Biomark, some of them others. Brian Milner (12:37) Right. Andreas Schliep (13:00) You see that it's a vast field. So you cannot expect anyone, maybe the two of us, but you cannot expect anyone to be, not even me, so anyone to be excellent in all these knowledge areas and to be such a light and catalyst in everything. So the idea is to find your own way how you can contribute best. and then collaborate with others in their fields. So for me, the most interesting areas in that field are training and facilitation. Because I think that's the main thing that agile coaches or scrum masters can shine in. Brian Milner (13:41) Yeah, I've always loved, know, Lisa Atkins has that kind of different aspects of a coaching stance. And one of the ones that she had there that I've always loved is the idea of having a signature presence. And I remember when I first kind of encountered that, was, when it kind of sunk in, it was a very freeing idea for me. Andreas Schliep (13:49) See you. Brian Milner (14:01) to, you know, kind of like you're describing there, there's so many different aspects that you could, you know, try to do and you could do well, but it's too much for any one person to do all of it. So that signature presence to me, one of the things that I really kind of took away from that was know what you're good at, right? I mean, there's something about you that you bring from your own personality and your history and and everything that's made you who you are that is unique. And when you can find what that is, then it's almost like prior to that recognition to me, I was almost even a little ashamed that that was where my strength was. And I felt like I had to make up on these other areas that I struggle with or I didn't do as well. But that concept to me, Andreas Schliep (14:47) Mm-hmm. Brian Milner (14:52) kind of help me see, no, there's something that's really unique about how you approach things. And if you recognize that, lean into it because nobody else can offer that, right? Nobody else brings that to the table because that's uniquely you. Andreas Schliep (15:06) Yeah. Yeah. I have to admit, well, we're both with Scrum Alliance and I've been with Scrum Alliance for more than 20 years now. But some of the biggest insights about Scrum and the role of Scrum Master were some things that I actually learned by looking through the Scrum.org certification parts. So just out of curiosity, I started digging into the... Professional Scrum Master Series by Scrum.psm1. Okay, PSM1 is a walking part, so that's no big deal. 50 minutes without preparation, A's are done. Okay, next thing, PSM2, was a little more chilling. Okay, there are some different concepts in the way they address Scrum. And I completely faded PSM3. So that's interesting. So I should have known that. And the point is that... Brian Milner (15:52) Huh. Yeah. Andreas Schliep (15:58) There are differences in the message and the Scrum Master and the Scrum.org framing of Scrum is far more of a leader. So they take far more responsibilities. They are much closer to a sports team coach actually, even taking care of the crew and even throwing people out of the team if necessary. Then the fluffy Scrum Master social worker thing. with no real responsibility always in the background that we appear to propagate sometimes that I even have propagated lots of times. And I see this in my own style as well. So I'm rather strong at the facilitation part and working from the side of the background of people. But sometimes I see, and I think that's a big challenge for many agile coaching scrummers out there. Brian Milner (16:32) Yeah. Andreas Schliep (16:48) When it comes to the situation where I should take the lead, I'm still reluctant when I say, okay, yeah, somehow I don't want to step under the feet of others. I want to give them room. I want to be in my facilitator stance because I love that stance and that's my personal brand or whatever. The calm way and listening to people and integrating all voices. But all of a sudden, I encounter situations where say, my voice first. So, yeah. So let's do it that way. this week, I kind of stopped the client workshop in the middle. I said, so yeah, what is that? here you booked me for the entire day, but I noticed that you're very upset about important stakeholders missing. Brian Milner (17:19) Yeah. Andreas Schliep (17:39) I also noticed that you don't see the point in reiterating some other concepts that I prepared. you could use these methods and then talk to your stakeholders, but you rather want me in this room with your stakeholders and have this discussion together. So let's just stop this now. And I offer you a gift. I will come back for another half of days. So we stop this half day. You can use your time for something else. I can use my time for something else. And then I come back, but only if you have your manager in here. So if you bring your boss, I will come for another half day and then we finish this and deal with these questions. And they were kind of impressed that I was offering them. But where's the point? I needed to change the mode. I couldn't stay and I think this is something Brian Milner (18:20) you Yeah. Andreas Schliep (18:29) which is another great opportunity for Scrum Masters or agricultural coaches to say, what if I stepped into this leadership role? Brian Milner (18:37) Yeah. Yeah, that's a great kind of approach to it. And I know we've had some similar things at Mountain Goat as well, where we've worked with some clients and you kind of show up and you start to get into the things. Or even sometimes in the kind of just pre-work calls where you're trying to arrange things and talk through what is it you want to get out of this. And you sort of get that feedback and understanding that this is really just checking a box, right? They wanna check the box that they did this, but really making the change. No, they really don't wanna make the change. They really don't wanna have to change what they do on a day-to-day basis. you kind of are, as a coach or a trainer, you kind of get to that decision point where you have to say, at what point do I call this out? At what point do I say, you know what? You're gonna waste your money. Right? mean, I can come and do this. I can take your check. I can go away, but it's not going to make any difference. And you're not ready for it yet. and, that's, that's always a really hard decision. When you get to that point, when you realize, you know what? It's not serving your needs for me to, move forward here. You know, it's, it's, you're not going to be happy with me. Andreas Schliep (19:48) Yeah. I think it's important to maintain the personal integrity. the whole point about resilience is that you kind of are able to change while you maintain your own identity. So the path that you are trying to. And this change can mean a lot of things. So if someone would tell me, you've got to stop with Scrum now because Scrum is now forbidden everywhere. I would kind of dig into the facilitation. So I joined the IAF, the International Association for Facilitators. I don't have a credential there yet, but this is something if I would go into more facilitation gigs, this would be very interesting for me. I also became a coach in the responsibility program with Christopher Avery. First of all, I think that was a nice addition to my training or to my work with leaders. But then I also discovered that this is kind of navigation aid for myself. So whenever I do something, I start with what do I want? So what do I want? How do I want the situation to evolve? What is the outcome that I want to achieve? And how am I blocking myself from that? So what is kind of my inner blocker that prevents me from getting what I want? Brian Milner (21:03) Yeah. Andreas Schliep (21:04) So I could also talk about external blockers, but these external blockers are sometimes just things on my path that I choose to say, okay, I can't go there because there's this blocker. And when I found these two things, so what do I really want and what is blocking me? I can go and make a decision. I can confront myself. And with this ability, I'm pretty sure that I'm able to respond to any kind of situation. So, and... whether I pursue the facilitator part further or whether I go into the coaching way. I love to work with groups so that just the one-on-one coaching is not so interesting for me. But these are kind of independent from what I'm doing now, but also based on what I'm doing now. So I can derive lots of good skills and insights and approaches from what I did as a scrum trainer so far, what I have done as a scrum trainer. Brian Milner (21:58) Yeah. Well, I think when I'm hearing and tell me if I'm misquoting this or saying it or misunderstanding, but it feels like there's sort of an element here that, you know, I think a lot of us sometimes, have some kind of a title that we've earned. and we, we sort of inherit from that, set of, activities or things that we feel empowered to do. based on that title. And what it sounds like I'm hearing from you is it should kind of be the reverse. You should think about what you do well and the titles may come and go. They may change the descriptors that people use to describe what you do, it might change, but what you love to do with the activity, what you're good at, that can shift and change a little bit and don't be so concerned with the title. Andreas Schliep (22:45) Yeah, so edge-hired coaches still can keep this kind of title for the tribe to identify a peer group. And I've also joined edge-hired coach camps even as a scrum trainer. because this identification is important to say, okay, I know a couple of people who have different skills or different things who are some more similar to me, but I don't think we should stick to Agile Coach as a job title and only look for Agile Coach offers. But rather go out and see what's out there, what opportunities do we see. Apply for weird stuff. So at the beginning of this year, I applied as a facilitator for United Nations volunteer program and even made an extra language proficiency exam before that because I had to kind of prove that I'm at least at level C1. for this job. I just did it because it was there because this opportunity came through the International Association for Facilitators. I just said, okay, I don't know. They didn't even throw me back. I don't have anything, but I just, I want to apply for this. I want to get this material together. I want to show that I'm potentially able to do this. I will be far too expensive with my current rate, but yeah. And I think anyone currently in the situation as an edge on coach being laid off or looking for another job should kind of step back and go through these steps. So what do I want? What are the activities that I'm really passionate about? Brian Milner (24:13) Yeah. Andreas Schliep (24:13) And the answer might be surprising. So sometimes, it's actually coding. Maybe we'll get back to the basics. Brian Milner (24:19) Yeah, yeah, you're right. I've known a lot of people or I've known several people, I guess I should say, that have kind of maybe migrated backwards. If you think of it in that way, I don't know that's backwards, but migrated to their roots a little bit more, you know, and maybe left training, but went back to doing, you know, managing software teams or even coding just because they enjoy it. And I think that's a great thing if that's... Andreas Schliep (24:41) Yeah. Brian Milner (24:45) brings them happiness, you know? Andreas Schliep (24:47) Yeah, you know, when the whole agile thing started, they came up with a little website and the website says something like, we're discovering better ways to sort fire customers or so. I don't have a probably and helping others to do it. And if even if you go back or if you go to actually start working as a developer again. You still bring the edge of spirit and you still bring the ideas and methods of collaboration. It's going to be so helpful in your environment. Especially with new technologies, AI stuff and remote work and all these things kicking in. Everything looks like it's making your work more difficult. Massive layers like even media firing developers now, not only edge of coaches. So we have... so many disruptions to deal with. And I think that, well, kind of resilient HR coaching tribe stance is helpful in whatever role you fulfill afterwards. Brian Milner (25:43) That's really good. Yeah. Well, this has been great. I really enjoyed the conversation. Sometimes you're not really quite sure where we're going to end up and where we're going to travel, but I've really enjoyed all the directions we've taken here, Andreas. So I can't thank you enough. Thank you for making time and coming on and sharing your experience and wisdom with everyone. Andreas Schliep (26:00) Mm-hmm. Yeah, was great fun and thanks for the opportunity and I hope that this will help some people find little more guidance, least a little more confidence if they don't find guidance yet. Brian Milner (26:13) Yeah, I agree. Thank you very much. Andreas Schliep (26:15) Thank you.

Mike of New York , Mike Cohen discusses the massive TDS outbreak and major bias issues on groups of people who clain to be impartial but it seems arer root of the problem and a source of corrupted values and vision in New York City.A quick return to the podcast after a long hiatus - part due to vision issues part out a desire to stay away from the grind and also part ecause my access was bloc ks for a time,

English Montreal School Board spokesperson Mike Cohen joined Montreal Now's Aaron Rand to respond to criticism over a decision to open schools following this weekend's blizzard.

Welcome back to the final episode in our 2024 Memory Maker Awards Gala Series!  In this episode, we hear from seven Retail Performance and Retail Operations Memory Makers shortly after each of them accepted their River Award.  Jamar Wray, Katrina Batchelor, Chris Wright, Kent Williams, Mike Cohen, Jeff Willis, and Kerry Malak share their inspiring personal journeys and milestones within the company that led to a successful 2024 and to being recognized with a presitigious River Award at the Gala. They all were awarded and recognized in their respective categorires, showcasing their dedication and the thriving culture of excellence at Broad River Retail. Their reflections highlight the importance of teamwork, leadership, mentorship, and personal growth, with these Memory Makers emphasizing how collective success leads to individual achievements. The episode also delves into the personal growth that 2024 brought for these Memory Makers, with many experiencing professional advancements, new responsibilities, and deeper connections with their peers. Jeff Willis and Chris Wright both express pride in their teams and the supportive environment that has allowed them to excel. The discussion emphasizes the importance of setting and achieving goals, the support network among Memory Makers, and the culture of learning and development at Broad River. The Memory Makers offer insights into their success, underscoring the value of building relationships, embracing challenges, and continuously seeking personal improvements for future success. This episode on YouTube: https://youtu.be/KgOnXgPM4ww  Visit https://www.storiesfromtheriver.com for more episodes. Broad River Retail brought this show to you. Visit https://BroadRiverRetail.com                             Follow us on LinkedIn: https://www.linkedin.com/company/broad-river-retail 

Welcome back to the final episode in our 2024 Memory Maker Awards Gala Series!  In this episode, we hear from seven Retail Performance and Retail Operations Memory Makers shortly after each of them accepted their River Award.  Jamar Wray, Katrina Batchelor, Chris Wright, Kent Williams, Mike Cohen, Jeff Willis, and Kerry Malak share their inspiring personal journeys and milestones within the company that led to a successful 2024 and to being recognized with a presitigious River Award at the Gala. They all were awarded and recognized in their respective categorires, showcasing their dedication and the thriving culture of excellence at Broad River Retail. Their reflections highlight the importance of teamwork, leadership, mentorship, and personal growth, with these Memory Makers emphasizing how collective success leads to individual achievements. The episode also delves into the personal growth that 2024 brought for these Memory Makers, with many experiencing professional advancements, new responsibilities, and deeper connections with their peers. Jeff Willis and Chris Wright both express pride in their teams and the supportive environment that has allowed them to excel. The discussion emphasizes the importance of setting and achieving goals, the support network among Memory Makers, and the culture of learning and development at Broad River. The Memory Makers offer insights into their success, underscoring the value of building relationships, embracing challenges, and continuously seeking personal improvements for future success. This episode on YouTube: https://youtu.be/KgOnXgPM4ww  Visit https://www.storiesfromtheriver.com for more episodes. Broad River Retail brought this show to you. Visit https://BroadRiverRetail.com                             Follow us on LinkedIn: https://www.linkedin.com/company/broad-river-retail 

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with James Lovett, CEO and Mike Cohen, Executive Chairman at Myonex. Your host, Raman Sehgal, discusses the pharmaceutical and biotechnology supply chain with James and Mike, covering: How a family-owned pharmacy became a major global clinical trial supplies business... two generations later Mike's decision to bring in a CEO and the challenge of letting go... before seeing the data points of success James' decision to take on the baton and fuel organic and inorganic growth through client-centricity The decision not to take investment and instead 'run our own play' using some of PE's tried and tested playbook Why this industry will always grow due to unmet medical needs and breakthroughs in science Michael's passion and commitment have been a driving force in making Myonex, a global leader in clinical trial supply. Under his leadership, Myonex has expanded its service offerings and strengthened manufacturer and sourcing relationships, opened new locations and expanded the employee base. Today Michael focuses on strategic growth opportunities. Before Myonex, he served in executive positions in the publishing, advertising, financial and utility industries. He holds a BS in Statistics from the University of Pittsburgh and an MBA from the university's Katz Graduate School of Business. James is driven to help clients deliver medical advances, to develop team members, and to lead Myonex to continued success. Before joining Myonex in 2017 as Chief Operating Officer, James was SVP of Covance, where he led three business units, was General Counsel and served on the Executive Committee. He was named Myonex CEO in 2019. He also serves on the Board of Directors of Food Chain ID and the Board of Trustees of the Wistar Institute. James has played leadership roles in the Association of Clinical Research Organizations and the National Association for Biomedical Research. He is a graduate of Northwestern University and Harvard Law School.   Please subscribe, tell your industry colleagues and join us in celebrating and promoting the value and importance of the global life science outsourcing space. We'd also appreciate a positive rating! Molecule to Market is also sponsored and funded by ramarketing, an international marketing, design, digital and content agency helping companies differentiate, get noticed and grow in life sciences.

#459 Councillor Mike Cohen Meets Your Local Authors: Susan Grundy presents her memoir Mad Sisters by City of Côte Saint-Luc

An episode five months in the making, as this episode was begun in June 2024, featuring Jay and these four very patient guests: Mike & Mike In The Morning: Baney - Follow Baney on Twitch @baneyboii, listen to Learn The Ropes podcast, watch Angel Hare on Youtube! Mike Cohen - Listen to Perfect Ten podcast, VOTE! Vs. Erloben: Liv Ivie - Tom Scott, get Jay on your show (Lateral), love each other, support small businesses, love to my buttercup! Asha Ouseph - Be kind, learn something new, Get Jay An Editor! This week's featured Patreon supporter is Chris Brewer! Thanks for the isolation booth upgrade! This episode sponsored by Critical Grind Board Game Cafe and Liquid Kourage Entertainment. Want to sponsor this show as well? Reach out to us! Editing's expensive and listening to ads sucks! Help us hire and pay a permanent editor and get back to new episodes every week by supporting us on Patreon, where you can now hear this episode of Verboten completely ad-free! All patrons get to add an "amenity" to the isolation booth as well! Connect with us on Facebook, Instagram, and Bluesky! To contact the show directly, email us at VerbotenPod@gmail.com! Think you have the best words? Apply to appear on the show at https://ptepodcasts.com/appearance-request/! We are ALWAYS looking for new voices on this show! Please consider leaving the show a 5 star rating and review. See you next time! This episode edited by Jacob Hein. Thank you Jacob! ©2024, Verboten. Proud member of the PTE Network.

This episode of The BS Show features attorney Mike Bryant from Bradshaw & Bryant, Smart Start MN's Mike Cohen and Mike Friedberg, Erin Wondra, psychic Ruth Lordan and Sabre Plumbing, Heating & Air Conditioning owner Steve Hucovski.

#451 Councillor Mike Cohen Meets Your Local Authors: Arjun Basu Presents "The Reeds: A Novel" by City of Côte Saint-Luc

Mike Cohen chats to Jonathan about the collaboration with 'Standing Room Only' to create a new iteration of their song Damnation Dawning. Visit www.storymusiconline.com for more information.

In the lead-up to polling day, Fathom has produced a flash series detailing the key priorities for the UK fishing industry. With few references to fishing in the main parties' plans, Chris Ranford, Fathom's co-host and Chief Executive of the Cornish Fish Producers' Organisation sits down alongside Mike Cohen, the CEO of the National Federation of Fishermen's Organisations to lay out the action they would like to see from the incoming government.In this mini-series finale, Chris and Mike pull the pieces of the puzzle together, consolidating the topics covered in episodes one to four with a call for a national fishing strategy. Could a nationwide strategy transform the piecemeal approach we've seen to date, to provide a joined-up, logical approach to planning that ensures the long-term growth and prosperity of the industry? Find the CFPO's election manifesto here: https://cfpo.org.uk/wp-content/uploads/2024/06/CFPO-manifesto-2.pdfThe fourth series of the Fathom podcast has been produced by the Cornish Fish Producers' Organisation (CFPO) with funding from The Seafarers' Charity.

In the lead-up to polling day, Fathom has produced a flash series detailing the key priorities for the UK fishing industry. With few references to fishing in the main parties' plans, Chris Ranford, Fathom's co-host and Chief Executive of the Cornish Fish Producers' Organisation sits down alongside Mike Cohen, the CEO of the National Federation of Fishermen's Organisations to lay out the action they would like to see from the incoming government.Most seafarers are aware of the risks to their safety involved in their professions. How these risks are managed is an important area for the next UK government to consider. Top down approaches have left fishermen with the impression that measures being introduced to safeguard them are instead proving to be obstacles preventing them from doing what they do best: catching fish. After the attempted, controversial introduction of a new medical certificate requirement by the Maritime and Coastguard Agency (MCA) recently, more than ever, fishermen are looking for government departments to work together and listen to the industry. In this episode, Chris and Mike discuss the need for a fundamental reform of how health, safety and welfare regulations are developed and managed in the fishing industry. Find the CFPO's election manifesto here: https://cfpo.org.uk/wp-content/uploads/2024/06/CFPO-manifesto-2.pdfThe fourth series of the Fathom podcast has been produced by the Cornish Fish Producers' Organisation (CFPO) with funding from The Seafarers' Charity.

In the lead-up to polling day, Fathom has produced a flash series detailing the key priorities for the UK fishing industry. With few references to fishing in the main parties' plans, Chris Ranford, Fathom's co-host and Chief Executive of the Cornish Fish Producers' Organisation sits down alongside Mike Cohen, the CEO of the National Federation of Fishermen's Organisations to lay out the action they would like to see from the incoming government.In our third instalment, Fathom considers the importance of the next government pursuing fair, representative marine spatial planning policies to guarantee a viable future for the UK fishing industry and its ability to continue to produce seafood. In recent years the use of space in the sea by fishing fleets has become contested with the introduction and expansion of Marine Protected Areas (MPAs), offshore wind infrastructure and underwater cables. The NFFO and SFF published a report titled ‘Spatial Squeeze' in 2022, which highlighted the cumulative effect MPA's, cables and offshore renewables are having on the fishing fleet's ability to harvest food from the sea. There's a concern that fishermen's voices are being ignored as increased jostling for space around our coasts ensues. Indeed, this is not just a practical issue of fishermen having access to the sea to carry out their livelihood. It also speaks to an increasing sense that fishing as an economic activity is becoming deprioritised. In this episode, Chris and Mike discuss the importance of making fishing a statutory consultee to ensure it is engaged at the earliest stage of marine planning. Find the CFPO's election manifesto hereThe fourth series of the Fathom podcast has been produced by the Cornish Fish Producers' Organisation (CFPO) with funding from The Seafarers' Charity.

In the lead-up to polling day, Fathom has produced a flash series detailing the key priorities for the UK fishing industry. With few references to fishing in the main parties' plans, Chris Ranford, Fathom's co-host and Chief Executive of the Cornish Fish Producers' Organisation sits down alongside Mike Cohen, the CEO of the National Federation of Fishermen's Organisations to lay out the action they would like to see from the incoming government.In this second instalment, we explore the future of fisheries management. Over the course of the last parliament, the government has developed and begun to roll out one of the biggest overhauls in fisheries management and decision-making in decades, following the UK's withdrawal from the EU's Common Fisheries Policy. The idea behind Fisheries Management Plans (FMPs) is to replace the EU's top-down system with one that invites collaboration between fisheries managers and fishermen themselves. If a new government takes charge from July 5th, what do they do with the ambitious timetable set out in the joint fisheries statement, as well as the design and implementation of FMPs? Mike and Chris offer their view. Find the CFPO's election manifesto here: https://cfpo.org.uk/wp-content/uploads/2024/06/CFPO-manifesto-2.pdfThe fourth series of the Fathom podcast has been produced by the Cornish Fish Producers' Organisation (CFPO) with funding from The Seafarers' Charity.

In the lead-up to polling day, Fathom has produced a flash series detailing the key priorities for the UK fishing industry. With few references to fishing in the main parties' plans, Chris Ranford, Fathom's co-host and Chief Executive of the Cornish Fish Producers' Organisation sits down alongside Mike Cohen, the CEO of the National Federation of Fishermen's Organisations to lay out the action they would like to see from the incoming government.The first episode tackles the topic of fishing as a part of food security. Much has been made during the course of the General Election 2024 campaign about the value of energy security through domestic production in reducing reliance on imported energy – critical in the context of unstable global markets. Similarly – though not as well emphasised – in recent years we've seen the impact of global supply chain disruptions and soaring food prices trigger the need for a strategy to keep the population fed with inexpensive, nutritious, sustainable food. This episode poses the question; do our politicians recognise the role fishing plays in bolstering our food security?  Find the CFPO's election manifesto here.The fourth series of the Fathom podcast has been produced by the Cornish Fish Producers' Organisation (CFPO) with funding from The Seafarers' Charity.

Join Brian and Mike Cohn as they dissect the vital roles and responsibilities of the product owner, from story mapping to stakeholder management. This episode is a treasure trove for anyone looking to sharpen their Agile skills and understand the nuanced demands of a product owner. Overview In this insightful episode, Brian and Mike Cohn explore the multifaceted role of product owners in Agile development, discussing everything from market analysis and vision creation to the nuts and bolts of sprint planning and retrospectives. Emphasizing flexibility and adaptability, Brian and Mike offer a comprehensive look at how product owners can excel by focusing on strategic planning and fostering strong team dynamics. This episode is essential for product owners seeking to enhance their impact in Agile environments and drive successful outcomes. Listen Now to Discover: [1:07] - Brian welcomes special guest Mountain Goat Software and Agile Alliance founder Mike Cohn. [1:31] - Brian introduces Mountain Goat Software’s What Happens When for a Product Owner, and Mike flips the script, setting Brian, as the creator, into the guest seat on this episode. [3:16] - Join Brian as he explores the vital, behind-the-scenes efforts of product owners that set the stage for Scrum success, all before the first sprint begins. [6:24] - Brian explains the dynamics of crafting a product vision, clarifying how much responsibility lies with the product owner and how much is shared with the team. [7:46] - Brian offers expert guidance on the optimal timing for creating a story map within the Scrum process. [9:46] - Brian and Mike explore the optimal quantity of backlog items to have ready before adding them to a sprint. [13:45] - Join Brian as he explains the importance of setting a product goal in Scrum, detailing how it enhances functionality and guides the development process. [17:03] - Brian invites you to download Mountain Goat Software’s What Happens When for Product Owners, a comprehensive guide designed to support your Scrum journey. [17:43] - Brian explains how to effectively integrate road mapping into the Scrum process, ensuring it adds valuable foresight and preparation without causing shortsightedness. [19:55] - Mike suggests a strategy for managing stakeholders who overemphasize the product roadmap, offering a creative approach to preserve the flexibility and adaptability that effective road mapping allows. [22:48] - Brian delves into the critical role and strategies of effective sprint planning, essential for driving successful Scrum projects. [24:20] - Brian offers his perspective on the significance and involvement of the product owner in the daily scrum, detailing their role and contributions. [26:15] - Mike recounts a memorable story about receiving exceptionally impressive customer feedback at trustworthy.com, highlighting the impact of genuine client interactions. [28:30] - Brian emphasizes that the product owner is an integral part of the team and its goals, underscoring their collaborative role rather than being separate. [29:18] - Brian explores the crucial involvement of the product owner in the backlog refinement process, detailing their responsibilities and impact. [30:48] - Brian explains why he views the sprint review as the product owner's event and offers strategies for executing it effectively. [32:17] - Brian delves into the product owner's essential participation in the retrospective, emphasizing that their insights and experiences are crucial for the team's growth and improvement. [34:10] - Brian outlines ways the product owner can proactively prepare for the next sprint, ensuring a smooth transition and effective planning. [35:27] - Brian discusses a key pitfall that product owners should avoid to ensure success in their role. [37:35] - Brian shares a big thank you to Mike for taking over this episode of the show. [37:57] - Do you have feedback or a great idea for an episode of the show? Great! Just send us an email. [38:08] - We invite you to like and subscribe to the Agile Mentors Podcast and share the episode with a friend who could benefit. [38:56] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership into that site by taking any class with Mountain Goat Software. We'd love to see you in one of Mountain Goat Software's classes, you can find the schedule here. References and resources mentioned in the show: Mike Cohn What Happens When For Product Owners trustworthy.com Subscribe to the Agile Mentors Podcast Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Mike Cohn, CEO of Mountain Goat Software, is a passionate advocate for agile methodologies. Co-founder of Agile Alliance and Scrum Alliance, he thrives on helping companies succeed with Agile and witnessing its transformative impact on individuals' careers. Mike resides in Northern Idaho with his family, two Havanese dogs, and an impressive hot sauce collection. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors, we are back. We are here for another episode of the Agile Mentors podcast. I'm here as always, Brian Milner, and today I have the big man back with me, the OG, we've got Mike Cohn in the house with us. Welcome in, Mike. Mike (00:15) Hey, Brian, thanks for having me back. Brian (00:18) Always happy to have Mike here. Always a pleasure to have him here and learn from his experience. And really, really grateful he's here. We wanted to have Mike on because we have something that we put together recently. Honestly, it's kind of been something we've been talking about we just haven't put together. We had a document that we had out there called What Happens When for Scrum Master. And we just didn't have one of those for a product owner. So I did some work there on the side on that and put it together. And we're getting that out for people so that you can find that and download it from our site. And we wanted Mike to come on to share his wisdom in that area as well, because a lot of this is stuff that I put together. But we wanted to get Mike's insights on these areas as well. Does that sound about right, Mike? Mike (01:11) That's what we agreed to do, but it's not what I'm going to do. Brian (01:14) Okay. Sounds good. Mike (01:19) I'm going to turn the tables on you, Brian, because it's your PDF. It's your document. You're the ideas behind this. So I kind of want to turn it around and take over. I'm going to kind of interview you, ask you things. I mean, I'll chime in with opinions here, of course. I can never shut my mouth long enough to not share an opinion. But it's your PDF. I want to ask you some questions about it, if that's OK with you. And I assume we'll have the link for this in the show notes for folks. They can get the. Brian (01:41) Sure, fair game. Yeah, absolutely. Yeah, they'll be in the show notes. Anyone can find this. If you want to download it now and follow along, just pause, you know, go find that in the show notes and you can follow along as we talk through this. Mike (01:55) Great. So Brian, you separated the document out into things that a product owner does. And of course, I mean, kind of naturally you did it by timeframe, right? Do this before you even go and do this every sprint, things like that. I want to talk to you about some of the stuff that we do before the project that a good product owner should do before a project. You had in there a couple of things like do market analysis and create a vision. You tell me more about what you would expect of a great product owner in that world. Brian (02:25) Yeah, that first bullet point, what I was trying to capture is that there's some behind the scenes kind of product, standard product work that we don't really account for in a scrum sense. Things like market analysis and trying to understand the competitive landscape. There's a whole discipline there of activity and work that goes on behind the scenes. And I think it's important to understand, that Scrum isn't in any way saying throw that out or that that's not needed, that is something that would come, in my opinion, before you even begin this kind of work. Scrum does not include in it a process that would say, let's verify that they should fund this product. Let's do a pitch. So the CEO of, you know, here's why you should have this product. That's what I was trying to capture in that first bullet point is just understand there are some standard kind of product development work that goes on that we're not, we're kind of skipping over a little bit. Mike (03:36) That's one of the things I've always loved about Scrum is that Scrum is silent, deliberately so on many topics. And occasionally I will have somebody that I'll meet and they'll say, Scrum doesn't say how we should do product envisioning, right? It doesn't say how we should do that. So I guess we don't do it. It's like, well, Scrum doesn't say that you should code, right? Nowhere in the Scrum guide does it say code your software product, right? Yet if you're doing a software product, somebody's coding, right? Somebody's doing something. And so I like that Scrum is deliberately silent on a lot of things like this because you're talking about doing this market analysis. I work with plenty of companies that are doing internal software. And if we're doing internal software, we're not going to do a market analysis, just kind of internal user needs analysis perhaps, but it's going to be very different. And so I do like that flexibility there. Brian (04:13) Hmm, yeah. Yeah. So that's a good point, though, is depending on the product, it is sort of more as needed or as it would fit. Like you said, if it's an internal product, it's going to look very different than if you're doing a public -facing one. Mike (04:40) I think for any of the steps that you've outlined, I think they can vary. I'm sure some are going to be the same for everybody, but I always think of it as commercial development, right? We're making Microsoft Word, right? I think of it as in -house development, right? We're making a payroll system to pay our employees or contract development are kind of the three big branches to me. And then things get very different within those three types of development. I'm thinking more product development there specifically, but of course we can be using this for non -product things. Brian (05:10) Well, and I do want to say that that second bullet point, they're talking about vision. That's where I honestly, from my perspective, that's where the product owner portion of this begins, right? Because that's sort of the first thing you need to do. And in fact, when we teach our CSPO class, this is, you know, if you've been through a CSPO class with us, you will recognize this order because that's exactly how we go through it in our CSPO class, very deliberately. You know, that Mike (05:39) I'm sorry, I was getting off there, but I was getting interested in something you're saying there. So product owner kind of starting with the vision. I know that the team can influence the vision, right? But where would you draw the line or how much of the vision is the product owners? Is it like, you know, I'm the product owner dictator. Here's my vision, shut up and build it. Brian (06:02) Yeah, I don't know that there's one answer there. I mean, I have seen in certain situations where it's more of a group effort. And that might be part of that earlier genesis of the product, where we go through an effort to define the vision with other key stakeholders, with leaders in the organization. I do think that there is sort of a separate activity that I would take with the team itself. So I might spend a deal of time with key stakeholders developing a vision, but then I might also then have a separate meeting with the team once that's established to say, you know, here's kind of what we're defining it as. Let's walk through this. Tell me if you agree, disagree, or how you might improve or change this. Just so that we, you know, part of our job as a product owner is to cast that vision. and help people get caught up in the excitement for what it is we're trying to do. So that's kind of the purpose there I see of doing that. Mike (07:04) Yeah. Yeah, the more excited we get people about it, the better off we're going to be throughout the course of the project. You also have some things in here about things to do before the first sprint about identifying users, possibly go into the persona level, but then also story mapping. I want to ask you about the story maps for a second. What's your guideline? Because somebody asked me this recently, I'm curious on your answer. What's your guideline for when we should create a story map? Do you do always, only at the start, only in the middle? What's your advice? Brian (07:35) Creating it, I always created at the start. I mean, my, just, and again, this is my experience, right? But what I have found to be useful is to do it at the beginning. And it's sort of right in that order, right? I've done the vision, I've talked, I figure out who my users are. And then I wanna know what the general big picture is for my product. I wanna be able to step back from a 50 ,000 foot view and say, all right, here's kind of the step by step of what we're gonna be doing. Because, you know, kind of like a product backlog, it's a living, breathing document. It's not done, you know, we do it once at the beginning of our product and then it's done set forever. It's constantly adapting and changing as we add new feature areas, as we, you know, understand differently how our users would interact with the product. We're going to adjust and change it. I want it to always reflect reality. Mike (08:30) Do you, so let's talk about reality there. I mean, I agree with that, but what I see is story maps that are hard to keep up to date. Are you seeing teams that really succeed at keeping them up to date all the time? I know the living breathing thing for like a couple months and then it's like the dusty old story map, right? Brian (08:47) Yeah, well, this is kind of one of the things where it was kind of hard for me to put this in a time frame because there's really two time frames that I would like this to appear in. Yes, I do think we should do it before the first sprint. And by the way, again, there, I would do this in multiple rounds with different sets of stakeholders. But then once it's established, I kind of would slide that into that quarterly kind of activity to say, we may not touch it every quarter, but every quarter I would want to... Mike (09:03) Sure. Brian (09:16) check in on it and just say, is this still accurate? Do we need to adjust it? Do we need to do anything different about it? Mike (09:16) Okay. see that. A couple of the things on the before the first spring here, you've got identify assumptions, possibly test some of those, and then create a product goal. And then the last couple of you got, you know, get enough of the backlog written to get started. And a sprinkle, how much of the backlog do you think a team should have to get going? I mean, I know it's probably not like seven and a half items, but you know, you're looking for, you know, one sprint, one or two sprints, eight sprints. Brian (09:45) Bye. Well, no, Mike nailed it. It's seven and a half. Seven and a half items. No, just kidding. Now we can start. No, yeah, I mean, it's, you know, that's why I use the term enough, right? What is enough? Well, you know what enough is, right? You kind of know what that is. There's a, you know, there's a goal that we have in general that we've, lots of us trainers and coaches have put out there to say, Mike (09:52) seven and a half backlog items. There we go. Once you've written seven and a half, we can get started. Brian (10:14) you want to aim for about two to three sprints worth of items that are in ready to go shape. They're ready to move into a sprint and start at any given time. I don't know that you need two to three sprints to start. Yeah, I mean, I think you need, I think there's sometimes a hesitancy in teams to get everything documented upfront. And I'm trying to help people kind of push past that to say, no, we don't need to have everything. Mike (10:25) That's a start. Brian (10:42) We just gotta have enough to start. And when I'm working with a team, I wanna get them into that first sprint as soon as possible because they're gonna learn much more from just doing it than they are from talking about it beforehand. That's why I've never been a real big fan of like a sprint zero or something like that because it just doesn't take a whole sprint to do everything that you need to do to get ready for your first sprint. Mike (10:58) Right. Yeah, I think you're right. I mean, to me, I always put it in terms of like, we're gambling our time, right? Is it worth gambling more of our valuable time writing more backlogs, or should we just play and get started? And if we're a company whose name is invoices are us, right? You know, should we go ahead and write some stories about the invoicing part of the system? Yeah, I bet we should. But if we're not sure that, I don't know what we're building, but if we're not sure invoice is going to be part of it, don't write anything about that on the backlog yet. Just put one big item, do invoices, right? Break it down when you get there. So. Brian (11:36) Yeah. Yeah, I mean, you typically know where you need to start. You know, there's a million things you could do. But when you have a big idea for a product and you're starting fresh and you're starting new with it, at least in my experience, again, I found like, I always know where I'm starting. And that's what I would encourage you to do is just get it out there, get it started. Even if you don't have all the different features and aspects of it thought through, that's OK. Mike (11:44) Right. Brian (12:05) You just want to start making progress so you learn. Mike (12:08) That reminds me of something I've shared with a lot of leadership teams that I've met with over the years, which is that I'll tell them that they're basically solving the wrong problem. And they're trying to answer the question of what should we build? What should the product be? And that's totally the wrong question. The right question is what should we build next? What's that next one or two steps that would tell you what the next four or five steps will be? And so simplify the question, not what are we building, but what are we building next? And I think you're right there. Brian (12:26) Yeah, yeah. Mike (12:36) one sprint worth is enough and put in the backlog if you need to write more backlog items. Go from there. Brian (12:41) Yeah. And I don't want anyone to hear us incorrectly here. I mean, part of the reason that we had them there to identify assumptions and try to test hypothesis is I don't want to open a, the silly example I always use in classes, I don't want to open a store that sells lip balms online and not test whether people want to buy lip balm online or not. There's some fundamental assumptions that you're going to have to test and know. Mike (12:48) Thank you. Brian (13:11) probably before you're gonna even get with a team and start getting up and running on this. And that should happen here. Mike (13:16) Yeah. I was with a company, this is years ago, they were in Boston, we finished the engagement, I'm walking next to my rental car, and one of the guys walks out with me, one of the like VPs, and he's like, I got a question for you. He says, how often should we cancel projects? And I said, Brian (13:34) Seven and a half. Mike (13:35) I don't know, seven and a half. I said, I don't know. So I don't know how often, but you should be canceling a fair number of projects. You get started, you find out it's going to take twice as long as you thought, or you get started, and it's not really going to deliver the value that you hoped for. So you stop. And he's like, I thought so. He said something like, I've been here, I think, eight years, we've never canceled a project. And it's like, OK, that's bad. You should get into these and find out your assumptions are wrong. Brian (13:51) Yeah. Wow. Yeah. Mike (14:04) I want to talk about your quarterly items on here. And you've got a couple, let me just kind of read some of these here. So you've got establish a product goal. That's a relatively new thing in Scrum. I mean, I still think of 2020 as relatively new, but as a old timer with Scrum, product goal is one of the newer enhancements. You've got doing the story writing workshop. So you're supporting what you said there. Talk to me about the product goal here. Brian (14:19) Yeah. Yeah, so I feel silly talking to Mike Cohen about what a product goal is. Product goals are just that neck, they're a milestone, right? And that's typically the way I talk about this in class is to say, especially when you're starting something new, you may not know everything that you're gonna do, but you know the next big thing that you need to accomplish. You know the next big mile marker that you're gonna hit in the life of your product. Mike (14:56) Mm -hmm. Brian (14:59) And that's what we want to establish with the product goal. Something that's going to take longer than a sprint, multiple sprints to do. I've got this in the quarterly section. And that's kind of how we tend to talk about it a lot here at Mountain Goat. But even in class, we'll even say quarterly -ish. Right, right, bigger than a sprint. And sometimes it'll be longer. Sometimes it'll be shorter. That's OK. Mike (15:16) It's the bigger than a sprint section, right? Brian (15:25) You just want to have that big thing that the team can keep their eyes on and kind of know, you know, here's, you got a sprint goal that tells us why what we're doing in this sprint is important and how my small task feeds into that. And you've got this product goal to say, how does the sprints work fit into this bigger picture of what we're trying to do? So you're making those... Mike (15:47) Yeah. Brian (15:50) connections consciously for the developers so that they are not just, hey, here's a laundry list of stuff to do, but here's the objective we're trying to accomplish. Mike (16:01) Yep. I think it's important to have something that's out there bigger than a sprint. A sprint is just, it's just kind of suboptimizing, right? I think about if you're climbing a mountain and a sprint is like, what's the highest thing I see and just always walk into the highest thing you see. Meanwhile, those are all false summits. The real summit is, you know, behind some valley, but you don't see it because you don't set out that bigger goal. And I like how you talked about it quarterly because if the goal's too big, if it's too far out there, we're not going to feel very motivated. about it. I had this the wackest example of this. I hope the guy's not listening. Actually, I hope he is. But he was told me he was on a project with the large particle collider. And he said his whole project won't be due for 40 years, right? I mean, I don't get it. But it's like they've got to run like 40 years worth of data before it's like totally done. And I just picture myself showing up for work on a 40 year project, right? Brian (16:31) Right. Yeah. Mike (16:57) I know you, you're going to be reading Dallas Cowboys news for the first 35 years, right? You know, sports news and you know. Brian (17:04) That's a 40 year project too. Mike (17:07) Well, you're not going to take it serious for 35 years. Then you're going to wake up and go, the deadline's only five years away. I better get to work on this. And then what I would do is realize, wow, I'll be retired after 40 years. So anyway, I've been silly. But I mean, you're on a project with a 40 -year deadline. How do you say motivated? And I think three months is a really good time where I can see a bigger impact than a sprint. But it's not so far. Brian (17:15) Right. Right, right, exactly. Yeah. Yeah. Mike (17:34) that that student syndrome kicks in and I feel, I don't really have to worry about it. Let's go to a long lunch. We'll get to work on it tomorrow. So I do like the quarter -ish approach there. You mentioned here a couple others here. These are probably straightforward, but manage and maintain the economics of your project, assess stakeholder relations, and road mapping. You want to talk about any of those, maybe road mapping especially? Brian (17:46) Yeah, yeah. Yeah, road mapping, I think, is an important aspect. I mean, it kind of goes along with that product goal. But I do get people who come through a product owner class that will say, I don't like this approach because it seems like it's all so short -sighted. And we're not really having the big picture of where we're going. And in my world, we have this year -long thing, or 10 year. I've worked with some teams that build automobiles and they're on a three -year release cycle. They're working on the model year that's three years ahead. I've worked with some teams that do aerospace kind of stuff and they're working on a space launch that's multi -years out in the future. Mike (18:34) Yeah. Brian (18:43) And when you ask them, how certain are you that you're really going to be working on this five years from now? Pretty darn certain, right? Because it's there. We're building toward that launch date's going to be there. So I think that that roadmap is an important step for a product owner. Now, I just want to be clear about this. When I say a roadmap, I'm not talking about setting hard and fast dates and saying, we're going to be here by this date. We're going to be there by this date. Mike (18:50) Yeah. Brian (19:12) It's okay for us to say, here's kind of where we feel things are gonna fall, but I really am a strong proponent of the forecasting method, like kind of looking ahead and seeing, you know, kind of based on yesterday's weather kind of thing, right? Here's what the weather was like at this time last year. So it's probably a good indicator of where we're gonna be at this season this year, that sort of thing. So I'm a proponent of the forecasting forward. And I think a roadmap can fall very well in line with that because we can slot things and say, here's kind of this quarter's, here's the next quarter kind of things that we're thinking that are gonna take place. And if one thing moves forward or backwards, one of those sections, that's not a big deal. It's not gonna change earth shatteringly the course of our product, but it does allow for preparation. And that's what I think is the most important thing that people lose sight of in sort of forecasting and projecting forward is why do we do this in the first place? Well, we do it most of the time because there's someone else who needs to get ready. They need to be prepared. They need to be ready when this is delivered to do XYZ. And that's what we're trying to accomplish with this. We can do that with forecasting. Mike (20:32) Yeah, I think you talk about taking those things seriously. And if we miss one, it's not the end of the world. Except there's always somebody in an organization who's going to say it is the end of the world. The danger for me with roadmaps is how serious people take them. They'll look at it and go, we got a roadmap. It says we're going to come out with this in 12 months. I bet we're going to do exactly these 12 things. And so that literalness to a roadmap. Brian (20:50) Yeah. Mike (20:59) is scary. I've only done this a couple of times, but I like the result is I put together roadmaps for with teams in a couple of organizations. And we kind of modeled them on the idea of the old, I don't know, 200 or 300 year ago, 400 year ago maps, right? And you would have like, you know, the. horrible map of what the world looked like, right? And there'd be Darby Dragons right on the edge of the map. And we actually did that on a roadmap, right? It had stacks of items are going to be delivered. You know, this, this six months, this six months. And then below there, we had just put a few things in kind of an unreadable font at Darby Dragons below there. Trying to reiterate that you can't take this that literally, but there often is somebody who's like, my annual bonus is tied to that box on the roadmap. Brian (21:24) I'm going to go ahead and close the video. Right. Well, you can see this in, you know, I'm not going to get on a tangent here on safe, but you even see this in safe when people do things like PI planning and they plan out the next quarter. One of the pitfalls that I think a lot of organizations fall into when they do that is that they see it as a commitment. That the team is making a commitment to getting all that work done in that PI, in that program increment. And that's not the way it's intended. It's intended as here's our loose plan. We know what we're going to do in the next sprint, but the other sprints are Mike (21:48) Right. Yep. Brian (22:17) more fluid and we'll adjust as we need to. Mike (22:20) Yeah, I've written so many times about a plan is not a commitment or commitment is not a guarantee, right? You know, I can make a commitment to this. I'm going to commit to do my best. We're going to commit to try to achieve these. But I love a Clint Eastwood quote, one of his movies. He said, if you want a guarantee, buy a toaster. Right. So. Those are the days when supposedly banks used to give you a toaster when you open a new account, right? That. Brian (22:25) Yeah, yeah. you can guarantee a toaster in today's world. Well, we joke in our family because my wife's grandparents have a, well, they're no longer with us, but they had a refrigerator that was from the 1950s that was sitting out in their barn that still worked perfectly. But we had, you know, our refrigerator is, you know, five years old and it's already breaking down and you have to consider replacing it. So, yeah, yeah. Mike (22:49) precede my day, but I... Wow. It's all the electronics in them, I think, right? So I want to move on to the sprint planning. So from the quarterly planning. So in sprint planning, you've got this broken out by what people do in the planning meeting daily during the sprint. So I want to start in the planning meeting. You're proposing a goal and work with developers to kind of improve that, answer questions about backlog items, and talk about your schedule as the product owner share your schedule. You want to elaborate on what you're thinking about with these sprint planning activities? Brian (23:15) Yeah, yeah. Yeah, I mean, so I think a goal is important for the sprint. I think that gets us all on the same page and it's kind of one of the teaming aspects of it. We want to all have our eyes on the prize of what it is we're trying to accomplish together so that we're not all just in different places working on different things. I think it's important that we're there in sprint planning to answering questions because that's when they come up. We're making our plan for when we're going to do something. So I think it's important that we're there to kind of help them plan how they're going to accomplish stuff. Mike (23:59) Yep. Brian (24:08) We're not telling them how to, but we're giving them the information they need to determine how. And then, you know, as far as our schedule is concerned, I think it's a great idea for a product owner in sprint planning to say, you know, here's the next two weeks of my calendar. Here's where I'm going to be out of the office these days. I'm going to be at a client site on these days, just so that people can prepare. If I'm a developer and I know I need to get approval from my product owner and I know they're going to be out for the next two days at a conference or something, well, that might... guide me in how I'm going to plan and arrange my work. Mike (24:38) Yep. Some of my favorite POs have been ones that have done something like said, look, between one and two o 'clock every day is total team time. I will never schedule a meeting. I'll always be available if you need me from one to two or one to three or eight to nine, whatever it is, but they'll have some sort of window there that is basically guaranteed access. Doesn't mean that's the only time they're available, but it's a guaranteed time, which is nice. I think it's nice. Brian (25:04) Yeah, I love that too. Mike (25:06) Talk to me about the daily scrums and what you'd expect out of a product owner during the daily standups. Brian (25:08) Ha ha ha. Yeah, daily scrums are kind of a controversial thing here for lots of reasons, but I mean, there's some who would say a product owner doesn't need to be at a daily scrum. I disagree. I think product owners do need to be there. I don't think they're required. Actually, if you want to ask me my opinion, the only people I think are required are the developers, because it's for them, it's by them. You can't have it if they're not there. If anyone else is not there, you can still have the meeting. Mike (25:14) Thank you. Brian (25:38) But the product owner, I think, is important to try to be at as many of these as they possibly can. Because just like in sprint planning, they're making a plan for what they're doing, here it's immediately before they're going to be doing this work. So it's the time when the rubber meets the road. And here's where they're going to have some real practical questions. And if you're not there to answer them, you could hold them up. You could delay them. Mike (26:04) Yeah. Brian (26:05) I also, like you said, I like to use this as an opportunity to say, here's when I'm available today. Mike (26:10) I wake that product owners attend because of the message it helps sends as well. If the PO never goes, is this project important, right? Or team members start to think, we have to show up daily and say what we did yesterday, that that person never has to do this, you know? And we started to get some resentment towards them. So I strongly encourage product owners to attend. I'm like you, that don't require, but my requirement test is always, would I cancel the meeting if this person had a dentist appointment, right? Brian (26:16) Yeah. Mike (26:41) If the product owner had a dentist appointment in the morning of planning, I'd probably say, can we do it in the afternoon? My product owner can't make the daily scrum because I've got a dentist appointment? well. We're still doing the daily scrum. But you're right. If all of the teams, this will be silly, but if all of the team members were all having dentist appointments, yeah, we'd cancel the meeting. There'd be no point. So. Brian (26:53) Right. Yeah, the Scrum Master and Product Owner can't have a daily scrum, just the two of them. Mike (27:07) What should we make them do? Let's talk about what to do during the sprint. You talked about kind of ongoing research. So you don't want to do all the research upfront on this. Brian (27:09) Right, exactly. Right, no, it's a continual thing, right? I mean, if I'm working on my product and my competitor comes out with a killer feature that's starting to gain traction, I can't do that research upfront. That's something that becomes apparent as the product kind of goes along. So I think it's important that we keep in touch with what's going on in the real world with our product and the competitors. Mike (27:43) Mm -hmm. through the marketing, through the market. The thing you had next here was about connecting with customers to hear feedback. I want to share a story on this one because it literally just happened. I told you I was out of the office. I got back like 15 minutes before we wanted to do this recording. And I'd been gone all morning, so I talked to my wife for about five minutes. And she and I had come across some software recently that we're using that looks kind of interesting. It's things like, you know, when you die, who gets access to your Facebook? Brian (27:57) Yeah. Mike (28:18) password, right? And most of my friends are pretty shifty. So I don't want to give my Facebook password now because they'd probably go post weird things. But I want you know, when I die, I want that to happen, right? And so we're looking at various software that does those things like who do you notify when after you died? Brian (28:19) Yeah. Mike (28:35) And we signed up with this company. I'm actually going to share the name because I like them so much here in a minute, but let me say why I like them. My wife and I both had interactions with them by email about totally different things. One was a little bug that I came across and then something that I think she was asking about how does the future work. But here's what I love. They contacted her today and said, can we get on the phone with you and hear what you think about our product? They're a fairly new company, I believe. what you think about our product and what you think about how we've, in particular, have like the three tiers of service that we offer, right? You know, this feature, this feature. And I just love that they're doing that, right? Because not as many companies do that as they should, right? As they should. Because I love that company, so I'm gonna mention their name, trustworthy .com. Probably nobody listening needs them, but they are just this kind of like, you know, I don't wanna say like death planning, because they're not like playing your funeral, but it's like. Brian (29:23) Hahaha. Mike (29:28) Who gets your Facebook account? What bank accounts do you have? So your heirs can figure it out. Right. So, so. Brian (29:34) Yeah, yeah, that's great. No, I love having that mission if they're, they have good customer service. Yeah, definitely. Let's, let's mention them. Mike (29:40) Yeah, and my wife and I favorably disposed of them, and that just put me over the top with them literally a half hour ago. You talk about checking in with the Scrum Master, about how you as a product owner are doing, but also staying in touch with devs. Brian (29:46) That's awesome. Yeah. Yeah, I mean, I think that it's important for us to understand that we are not somehow separate from the team. We are part of the team. So we have the same goal as everyone else, and that's to deliver as much value as we can to our customers. We have a specific role, a responsibility to play in that. But I think checking in, partly I put that on there because. checking with a scrum master. That's something that we have on our scrum master sheet is to check in with a product owner. And I do think that those two need to kind of work hand in hand over the course of a sprint. And on an ongoing basis, kind of touch base to see how are things on your end? How are things on my end? And how can we help each other to kind of achieve our goals here? Mike (30:24) Yeah. Yeah, you often notice something about somebody else before they may notice it themselves, right? We've got a couple other meetings that I'll move on to. So let's talk about refinement. Can you share what your thoughts are for a product owner's responsibilities during refinement? Brian (30:43) Mmm. Yeah. Yeah, I mean, refinement, I always hesitate to even think about it as a meeting because it's kind of more of a series of activities. And you might have multiple meetings that would need to take place here. But yeah, I think that there's a lot of prep work that goes into. If I'm going to have the stakeholders come in and help me prioritize, I've got to prep a lot of that work. I've got to have the stuff that's ready to go prior to that meeting. I can't just show up and go, let's see what we got in our backlog. And we'll just kind of wing it. Mike (31:02) Good point. if What do you think about this product owner? I don't know. Let me think now. Yeah. Did I write that one? Brian (31:21) Right. Right. I don't even know what that is. I don't know. Let me read it. Right. That's just going to waste everyone's time and frustrate people. So I think there's a lot of prep that goes into that and prepping to go into anything like estimation. Do we have the right sort of things that are going to be estimated? I don't want to waste my team's time estimating stuff that's maybe really a long way in the future. And I'm not going to look at it for a while. So, you know, I think there's a lot of prep time that goes into that. And I think that, you know, we're at the center, at the focal point of any kind of refinement activity. as a product owner. So that's going to be, I don't really know exactly how those meetings are going to play out for you, but I think that there is some configuration there that you got to plan for. Mike (32:02) I'm hearing your message. There is the old boy scout motto, be prepared, right? It's a new product owner motto, right? We'll, we'll steal it from the boy scouts. you have any, that's true. Just don't take away my Girl Scout cookies. So let's talk about the, the sprint review. what do you think a great product owner does then? Brian (32:06) Yes, yes. Yeah. Well, that's okay, because there's no more Boy Scouts. So you don't have to worry about that. Right. wow. So this is our event. I really think of this as the product owners event. Yeah, exactly. I think you're the emcee. I think you show up, you host it, you send out the invites for it. What I typically tell product owners is kick it off with kind of a look back at some things that have been done recently by the team. Here's some features that we developed in the past three to six sprints and maybe even show some statistics about the impact those things are making. Mike (32:30) you Showtime! Brian (32:56) on the product and the market, on the customers. Our customer satisfaction has gone from here to there as a result of releasing these features, those kinds of things. So I think that the meeting opens that way. Then we move into the demonstration of the work and what we've done in that sprint. And yes, I would turn that over in large part to the developers so that they can demonstrate. But then I think it circles back at the end to come back to the product owner to say, all right, let's take a peek ahead. Let's look ahead what's coming up in our product backlog. Here's what our... looking at as candidates for the next sprint. And I think that's really important. It gives the stakeholders a chance to speak up and say, hey, what about this thing that I had that was really important? I don't see that prioritized. I really need that in the next sprint. I want to have those conversations in advance, not after sprint planning, when it's sort of locked in. Yeah. Mike (33:45) Tell me about the retrospective. One of the things I noticed you had in there was that you want product owners to attend every retrospective. There's going to be pushback on that from some teams. What's your thought there? Brian (33:59) Yeah, my thought there is, again, kind of reiterating that point that we are on the team, we are a team member like anyone else. And again, we have different responsibilities. We have a named kind of set of accountabilities that we have that may differ from others. But I kind of consider it like this. If I'm on a, in the US, we'd say soccer team, but if I'm anywhere else in the world, I'd say football team. If I'm on that kind of a team and I'm the keeper, the goalkeeper. I've got a very unique role, right? I mean, there's a set of things I do that no one else does. I'm allowed to do things that nobody else is allowed to. I'm allowed to touch the ball with my hands. Nobody else is, right? But if there's a team meeting, you're not gonna have a team meeting without your goalkeeper. They're an important vital part of your team. And that's what this is. It's the team meeting to get together to say, how can we get better? How can we improve? What's going on? What's wrong? What's right? And what do we wanna focus on? Mike (34:36) Right. Yeah. Brian (34:58) So I think it's vital for a product owner to be at every one just because like I said, we're a team member. Mike (35:04) I agree. To me, it's always like, if you don't feel comfortable having your product owner at the retrospective, that's the first thing I want to talk about at the retrospective. Right? It would figure out why we're not comfortable with that so we can move past that. I do like here in the retrospective, you talked about having the product owner commit to making progress on the improvement items, which I think is important because sometimes it is product owners who have to improve. Right? So. Brian (35:31) Yeah. Yeah, I mean, one of the things we'll talk about in class is how the product owner is a vital communication relay point. They are the, I call them kind of the, it slipped my mind. What's the stone that had the different languages on it from Rosetta Stone, sorry. They're kind of the Rosetta Stone, right? Because they speak tech with the developers. They speak. Mike (35:36) Mm -hmm. Rosetta. Brian (35:57) business with the stakeholders and they translate across those two groups. So I think, yeah, I think it's important that we're there to try to, if there's communication issues with us and the developers, this is the place to work it out, right? This is the place to say, what do you need from me so that it's more clear the next time I write stories. Mike (36:02) Yep. Yeah, that's a good point. What about for the next sprint? What should product owners do this sprint to be ready for the next one? Brian (36:24) Yeah, excuse me. Yeah, I think it's important that we really get a handle on what should be prioritized, that we have a good understanding of what's going to be coming up, that we have that idea of what our next proposed sprint goal might be, where we're focused on stuff. And as I said, I want to check in with my stakeholders, especially my key stakeholders, on that prioritization so that it's not a surprise to anyone. I don't want to. I don't want anything to be a surprise when it gets to sprint planning. By the time we circle back around in sprint planning, I want my developers to have looked at these things multiple times before they see it in sprint planning. We've had estimations. We've had discussions about these. So there could have been multiple times we've had conversations about these. So by the time we get to sprint planning, it's not the first time we're looking at these things. Mike (37:00) Yeah. Yeah, it should be a surprise. Brian (37:15) And that's kind of what I'm trying to allude to here is that there's a series of activities that just are kind of the glue between one sprint to the next sprint. And if we kind of drop that ball in any way, like I said, I can't show up at sprint planning and sort of just say, well, let's see what we got, guys. I have no idea what we're going to do, but let's just take a look. Yeah, I can't wing it. Mike (37:30) Right. Yeah, wing it. Yeah, that's not a good approach for things. Brian, you told me a lot of things that product owners should do. I want to twist it a little bit and ask you for one thing product owners should not do before the sprint, during the sprint, before the project, whatever. What's one thing, the one thing you would tell product owners to not do? Brian (37:57) Wow, that's such a great question. I think probably the number one thing that I would say is to understand the boundary between the what and the how, and really to try to stay out of the how. What I mean by that is we're in charge as product owners of the what side of the equation. What is it that we're going to be doing? What are we focused on? The developers are in charge of the how. How do we accomplish this? What's the best way to deliver this? And I... I know as a product owner in my past, I've always struggled with that balance of, yeah, but I've got a vision in my head of exactly the way I want it to play out. And I have to kind of rein myself back in a little bit and say, yeah, but kind of remind yourself that that's not really my role here. My role is not to explain exactly how the page is going to need to look and exactly how this feature plays out. If I have no really discernible reason that I have to have it one way over another, right? If there's not like a legal reason or compliance that I've got to do it one way, then I want to as much as possible stay out of the house so that the developers really get to exert their expertise. Mike (38:59) Right. Yeah, that's where they're going to be, they're going to be best at. I was describing it as that there's, there is a fine line between what and how, which is why people often will struggle with it. the way I think about it is like every time we dip into that, how at all product owners dip into that at all, they start to kind of take away degrees of freedom from the team. The team has less maneuvering room on how they're going to solve the problem. And great, take away one degree of freedom here and there. It's not going to be the end of the world. Take away too many, and you over -constrained the solution. The team doesn't engage as fully. All sorts of negative things, as you've touched on. Brian (39:39) Yeah. Mike (39:40) Brian, I want to thank you for letting me take over and turn the tables on you and ask you the question. Since you had made the PDF, I wanted to be the one asking you what your thoughts were on your great PDF that we have for folks. So I'll turn it back over to you. Let it be back to your show now. Brian (39:41) Hahaha I... Yeah, no, well, thank you very much. This has been a pleasure. It's been really fun to have to see what it's like on the other side of the table a little bit. So thanks for being willing to do it, Mike, and thanks for being willing to share your insights as we walked through this.

Dawn Kagan-Fleming, Richard Burcombe, John Moore, Tom Mulcair, Dr. Mitch Shulman, Mike Cohen, Robin Glance

The Stuph File Program Featuring former convict, Dane Gentry; Kelly Florence & Meg Hafdahl, authors of Travels Of Terror: Strange And Spooky Spots Across America; & science writer Andrew Fazekas, author of National Geographic Backyard Guide to the Night Sky and National Geographic's Stargazer Atlas: The Ultimate Guide To The Night Sky Download Dane Gentry is a former convict, recovered addict and host of the podcast, Dane Gentry Podcast: Standing Back Up. Dane spent 21 years in prison, nine of which were in solitary confinement. Kelly Florence & Meg Hafdahl are the authors of Travels Of Terror: Strange And Spooky Spots Across America. You can also check out their collective website at HorrorRewind. Science writer, Andrew Fazekas, The Night Sky Guy, author of National Geographic Backyard Guide to the Night Sky and National Geographic's Stargazer Atlas: The Ultimate Guide To The Night Sky, is back to talk about the current solar storms that we are dealing with. The auroras might be beautiful, but there are some dangers that come with it. This week's guest slate is presented by Mike Cohen, a columnist for The Montreal Suburban, city councillor for the City Of Cote St. Luc & PR for the English Montreal School Board (EMSB).

Thanks for listening! PLEASE RATE & REVIEW THE PODCAST ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠mrmikecohen.com⁠ ⁠⁠@mrmikeco On Instagram⁠ The Feed / Mike Cohen REEL Strength Training For Cyclists - 7 Day Free Trial ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://dialedhealth.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠Leave A Google Review For The Website⁠⁠⁠⁠⁠⁠ Dialed Health Social ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@dialedhealth⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/dialedhealth/

Trump Trial Stormy Blues By Matthew Russell Lee, Inner City Press, May 11, 2024 Audio / Book on Amazon: https://www.amazon.com/dp/B0D3XRBQG5 They put on McConney just before Stormy Crossed about Making America Horny Then Mad but not mad Westerhout She spoke out of turn and they let her out Gag order, contempt, possible jail time It's not a red, it's a blue line Rick Scott came and said show trial On deck Mike Cohen he might take a while Gotta push pause on his TikTok One left ungagged now is Rick Scott Gag order, contempt, possible jail time It's not a red, it's a blue line Trump Trial: Stormy, audio / book: https://www.amazon.com/dp/B0D3XRBQG5 Stories:  In Trump Trial Stormy Daniels Disclaims Name of Strip Dancing Tour as Is Shown Nasty Tweets https://www.innercitypress.com/trumptrial13stormyicp050924.html X / Twitter: https://twitter.com/innercitypress/status/1788924925077578139 Threads: https://www.threads.net/@innercitypressinsta/post/C6ggnyOu7-v Substack: https://matthewrussellleeicp.substack.com/p/extra-at-trump-trial-stormy-daniels Patreon (support, docs) https://www.patreon.com/posts/order-as-delgado-103502175 Paperback TRUMP TRIAL CIRCUS: Davidson and Hope, Info Broker and Press Secretary Testify on Stormy & McDougal - third in a series, with courtroom analysis and more: https://www.amazon.com/dp/B0D39TBQ7R Trump Trial: Pecker  e-book 100 pages, 2 hours audio, Audible: https://www.audible.com/pd/Audiobook/B0D2NYCVYD Amazon: https://www.amazon.com/dp/B0D2NM4RZ3 Carroll v Trump Trial audio/book: https://www.amazon.com/dp/B0CTFPXKGM

The primary topic this week is ... the primary! Jesse and Scott talk through the results of the March 5 Knox County primary races, including seats on County Commission, school board, and that razor-thin margin in the property assessor's race. They are joined by guest Mike Cohen for some analysis of what we learned — or didn't — from election day. Also: the plans to renovate the historic Sanitary Laundry building; the school board's salary study suggests a $39 million pay increase; and the county's Comprehensive Land Use Plan passes its first test at Planning Commission. Looking ahead to this week, the guys anticipate a quiet spring break. Except for that pesky Legislature ... If you want 100 more episodes go to Compassknox.com and subsribe today!

Learning has become a superpower in the modern world we live in. But learning at a deep level is something that is extremely challenging. In this episode we explore the topic of Intentional Mastery and why it matters.Key topics covered in this episode:

Hear the extraordinary journey of a leading Trauma Consultant and how he struggled during his early life against all odds. Mr Ansar Mahmood shares life lessons that are applicable to all of us. Key topics covered in this episode:

In this episode, we discuss what tools you need to peak your career. While possessing the necessary skills and expertise is undoubtedly crucial in any professional setting, this episode unravels the truth that skills alone may not guarantee career progression. Key topics covered in this episode:

In this episode we delve into the journey of a fighter pilot. Dominic shares important life lessons, such as the importance of perseverance and how sticking to what we believe is the key to success. Discover how you can use a fighter pilot mindset to succeed at work. Dominic TeichDom “Slice” Teich brings his fighter pilot background and applies them to guide pilots, athletes, business owners, and students with afterburner techniques that American fighter pilots use to ensure mission completion. As an Amazon best-selling author, business owner, entrepreneur, civilian and military instructor pilot, he knows that busy individuals and teams struggle with information overload.  Since 2002, “Slice” has guided hundreds of students toward their goals. His blueprint is called Single Seat Mindset; an impactful group of 40+ fighter pilot guides with a combined experience of 700+ years. They share proven formulas and life advice to the insider circle community to ensure success and big goal achievement all while avoiding overwhelm, overload, and flameout. They dive deep into the productivity world to provide guidance through short, impactful steps.You won't find any other cutting-edge community like ours as we provide unique life experiences learned in the 3rd dimension.SingleSeatMindset.com

On this episode of The Internship Show, we speak with Mike Cohen. Mike is the founder of Wayne Technologies and gives candidates advice on standing out during the job search, how to manage your job search and much more.

In this episode we delve deep into the fascinating world of habit formation and transformation. Join us as we explore the science, psychology, and practical strategies behind creating and sustaining powerful habits that can positively impact every aspect of your life. From building a regular exercise routine and healthy eating habits to fostering productive work habits and cultivating a positive mindset, we'll cover a wide range of topics to help you understand the mechanics of habit formation. You'll discover effective techniques for breaking bad habits, overcoming obstacles, and developing sustainable practices that align with your goals and aspirations.Blaine OelkersBlaine Oelkers is a TEDx Speaker and leading authority in personal implementation and consistency. He is America's only Chief Results Officer®. He's a habit master with documented streaks of 1,810 days in a row and counting! As a top LinkedIn Connector he has over 27,000 1st level connections. Blaine graduated from Purdue University and Stanford University's Social Entrepreneurship Program. He is powered by Selfluence, a personal development and training company. He is excited to share with you ways you can take control of your life by taking control of yourself.Instagram: https://www.instagram.com/chiefresultsofficer/Email: blaine@selfluence.com

Welcome to the Aphasia Access Conversations Podcast. I'm Jerry Hoepner. I'm a professor at the University of Wisconsin – Eau Claire and co-facilitator of the Chippewa Valley Aphasia Camp, Blugold Brain Injury Group, Mayo Brain Injury Group, and Thursday Night Poets.  I'm also a member of the Aphasia Access Podcast Working Group. Aphasia Access strives to provide members with information, inspiration, and ideas that support their aphasia care through a variety of educational materials and resources. I'm today's host for an episode that will feature Dr. Alyssa Lanzi. In this episode, we'll be discussing Dr. Lanzi's research on mild cognitive impairment and the role of the LPAA approach in serving individuals with mild cognitive impairment and dementia. Biosketch: Alyssa M. Lanzi, Ph.D., CCC-SLP, is a speech-language pathologist and Research Assistant Professor in the Department of Communication Sciences and Disorders at the University of Delaware. She is an executive committee member of the Delaware Center for Cognitive Aging Research at the University of Delaware. Dr. Lanzi is the PI of a K23 award from the National Institute on Aging to investigate the effects of an intervention designed to improve the independence of older adults with mild cognitive impairment from probable Alzheimer's disease. She is also MPI of awards that develop, test and disseminate a large-scale online database to study the language and cognitive skills of older adults to help develop cost-effective biomarkers to identify adults at risk for dementia from Alzheimer's disease. Dr. Lanzi's research broadly focuses on investigating person-centered assessment and treatment approaches for individuals with mild cognitive impairment and dementia and prioritizes the implementation and dissemination of evidence-based practice to practicing health professionals.  Take aways: The LPAA fits interventions for mild cognitive impairment too. We need to focus on training the next generation to understand the applications of LPAA to other disorders and contexts. You don't always need a standardized test, you can use goal attainment scales to measure anything. We need to be prepared to counsel individuals with mild cognitive impairment, as we are often the discipline having those conversations. When we intervene with individuals with mild cognitive impairment early, we can involve them as collaborators. There is a continuum of counseling needs that changes over time. See Alyssa's counseling plus paper in SIG 2 Perspectives.   Interview Transcript: Jerry Hoepner: Hi Alyssa. Good to see you. Alyssa Lanzi: Hi, good to see you. I'm happy to have a conversation with you today. Jerry Hoepner: Likewise, I'm looking forward to this conversation. It's kind of tradition that at the beginning of podcast we talk a little bit about your journey in your path to the life participation approach. So, I'm hoping that you can share a little bit about why an LPAA approach is so crucial to your research and clinical interactions. Alyssa Lanzi: Yeah, Absolutely. Well, thanks for having me, and I'm excited to kind of give a glimpse into how we can start to think about the LPAA approach outside of aphasia, because I think I'm a little bit unique in that way. And I am clinically trained as a speech language pathologist, and I was fortunate that most of my master's training was in a really strong university-based life participation approach model for aphasia. So, I had a large amount of experience working with Dr. Sarah Wallace and Katerina Staltari, and really thinking about group-based approaches for aphasia care. And I really fell in love with the functional nature of that model and with my master's thesis really tried to think about, well, how can we do this with individuals at risk for dementia with thinking about group-based approaches and functional care. And then I went on to get my PhD at the University of South Florida with Michelle Bourgeois. With a really strong research focus on functional approaches for mild cognitive impairment and dementia but also had the opportunity to work clinically the entire time during my PhD at voices of hope for aphasia under Jackie Hinckley, really learning about the life participation approach for aphasia. So, I feel super fortunate in that I have a lot of clinical work and exposure with the life participation approach that really has driven my research. Although I don't clinically practice with the life participation approach anymore, it really is a key foundation and a key kind of framework to how I have conducted all of my research and run the lab at the University of Delaware, which I'm currently a research assistant professor at right now. Jerry Hoepner: Excellent. Yeah. And thanks for sharing that, I really believe there is not a lot of transferability and generalizability of the LPAA in the approach being someone who has one world or one foot in the traumatic brain injury world, and another foot in the aphasia world. There's definitely some strong carryover across those contexts, and I think members of aphasia access are really interested in thinking about how that extends into those contexts. So, I really appreciate that. And like I said before, you have quite the pedigree in terms of experiences with very life participation approach minded academics, and having some of those clinical experiences, is really just so crucial for those, you know, when you step into the research world that you're doing something that really applies. So, I know you already talked about Sarah Wallace and Dr. Satari and Dr. Bourgeois and Jackie Hinckley. But are there other people along that journey that have kind of shaped the way that you think about LPAA applications to aphasia but beyond obviously? Alyssa Lanzi: yeah, I think you know, really the names that you mentioned were kind of the key mentors in the process. However, individuals like Roberta Elman, and really her approach to kind of book and learning and reintegration was structured. But flexible activities are really kind of key to my thinking, and also, as you know, an early career researcher as well. Folks like yourself and Tom and Katie really show how we can also train students in this approach as well, which is kind of being key to figuring out how I really run this lab that's based in life participation. That's not only my line of research, but also supporting the next generation. I feel fortunate in that I have mentors that really have integrated a life participation approach in many different settings from big R1 universities to smaller, R2, and R3 universities to clinical practice settings to nonprofits. And I think I've taken pieces of all of those to really support my research and teaching pedagogy, and really life participation in that way, and without aphasia access, I wouldn't have had access to those leaders and mentors in the field like yourself, and it really has given me an opportunity to have conversations with these folks, and every single conversation has really impacted and influenced my work thus far. Jerry Hoepner: I think that tends to be a really common reflection on aphasia access that everyone is so accessible. So, the name really says it, and willing to have those conversations. And certainly, that supports us in all of those avenues, research, clinic, well and academic in terms of teaching as well so completely agree with that. Alyssa Lanzi: I think that's what's a beautiful thing about aphasia access and the life participation approach is that it's not just research, either. Right? It's research, it's clinical, it's teaching, it's mentoring, it's service. And I think we will probably talk about in a little bit. But in all of my work that's really what I try to think about, I don't just try to think about, you know, research, I try to think about well, how can I study this so it can actually be implemented in clinical practice? And then how can I also teach the next generation using this approach in that way? And I think that framework, although we often think of life participation as like a clinical approach. In some ways it's really this entire framework to all those kind of core components that are necessary in terms of teaching, research, clinical care and service. Jerry Hoepner: I really love the way that you describe that, because I don't know that that's been done really clearly before. But there is a thread running through all of those pieces, and it kind of speaks to your experience with Jackie Hinckley in terms of thinking about that implementation piece, and how we make sure what we're doing matters, and is the right stuff in the first place. And obviously teaching is near and dear to my heart, and being able to frame that in a way that students understand, but also feel like it's not something that's high in the sky that you know only a few people do, but that's accessible and usable by everyone, and even for my students. I mean, I know that a lot of my students will end up in a school setting, and I know that these foundational principles of LPAA still have relevance to them. So, I say, you know, regardless of where you're going. This content matters, and it should shape the way that you think conduct LPAA work. Alyssa Lanzi: Yeah, you don't have to be at a center to conduct LPAA work, you don't have to be with people with aphasia to conduct LPAA work, and that's the cool part of it. And having these conversations is an opportunity to kind of brainstorm with one another of, well how do we take you know, from the traditional mold, how do we kind of break that and really think of it as threads that can be kind of interwoven into all these elements that are core components of our discipline in a lot of ways. Jerry Hoepner: Agreed. Maybe that's a new task for aphasia access worker to kind of map all of those pieces, because I do think not. Maybe individuals have those pieces, but it hasn't been all put together. So, I appreciate that overview. Alyssa Lanzi: And yeah, hopefully. Jerry Hoepner: well. I've been having fun re-reading and refreshing myself on your work on. I used a lot of it within my teaching so. But it's always fun to see when you read something again that you pick up something that you just didn't even like process before or you don't remember you process it, maybe. But clearly, I mean, there's this thread going through all of it about person-centered strength-based care right at the heart of all of that. It really one of the things that stood out to me the last couple of days as I've been meeting is that emphasis on fostering choice and collaboration along the way in every single step with the with the individual, with mild cognitive impairment or dementia, with their family members. And I think that's really crucial. I mean whether you're kind of choosing an external memory aid, or script, or whatever is best right. Can you talk about how you facilitate those choices? Maybe a little bit about the kinds of tools that you use on one end, but also a little bit about how you just foster a mindset of that collaborative decision making, because, you know, sometimes people can just want to defer to you and say you tell me so. I'm interested in your thoughts on both of those pieces. Alyssa Lanzi: Yeah, Absolutely. Well, thanks for the flattering words, and I'm happy. You picked out the core elements there, because I think those are really kind of the key words of a lot of the work that I try to do, and starting really with person or family centered, in that way, and it's tricky. I think a lot of people say that their work is person centered, and we can always argue. What do you mean by that? And how do you ensure that, same with functional right? But something I try to teach people, and my students are just because it's related to something practical doesn't necessarily mean it's a functional approach, either, you know, so really kind of parsing out by what we mean by that. But in particular, with working with folks with mild cognitive impairment and dementia, the goal is to really support their independence for as long as possible, and then to support their quality of life right? And a lot of times when thinking about people with chronic aphasia, it's very similar in that way, right? And that, you know, kind of gotten to a point. Not that improvements can no longer been made, but the shift is really about like, well how can you live the best life as possible? Right? How can we get you participating in as many things as possible, and that's the same mindset when we're working with people with mild cognitive impairment in particular. So, when I'm trying to design the treatment approaches that I'm testing with my clinical trials. Really, the whole framework is, how can we make something structured and standardized but flexible to that individual's needs. So, I think it starts from a treatment level, figuring out what are the active ingredients? What are the things that can't be changed, what are the core elements that can't be changed. And then, once we figure that out, then the meat of the sandwich, you know the meat of the treatment can be customizable to that individual right. And a lot of this work really comes from McKay Solberg, and views of cognitive rehab as well. But I think, when we think about person centered, we need to think about what are the core elements of this evidence-based approach? What are the active ingredients? And then what are the things that can change in between right? And when we're talking about external memory aids, it's not enough just to give somebody a calendar right. We're not seeing that individuals actually continue to use this calendar later on. And I would argue that's because of 2 reasons, one because we didn't systematically train them, and the use of it and 2 is because we didn't include them in the process from the start to the finish. And you are asking about what kind of tools and what things can be helpful. And in terms of thinking about goal development tools, a lot of times we can lean on our colleagues and occupational therapy and use a lot of the models that they have for goal development. So, they have the COPM which I'm probably going to butcher the name, but it's the Canadian Occupational Performance Measure, I believe it is, and that can be a really great tool to have a structured approach to goal setting. Same with goal attainment scaling, and incorporating some motivational interviewing techniques on top of it. But the key is that you have some type of structure, some type of evidence-based approach, on top of the conversation that you're having right, just asking somebody their interests is important, but we need to think about what's the best thing for our buck, since we have such limited time with them. So those 2 tools, in terms of goal setting have been really helpful for me, paired with using patient reported outcome measures and kind of figuring out how to use that as an initial conversation, and then paired with some further probing of tell me more about these items. Tell me more about the issues that you're facing. And then what I think is tricky, and where I relate most to my life participation colleagues are, what are the outcome tools, or what are the treatment planning tools that we can use to design these participation approaches. And it's hard because most of the outcome tools that we have are developed for looking at impairment-based improvements, right? So very decontextualized type tasks and that's really tricky. If the treatments that we're doing are all meant to be functional and person centered and improved participation. But we're not looking at necessarily improvements in worthless learning, or serial sevens or things like that. So, I couldn't figure out any tools. So, part of my dissertation work was designing a measure that was really aimed to help drive treatment planning. And then look at if there's gains an actual participation, so that tools called the functional external memory aid tool, and my lab in the last year or so have tried to do a lot of work, and coming up with free resources to train students, clinicians, and researchers, and how to use this tool to drive treatment planning because it's a little bit of a different way than we think of how to use assessment tools. Traditionally we think of assessment tools to tell us is that that person has an impairment or not and this is not designed in that way. It's really designed to tell you how to design your treatment, and a functional meaningful in person-centered way. I don't have great answers of what the tools are, but I think collaborating with clinicians and collaborating with evidence-based researchers really helps us to try to fill that gap in some ways. Jerry Hoepner: Yeah, and I think you got at part of it when you talked about goal attainment scales that you could make that a measure of any goal that the person identifies themselves. You don't necessarily have to try to fit a tool around that you can just measure what they hope to change right, or what they hope to sustain in terms of function. So, I think that's really good and really helpful. Just want to kind of circle back to a couple of things you talked about active ingredients, and how to really recognize what those active ingredients are, what the cores are, and what is content that you can do without, so to speak, made me think of some of the recent work in RTSS from the standpoint of really mapping that out. But I think that principle of my own is really important. Just to be able to say what is at the core? What do I always need to do? And what is kind of supportive of that, and can be individualized? So that's really helpful. Alyssa Lanzi: That shouldn't be on the clinician either right? If you're a clinician listening to this like that shouldn't be on you. This is on the researchers to consider from the beginning, and this should be really clearly outlined in this plan. And it is somewhat hard to figure out what some of these analyses like what are the active ingredients? But that's really, if you go to a talk, if you're a clinician on this call like that's what you should be asking, when you go to these talks like, what are the active ingredients? What do you think is really evident of what's making the change? It's not on you to decide. It's really on researchers to be thinking about this from the beginning, and not for you to try to figure out by any means. Jerry Hoepner: Yeah, I think that's a really some really sound advice, because finding out what those active ingredients are that's really crucial, and I think there's times, and I won't say who, but I reached out to a researcher once to do some work related to their work, and I said, “So do you have some place where you have more specific information about what exactly you did?” And they said “it's all in the paper” and I was kinda like no, it's not all in the paper, and I think we're getting better at that, providing that information, at least to the best of our knowledge, what those active ingredients are. And you know this is on the researcher to provide that, and then to allow that clinician to be able to work within that framework. So, I'm really glad that you said that. I also wanted to highlight the fact that you talked about your measure, and I think the acronym is FEAT right? Alyssa Lanzi: FEMAT, yep, close. Jerry Hoepner: Sorry. Missed it. I missed one letter, but we'll make sure that that is in the list of resources at the end as well, so that people know how they can access that information, and you mentioned that you're trying to make as much freely available as possible. So I think that's really helpful for our listeners to know where to find that information. Alyssa Lanzi: Yeah, the tool can be downloaded completely for free. And there's educational and training resources for free on there as well as we just publish an open access manuscript, describing with case examples of how to use it as well, because if we as researchers want clinicians to use our work. Constantly, we're hearing the biggest barriers pay walls and everything else so really trying to make this as accessible as possible, so that individuals can actually use it in their practice. Jerry Hoepner: Well, that's really excellent. I really appreciate it, so I'll double check with you at the end, and we'll make sure we have all of that information there for the for the listeners to follow up on that. So, getting into the connection and the differences between someone with aphasia and someone with a mild cognitive impairment. There's a lot of overlap and most communication supports. And as I was reading your work, I was like overlap, overlap, overlap. But there's also some ground that isn't overlapping individuals with aphasia, particularly when you get to the cognitive kinds of constructs, and so forth. So, in terms of supporting someone with MCI or dementia. What are the key distinctions that you have in your mind about how to approach that. So, distinguishing them from maybe what you would use for a language assessment, or language support excuse me, for someone with aphasia Alyssa Lanzi: I think the good thing is, there's many more similarities than differences. Right? We have this strength-based approach, this idea of participation, reintegration, isolation, depression. These are all major psychosocial factors that we know are associated with both populations and also acute. You know older adults are highest at risk. Right? We're seeing similar populations in some ways as well, so that strength-based participation-based reintegration, type approaches are all very similar. You know the key distinction or the key differences, I should say, is unlike people with a stroke, there wasn't an event that caused the impairments right, and that instead, we need measures that are really sensitive to early declines right? So, it's not like these individuals had a stroke or a brain injury, and immediately referred to speech, language, pathology. That's a very different pipeline to referral in that way. So, speech, language, pathologists need to do a much better job of advocating for our role early on where I don't think we have to do as much of that advocacy with people with aphasia now. Yes, all the aphasia folks don't come at me either because I know there's plenty of advocacy work that we need to do as well, but it it's a little bit different right, and that once aphasia is diagnosed, it's pretty clear that SLPs are the one to go to for the most part. For individuals with mild, cognitive impairment it's a bit different. So, we need to do a lot of advocacy work, and many of our tools, unfortunately, are not sensitive enough to these early declines. What's exciting is that language is actually showing as a pretty promising tool, a pretty sensitive metric. So, hopefully in the next, you know, 5 to 10 years we're starting to actually definitely be involved because we're noticing language changes or sensitive to these early declines, but so one is the early process, and the referral process is quite different. The other key difference in my mind is the preparation for the future and that individuals of mild cognitive impairment are at a very high risk for developing dementia due to Alzheimer's disease and in my work I am talking about mostly these clinical syndrome due to Alzheimer's disease is usually the bulk of my work. But for individuals with mild cognitive impairment. We really want to set them up with these tools, so that we can develop really strong habits and routines now and really rely on the strength of procedural memory, so that if they decline, they have these really good systems in place, and that's a very different mindset than people with aphasia. So, the mindset in that way is very different in our role in preparing for the future. So, I think the referrals is probably the big pipeline. How they get to you. The coping and the depression is all there. But viewed a bit differently. It's not, Oh, my God! My life has drastically changed instead it's, Oh, my God! What's gonna happen, you know, in 2 3 5 years. So, it's all those same constructs are there, but the rationale and the underpinnings are a bit different. Jerry Hoepner: I want to just go back to a couple of the points that you said again. When I'm thinking about that that early intervention or early work with someone with MCI, I'm always telling my students part of what you said that idea that we want to establish those routines and habits. But the other thing I always think about going back to our previous discussion is that's the opportunity for them to make as many decisions about their future as they possibly can, and do that planning for the future. I find that to be a really effective way from a counseling standpoint to get them involved in kind of planning their future, and also building that acceptance right like this is coming. What can I do now to kind of take ownership and to take control of that versus if I wait, then it's going to be someone else's decision. Alyssa Lanzi: Exactly. Exactly. We describe it. A lot of you want to be in the driver's seat and not the passenger seat. Jerry Hoepner: Yeah, great metaphor. And I just wanted to mention one other thing when you were talking about that the fact that language is a really sensitive measure. You believe for individuals with MCI and predictors of for their dementia. You know some great work with the dementia bank in terms of talking about collecting samples and interpreting those samples. So, I know I'm kind of putting you on the spot for this. But any thoughts about that might lead us in the future in terms of knowledge. Alyssa Lanzi: Yes, stay tuned. We more than likely have a pretty big grant coming our way, which is going to be exciting. But the current biomarker tools for detection, are costly and invasive. We're having MRI and imaging techniques which are costing, You know, so much money. Blood is becoming, you know, blood based biomarkers are at least a bit more cost effective. However, there's still quite still, quite invasive, and there's only a certain person who wants to come into a lab, you know, and do those types of things. So what we're hoping is that we can use language, and that people can provide us with language samples in the comfort of their own home, right and really reflective of these functional tools and paired with these other. You know data, this, this other data that we're collected, we can make this really kind of informed decision or inform diagnosis. So, hopefully, you know, we can get to the point where that is the case that people can kind of just answer some questions from the comfort of their own home and their smart home and their computer. And you know, on the back end we can analyze their language, and then, provide them with some information about what we're thinking in terms of diagnosis and things like that. The most exciting thing to me in my mind about language is that hopefully, we can get a sample of individuals to participate who are actually representative of those who have the disease and that with many of these imaging techniques, and with many of the blood-based biomarkers and these invasive techniques, there's only a certain type of person you know who wants to come to campus and do these things, and most of our large databases are really white, high SES folks who are just, not those who are at greatest risk for the disease. So, what I'm really hoping for with as really the area of language grows, thanks to a lot of the work that we're doing, and Carnegie Mellon are doing with Brian and Davida, and also Kim Mueller and her group at Wisconsin. Is that not only can we use it as a sensitive measure, but we can get people to participate because, hopefully, it reduces the common barriers to participation in research studies. So that's really kind of a focus of where we're going. And then, hopefully, with that information, we can better support those who are at greatest risk living with this disease. Jerry Hoepner: Right and it seems like there's kind of a secondary effect to once you have those answers. There's a lot more SLP's than there are, you know, other mechanisms for measuring those bio measures. So, if you know that contact, maybe we can contribute to that earlier detection as well, so that's fantastic. Alyssa Lanzi: Yeah, which is why we need more SLPs going in this space, and I love aphasia work. I'm an aphasia clinician at heart. But I hope we see after today and through many of my other colleagues that the world overlap so much. But we really need a lot of researchers in this space, because speech language pathologists have a lot that they can contribute, and could very soon be at the forefront of the of the diagnosis as well. So, any students on the call or clinicians wanting to go back. My labs and others are really recruiting, and we need more individuals who are interested in researching in this space. Jerry Hoepner: Yeah, that's great to share. And hopefully there are some students and professionals out there that are thinking about that so definitely need that. Well, I'm going to change gears just a little bit. You've talked a little bit about depression and other mental health issues a little bit, isolation that occurs not only with aphasia, but with mci and dementia. I think we're all starting to get a better idea of our roles as speech, language, pathologists, in terms of counseling individuals with aphasia, MCI, dementia, traumatic brain injuries, etc. In re-reading your 2021 paper about counseling, plus I was really struck by how you and your co-authors mapped out this continuum of counseling needs kind of makes me want to do the same for everything so in activities from the first symptoms and diagnosis to the end of life, and I'll refer our listeners to figure one because it's a really eloquent framework for, and timeline for those changes. Will you share a little bit about the development and kind of the purpose of that timeline figure. Alyssa Lanzi: Yeah, thank you for the kind words that was probably one of the hardest things I've ever done was writing that paper, but we knew it needed to be done for many different reasons, but really to paint the picture that SLPs have a key role from the start all the way to the finish with these folks, and that's really what that figure is trying to highlight is that we can provide both primary and supportive roles to our colleagues from prevention and education all the way through end of life. And fortunately, that figure has really resonated with a lot of people which has been really helpful and I've actually gotten a lot of feedback from clinicians who've been able to use it to advocate for their role in this working with this population and doing support groups and things like that. So that's really great, because that's the whole point of it. But what's unique about this paper is that I work on a very interdisciplinary team of neuropsychologists and geriatric psychiatrists. And it was really interesting to come at it with all 3 of our mindsets for kind of developing this, because everybody has a very different education in terms of these important psychosocial constructs. So a really big shout out to my colleagues, Matt Cohen and Jim Allison, who really also helped me push my mindset of thinking about counseling as much more than just a conversation, and really thinking about counseling, plus as we call it, in terms of everything else right, and that a conversation is only the start of it, and that education and management and advising and referrals, that's all, that's all the big piece of it. So, I think that's why we were able to really round out this figure is because we were coming at it from 3 different disciplines as well, and then being able to go back to okay Well, what's within the scope of practice, of speech, language, pathology. The other thing about this figure is you'll see that the x-axis, the way that we looked at over time was by residential status, not by necessarily MMSE score or MoCA score right, and that framework was very much from my background in life participation approach in thinking about okay, let's think about them on a continuum of like residential needs versus what is their cognitive status on like an impairment type measure. I encourage people to think that way when we think about working with older adults in particular with neurodegenerative conditions, and that not thinking about them as a numerical value in a stage on one type of those measures because I think it opens up our roles, and also shows how hopefully within that figure that you can see that the roles overlap. Right, there's some roles that we start from our first conversation that we're going to continue all the way through the end of life. The other really important thing to consider with the figure, is in our field we have a really strong understanding of like language milestones in pediatrics, right? But what we don't have a really good strong foundation is, is understanding what is typical aging right, and our role in supporting healthy aging as well. Just as we support language development in pediatrics. So that's a big piece of this figure and a big piece of the counseling article is that we have a major role like we do in language development in healthy aging development as well, and that we can do a lot to support healthy aging and prevention just like we do in language development of kids, and also like we do like with the FAST acronym for stroke or with concussion protocols and management, we just haven't, yet kind of adapted that approach to aging, and that's what hopefully this figure gets us to start to think and talk about as well. Jerry Hoepner: I think it definitely does. And I really like that analogy or metaphor comparison between the developmental milestones, because I was thinking that as I was looking at the figure, this is really similar. It kind of reminds me of, like the norms we looked at when we were in child phono or child language development laid out in the same kind of framework. So, I think that's something that is really comprehendible by the average SLP, and I think that's helpful, and I and I love how you describe x-axis in terms of those descriptions rather than numbers, just so crucial to see the person from that lens rather than as simply those numbers. So. Alyssa Lanzi: Yeah, in addition to my LPAA colleagues, my early intervention birth to 3 colleagues, or who were the closest with in a lot of ways, I definitely the treatment approaches the in-home approaches. They're in the next group, I would say. That is pretty close to LPAA as well in some ways is early intervention. Birth of 3. Jerry Hoepner: Agreed. Yeah, that's it. Another really great point. The other thing I really liked about the terms and you mentioned this: I think part of this comes out of the interprofessional kind of nature of development. But when you look at them, sure some of them are, you know, you think. Oh, yeah, that's counseling still, but many of them you don't necessarily wait to. Oh, yeah, that's in my counseling tool belt, and I think it's important for people to recognize those things are a part of that counseling process, and that can make it a little bit more accessible. I mean, we know that from an education standpoint that people are intimidated by counseling, and they feel unprepared and inadequate to carry out those steps. So, I mean just being able to see that on paper and say, I can do these things, I know these things, I think, are a really valuable part of that framework as well. So. Alyssa Lanzi: And to make sure that when we are describing counseling to our students, we're describing that as well, right, because its such a daunting thing for our students and if we help them in the beginning set up education, it really breaks down some of the common barriers to providing counseling of its daunting and scary. But a support group is one really small element of counseling that's within our scope of practice and our scope of practice does define it really well. I just think that how we describe it in articles is way too specific, and we need to think about it much more broadly and through, like the journal that you're responsible for with teaching and language. And you know we're starting to develop these models which is really helpful as well. But I agree, I think we just need to step outside of our really kind of specific way of thinking about counseling, because once again, then, by having a more broad continuum viewpoint. It really shines through our role. And why we are such key players of the team. Jerry Hoepner: Yeah, agreed. I mean, we are always going to be the ones who are put in that moment, that counseling moment we have to be prepared and stepped into it so obviously. That's my bias. But I think we always are. Well, this has been a fantastic conversation, and I could go all afternoon, but want to keep this reasonable for our listeners too. So, I want to end on kind of a broad question, just in terms of what's your advice for SLPs and other disciplines, for that matter, in terms of working with individuals, with mild cognitive impairment and dementia, specific to the use of the external strategies and supports, but kind of weaving, counseling into those interactions? Alyssa Lanzi: Make sure we're really listening to our patients and our families and take that extra second to pause and really make sure they feel valued and heard because especially for these individuals, they're scared. They may not yet see consequences in their everyday life. So, we need to really have a lot of buy in, and good rapport with them from the beginning, because they can make key changes in their life that may actually delay the onset of dementia. But they need to have buy in from you, and they we need to really promote behavior change and to do that they need to feel, listened to and heard. So, take the extra second and make sure you're doing that. Then I think, make sure that we are providing evidence-based approaches around these strategies that we are teaching and the 3-step approach by Solberg and Mateer and the pie framework. All of these, you know, meta-cognitive strategy frameworks. It starts with education, and we need to make sure that our clients have a really big education of what even is the strategy? What are all the components of the different strategy? Why is it they are even using the strategy right? Don't, jump into training the strategy yet, really start with the education and use the teach back approach, and make sure that they can help you in that way and then make sure you also don't view your approach as linear, things are going to change right, and you're going to have to go back a step and go to education. But you know I think functional is key and important, but it doesn't mean that we take away the evidence based, either right. And it's really thinking about how to integrate both of those things, and being honest with yourself and your client if things aren't working, and you need to readjust as well. But if your patient feels valued and heard, then that's the first step, and we need to make sure that we're continuing that step all the way through to the end of the sessions. Jerry Hoepner: Absolutely agree. Well, again, it's been a fantastic conversation. So really, thank you so much on behalf of Aphasia Access for your time and your insights and hope to see you again soon. Alyssa Lanzi: Yes, thank you. Please feel free to reach out. And if you ever see myself or my Doc students, Anna or Faith, or my colleague, Mike Cohen, at a conference. Please say hi to us as well. We love talking about our work and brainstorming with others, especially in the LPAA world. Jerry Hoepner: Sounds terrific. Thank you, Alyssa. Alyssa Lanzi: Thank you. Jerry Hoepner: On behalf of Aphasia Access, thank you for listening to this episode of the Aphasia Access Conversations Podcast. For more information on Aphasia Access and to access our growing library of materials go to www.aphasiaaccess.org. If you have an idea for a future podcast series or topic, email us at info@aphasiaaccess.org. Thanks again for your ongoing support of Aphasia Access. Articles & Resources: Cohen, M. L., Harnish, S. M., Lanzi, A. M., Brello, J., Victorson, D., Kisala, P. A., ... & Tulsky, D. S. (2021). Adapting a Patient–Reported Outcome Bookmarking Task to be Accessible to Adults With Cognitive and Language Disorders. Journal of Speech, Language, and Hearing Research, 64(11), 4403-4412. Lanzi, A., Burshnic, V., & Bourgeois, M. S. (2017). Person-centered memory and communication strategies for adults with dementia. Topics in Language Disorders, 37(4), 361-374. Lanzi, A., Wallace, S. E., & Bourgeois, M. S. (2018, July). External memory aid preferences of individuals with mild memory impairments. In Seminars in Speech and Language (Vol. 39, No. 03, pp. 211-222). Thieme Medical Publishers. Lanzi, A. M., Saylor, A. K., Fromm, D., Liu, H., MacWhinney, B., & Cohen, M. L. (2023). DementiaBank: Theoretical Rationale, Protocol, and Illustrative Analyses. American Journal of Speech-Language Pathology, 32(2), 426-438. Lanzi, A. M., Ellison, J. M., & Cohen, M. L. (2021). The “counseling+” roles of the speech-language pathologist serving older adults with mild cognitive impairment and dementia from Alzheimer's disease. Perspectives of the ASHA special interest groups, 6(5), 987-1002. Links:  FEMAT Website  FEMAT Open Access Manuscript  Delaware Center for Cognitive Aging Research- Free Memory Screenings  Counseling+ Open Access Manuscript  DementiaBank Open Access Manuscript  DementiaBank- Free Discourse Protocol 

We delve into the concept of developing a professional edge. We discuss a practical framework to help you build your professional edge by looking at our Inside Edge, Outside Edge, and Leading Edge. Additionally, we touch upon the power of Neuro-Linguistic Programming (NLP) in understanding and shaping our subjective experiences, enabling personal growth and fostering collaborative relationships. Don't miss this insightful episode packed with valuable insights for building your professional edge.Kerry Nickols (Chief Mischief Maker & NLP Master Practitioner)Kerry worked within Banking in the Financial Services industry sector. Throughout her career she worked in the front office, middle office Finance, Legal, Operations and Technology. It's fair to say she knows her way around a Corporate environment. She now inspires leaders to reach their fullest potential. She is an award-winning leader through her work in diversity and inclusion. With more than 20 years' hands-on experience working in the financial services industry she understands these challenges and opportunities facing leaders in the Age of Digital. Her internationally-focused work designing and implementing bespoke leadership and coaching programmes has afforded her the opportunity to learn what the difference is that makes the difference for people and organisations. She is a mischievous explorer of hearts and minds and enables growth and positive change.Website: KEPAGAEmail: kerry@kepaga.comLinkedIn

As the world becomes more interconnected and projects become more complex, collaboration has become a critical factor in the success of any team. Whether you're working on a software development project or launching a new business venture, the ability to work together effectively is essential. In the context of agile teams, collaboration plays an especially important role in ensuring that the team can deliver high-quality results in a timely and efficient manner. In this episode, we'll explore the concept of collaboration and its importance for agile teams. We'll delve into the benefits of collaboration, the challenges that teams often face when trying to work together, and some strategies for fostering effective collaboration in your own team. Brandi OlsonBrandi Olson is a best-selling author, organizational agility expert, and the founder of Real Work Done, a consultancy serving leaders through agile transformation, organizational strategy and team design, and executive coaching. She has spent two decades consulting with organizations — from nonprofits to universities to global companies like 3M and Mayo Clinics. An expert in organizational learning and change, she teaches leaders how to solve problems and adapt fast with high-performing teams. A sought-after speaker on agility and high-performing teams, Brandi lives in Minnesota with her two kids, four chickens, and one dog.LinkedIn: https://bit.ly/3l7jQwCpdboliEmail: hello@realworkdone.com

Dr. Mike Cohen is a thought leader and long-time bridge builder between Jews and Christians with a diverse background as a writer, teacher, speaker, and so much more. His family history is a depiction of the history of the Jewish people, and his experiences especially at this season, are especially relevant. He is a top story teller in a nation of story tellers, and interweaves Biblical and modern history, and his own experiences, in how we got to celebrate Israel at 75.   To hear Dr. Mike Cohen's remarks about Yom Hashoah, click here: https://youtu.be/L8QYXDu-nkA Connect with the Genesis 123 Foundation at www.Genesis123.co  FB - www.facebook.com/Genesis123Foundation  Twitter - @Genesis123F IG - Genesis_123_Foundation Find out how you can be part of Run for Zion and bless Israel with every step at www.RunforZion.com

This week, Justin chats with Barca Jim and Mike Cohen backstage at Selby Town Hall. We hear from Jack off the front row, and JB and Chippy on a dog walk in Styal. #Janet is back, and the Post Bag brings us to a close.   Get in touch or #AskJanet here: WhatsApp – 07495 717 860 Twitter – @3045podcast Email – podcast@justinmoorhouse.com   THIS WEEK'S GUESTS:   Barca Jim: https://twitter.com/Barcajim3   EPISODE LINKS:   Morrisey's Irish Bar, Malaga: https://www.tripadvisor.co.uk/Attraction_Review-g187438-d6199548-Reviews-Morrissey_s_Irish_Pub-Malaga_Costa_del_Sol_Province_of_Malaga_Andalucia.html   More or Less, Radio 4: https://www.bbc.co.uk/programmes/b006qshd/episodes/player   THIS WEEK'S GIGS:   See Justin on Friday here: https://mpv.tickets.com/?agency=WOLV_MPV&orgid=55750&eventid=75583#/event/E75583/seatmap/?selectBuyers=false&minPrice=16&maxPrice=17&quantity=1&sort=price_desc&ada=false&seatSelection=true&onlyCoupon=true&onlyVoucher=false   See Justin on Saturday here:   https://allevents.in/lancaster/lancaster-comedy-club/200023591731932   See Justin on Sunday here: https://justinmoorhouse.seetickets.com/event/justin-moorhouse-stretch-think/the-royal-george/2278634   Stretch and Think 22-23 Tour:   https://justinmoorhouse.seetickets.com/tour/justin-moorhouse   Music by Liam Frost. Produced by Rachel Fitzgerald and Justin Moorhouse.

Fox Sports' Mike Cohen joins KNBR Tonight with Deiter to discuss the USA Team match vs the Iran, College Football Playoff preview and moreSee omnystudio.com/listener for privacy information.

Fox Sports' Mike Cohen joins KNBR Tonight with Deiter to discuss the USA Team match vs the Iran, College Football Playoff preview and moreSee omnystudio.com/listener for privacy information.

Fox Sports' Mike Cohen joins KNBR Today with Dieter to preview the World Cup matchup: USA vs EnglandSee omnystudio.com/listener for privacy information.

On today's episode of The What Is Cycling Podcast, we have a very special guest, Mike Cohen. Mike has a very powerful and inspiring story that will move you and encourage you. At a young age, Mike was diagnosed with cancer which disrupted all of his plans at the time. After Mike defeated cancer, he had a blood clot in his heart which caused him to have a device that was hooked up to him and would ultimately cause him to get on the heart transplant list. On the day that he found out he was receiving a heart, he had to go under the procedure for a heart transplant. Mike, who is a cyclist and loves all things cycling, wanted to combine his love of cycling with his new heart and rode across the country to pay his respects to his donor and meet the donor's family. Listen to episode 14 to learn what it is like to battle and win against cancer, receive a new heart, and how to give back to the cycling community. Follow Mike on Instagram: https://www.instagram.com/mrmikecohen/ Follow Flnt on Instagram: https://www.instagram.com/flnt_ride/ Subscribe to Mike on YouTube: https://www.youtube.com/channel/UCRdSGZkZf9x_A1g08RAWobA Visit Mike's Site: https://www.mrmikecohen.com/ Connect With Us: Strava - https://www.strava.com/clubs/whatiscycling Facebook - https://www.facebook.com/whatiscycling Instagram - https://www.instagram.com/whatiscycling/ Twitter - https://twitter.com/whatiscycling YouTube - https://www.youtube.com/channel/UCsbPd9s44lhhxquSF6PQHUw LinkedIn - https://www.linkedin.com/groups/14136293/ Anchor - https://anchor.fm/what-is-cycling Website - https://www.whatiscycling.com/

Twenty years ago two high school students, Ben Tucker and Mike Cohen, began the first iteration of the Brattleboro Historical Society website. This recording shares how things have changed for us in the world of social media since then.

Wayne Technologies is a recruitment data services firm using the most advanced suite of technologies and strategies to identify relevant […]

Bob Boisture - President & CEOhttps://fetzer.org/Mike Cohen since 1996 has been researching the brain, neurofeedback, and human behavior across multiple disciplines. He integrates his near-encyclopedic knowledge into a powerful and unique approach to helping those who struggle with brain issues. He's helped thousands of adults and children, while also teaching courses and mentoring health professionals learning about neurofeedback. Mike is author of the groundbreaking book Neurofeedback 101: Rewiring the Brain for Anxiety, ADHD, Depression & Beyond (without medication). https://www.centerforbrain.com/Michael P. Cohen – Director, Center for Brain Traininghttps://www.centerforbrain.com/BOOK: Neurofeedback 101Bob Boisture is President and a Trustee of the Fetzer Institute. Under Bob's leadership, the Institute community has deepened its understanding of the spiritual common ground on which it stands, the type of community it aspires to be, and the work it is called to do. At the Fetzer Institute, they believe in the possibility of a loving world: a world where we understand we are all part of one human family and know our lives have purpose. https://fetzer.org/E.A. Smiroldo - Nuclear Engineer, musician, authorhttps://www.easmiroldo.com/BOOK: The Silent CountE. A. Smiroldo is a novelist, musician and nuclear engineer. She is the author of the debut novel The Silent Count, which blends her scientific expertise as a nuclear engineer specializing in weapons nonproliferation, with real-world inspired drama. E.A. is also a Washington Area Music Association Award-nominated singer-songwriter and has won prizes in writing competitions sponsored by the Bethesda Literary Festival and the International Screenwriters' Dig. https://www.easmiroldo.com/

On this week's Education Gadfly Show podcast, Mike Cohen, former president of Achieve, and Laura Slover, CEO of CenterPoint Education Solutions, join Mike Petrilli to discuss their paper on the future of standards-based school reform, as well as Chester Finn's and Dale Chu's responses to it. Then, on the Research Minute, Amber Northern reviews a study on how different concentrations in high school career-technical programs affect participants' college majors.  Recommended Content: Michael Cohen and Laura Slover's FutureEd paper, “Unfinished Agenda: The Future of Standards-Based School Reform,” released June 2022. Chester E. Finn, Jr.'s critique of Cohen and Slover's article: “Can we revise standards-based reform?”Dale Chu's review: “Relinquishment or instructional coherence: What's the right goal for districts?”Zeyu Xu and Ben Backes, “Linkage Between Fields of Concentration in High School Career-Technical Education and College Majors,” CALDER (July 2022). Feedback Welcome!Have ideas on our podcast? Send them to our podcast producers Pedro Enamorado and Lilly Sibel at penamorado@fordhaminstitute.org and lsibel@fordhaminstitute.org  

In this episode, we talk with Mike Cohen, CEO at Wayne Tech, about employee retention. And you'll see that Mike is brutally honest. Mike talks a lot about it's own company culture, and why he thinks that strong, unique, and no-bullshit values are the key to employee retention. Here are some of the topics Mike developed: -The Start-Stop-Continue rule -What Gen Z is seeking in its job -What does Church teach you about employee retention -Why employee hours is bullshit -Why being truly vulnerable is a game-changer To follow Mike on Linkedin, it's here. To follow me on Linkedin, click here. And finally to learn more about what we do at HireSweet, just click here.

In this episode Rosalinda Guillen talks with Ali Jensen of the Whatcom Food System Committee, Laura Ridenour of the Whatcom Food Network, Tina McKim from Birchwood Food Desert Fighters and Mike Cohen of the Bellingham Food Bank about the history of the Food System Committee and the efforts being made toward equitable and sustainable food access for all people living in Whatcom County.More information about the Whatcom Food System Committee hereDirect link to the community survey for the Food System Plan hereFollow the Birchwood Food Desert Fighters on Twitter @BFDFighters or email them at birchwoodfooddesert@gmail.comSign up to volunteer with the community garden or mini farm hereSign up to help with BFDF weekend food distribution/Share Spot hereMore information about the Bellingham Food Bank hereSongs in this episode:Jambalaya by Fats DominoGimme a Pigfoot and a Bottle of Beer by Bessie SmithCrime to be Broke in America by SpearheadResilient by Rising AppalachiaPray by Jimmie AllenSupport the show

This week on the podcast, Aveen talks with Mike Cohen. Mike Cohen, MA is a leadership coach and founder of Kirtan Leader Institute. His career encompasses two strands: leadership development, and spiritual and psychological growth through music. Mike helps leaders generate speaking and listening that supports timely action amidst complexity. His clients build skills in expressing their creativity, coordinating action, building trust, and delivering on big promises. A life-long musician, Mike has been a practitioner and teacher of Kirtan (sacred chant) for over two decades. Since 2010 he has trained and apprenticed thousands of Kirtan students, from total beginners through advanced leaders he has guided to tour, play festivals and create/release Kirtan albums. Mike's Kirtan training is informed by his training as an Integral, Somatic and Enneagram coach, along with decades of study in numerous philosophical, psychological and spiritual lineages. Mike has released four critically-acclaimed full length Kirtan albums, the most recent two with Grammy Award-nominated producer Ben Leinbach (Jai Uttal, Krishna Das, Deva Premal). He lives in the Foothills Boulder, CO with his partner Martha Hartney. Learn more at www.KirtanLeader.com and www.MikeCohenKirtan.com. Enjoy Mike's heart opening music at https://insighttimer.com/mikecohen.

Mike Cohen's quest to help his father with dementia led to his work with a new technology that is helping millions with mental health and brain issues. You can even get a "home gym for your brain"! Exciting news in neuro feedback technology. And - successful screenwriter Sascha Rothschild is having great fun with her killer new novel - Blood Sugar.

Listen! Do you smell something?! In this special release episode, Karl is joined by ThunderQuack podcast creator Mike Cohen to gush over the new Ghostbusters movie, Afterlife! Go ahead and grab your proton pack and get trapped in the fun! The Wampa’s Lair podcast is available on iTunes! Be sure to subscribe, rate and review! […]

The Dennis Michael Lynch Podcast for May 20 is 45-minutes long. DML opens with an array of news stories. He discusses former Trump attorney, Mike Cohen, and the statements he made on MSNBC about the 45th president and his kids going to jail. DML then discusses the House voting to investigate the events at the Capital on January 6. He then dives into a story about Biden and the border. DML closes the program with a very thought-provoking analysis about race in America. The must hear commentary is inspired by the recent anti-white, racists comments made by the black mayor of Chicago. DML also reminds everyone about the final days of the buy one get one free deal on DMLcbd.com LISTEN