Podcasts about New Work

Unser heutiger Gast ist in einem Familienunternehmen groß geworden und führt es heute in zweiter Generation gemeinsam mit seinem Bruder. Er hat an der Zeppelin Universität studiert, gründete schon früh eigene Unternehmen und sammelte internationale Erfahrungen als Freelancer und Berater, unter anderem in den USA, China und den Niederlanden. Seit 2021 ist er zurück in Deutschland und prägt als Co-Geschäftsführer die Zukunft eines Unternehmens, das sein Vater 1987 gegründet hat: mit über 300 Mitarbeitenden, sieben Standorten und einem klaren Bekenntnis zu Digitalisierung, OKRs und langfristiger Verantwortung. Er denkt unternehmerisch, führt werteorientiert und er sieht Nachfolge nicht als Erbhof, sondern als Entwicklungsaufgabe. Offen spricht er über Fehler, Brüderdynamik und die Frage, wie man Vertrauen in einer Organisation nicht nur fordert, sondern lebt. Diese Folge ist eine Sonderausgabe, eine Kollaborationsfolge mit unserem Generationenformat „Zoomer meets Boomer“, das ich gemeinsam mit meinem Sohn Oskar Trautmann hoste. Seit mehr als acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In über 500 Gesprächen mit mehr als 600 Persönlichkeiten haben wir darüber gesprochen, was sich verändert hat und was sich noch verändern muss. Heute fragen wir: Was kann Corporate Germany von Familienunternehmen lernen, wenn es um Vertrauen, Verantwortung und generationsübergreifende Führung geht? Wie gelingt eine faire, erfolgreiche Nachfolge, auch dann, wenn Geschwister gemeinsam führen? Und was brauchen Unternehmen, um mit Gen Alpha bis Boomer im Team zukunftsfähig zu bleiben? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Deshalb suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näher bringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work – heute mit Patrick Layer. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Microsoft zählt seit Jahrzehnten zu den wertvollsten Marken der Welt – bekannt für Technologie, aber auch für eine Kultur im Wandel. Seit Satya Nadella CEO ist, hat sich das Unternehmen von einer Wettbewerbskultur hin zu Empathie, Vertrauen und echter Zusammenarbeit entwickelt. Zu Gast ist deswegen Reinhard Nissl. Er ist Personalleiter von Microsoft Deutschland, verantwortlich für 3.000 Mitarbeitende und gibt uns einen seltenen Blick hinter die Kulissen. Wir sprechen über die Kulturtransformation unter Satya Nadella, das Growth Mindset als Fundament der Zusammenarbeit, das Führungsmodell „Model, Coach and Care“, wie Empathie im Alltag spürbar wird, wie Microsoft Produktivität neu denkt und warum gesellschaftliches Engagement fest zur Unternehmenskultur gehört. Ein Gespräch über Führung, Empathie, Kultur und die Zukunft der Arbeit – mit vielen Impulsen, die auch für dein eigenes Arbeiten relevant sind.

Pastor Joe's Sunday morning sermon entitled, “A New Work”. This sermon covers Acts 3:1-10.To learn more about CCPV, visit us on our…Website: www.ccpomonavalley.comInstagram: @calvarychapelpomonavalleyFacebook: @ccpomonavalleyYouTube: @CalvaryChapelPomonaValleyFind us on the Church Center App!

Psychologische Sicherheit ist die Grundlage für echte New-Work-Kultur – doch in vielen Unternehmen fehlt sie noch immer.

Felix Nawroth ist Gründer und CEO von JobSwop.io, einer digitalen Jobtausch-Plattform mit Sitz in Chemnitz, die darauf spezialisiert ist, unsichtbare Jobs sichtbar zu machen und insbesondere Pendler*innen Alternativen zu ihrem aktuellen Arbeitsweg zu bieten. Hintergrund und Werdegang Felix Nawroth war zuvor Projektleiter in der Automobilbranche und hat einen klassischen Maschinenbau-Hintergrund. Als Berufspendler erlebte er die täglichen Herausforderungen langer Arbeitswege und entwickelte daraus die Idee, eine Plattform für Jobtausch zu gründen, um den wechselwilligen Arbeitnehmern echte Alternativen anzubieten. Rolle bei JobSwop.io Er verantwortet als CEO die Strategie und das Marketing des Start-ups. Neben ihm gehören Jan Meier (COO) und Frank Burian (CTO) zum Gründerteam. Die Plattform bietet sowohl offene Stellen als auch Tauschangebote und nutzt einen innovativen Algorithmus zur Vermittlung und einen integrierten Chat für direkten Kontakt. Vision und öffentliche Wahrnehmung Nawroth setzt sich dafür ein, den Jobmarkt aktiv zu gestalten und die Interessen der Arbeitnehmer in den Mittelpunkt zu rücken. Mit JobSwop.io will er Pendlern und wechselwilligen Arbeitnehmern die Möglichkeit geben, einfacher und gezielter in ihrem gewünschten Umkreis Arbeit zu finden — und das nicht nur in Deutschland, sondern europaweit. Medienpräsenz Felix Nawroth trat unter anderem 2023 bei „Die Höhle der Löwen“ auf und konnte dort erfolgreich einen Deal mit dem Investor Carsten Maschmeyer abschließen.

Unser heutiger Gast ist nicht zum ersten Mal bei uns, und das ist kein Wunder. Denn kaum jemand verbindet gesellschaftliche, kulturelle und technologische Entwicklungen so leidenschaftlich und pointiert wie er. Er hat in Wien Kulturanthropologie studiert, ist Speaker, Kolumnist, Autor und lehrt als Dozent Trendforschung. In Frankfurt hat er mit dem „Future:Project“ einen Think Tank gegründet, der Zukunft systematisch neu denkt. Und mit seinem Vater führt er im Podcast „Horx & Horx“ einen intergenerationellen Dialog über Weltdeutungen, Utopien und natürlich: unsere „fucking Zukunft“. Schon in Folge 354 war er bei uns zu Gast, jetzt ist er zurück. In dieser Folge spricht Christoph mit ihm über seine große These einer „dritten Informationskrise“ – ausgelöst durch KI. Es geht um seinen Begriff des wütenden Optimismus, um den Reiz und die Reizbarkeit digitaler Debatten und um die Frage, warum Deutschland droht, seine Chancen zu verschlafen – es sei denn, wir denken unsere Systeme mutig neu. Seit mehr als acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In über 500 Gesprächen mit mehr als 600 Gästen haben wir immer wieder nach Antworten gesucht: Was verändert sich gerade und was muss sich dringend verändern? Heute fragen wir: Was bedeutet „wütender Optimismus“ – und wie lässt sich diese Haltung angesichts von Krisen und Digitalisierung produktiv kanalisieren? Welche Folgen hat die allgegenwärtige KI für unsere Informationsordnung – und stehen wir damit wirklich an der Schwelle zur nächsten kulturellen Revolution? Warum braucht es neue Machtverhältnisse zwischen den Generationen, wenn Deutschland im digitalen Zeitalter relevant bleiben will? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Deshalb suchen wir weiter nach Methoden, Vorbildern, Tools und Ideen, die uns dem Kern von New Work näherbringen. Und wir fragen weiterhin: Können wirklich alle Menschen das finden und leben, was sie im Innersten wirklich, wirklich wollen? Ihr seid bei „On the Way to New Work“ – heute mit Tristan Horx. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern Tristan Horx, www.tristan-horx.com / Foto: Klaus Vyhnalek, www.vyhnalek.com

Wie schaffen wir es, Arbeit so zu gestalten, dass sie uns stärkt – statt krank zu machen? Darüber spreche ich in dieser Folge mit Bastian Meierhans, Co-Founder von Ofelos. Das Unternehmen denkt betriebliche Gesundheitsförderung neu und stellt mentale sowie körperliche Gesundheit ins Zentrum moderner Arbeitskultur. Wir sprechen über die wachsende Bedeutung von Mental Health, warum es 2023 allein 4,7 Millionen Krankheitstage durch Burnout gab, und welche neuen Wege Unternehmen einschlagen können, um ihre Mitarbeitenden wirklich zu unterstützen. Bastian zeigt, wie ein flexibles Gesundheitsbudget funktioniert, warum Arbeitgeber dadurch attraktiver werden – und wie Remote Companies trotzdem eine lebendige Unternehmenskultur schaffen können. Ein Gespräch über Sinn, Wertschätzung und die Zukunft von Arbeit, das inspiriert und Mut macht.

In part 4 of our TGIM series, we unpack how our to turn our work into our dream job.

Stadtwerke stehen zwischen Regulierung, Personalmangel und Innovationsdruck. Doch wie gelingt echte Transformation in diesem Spannungsfeld?Ellen Duwe und Matthias Meischner von HXI geben Antworten. In dieser Folge sprechen wir über OKR (Objectives & Key Results) – nicht als Tool, sondern als Haltung: Für mehr Fokus, Eigenverantwortung und strategische Klarheit.Ellen & Matze erzählen von ihrer eigenen Reise durch Zweifel, Mut und Wandel – und zeigt, wie Stadtwerke Schritt für Schritt ihre Rolle in der Energiewende stärken können.

Warum geraten wir in Organisationen immer wieder in die gleichen Konfliktdynamiken? Warum und wie gelingt es bestimmten Menschen immer wieder, unsere Knöpfe zu drücken? Was da unter der Oberfläche des Bewusstseins entsteht ist ein systemisches Ping Pong, das sich sehr gut mit dem Modell des Drama Dreiecks verstehen und nutzen lässt. In dieser Folge erfährst du, wie das Drama-Dreieck funktioniert und wie du als Führungskraft oder andere Schlüsselperson die Dynamik erkennen lernst und welche Kräfte da am Werk sind, die dich in den Sog ziehen. Im zweiten Teil wird es dann darum gehen, wie man es lernt, aus dem Drama auszusteigen und so seine Wirkungskraft zurückgewinnt.

Create work, use in the fruit machine method today and this five minute review of what you can do jump in and be lucky

About This Episode  In this special Expert Insights edition of The Future of Work® Podcast, we dive deep into the evolving world of workplace wellness. Angela R. Howard, an equity-centered culture strategist and founder of Call for Culture, explains why the workplace must shift from extraction to enrichment — or risk irrelevance. Dr. Saundra Dalton-Smith, a physician and burnout researcher, demystifies clinical burnout and the warning signs leaders often miss. Peggy Van de Plassche, entrepreneur and founder of The Microdose Diet, explores how microdosing and alternative wellness tools are reshaping focus, empathy, and emotional connection in the workplace. Together, these voices offer a compelling roadmap for reimagining work-life balance, preventing burnout, and building cultures that help people thrive.  

Luke Boshoff von HiBob spricht über den sinnvollen Einsatz von künstlicher Intelligenz im HR-Bereich – und wie wir dabei den menschlichen Faktor nicht verlieren.

LinkedIn Just Rolled Out a New Work Celebration Feature!If you've ever announced a new role, project, course, or education milestone on LinkedIn, you know how powerful those updates can be for visibility.Now, LinkedIn has taken it a step further. You can add a custom photo to your work celebration!

Unser heutiger Gast ist seit über zwei Jahrzehnten als Schauspielerin auf der Bühne, vor der Kamera und am Mikrofon zu Hause. Sie hat in zahlreichen Film-, Fernseh- und Kinoproduktionen mitgewirkt, Hörbücher eingesprochen und stand auf den Theaterbühnen dieses Landes. Darüber hinaus hat sie vor gut einem Jahr ihr Schaffen um eine neue Dimension erweitert. Als zertifizierter Coach für das international anerkannte CliftonStrengths-Modell bringt sie zusammen, was auf den ersten Blick vielleicht ungewöhnlich erscheint: Schauspiel und Stärkenorientierung. In dieser Verbindung liegt jedoch genau das, was sie auszeichnet und im beruflichen Kontext besondere Wirkung entfaltet: die Fähigkeit, Menschen zu ermutigen, ihren individuellen Ausdruck zu finden, ihre Stimme zu nutzen und sich in ihrer ganzen Persönlichkeit zu zeigen. Ihr Engagement gilt dabei nicht nur Einzelpersonen, sondern auch der nachhaltigen Transformation ihrer Branche: als Mitgründerin der Greenactorslounge, als Regionalpatin im Bundesverband Schauspiel, wo sie seit über zwölf Jahren die filmpolitische Arbeit aktiv mitprägt und die Interessen der Schauspielenden im Norden vernetzt und vertritt – sowie als Gestalterin eines Berufsbilds, das sich im Wandel befindet. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In über 500 Gesprächen mit mehr als 600 Gästen haben wir darüber gesprochen, was sich für sie verändert hat, und was sich noch verändern muss. Wie verändert sich der Beruf der Schauspielerin in Zeiten von KI, Voice Cloning und synthetischem Bildmaterial? Was können Menschen in der heutigen Arbeitswelt von Schauspieler:innen lernen, wenn es um authentische Kommunikation, Präsenz und Wirkung in Meetings, auf Bühnen oder im Video-Call geht? Und wie hilft der Blick auf die eigenen Stärken dabei, sich beruflich klarer zu positionieren und überzeugender aufzutreten, gerade dann, wenn es darauf ankommt? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen Ihr seid bei ‘On the Way to New Work', heute mit Esther Roling. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Wie gelingt echter Kulturwandel in einer großen Organisation? In Folge 93 spreche ich mit Dr. Verena Mell-Graeber von der Krankenkasse BARMER über den systematischen Wandel von Unternehmenskultur und Führung. Es geht um Wertearbeit, partizipative Dialogformate, ein bundesweites Coaching-Programm für 1.000 Führungskräfte und die Integration von Struktur- und Kulturentwicklung. Ein inspirierender Deep Dive für alle, die Kulturwandel nicht nur denken, sondern umsetzen wollen.

An welchen Stellschrauben können wir drehen, um eine Arbeitsumgebung zu schaffen, in der wir uns gehört und gesehen fühlen, das Gefühl haben, etwas bewegen zu können, als Team zusammenzuhalten und nachhaltig die Performance zu stärken? Über dieses Thema spreche ich mit Jonas Höhn, Gründer der Detox Rebels und Buchautor von "Arbeitslust statt Frust". Links zu Jonas: Mehr über die detoxRebels: https://detoxrebels.com/ Der 'rebellisch gesund' Podcast: https://open.spotify.com/show/6fZXFM9hQwHVKZNEjVOMBI Das Buch 'Arbeitslust statt Frust': https://amzn.eu/d/iFw8Yqn Links zu Juliana: Gratis POWERFUL MORNING - In 15 Minuten zu deiner Power: https://julianakaefer.at/gratis/powerful-morning/ FEMALE LEADERSHIP & BALANCE RETREAT: https://julianakaefer.at/wachaudays LIFE POWER SEMINAR November 2025: https://julianakaefer.at/life-power Instagram: https://www.instagram.com/juliana_kaefer/ Webseite: https://julianakaefer.at/ Das 'Create your Life' Journal - Dein Coach in Buchform: https://julianakaefer.at/produkt/create-your-life-journal/

Ständig erreichbar, immer produktiv, permanent „optimiert“ – aber wo bleibt eigentlich das Leben dazwischen? In dieser Folge spricht Journalist, Bestsellerautor und New‑Work‑Vordenker Markus Albers über die gefährlichen Schattenseiten unserer digitalen Leistungsgesellschaft. Wir diskutieren, warum Selbstoptimierung uns oft erschöpft statt erfüllt, wieso Hybridarbeit zur Zumutung werden kann – und wie sich das auf unsere Gesundheit auswirkt: von Schlafstörungen, Konzentrationsproblemen und chronischem Stress bis hin zu langfristigen Folgen wie Burnout, Herz‑Kreislauf-Belastungen oder psychischer Erschöpfung. Gleichzeitig geht es um die Suche nach Lösungen: Wie schaffen wir neue Räume für Konzentration, Kreativität und echte Erholung – und warum weniger Druck uns langfristig gesünder, leistungsfähiger und zufriedener macht. Eine Episode über die „Optimierungslüge“, gesunde Arbeit und die Frage, wie viel weniger vielleicht endlich mehr ist.

Wie sieht modernes Arbeiten wirklich aus – und was kann Microsoft Places heute schon leisten?    Fee und Lovis sprechen darüber, wie sich die hybride Arbeitswelt weiterentwickelt und was das neue Update wirklich bringt: Wer ist wann im Büro?     Lohnt sich das persönliche Meeting oder reicht Teams? Wie hilft Copilot bei der Planung? Und was hat sich bei der Lizenzierung getan?    Ob du Remote-Fan bist oder wieder öfter ins Office willst – diese Folge zeigt, wie Technologie das Beste aus beiden Welten zusammenbringt.

Was bedeutet eigentlich „New Work“ in derPhysiotherapie – und wie weit sind wir davon entfernt?In dieser Folge spreche ich mit Nadine Schlesinger über neue Arbeitsmodelle in der PT.Wir klären, was New Work im Praxisalltagtatsächlich heißen kann, warum es nicht einfach um „Feel-Good-Management“ geht – und was sich dringend ändern muss, damit mehr Therapeut*innen bleiben, stattzu gehen.Themen der Folge:·       Was ist New Work – und was nicht?·       Ergebnisse aus Nadines Studie mit 321 angestellten Physios·       Warum Führung neu gedacht werden muss·       Burnout und Berufsflucht: Symptome eines kranken Systems·       Chancen für mehr Sinn, Selbstverantwortung undZufriedenheit im BerufDiese Episode richtet sich an alle, die den Berufweiterentwickeln wollen – von innen heraus.Gast: Nadine Schlesinger

Unternehmen stehen stets vor der Herausforderung, Veränderungsprozesse erfolgreich zu gestalten und zu kommunizieren. Joel Kaczmarek und Christoph Grimm diskutieren die subtile Kunst des Change Managements bei Signal Iduna. Christoph, Abteilungsleiter für Change und New Work bei Signal Iduna, teilt seine Erfahrungen, wie essenziell es ist, Mitarbeitenden die Notwendigkeit von Transformationen klar zu kommunizieren und sie aktiv einzubinden. Mit Formaten wie dem Demo Day wird ein transparentes Forum geschaffen, das sowohl strukturelle als auch kulturelle Hürden überwindet und den Dialog innerhalb des Unternehmens fördert. Dabei spielen digitale Plattformen eine entscheidende Rolle, um eine offene Kommunikation möglich zu machen und Agilität zu fördern. Ein unverzichtbares Zuhören für alle, die Wandel nicht nur verstehen, sondern leben möchten. Du erfährst... …wie Christoph Grimm den Wandel bei Signal Iduna gestaltet und Mitarbeitende begeistert …welche Rolle der Demo Day spielt und wie er die interne Kommunikation revolutioniert …wie Signal Iduna agile und datenbasierte Arbeitsweisen erfolgreich integriert …warum psychologische Sicherheit und direkte Kommunikation den Erfolg fördern …wie innovative Formate wie Podcasts und Livestreams die Unternehmenskultur prägen __________________________ ||||| PERSONEN |||||

Radikal selbstorganisiert. Brutal ehrlich. Philip Siefer, Gründer von Einhorn, erzählt die eigene New Work Reise von Einhorn. Und vor allem, wo sie an Grenzen gestoßen sind. Eine Episode über Verantwortung, Vision und das Ende der naiven Organisationsentwicklung.

In this episode of Share the Best, host Patrik Rendel talks to Fernando Zallocco, Global Head of Talent Acquisition, Leadership & Talent Development at Boehringer Ingelheim. Together, they explore the company's "People Promise" – Boehringer's evolved employee value proposition. Fernando shares why it's more than a slogan, how the four value drivers were developed, and why "Break New Ground" has become his personal motto. Listeners get insights into HR strategy at a research-driven pharma company, lessons learned from the rollout, and a glimpse of what Germans might take away from Argentine culture.

Unser heutiger Gast hat Wirtschaftspsychologie studiert und anschließend ihren Master in Human Resource & Organization Management absolviert. Schon früh sammelte sie Erfahrung als Forscherin und Beraterin, bevor sie in verschiedenen Leitungsrollen bei Mercedes-Benz Mobility die digitale Innovation und den kulturellen Wandel mitgestaltete. Es folgte der Management-Buy-out und die Gründung von bloXmove, einer dezentralen Plattform für Energie und Mobilität, die sie als CEO an der Schnittstelle von Blockchain, Nachhaltigkeit und Infrastruktur positionierte. Heute ist sie Chief Marketing Officer bei 1KOMMA5°, einem der ambitioniertesten Scale-ups im Bereich Energiewende – und Gründerin von MountainMinds, einem Unternehmen, das Achtsamkeit, Selbstführung und digitale Kollaboration verbindet. Ihre Energie ist ansteckend, ihr Denken tief, ihr Handeln zukunftsgerichtet. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In mehr als 500 Gesprächen mit über 700 Persönlichkeiten haben wir darüber gesprochen, was sich für sie verändert hat – und was sich noch verändern muss. Wie können Unternehmen heute konkret zur Lösung der Klimakrise beitragen, und welche Rolle spielt dabei die Verbindung von Mobilität und Energie? Warum reicht Nachhaltigkeit allein nicht aus, und worauf kommt es bei wirklich regenerativen Geschäftsmodellen an? Warum braucht New Work auch New Brands und wieso ist die Energiewende genau das richtige Umfeld, „Marke“ hier neu zu (er)leben? Und welche Rolle spielen moderne Arbeitsmethoden und persönliche Entwicklung dabei, dass wir als Teams und Organisationen an den Themen arbeiten, die wirklich zählen? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei „On the Way to New Work“ – heute mit Sophia Rödiger. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Playlist: György Ligeti, Ensemble Aedes - Lux AeternaRichard Einhorn, Musica Viva NY Choir - The Luminous GroundJulie Theriault, Chloe Dumoulin, Frederic Lambert - Norturne BorealEinojuhani Rautavaara, Australian Chamber Orchestra - The FiddlersMichael Tilson Thomas, Sasha Cooke, Jean-Yves Thibaudet - GracePauline Oliveros, Andy Clausen - Heart of TonesAbel Selaocoe, Aurora Orchestra - Tsohle TsohleIannis Xenakis, Trio Xenakis - OkhoThomas Ades, Halle Orchestra - Shanty - Over the SeaEric Whitacre, Eric Ericson Chamber Choir - Three Songs of FaithClarice Jensen, Maya Beiser - Salt Air, Salt EarthTim Brady, Warhol Dervish - String Quartet No.3 'The (Im)Possibility of a New Work for String Quartet'

While I discuss often how I prepared for an emergency while working in the World Trade Center I, of course, did not anticipate anything happening that would threaten my life. However, when a major emergency occurred, I was in fact ready. I escaped and survived. Since September 11, 2001, I have met many people who in one way or another work to help others plan for emergencies. Sometimes these people are taken seriously and, all too often, they are ignored.   I never truly understood the difference between emergency preparedness and business continuity until I had the opportunity to have this episode's guest, Chris Miller, on Unstoppable Mindset. I met Chris as a result of a talk I gave in October 2024 at the conference on Resilience sponsored in London England by the Business Continuity Institute.   Chris was born and lived in Australia growing up and, in fact, still resides there. After high school she joined the police where she quickly became involved in search and rescue operations. As we learn, she came by this interest honestly as her father and grandfather also were involved in one way or another in law enforcement and search and rescue.   Over time Chris became knowledgeable and involved in training people about the concept of emergency preparedness.   Later she expanded her horizons to become more involved in business continuity. As Chris explains it, emergency preparedness is more of a macro view of keeping all people safe and emergency preparedness aware. Business Continuity is more of a topic that deals with one business at a time including preparing by customizing preparedness based on the needs of that business.   Today Chris is a much sought after consultant. She has helped many businesses, small and large, to develop continuity plans to be invoked in case of emergencies that could come from any direction.     About the Guest:   Chris has decades of experience in all aspects of emergency and risk management including enterprise risk management. For 20 years, she specialised in ‘full cycle' business continuity management, organisational resilience, facilitating simulation exercises and after-action reviews.   From January 2022 to July 2024, Chris worked as a Short-Term Consultant (STC) with the World Bank Group in Timor-Leste, the Kingdom of Eswatini (formerly Swaziland) and the South Asia Region (SAR) countries – Bhutan, Bangladesh, Nepal, India, Sri Lanka, Myanmar, and Thailand.   Other clients have ranged in size from 2 to more than 100,000 employees. She has worked with large corporates such as NewsCorp; not for profits; and governments in Australia and beyond.   Chris has received several awards for her work in business continuity and emergency management. Chris has presented at more than 100 conferences, facilitated hundreds of workshops and other training, in person and virtually. In 2023, Chris became the first woman to volunteer to become National President and chair the Board of the Australasian Institute of Emergency Services (AIES) in its soon to be 50-year history.   Ways to connect with Chris:   https://b4crisis.com.au/ https://www.linkedin.com/in/chrismillerb4crisis/ with 10+K followers https://x.com/B4Crisis with 1990 followers     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us. . Well, hi everyone, and I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet, and today, I guess we get to talk about the unexpected, because we're going to be chatting with Chris Miller. Chris is in Australia and has been very heavily involved in business continuity and emergency management, and we'll talk about all that. But what that really comes down to is that she gets to deal with helping to try to anticipate the unexpected when it comes to organizations and others in terms of dealing with emergencies and preparing for them. I have a little bit of sympathy and understanding about that myself, as you all know, because of the World Trade Center, and we got to talk about it in London last October at the Business Continuity Institute, which was kind of fun. And so we get to now talk about it some more. So Chris, welcome to unstoppable mindset. We're glad you're here.   Chris Miller ** 02:22 Oh, thanks very much, Michael, and I was very impressed by your presentation, because in the emergency space, preparedness is everything that is the real return on investment. So you were wonderful case study of preparedness.   Michael Hingson ** 02:37 Well, thank you. Now I forget were you there or were you listening or watching virtually.   Chris Miller ** 02:42 I was virtual that time. I have been there in person for the events in London and elsewhere. Sometimes they're not in London, sometimes in Birmingham and other major cities, yeah, but yeah, I have actually attended in person on one occasion. So it's a long trip to go to London to go.   Michael Hingson ** 03:03 Yeah, it is. It's a little bit of a long trip, but still, it's something that, it is a subject worth talking about, needless to say,   Chris Miller ** 03:13 Absolutely, and it's one that I've been focusing on for more than 50 years.   Michael Hingson ** 03:18 Goodness, well, and emergencies have have been around for even longer, but certainly we've had our share of emergencies in the last 50 years.   Chris Miller ** 03:30 Sure have in your country and mine, yeah.   Michael Hingson ** 03:34 Well, let's start maybe, as I love to do, tell us a little bit about the early Chris growing up and all that sort of stuff that's funny to talk about the early days.   Chris Miller ** 03:47 Well, I came from a family that loved the mountains, and so it was sort of natural that I would sort of grow up in the mountains close to where I was born, in Brisbane and southeast Queensland. And we have a series of what we call coastal ranges, or border ranges, between Queensland and New South Wales, which are two of the largest states in Australia. And so I spent a lot of time hunting around there. So I sort of fell into emergency management just by virtue of my parents love of the mountains and my familiarity with them and and then I joined the police, and in no time at all, I was training other people to do search and rescues. And that was me in the early days.   Michael Hingson ** 04:31 What got you involved in dealing with search and rescue?   Chris Miller ** 04:36 Oh, it was volunteer in those days. It still is now actually with the State Emergency Service, but it's sort of become more formalized. It used to be sort of, you know, friends and family and people that knew the territory would help out from somebody managed to get themselves a bit tangled up some of those coastal ranges, even to this day, I. You can't use GPS because it's rain forest, and so the rain forest canopy is so dense that you'd have to cut trees down, and it's a national park, you can't do that and or climb the tree. Good luck with that one. You still can't get satellite coverage, so you actually have to know the country. But what?   Michael Hingson ** 05:24 What caused you to actually decide to take that up or volunteer to do that? That's, you know, pretty, pretty interesting, I would think, but certainly something that most people don't tend to do.   Chris Miller ** 05:38 Well, my family's interest in there. My parents have always been very community minded, so, you know, and it's the Australian way, if someone needs help and you can help, you throw them do so,   Michael Hingson ** 05:51 okay, that makes sense. So you joined the police, and you got very much involved in in dealing with search and rescue. And I would presume, knowing you, that you became pretty much an expert in it as much as one can.   Chris Miller ** 06:06 Oh, well, I wouldn't be so reckless as to say experts, because there's always so much to learn. And, yeah, and the systems keep changing. I mean, with GPS and and, for instance, in the early days of search and rescue helicopters were a rare treat. Now they're sort of part of the fabric of things. And now there's drones, and there's all sorts of high tech solutions that have come into the field in the lengthy time that I've been involved in. It's certainly not just ramping around the bush and hoping to find someone it's a lot more complex, but   Michael Hingson ** 06:41 as you but as you pointed out, there are still places where all the tech in the world isn't necessarily going to help. Is it   Chris Miller ** 06:52 exactly and interestingly, my mother in her teenage years, was involved with a fellow called Bernard O'Reilly, and he did a fantastic rescue of a plane crash survivors and and he he claimed that he saw a burnt tree in the distance. Well, I've stood on the Rift Valley where he claimed to see the burnt tree, and, my goodness, he's also it must have been better than mine, because it's a long way, but he was a great believer in God, and he believed that God led him to these people, and he saved them. And it's fascinating to see how many people, over the years, have done these amazing things. And Bernard was a very low key sort of fellow, never one to sort of see publicity, even though he got more than He probably wanted. And they've been television series and movies and, goodness knows, books, many books written about this amazing rescue. So I sort of grew up with these stories of these amazing rescues. And my father came from Tasmania, where his best friend David ended up mountain rescue. So I sort of was born into it. It was probably in my genes, and it just no escaping   Michael Hingson ** 08:12 you came into it naturally, needless to say, so that just out of curiosity, you can answer or not. But where does all of this put you in terms of believing in God,   Chris Miller ** 08:25 oh, well, there's probably been points in my life where I've been more of a believer than ever.   Michael Hingson ** 08:33 Yeah. Well, there. There are a lot of things that happen that often times we we seem not to be able to explain, and we we chalk it up to God's providence. So I suppose you can take that as you will. I've talked about it before on unstoppable mindset, but one of my favorite stories of the World Trade Center on September 11 was a woman who normally got up at seven every morning. She got up, got dressed, went to the World Trade Center where she worked. I forget what floor she was on, but she was above where the planes would have hit, and did hit. But on this particular day, for some reason, she didn't set her alarm to go off at 7am she set it accidentally to go off at 7pm so she didn't get up in time, and she survived and wasn't in the World Trade Center at all. So what was that? You know, they're just so many stories like that, and it, it certainly is a reason to keep an open mind about things nevertheless,   Chris Miller ** 09:39 well, and I've also worked with a lot of Aboriginal people and with the World Bank, with with other people that have, perhaps beliefs that are different to what we might consider more traditional beliefs in Western society. And it's interesting how their spirituality their belief system. Yeah. Has often guided them too soon.   Michael Hingson ** 10:03 Well, there's, there's something to be said for that. Needless to say, well, so you, did you go to college? Or did you go out of whatever high school type things and then go into the police? Or what?   Chris Miller ** 10:18 Um, yes, I joined the police from high school, I completed my high school graduation, as you call it in America, police academy, where in Brisbane, Oxley and then the Queensland Police Academy, and subsequent to that, I went to university part time while I was a police officer, and graduated and so on and so   Michael Hingson ** 10:41 on. So you eventually did get a college degree.   10:45 True, okay,   Michael Hingson ** 10:48 well, but you were also working, so that must have been pretty satisfying to do,   Chris Miller ** 10:55 but, but it was tricky to especially when you're on shift work trying to going to excuse me, study and and hold on a more than full time job?   Michael Hingson ** 11:09 Yeah, had to be a challenge. It was,   Chris Miller ** 11:13 but it was worth it and, and I often think about my degree and the learnings I did psychology and sociology and then how it I often think a university degree isn't so much the content, it's it's the discipline and the and the analysis and research and all the skills that you Get as part of the the process. It's important.   Michael Hingson ** 11:42 Yeah, I agree. I think that a good part of what you do in college is you learn all about analysis, you learn about research, you learn about some of these things which are not necessarily talked about a lot, but if you you do what you're supposed to do. Well those are, are certainly traits that you learn and things that you you develop in the way of tools that can help you once you graduate,   Chris Miller ** 12:13 absolutely and continue to be valuable and and this was sort of reinforced in the years when I was post graduate at the University of Queensland, and was, was one of the representatives on the arts faculty board, where we spend a lot of time actually thinking about, you know, what is education? What are we trying to achieve here? Not just be a degree factory, but what are we actually trying to share with the students to make them better citizens and contribute in various ways.   Michael Hingson ** 12:50 Yeah, I know that last year, I was inducted as an alumni member of the Honor Society, phi, beta, kappa, and I was also asked to deliver the keynote speech at the induction dinner for all of the the students and me who were inducted into phi, Beta Kappa last June. And one of the things that I talked about was something that I've held dear for a long time, ever since I was in college, a number of my professors in physics said to all of us, one of the things that you really need to do is to pay attention to details. It isn't enough to get the numeric mathematical answer correct. You have to do things like get the units correct. So for example, if you're talking about acceleration, you need to make sure that it comes out meters per second squared. It isn't just getting a number, but you've got to have the units and other things that that you deal with. You have to pay attention to the details. And frankly, that has always been something that has stuck with me. I don't, and I'm sure that it does with other people, but it's always been something that I held dear, and I talked about that because that was one of the most important things that I learned out of college, and it is one of the most important things that helped me survive on September 11, because it is all about paying attention to the details and really learning what you can about whatever you need to learn, and making sure that you you have all the information, and you get all the information that you can   Chris Miller ** 14:34 absolutely and in the emergency space, it's it's learning from what's happened and right, even Though many of the emergencies that we deal with, sadly, people die or get badly injured or significant harm to their lives, lifestyle and economy and so on, I often think that the return for them is that we learn to do better next. Time that we capture the lessons and we take them from just lessons identified to lessons learned, where we make real, significant changes about how we do things. And you've spoken often about 911 and of course, in Australia, we've been more than passingly interested in what the hell happened there. Yeah, in terms of emergency management too, because, as I understand it, you had 20, 479, months of fire fighting in the tunnels. And of course, we've thought a lot about that. In Australia, we have multi story buildings in some of our major cities. What if some unpleasant people decided to bring some of them down? They would be on top of some of our important infrastructure, such as Metro tunnels and so on. Could we manage to do 20, 479, months of fire fighting, and how would that work? Do we have the resources? How could we deploy people to make that possible? So even when it isn't in your own country, you're learning from other people, from agencies, to prepare your country and your situation in a state of readiness. Should something unpleasant   Michael Hingson ** 16:16 happen? I wonder, speaking of tunnels, that's just popped into my head. So I'll ask it. I wonder about, you know, we have this war in the Middle East, the Israeli Hamas war. What have we learned about or from all of the tunnels that Hamas has dug in in Gaza and so on? What? What does all that teach us regarding emergency preparedness and so on, or does it   Chris Miller ** 16:46 presently teaches us a lot about military preparedness. And you know, your your enemy suddenly, suddenly popping up out of the out of the under underground to take you on, as they've been doing with the idea as I understand it,   Michael Hingson ** 17:03 yeah. But also,   Chris Miller ** 17:06 you know, simplistic solutions, like some people said, Well, why don't you just flood the tunnels and that'll deal with them. Except the small problem is, if you did that, you would actually make the land unlivable for many years because of salination. So it just raises the questions that there are no simple solutions to these challenging problems in defense and emergency management. And back to your point about detail, you need to think about all your options very carefully. And one of the things that I often do with senior people is beware of one track thinking. There is no one solution to any number of emergencies. You should be thinking as broadly as possible and bringing bringing in the pluses and minuses of each of those solutions before you make fairly drastic choices that could have long term consequences, you know, like the example of the possible flooding of the tunnel, sounds like a simple idea and has some appeal, but there's lots of downsides to   Michael Hingson ** 18:10 much less, the fact that there might very well be people down there that you don't want to see, perishes,   Chris Miller ** 18:20 yeah, return to their families. I'm sure they'd like that. And there may be other people, I understand that they've been running medical facilities and doing all sorts of clever things in the tunnel. And those people are not combatants. They're actually trying to help you, right?   Michael Hingson ** 18:37 Yeah, so it is one of those things that really points out that no solutions are necessarily easy at all, and we need to think pretty carefully about what we do, because otherwise there could be a lot of serious problems. And you're right   Chris Miller ** 18:55 exactly, and there's a lot of hard choices and often made hastily in emergency management, and this is one of the reasons why I've been a big defender of the recovery elements being involved in emergency management. You need to recovery people in the response activities too, because sometimes some of the choices you make in response might seem wonderful at the time, but are absolutely devastating in the recovery space, right?   Michael Hingson ** 19:25 Do you find that when you're in an emergency situation that you are afraid, or are you not afraid? Or have you just learned to control fear, and I don't mean just in a in a negative way, but have you learned to control sphere so that you use it as a tool, as opposed to it just overwhelming you.   Chris Miller ** 19:49 Yeah, sometimes the fee sort of kicks in afterwards, because often in the actual heat of the moment, you're so focused on on dealing with the problem. Problem that you really don't have time to be scared about it. Just have to deal with it and get on to next problem, because they're usually coming at you in a in a pretty tsunami like why? If it's a major incident, you've got a lot happening very quickly, and decisions need to be made quickly and often with less of the facts and you'd like to have at your fingertips to make some fairly life changing decisions for some people. But I would think what in quite tricky,   Michael Hingson ** 20:33 yeah, but I would think what that means is that you learn to control fear and not let it overwhelm you, but you learn that, yeah, it's there, but you use it to aid you, and you use it to help move you to make the decisions as best you can, as opposed to not being able to make decisions because you're too fearful,   Chris Miller ** 21:00 right? And decision paralysis can be a real issue. I remember undertaking an exercise some years back where a quite senior person called me into his office when it was over, was just tabletop, and he said, I'm not it. And I went. He said, I'm not really a crisis manager. I'm good in a business as usual situation where I have all the facts before me, and usually my staff have had weeks, months to prepare a detailed brief, provide me with options and recommendations I make a sensible decision, so I'm not really good on the fly. This is not me and and that's what we've been exercising. Was a senior team making decisions rather quickly, and he was mature enough person to realize that that wasn't really his skill set,   Michael Hingson ** 21:55 his skill set, but he said,   Chris Miller ** 21:59 he said, but I've got a solution. Oh, good, my head of property. Now, in many of the businesses I've worked with, the head of property, it HR, work, health and safety, security, all sorts of things go wrong in their day. You know, they can, they can come to the office and they think they're going to do, you know, this my to do list, and then all of a sudden, some new problem appears that they must deal with immediately. So they're often really good at dealing with whatever the hell today's crisis is. Now, it may not be enough to activate business continuity plan, but it's what I call elasticity of your business as usual. So you think you're going to be doing X, but you're doing x plus y, because something's happened, right? And you just reach out and deal with it. And those people do that almost on a daily basis, particularly if it's a large business. For instance, I worked with one business that had 155 locations in Australia? Well, chances are something will go wrong in one of those 155 locations in any given day. So the property manager will be really good at dealing, reaching out and dealing with whatever that problem is. So this, this senior colleague said, Look, you should make my property manager the chair of this group, and I will hand over delegations and be available, you know, for advice. But he should leave it because he's very good on the fly. He does that every day. He's very well trained in it by virtue of his business as usual, elasticity, smart move. And   Michael Hingson ** 23:45 it worked out,   Chris Miller ** 23:47 yes, yeah, we exercised subsequently. And it did work because he started off by explaining to his colleagues his position, that the head of property would step up to the plate and take over some more senior responsibilities during a significant emergency.   Michael Hingson ** 24:06 Okay, so how long were you with the police, and what did you do after that?   Chris Miller ** 24:17 With the police at nearly 17 years in Queensland, I had a period of operational work in traffic. I came from family of motorcycle and car racing type people, so yeah, it was a bit amusing that I should find my way there. And it actually worked out while I was studying too, because I had a bit of flexibility in terms of my shift rostery. And then when I started my masters, excuse me, my first masters, I sort of got too educated, so I had to be taken off operational policing and put the commissioner office. Hmm.   Michael Hingson ** 25:01 And what did you do there the commissioner's office?   Chris Miller ** 25:05 Yes. So I was much more involved in strategic planning and corporate planning and a whole lot of other moves which made the transition from policing actually quite easy, because I'd been much more involved in the corporate stuff rather than the operational stuff, and it was a hard transition. I remember when I first came out of operational policing into the commissioner's office. God, this is so dull.   Michael Hingson ** 25:32 Yeah, sitting behind a desk. It's not the same,   Chris Miller ** 25:37 not the same at all. But when I moved from policing into more traditional public service roles. I had the sort of requisite corporate skills because of those couple of years in the commission itself.   Michael Hingson ** 25:51 So when you Well, what caused you to leave the police and where did you go?   Chris Miller ** 25:59 Well, interestingly, when I joined, I was planning to leave. I sort of had three goals. One was get a degree leave at 30 some other thing, I left at 32 and I was head hunted to become the first female Workplace Health and Safety Inspector in Queensland, and at the time, my first and now late husband was very unwell, and I was working enormous hours, and I was offered a job with shorter hours and more money and a great opportunity. So I took it,   Michael Hingson ** 26:36 which gave you a little bit more time with family and him, exactly. So that was, was that in an emergency management related field,   Chris Miller ** 26:48 workplace health and safety, it can be emergencies, yeah? Well, hopefully not, yeah, because in the Workplace Health and Safety space, we would like people to prepare so there aren't emergency right? Well, from time to time, there are and and so I came in, what happened was we had a new act in Queensland, New Work, Health and Safety Act prior to the new Act, the police, fire and other emergency service personnel were statutory excluded from work health and safety provisions under the law in Queensland, the logic being their job was too dangerous. How on earth could you make it safe? And then we had a new government came in that wanted to include police and emergency services somehow or other. And I sort of became, by default, the Work Health and Safety Advisor for the Queensland Police at the time. There was no such position then, but somebody had to do it, and I was in the commissioner's office and showed a bit of interest that you can do that.   Michael Hingson ** 28:01 It's in the training,   Chris Miller ** 28:03 hmm, and, and I remember a particularly pivotal meeting where I had to be face the Deputy Commissioner about whether police would be in or out of that legislation, because they had to advise the government whether it's actually possible to to include police.   Michael Hingson ** 28:28 So what did you advise?   Chris Miller ** 28:31 Well, I gave him the pluses and minuses because whatever we decided it was going to be expensive, yeah, if we said no, politically, it was bad news, because we had a government that wanted us to say yes, and if we said yes, it was going to cost a lot of money make it happen.   Michael Hingson ** 28:49 What finally happened? Yes one, yes one, well, yeah, the government got its way. Do you think that made sense to do that was Yes, right.   Chris Miller ** 29:03 It always was. It always was right, because it was just nonsense that   Michael Hingson ** 29:11 police aren't included   Chris Miller ** 29:14 to exclude, because not every function of policing is naturally hazardous, some of it is quite right going forward and can be made safe, right, and even the more hazardous functions, such as dealing with armed offenders, it can be made safer. There are ways of protecting your police or increasing their bulletproof attire and various other pieces of training and procedures soon even possible.   Michael Hingson ** 29:51 But also part of that is that by training police and bringing them into it, you make them more. Which also has to be a positive in the whole process,   Chris Miller ** 30:05 absolutely, and I did quite a lot of work with our some people used to call them the black pajamas. They were our top of the range people that would deal with the most unpleasant customers. And they would train with our military in Australia, our counter terrorism people are trained with the military. The police and military train together because that expands our force capability. If something really disagreeable happens, so   Michael Hingson ** 30:42 it's got to start somewhere. So when, so all this wasn't necessarily directly related to emergency management, although you did a lot to prepare. When did you actually go into emergency management as a field?   Chris Miller ** 31:01 Oh, well. So I was involved in response when I was talking about rescue, search and rescue, and then increasingly, I became involved in exercising and planning, writing, procedures, training, all that, getting ready stuff, and then a lot more work in terms of debriefing, so observing the crisis centers and seeing if there could be some fine tuning even during the event, but also debriefing. So what did we actually learn? What do we do? Well, what might be do better next time? Well, there's some insights that the people that were most involved might have picked up as a result of this latest incident, whatever that might have been.   Michael Hingson ** 31:58 And so when you so where did you end up, where you actually were formally in the emergency management field?   Chris Miller ** 32:07 Well, emergency management is quite a broad field. Yeah, it's preparedness right through to response and recovery and everything in between. And so I've had involvement in all of that over the years. So from preparing with training and exercising right through to it's happening. You're hanging off the helicopter skids and so on.   Michael Hingson ** 32:34 So did you do this? Working   Chris Miller ** 32:36 it come back from you with a bit of a call. Oh, sorry. When through to response and recovery. You know, how are we going to respond? What are our options? What are our assets through to recovery, which is usually a long tail. So for instance, if it's a flood of fire or zone, it'll take a very long time to recover. You know, 911 you didn't rebuild towers and and rebuild that area quickly. It took years to put things back together again. Yeah,   Michael Hingson ** 33:11 the only thing about it is One can only hope that was we put things back together, and as we move forward, we also remember the lessons that we should learn from what happened in the past, absolutely, and I'm not sure that that always happens   Chris Miller ** 33:31 true, and that's why I often get a bit annoyed when I hear particularly politicians talk about lessons learned very hastily after The event. You know they say we will learn the lessons from this or that. No, don't you think? Because for those of us involved in the debriefing and lessons management space, we know that that you have observations, insights, lessons identified, but they're not learned, usually, until some considerable period thereafter when you make the necessary changes to training procedures, whatever it might be, so that those those learnings are embedded in the way forward.   Michael Hingson ** 34:18 Yeah, and not everybody learns the lessons who should learn the lessons, and they don't always listen to the people who really do understand. But you can only do what you can do as well. Well,   Chris Miller ** 34:34 we're trying to structure more of that with lessons management so that it's a lot less hit and miss. I mean, when I first came into emergency management, it was much more, much more, a sort of learning on the job, sometimes learning bad habits from people, and then gradually, hopefully and. Setting aside the bad habits and getting into the good habits. Now you can do a masters and PhDs in disaster management, thank goodness, so that we become much more sophisticated in terms of our evidence base and our research and our understanding. And as I said, this crossover so we learned a lot from what happened with 911 that might be applicable here in Australia, should something unpleasant in their larger cities happen too? So we learn from each other. It isn't a static environment, it's very much a fluid environment, and one that's moving forward. I'm happy to report.   Michael Hingson ** 35:40 Well, that's important that it moves forward and that we learn from what has happened now, of course, we have all sorts of things going on over here with air traffic controllers and losing communications and all sorts of other things that once again, causes people to need to learn how to very quickly react and make strong decisions and not panic with what's going on. I heard on the news this morning about somebody who saw two aircraft that were about to collide, and he was able to get them to divert so that they didn't hit each other, but radar hadn't detected it. So, you know, they're just the people are very resilient when they when they learn and understand what they need to do.   Chris Miller ** 36:34 And I've had the honor of working with air traffic controllers and doing some exercises with them. They're actually amazing people for a number of reasons. One is the stress levels of their job is just beyond belief. But two is they actually have to think in 3d so they've got their radar screens, which are 2d and they actually have to think in 3d which is a really rare and amazing skill. It's like a great sculptor. Yeah, in Europe, I've seen some wonderful sculpture, they actually have to think in 3d in terms of the positioning of their aircraft and how to deal with them. It's a it's a great set of skills, so never to be underestimated. And of course, it raises the question of aging infrastructure and an aging workforce too, something that in a lot of countries, yours and mine, it seems that we've been quite neglectful about legacy systems that we have not upgraded, and about the aging workforce that we have not invested enough effort in terms of bringing new people into the system so that, as our our long time warriors want to retire, and they're entitled to that can leave and Knowing that there will be more useful replacements.   Michael Hingson ** 38:04 I flew last week, and actually for one of my flights, sat next to an air traffic controller who was going to a meeting, which was fascinating. And same point was made that a lot of the infrastructure is anywhere from 25 to 50 years old, and it shouldn't be. It's so amazing that I would, I guess I would say our politicians, even though they've been warned so many times, won't really deal with upgrading the equipment. And I think enough is starting to happen. Maybe they will have to do it because too much is failing, but we'll see and to   Chris Miller ** 38:42 worry when people are doing things that are so important hastily. And interestingly, when I was exercising Sydney air traffic controllers, I usually got a glimpse of a new high tech solution that they were in the process of testing, which was going to put more cameras and more capability around the airfield than they'd ever had before, even though they're sitting in an $80 million tower that would be built for them with Australian tax dollars, but trying to get the system even more sophisticated, more responsive, because the flight levels coming in and out of Sydney continue to grow. 90% of Australians air traffic goes in and out of Sydney at some point in the day, yeah. So they're very busy there, and how can we provide systems that will support the capacity to do better for us and continue to maintain our sales flows?   Michael Hingson ** 39:50 So we met kind of through the whole issue of the business continuity Institute conference last year. What's the difference between emergency. Management and business continuity management   Chris Miller ** 40:03 interesting when I came out of emergency management, so things like the Bali bombings, the Indian Ocean tsunami and so on and so on. A deputy in the Department of Social Security where I used to work, said, oh, we need a business continuity manager. And I said, What's that? Yeah, excuse me, Hey, what's that? Well, I quickly learned it's basically a matter of scale. So I used to be in the business in emergencies, of focusing on the country, united, counter terrorism, all the significant parts of the country, blood, fire and so on, to one business at a time. So the basics of business, of emergency management, come across very neatly to business continuity. You're still preparing and responding and recovering, just on a smaller scale,   Michael Hingson ** 41:08 because you're dealing with a particular business at a time true, whereas emergency management is really dealing with it across the board.   Chris Miller ** 41:19 We can be the whole country, yeah, depending on what it is that you do in the emergency management space or a significant part of the country,   Michael Hingson ** 41:29 when did you kind of transition from emergency management and emergency preparedness on a on a larger scale to the whole arena of business continuity?   Chris Miller ** 41:40 Well, I still keep a foot in both camps. Actually, I keep, I keep boomeranging between them. It depends on what my clients want. Since I'm a consultant now, I move between both spaces.   Michael Hingson ** 41:57 When did you decide to be a consultant as opposed to working for our particular organization   Chris Miller ** 42:04 or the I was a bit burnt out, so I was happy to take a voluntary redundancy from the government and in my consultancy practice   Michael Hingson ** 42:12 from there, when did that start?   Chris Miller ** 42:16 October of 10.   Michael Hingson ** 42:18 October of 2010, yep. Okay, so you've been doing it for almost 15 years, 14 and a half years. Do you like consulting?   Chris Miller ** 42:29 Yeah, I do, because I get to work program people who actually want to have me on board. Sometimes when you work as a public servant in these faces. Yeah, you're not seen as an asset. You're a bit of an annoyance. When people are paying you as a consultant, they actually want you to be there,   Michael Hingson ** 42:55 yeah? Which? Which counts for something, because then you know that you're, you're going to be more valued, or at least that's the hope that you'll be more valued, because they really wanted to bring you in. They recognize what you what you brought to the table as it were.   Chris Miller ** 43:12 Yes, um, no, that's not to say that they always take your recommendations. Yeah. And I would learn to just, you know, provide my report and see what happens.   Michael Hingson ** 43:24 So was it an easy transition to go into the whole arena of business continuity, and then, better yet, was it an easy I gather it was probably an easy transition to go off and become a consultant rather than working as you had been before?   Chris Miller ** 43:39 Well, the hours are shorter and the pain is better.   Michael Hingson ** 43:41 There you are. That helps.   Chris Miller ** 43:48 Tell me if you would a lot more flexibility and control over my life that I didn't have when I was a full time public servant.   Michael Hingson ** 43:55 Yeah, yeah. And that that, of course, counts for a lot, and you get to exercise more of your entrepreneurial spirit, yes, but   Chris Miller ** 44:09 I think one of the things is I've often seen myself as very expensive public asset. The Australian taxpayer has missed a lot of time and effort in my training over very many years. Now they're starting to see some of the return on that investment   Michael Hingson ** 44:25 Well, and that's part of it. And the reality is, you've learned a lot that you're able to put to you, so you bring a lot of expertise to what you do, which also helps explain why you feel that it's important to earn a decent salary and or a decent consulting fee. And if you don't and people want to just talk you down and not pay you very much, that has its own set of problems, because then you wonder how much they really value what you what you bring.   Chris Miller ** 44:55 Yes. And so now i. Through the World Bank and my international consultancy work, I'm sharing some of those experiences internationally as well.   Michael Hingson ** 45:11 So you mentioned the World Bank, who are some of your clients, the people that you've worked with, the   Chris Miller ** 45:18 World Bank doesn't like you talking too much about what you do?   Michael Hingson ** 45:20 Yeah, that's, I was wondering more, what are some of the organizations you worked with, as opposed to giving away secrets of what you   Chris Miller ** 45:31 do? Well, for the wellbeing club, basically worked in the health sector in Africa and in APAC, okay, and that's involved working with Ministries of Health, you know, trying to get them in a better state of preparing this, get their plans and better shape, get them exercising those plans and all that kind of important stuff, stuff that we kind of take for granted in Our countries, in yours well, with FEMA, although, what's left of FEMA now? Yeah, but also in my own country, you know, we're planning and exercising and lessons management and all these things are just considered, you know, normal operations when you're talking to low and middle income countries. And no, that isn't normal operations. It's something that is still learning, and you have the honor to work with them and bring them into that sort of global fold about how these things are done.   Michael Hingson ** 46:35 Well, you worked in some pretty far away and and relatively poor countries and so on. I assume that was a little bit different than working in what some people might call the more developed countries. You probably had to do more educating and more awareness raising, also,   Chris Miller ** 46:55 yes and no. The African country I worked in a lot of these people had studied at Harvard and some of your better universities. But what I noticed was, as brilliant as those people were, and as well trained and educated, there weren't enough of them. And that was one of the real problems, is, is trying to expand the workforce with the necessary skills in emergency management or whatever else you might be trying to do pandemic preparedness or something. Don't have enough people on the ground in those countries that have the necessary skills and experience.   Michael Hingson ** 47:44 Were you able to help change that?   Chris Miller ** 47:48 Yeah, we set up some training programs, and hopefully some of those continue beyond our time with them.   Michael Hingson ** 47:58 So again, it is some awareness raising and getting people to buy into the concepts, which some will and some won't. I remember while at the Business Continuity Institute, one of the people said the thing about the people who attend the conference is they're the what if people, and they're always tasked with, well, what if this happens? What if that happens? But nobody listens to them until there's really an emergency, and then, of course, they're in high demand. Which, which I can understand.   Chris Miller ** 48:33 That's why you want exercises, because it raises awareness so that, so that the what if, the business continuity people are thinking that emergency managers are a bit more front of mind for some of the senior people, it's less of a surprise when something unpleasant happens. Yeah.   Michael Hingson ** 48:56 Well, how is the whole concept and the whole structure or theory of emergency management, changed. You've been involved in this a long time. So how has it evolved and changed over the years?   Chris Miller ** 49:10 Much more education, formal education, not learning on the job, actually going to university and learning properly, but much more evidence based, much more structured lessons management, much more technology. There's so many changes, at least to be very long.   Michael Hingson ** 49:31 Does AI come into play in emergency management? Yet,   Chris Miller ** 49:37 I think it's coming in. More and more we're using it for prediction of fire behavior and all sorts of things now,   Michael Hingson ** 49:47 yeah, and that, and that makes sense, that we're, we're starting to see where the whole technology and the whole ability to monitor so many things. Can tell us there's a fire starting or something is happening a lot more quickly than we used to be able to do it. I'm not sure that we're there yet with earthquakes, but even with earthquakes, we're getting warnings a little bit more quickly than we used to. We had an earthquake here in Southern California a couple of weeks ago, and I forget exactly, but it was a number of seconds that people had some decent warnings. So by the time it was analyzed and determined that there was going to be an earthquake, there was still time to issue a warning that alerted people, because she still had to react pretty quickly if you wanted to take advantage of it. But I think that we're only going to see more and more technological changes that will help the process be better,   Chris Miller ** 50:55 absolutely. And one of the big problems that we're having is a lot of our previous sort of fire mapping, fire behavior, flood mapping is out of date very quickly, because of development and climate change and all sorts of factors, previous behaviors are not actually a very good model, but an AI permits us to do things faster.   Michael Hingson ** 51:24 Yeah, we're going to have to just continue, certainly to encourage it. And again, it's one of those areas where the reality is all of the skills that we and tools that we can bring to the to the process are absolutely appropriate to do, because otherwise we just either take a step backward or we don't progress at all   Chris Miller ** 51:49 well. And to give you another example, um, Life Savers, New South Wales lifesavers. Here, I run the largest grain fleet in the country now for a long time, life saving used to be sort of volunteers, and in pretty old tech, not anymore, oh boy. And they're even looking at things like deploying life saving devices off their drones as they get bigger and smarter and heavier lifting to be able to drop things to people in distress. We're using it for shark netting, whereas we used to take a boat out and check the shark nets, now we can send the drones out, and then if you need to send the boat out, you're not wasting a lot of money chugging up and down in your boat. So there's all sorts of savings and adjustments in this space, in technology with AI and all sorts of other fancy devices like drones,   Michael Hingson ** 52:54 how about emergency management and so on, in terms of dealing with different kinds of people, like people with disabilities, people who are blind or deaf or hard of hearing, maybe heavy people, people who are in the autism spectrum and so on has emerged. Have emergency managers gotten better at dealing with different kinds of disabilities? How much real awareness raising and understanding has gone into all of that   Chris Miller ** 53:26 well. Towards the end of last year, there was a big package of work done by EMA Emergency Management Australia, being conducted in conjunction with AD the Australian Institute of disaster resiliency, and that's in the disability space and the whole lot of that's rolling out in workshops all over the country to try and do even better. Yes, it's still a weakness, I would have to agree, and we still need to do a whole lot better in that whole space of some of those vulnerable groups that you mentioned, and hopefully some of this important initiative that's sponsored by the government and will help raise awareness and improve response activities in the future.   Michael Hingson ** 54:15 I would also point out, and it's, of course, all about training to a degree, because, you know, people say, well, blind people can't do this, for example, or they can't do that. And the reality is, blind people can, if they're trained, if they gain self confidence, if they're given and put it in an environment where they're able to be given confidence to do things. The reality is, blindness isn't the challenge that most sighted people would believe it to be, but at the same time, I think that one of the biggest things, and I saw it on September 11, one of the biggest things, is information, or lack of information. I asked several times what was going on, and no one who clearly had to know. Who would say what was occurring. And I understand some of that because they they didn't know whether I would just panic because they said airplanes had deliberately been crashed into the towers or not. But also, I know that there was also a part of it, which was, when you're blind, you can't deal with any of that. We're not going to tell you, we don't have time to tell you. Information, to me, is the most important thing that you can provide, but I but I do appreciate there. There are two sides to it, but it is also important to recognize that, with a lot of people who happen to have different kinds of disabilities, providing information may very well be an enhancement to their circumstances, because they can make decisions and do things that they might not otherwise have been able to do. Well,   Chris Miller ** 55:50 it was certainly the case for you, because you had information and you had preparedness before 911 right? You were able to respond in more effective ways because you knew what was what. And we certainly saw that in covid, for instance, even things like translating information into different languages. In Australia, we have people from, I think the last census, 170 countries, they don't all speak English as their first language. And having worked with Aboriginal people for eight years, quite specifically, one of my dear friends, English was her sixth language.   Michael Hingson ** 56:32 But at the same time,   Chris Miller ** 56:33 go ahead, yeah, and yet we keep putting information out in all that well, no, we need to do much better in the language phase, in the preparedness space of people with all sorts of challenges. We need to reach out to those people so that as you were prepared for 911 and you knew where the fire escapes were, and this and that really paid benefits on the day that we've done that, that we've taken reasonable steps to prepare everyone in the community, not just the English speakers or the this or that, right? All people get the chance to understand their situation and prepare apparently,   Michael Hingson ** 57:22 I know that if I had had more information about what had occurred, I may very well have decided to travel a different way to leave or after leaving the tower and the building. I might have gone a different way, rather than essentially walking very much toward tower two and being very close to it when it collapsed. But I didn't have that information because they wouldn't provide that. So not helpful. Yeah, so things, things do happen. So I'm sure that along the way you've had funny experiences in terms of dealing with emergencies and emergency management. What's the funniest kind of thing that you ever ran into? I'll   Chris Miller ** 58:08 come back to the old packers, but just quickly, that whole crisis communication space is also a big development in emergency management. Yeah, a long time we kind of kept the information to ourselves, but we realize that knowledge is power. We need to get it out there to people. So we do a lot more with alerts on the phones and all sorts of clever things now, right? Funny things? Well, there's so many of those, which one probably most recently is the dreaded alpacas where I live now, as you see, well, as some people who might see the video of this, I live by the beach, which is pretty common for a lot of Australians. Anyway, we have had fires up in in a nice valley called kangaroo Valley. Then a lot of people that live there are sort of small farmlets. There are some dairy farms and people that are more scale farmers, but other people just have a small plot, excuse me, maybe a couple of horses or something or other. And and then when we had fires up there a few years back, we set up emergency evacuation centers for them, and we set them up for dogs and cats and small animals, and we had facility for horses at the nearby race grounds and so on. But we weren't expecting our hackers and alpacas are actually quite big, and they spit and do other things quite under manage. So I remember we rang up the race course manager and we said, we've got alpacas. What you got? What I. I said, Well, they're sort of about the size of a horse. He said, Yes, yes, but we know what to do with horses. We know what the hell to do without Yes. Anyway, eventually we moved the alpacas to horse stables and kept them away from the horses because we weren't sure how to do and interact. Yeah. And the owner of these alpacas was so attached to her animals that she she insisted on sleeping in her Carney her alpacas. And some people are very attached to their animals, even if they're a little on the large side. Yeah.   Michael Hingson ** 1:00:37 Well, I know during the fires that we had here in Southern California back in January, there were a number of people who had horses and were very concerned about evacuating them, and, of course, other animals as well. But the horses especially were were dealt with, and they had emergency well, they had places to take them if they could get the horses out. I don't know whether we lost horses or how many we lost during all the big fires, but yeah,   Chris Miller ** 1:01:10 I'm serious far as new Canberra, which is my city of residence for many years, and what happened? I decision. What happened was, quite often, the men were all fighting the fires, and the women were left with with smoke affected horses. Oh, and they were trying to get them onto the horse flight. Now, as we quickly discovered, horses are pretty smart, and they're not keen on being near fires. They don't want to be there, right? So they become quite a challenge to me. And to put a horse float onto your vehicle is no easy thing when you've never done it before and you're trying to do it in a crisis. So when all that was over, one of the lessons that we did learn was we arranged to have a sort of open day at the near, nearby race course. We've actually taught people to put the trailer on the back of the vehicle, to deal with a fractious horse, to sort of cover its face or protect it from the smoke and do all sorts of helpful things. So sometimes, when we get it wrong, we do learn and make some important improvements like it.   Michael Hingson ** 1:02:32 What's the kind of most important advice you would give to somebody who's new in emergency management or interested in going into the field   Chris Miller ** 1:02:42 and sign up for a good course, do a bachelor or master's degree in emergency management, because not only will you learn from your instructors, you'll learn from your colleagues, and this is a networking business,   Michael Hingson ** 1:02:56 yeah. Well, I want to Oh, have you? I haven't asked you. Have you written any books? No, you haven't okay? Because if you had, I'd ask you to send me book covers so that we could put them in the show notes. Well, there's something for you to look at in the near future. You could learn to be an author and add that to your skill repertoire. I want to thank you for being Yeah. Well, there is always that right, too many emergencies to manage. Well, Chris, I want to thank you for being here, and I want to thank all of you for listening and being with us today. I hope that this has been helpful and interesting and educational. I found it so I'd love to hear your thoughts, and I'm sure Chris would as well. Chris, how can people maybe reach out to you if they'd like to do. So,   Chris Miller ** 1:03:42 yeah, sure. LinkedIn is a good way to find me, and I've given you all those details. So   Michael Hingson ** 1:03:49 go ahead and say your LinkedIn name anyway.   Chris Miller ** 1:03:53 Good question. Yeah, it's before cross. This is my business   Michael Hingson ** 1:03:58 name before being the number four crisis. That's it.   Chris Miller ** 1:04:03 My LinkedIn name is,   Michael Hingson ** 1:04:08 says before   Chris Miller ** 1:04:09 process, yeah, and your email is going to be full process on LinkedIn.   Michael Hingson ** 1:04:16 Chris Miller at before before crisis, and email is number four process. And in email, it's before, no, it's, it's Chris Miller, before crisis, again, isn't   Chris Miller ** 1:04:30 it? It's Chris at default process, Chris at before crisis.com.au,   Michael Hingson ** 1:04:35 yeah, okay, memorizing the   Chris Miller ** 1:04:41 reason why it's led to be number four crisis right is I like to see my clients before the crisis, right, and I know they'll be more motivated after the crisis.   Michael Hingson ** 1:04:53 Well, I hope that you'll reach out to Chris and find her on LinkedIn, and all the information is in the show notes. She is right. But. Always like to get people to say it, if they can. I'd love to hear from you. Feel free to email me at Michael H I M, I C H, A, E, L, H i at accessibe, A, C, C, E, S, S i b, e.com, or go to our podcast page, w, w, w, dot Michael hingson, that's m, I C, H, A, E, L, H, I N, G, s o n.com/podcast, podcast singular that is, wherever you're listening or watching, please give us a five star rating. We really value your ratings and your reviews and input. We appreciate it, and for all of you and Chris you as well, if you know of anyone who ought to be a guest, or you think should be a guest on unstoppable mindset, we're always looking for more people to talk with and have conversations with, so please introduce us. We're always excited to get that kind of thing from you as well. So once again, Chris, I just want to thank you for being here. This has been fun today.   Chris Miller ** 1:05:54 Thank you, Michael. It was fun to meet   Michael Hingson ** 1:06:02 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

New federal work reporting requirements are changing how Medicaid recipients maintain their coverage. To help people navigate the system successfully, states are turning to human-centered design—an approach that puts users' real-world needs at the center of digital services. Joining me now to explain how this kind of design can help keep vulnerable populations connected to care is Danny Mintz, with Code for America.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

182/149: Entdecke, wie Diversität und „New Work“ die Arbeitswelt verändern und was moderne Unternehmen tun, um ein inklusives Arbeitsumfeld zu schaffen! Begleite mich in diesem aufschlussreichen Gespräch mit Dominique Jäger, in dem wir über die Bedeutung von Diversität und Inklusion im heutigen Arbeitsumfeld sprechen, die Zukunft der Führung beleuchten und wie flexible Arbeitsmodelle unseren Ansatz zur Produktivität und Work-Life-Balance verändern. Dominique teilt ihren Weg von ihren ersten Rollen in der Beratung bis hin zur Führung von Diversity-Initiativen bei der DKB und gibt dir wertvolle Lektionen zum Karrierewachstum und Führung mit. Erfahre, wie du eine inklusive Kultur schaffen, deine persönliche Entwicklung fördern und wirkungsvoll führen kannst. Perfekt, wenn du dich für moderne Arbeitsplatztrends, Karriereberatung und praktische Einblicke in den Aufbau diverser Teams interessierst. Dominique Jäger ist eine prämierte Expertin im Bereich Change und People Management sowie Diversity Management, deren Arbeit sich durch einen tiefen Fokus auf das Thema „Mensch“ auszeichnet. Als „Zukunftsmacherin 2023“ von Business Insider und „Women of The Year 2024“ von Beyond Gender Agenda ist sie eine anerkannte Vordenkerin, die die Verbindungen zwischen Unternehmenskultur, Leadership, People Management und Diversity Management nicht nur versteht, sondern als untrennbare Einheit betrachtet. Dominique ist Bestseller-Autorin, deren Buch „Die Zukunftsrepublik“ im Manager Magazin und SPIEGEL gelistet wurde. Ihre berufliche Laufbahn ist geprägt von der Überzeugung, dass Diversity, Equity & Inclusion (DEI) sowie People & Culture keine „Nice-to-Have“-Themen, sondern entscheidende Faktoren für unternehmerischen Erfolg sind. Sie betont, dass diese Bereiche nicht nur miteinander in Beziehung stehen, sondern einander bedingen: Wenn eines dieser Elemente nicht funktioniert, leidet auch das andere. Dominique teilt ihre Einsichten und Inspirationen auch über ihren eigenen Podcast „Let's Change“ sowie jetzt bald auch im „Macher*innen Podcast - weil Taten mehr zählen als Worte", in dem sie spannende Persönlichkeiten aus Wirtschaft, Politik und Wissenschaft einlädt, um über das Thema Veränderung zu sprechen und wie man diese erfolgreich meistert sowie über Ihr LinkedIn Profil. Links:

Unsere heutige Folge ist eine besondere, denn sie ist nicht nur ein Gespräch, sondern auch ein Wiedersehen. Unser Gast hat an unserem New Work Masterskills Executive Programm teilgenommen, und wie ihr wisst: Wenn wir mit Menschen in engerem Austausch stehen, merkt man das auch in unseren Gesprächen. Unser heutiger Gast gründete bereits mit 17 Jahren sein erstes Unternehmen, anfangs baute er Rechner zusammen, später Webseiten. Seine Leidenschaft für Technik, Unternehmertum und digitale Geschäftsmodelle hat ihn seither nicht mehr losgelassen. Es folgten Stationen als Geschäftsführer, Interimsmanager, CTO, Head of Engineering, immer mit einem klaren Fokus: wie man Technologie in die Breite bringt, Menschen einbindet und Organisationen wirklich zukunftsfähig macht. Er war mehrere Jahre in führender Rolle bei Lensing Media tätig, ist heute selbstständig als Berater und Facilitator aktiv, unter anderem als Dozent an der International School of Management und als Initiator und Gründungsmitglied von unfold e.V., einer Organisation, die sich für das Thema Stärkenorintierung bei Kindern und Jugendlichen einsetzt. Seit mehr als acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In über 500 Gesprächen mit mehr als 600 Persönlichkeiten haben wir darüber gesprochen, was sich für sie geändert hat – und was sich weiter ändern muss. Wie prägt es einen, wenn man als Erster in der Familie ein akademisches Berufsleben einschlägt und sich seinen Weg Schritt für Schritt selbst erarbeitet? Wie verändert es den Blick auf Technologie und Zusammenarbeit, wenn man mit 15 verstanden hat, was ein Computer alles ermöglichen kann? Und wie beeinflusst das eigene Stärkenprofil die berufliche Richtung – insbesondere, wenn man beginnt, Stärken bewusst in die Arbeit mit Menschen und Organisationen zu integrieren? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei „On the Way to New Work“ – heute mit Sebastian Schipper. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

PREVIEW: CIVIL WAR: Conversation with Professor Alan Taylor about his new work, "AMERICAN CIVIL WARS, 1850-1873," regarding the war between the states dominated by political voices such as Stephen A. Douglas, whom the professor profiles succinctly. 1945 LINCOLN MEMORIAL

Gretchen Menn is an acclaimed American guitarist and composer known for blending technical rock guitar mastery with classical sophistication. A graduate in music from Smith College, she began her journey with classical guitar before a life-changing encounter with electric guitar legends inspired her to expand her style. Her early musical foundations gave her the versatility to move seamlessly between genres, combining precision with expressive flair.She is best known as the lead guitarist and co-founder of Zepparella, an all-female Led Zeppelin tribute band formed in San Francisco. With Zepparella, Menn has earned international recognition for her faithful yet electrifying interpretations of Jimmy Page's iconic work, bringing fresh energy and technical excellence to the band's live performances. Her role in Zepparella cemented her as a standout figure in the rock tribute world.Outside of Zepparella, Menn's solo career reflects her ambitious artistic vision. Her debut album, Hale Souls (2011), introduced her original compositions, while Abandon All Hope (2016) presented a cinematic, concept-driven work inspired by Dante's Inferno. This ambitious project blended rock, classical, and orchestral elements, demonstrating her ability to create music that is both technically demanding and deeply atmospheric.Her artistry has been recognized by major publications and peers alike. Guitar Player magazine named her among the “50 Sensational Female Guitarists” and “50 Years of Extraordinary Players,” while Vintage Guitar magazine readers nominated her for “Artist of the Year” alongside guitar icons. Beyond performing, Menn is a dedicated educator, offering lessons through platforms like JamPlay and teaching at Rock and Roll Fantasy Camps, helping inspire the next generation of players.Before devoting herself fully to music, Menn worked as a commercial pilot, funding her musical pursuits until she could make them her sole career. Today, she continues to evolve as an artist, studying composition, collaborating with orchestras, and expanding her creative reach. Her career stands as a testament to the power of dedication, versatility, and a fearless commitment to following one's passion.https://gretchenmenn.com//

Unsere heutige Folge führt uns in die Welt der Neurowissenschaft, aber keine Sorge, es wird weder trocken noch theoretisch. Unser heutiger Gast hat Humanmedizin studiert, promovierte in der Neurologie, wurde Facharzt für Psychiatrie und Psychotherapie und lehrt heute als Professor an einer der renommiertesten Universitäten Deutschlands. Seit über 25 Jahren bewegt er sich zwischen Forschung, Klinik und Öffentlichkeit. Er leitet eine eigene Arbeitsgruppe für psychosozialen Stress und Schmerz, gibt Seminare, hält Vorträge, schreibt Bestseller. Er ist Host des Podcast: Kopf hoch: Mental gesund und stark! Und am 1.10. Erscheint sein neues Buch: “Gute Nacht, Gehirn – Gedanken, um zur Ruhe zu kommen.” Er hat es sich zur Aufgabe gemacht, wissenschaftliche Erkenntnisse so zu übersetzen, dass sie im Alltag wirklich helfen. Seine Themen: Resilienz, Konzentration, mentale Stärke, Zufriedenheit, also all das, was wir brauchen, um in einer Welt ständiger Ablenkung und Dauerbelastung klarzukommen. Seit mehr als acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In über 500 Gesprächen mit mehr als 600 Persönlichkeiten haben wir darüber gesprochen, was sich für sie geändert hat – und was sich noch ändern muss. Wie behalten wir mentale Klarheit in einer Welt, die uns pausenlos überfordert? Was schützt uns wirklich vor Erschöpfung, Stress und digitalem Dauerfeuer, und was ist nur ein Mythos? Und was können Führungskräfte tun, um ein gesundes Arbeitsumfeld zu schaffen, das nicht nur fordert, sondern auch stärkt? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei „On the Way to New Work“ – heute mit Prof. Dr. Volker Busch. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern Coverfoto von Petra Homeier

"A New Work Mindset is like defragging the operating system of what you think work is supposed to be." - JK   FREE - Blindspot Survey (10 min) DIY BLINDSPOT PDF - $55      CBQ - What is a new work mindset?   In final and 5th episode of the blindspot coaching series, we arrive at A New Work Mindset, Juan and Courtney explore what it means to redefine success and fulfillment in a rapidly evolving work environment. They unpack the final Blindspot by emphasizing the importance of raising personal standards while practicing self-compassion, and why adapting your mindset is crucial for sustainable growth. The conversation ties together all previous Blindspots, offering a reflective and empowering close to the series.     HIGHLIGHTS [00:01:49] "Stuff's still gonna be hard... but when people embrace these Blindspots, they can move forward more intentionally." [00:03:17) "Just because you're nice or polite doesn't mean you're solving the problem." [00:05:01] "A New Work Mindset is like defragging the operating system of what you think work is supposed to be." [00:06:42] "The seed stays the same — it's the environment that you change to help it grow." [00:08:13] "Raise your standards for yourself, but also give yourself grace - that's the hard part."   Follow Juan on LinkedIn Follow Courtney on LinkedIn Check out CareerBlindspot.com Follow on LinkedIn and Instagram     → Your listening perspective matters - 5 min survey.

Two new seasonal visas have been unveiled, allowing the likes of rural contractors or chairlift operators to return for up to three years or stay for up to seven months. It follows the unemployment rate reaching a five-year high of 5.2-percent. Malcolm Pacific Immigration Director David Cooper told Mike Hosking it's hard to get New Zealanders into domestic seasonal work. LISTEN ABOVESee omnystudio.com/listener for privacy information.

#221 Spirituelles Leadership – mit Katharina Pirktl In der Führungsforschung hat man in den letzten Jahren herausgefunden, dass Menschen, die in Unternehmen und Konzernen herausragend erfolgreich sind, in ihrer Persönlichkeitsstruktur die sogenannte dunkle Triade mitbringen: eine Mischung aus Narzissmus, Psychopathie und Machiavellismus. Dieses Dark Leadership arbeitet mit Druck, Drohung und Manipulation, manchmal sehr unverblümt, häufig sehr subtil. Darum soll es in dieser Folge NICHT gehen, ich bin nämlich sicher, dass das nicht die Unternehmenskultur der Zukunft ist und auch nicht die, die wir uns für die Welt, in der wir leben, wünschen.

In dieser Episode sprechen wir mit der Autorin, Podcasterin und Dozentin Kira Marie über das Konzept New Work – weit mehr als nur Homeoffice und flexible Arbeitszeiten. Sie erklärt, warum modernes Arbeiten keine Luxus-Debatte ist, sondern ein essenzieller Hebel für langfristigen Unternehmenserfolg. Von individuellen Arbeitsmodellen über mentale Gesundheit bis hin zur Zukunft der Vier-Tage-Woche – wir beleuchten, wie sich Arbeit verändern muss, um wirklich erfüllend zu sein.Doch nicht alle sehen diese Entwicklung positiv: Kritiker argumentieren, dass New Work die Wirtschaft bremst. Kira hält mit klaren Fakten und Praxisbeispielen dagegen. Welche Unternehmen setzen New Work wirklich erfolgreich um? Warum müssen Führungskräfte ihre Rolle überdenken? Und wie können Arbeitnehmer erkennen, ob ein Unternehmen wirklich hält, was es in Stellenanzeigen verspricht? Ein inspirierendes Gespräch über Chancen, Herausforderungen und die Zukunft der Arbeit.Mehr zu Kira:https://www.linkedin.com/in/kiramariecremer/Paul's Job:https://paulsjob.ai/⁠https://www.instagram.com/paulsjob/⁠⁠https://www.linkedin.com/company/paulsjob/⁠https://www.youtube.com/@paulsjob/featuredHR Visionaries International:https://open.spotify.com/show/2uwo54DBhRdeVdmqKocnXT?si=54383b1a24af4ac2https://podcasts.apple.com/de/podcast/hr-visionaries-international/id1711042208https://www.youtube.com/@paulsjob/featured

Washington's new speed cameras in highway work zones have issued over 7,500 citations since April, with nearly 4,000 more in process. The cameras, now active at several sites across the state, are meant to improve safety for road workers. Fines for first offenses begin next July. https://www.clarkcountytoday.com/news/was-new-work-zone-speed-cameras-cite-7k-drivers-in-first-90-days/ #WashingtonState #Transportation #SpeedCameras #WorkZoneSafety #TrafficEnforcement #JohnBatiste #JulieMeredith #WSDOT #I5 #StatePatrol

A teaching on how to raise disciples and start a cell in your community and in your house. You are called not only to preach the gospel but also to disciple men for the growth of the kingdom.

A teaching on how to raise disciples and start a cell in your community and in your house. You are called not only to preach the gospel but also to disciple men for the growth of the kingdom.

Unsere heutige Folge ist eine besondere, nicht nur wegen des Gastes, sondern auch wegen unserer Verbindung zu ihm. Er war schon mehrfach bei uns im Podcast, hat uns früh begleitet, gefördert und immer wieder inspiriert. Mit seinen Artikeln, Recherchen und Impulsen versorgt er uns regelmäßig mit Stoff zum Nachdenken und nicht selten auch mit Hinweisen auf neue Gäste oder Themen, die wir sonst vielleicht übersehen hätten. Unser heutiger Gast ist kein klassischer Akademiker, und vielleicht ist genau das seine größte Stärke. Er begann im Handwerk, ging über Stationen im Handel und Design ins strategische Zukunftsdenken und ist heute einer der scharfsinnigsten Beobachter der Arbeitswelt von morgen. Als Trendscout für „Future of Work“ bei Vitra, einem der renommiertesten Möbelherstellers Europas reist er durch Labore, Thinktanks und Unternehmen weltweit. Er sammelt Eindrücke, beobachtet Muster, stellt Verbindungen her und versucht, das große Ganze zu verstehen: Wie verändert sich Arbeit? Was bleibt? Was muss weg? Seine Landkarten der Zukunft sind nicht nur faszinierend, sie sind auch ein Angebot zum Dialog über Räume, Organisationen, Leadership und die Kultur der Arbeit. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen.In über 500 Gesprächen mit mehr als 600 Persönlichkeiten haben wir darüber gesprochen, was sich für sie geändert hat – und was sich noch ändern muss. Was sind die großen Metatrends, die wir heute ernst nehmen sollten – jenseits des Oberflächenrauschens? Wie lassen sich Organisationen so gestalten, dass sie menschenfreundlich UND zukunftsfähig sind? Und was passiert eigentlich, wenn wir aufhören, Arbeit nur als Funktion, und anfangen, sie als kulturellen Ausdruck zu denken? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei „On the Way to New Work“ – heute mit Raphael Gielgen. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

In this episode, I'm sharing two exciting work-from-home opportunities you don't want to miss!✅ Get paid $17 per hour just to take messages — no sales, no cold calls, and training is provided.Get paid to Search ✅ Plus, earn money by reviewing photos online — it's flexible, beginner-friendly, and non-phone.

Unser heutiger Gast wurde in Dresden geboren, studierte Computerlinguistik in Leipzig und Saarbrücken und promovierte später an der Stanford University – betreut von keinem Geringeren als Andrew Ng und Chris Manning. Seine Dissertation wurde als beste Informatik-Promotion ausgezeichnet. Nach Stationen bei Microsoft und Siemens gründete er sein erstes Unternehmen: MetaMind, ein Deep-Learning-Startup, das 2016 von Salesforce übernommen wurde. Dort war er anschließend Chief Scientist, leitete große Forschungsteams und trieb die KI-Strategie des Konzerns maßgeblich voran. Heute ist er Gründer und CEO von you.com, einer KI-basierten Suchmaschine, die als datenschutzfreundliche, transparente und anpassbare Alternative zu klassischen Anbietern auftritt, mit einem starken Fokus auf Nutzendenkontrolle und verantwortungsvoller KI. Zudem investiert er über seinen Fonds AI+X in KI-Startups weltweit. Seine wissenschaftlichen Arbeiten zählen zu den meistzitierten im Bereich NLP und Deep Learning, über 170.000 Mal, und viele seiner Ideen haben die Entwicklung heutiger Sprachmodelle mitgeprägt. Ein herzliches Dankeschön an Adrian Locher, CEO und Gründer von Merantix, für die Vermittlung dieses Gesprächs. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In 500 Gesprächen mit über 600 Menschen haben wir darüber gesprochen, was sich für sie geändert hat, und was sich noch ändern muss. Wie können wir verhindern, dass KI-Systeme nur effizienter, aber nicht gerechter werden und worauf kommt es bei der Gestaltung wirklich an? Welche Rolle spielt Transparenz, wenn es um Vertrauen in KI geht, besonders in sensiblen Anwendungen wie Suche, Bildung oder Arbeit? Und was braucht es, um KI so zu entwickeln, dass sie unsere Fähigkeiten erweitert, statt sie zu ersetzen? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work – heute mit Richard Socher. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Looking for a quiet, stress-free remote job? In this episode, I'm sharing brand new work-from-home opportunities that pay up to $18 per hour — no phone calls, no interviews, and no talking required!

Unser heutiger Gast begann seinen Weg alles andere als geradlinig: Mit 15 flog er von der Schule, ohne Abschluss, ohne Netzwerk, ohne Plan. Heute ist er Senior Director bei SAP, Bestseller-Autor, TEDx-erprobter Keynote-Speaker und Gastdozent an der EBS Universität. Dazwischen liegen Stationen bei Radio, bei Red Bull, in der Start-up-Szene und eine beispiellose Karriere, die vor allem eines zeigt: Wie kraftvoll der unkonventionelle Weg sein kann, wenn man sich traut, gegen den Strom zu schwimmen. Er gilt als kreativer Wegweiser für Wandel in Unternehmen, als Vordenker für Mindful Leadership und als inspirierende Stimme für eine Arbeitswelt mit mehr Menschlichkeit, Neugier und Mut zum Unperfekten. In seiner Rolle bei SAP entwickelt er nicht nur marktorientierte Innovationsnarrative, sondern begeistert mit Storytelling, das Tiefgang und Leichtigkeit verbindet, immer mit dem Ziel, komplexe Ideen verständlich und emotional zu machen. Sein Buch trägt den passenden Titel: „Alles, was du im Leben wissen musst, hast du schon im Kindergarten gelernt.“ Es ist eine Einladung, sich spielerische Leichtigkeit, kindliche Neugier und kreativen Mut zurückzuerobern, gerade jetzt, wo KI und Komplexität die Arbeitswelt umkrempeln. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In 500 Gesprächen mit über 600 Menschen haben wir darüber gesprochen, was sich für sie geändert hat – und was sich noch ändern muss. Warum lohnt es sich, die kindlichen Fähigkeiten wie Neugier, Mut und Verspieltheit wieder freizulegen und wann haben wir sie eigentlich verloren? Was können Führungskräfte lernen, wenn sie wieder mehr fragen, spielen und zuhören, statt zu bewerten, kontrollieren und zu optimieren? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work – heute mit Christian Wehner. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

What if the future of theatre isn't just about new work, but about new leadership to support it?In this episode, I sit down with Emily Carewe of Theatre503 in London to explore what inclusive theatre leadership really looks like across the pond, and what we can learn from it. From championing debut playwrights to navigating UK arts funding challenges, Emily offers a refreshingly honest take on how small theatres can lead big change.We talk about what it means to stay mission-driven when resources are tight, how to center care without bureaucracy, and why investing in early career artists is a radical act of leadership.

Former footballer Edgar Davids and artist Paul Pfeiffer on creating a new work for the Manchester International Festival. As four new twenty minute operas are premiered at the Buxton International Festival, Helen Goodman, artistic manager at the festival, and Hannah Ellis Ryan, artistic director of theatre company, HER Productions, discuss how short plays and operas can lead the way for change.Jo Callaghan has an AI detective at the centre of her Kat and Lock crime fiction series. Ajay Chowdhury uses digital technology in his crime fiction. They discuss the impact developments in the tech world are having on their genre.Presented by Nick Ahad Produced by Ekene Akalawu

Auf diese Folge freue ich mich ganz besonders, denn unser heutiger Gast teilt mit mir die Begeisterung für ein Thema, das mir sehr am Herzen liegt: Stärken. Sie ist unter anderem zertifizierter CliftonStrengths34 Coach, Expertin für Positive Psychologie und eine gefragte Sparringspartnerin für Führungspersönlichkeiten, die mehr Freiraum für sich, ihre Entwicklung und ihre Wirkung suchen. Sie hat urpünglich Jura studiert und war 14 Jahre lang bei einer der weltweit größten Wirtschaftsprüfungsgesellschaften tätig, davon über ein Jahrzehnt als Personalleiterin für Führungskräfte. Nach einem persönlichen Einschnitt wagte sie 2013 den Neuanfang als Executive Coach und fand dort zu ihrer eigentlichen Berufung: Menschen in ihre Kraft zu bringen. Seitdem begleitet sie als Business Coach, Ausbilderin und Podcasterin Führungskräfte auf dem Weg zu mehr Klarheit, Selbstwirksamkeit und innerer Balance. In ihrem Podcast „Freiraum für Führungskräfte“ spricht sie mit Gästen wie John Strelecky, Bodo Janssen oder Swantje Allmers über das, was uns im Kern ausmacht – und wie wir das im Berufsleben bewusster nutzen können. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. In fast genau 500 Gesprächen mit über 600 Gästen haben wir schon darüber gesprochen, was sich für sie geändert hat und was sich weiter ändern muss. Warum fällt es uns oft so schwer, unsere Stärken klar zu benennen – und sie im Alltag gezielt zu nutzen? Wie erkennen wir die Schattenseiten unserer größten Talente und wie lernen wir, besser mit ihnen umzugehen? Und weshalb könnte ein stärkenorientierter Ansatz der Schlüssel sein, um Führung neu zu denken – von Selbstführung bis Teamdynamik? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work – heute mit Nicole Zätzsch. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

HT2315 - New Work Revitalizes Older Work There's an interesting phenomenon that I've observed now for a couple of decades. Every time I release a new issue of Kokoro, there is an upswing in downloads for previous issues. Of course, the current release is the volumetric winner in terms of downloads, but the accumulated downloads of back issues always exceeds the current release. In other words, publishing new work has a way of revitalizing older work. Plus, as the back catalog grows, the coattails effect increases dramatically. Show your appreciation for our free weekly Podcast and our free daily Here's a Thought… with a donation Thanks!