Podcasts about no rules netflix culture reinvention

Daniel Lereya, the Chief Product and Technology Officer at monday.com, shares how he and his team realized they were being outpaced by competitors and how that realization completely transformed how they operate and allowed them to build a global powerhouse, doing over $1 billion in ARR, with 245,000 customers worldwide.What you'll learn:1. How they used seemingly impossible goals, like building 25 new features in one month, to unlock bigger thinking on their team2. How sharing real-time metrics with the entire company—even during interviews—created a culture of accountability and alignment3. How focusing on impact, rather than just shipping features, has transformed the company's culture4. The story behind monday.com's decision to launch five new products simultaneously and how it redefined their market positioning5. How they use “traps” (timeboxed deadlines) to drive focus, avoid scope creep, and deliver faster6. Daniel's personal journey of navigating impostor syndrome and scaling challenges, and the mental models he uses to stay grounded and effective—Brought to you by:• Enterpret—Transform customer feedback into product growth• Airtable ProductCentral—Launch to new heights with a unified system for product development• Vanta—Automate compliance. Simplify security—Where to find Daniel Lereya:• LinkedIn: https://www.linkedin.com/in/daniel-lereya-aa487646/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Daniel and monday.com(04:20) The pivotal moment: competitors shipping faster(08:50) Setting ambitious goals(17:44) Focusing on impact rather than features(27:07) Transforming your product quarterly(32:07) Scaling monday.com: challenges and strategies(39:14) How monday.com maintains transparency as a public company(45:40) The importance of taking risks(51:02) Counterintuitive lessons in product development(54:33) The value of timeboxing and deadlines(57:28) Embracing user feedback(59:54) Adapting leadership styles(01:04:43) Personal reflections on leadership(01:10:41) Handling crises and strategic planning(01:17:28) The role of AI in work and personal life(01:22:13) Final thoughts and lightning round—Referenced:• Monday.com: https://monday.com/• The basics of a monday.com board: https://support.monday.com/hc/en-us/articles/115005317249-The-basics-of-a-board• Eran Zinman on LinkedIn: https://www.linkedin.com/in/eranzinman/• Roy Mann on LinkedIn: https://www.linkedin.com/in/manroy/• Tal Harari on LinkedIn: https://www.linkedin.com/in/tal-harari-a2515215/• Four-minute mile: https://en.wikipedia.org/wiki/Four-minute_mile• A better way to plan, build, and ship products | Ryan Singer (creator of “Shape Up,” early employee at 37signals): https://www.lennysnewsletter.com/p/shape-up-ryan-singer• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• AI blocks: https://support.monday.com/hc/en-us/articles/18433811274386-AI-Automation-blocks• Unpacking Amazon's unique ways of working | Bill Carr (author of Working Backwards): https://www.lennysnewsletter.com/p/unpacking-amazons-unique-ways-of• Behind the founder: Drew Houston (Dropbox): https://www.lennysnewsletter.com/p/behind-the-founder-drew-houston-dropbox• SpaceX: https://www.spacex.com/• Why and how to lead with transparency: https://monday.com/blog/monday-insights/may-30th/• How to win in the AI era: Ship a feature every week, embrace technical debt, ruthlessly cut scope, and create magic your competitors can't copy | Gaurav Misra (CEO and co-founder of Captions): https://www.lennysnewsletter.com/p/how-to-win-in-the-ai-era-gaurav-misra• This Week #5: Overcoming impostor syndrome, introducing growth to an org, and how to partner with your data scientist: https://www.lennysnewsletter.com/p/this-week-overcoming-impostor-syndrome• Sheryl Sandberg on LinkedIn: https://www.linkedin.com/in/sheryl-sandberg-5126652/• Bryan Johnson on LinkedIn: https://www.linkedin.com/in/bryanrjohnson/• ChatGPT: https://chatgpt.com/• Cursor: https://www.cursor.com/• How to build deeper, more robust relationships | Carole Robin (Stanford GSB professor, “Touchy Feely”): https://www.lennysnewsletter.com/p/build-robust-relationships-carole-robin• FIFA 22: https://store.playstation.com/en-us/concept/10002538/• Formula 1: Drive to Survive on Netflix: https://www.netflix.com/title/80204890• Google Photos: https://photos.google.com/—Recommended books:• Shape Up: Stop Running in Circles and Ship Work that Matters: https://basecamp.com/shapeup• Working Backwards: Insights, Stories, and Secrets from Inside Amazon: https://www.amazon.com/Working-Backwards-Insights-Stories-Secrets/dp/1250267595• No Rules Rules: Netflix and the Culture of Reinvention: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860• Nonviolent Communication: A Language of Life: Life-Changing Tools for Healthy Relationships: https://www.amazon.com/Nonviolent-Communication-Language-Life-Changing-Relationships/dp/189200528X/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Raaz Herzberg is the chief marketing officer and VP of product strategy at Wiz. Wiz hit $100 million ARR within 18 months (the fastest growth in startup history) and, five years in, is generating over $500 million ARR. It also serves over 45% of the Fortune 100. Raaz was one of the first five employees at Wiz, joining as the first product manager, and helped the team pivot to what may be the most intense PMF in history. Before Wiz, Raaz led security products at Microsoft, including Azure Sentinel. In our conversation, we discuss:• How Wiz pivoted from their initial idea and found deep product-market fit• What Raaz learned about listening to customers• Why she moved from product to marketing, despite no prior experience• How she thinks differently as a marketer with a product background• Lessons learned from scaling a hypergrowth startup like Wiz• Much more—Brought to you by:• WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUs• Rippling—Automate HR, IT, and finance so you can scale faster• Cloudinary—The foundational technology for all images and video on the internet—Find the transcript at: https://www.lennysnewsletter.com/p/building-wiz-raaz-herzberg—Where to find Raaz Herzberg:• X: https://x.com/raazherzberg• LinkedIn: https://www.linkedin.com/in/raazh—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Raaz's background(02:54) Early challenges and Wiz's essential pivot(06:41) Finding product-market fit(11:31) Lessons from early customer interactions(14:54) The power in speaking up when you don't understand something(17:46) How Wiz pivoted from their initial idea(23:52) Marketing and leadership insights(34:12) The challenges of being a marketing leader(28:05) Following the “heat” in your organization(30:22) How Raaz found success as CMO(34:01) Common CMO mistakes(36:23) Creating noise and standing out(40:28) Embracing failure and taking risks(44:53) The importance of clear communication(48:32) The “dummy” explanation(51:00) Building trust and company culture(53:45) Contrarian corner(56:34) Lightning round—Referenced:• Wiz: https://www.wiz.io/• An inside look at Deel's unprecedented growth | Meltem Kuran Berkowitz (Head of Growth): https://www.lennysnewsletter.com/p/an-inside-look-at-deels-unprecedented• Velocity over everything: How Ramp became the fastest-growing SaaS startup of all time | Geoff Charles (VP of Product): https://www.lennysnewsletter.com/p/velocity-over-everything-how-ramp• Assaf Rappaport on LinkedIn: https://www.linkedin.com/in/assafrappaport/• How LinkedIn became interesting: The inside story | Tomer Cohen (CPO at LinkedIn): https://www.lennysnewsletter.com/p/how-linkedin-became-interesting-tomer-cohen• Shardul Shah on LinkedIn: https://www.linkedin.com/in/shardul-shah-3589062/• Doug Leone on LinkedIn: https://www.linkedin.com/in/douglas-leone-a2714/• Jeff Horing on LinkedIn: https://www.linkedin.com/in/jeffhoring2009/• RSA Conference: https://www.rsaconference.com/• Microsoft acquires Adallom to advance identity and security in the cloud: https://blogs.microsoft.com/blog/2015/09/08/microsoft-acquires-adallom-to-advance-identity-and-security-in-the-cloud/• Imposter syndrome: https://www.psychologytoday.com/us/basics/imposter-syndrome• Careers at Wiz: https://www.wiz.io/careers• Setting the Table: The Transforming Power of Hospitality in Business: https://www.amazon.com/Setting-Table-Transforming-Hospitality-Business/dp/0060742763• No Rules Rules: Netflix and the Culture of Reinvention: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860/• Gong: https://www.gong.io/• The Wire on HBO: https://www.hbo.com/the-wire• Raaz's pen holder recommendation: https://www.paper-republic.com/products/le-loop-penholder—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Are you ready to expand your leadership toolkit with essential intercultural communication skills?In our latest episode of The Leadership Launchpad, I speak with Kris Roppelt, a globally recognized expert in intercultural communication and soft skills. With experience living and working across multiple countries, Kris brings a unique perspective on navigating an increasingly globalized workforce.Tune in as we discuss the metaphor of lenses to understand different cultural viewpoints, the importance of embracing contextual diversity, and the need for managers to build trust, set goals, and give feedback while understanding cultural differences. Kris shares captivating stories from her time as an exchange student in South Korea and provides practical examples of cultural nuances in professional settings.Don't miss this enlightening conversation that underscores the significance of intercultural communication in driving creativity, collaboration, and success in leadership. Connect with Kris on LinkedIn or her website for more insights!LinkedIn: https://www.linkedin.com/in/kristinaroppelt/ or Website: kristinaroppelt.org Here are a few more resources you can check out:Kris Roppelt's YouTube https://www.youtube.com/channel/UCXaFTeqkpT5vKeLWL70BNaQDr. Edwin Hoffman, Arjan Verdooren. Diversity Competence: Cultures Don't Meet, People Do https://www.amazon.com/Diversity-Competence-Cultures-Dont-People/dp/1789242401?clckid=72ec0bdaReed Hastings, Erin Meyer. No Rules Rules: Netflix and the Culture of Reinvention https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860?clckid=de836965How Cultural Differences Can Impact Global Teams. Conclusions of the research https://hbr.org/2021/06/research-how-cultural-differences-can-impact-global-teamsDiverse Effects of Diversity: Disaggregating Effects of Diversity in Global Virtual Teams https://www.sciencedirect.com/science/article/abs/pii/S1075425317304878Five Whys Exercise https://www.atlassian.com/team-playbook/plays/5-whysHofstede's Cultural Compass https://www.hofstede-insights.com/country-comparison-toolWant more tips on effective training? Sign-up for our weekly newsletter: https://www.bettereverydaystudios.com/newsletterWant more tips on effective training? Sign-up for our weekly newsletter: https://www.bettereverydaystudios.com/newsletterVisit us at https://www.bettereverydaystudios.com#LeadershipLaunchpad #InterculturalCommunication #GlobalMindset #SoftSkills #CulturalDiversity #TeamBuilding #GlobalWorkforce #CulturalAwareness #EmpathyInLeadership #DiversityAndInclusion #WorkLifeBalance #FeedbackCulture #CrossCulturalSkills #CulturalLenses #GlobalBusiness #TeamSynergy #InclusiveLeadership #ContextualDiversity #InterculturalSkills #BuildingTrust #BetterEveryDay #Podcast #Leadership

Elizabeth Stone is the chief technology officer of Netflix. She previously served as vice president of product data science and engineering, and as vice president of data and insights, at Netflix. Before Netflix, Elizabeth was vice president of science at Lyft, chief operating officer at Nuna, a trader at Merrill Lynch, and an economist at Analysis Group. In our conversation, we discuss:• Elizabeth's advice for career advancement• Netflix's unique high-performance culture• How, and why, Netflix maintains a high bar for excellence• Intentional leadership practices• How to foster an “open door” culture within your team• The Keeper Test and how it contributes to maintaining a high bar for excellence• The power of transparent communication• Much more—Brought to you by:• Vanta—Automate compliance. Simplify security.• Sendbird—The (all-in-one) communications API platform for mobile apps• Explo—Embed customer-facing analytics in your product—Find the full transcript at: https://www.lennyspodcast.com/how-netflix-builds-a-culture-of-excellence-elizabeth-stone-cto/—Where to find Elizabeth Stone:• LinkedIn: https://www.linkedin.com/in/elizabeth-stone-608a754/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Elizabeth's background(04:36) Life as CTO vs. VP of Data(05:57) The role of economists in tech companies(08:32) Using economics to understand incentives(10:07) Success and career growth(20:15) Setting expectations(25:02) Advice for how to avoid burnout(27:44) Netflix culture: high talent density(30:31) Netflix culture: candor and directness(31:45) The Keeper Test(39:01) Maintaining a high bar for excellence(43:54) Netflix culture: freedom and responsibility(46:18) Unconventional processes at Netflix(47:55) Examples of candor(51:44) Data and insights team structure(01:00:12) Staying close to teams(01:02:31) Advice on being present(01:07:40) Lightning round—Referenced:• What to Know About the Netflix Cup, Today's First-Ever Live Sports Event: https://www.netflix.com/tudum/articles/netflix-cup-live-event-date-news• Ann Miura Ko interview | The Tim Ferriss Show (Podcast): https://www.youtube.com/watch?v=h2GO0Ks_VGg• Netflix culture: https://jobs.netflix.com/culture• No Rules Rules: Netflix and the Culture of Reinvention: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860• Reed Hastings on LinkedIn: https://www.linkedin.com/in/reedhastings/• Netflix's “Keeper Test” and Why You Need It | Lorne Rubis: https://www.highlights.lornerubis.com/2015/08/the-netflix-keeper-test-and-the-courage-to-take-it/• The Hunger Games: https://en.wikipedia.org/wiki/The_Hunger_Games• Nan Yu on LinkedIn: https://www.linkedin.com/in/thenanyu/• Work Life Philosophy: https://jobs.netflix.com/work-life-philosophy• The Scoop: Netflix's historic introduction of levels for software engineers: https://blog.pragmaticengineer.com/netflix-levels/• Chaos Monkey: https://www.techtarget.com/whatis/definition/Chaos-Monkey• Ali Rauh on LinkedIn: https://www.linkedin.com/in/ali-rauh/• Keith Henwood on LinkedIn: https://www.linkedin.com/in/keith-henwood/• Jeff Bezos' Morning Routine of Puttering Around—How It Works: https://medium.com/illumination/jeff-bezos-morning-routine-of-puttering-around-how-it-works-9d73f359ac8d• What I Talk About When I Talk About Running: A Memoir: https://www.amazon.com/What-Talk-About-When-Running/dp/0307389839• A Fine Balance: https://www.amazon.com/Fine-Balance-Rohinton-Mistry/dp/140003065X• Triangle of Sadness on Hulu: https://www.hulu.com/movie/triangle-of-sadness-f60937bd-45f4-469a-938f-db95026953a1• Beef on Netflix: https://www.netflix.com/title/81447461• Fellow pour-over coffee set: https://fellowproducts.com/products/stagg-xf-pour-over-set• Peloton bikes: https://www.onepeloton.com/shop/bike—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

We're happy to welcome you on the Season 2 of the Growthmates podcast where we will dive into insightful conversations with leaders from Amplitude, Canva, Intercom, Coda, HubSpot, and more to come. If you enjoy our show — subscribe to get all episodes right to your inbox on katesyuma.substack.com. Listen now on Apple, Spotify, or watch on YouTube (new!).In this conversation we invited Thom Rimmer, a design leader at Intercom, to discuss the importance of a design-led culture and user-centricity. Thom provides insightful perspectives on the pivotal role of design principles and rituals in the creation of top-tier products like Intercom. Thom also explains Intercom's transparent roadmap and how it helps create a company-wide commitment to customer satisfaction. The conversation delves into the shift toward product-led growth and the challenges of experimentation and optimization. We also explored the adoption of AI and machine learning, with a focus on leveraging these technologies to enhance customer service. Finally, Thom emphasizes the significance of mentorship and leadership in personal and professional growth. The conversation covers topics such as building internal connections and mentorship, inspiring advice and quotes, books for building a design culture, and fun team rituals to maintain a thriving culture.Some Takeaways:* Design-led culture and user-centricity are essential for creating products in a highly competitive market.* Transparent roadmaps help to create a company-wide commitment to customer satisfaction.* The shift towards product-led growth requires deeper attention to product quality.* AI and machine learning can enhance customer service and improve efficiency.* Mentorship and leadership are valuable for personal and professional growth. Building internal connections and mentorship is important for designers within an organization.* Anyone can be a mentor, regardless of their level of experience.* Having someone outside of your company to mentor you can provide a fresh perspective.* Setting weekly goals and holding yourself accountable can help build a strong design culture, and there's an Intercom approach that Thom also shared in the episode.Follow Growthmates podcast updates on:* Substack Newsletter (for instant inbox delivery): https://katesyuma.substack.com/* LinkedIn: https://www.linkedin.com/company/growthmates-podcast/* Instagram: https://www.instagram.com/growthmates_/Where to find Thomas Rimmer, Design Director at Intercom:* LinkedIn: https://www.linkedin.com/in/thomas-rimmer-73903030/ * Website: https://www.thomrimmer.co.uk/Where to find Kate Syuma, Growth Advisor (ex-Miro):* LinkedIn: https://www.linkedin.com/in/ekaterina-syuma/* Newsletter: https://katesyuma.substack.com/* X (Twitter): https://twitter.com/kate_syumaWhere to find Oscar Torres, Product Designer at Miro:* LinkedIn: https://www.linkedin.com/in/oscartorrestryme/* Website: https://www.oscartorres.me/* Instagram: https://www.instagram.com/oscar_towers_/What we've covered in this episode:00:00 Introduction and Design-Led Culture06:01 Design Principles and Culture at Intercom08:15 Emphasis on Quality and Unique Rituals11:12 Roadmap Transparency and Customer Commitment15:08 Shared Understanding of Quality Bar17:34 User-Centricity and Customer Exposure19:30 Involving Engineers in User Research22:56 Shift to Product-Led Growth32:18 Adapting to AI and Machine Learning43:06 Mentorship and Leadership46:10 Building Internal Connections and Mentorship48:36 Lightning Round49:10 Inspiring Advice and Quotes49:43 Books for Building Design Culture50:39 Fun Team Rituals53:21 How to Connect with Thom RimmerResources referenced:* Roger Martin, “The Design of Business”: https://rogerlmartin.com/lets-read/the-design-of-business * Tim Brown, “Change by Design”: https://www.amazon.com/Change-Design-Transforms-Organizations-Innovation/dp/0061766089* Reed Hastings, “No Rules Rules”: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860If you enjoyed this episode, don't forget to share it with your colleagues and like-minded friends. For sponsorship and other inquiries reach out to ekaterinasyuma@gmail.com. Subscribe to get more episodes right in your inbox: katesyuma.substack.comThanks for reading Kate's Syuma Newsletter & Growthmates! Subscribe for free to receive new episodes and support my work. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit katesyuma.substack.com

It was clear that one podcast episode wouldn't be enough to cover everything we wanted to so Kenny's back to unpack what leadership development at Netflix means and what it's there to achieve. This conversation is both revealing and inspiring.  KEY TAKEAWAYS There are universal leadership principles that apply to any industry. However, each leadership role is still different. Context is crucial in developing effective leaders. First, understand the business impact solving the problem is going to have. Discovery is essential. Without it, the understanding of the problem is not deep enough. Fall in love with the problem. Netflix uses powerful stories or cases to exemplify key issues in the business. Using a one-and-done solution is only going to have a limited impact.  It is continuous learning and embedding learning that will be transformative. Simulations that engage people emotionally and sometimes physically are incredibly impactful. Start with the why. Next look for quick wins, the simpler the better. BEST MOMENTS 'I've seen the power of being part of a team where you can be honest, you're cared about, you're loved.' 'If you want to change something, you've got to understand the problem.' 'You need to design for the terrain and not actually do something idealised.' Kenny Temowo Bio Kenny Temowo leads Talent Management and Leadership Development for Netflix UK. He's spent almost two decades in learning and education, working as a consultant with clients such as the BBC, Vodafone, and Rolls-Royce, as well as leading in-house L&D teams. EPISODE RESOURCES Reed Hastings No Rules Rules - https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention-ebook/dp/B082261K3F VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/ ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning/ LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/  L&D Collective: https://360learning.com/the-l-and-d-collective/ Blog: https://360learning.com/blog/ L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

Join us as Scott Lewis, CEO of Spartan Investment Group, discusses the importance of processes, from strategic to operational and tactical levels, and how Spartan has evolved from its initial plan. Discover the significance of institutional standards, attracting and developing leaders, and the continuous improvement mindset. Gain valuable knowledge on building a culture of growth and success, backed by Scott's military background and expertise. Get ready to dive into the world of operational excellence.    ✅KEY POINTS ✅    ✅  Building a sustainable and fast-growing real estate investment company:  ✅  How the greatest leaders attract other great leaders to implement success within their organizations  ✅  There are three levels to every organization: strategic, operational, and tactical.  ✅  Enforcing processes can cause temporary discomfort, but it ensures risk reduction and quality.  ✅  Building a culture of having a process for everything is important    LINKS TO BOOKMARK  Keep up with the Elevate Podcast: https://elevatepod.com/  Interested in investing with Tyler? Visit https://www.cfcapllc.com/  Ready to boost your web presence? Visit www.sharpwilkinson.com/    FIND SCOTT  Spartan Investment Group https://spartan-investors.com/  LinkedIn https://www.linkedin.com/in/scott-j-lewis-aa616027  Twitter https://twitter.com/SpartanInvestGp  Facebook https://www.facebook.com/spartaninvestmentgroup/  Instagram https://www.instagram.com/spartaninvestmentgroup/    NAMES & BOOKS  "Principles" by Ray Dalio https://www.amazon.com/Principles-Your-Guided-Journal-Create/dp/1668010194/ref=sr_1_1?crid=12MKAZAOPCML3&keywords=%22Principles%22+by+Ray+Dalio&qid=1688664577&sprefix=principles+by+ray+dalio%2Caps%2C183&sr=8-1  "No Rules Rules" by Reed Hastings, Erin Meyer https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ref=sr_1_1?crid=2PYMT4ED6RJMG&keywords=%22No+Rules.+Rules%22&qid=1688664608&sprefix=no+rules.+rules+%2Caps%2C184&sr=8-1  "The Great Game of Business" by Jack Stack https://www.amazon.com/Great-Game-Business-Expanded-Updated/dp/B00UB28XJ2/ref=sr_1_1?crid=2XNJP9AJURM7U&keywords=%22The+Great+Game+of+Business%22&qid=1688664676&s=audible&sprefix=the+great+game+of+business+%2Caudible%2C158&sr=1-1   

Today, my guest is Steph Tuss. Steph is the CEO of a company called Light Is Now, a consulting company that works with small firms and businesses, including law firms, to help them grow, prosper, and to give time back to those who are leading those endeavors to live their best life. We had her business partner, David Neagle, on last year and I wanted to have Steph on because she has more of the hands-on, tactical role in their company, whereas David is the more visionary individual, and so I wanted to kind of complete the picture with her. She gives some great tips and you will get some great takeaways. In this episode, Neil and Steph discuss:Understanding why you don't do the things you know you need to do. Utilizing an integrator in your business to focus on your areas of genius. Putting dissatisfaction into action. Working with your team not controlling and micromanaging. Key Takeaways:There are two parts to change: awareness and applying new behaviors. If you don't hire the right people, it will be harder for your business to succeed. Your team is only as good as your worst player. Set your team up for success from the beginning. Until you have the right things in your business, you don't know if you are stifling your A-Players. Be willing to pay for one person who can do the jobs you need done well, rather than spending less on multiple people who will do it less well. "You've got to start employing new behaviors because that's the only way that change actually occurs. If you just have the awareness, nothing changes, nothing happens. You have to show up differently, which means you have to act differently." — Steph TussEpisode References: The Law Entrepreneur - Understanding the Art of Leverage with David Neagle: https://thelawentrepreneur.com/episodes/333-understanding-the-art-of-leverage-with-david-neagle/ No Rules Rules by Reed Hastings: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ Get in touch with Steph Tuss:Website: https://www.lifeisnowinc.com/ Successful Mind Podcast: https://www.successfulmindpodcast.com/ Instagram: https://instagram.com/stephtuss Thank you to our sponsors!Ruby Receptionist - Virtual receptionist & live call services that will help you grow your office (and save money), one call at a time - to learn more, go to https://get.ruby.com/TLE or call 844.311.7829The Net Profit CFO - Ryan Kimler works with attorneys who want to enjoy higher net profits without working longer or harder. With just 9 Simple Numbers, Ryan will help you drive more profit to your bottom line-and he won't confuse you with all the details! Connect with Ryan at www.netprofitcfo.com.Get in touch with...

Bio When Primo was young he wanted to be a Film Director.  Today he directs his own business – helping individuals and teams be more effective through the power of coaching and Insights Discovery.  With 30 years' experience in corporates such as IBM, GE, T-Mobile & BP, Primo has made the transition from IT Project & Programme Management to Learning and Development.  He has always used his core values of Empathy, Trust & Honesty to build deep relationships with others and support them in achieving their career potential.  He has a wealth of experience developing others, both as a Line Manager to global teams and in designing and delivering a global Leadership Development Programme. Now he can use this experience to support individuals and teams in their journeys using Coaching and the Insights Discovery tool. LinkedIn - Primo Masella | LinkedIn  Interview Highlights Project work – 04:15 How leadership sets the tone – 08:00 Insights Discovery – 13:26 Recruitments styles – 27:08 What makes a good leader? – 32:15  Books  ·         The Development of Personality by Carl G. Jung https://www.amazon.co.uk/Development-Personality-Collected-Works-C-G/dp/0415071747 ·         The Archetypes and the Collective Unconscious by Carl G. Jung https://www.amazon.co.uk/Archetypes-Collective-Unconscious/dp/B08RF2RGSM ·         The Psychology of C G Jung The Psychology of C G Jung Rev: 1973 Edition: Amazon.co.uk: Jacobi, Irving G.: 9780300016741: Books ·         The 7 Habits of Highly Effective People by Stephen R. Covey https://www.amazon.co.uk/Habits-Highly-Effective-People-Anniversary/dp/1471195201/ ·         No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention/dp/0753553651 ·         The Inside Out Revolution by Michael Neill https://www.amazon.co.uk/Inside-Out-Revolution-Thing-Change-Forever/dp/1781800790  Episode Transcript Guest Intro (Ula Ojiaku)  Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku So I have with me Primo Masella as my guest of the Agile Innovation Leaders podcast. Primo, thank you so much for making the time for this conversation. Primo Masella My absolute pleasure, Ula. Lovely to see you again. Ula Ojiaku Great. I've been looking forward to having this conversation. Can you tell us about yourself, Primo? Primo Masella Gosh, there's a question to start with. So I'm the youngest of five siblings. My parents were both Italian, but I was born here in the UK, and grew up in the Midlands, in the UK, in Coventry. And then, for most of my career, I worked in IT actually, so I was an IT Project and Program Manager for a long time. And then I moved over into HR and got really interested in developing talent, and especially developing leadership skills and future leaders. And I guess that's how I've ended up where I am. Ula Ojiaku Okay, so growing up, what would you consider were the significant happenings, the choices that put you on the path you are on right now, career wise? Primo Masella Yeah. So I liked things at school, but I also really liked both arts and sciences. So I kind of always felt like I was that person who could bridge that gap between two things. So, you know, I loved English at school and at the same time I loved physics, which I think is kind of unusual. People tend to go one way or the other, don't they? And so then when I did a degree, it was an Applied Sciences degree where I could choose lots of different modules of things, and so it was at that point that I kind of got into IT really, because I chose quite a lot of IT elements and I guess early on in my career, again, I was using that skillset of bridging the gap between technology and business. And so I've never done coding for a living, but I've been the guy that could speak to the coders and then translate that for non-coders to understand. Somehow I kind of fell into that quite early on. My first real job, actually, when I moved down to London, I was in quality assurance. So my first ever job was testing software and also proofreading user guides for software, so that was always quite interesting. Ula Ojiaku So what do you do for leisure? What are your interests? Primo Masella So I'm a huge movie fan, so I've been passionate about movies my whole life. If I hadn't ended up where I am today, I would've loved to have been Steven Spielberg. I just, being a director would've been amazing. So I still love movies, anything to do with cinema and film, and in the last few years I've become quite a keen road cyclist as well. So I got myself a bike, which worked out brilliantly during the pandemic because at the time when we were still allowed to go out and exercise once a day during the lockdowns, that was just perfect. That gave me my escape for the day, and it also acts as my kind of way of just getting out and being mindful. So rather than purposely practice mindfulness, I tend to just go out on the bike. So yeah, that's kind of the key thing you'll find me doing when I'm not doing this. Ula Ojiaku Okay. So what do you do now? Primo Masella So I wonder if before I come onto that, I just give you a couple of key things which led me to do what I'm doing now I think. So back in the day when I was in IT and an IT Project and Program Manager, the thing that I really loved about project work was the variety and the fact that we got to work with different stakeholders all the time. And I think in my experience, there are broadly two types of Project Manager – there's the kind who's really good at managing a schedule and keeping on top of a plan and a risk log and an issue log and really executing a plan - that wasn't me. I'm the other type that's really good at working with stakeholders, defining the scope, making sure that the business case is sound and what the customer wants. And so the piece that I really enjoyed about projects was starting them to be honest, and once the project was underway, I lost interest pretty quickly. And so the first kind of real inflection point for me was when I stopped delivering IT projects and instead, I looked after the pool of Project Managers, I became the resourcing and Line Manager for a group of project professionals, and that was probably the first time where I specifically had people's development at the heart of my job. And whereas previously I'd had people's development kind of tangentially really, when we worked together, when we first met each other, I was doing little training sessions as a kind of an aside really. It was something I really enjoyed doing, but it wasn't part of my job description. So being responsible for a pool, and I was lucky enough that we worked in a model where we had a bit like a consultancy, we had a pool of Project Managers who were then allocated to different project sets, and they all reported to me from a people perspective. And so I could really focus on, how are they developing those skills? Are we giving them the best projects to help them on whatever career path they all wanted? So, I guess that was kind of the first kind of real thing. There might be three things I haven't counted. So the second thing was, I'd kind of mentally checked out of delivery for quite a while then, so I was looking after resourcing, I was focusing on capability development and how do we develop IT professionals? And then I had the opportunity to step back into delivery, to deliver a really large transformation program, and that was a serious inflection point, because I consciously made a decision where I thought I could add value because I think I can bring some people skills, which were lacking at that time in that particular program. And so I stepped in, and that true, that turned out to be a massively significant part of my career. So without going into lots of details and we don't need to name anybody at all, it was a very challenging piece of work and there were lots of things going on, and I was tested to my absolute limits as a Program Leader, as a person, to be honest, it was probably the most stressful part of my entire career. And I went on this kind of emotional rollercoaster and I left that program on my own terms, having taken away one of the key things that I still hold to this day, and that is that leadership sets the tone. So depending on how the leaders shows up, that cascades to everybody else in that program, in that organisation, it reflects in the culture of the group of people that are working together. And I felt like I learned that the hard way. It was a huge lesson for me, you know, to the point where I was considering leaving the industry. I was, in my mind, at the point where I was going to make some really fundamental decisions about what I wanted to do next. So I say that because that, I don't, as I look back, I'm massively grateful for that experience because I think many of us would agree that it's when we're challenged, that we truly learn about ourselves. We learn about what we want and we learn about what we're going to do next. And so that led me then, that helped facilitate a move out of the IT sector and into HR. That was one of the key catalysts of me moving functions. And I'd always been an IT guy, so this was, you know, although, you know, as I said before, not hands on, not a developer, but IT felt like my home, those were the people that I understood and I knew really well. So to move to the dark side of HR, seemed like a really strange thing to do. And I remember being asked at an interview, this seems a bit odd, you know, you are a project guy, why do you want to come and work in HR? And it was absolutely the right thing for me, because I'm all about people, and every job that I've ever done, irrespective of what the job title was, was about how can I help people get the best out of themselves? That's really the bottom line. So that led me then into this path, which I established for a while, which was around developing talent and developing future leaders. I was fortunate enough to be in a position, right place, right time, where I designed and led one of the global development programs in our previous organisation, and that was great, having an 18 month program to deliver and look at future leaders and what they needed to get to the next stage of their careers. And then that brings me, I guess, to the final  significant point, which was during that process, I also became an Insights Discovery practitioner, and we can talk about Insights in a moment if you like, but that gave me a tool, that gave me a mechanism that I could get into a conversation with teams about how do you show up within your team? How do you like to work and interact with others? What is it that makes it difficult sometimes to work with people because, you know, people think differently from each other and that's completely normal, but a lot of us go into teams thinking we all think about stuff the same way, so having that exposure to Insights and having the ability to become certified as a practitioner has then led me to, I'm finally getting to answer your question that you asked me a million years ago, a position where I now work for myself. And I use Insights Discovery as one of my core tools, along with other tools and models to help leaders develop themselves and develop their teams. So anything that's in that space of how do we build the best team that we can with this group of people? And a big part of that is coaching and I'm in my process of becoming a certified coach, I would say I've been an informal coach for probably 30 years, so I thought it's probably about time I had the letters to put after my name as well. Ula Ojiaku That's awesome, so what's the name of your business? What sort of service do you offer? Primo Masella So I have my own consultancy. It's called Primo Leadership Development Limited. It's just me, I'm not intending to hire lots of people, and the service offer is really to provide physical, virtual workshops, coaching and other training interventions to help people either establish or develop their teams. So whether it's creating a new team, setting a vision, being clear on, kind of, what are the ways of working of that team, maybe thinking about, you know, how do we look at trust or conflict or emotional intelligence? That's a really hot topic, obviously right now. And then aside that it's the offer of coaching individuals, one to one through their leadership and their career journeys, and we may use Insights Discovery as a tool in some of those offers. So if you wanted just a standalone intervention using Insights Discovery, then I also provide that as a service. Ula Ojiaku Okay, so going onto Insights then, what exactly is Insights Discovery, and what's the, if I may use that word, science behind it? Primo Masella Sure. So Insights Discovery is a personality profiling tool, it's been around for quite a number of years, probably about 30 odd years now I think, based out of the Insights company in Scotland, in the UK. You'll see in my background I've got a set here of these lovely coloured bricks, we use these four core colours to talk about different traits in people's personality. Ula Ojiaku And you're holding up a brick, looks like a set of yellow bricks, I mean, not yellow bricks, a set of Lego bricks, yellow, red, blue and green in the interest of those who are listening only to the audio version. Primo Masella Yeah, they're like bricks, we've said Lego a few times, hopefully we don't have to pay royalties for saying that they're like big Lego bricks kind of made of a strong foam, and they're just a physical reminder of what the model is about. So, when we talk about it, we say, we all have these four core traits and the way that we use them, the way that we are made of them is slightly different for each of us. And so we talk about yellow energy being very collaborative or influencing or visionary, red energy being very directive, more focused on results, blue energy being all about attention to detail and being structured and formal, and green energy all about building trust, strong relationships and having empathy. So, you know, each one of us has got all four of those traits, but it's the way that we combine them and the way that they show up when we work with others. So the way the model works is that you take an online questionnaire, you get a really detailed report about your style of working, and then we can use that report in a workshop environment with you and your team to look at what are the common areas and the differences in people's styles, in the team. So you might have, for example, somebody who's very task focused, who's very good at, you know, working in a kind of project context, working with data, really delivering an objective very effectively, but they may be working with somebody who's very relationship focused and wants to take more time to build relationships, look at kind of a bigger picture of what's going on and seeing how it's impacting people. So there, that's one of axis of the model where, you know, you have individuals in a team who will be on different places on that scale. And so Insights is just a way of providing this common language and using colour is a really easy way to access the language, so people very quickly remember, oh yes, yellow means this, and blue means this. And once we have those four core colours, we then get into various layers. So we go from 4 to 8 to 16. Ultimately you can be in one of 72 positions in the Insights model, so it's a very rich model compared to some others in the marketplace that take you up to 16. So in my experience, people overwhelmingly say they find it useful and they say that they could see themselves in the report that they received back. It's very, very rare that somebody reads their report, just doesn't agree with it. When that does happen, it tends to be there's something else going on for that person, because at the end of the day, it's about understanding ourselves and kind of self-awareness and self-reflection. And the greater the level of self-awareness, we tend to see the, the greater the level of buy into the tool. Ula Ojiaku I have, you know, taken the Insights assessment a couple of times and whilst I've found it very useful, there were some, you know, aspects of the analysis that I said, hmm, I didn't know I was like that, am I really like that? You know, I had those, you know, moments and you know, where I questioned what I was reading. And that brings me to, you know, some people who are of the school of thought that going through these sorts of assessments, you know, brings with it a risk of shoehorning or putting people into boxes and saying, oh, he's a red, you know, therefore we expect you to always be fiery on the, on the point, get abrupt with people. What do you think about that, what's your view on this? Primo Masella Yeah, I think it's a very common misconception of this kind of tool and especially of Insights Discovery. In my experience, all I could tell you is that I see the colours in the real world. When I work with people, I see these colour energies as they are working, and at the end of the day, this kind of thing is not intended to stereotype. So we purposely say things like, we're not going to use the phrase, she's a red, or he's being a complete blue today, for example, that wouldn't be a healthy way to use the language. But what I can say is that when you work with somebody, and you can just test this in the next few hours, just think about whoever you're going to interact with today. If you know them a little bit, if you've interacted with them a few times already, think about, do they tend to focus on the task more or do they tend to focus on people more? People who focus on task may use the phrase ‘I think' a lot more often, they may be more detailed, they may be more urgent in what they're talking about and they have a passion for the thing. People who are more people focused, tend to use the phrase ‘I feel' a lot more often, so we'll hear it in the language that people use, and it's quite subconscious for most of us, and they'll just have a different warmth to them if they have more of that people energy. And so I completely get the idea that it's stereotyping, and especially if people focus on the fact that we start with four colours and people see the four colours and think, well, there's more than four types of people in the world. The intent is that those four sets of traits give us the clue into what makes this person work the way they work, and the model is actually far more sophisticated and much more multi-layered than just four colours. So all I would say is that in my experience, it works. I've interacted with lots and lots of people over the years, I can tell you that I can see the traits described in this model in pretty much everybody I work with. There hasn't been a single person, and I'm pretty happy saying this, there hasn't been a single person that I couldn't say, I wouldn't know where to put them on the model. Ula Ojiaku I would agree it's being more aware of, you know, the colours and the four broad personality traits they represent has helped me with understanding, whilst not stereotyping people or putting them in a box, but understanding, okay, what dimension they're from and how best to adapt myself to, you know, relate better with them. So can you share some, you know, one or two examples of where using this assessment has helped maybe a person or a team to become more aware, because in agile or in even any team at all, the aim is to get teams to become, you know, high performing and when teams understand themselves as individuals and how, you know, they fit in or their skill sets, you know, complement, you know, one another in terms of achieving that common goal, they can move mountains. So have you had any instance where facilitating this sort of assessment and conversation around it has helped? Primo Masella Yeah, yeah, very much so. So if I think about, I've worked before with leaders who, say, lead with the red energy, which is all being focused on delivering results. And they may have somebody on their leadership team who meets with the opposite trait, which is the green energy, which is all about being there for the team and building trust and strong relationships. So I've seen in the past where a leader, for example, was about to send an email to a large group of people, and the person that worked for them who was the opposite trait kind of literally stopped them and got them to redraft parts of the email to just make it a little bit more human. And so that's an example of where those two opposite styles can really complement each other and give you a better outcome, because had the initial senior person just sent the email, it would have landed badly with a number of people, because if you have a different style, you perceive things in slightly different ways. So where somebody might think they're being efficient, it may be perceived by their opposites styles as being arrogant or overbearing. And so that collaboration of opposite styles works really, really effectively. I can think of one particular example, but I've seen that happen lots of, lots of times. There's another kind of, couple of quick ones when we do a physical workshop where we're able to get people in a room and we have a floor mat of the model. So it comes as a kind of circular mat that people can stand on and move around, and that's amazingly powerful because you get the team to physically stand where they would appear on the model. And then you are physically opposite some people in the team and physically next to other people, or slightly adjacent to some other people you work with, and you just see people's eyes come alive as they see each other and, you know, I've had people say out loud, I finally get why that individual behaves that way, and I've always found it really hard to work with them, and now I, understand we just do things differently and that's okay. And part of the premise is we all like to think we're super smart, because we're all pretty smart. Yeah, people are pretty smart, but the challenge is sometimes appreciating that we don't always have to do it our way and just because we thought of it, it doesn't mean it's the best way of doing something, and so somebody else's way that may be different may be just as good. And so a lot of the conversations we have around Insights is to say, you know, nobody's better or worse, it's just different and appreciating the difference can lead you a huge step forward. I'll give you one other quick example, which is I did a one to one conversation with somebody. So one of the powers that we have of something like this tool is that once you have a personal profile, you can use that to continue to work on yourself, develop yourself. And so I did coach somebody at one point, who was having a particular issue with somebody else in her team, and we looked at them both on the team wheel, we looked at where they were different in styles, I gave her some pointers about how she might think about communicating with that individual based on their preferences, and she went away and then we subsequently met again, and literally after years of working together, she found a way of connecting with that person that she'd never found before, and that was just astounding to me, not astounding as in surprising, but I was massively, massively pleased that she'd had that outcome and it improved the level of relationship with that individual. Ula Ojiaku There's something you said about being able to see things from other people's perspective that helps us to empathise and hopefully be able to make any adjustments we need, you know, on our own part. So I'm suspecting that's probably what happened for the lady that you coached, being able to understand where that co-worker was coming from. So if someone wants to build a team, assuming you don't have an existing team, because on one hand you've given us examples, how the Insights framework and assessments could help with getting team members to better understand themselves. Is it possible to use this as a role of deliberately putting together a new team? Primo Masella Yeah, it's a good question, and we get asked this question quite a lot, especially in terms of recruiting people into a team and an organisation. So depending on, so if you work inside a company that has a policy about how they recruit people, typically, certainly in Western corporate organisations, people tend to do something called competency based recruitment. So we recruit people by asking them questions, like, tell me about a time when you… and so we're looking for some experience in their past, which gives us an indicator of how they might perform in the future. So that's typically, for a number of years, that's how a lot of corporate organisations have recruited. So if you are recruiting that style, Insights isn't the best tool to use for recruitment because Insights doesn't tell us about your competency or your level of skill. So if you have a high level of cool blue energy in the model, which indicates attention to detail and structure, and objectivity, that's not the same as saying I'm good at writing a project plan or working with Microsoft Excel because those latter two things are skills that you can learn to do by practicing them more often. So that's kind of the first thing to say, there's a bit of a health warning. And I think the same would apply to many of these kinds of tools. However, assuming you have somebody within your organisation already, that's passed all the necessary kind of entry checks, Insights is a great way of saying how do I assemble a team in order to deliver on a particular set of objectives? So I may have a team that I need to be, you know, really focused and interrogate data and make sure accuracy is really, really key. If that's the case, then I'll look for that cool blue energy in a number of key individuals in the team. You know, conversely, I may have a team where I really need some creative thinking, I need to come up with some wacky ideas, you know, I may work at an industry where that's, you know, really important, my competitive edge, in which case I'll look purposely for people with more sunshine, yellow energy, which is the opposite of that blue. So it can be really helpful, once a team leader is looking at, what is it I need to achieve, it can be a great way of saying who's the best person to allocate to this task or which two or three individuals do I put together so that I get a really nice balance or a really nice mixture of styles to give us an interesting result that maybe we wouldn't have got otherwise. We can think of it like a, it's another lens on diversity and inclusion, so what's the diversity of thought in the team with respect to how they interact task versus people, how kind of more introverted or extroverted people might be. Ula Ojiaku Is it possible to take the tests  and then a time passes and you take it again and you come up with different results, and if so, what could be the reasons for that? Primo Masella Yeah, it is possible. We refer to it sometimes as a test - that scares people doesn't it, they feel like there's a pass or a fail. It's an evaluation of your preferences, but it can change over time, so for some people, if you, you know, are adapting as you move along your career, if you're changing the roles you are doing or changing the industry or the country, that may have an effect on how you show up. So yeah, I see people as they go through their careers, they may move around and use different styles. I worked with a leadership team in the past where a lot of the leadership team were high in the red energy, were really focused on delivering outcome. And as individuals in the team became more experienced and more mature in their careers, they actually focused a bit more on others and bringing up others below them in the organisation. And so that red energy came down and the yellow energy came up a bit, which was about engaging and collaborating with others. So there are definitely some people who kind of move around, there are others then like me, who I've stayed pretty much in the same place forever, and anybody hearing this who's ever seen the model before would be no surprise to any of you. I'm very high in earth green energy. I don't think that will ever change. So, spoiler for anybody I'm about to work with I'm, so on, on a scale of a hundred percent for each colour, I'm 99% earth green. So I don't see myself moving very far from that position. Ula Ojiaku That's very interesting. So how, in your experience, because you've worked with leaders extensively. So what makes a good leader? Primo Masella I could take the project management answer and I can say it depends, because that's in any project context, that's always the answer the project manager should give isn't it, but I'm not a project manager anymore, so I'm not allowed to do that. I would say it's somebody who can set the right tone for the organisation to deliver on its objectives. And in setting the right tone, that sounds like a really simple thing to say, doesn't it, but I think those few words are really difficult for some leaders to do. Now some leaders are really naturally just there, they're just on it. Other leaders need to be coached and trained and guided on how to do that in the most effective way, and by setting the tone, it's getting that balance right between how do we deliver safely, in an inclusive way. How do I make sure that each person in my team is engaged, stretched to the right level, but not overstretched? So there's actually quite a lot, I think. To be an exceptional leader is huge actually, and I think there is a mixture of nurture and nature here. I think some people have that innate thing where they understand how other people work. Now, whether you call that emotional intelligence in this context, or whether you say they've got high people skills or they're very self-aware, all of that kind of language is pointing to the same thing. It's having an understanding of what you do. Sorry, how what you do is impacting other people. So I think some individuals have got naturally higher levels of that than others. I think that can be taught up until a point, but I think there's, you know, if you have a natural empathy, I think that will take you a long way as a leader, personally, I'm aware of my own bias though, as well. So my bias is the people lens, that's always been my bias and my focus, which is why I'm very conscious to be clear around, you know, do we understand what we need to deliver, how it aligns with the organisation's objectives? What's the culture I'm working in? There's, you know, there's a framework that has to sit around this. I think being a leader in today's society is a huge ask for anybody. Ula Ojiaku Would you then say that there's a particular, you know, colour or energy type that this ideal leader would be more inclined towards than another? Primo Masella Yeah, again, that's a really great question. The truthful answer is no. And, so the model that I work with comes as a circle, the four colours, core colours, being quadrants of the circle. If there was such a thing as an ideal, you'd be right in the centre, yeah. You'd have easy and natural access to all colours all the time and use them massively appropriately. Since none of us are perfect, that's a bit of a tall ask. It's unfortunate that some people look at these kind of models and say, for example, they look at the red energy and since the red energy is associated with delivering results and efficiency and meeting objectives, there's a perception with some organisations that we need leaders who've got lots of that red energy. And if you've got a command control organisation or you work in a safety critical environment, or are heavily audited, you know, in any of those environments, that red and that blue energy really play their part. And yes, you may find a lot more of the leadership roles are filled by people with those traits. My perspective is that in reality you can lead from anywhere. There's a saying isn't there, you can lead from any chair, you don't have to be sitting at the front of the room to be the leader, or at the head of the table to be the leader. I think the trick is adjusting according to the circumstance, so according to the group of people you are with, or the activity that needs to be done. And actually one of the things I often say when we talk about Insights is that if we think of somebody who's a really strong communicator, they'll use all four colour energies. When they work, when they make a speech, I often think of, I cite President Obama as an example, I'm sure Obama had wonderful speech writers, that helps as well, but if you don't hit all four colours, you're going to lose potentially a quarter of your audience. So when Obama spoke, he would talk about a vision, he would paint a picture of what was going to happen, he would give people enough details that they understood there was some credibility there. He would have a sense of urgency and pace about what he was doing, but he would also be empathetic and engaging with the people at a human level. Now, if you can do that, if you can hit all four of those traits, when you speak to somebody, that for me is the sign of a great communicator. It's also a pretty good indicator of a pretty strong leader, I think. I'm not going to name any names, but I'm sure we could all think of senior political figures, past or present, who certainly don't hit all four of those colour energies when they speak. And some of them are literally rooted in one dimension, and the real danger is, like I say, you're going to lose at least a quarter, half, maybe three quarters of your audience, because you're not speaking to them, that's the danger. Ula Ojiaku So what I'm hearing is there needs to be a balance and as a leader, an effective leader, or the ideal leader would know how to slide, for lack of a better word, you know, from one energy to another. Primo Masella Yeah. So that's not to say that you can't have leaders in different positions who kind of call that out. So it's absolutely fine to have a leader who is more people focused and they're more collaborative and engaging and people know them, that that's their leadership style. Likewise, it's fine to have a leader who's very results focused, and wants the data before they make decisions and move things forward. I think the trick is to kind of be very clear with the team that you are leading - this is how I work, these are my preferences, and be conscious of the fact that you may be missing some things because you have a stronger preference for something else. And then think about how do I use the rest of my team to help fill in those gaps, so that as a team, we bring a unified view to how we're going to deliver this particular activity. Ula Ojiaku So, what I'm hearing is, you know, be aware of where you tend to operate from as a leader, and also understand, you know, that you need the team to complement, you know, the gaps. Primo Masella I think, because otherwise we do get into this thing of setting an expectation that a leader should be able to do everything. That's a tough call, isn't it. Ula Ojiaku What books would you recommend for anyone who wants to learn more about this topic, you know, personalities, leadership teams? Primo Masella Yeah, I've got a couple of recommendations, which aren't necessarily related to what we've spoken about. So the Insights model is based on the work of Carl Jung. So if you read anything of Jung's work, that can be helpful. So this whole concept of how our personalities work, the fact that we each have at least two aspects to our personalities, and we might show up in a slightly different way, depending on who we're working with or where we are. So, I would heartily recommend anything in that space. People ask me about leadership books and I have to be brutally honest and say I'm not a huge reader of leadership books, but I would say the one thing that stuck with me over years and years is Stephen Covey, The 7 Habits of Highly Effective People. And I keep coming back to it because it just works for me. So, you know, you can get these things now as synopses, kind of easy read, quick read things, but yeah, read the whole book. It's one of the few kind of management books that I read and have reread, so maybe that's an indicator. On a slightly different tangent I've just finished reading a book. It's been out for a few years now, but I'm a bit late to the party, about the culture at Netflix and, culture, I find, is really interesting. So I've worked in big corporate organisations where they've had certain cultures. The book is called The No Rules Rules by Reed Hastings, who was one of the co-founders of Netflix. And it's really interesting, especially if, like me, you've, you've worked in huge corporate environments for a long time, because Netflix took an entirely different approach to how they created their organisational culture, and it makes no qualms about the fact that if you are in highly regulated or safety critical, or, you know, if you're building aeroplanes and you don't want people to fall out of the sky, you need certain policies and procedures in place. With a company like Netflix, who are in a creative environment, it's really interesting to read about how they built their company culture, which is the polar opposite from some of the companies I've worked for, really interesting. So just as a read, it's a great read. Then the final thing I'm going to recommend is, and this is slightly off topic. So I'm holding up a book called The Inside Out Revolution by Michael Neill, and this is a based on a principle around consciously thinking about how we think, and a principle that I'm becoming more and more interested in actually, as I get older, which is that everything starts from the way that we think about it. So our mindset governs everything else. So where you may feel like an event happens and I'm sad because that event happens, actually there's growing evidence, and there has been evidence for some years, actually, that how I think about the event dictates really how I feel about it, not the event itself. So Michael Neill's book is a great way into that, but there's loads of other things out there as well. If you, you know, Google ‘mindset' or ‘consciously thinking', you'll see a whole bunch of stuff. So that's something that I find really interesting because that's much more about us taking personal responsibility for how we think about stuff, and being quite intentional rather than be reactive and blame things outside of us for what happens. Ula Ojiaku I like the concept of, you know, being intentional and actually exploring our mindset and why we're thinking or feeling the way we do. So where can the audience find you? How can they get in touch with you if they want to. Primo Masella So, the best place is LinkedIn. So I'm on LinkedIn as Primo Masella, LinkedIn is probably the best place, so you can find me on there, and I'd be very happy to chat to anybody about Insights or connect with anybody who's interested in the same things that we've been talking about today. It's been really interesting, just to share one reflection. So I've been self-employed for just over a year now, so not about long, really, and, and I started this self-employment journey with perhaps a misconception that it would be very competitive and people would be very guarded about sharing anything. I have to say, it's the exact opposite. People have been so gracious with their time. I've made connections that I never thought I would make, and literally everybody that I've been introduced to, or that I've met along the way has just wanted to help. So if you are thinking of going self-employed then, you know, I can heartily recommend it. Ula Ojiaku It kind of goes back to a statement you made earlier. And I said when we're challenged, we learn more about ourselves. So sometimes in the challenges, the going out of the comfort zone, that's where you get the room to grow. Primo Masella Yeah, absolutely. Absolutely. And, you know, in my circumstance, I left the big corporate world. I wasn't expecting to do that, particularly, it wasn't a decision I'd made some years before, I didn't have a plan for this, and so yeah, I kind of felt like I was thrown into it and I thought, well, I'll just see what happens, and it's great. I can't say enough how generous people have been with their time, and that's just reinforced the fact that I think there is still a sense of supporting other people and collaboration and wanting to do good work, you know, across lots of people. Ula Ojiaku So any final words for the audience as we wrap up, this has been a great conversation. Primo Masella I would say just start with yourself. So if you know, if you're having a tough time or it feels like everything's going wrong, or your team's falling apart, just, just kind of start by looking at yourself. I don't mean that in a kind of negative way, but you know, we are the masters of our own destiny and there's always something you can change, and sometimes the most powerful thing you can do is to change how you think about something and that can help you in whatever circumstance you're in. Ula Ojiaku Yes. Those are profound words of wisdom, Primo. And again, it's been a great pleasure having you as my guest on this episode of the Agile Innovation Leaders podcast, so thank you very much. Primo Masella My pleasure, and thank you so much for inviting me. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

We are delighted to have Neil Scanlon and Rafal Dybacki on today's episode.  They were highly recommended to us as guests because of their authentic and truly humans-first leadership. They embody their company cover values in everything they do as a company, and live by them daily.   As leaders, they show vulnerability, humility, and a true growth mindset, knowing they are constantly learning from other people, and in their own journeys.  Neil and Rafal are motivated to bring positive change, and have successfully humanized their organization in everything they do.References from the episode:Ricardo Semler author of Maverick https://www.amazon.com/Maverick-Success-Behind-Unusual-Workplace/dp/0446670553.  On employees being happy when they pull into the parking lot in the morning.Entreleadership Podcast various episodes on the concept of the CRO Chief Reminiding Officer, and on working in the business vs. on the business.Netflix No Rules Rules https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860, example of 360 process that Neil and Rafal had already been applying

The Investor Relations Real Estate Podcast Episode 92 - Passive Real Estate Investing In The Self Storage Market ClassHost: Jonny Cattani Guest: Ed Osborne Producer: April MunsonJonny Cattani is joined by Ed Osborne to discuss:Passive real estate investing in the self storage market classThe importance of relationship building Ed Osborne joins Spartan as Vice President – Investments.  Ed brings over 20 years of commercial construction and development experience.  His extensive background in business development and ability to work through complicated deals complements Spartan well.Ed lives and works in Seattle, Washington where he enjoys all the outdoor opportunities the Pacific North West offers. Linked material referenced during the show: Book: No Rules Rules: Netflix and the Culture of Reinvention - Reed Hastingshttps://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ref=sr_1_1?crid=3VXEUM7JH1OM8&keywords=no+rules+rule&qid=1659843627&s=audible&sprefix=no+rules+rule%2Caudible%2C97&sr=1-1Connect with Ed!Website: https://spartan-investors.com/Email: ed@spartan-investors.com  Connect with Jonny!Cattani Capital Group: https://cattanicapitalgroup.com/Invest with us: invest@cattanicapitalgroup.comLinkedIn: https://www.linkedin.com/in/jonathan-cattani-53159b179/Jonny's Instagram: https://www.instagram.com/jonnycattani/IRR Podcast Instagram: https://www.instagram.com/theirrpodcast/TikTok:https://www.tiktok.com/@jonnycattani?lang=enYouTube: https://www.youtube.com/channel/UCljEz4pq_paQ9keABhJzt0AFacebook: https://www.facebook.com/jonathan.cattani.1

In this episode, Drs. Aaron Fritts and Eric Gantwerker interview Dr. Tamir Wolf, a trauma surgeon and founder of Theator, an artificial intelligence company that links intraoperative decision making with patient outcomes. --- EARN CME Reflect on how this Podcast applies to your day-to-day and earn AMA PRA Category 1 CMEs: https://earnc.me/WxyvKG --- SHOW NOTES Dr. Wolf describes how his experience as a trauma surgeon with the Navy SEALs shaped his perspective on high acuity situations and surgical guidance. He realized that augmented decision making in trauma settings could help him and others perform better. Additionally, he had experiences with seeing family and coworkers undergoing the same procedure, but with drastically different outcomes due to variability in surgery and clinical management. With these ideas in mind, he started Theator. The company offers a software that seamlessly integrates into existing operating room video technology in minimally invasive robotic and laparoscopic procedures. The technology captures data over decision points and key milestones that have eventual impacts on patient outcomes. The data is then analyzed to find patterns and translated to best practices. Dr. Wolf hopes that this aggregate of video data from multiple surgeons and institutions can provide evidence-based training for surgeons to operate at a safer level. Dr. Wolf emphasizes that Theator's overall mission is to increase transparency in the operating room and break out of the traditional surgical apprentice training model. Ideally, trainees who are preparing for surgeries could draw on the experiences of thousands of surgeons in different places. Additionally, hospitals could gain information about their internal processes and address inefficiencies and safety gaps. We discuss challenges in implementation, such as surgeons' reluctance to be recorded, competition within the artificial intelligence space, and limitations for implementation in fluoroscopic imaging. Dr. Wolf also outlines Theator's trajectory and the single most important factor to its success— the company culture. He emphasizes the need to hire competent and trustworthy people who can innovate and self-direct. --- RESOURCES Theator: https://theator.io/ Dr. Tamir Wolf LinkedIn: https://www.linkedin.com/in/tamirwolf OR Black Box & Trauma Black Box: https://www.surgicalsafety.com/ Disparities in Access to High-Volume Surgeons Within High-Volume Hospitals for Hysterectomy: https://journals.lww.com/greenjournal/Abstract/2021/08000/Disparities_in_Access_to_High_Volume_Surgeons.7.aspx No Rules Rules: Netflix and the Culture of Reinvention: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 BackTable Innovation Ep. 7: Improving Access to Stroke Care Using AI with Dr. Chris Mansi: https://www.backtable.com/shows/innovation/podcasts/7/vizai-improving-access-to-stroke-care-using-ai

In today's episode, I am joined by Ian Gotts, Co-Founder and CEO of elements.cloud, who has been in the ecosystem for almost as long as it's been around (2001!). After launching elements.cloud in 2016, he brings years of experience to the conversation that he is readily willing to share with others. He shares about how they stay in their lane by working collaboratively with ISVs that are complimentary partners. Oftentimes there is feature overlap, don't worry about it, instead focus on how you can combine to improve customer outcomes. Keeping it simple here is key to everyone involved here, don't jump right to things like referral programs or reseller programs. Their top producing lead source is when people who use them at one company move to a new one. Ian wrote a book about how B2B SaaS companies that offer an innovative solution should think about selling that I link to below. The goal is to help you sell to the evangelist when you are to the left of the chasm in Geoffrey Moore's Crossing the Chasm sense of the phrase. Ian and elements.cloud is famously successful at Demo Jams. It's not about if he walks away with a trophy, although they have won many, it's more about leaving everyone in the audience with an understanding about what they do. He talks through how to get the most out of the Dreamin' events and world tours. As a general rule of thumb, he estimates the budget will end up being double the money of the sponsorship when you factor in travel for booth staff. Here's a closer look at the episode: 1:30 How did you find your way into the ecosystem? 3:30 How does Elements.cloud help its customers? 5:00 Any recommendations for folks seeing the same ISV in customer after customer and how to actually get that moving in the right direction? 6:50 In building your company, what are you most proud of? 8:50 Looking back, What was your biggest mistake? 12:09 What's one thing you would change about the demo jam format? 13:35 What are the benefits to your company from sponsoring the dreaming events? 17:36 To properly staff a booth at a dreaming event, what's that look like for you? 20:00 What's your top producing leads source at your business? 27:00 General advice for founders and raising Resources: Website : https://elements.cloud/ Twitter: https://twitter.com/elements_cloud Linkedin: https://www.linkedin.com/company/elementscloud/ Ian's Linkedin: https://www.linkedin.com/in/iangotts/ Ian's Book: https://elements.cloud/impact [Book about Netflix] No Rules Rules: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 This episode is brought to you by ISVapp. ISVapp is used by leading Salesforce ISVs and OEMs as the central toolbox to reduce churn, increase renewals, identify upsell potential, and close more deals. ISVapp is the only plug & play solution for the AppExchange AppAnalytics API and provides deep product insights. The set up is easy and takes less than 5 minutes. Visit isvapp.com to learn how you can take advantage of usage data in your app today.

Eli Bressert(https://twitter.com/elibressert) received a PhD in astrophysics from the University of Exeter, where he studied the formation of star clusters. Afterwards he managed the data science teams for companies such as Stitch Fix, Netflix and Apple. He is the co-founder and CEO of Origin, a startup that combines data science and human curators to create the perfect personalized travel experience. In this wide-ranging conversation we cover: - How we can combine the unique qualities of humans and machines through human-in-the-loop machine learning. - Why it's so important that different disciplines learn from each other and how that relates to the number of Nobel Laureates. - Eli gives us a crash course on what he learned at Stitch Fix, Netflix and Apple. - And much much more. Shownotes: - Range, David Epstein: https://www.amazon.com/Range-Generalists-Triumph-Specialized-World/dp/0735214484 - Radical Candor, Kim Scott: https://www.amazon.com/Radical-Candor-Kim-Scott/dp/B01KTIEFEE - No Rules Rules, Erin Meyer and Reed Hastings: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 - GPT-3: https://openai.com/blog/gpt-3-apps/ - DALL-E: https://openai.com/blog/dall-e/ - Origin: https://www.origin.me - Behind the Product Instagram: https://www.instagram.com/btp.fm/ - Behind the Product Twitter: https://twitter.com/RensGingnagel

Benjamin Crevant is the Co-Founder and CEO of MyC MedTech, a compliant tool for companies to manage health data, medical check-ups and remote medical sites, worldwide. They offer predictive analysis and insights relevant to the activity and their employees health. After more than 8 years working around the globe gaining managing and entrepreneurship skills, Ben went back to Europe where he and his co-founder Laurent reinvented how companies can manage their team resilience and bring healthcare to workers and companies. In this episode we cover: 00:00 - Intro 01:23 - Why MedTech Is Important To Avoid Health Problems 05:47 - MedTech Ecosystem And It's Evolution 07:49 - How Covid-19 Has Transformed Companies Digitalization 09:02 - Reliable Measurement Of Health Workforce's Statistics 10:57 - The Approach When Implementing a Healthcare Service 13:27 - Employee's Data Privacy & Security 15:55 - Big Companies Challenges When Managing Healthcare 20:44 - Opportunities For Future MedTech SaaS 24:10 - Benjamin's Favorite Activity To Get Into a Flow State 25:20 - Benjamin's Piece of Advice for His 25 Years Old Self 26:37 - Benjamin's Biggest Challenges at MyC MedTech 27:48 - Instrumental Resources for Benjamin's Success 32:17 - What Does Success Means for Benjamin Today 33:45 - Get In Touch With Benjamin Get in Touch With Benjamin: https://www.linkedin.com/in/benjamincrevant (Benjamin's LinkedIn) https://www.myc.doctor (MyC MedTech Website) Mentions: Google Netflix Books: https://www.amazon.com.br/4-Hour-Work-Week-Escape-Anywhere/dp/0091929113 (The 4-Hour Work Week by Timothy Ferriss) https://www.amazon.com.br/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 (No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings) Tag Us & Follow: https://www.facebook.com/SaaSDistrictPodcast/ (Facebook) https://www.linkedin.com/company/horizen-capital (LinkedIn) https://www.instagram.com/saasdistrict/ (Instagram) More About Akeel: https://twitter.com/AkeelJabber (Twitter) https://linkedin.com/in/akeel-jabbar (LinkedIn) https://horizencapital.com/saas-podcast (More Podcast Sessions)

Creating a sustainable, successful and emotionally healthy workplace isn't a byproduct of words on a wall. In fact, it's much deeper than that. Kedren Crosby, President of Work Wisdom, LLC, has devoted her 25-year career to making workplaces better. In order to do better and be better, brands are realizing that successful workers also want to live better, rethinking the traditional notion of what a successful workplace looks like.   Related links for this episode: Slowly: A Recipe for a Modern Lifestyle https://www.amazon.com/Slowly-Recipe-Lifestyle-Kedren-Crosby/dp/1008948942/ref=sr_1_2?dchild=1&keywords=slowly+kedren&qid=1629760514&sr=8-2 No Rules Rules: Netflix and the Culture of Reinvention https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 Nine Lies About Work: A Freethinking Leader's Guide to the Real World https://www.amazon.com/Nine-Lies-about-Work-Freethinking-ebook/dp/B07C3ZT28C This is Brand Story, a branding podcast that brings you hard-fought lessons learned from those on the front lines of brands. Host Steve Gilman talks with business leaders, entrepreneurs, and marketing folks about their successes but also the challenges they've faced in their careers and how they've overcome them. You'll find stories you can relate to, be inspired by, and learn from. We release new episodes twice a month, be sure to subscribe so you'll never miss one. Continue the conversation on social: For more of Brand Story, check out our LinkedIn (https://www.linkedin.com/company/gravitygroupmarketing), where we'll post previews and highlights of shows, behind-the-scenes sneak peeks, plus other marketing news you can use. We're also on: Instagram — https://www.instagram.com/gravitygroup Facebook — https://www.facebook.com/gravitygroupmarketing

My guest today is Destaney Wishon. Destaney is the CEO and Co-Founder of BetterAMS, if this name sounds familiar, she is a business partner of Talyor Benterud who we had on the show previously. In the world of Amazon, Destaney has a reputation as one of the top PPC experts. She and her team helped dozens of companies to increase their sales from $100k to $3.9 mill on Amazon. Today we are going to talk about Destaney's entrepreneurial journey, and I will pick her brain on all things PPC. Links from the episode: Fiverr - https://www.fiverr.com Taylor Benterud's YouTube Channel - https://www.youtube.com/c/TaylorBenterud Books Destaney Recommend:  How To Win Friends and Influence People by Dale Carnegie - https://www.amazon.com/How-To-Win-Friends-Influence-People?tag=10mj-20 No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer - https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention?tag=10mj-20 The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million by Mark Roberge - https://www.amazon.com/Sales-Acceleration-Formula-Technology-Inbound?tag=10mj-20 Connect with Destaney: LinkedIn - https://www.linkedin.com/in/destaney-wishon/ Instagram - https://www.instagram.com/destaneyw/ Facebook - https://www.facebook.com/destaney.wishon Websites and Company Social Media: Better AMS - https://betterams.com/ Linkedin - https://www.linkedin.com/company/betterams Facebook - https://www.facebook.com/TheBetterAMS Instagram - https://www.instagram.com/betterams YouTube - https://www.youtube.com/c/BetterAMS/videos   Want to sit down with Anatoly 1 on 1 ? Even though I keep saying I AM NOT A GURU, many of you ask to sit down and pick my brain. I have decided to do a 1h HELP calls. There are 2 purposes: 1st to support you in your journey and second also to be able to break even on the production of this podcast (each episode editing, marketing, guest research etc takes about $60 - $150 to produce). Now you can schedule 1h with me, and we can talk about launching products, hiring, product research, keywords, mindset, how I did an Ironman or anything at all. Link is here - https://calendly.com/anatolyspektor/anatoly-connsulting-1h    ANATOLY's TOOLS: Product Development: Helim10 - I use it for  Product Research, Keyword tracking and Listing Optimization .  SPECIAL DEAL: Get 50% your first month or 10% every month: http://bit.ly/CORNERSIIH10  Pickfu - I use it for split testing all of my products and for validation ideas .  SPECIAL DEAL: First split test 50% 0ff  https://www.pickfu.com/10mj Trademarking: Trademark Angels - For all my trademarking needs.  SPECIAL: Mention Anatoly and 10MJ podcast and get 10% Off your trademark. HR: Fiverr -  I hire my 3dMockup person and images label designer here on Fiverr - http://bit.ly/10mjFIVERR Upwork - I hire people long term on Upwork - upwork.com  Loom.com - for creating SOP's, I record everything on Loom and give to my VA's Keepa.com - to track historical data such as prices   ANATOLY's  3 Favorite  Business Books: DotCom Secrets by Russel Brunson - I think this is a must read for every online entrepreneurs - http://bit.ly/10MJDotCom 4 hours work week by Tim Ferriss  - This book changed my life and made my become an entrepreneur - http://bit.ly/10MJ4WW The Greatest Salesman In The World  by Og Mandino - Old book but it goes to the core of selling -  http://bit.ly/10MJGREATSM    DISCLAIMER: Some Links are affiliate, it costs you nothing, but helps to keep this podcast on the float   Have questions? Go to https://www.10millionjourney.com Follow us on Instagram: @10millionjourney

From virtually no spending controls to ‘just take some' vacation, Netflix's innovation has stemmed from a simple set of rules. Erin Meyer uncovers how you can foster a culture of freedom and innovation.  The episode is sponsored by Stitch Fix, an online personal styling service. Shopping for new clothes can be needlessly stressful so why not let Stitch Fix make it easy by doing the work for you so you can spend time doing the things you love instead. Stitch Fix offers clothing hand-selected by expert stylists for your unique size, style, and budget. Every piece is chosen for your fit and your life and it's the easy solution to finding what makes you look and feel your best. Get started today at https://www.stitchfix.com/men?utm_source=timecrafting&utm_content=Podcast&utm_medium=Podcast&utm_campaign=podcast%7Ctruenativemedia%7Cmens%7Cm%7Cfix%7Cpros%7Cweb%7Cus%7C (StitchFix.com/timecrafting) and you'll get 25% off when you keep everything in your Fix! This episode is sponsored by BetterHelp. BetterHelp offers you access to your own licensed professional therapist – all from the comfort of wherever you are. You can arrange weekly video chats or phone calls, text with your carefully curated counsellor, and do so at an affordable price. And anything you share is confidential. I've been using BetterHelp for a while and I am highly impressed. It's been a huge help for me and I know it can be the same for you. Start living a happier life today with BetterHelp. As a listener, you'll get 10% off your first month by visiting https://betterhelp.com/timecrafting (betterhelp.com/timecrafting). Give BetterHelp a try today. This episode is sponsored by Sit Down, Startup, a new weekly podcast from Zendesk. Getting your business off the ground is hard. Find out why customer experience is at the heart of success. The startup's team chats with Zendesk leaders, founders, and CEOs in a coffee-shop style conversation about starting up when the world is upside down. Catch weekly fresh new episodes on Apple, Google, and Spotify. Head over to Sit Down, Startup https://www.zendesk.co.uk/campaign/sitdownstartup/ (here). This episode is sponsored by LinkedIn Jobs. When your business is ready to make that next hire, LinkedIn Jobs can help by matching your role with qualified candidates so that you can find the right person quickly. You can pay what you want and get the first $50 off. Just visit https://linkedin.com/timecrafting (linkedin.com/timecrafting) to get fifty dollars off your first job post. Terms and conditions apply. Erin Meyer is an author and professor at INSEAD Business School, based in Paris. She is most known for writing the book, The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Her work focuses on how the world's most successful leaders navigate the complexities of cultural differences in a multicultural environment. Erin joins the show to share how we can all lead with a culture of innovation. In this conversation, I go through her latest book that she co-authored with Netflix CEO Reed Hastings, No Rules Rules: Netflix and the Culture of Reinvention. Tune in to learn more about what frameworks foster freedom, how a workplace can operate with no policies, and what you can learn from the ‘Keeper Test'. Talking Points The kind of ‘no rules ethos' Netflix follows (05:39) The impact of freedom and how it fosters high density talent (09:14) Having thick skin (12:26) Building a culture of candor and feedback (21:35) The ‘take some' vacation policy (24:37) How to build a culture similar to Netflix (33:28) Quote "Feedback is rarely comfortable but it helps us in incredible ways." Helpful Links https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 (‘No Rules Rules' by Erin Meyer and Reed Hastings) https://www.amazon.co.uk/Culture-Map-Decoding-People-Cultures/dp/1610392760/ (‘The Culture Map' by Erin Meyer) https://erinmeyer.com/...

Agnieszka spricht in dieser Folge von Female Future Finance mit Ilse Munnikhof, Expertise Lead Investment Advice bei der ING Deutschland. Diesmal geht es darum, wie Sparerinnen und Sparer zu Investorinnen und Investoren werden können und welche Schritte hier notwendig sind, um Angst und Skepsis ausschließen zu können. Weitere Themen sind unter anderem, wie man als etablierte Bank mit einem Startup zusammenarbeitet und welche Herausforderungen es dabei – vor allem aus Sicht des Startups - gibt, was Chancengleichheit und Diversität im Bereich Banking und Wertanlage eigentlich bedeutet, wie sich die Bedürfnisse dabei von Männern und Frauen sowie zwischen den Generationen unterscheiden, welche Rolle Financial Health und auch Nachhaltigkeit bei Investmentprodukten spielt und wie Sparen und Investieren wohl in der Zukunft aussehen wird. --- Die Themen im Überblick: --- • Wie kann man Sparkunden beim ersten Schritt in Richtung Wertpapiere unterstützen? • Welche Elemente sind bei angebotenen Lösungen besonders wichtig? • Warum bevorzugen deutsche Kunden statt Investieren noch das Sparen? • Wie kann man neue Produkte auf Kundenbedürfnisse abstimmen? • Wie sieht die Zusammenarbeit der ING Deutschland mit Scalable Capital aus? • Was bedeutet Chancengleichheit und Diversität beim Banking und Geldanlagen? • Wie unterscheiden sich die Bedürfnisse von Männern und Frauen beim Sparen und beim Anlegen? Und wie sieht es im Vergleich der Generationen aus? • Welche Rolle spielt das Thema Financial Health bei Investmentprodukten? • Wie sieht Sparen und Investieren wohl in der Zukunft aus? Welche technologische Trends kann man dabei erwarten? --- • Die Buchempfehlung von Ilse: --- Erin Meyer, Reed Hastings: “No Rules Rules: Netflix and the Culture of Reinvention” https://www.amazon.de/No-Rules-Netflix-Culture-Reinvention/dp/0753553635 --- • Alle weiteren Folgen, Infos und Kontaktmöglichkeiten hier: www.femalefuturefinance.creativeconstruction.de --- • Feedback, Fragen, Wünsche und Ideen bitte an: podcast@femalefuturefinance.de ---

In dieser Folge spricht Agnieszka mit gleich drei herausragenden Gästen, allesamt von der Raiffeisenbank International: Kamila Gospodarek, Strategie Development mit Fokus auf Innovation, Aleksandra Petkov-Georgieva, Corporate Punk und Innovation Manager sowie Nicole Stroj, Head of Organisational Innovation. In der großen Talkrunde geht es natürlich rund um das Thema Innovation und wie es im Kontext mit Banken zu verstehen ist, wie sich Kundenbedürfnisse im Finanzsektor entwickelt haben und wie darauf reagiert wird, wie die Rollenverteilung von Startups, Banken und BigTechs derzeit und in Zukunft aussieht, wie Unternehmen innovativ bleiben können und wie die Veränderung des Kundenverhaltens Auswirkungen auf ganzen Branchen haben kann. --- Die Themen im Überblick: --- • Was genau ist unter Innovation zu verstehen? • Unterschiedliche Länder, Sprachen und Kulturen: Was bedeutet das für Innovation? • Wie haben sich die Kundenbedürfnisse bei Financial Services verändert? • Startups oder BigTechs: Wo besteht größerer Konkurrenzdruck für Banken? • Welche Rolle soll eine Großbank in einem Ökosystem spielen? • Wie lassen sich Strategien in einem sich stark verändernden Umfeld entwickeln? • Arbeiten wie im Startup: Wie lässt sich Entrepreneurship im Bankenumfeld einbetten? • Wie sieht die Bankenwelt in zehn Jahren aus? --- Die Buchempfehlungen: --- Aleksandra: Reed Hastings: “No Rules Rules: Netflix and the Culture of Reinvention” https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 --- Kamila: Daniel Suarez: “DAEMON: Die Welt ist nur ein Spiel“ https://www.amazon.de/DAEMON-Welt-Spiel-DAEMON-Romane-Band/dp/3499252457 --- Nicole: Rita McGrath: “Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen” https://www.amazon.de/Seeing-Around-Corners-Inflection-Business/dp/0358022339 --- Alle weiteren Folgen, Infos und Kontaktmöglichkeiten hier: www.femalefuturefinance.creativeconstruction.de --- Feedback, Fragen, Wünsche und Ideen bitte an: podcast@femalefuturefinance.de

Kicking off Mental Health Awareness Month, today's episode features Somesh Dash. He was recognized as one of the top 100 venture capitalists by The New York Times and CB Insights and by GrowthCap as one of the top 40 under 40 Growth Investors. With roots in India, Somesh Dash, the Managing Director and General Partner of IVP sits down with Sean Li to have an epic conversation around topics ranging: their shared experience of immigrating to the United States, the importance of mental health in the business space, violence against Asian Americans, the Ronald Reagan era, racism, and cultural awareness. We gain insight as Somesh walks us through his story of coming up in Silicon Valley. He takes us to the heyday of the dotcom movement and the height of tech IPOs, what he's learned about venture capital, and how lending a quarter to a random stranger over 20 years ago led him to where he is today. *Episode Quotes:* ----------------- *On mental health:* "Coming out of the pandemic, I really think people are going to want to maintain some of the good that came out of this virtualized world, which is being able to slow it down, think a little bit about what's important to them or not, and get the help they need. I think the reality is we're all seeing every day in the news examples of breakdowns in our public health infrastructure that are leading to some of these massive societal issues. A lot of the stuff is related to mass shootings and violence and communities—the root of it is community health and mental health. And unfortunately, the system hasn't modernized in the way that science has or that the private sector has. So, I'm bullish that entrepreneurs and startups and growth companies can make a real difference while doing it in conjunction with local state and federal governments." *On venture capital:* "Part of venture more than ever now is storytelling. It's storytelling to the entrepreneur about who you are as an individual or as a firm and why you could be a great partner to them, especially for competitive rounds. It's telling the story of the company to outside stakeholders, whether it's trying to recruit executives or board members, trying to help with customer acquisition, trying to help with the public markets story. I mean, a lot of what you do is becoming, in a sense, an evangelist for these companies." *On cultural awareness:* "And that always stuck to me, which is, even as a kid growing up here, I grew up seeing a lot of things around—it was more of just ignorance about Indian culture as I'm sure you saw, Sean, with Chinese culture. But once you expose people to it, I mean, who doesn't want to go to like a big Indian wedding?" "I think the stories that you have, Sean, or I had, are the things that can actually sway public opinion more than just the policy or just the talking heads on cable television. And I wish there was more discourse about that because I think once people realize how much more similar we all are than different, I think the racism we're seeing, the xenophobia, naturally begins to ebb." *Show Links:* ------------- * LinkedIn ( https://www.linkedin.com/in/someshdash/ ) * IVP ( https://www.ivp.com/ ) * No Rules Rules: Netflix and the Culture of Reinvention ( https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 ) * Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell ( https://www.amazon.com/Trillion-Dollar-Coach-Leadership-Playbook/dp/0062839268 ) * The Far Field ( https://www.amazon.com/Far-Field-Madhuri-Vijay/dp/0802128408 ) Support this podcast at — https://redcircle.com/onehaas/donations

The non decision can often be the worst decision. Putting in the work and planning to help make decisions well. Greg's book recommendation about culture at Netflix: https://www.amazon.ca/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 Talking not Ranting website and email address: www.talkingnotranting.com talkingnotranting@gmail.com Greg's safe brave spaces website: www.safebravespaces.com

Datenlecks wohin das Auge reicht – Facebook, LinkedIn und Clubhouse: Agnieszka und Alexander haben das Thema Datensicherheit, die Monetarisierung der User und die Kommunikation seitens der betroffenen Plattformen genauer betrachtet, nicht nur weil beide direkt davon betroffen sind. Weitere Themen im Podcast sind zudem die Zukunft von Clubhouse als Feature oder Produkt, Facebooks Ausflug in den Bereich Payments, Signals neue Kryptowährungs-Integration, die Rekorde von Coinbase vor dem IPO, das kontroversielle „Nein“ der Amazon-Beschäftigten in den USA zur Gewerkschaftsbildung, der COVID-19-Sensor von General Electric und Antitrust-Verdacht bei Google und Facebook. --- » Die Themen der Folge 114: --- • (03:28) Nachwirkungen des „extremely low risk“ Datenlecks bei Facebook https://www.wired.com/story/facebook-data-leak-contact-import-flaws/ https://www.eff.org/deeplinks/2021/04/553000000-reasons-not-let-facebook-make-decisions-about-your-privacy https://www.theguardian.com/technology/2021/apr/06/facebook-breach-data-leak https://www.wsj.com/articles/facebook-shows-men-and-women-different-job-ads-study-finds-11617969600 • (17:52) Persönliche Daten von Millionen LinkedIn- und auch Clubhouse-Usern veröffentlicht https://cybernews.com/news/stolen-data-of-500-million-linkedin-users-being-sold-online-2-million-leaked-as-proof-2/ https://cybernews.com/security/clubhouse-data-leak-1-3-million-user-records-leaked-for-free-online/ https://www.canalys.com/newsroom/cybersecurity-investment-2020 https://www.wired.com/story/opinion-encryption-has-never-been-more-essential-or-threatened/ https://haveibeenpwned.com/ • (20:22) Feature oder Produkt: Wie geht es weiter mit Clubhouse? https://www.bloomberg.com/news/articles/2021-04-07/twitter-is-said-to-have-discussed-4-billion-clubhouse-takeover https://www.bloomberg.com/news/articles/2021-04-06/clubhouse-is-said-to-discuss-funding-at-about-4-billion-value https://every.to/means-of-creation/assessing-clubhouse-s-post-pandemic-future https://www.socialmediatoday.com/news/snapchat-acquires-fashion-recommendation-app-screenshop-to-advance-its-ecom/598025/ https://techcrunch.com/2021/04/08/kkr-hands-box-a-500m-lifeline/ • (26:18) Facebooks Vorstoß in Richtung Payments und Finance https://techcrunch.com/2021/04/06/facebook-confirms-test-of-venmo-like-qr-codes-for-person-to-person-payments-in-u-s/ • (27:10) Signal führt Zahlungen mit Kryptowährung ein https://www.trendingtopics.at/messaging-app-signal-fuehrt-zahlungen-mit-kryptowaehrung-ein/ • (31:26) Coinbase-Rekorde vor IPO https://techcrunch.com/2021/04/06/coinbases-monster-q1-in-context/ • (35:55) Alabama: Amazon-Beschäftigte gegen Gewerkschaft https://www.nytimes.com/2021/04/09/technology/amazon-defeats-union.html • (40:23) Antitrust-Verdacht durch Jedi Blue und Project Bernanke https://gizmodo.com/apple-never-made-imessage-for-android-to-lock-in-ios-us-1846650480 https://www.theverge.com/2021/4/11/22378296/google-secret-project-bernanke-ad-buying-competitors-texas https://www.forbes.com/sites/enriquedans/2021/01/19/jedi-blue-a-scandal-that-highlights-yet-again-the-need-to-regulate-bigtech/ • (43:01) Google Vs Oracle: Rechtsstreit entschieden https://www.bloomberg.com/news/articles/2021-04-12/oracle-s-years-long-washington-offense-ends-in-trio-of-defeats • (47:11) GE entwickelt Sensor für COVID-19 Erkennung https://www.ge.com/news/press-releases/ge-scientists-developing-technology-to-add-covid-19-virus-detector-to-your-mobile --- » (49:43) Die Buchempfehlung der Woche: Erin Meyer, Reed Hastings: „No Rules Rules: Netflix and the Culture of Reinvention“ https://www.amazon.de/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 https://jobs.netflix.com/culture https://www.slideshare.net/reed2001/culture-1798664 --- » Infos, Kontakt und alle Podcasts: https://zurueckzurzukunft.creativeconstruction.de/ --- » Feedback, Anregungen und Wünsche an: podcast@zurueckzurzukunft.de

Cameron and Tyler Winklevoss have been on the forefront of two internet revolutions, social networking and cryptocurrency. So, what do they think is the next big thing?   Cameron and Tyler are the Cofounders of Gemini, a next-generation cryptocurrency exchange and custodian that allows users to buy, sell and store digital assets. The brothers are famous for creating the precursor to Facebook (as portrayed in The Social Network) and owning 1% of the global Bitcoin. Cameron and Tyler are also the Cofounders of Winklevoss Capital Management, a firm that invests across multiple asset classes and provides seed funding to startups. On this episode of Boost VC, Cameron and Tyler join us to explain why Bitcoin is still the next big thing, discussing what inspired them to build Gemini and why the best minds in finance are migrating to crypto. They describe how a founder's role evolves as a startup scales, sharing what it takes to be a good leader as your team grows and offering insight into their working relationship as brothers and cofounders. Listen in for Cameron and Tyler's advice on building a business and find out what resources they used to adapt as Gemini grew from a team of five to 50 to 350. Topics Covered Why Bitcoin is still the next big thing Could easily hit $500K per coinStill big opportunity to step in How Tyler and Cameron got into BitcoinIntroduced during 2012 vacation to IbizaResearch led to form Bitcoin/Gold thesisEarly adopters = smartest people in room The migration of smart people to cryptoMore brilliant people in space nowToday people ‘fail into Wall Street' Why Tyler and Cameron created Gemini Mt. Gox not equipped to handle success of BitcoinCouldn't find team solving problem right wayDecided to build regulated option themselves  How Tyler and Cameron work together on GeminiCameron more tactical, Tyler focuses on strategyFair amount of overlap (similar interests) How a founder's role evolves as a startup scalesHeavily involved in hiring early onEmpower team to make decisions as you growShift focus to getting most out of team The resources that helped Tyler and Cameron scaleLearn from books, Bezos shareholder lettersTalk to other founders + angel investors What it takes to be a good leaderServe as symphony conductorCommunicate mission, message The relationship between Tyler and CameronCompetitive but friendly and supportiveShared values, on each other's side How Tyler and Cameron define successDo work that is fulfilling, meaningfulHigh level of happinessConnect with Tyler & Cameron Gemini https://gemini.com/Gemini on Facebook https://www.facebook.com/GeminiTrust/Gemini on Instagram https://www.instagram.com/gemini/Gemini on Twitter https://twitter.com/geminiTyler on Twitter https://twitter.com/tylerCameron on Twitter https://twitter.com/cameronWinklevoss Capital https://winklevosscapital.com/ Resources Bitcoin Conference https://b.tc/conferenceThe Case for $500K Bitcoin https://winklevosscapital.com/the-case-for-500k-bitcoin/The Social Network https://www.imdb.com/title/tt1285016/Tyler & Cameron's Bitcoin is Better Than Gold Thesis https://www.ft.com/content/a9d4b73a-abdd-11e6-ba7d-76378e4fef24Erik Voorhees https://twitter.com/ErikVoorheesNo Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860Zero to One: Notes on Startups, or How to Build the Future by Peter Thiel and Blake Masters https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296Jeff Bezos' Shareholder Letters https://www.cbinsights.com/research/bezos-amazon-shareholder-letters/Eric Schmidt, Larry Page & Sergey Brin at Google https://www.wired.com/story/at-google-eric-schmidt-wrote-the-book-on-adult-supervision/Counter-Strike https://store.steampowered.com/app/730/CounterStrike_Global_Offensive/Age of Empires https://www.ageofempires.com/Settlers of CATAN https://www.catan.com/ Connect with Boost VC Boost VC Website https://www.boost.vc/Boost VC on Facebook https://www.facebook.com/boostvc/Boost VC on Twitter https://twitter.com/BoostVCBoost VC on Instagram https://www.instagram.com/boost_vc/

E10: Advance Auto Parts, Executive Vice President and Chief Human Resources Officer, Natalie Rothman. Advance Auto Parts is a $9.6B, Fortune 500 company with 70,000 employees. It's an American automotive aftermarket parts provider. Headquartered in Raleigh, North Carolina where it serves both professional installer and do-it-yourself (DIY) customers. Prior to joining Advance Auto Parts, Natalie served in a senior leadership role at PepsiCo for 10 years. She also worked as an employment attorney with the law firm, Brown Raysman, in New York, and in recruiting and talent management with Estee Lauder, FreeRide.com, and Gundersen Partners. Natalie earned her bachelor's degree from Ithaca College, a master's degree from American University and a juris doctorate degree from Brooklyn Law School. Natalie's LinkedIn: https://www.linkedin.com/in/natalie-rothman-21965855/ (https://www.linkedin.com/in/natalie-rothman-21965855/) WHAT YOU'LL DISCOVER IN THIS EPISODE: ●     How travel changes you as a leader. ●     What makes Israel a special destination for any leader to visit.  ●     How COVID19 tested Natalie's mettle as a leader, and the 3-part framework of how she's succeeded. ●     The one behavior that emerged during the Lockdown that Natalie would like to continue beyond the Pandemic. ●     After a successful decade at PepsiCo, why Natalie decided to transition companies and industries. ●     The essential distinction between mentors and sponsors, and why you need both in your career. ●     Natalie's recommendations for employees, from under-represented groups, on a mission to get the C-Suite. ●     The playbook for creating your own personal Board of Directors. ●     Why getting a law degree was one of the best decisions she'd ever made and why she left the legal profession. ●     The surprising trait Natalie would instill in every employee to boost productivity and loyalty. ●     The first step you should take when you have an idea to share with the C-Suite. ●     Why the cost of turnover is catastrophic. ●     A mistake that Natalie made early on that led to her success down the road. ●     Natalie's three book recommendations and how many hours she reads per week. ●     The importance of networking and supporting your network. QUOTES: “You own your career.” “Education is an investment in yourself.” “It's not just who you know; it's do they know you and your work.” RESOURCES: Lean In by Cheryl Sandberg https://www.amazon.com/dp/B00BBA6FOI (https://www.amazon.com/dp/B00BBA6FOI ) The Talent Code by Dan Coyle https://www.amazon.com/dp/B004EYSXT8 (https://www.amazon.com/dp/B004EYSXT8) Radical Candor by Kim Scott https://www.amazon.com/Radical-Candor-Kim-Scott/dp/B01KTIEFEE (https://www.amazon.com/Radical-Candor-Kim-Scott/dp/B01KTIEFEE ) No Rules Rules: Netflix and the Culture of Reinvention https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention-ebook/dp/B081Y3R657 (https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention-ebook/dp/B081Y3R657)  Wall Street Journal https://www.wsj.com/ (https://www.wsj.com/ ) Harvard Business Review https://hbr.org/ (https://hbr.org/ ) IPad Pro https://www.apple.com/ipad-pro/ (https://www.apple.com/ipad-pro/) Note Shelf App http://www.noteshelf.net/ (http://www.noteshelf.net/) ---------------- https://www.benfanning.com/the-ceo-sessions/ (Apply to be on the show) ------------------- https://www.benfanning.com/the-ceo-sessions/ (Connect with Ben:) https://www.linkedin.com/in/benfanning/ (https://www.linkedin.com/in/benfanning/) https://www.instagram.com/benfanning1/...