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“I've come to believe that it's not what has happened to our family that has been cursed—it's the fact that we've never been able to deal with it privately.” — Eunice Kennedy Shriver The idea of the “Kennedy Curse” has followed this family for generations, often explained away as bad luck or fate. But the truth is more complicated. In this episode, we explore how constant public scrutiny, enormous expectations, and a deep resistance to vulnerability shaped the Kennedy family's most painful moments, especially in the case of Rosemary Kennedy, whose lobotomy reflects how fear, misunderstanding, and the pressure to protect an image could lead to irreversible decisions. Rather than a story about a doomed bloodline, this episode looks at how power, silence, and the denial of privacy shaped one of America's most famous families, and why those choices continued to ripple outward long after they were made. This is The Kennedy Curse. Created and produced by Claire Donald and Tess Bellomo For more RAM, go here. Join our premium channel for 3 bonus eps a month here and save 15% when you buy annually! Sources: American Dynasties: The Kennedys, People, Historyextra.com, Rosemary's Wiki, NPS.Gov, Kathleen's Wiki, Historytoday.com, Chappaquiddick Wiki, People article #2 Learn more about your ad choices. Visit podcastchoices.com/adchoices
Late Night Compilation of Strange Tales of Ferals, NPS Secrets, and MORE!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.
In this episode, Justin sits down with Carissa, a family nurse practitioner who runs two thriving practices, to talk honestly about her journey and the challenges behind the scenes. Carissa shares what it is really like to manage both a med spa and a men's health clinic, including the pressure of making every decision and the overwhelm that comes with an endless to do list. Together, they explore why delegation is so difficult for so many NPs, how decision fatigue can quietly stall growth, and what it truly takes to move from being the solution to every problem to leading a business built to scale. If your practice depends on you showing up every single day, Carissa's story offers a powerful look at what needs to change to create something sustainable and freeing.
Let's explore foraging as a living, contested relationship between ecology, culture, law, and survival. Beginning with za'atar - a resilient wild thyme central to Palestinian foodways - we examine how conservation policy can criminalize cultural harvest. From there, we move briefly through international access models (UK personal-use law, Nordic everyman's rights, regulated European mushroom harvest), and closer to home: US National Parks, Washington State Parks, Seattle, and Tacoma. We unpack how language like management, stewardship, and resource protection can obscure power, and we ground the conversation in ecological restoration, justice, livelihoods, and human health. We also highlight examples of agencies attempting to align policy with principle and how there is a new story emerging that could signal change - if we demand it. Ultimately, the question remains: Who gets to eat from the land? Selected References & Policies Hernandez, J., & Vogt, K. A. (2020). Indigenizing Restoration: Indigenous Lands before Urban Parks. Human Biology, 92(1), 37–44. https://digitalcommons.wayne.edu/humbiol/vol92/iss1/5/ Society for Ecological Restoration. (2021). International principles and standards for the practice of ecological restoration (2nd ed.) https://www.ser.org/page/SERStandards United Nations. (2007). United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP). https://www.un.org/development/desa/indigenouspeoples/declaration-on-the-rights-of-indigenous-peoples.html National Park Service. (2023). Tribal leaders guide for NPS plant gathering. https://www.nps.gov/articles/000/upload/Tribal-Leaders-Guide-for-NPS-Plant-Gathering.pdf Washington State Legislature. (2008). WAC 352-28-030: Harvest of edibles. https://apps.leg.wa.gov/WAC/default.aspx?cite=352-28-030 Seattle Parks & Recreation Rules & Regulations General park conduct and prohibited activities (including damage or removal of park property ➝ plants, trees, soil, etc.). https://www.seattle.gov/parks/about-us/rules-and-regulations Parks Tacoma Conduct in Parks City parks code regulating conduct on Tacoma park land including damage or removal of plants, shrubs, trees, etc. https://www.parkstacoma.gov/places/conduct-in-our-parks/ Support the Work Full show notes and additional essays live on the Grove & Grit Substack https://substack.com/@grovegrit If this episode resonated, you can support treehugger podcast through the donation links in the show notes. Your contributions help cover research, editing, hosting, and independent production. Venmo: @myadrick | PayPal: paypal.me/myadrick | CashApp: $michaelyadrickjr Ratings and reviews also help more people find the show. Music Intro/outro music by MK2 and Grey Room, courtesy of the YouTube Audio Library
Nurse practitioner expert Paula Tucker returns to NP Pulse for a discussion on concussion. She gives advice on how to best identify and manage patients who present with concussion, and provides NPs with the assurance and tools they need to not feel overwhelmed when treating mTBI.
KPIs, NPS, churn—oh my! Data doesn't have to be daunting. Ty Houglum, CIO at ECE Fiber, shares how his team turns numbers into action, building a culture that makes data meaningful, not mysterious.Notes: Filmed at Calix ConneXions conference.
Portnox is an enterprise access control platform that eliminates passwords and enforces zero trust security. The company was bootstrapped for over a decade, plateauing at a few million in ARR before investors brought in Denny LeCompte as CEO four years ago. Since then, Portnox has grown 8x. But this episode isn't about that growth story. Denny, a former cognitive scientist and professor who taught psychometrics, uses his scientific background to systematically dismantle Net Promoter Score—explaining why it's methodologically flawed, how it misleads organizations, and which metrics actually correlate with business performance. This is a contrarian take grounded in measurement science, not marketing opinion. Topics Discussed: The fundamental psychometric flaws in NPS: why single-item questionnaires are unreliable and why throwing out 7s and 8s violates basic statistical principles How NPS scores fluctuate based on survey UI presentation independent of actual customer sentiment Why NPS creates incentive structures that encourage gaming rather than improving customer outcomes The case for gross revenue retention and net revenue retention as the only ungameable metrics that matter How measuring human behavior changes that behavior (the Heisenberg principle applied to business metrics) Why investors care about retention rates above 90% but don't ask about NPS scores GTM Lessons For B2B Founders: Single-item questionnaires violate measurement principles: Denny's background in psychometrics immediately flagged NPS as unreliable. One-item measures lack the redundancy needed for reliability, and the methodology of throwing out middle responses (7s and 8s) then subtracting detractors from promoters is statistically nonsensical. At a previous company with thousands of data points, he observed NPS scores drop and rise based solely on how the survey rendered on the page—no business changes, just UI differences. When presentation affects your metric independent of the underlying construct, your instrument is broken. Founders with technical backgrounds should trust their instincts when measurement methodology feels scientifically unsound. Compensation drives behavior more than metric accuracy: Portnox structures customer success compensation as 50% gross revenue retention and 50% net revenue retention. These are determined by finance and can't be manipulated. Denny had to rein in his CS team when they became overly focused on time-to-value because any number you give a team becomes their obsession. With NPS, teams game survey timing, cherry-pick recipients, and optimize for score rather than outcome. This is the Heisenberg principle applied to business: measuring changes the behavior. Choose metrics where gaming the number aligns with improving actual business outcomes. Investors evaluate retention rates, not satisfaction surveys: When Denny presents gross retention above 90%, investors don't ask about NPS. Renewal behavior reveals actual satisfaction—customers voting with budget rather than survey responses. The test for any metric: "What are we doing differently if this number is up versus down?" If it doesn't drive distinct actions or reveal information not already visible in financials, eliminate it. NPS often becomes a number that exists because "we've always measured it," inherited from previous leadership without questioning its utility. Question inherited practices ruthlessly: NPS gained adoption through Harvard Business Review credibility in 2003 and consulting firms building practices around it. The promise of "one number you need" appeals to executives wanting simple solutions. But herd behavior—"everyone else measures it"—perpetuates bad methodology. Denny's advice to founders stuck with NPS: give your team something else to focus on (gross retention is straightforward: don't let customers churn), then stop doing it. Sometimes you need to point to external validation to break internal momentum. The question isn't whether NPS correlates somewhat with growth—it's whether better alternatives exist that can't be gamed. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPLSMFimtv0riPyM
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
The Five-Phase Sales Solution Cadence: Facts, Benefits, Applications, Evidence, Trial Close When you've done proper discovery—asked loads of questions about where the buyer is now and where they want to be—you earn the right to propose a solution. But here's the kicker: sometimes the right move is to walk away. If you force a partial or wrong-fit solution, you might "grab the dough" short-term, but you'll torch trust and reputation—the two assets that don't come back easily. Below is a search-friendly, buyer-proof cadence you can run in any market—**Japan vs **United States, SME vs enterprise, B2B services vs SaaS—especially post-pandemic when procurement teams want clarity, proof, and outcomes, not fluffy feature parades. How do you know if your solution genuinely fits the buyer (and when should you walk away)? You know it fits when you can map your solution to their stated outcomes—and prove it—without twisting the facts. If the buyer needs an outcome you can't deliver, the ethical (and commercially smart) play is: "We can't help you with that." In 2024–2026, buyers are savvier and more risk-aware. They'll check reviews, ask peers, and sanity-test claims through AI search tools and internal stakeholder scrutiny. In high-trust cultures (including Japan) and high-compliance industries (finance, health, critical infrastructure), a wrong-fit sale becomes a reputational boomerang. The deal closes once; the story travels forever. Do now: Write a one-page "fit test": buyer outcomes → your capability → evidence. If any outcome can't be supported, qualify out fast. What does "facts" mean in a modern B2B sales conversation? Facts are the provable mechanics—features, specs, process steps, constraints—and the proof that they work. Facts aren't the goal; they're the credibility scaffolding. Salespeople often drown here: endless micro-detail, endless Q&A, endless spreadsheets. Yes, analytical buyers (engineering-led firms, CFO-led committees) will pull you into the weeds—but remember: they aren't buying the process. They're buying the outcome from the process. Bring facts that de-risk the decision: implementation timelines, security posture (SOC 2/ISO), uptime/SLA history, integration limits, and measurable performance benchmarks. Then move on before you get stuck. Do now: Prepare a "facts pack" with 5–7 proof points (not 57 features). Use it to earn trust, then pivot to outcomes. How do you turn features into benefits buyers will actually pay for? Benefits are the "so what"—the measurable results the buyer gets because the feature exists. If you can't link a feature to an outcome, it's just trivia. A weight, colour, dimension, workflow, dashboard, or AI model is not valuable by itself. It becomes valuable when it improves a KPI: reduced cycle time, fewer defects, higher conversion, lower churn, faster onboarding, better safety, tighter compliance. This is where classic sales thinking still holds up—think **SPIN Selling and the buyer's implied needs: pain, impact, and value. In a tight 2025 budget environment, "nice-to-have" benefits die quickly; "must-have" outcomes survive. Do now: For every top feature, write one sentence: "This enables ___, which improves ___ by ___ within ___ days." If you can't fill the blanks, drop the feature from your pitch. What is the "application of benefits" and how do you make it real inside their business? Application is where benefits turn into daily operational reality—what changes in workflow, decisions, and results.This is the "rubber meets the road" layer. Don't just say "we improve productivity." Show where it lands: which meetings get shorter, which approvals disappear, which roles stop firefighting, which customers get served faster, which errors are prevented, and what leaders see weekly on dashboards. Compare contexts: a startup may care about speed and cash runway; a multinational may care about governance, change management, and multi-region rollouts. A consumer business might chase conversion and NPS; a B2B industrial firm might chase downtime reduction and safety incidents. Do now: Build a simple "Before → After" map for their week: processes eliminated, expanded, improved—and who owns each change. What counts as credible evidence (and what "proof" actually convinces buyers)? Credible evidence is specific, comparable, and close to the buyer's reality—same industry, similar scale, similar constraints. "Trust me" is not evidence. Bring proof that survives scrutiny: reference customers, quantified case studies, independent reviews, pilot results, and implementation artefacts (plans, timelines, adoption metrics). The closer the comparison company is to the buyer, the more persuasive it becomes. This is also where storytelling matters: not hype—narrative. Who was involved? What went wrong? What changed? What were the numbers before and after? Analysts like **Gartner or **Forrester can help with category credibility, but a near-peer success story usually seals confidence. Do now: Collect 3 "mirror case studies" (similar buyer profiles) and write them as short stories: problem → actions → results → lessons. How do you do a trial close without sounding pushy or sleazy? A trial close is a simple comprehension-and-comfort check that invites objections early—before you ask for the order. Done right, it's calm, not clingy. After you've walked through facts → benefits → application → evidence, ask: "How does that sound so far?" Then shut up. Silence is a tool. If they raise objections, good—interest is alive, and you can add pinpoint proof. If they say nothing (or go vague), start worrying: they may have already mentally deleted you as an option. This is the moment to clarify, re-anchor to outcomes, and confirm next steps in the sales cycle. Do now: Use one trial close per phase. Treat objections as data, not drama, and log them into your CRM as themes to address. Conclusion: the cadence that keeps you credible and gets you paid This five-phase cadence works because it respects how adults buy: they need proof, relevance, and a clear path from "today" to "better." Keep the sequence tight—facts, then benefits, then application, then evidence, then a trial close—and you'll avoid the two killers of modern selling: feature-dumps and wishful thinking. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
Kate started her addiction journey at a young age, using substances as a salve for her terrible grief. Later, drugs and alcohol helped her to cope with the transition to nursing and the unending demands of a hospital setting. But as with all addicts, this strategy worked until it didn't….Kate eventually had to find a new way to cope if she was going to survive past her 30s.Kate Gibson (The Coleman Institute)Kate@thecolemaninstitute.comKate.gibson.dnp@gmail.comBringing Therapy into Med Management-- An intensive workshop for psych NPs and PAs, June 3-6 2026 in Ft Collinshttps://www.craigheacockmd.com/bringing-therapy-into-med-management/BFTA on IG @backfromtheabysspodcasthttps://www.instagram.com/backfromtheabysspodcast/Explore the full BFTA Content Catalog:A listener-built, human-curated index of every Back From The Abyss episode to help you find themes, topics, and episode formats of interest.Best viewed on a laptop or desktop (not mobile).Content Catalog (in Google Sheets): https://bftapod.short.gy/indexBFTA episode recommendations/Podcast pagehttps://www.craigheacockmd.com/podcast-page/Support the show
Tired of executives breathlessly asking "what's our AI strategy?" while your data team drowns in 1,000 dashboards that nobody uses? In this episode, Juan and Tim cut through the noise with Juan Gorricho a data and analytics executive with more than 25 years of experience delivering business value at TD Bank, Visa, The Walt Disney Company We cover: Why do data leaders keep building vanity metrics instead of business value? How do you go from being an "order-taking reporting team" to a trusted decision intelligence partner? And why does every data governance initiative feel like building policies nobody wants to follow? The secret? Do it by slice. Not top-down. Not bottom-up. By slice—connecting each data product to real business outcomes while building reusable foundations underneath. If you're ready to turn your data team's NPS around and build trust that actually sticks, this one's for you. Spoiler: It starts with being brave enough to tell executives the truth. And btw, "I bet 40 columns drive 90% of your business."See omnystudio.com/listener for privacy information.
Summary Are your rising customer acquisition costs eating into profits while your NPS surveys gather dust? Discover Earned Sales Growth (ESG)—the game-changing customer experience metric that tracks how much revenue comes from customers you've earned through loyalty and referrals versus customers you've bought through advertising. In this episode of the Customer Service Revolution podcast, customer experience expert John DiJulius reveals why traditional surveys are broken (response rates now in single digits) and introduces the Return on Experience (ROX) Dashboard—a proven system that directly links CX investments to measurable revenue growth. What You'll Learn: Why NPS is failing: Survey fatigue has crashed response rates, and founder Fred Reichheld now advocates for Earned Growth Rate instead The ESG formula: How to calculate what percentage of your revenue comes from repeat customers and referrals vs. paid advertising Real results: How injury attorney firm Carter Mario increased earned growth from 30% to 68% in 5 years—slashing advertising costs by half Hot vs. cold leads: Why referred customers (hot leads) close faster, spend more, and have zero price sensitivity compared to ad-driven prospects Implementation guide: The CRM requirements and tracking systems needed to measure ESG by department, location, and individual employee The 3-lead framework: Understanding cold (outbound), warm (ad-driven), and hot (referral) customers and their dramatically different close rates Key Takeaways: "Discount is the tax you pay for having an average experience. Are you a coupon away from losing your customers?" - John DiJulius Companies spending 6-7% of revenue on advertising could cut that to 3.5% by focusing on earned growth Top customer experience companies consistently outperform the S&P 500 in stock performance Every employee should know their personal ESG score and be held accountable to it ESG works across industries—even businesses without repeat customers (injury attorneys, funeral homes, car dealers) can leverage referrals Perfect For: Customer Experience Directors and VPs Chief Customer Officers Marketing leaders tired of rising CAC CEOs and CFOs seeking measurable CX ROI B2B and B2C service businesses with CRM systems Featured Resources: Customer Experience Executive Academy (CXEA) 12-month certification program Return on Experience (ROX) Dashboard framework ROX Template Interview with Fred Reichheld on "Winning on Purpose" Carter Mario personal injury attorney case study Stop measuring intent. Start measuring impact. Learn how to build a business that compounds in equity, not effort, by tracking the one metric that proves your customer experience is actually working. Links: The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.
Today's episode of the Punk CX podcast features Sara Richter, CMO at SAP Emarsys, and Fred Reichheld, Creator of the Net Promoter System®, Bain Fellow, and loyalty visionary. Sara and Fred join me on the podcast to talk about how the organisations that win treat NPS as a management system rather than a one-off score, the state of loyalty, including the impact that AI is having on loyalty, the idea of Earned Growth Rate that was introduced in Net Promoter 3.0 and what brands should be focusing on to build and grow their loyal customer base. This interview follows on from my recent interview – Accessibility drives customer acquisition – Interview with Joel Kellhofer of SignWow – and is number 572 in the series of interviews with authors and business leaders who are doing great things, providing valuable insights, helping businesses innovate and delivering great service and experience to both their customers and their employees.
Tired of executives breathlessly asking "what's our AI strategy?" while your data team drowns in 1,000 dashboards that nobody uses? In this episode, Juan and Tim cut through the noise with Juan Gorricho a data and analytics executive with more than 25 years of experience delivering business value at TD Bank, Visa, The Walt Disney Company We cover: Why do data leaders keep building vanity metrics instead of business value? How do you go from being an "order-taking reporting team" to a trusted decision intelligence partner? And why does every data governance initiative feel like building policies nobody wants to follow? The secret? Do it by slice. Not top-down. Not bottom-up. By slice—connecting each data product to real business outcomes while building reusable foundations underneath. If you're ready to turn your data team's NPS around and build trust that actually sticks, this one's for you. Spoiler: It starts with being brave enough to tell executives the truth. And btw, "I bet 40 columns drive 90% of your business."See omnystudio.com/listener for privacy information.
The Arum Global Blueprint for Scaling with Purpose - From £2M to £14MArum Global transformed from a struggling £2 million consultancy losing £400,000 annually into a £14 million powerhouse with £5 million EBITDA and a perfect NPS score of 100. This episode reveals the strategies behind their 7x growth whilst serving the world's most demanding clients.Jamie Waller purchased Arum Global in 2017, recognising its extraordinary authority with global banks and governments. Today, the company serves major clients across collections, recoveries, and debt management, maintaining the principle that "everybody deserves to be paid what they are owed, but not at any cost."What You'll Learn:The Network Effect Strategy: Why clients paying £25,000 for advisory work receive access to 200+ specialists and 25 years of project knowledge, consistently converting small engagements into £100,000+ relationships without traditional sales pressure.The NPS Blind Spot: How Arum achieved a perfect 100 NPS score but wasn't generating referrals and the simple question that unlocked millions in new business from existing clients.The People-First Growth Model: How creating a Head of People role early enabled delegation and maintained team morale through 7x growth.Operational Excellence at Scale: How splitting operations into Advisory and Delivery Services, combined with repeatable frameworks, enables management of 20-25 projects simultaneously whilst maintaining perfect NPS.The Vulnerability Innovation: The breakthrough project that identified £16 million in recoverable debt from £80 million sitting in "vulnerability files" for up to 10 years.Post-COVID Professional Standards: Jamie's approach to resetting workplace expectations, from video call standards to maintaining energy across remote teams. Hosted on Acast. See acast.com/privacy for more information.
Ready to churn less and win more?
Execução de IA na indústria exige método, dados confiáveis e decisões conectadas ao negócio. No episódio 203 do #DoTheMATH, conversamos com Geraldo Pereira, CIO da Ypê e Conselheiro de IA da FIESP, sobre como sair do hype e aplicar inteligência artificial em operações reais, com impacto mensurável em produtividade, logística e resultado financeiro. Ao longo do episódio, discutimos automação industrial, uso prático de machine learning, governança de tecnologia, critérios para sair da prova de conceito e o papel do CIO como agente de eficiência e integração entre negócio e tecnologia. “O maior benefício da tecnologia não é só reduzir custo ou tempo, mas confiar no dado e retroalimentar toda a cadeia de decisão. A partir daí, eficiência deixa de ser discurso e vira operação.” Siga o DoTheMATH no Spotify para não perder os próximos episódios. Novos episódios toda quarta-feira Apresentação Marcel Ghiraldini, CSO, MATH Fabiana Amaral, Executive Director Brand and Culture, MATH Convidado Geraldo Pereira, CIO da Ypê e Conselheiro de IA da FIESPCapítulos00:00 – IA na indústria além do hype06:00 – Da consultoria à operação: ver a tecnologia funcionando08:15 – O novo papel do CIO e a fusão entre TI e negócio14:45 – IA fora da generativa: automação e casos reais na Ypê18:45 – Visão computacional e ganho de 75% de tempo na operação22:45 – Prova de conceito, governança e custo real da execução33:55 – OTIF, dados confiáveis e impacto no cliente40:55 – NPS, EBITDA e como medir sucesso em tecnologia43:20 – EncerramentoPara ouvir e seguir:
The GTM Poker Table Turning Word of Mouth and ABM Into Predictable GrowthIn this week's episode, Sacha sits down with Andrew Seidman, Co Founder and COO of Digital Reach, to unpack why the best go to market leaders think less like campaign managers and more like high stakes poker players.With over a decade designing full funnel GTM strategies for enterprises and funded startups, Andrew brings deep expertise across brand, content, rev ops, digital experience, and pipeline generation. The real twist is that his former life in professional poker shaped how he thinks about process, probability, and decision making when outcomes are never guaranteed.From random acts of marketing to the auto mechanic trust problem, from ABM myths to measurable advocacy systems, this episode is a masterclass in building a GTM engine that compounds.We dig into:Process over outcomes and why short term results do not always prove you are doing the right thingsMarketing as a collection of bets and how probabilistic thinking changes strategy, hiring, and executionThe auto mechanic trust problem and why buyers choose agencies based on trust, not technical detailsABM defined for real and why not all accounts are equalABM incentives that actually work and shifting quotas to value based point systemsWord of mouth as the ultimate ABM channel and why relationships beat fancy tactics every timeMeasuring advocacy through referrals, churn, and advocates created as a growth KPISilos and systems and why ads cannot outrun weak messaging, messy data, or a disqualifying websiteRev ops investment resistance and why systems work is hard to fund even when it is clearly neededAI reality checks including the power and procurement risks across company sizesIntent signals at scale and where AI creates leverage instead of noiseKey Takeaways:Results are not the whole story and strong processes win over time even when the market shiftsABM starts with value curves and treating every lead the same quietly kills upsideWord of mouth is the strongest entry strategy especially for tightly guarded tier one accountsAdvocacy is measurable through referrals, NPS, testimonials, and expansionsGo to market scales only as far as its least mature layerAI multiplies clarity and systems but exposes weak foundations
Welcome to Kennedys Month at Right Answers Mostly. We're kicking things off at the very beginning: the building of the Kennedy dynasty and the man behind it all, Joseph P. Kennedy Sr.. The Kennedy story begins with famine in Ireland, and a risky escape to Boston, Massachusetts. We unpack how Juicy Joe built his fortune, pulled the strings behind the scenes, and paved the way for his sons, most famously John F. Kennedy, to enter politics. Was it clean? Not exactly. Was it effective? Absolutely. From backroom deals to carefully crafted public images, this is the origin story of how the Kennedys didn't just enter American politics, they conquered it, and sealed their place as American royalty. THIS IS THE KENNEDY DYNASTY! Created and produced by Claire Donald and Tess Bellomo For more RAM, go here. Join our premium channel for 3 bonus eps a month here and save 15% when you buy annually! Sources: American Dynasties: The Kennedys , NPS.gov, Wikipedia, altaonline Learn more about your ad choices. Visit podcastchoices.com/adchoices
In this episode of the Thread Podcast, host Justin Vandehey sits down with Neal McCoy, VP of Customer Success and Professional Services at BigCommerce, to unpack where customer value most often breaks down after a deal is closed — and how companies can fix it.Neal shares insights from nearly a decade building CS and PS at BigCommerce, explaining why customers don't buy software to “solve problems,” but to make or save money. The conversation explores how unclear value realization creates friction during onboarding, why sales-to-CS handoffs fail, and how AI is reshaping customer success through better context, automation, and voice-of-the-customer insights at scale. Key Takeaways & HighlightsCustomers buy software to make money, save money, or both — not just to solve surface-level problemsMisalignment on value realization is the #1 reason onboarding and CS struggle post-saleSales teams often assume customers understand value — they usually don'tThe earlier value is quantified and documented in the sales cycle, the stronger the post-sale executionAI can eliminate manual handoff friction by summarizing calls, emails, and deal context automaticallyTraditional CS metrics like surveys and NPS are statistically weak; voice of the customer at scale is the futureCustomer success leaders must act as the primary conduit for customer insight back into product and GTMPersonalization at scale requires cohort-based learning, not one-size-fits-all onboardingFewer deals with clearer value often outperform higher-volume pipelines long termThe best salespeople optimize for customer outcomes, not just closed deals Chapters & Timestamps00:00 – Welcome & Introduction Justin introduces Neal McCoy and his background across military, fintech, digital engagement, and ecommerce.02:00 – Neal's Career Path & BigCommerce Journey How Neal helped build CS and professional services as BigCommerce moved upmarket.04:30 – Where Customer Value Breaks Down Post-Sale Why customers trade one set of problems for another when value isn't clearly defined.06:45 – What CS Wishes Sales Would Hand Off (But Rarely Does) The missing context that makes or breaks onboarding and adoption.09:15 – AI's Role in Fixing the Sales-to-CS Handoff How AI can summarize deal context and remove the burden from sellers.11:45 – Voice of the Customer vs. Traditional CS Metrics Why surveys fail and how AI unlocks insight from unstructured customer data.14:30 – Personalization at Scale in Ecommerce Onboarding Using cohort-based success models across industries, regions, and merchant types.17:15 – The Biggest Misconception Sales Leaders Have About Post-Sale Why focusing on value may reduce conversions but increase long-term growth.20:00 – The Future of CS, PS, and AI at BigCommerce How AI is changing delivery models, expertise, and customer expectations.22:30 – Closing Thoughts & What's Next Neal's outlook on AI, value delivery, and helping merchants succeed long-term.
Travel Beyond the Hospital: How Adventure & Purpose Restore Burned-Out Medical Professionals | MedTreks International Interview with Ari Rasori In this episode, we sit down with Ari Rasori, NP, founder of MedTreks International, to explore how global adventure, wellness, and community can help healthcare professionals recover from burnout and reconnect with their purpose. Ari shares her journey from working in the emergency department to building a boutique travel and retreat company for physicians, NPs, PAs, and nurses—combining continuing medical education (CME), wilderness medicine, and restorative retreats across six continents. We talk about: • Why burnout is so common in high-achieving healthcare professionals • How changing environments can reset the nervous system • The power of traveling with people who truly “get” medicine • Why purpose-driven adventure can reignite your spark • What MedTreks International offers and how their curated retreats work • A special announcement: The Whole Physician Retreat in Nosara, Costa Rica (Nov 7–14) • Early bird discount code: RESTORE26 If you love medicine but feel exhausted, disconnected, or in need of renewal, this conversation will help you remember who you are beyond the hospital walls—and how to restore the part of you that first fell in love with healing.
Rainforest enables vertical software companies to embed payment processing directly into their platforms - solving the complexity that previously forced software companies to direct customers to separate banks or resellers for payment processing. Founded by Joshua Silver, who spent nearly 20 years in payments starting with PatientCo (a healthcare billing company that scaled to process billions for major healthcare organizations), Rainforest now serves as the enabling layer for thousands of vertical software companies. In this episode of BUILDERS, Joshua shares the unconventional GTM decisions that shaped Rainforest's trajectory: from making contracts a product feature to implementing a zero bugs policy, and why he measures podcast success by qualified lead conversion rather than download counts. Topics Discussed: The embedded payments opportunity: why software companies stopped directing customers to banks Building in highly regulated environments where traditional MVP approaches fail The extended foundation-building phase required before processing the first payment Transitioning from 2.5-3 years of founder-led sales to a scalable GTM motion Using contract terms as competitive differentiation rather than negotiation leverage Implementing a zero bugs policy and its impact on service costs and retention Building thought leadership through the Payment Strategy Show and Vertex conference Lead quality metrics over vanity metrics for content investments GTM Lessons For B2B Founders: Hire from the industry and invest disproportionately in technical onboarding: Rainforest maintains one of the highest concentrations of payments talent on a percentage basis—nearly everyone has worked in payments or payments-adjacent roles. But hiring isn't enough. Joshua obsesses over training because in complex sales, prospects ask detailed technical questions and "the moment that you give bad answers or don't know your stuff, they're going to detect that and that's going to detract a lot from the trust." When selling technical infrastructure, surface-level product knowledge kills deals. Every touchpoint—engineers, support, account execs—must understand not just how the product works, but why it works that way. Engineer your standard contract to eliminate negotiation cycles: Joshua inverted conventional wisdom by making Rainforest's standard contract "overly favorable to the client"—no hidden terms, no punitive clauses, no exclusivity provisions. The result: "We don't have to spend a lot of legal time going back and forth. We don't have to invest a lot of time and by the way, burning a lot of goodwill too in contract negotiations." Prospects consistently report the legal process was shockingly easy compared to competitors. This isn't about being naive—it's strategic capital allocation. Joshua's philosophy: "Pick the fights that really matter and everything else is just rounding." Time spent in legal negotiations is wasted time that could be spent onboarding customers. Embed sales capabilities into your customer success function: Rainforest trains their CS team on negotiation tactics, value selling, and objection handling—competencies rarely developed in post-sale teams. Joshua noted the primary goal is customer assistance, but growth is an underlying objective. This isn't about making CS "do sales"—it's about equipping them to have commercial conversations when customers naturally express expansion interest. The key enabler: strong product-market fit means "we don't have to sell it that much. It's really a conversation about solutioning." Enforce a zero bugs backlog in high-stakes environments: Joshua's unofficial core value—"don't f with the money"—manifests in their zero bugs policy. It's not that they never create bugs; it's that "we don't tolerate living with them. We don't have a backlog of bugs to fix." When a bug is validated, they fix it immediately. His head of engineering recently discussed this on a podcast because people find it radical. The payoff: "When you have a higher quality product, you don't have to invest as much in service because the product just works and you have naturally happy customers." For infrastructure products where errors cascade into customer incidents, the accumulated cost of technical debt vastly exceeds the upfront investment in quality. Qualify content success by whether it's converting your ICP: Joshua rejects vanity metrics entirely. When asked about podcast ROI, he said: "I'd rather have 100 highly qualified listeners that are great targets for us than have 100,000 listeners and not have 100 qualified ones." They track this rigorously—every inbound lead is asked how they discovered Rainforest, and an increasing percentage cite the podcast. Prospects explicitly say "we heard the podcast and nobody else is putting this content out there." The metric isn't downloads; it's whether qualified buyers are self-identifying through your content and entering sales conversations pre-educated and pre-sold. Build ecosystem assets without demanding immediate attribution: Rainforest launched Vertex—a curated conference for vertical software founders and operators—that explicitly isn't a Rainforest sales event or user conference. Joshua doesn't track lead conversion from the conference: "That's not one of the key metrics. We actually look at NPS score as one of the key metrics. Did people find value in the conference?" They're running it twice this year because attendees report it's the highest-quality conference they attend annually. His philosophy: "Go create value, legitimate, genuine value for the ecosystem and they will come to us." They deliberately limit attendance to several hundred and choose venues that physically can't accommodate massive scale—maintaining intimacy as a forcing function against growth-for-growth's-sake. Plan for extended pre-market build phases in regulated industries: Joshua's advice for payments founders: "Make sure you know what you're getting into. It's a big build and there's very low tolerance for misses." Before processing their first payment, Rainforest had to achieve PCI compliance, SOC2 compliance, and implement comprehensive security infrastructure. Only then could they begin customer development with close network contacts. He contrasts this with his standard founder advice: build an MVP, sell quickly, get feedback, iterate. In payments, that playbook doesn't work—"you actually have to build so much of the foundation first just to process your very first payment." Founders in regulated spaces need patient capital and realistic timelines that acknowledge compliance infrastructure isn't optional. Institutionalize "ruthlessly simplify" as an operating principle: One of Rainforest's core values is ruthless simplification, which Joshua applies to "the legal contract, the engineering documentation, anything." He asks his team repeatedly when reviewing anything: "Can we simplify it? Can we simplify it? Can we simplify it?" The output quality dramatically improves. He references the Tim Ferriss framing: "What would this look like if it were simple?" When applied consistently, it cuts approximately 50% from plans, strategies, and deliverables—even when the creator thought they were already building simply. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Are you tracking dozens of numbers but still unsure how your firm is really performing? More data does not equal more clarity. What matters is knowing which five metrics actually drive decisions.In this episode of The Wize Way Podcast, Wize Mentor Thomas breaks down the Fab 5, the five high-level KPIs every firm owner should be watching if they want clarity, control, and sustainable growth:✅ Why revenue and profitability only matter when viewed through the right lens ✅ How fees won and lost reveal your future hiring needs months in advance ✅ The hidden story behind WIP, lockup, and cash flow ✅ Why client and team NPS quietly drive referrals, retention, and performance ✅ How to use benchmarks to spot problems early without getting buried in numbersIf you want to stop tracking everything and start focusing on what actually moves your firm forward, this conversation will give you a practical framework to lead with confidence.________________ PS: Whenever you're ready… here are the fastest 4 ways we can help you fix and grow your accounting firm: 1. Download our famous Wize Freedom Map for FREE - Find out the 96 projects every firm owner must implement to build a $5M+ firm that can run without them - Download here 2. Need to Hire right now? Book a 1:1 FREE discovery call with our WizeTalent hiring coaches to help find your next team member the Wize Way – Click Here 3. Work with Jamie and our mentors for 8 weeks - Build a custom business plan for your firm - Apply here
On this episode of NP Pulse, we discuss the common causes of misdiagnosis and the red flags NPs can encounter on the road to diagnosing and treating rare diseases. Today's guests are Stephanie Hosley and Deena Rodney, two NP experts who approach the topic of rare diseases with consideration and care. This podcast is made possible by Alexion.
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day. What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it. How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision. How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making. What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it. How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them. How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter. Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention. Next steps for leaders and executives Re-state the unit vision and mission in execution language. Choose one position goal and one proving metric. Set KRAs + standards, then strip out "barnacle" activities. Audit skills and lock in coaching or hiring actions. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day. What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it. How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision. How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making. What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it. How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them. How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter. Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention. Next steps for leaders and executives Re-state the unit vision and mission in execution language. Choose one position goal and one proving metric. Set KRAs + standards, then strip out "barnacle" activities. Audit skills and lock in coaching or hiring actions. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
Welcome back to Truth, Lies & Work — the podcast where behavioural science meets real working life. This week, we're asking a simple question with uncomfortable answers: who really gets flexibility, who's trusted around AI, and what psychology myths are still shaping work decisions?
Send us a textMore of us are being seen by nurse practitioners (NPs) and physician associates/assistants (PAs); for routine care outcomes look similar to physician visits, but for complex, new, or worsening problems you should push to see the doctor and ask for clear oversight.Key topicsWhy this is happening: Longer waits and rising demand meet a physician shortfall, so systems lean on NPs/PAs to expand access. New-patient waits average ~31 days, varying widely by city and specialty (AMN). Fewer people have a usual source of care, pushing visits to urgent care/ER (Milbank Scorecard).The scope shift: NP involvement in Medicare outpatient visits rose from 14% in 2013 to ~26% in 2019 (Harvard/Tradeoffs summary). Projections show rapid growth in NP and PA roles through 2030 (ValuePenguin analysis).Training differences (at a glance): NPs typically complete a master's/DNP with ~500–700 supervised clinical hours and, in many states, can practice independently; PAs complete a master's with ~2,000 supervised hours and practice with physician collaboration; physicians complete medical school plus 3–5+ years of residency (~10,000+ hours) and broad rotations—critical for complex differential diagnosis (AJMC overview).Quality of care, by the evidence: For common, protocol-driven issues, outcomes are generally similar. A Cochrane-summarized evidence base finds comparable results for blood pressure control, mortality, and patient satisfaction, with longer counseling time in NP visits (AJMC summary of RCTs). Patients often feel PAs spend more time with them (JAAPA survey). Diabetes care quality appears similar across clinicians (PubMed); NPs tend to deliver more smoking-cessation counseling (AANP brief).Where this works well: Routine follow-ups (blood pressure, cholesterol, diabetes), protocol-based care, minor acute concerns (UTI, simple URI), post-op checks when all is going well—especially with clear physician involvement.When to push for the doctor: New, unclear, or non-resolving problems (e.g., complex headaches, persistent back pain, ongoing fatigue or depression), multiple chronic conditions, many medications, or when a serious alternative diagnosis must be ruled out (e.g., “heartburn” vs. cardiac disease).Advocate for transparency: Ask in advance who you'll see, whether your case will be reviewed with a physician, and how escalation works if you're not improving.TakeawaysAccess will keep driving NP/PA growth; use it to be seen sooner.For routine care, NPs/PAs are often a solid choice with similar outcomes and more counseling time.For complexity, insist on physician evaluation or documented oversight.You have the power to ask questions, confirm the plan, and request escalation when needed.Links mentioned in this episode AMN wait-time trends →
Send us a text✨ Was steckt wirklich hinter der Allegris-Verspätung bei Lufthansa?Die massiven Verzögerungen beim neuen Allegris-Produkt – besonders bei der Boeing 787-9 – liegen nicht primär an Lufthansa, sondern an der extrem komplexen Sitzproduktion und der langsamen FAA-Zertifizierung.Collins Aerospace, einer der beteiligten Hersteller, kämpft mit der Zulassung der verschiedenen Sitzvarianten. Besonders betroffen: alle Sitze außer den vordersten Suites, die bisher als einzige vollständig zertifiziert wurden.Das Ergebnis: Lufthansa darf aktuell nur 4 von 28 Business-Class-Sitzen wirklich verkaufen – und das kostet jeden Tag echtes Geld. Die vollständige Freigabe wird erst Mitte/Ende 2026 erwartet.
Monday, January 26th, 2026Today, 37 year old Veterans Affairs ICU nurse Alex Pretti was disarmed and executed by Trump's agents in Minneapolis; Chuck Schumer says Democrats will not vote to fund most of the government; gay asylum seekers are being deported to Iran where they will likely face torture or execution; an FBI agent who tried to investigate Jonathan Ross in the murder of Renée Good has resigned; Ted Cruz rakes JD Vance and Trump over the coals during private donor meetings; a judge has ordered the three people arrested for entering a church with Don Lemon released from prison; Pam Bondi has written a letter offering to take ICE out of Minnesota if the state hands over it's SNAP and voter rolls; a judge has issued a restraining order barring the feds from destroying or tampering with evidence in the Alex Pretti murder; corporate media covers a general strike in Minneapolis; and Allison and Dana deliver your Good News.Thank You, Naked WinesTo get 6 bottles of wine for $39.99, head to nakedwines.com/DAILYBEANS and use code DAILYBEANS for both the code and password.Thank You, ShopifySign up for a $1/month trial period at shopify.com/dailybeansGuest: Joyce Vance Giving Up Is Unforgivable by Joyce Vance - Penguin Random HouseCivil Discourse with Joyce Vance | Substack#SistersInLaw - Podcast - Apple Podcasts, The Insider Podcast@joycewhitevance.bsky.social on BlueskyThe LatestNEW: A Leaked Internal CBP Memo Orders Mandatory Riot Control Training for All Officers | The BreakdownStoriesBondi seeks Minnesota voter rolls, welfare data to "help bring back law and order" in wake of shootings | CBS NewsDemonstrators Flood Minneapolis Streets as Hundreds of Businesses Close to Protest ICE | NYTGay asylum-seekers set for deportation to Iran fear execution in their home countryExclusive: In secret recordings, Cruz trashes Trump tariffs, Vance | Axios Good TroubleHelp get SJ reinstated at Yosemite We're asking members of the public to amplify by emailing Acting Director Jessica Bowron at nps_director@nps.gov and Yosemite Superintendent at raymond_mcpadden@nps.gov to reinstate Dr. SJ Joslin. They may also fill out the “contact us” form at Yosemite's page at NPS.gov/yose.Here's a script people can send: "Hello Acting NPS Director Jessica Bowron,I saw that several NPS unions have signed and released an open letter directed to you in support of Dr. SJ Joslin and their reinstatement to Yosemite National Park. I strongly agree with the 4,200 NPS employees, or an estimated 33% of the total NPS workforce, that these signatures represent. Please review their letter and reinstate SJ to their rightful place in the National Park Service.Sincerely, Your Name”→Tell Congress Ice out Now - Take Action Now | Indivisible→Defund ICE (UPDATED 1/21) - HOUSE VOTE THURSDAY→Urge American Ballet Theatre to cancel upcoming Kennedy Center performances →Ways to Support MN's Immigrant Communities Amid ICE Activity - Mpls.St.Paul Magazine→Congress: Divest From ICE and CBP | ACLU→ICE List →iceout.org→2026 Trans Girl Scouts To Order Cookies From! | Erin in the Morning Good Newsquiltbynight.com/_files/ugd/ba8c2f_61341fec36e14147a709360bdedbbfc6.pdfMadison Roller Derby→Go To Good News & Good Trouble - The Daily Beans to Share YoursSubscribe to the MSW YouTube Channel - MSW Media - YouTubeOur Donation LinksPathways to Citizenship link to MATCH Allison's Donationhttps://crm.bloomerang.co/HostedDonation?ApiKey=pub_86ff5236-dd26-11ec-b5ee-066e3d38bc77&WidgetId=6388736Allison is donating $20K to It Gets Better and inviting you to help match her donations. Your support makes this work possible, Daily Beans fam. Donate to It Gets Better / The Daily Beans FundraiserJoin Dana and The Daily Beans and support on Giving Tuesday with a MATCHED Donation http://onecau.se/_ekes71More Donation LinksNational Security Counselors - Donate
Confidence doesn't magically appear with time — especially for Nurse Practitioners early in their careers. In this episode, we break down how NPs can build real clinical confidence without years of experience.You'll learn why confidence isn't about knowing everything, how to trust your clinical thinking, and practical ways to reduce self-doubt, imposter syndrome, and anxiety in practice.In this episode, we cover:Why experience alone doesn't create confidenceWhat clinical confidence actually looks likeHow to build confidence without memorizationStay Tuned for next week to hear about: The role of systems in building confidenceHow new and early-career NPs can grow fasterWhether you're a new grad NP, NP student, or early-career Nurse Practitioner, this episode will help you feel more grounded, capable, and confident in your role.
Analysts Don Kellogg and Roger Entner discuss Comcast's new loyalty program, Xfinity Membership, and whether it will work as intended for the cable giant.00:00 Episode intro 00:25 Xfinity Membership overview 02:18 Loyalty plans actually drive acquisitions 04:04 Tangible vs. vague rewards 05:17 Verizon and T-Mobile's loyalty programs 06:49 Will these programs work for cable? 07:58 Customer care as a potential perk and episode wrap-upTags: telecom, telecommunications, wireless, prepaid, postpaid, cellular phone, Don Kellogg, Roger Entner, Comcast, Xfinity, cable, loyalty, T-Mobile, Peacock, Verizon, churn, NPS, customer-centric, support
CX Goalkeeper - Customer Experience, Business Transformation & Leadership
Marbue Brown defines customer obsession versus customer focus. He explains you start with the customer and work backwards. He contrasts companies that work backwards from product or profits. He draws on Amazon practices where the question, "what is the competition doing?" rarely comes up. He outlines five levels on the customer obsession continuum: customer indifferent, aware, focused, centric, and obsessed. He gives cultural examples like hashtag thank you Thursday used by leaders to recognize employees and reinforce customer priorities across the organization. Marbue explains tools to measure and act on customer obsession. He describes the customer obsession barometer built with Dr. John Hughes. It scores nine practices from his book Blueprint for Customer Obsession. The barometer separates top tier companies and identifies "obsessed customers" who recommend and repurchase. He gives Chase as a success story. Chase links employee obsession with customer results through listening, rapid actioning of feedback, branch visits, and recognition. About Marbue Brown Marbue Brown is founder of The Customer Obsession Advantage, a firm dedicated to helping companies achieve transcendent business results through Customer Obsession. He is an accomplished customer experience (CX) executive with a track record of thought leadership and signature business results at some of the most iconic companies on the planet, including JP Morgan Chase, Amazon.com, Microsoft Corporation, and Cisco Systems. As a CX leader, he guided the Chase Consumer Bank to record performance in the JD Power Retail Banking Study, NPS and branch satisfaction. He transformed the Andon Cord mechanism at Amazon.com from a primarily manually triggered to system to a primarily automated system triggered by machine learning and statistical models. The Andon Cord is one of Amazon.com's most significant mechanisms it uses to personify its Customer Obsession culture. Marbue devised and codified the NSAT Improvement Approach at Microsoft, which was widely used by business units to dramatically improve CX as well as international subsidiaries who won nationwide awards in the process. He co-authored seminal articles about customer experience measurements that are widely cited in industry. He is a sought after speaker and published author on customer experience, business strategy and economic policy. Relevant links: www.customerobsession.net Chapters: 0:00 - Intro 0:35 - Career Highlights and Key Achievements 4:13 - Winning in Customer-Centric Roles 9:13 - Understanding Customer Obsession 11:42 - Customer Obsession Continuum Explained 16:45 - Measuring Customer Obsession with Barometer 22:11 - Success Story: Chase's Customer and Employee Focus 32:53 - Key Takeaways on Customer Policies 35:12 - Conclusion and Farewell Please, hit the follow button and leave your feedback: Apple Podcast: https://www.cxgoalkeeper.com/apple Spotify: https://www.cxgoalkeeper.com/spotify About the host: Gregorio Uglioni is a seasoned transformation leader with over 15 years of experience shaping business and digital change, consistently delivering service excellence and measurable impact. As an Associate Partner at Forward, he is recognized for his strategic vision, operational expertise, and ability to drive sustainable growth. A respected keynote speaker and host of the well-known global podcast Business Transformation Pitch with the CX Goalkeeper, Gregorio energizes and inspires organizations worldwide with his customer-centric approach to innovation. Follow Gregorio Uglioni on Linkedin: https://www.linkedin.com/in/gregorio-uglioni/
Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Are you keeping track of the metrics that actually drive profit and control… or getting sidelined by vanity metrics that make you feel busy?In this episode of The Wize Way Podcast, Thomas breaks down the Fab 5 KPIs and why they've been refined over the last 10–15 years into a simple scoreboard that gives firm owners a full-spectrum view of how the business is really performing.You'll learn:✅ Why output metrics matter more than input metrics (and how to spot the difference) ✅ The Fab 5: Revenue, Profitability, Lockup, Sales, and NPS, and what each one reveals ✅ Why write-ons / write-offs is often the hardest KPI to track, but the most powerful for protecting margin ✅ How KPI patterns tell a story and help you diagnose what's actually happening inside the firm ✅ The monthly manager meeting rhythm that turns KPIs into ownership, accountability, and calm leadershipIf you want to stop tracking numbers for the sake of it, and start using a KPI dashboard that makes decisions obvious, this episode is a must-listen.________________ PS: Whenever you're ready… here are the fastest 4 ways we can help you fix and grow your accounting firm: 1. Download our famous Wize Freedom Map for FREE - Find out the 96 projects every firm owner must implement to build a $5M+ firm that can run without them - Download here 2. Need to Hire right now? Book a 1:1 FREE discovery call with our WizeTalent hiring coaches to help find your next team member the Wize Way – Click Here 3. Work with Jamie and our mentors for 8 weeks - Build a custom business plan for your firm - Apply here
THE Sales Japan Series by Dale Carnegie Training Tokyo, Japan
Clients don't need to do anything — and that's the brutal truth every salesperson meets early. If a buyer can stick with the same supplier, or do nothing at all, many will. The only thing that moves them is a felt gap between where they are now and where they want to be, plus a reason to bridge it now, not "sometime later". This piece unpacks how to surface that gap without bruising ego, how to test the buyer's DIY confidence with diplomacy, and how to quantify the pain of inaction so urgency becomes logical and emotional — the kind that actually triggers action. Why don't buyers take action even when they agree there's a problem? Buyers can agree there's a gap and still do nothing, because "no change" is often the lowest-risk option. In B2B and complex services, inaction is a decision: keep the incumbent, keep the budget, keep the politics calm. Post-pandemic (2021–2025), many firms tightened discretionary spend, so "we'll revisit next quarter" became a default script — whether you're selling into a Tokyo conglomerate, a US mid-market SaaS firm, or a European manufacturer. Procurement teams are trained to delay; senior leaders are trained to back their own judgement; and everyone is juggling competing priorities. Your job isn't to force urgency — it's to reframe the cost of waiting so the buyer persuades themselves. That's classic Challenger thinking and it pairs neatly with Dale Carnegie-style respect: tough on the issue, gentle with the person. Mini-summary: Agreement isn't action; urgency comes from reframing risk. Do now: Ask, "What happens if nothing changes by the end of this quarter?" What exactly is the "buyer's gap" in sales — and how do you diagnose it fast? The buyer's gap is the distance between the buyer's current reality and their desired future, measured in outcomes, not opinions. Think of it as a before/after delta: revenue leakage, churn, quality defects, compliance exposure, missed hires, stalled strategy. In Salesforce or HubSpot terms, it's the difference between "pipeline health today" and "forecast reliability we need by FY2026". In SPIN Selling language, it's the implication of the problem, expressed in business impact. Diagnosing it quickly means anchoring in concrete targets (KPIs, SLAs, customer NPS, cycle time, cost-to-serve) and a timeframe (this quarter, next six months, before a product launch). Compare contexts: Japanese decision-making often needs broader internal alignment; US teams may move faster but demand ROI proof; both still require clarity on what "better" looks like and what "staying put" costs. Mini-summary: A gap you can't measure becomes a gap you can't sell. Do now: Get the buyer to state one KPI and one deadline they'll be judged on. How do you test a buyer's DIY confidence without insulting them? You don't tell leaders they're wrong — you ask questions that let them discover the limits of "we can do it ourselves". Most executives have strong self-belief. If you attack it, you'll trigger defensiveness and stall the deal. Instead, use diplomatic, diagnostic questions that probe resourcing, capability, and trade-offs: "Who owns this internally?", "What will they stop doing to make time?", "What's the plan if your top performer leaves?", "How will you measure progress in 30 days?" That's subtle pressure, not arrogance. It's also psychologically smart: people trust conclusions they reach themselves (behavioural science 101, think Kahneman). In Japan, where saving face matters, this matters even more; in startups, the risk is overconfidence and bandwidth collapse. Your goal is respectful doubt — enough to show that DIY has hidden costs and timelines. Mini-summary: Self-persuasion beats salesperson persuasion. Do now: Ask, "What would have to be true for DIY to work on time — and what usually gets in the way?" How do you create urgency without sounding manipulative or desperate? Urgency isn't hype — it's a credible timeline tied to consequences the buyer already cares about. Manipulative urgency ("discount ends Friday") works in low-stakes retail; it backfires in enterprise sales. What works is a shared clock: contract renewals, regulatory deadlines, board reviews, hiring cycles, seasonal demand, or tech deprecation. As of 2025, AI and cyber risk conversations have made timelines sharper — but buyers still resist if the consequence is fuzzy. So you build urgency with cause and effect: "If implementation slips past March, your Q2 launch misses the marketing window", or "If churn stays at 12% for another two quarters, CAC payback blows out". Use comparative framing: multinationals have bureaucracy delays; SMEs have cashflow risk; both suffer when waiting compounds losses. Mini-summary: Real urgency is timeline + consequence, not theatre. Do now: Co-create a milestone plan and ask, "What breaks if we miss this date?" How do you quantify the cost of inaction when you don't have all the numbers? You don't need perfect data — you need credible ranges and the right questions to surface the buyer's own numbers. Opportunity cost sounds theoretical until you attach it to money, time, and risk. Start with what you can observe: volume, conversion, defect rate, cycle time, average deal size, staff turnover. Then use ranges: "If delays cost you 1–3 deals a month, what's that in gross margin?" or "If rework is 5–10% of project hours, what's that in payroll dollars?" Gartner and Forrester-style ROI thinking isn't about precision; it's about decision clarity. In heavily engineered sectors (manufacturing, logistics), buyers often have better operational metrics than they realise; in professional services, time-to-value is your lever. The key is to make the buyer feel the leakage with concrete estimates. Mini-summary: Concrete ranges create felt pain; vague talk creates procrastination. Do now: Build a simple "cost of waiting" calculator with the buyer in the meeting. What should sales leaders coach teams to do now to close the buyer's gap? Coach your team to run "gap conversations" that are respectful, evidence-based, and relentlessly action-oriented. This is not about being aggressive; it's about being professionally brave. Train reps to (1) diagnose the gap in one sentence, (2) test DIY assumptions with diplomacy, (3) quantify inaction in ranges, and (4) land a clear next step with a date. Role-play implication questions, not product pitches. Use call reviews to check whether reps anchored to a deadline and KPIs. Bring in frameworks: SPIN for problem/implication, Challenger for reframe, Dale Carnegie for relationship, MEDDICC for qualification discipline. In Japan, coach patience and consensus mapping; in the US, coach ROI and speed; across both, coach "action now" language that still feels respectful: "What would make it reasonable to start in the next 30 days?" Mini-summary: Skills, not slogans, create urgency. Do now: Add one KPI, one deadline, and one implication question to every discovery call script. Conclusion Most prospects won't move just because you're enthusiastic, or because your solution is objectively good. They move when the gap is real, measurable, and emotionally felt — and when they accept that DIY is riskier than it sounds. Your best persuasion isn't a monologue; it's a sequence of smart questions that lead the buyer to persuade themselves. Next steps for leaders Audit discovery calls for KPI + deadline + implication questions Build a lightweight "cost of delay" worksheet your team can use live Run weekly role-plays on diplomatic DIY-testing questions Align sales and delivery on realistic milestone plans (no fantasy timelines) Hold reps accountable to scheduling the next action with a date Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
How do large fertility networks retain great people when everyone is struggling to do the same?In this week's episode of Inside Reproductive Health, Iris González, Chief Operating Officer of IVI RMA North America, to talks about how one of the largest fertility organizations in the country approaches retention, leadership, and patient experience at scale.Iris shares:How IVI RMA uses regular operator meetings to address retention across practicesThe dyad leadership model used throughout the organizationIVI RMA's built-in backup staffing strategiesWhy IVI RMA implemented patient advisory councils (and how they act on the feedback)The operational changes they made to improve financial counselingHow IVI RMA tripled patient survey participation (While improving NPS)
South Carolina Medical Association (SCMA) immediate past president Mayes DuBose, MD and Vice President of Advocacy and Policy Counsel Holly Pisarik discuss efforts that the association has led in fighting bills that would allow unsupervised practice rights to NPs and PAs after just 2,000 hours of clinical hour experience - and let PAs switch specialties after just 1,000 hours.https://www.scmedical.org/Get the books: Patients at Risk https://www.amazon.com/dp/B08M9YJQR3/Imposter Doctors: https://www.amazon.com/dp/1627344438/PhysiciansForPatientProtection.org
Most customer experience goals are meaningless. In this episode, Bob Furniss and Amas Tenumah dismantle the way contact centers set annual CX metrics and explain why leaders keep optimizing numbers that customers neither notice nor value. Using insights from a John Goodman article on CX goal-setting, the conversation exposes the disconnect between executives, customers, and frontline teams—and why automation, deflection, and "respectable" percentage improvements often make service worse, not better. This episode is about shifting from internally convenient metrics to customer-impactful outcomes. What You'll Hear Why CX goals are often chosen because they sound reasonable, not because they solve customer problems How executives chase a single "magic number" instead of understanding service complexity The fundamental incentive gap between customers and senior leadership Why customers and frontline agents are aligned—but executives aren't How automation and bots optimize company metrics while frustrating customers Where AI actually helps: analyzing volume, root causes, and systemic friction Why average metrics (ASA, AHT) distort reality and reward the wrong behavior How poor goal-setting punishes leaders who successfully automate the "easy" work The risk of letting someone else define your goals if you don't take control A real-world example of automation done right—and how bad metrics mislabel it as failure Key Takeaways Vanity metrics don't fix customer experience Deflection and containment may look good internally while actively harming trust CX leaders must own the narrative or be trapped chasing numbers they don't believe in AI should surface customer pain, not just reduce contact volume Goals should reflect customer outcomes, not executive convenience Resources Mentioned John Goodman's article on CX goal-setting (referenced in discussion) HOLD: The Suffering Economy of Customer Service by Amas Tenumah Available on Amazon Signed copies at waitingforservice.com Who This Episode Is For Contact center and CX leaders setting 2026 goals Executives relying on NPS, ASA, AHT, or deflection as proxies for success Practitioners tired of fixing the wrong problems Anyone responsible for explaining service performance to leadership
In this episode of The Boardroom Buzz, the Blue Collar Twins sit down with Trevor Sharp and Scott Sandberg from Ruva Pest Control, the Utah door-to-door guys who packed up, moved to Connecticut, and built a high-retention pest brand from scratch. In just three years, Ruva has stacked close to 3,000 five-star Google reviews, blended aggressive door-to-door with disciplined digital, and built a culture where twenty‑somethings earn $80K+ and line up for supervisor licenses. They share how they chose Connecticut, why they fired almost their entire first ops team, and how they rebuilt around culture, referrals, and customer experience. This is a doors-to-boardroom playbook on building a real company behind a door-to-door engine. You'll learn: • Why they left a big national and relocated to Connecticut with zero presence • The hiring mistake that wrecked year one ops and how they fixed retention • How they use NPS and review-based incentives to drive service quality • Why combining door-to-door with LSA, PPC, and referrals beats single-channel growth • How they're structuring branch equity for future leaders (and why it matters) Ready for boardroom-level help with your own business? • Grow, sell, or exit your service company with Potomac: https://www.potomaccompany.com Connect with the hosts: • Blue Collar Twins – Jason & Jeremy Julio: https://bluecollartwins.com Connect with Paul: • Paul Giannamore – Managing Director & M&A advisor at Potomac: https://www.linkedin.com/in/paulgiannamore
In this episode, Justin talks with Claire, a family nurse practitioner ready to break out of traditional employment and launch her own functional medicine practice. Like most NPs considering the leap, Claire faces imposter syndrome and fears about starting a business from scratch. Together, they cut through the uncertainty and get real about what it takes to move from employee to business owner.You'll hear actionable advice on structuring a lean, cash-based practice, how to price and package services without overcomplicating your offer, whether insurance is worth the headache, and why you don't need thousands of patients to build a profitable clinic. They cover how to leverage your current skills, keep overhead low, and use your 1099 income to fund your startup smartly. Justin calls out the most common limiting beliefs, offers practical steps to get started part-time, and explains the right time to scale or bring on extra help.If you're stuck in overwhelm, worried you're not “ready,” or just want a blueprint for building your practice the right way, this episode lays out a clear, honest path forward.
Supporting a patient who needs medication does not end when they receive their prescription. Many patients struggle with living in pharmacy deserts, have further questions when their local pharmacies are closed or have difficulty remembering when and what medications to take. Family nurse practitioner Hiva Kolondrubetz and Tess Carey — senior pharmacist and clinical advisor at Amazon Pharmacy — are today's guests on NP Pulse, and they tackle the concerns NPs face when getting their patients to not only receive but also successfully take their prescribed medications. This podcast is made possible by Amazon.
Strange Tales of Ferals, NPS Secrets, and MORE!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.
We dig into why traffic is fragmenting, why single-channel expertise won't cut it, and how expert generalists, stronger offers, and brand strategy are now the true growth levers. We share a practical path from productized “done-for-you” to higher-margin “done-with-you,” plus frameworks for attribution, remote team performance, and human-in-the-loop AI.• AI-driven traffic shifts and platform changes• Generalists with deep skills as the new edge• Offers, positioning, and CRO over channel tricks• Human-in-the-loop standards to avoid AI slop• Done-with-you consulting to expand TAM and margin• Retainers, value pricing, and capacity planning• Attribution redesign and qualification signals• Objectives, metrics, KPIs, and NPS for retentionGuest Contact Information: Website: agencyacquisitions.ioLinkedIn: linkedin.com/in/nickavariaTwitter/X: x.com/Nick_AvariaYouTube: youtube.com/@AgencyAcquisitionsInstagram: instagram.com/nick_avariaMore from EWR and Matthew:Leave us a review wherever you listen: Spotify, Apple Podcasts, or Amazon PodcastFree SEO Consultation: www.ewrdigital.com/discovery-callWith over 5 million downloads, The Best SEO Podcast has been the go-to show for digital marketers, business owners, and entrepreneurs wanting real-world strategies to grow online. Now, host Matthew Bertram — creator of LLM Visibility™ and the LLM Visibility Stack™, and Lead Strategist at EWR Digital — takes the conversation beyond traditional SEO into the AI era of discoverability. Each week, Matthew dives into the tactics, frameworks, and insights that matter most in a world where search engines, large language models, and answer engines are reshaping how people find, trust, and choose businesses. From SEO and AI-driven marketing to executive-level growth strategy, you'll hear expert interviews, deep-dive discussions, and actionable strategies to help you stay ahead of the curve. Find more episodes here: youtube.com/@BestSEOPodcastbestseopodcast.combestseopodcast.buzzsprout.comFollow us on:Facebook: @bestseopodcastInstagram: @thebestseopodcastTiktok: @bestseopodcastLinkedIn: @bestseopodcastConnect With Matthew Bertram: Website: www.matthewbertram.comInstagram: @matt_bertram_liveLinkedIn: @mattbertramlivePowered by: ewrdigital.comSupport the show
The first year as a Nurse Practitioner can feel overwhelming, isolating, and nothing like what school prepared you for. In this episode, Sandra discusses openly the biggest challenges new NPs face—from confidence and decision-making to documentation, expectations, and burnout—and what actually helps during the transition from NP student to provider. If you're a new nurse practitioner or preparing to start your first NP job, this episode will give you clarity, reassurance, and a realistic roadmap forward.Absolutely—let's switch angles so it doesn't feel repetitive and hits a different emotional + practical nerve. This one leans into career protection, confidence, and long-term success, not just “new NP overwhelm.”
Dennis Martin Disappearance Update - NPS Files Released After 56 Years!Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.
In this 5 Insightful Minutes episode, Richard McKenzie, Chief Executive Officer at Veloq (a division of the Rohlik Group), joins Omni Talk to reveal how they've cracked the code on profitable online grocery delivery. From achieving 30% annual growth to maintaining an 88 NPS score, Richard breaks down how Rohlik delivers full-basket grocery in 3 hours profitably, why their automation approach succeeds where others have failed, and how building technology "customer backwards" creates operational excellence. If you've ever wondered what actually makes online grocery work financially, this episode is for you.
On this compelling episode of NP Pulse: The Voice of the Nurse Practitioner®️, Drs. Jessica Peck and Ashley Hodges reveal shocking trends affecting our children — and address the added risk and pressures young people face with increased exposure to social media. Social media plays a powerful role in shaping adolescent risk-taking, especially as teen brains are still developing and highly sensitive to reward and peer validation. In this final episode of AANP's adolescent health series, nurse practitioner (NP) experts Peck and Hodges explore how digital environments influence mental, physical and sexual health — and how clinicians and parents can respond. By normalizing developmentally appropriate risk, avoiding fear-based approaches and using strengths-based, motivational interviewing strategies, NPs can help teens navigate social media safely and support healthier decision-making in today's high-stakes digital world.
The Functional Nurse Podcast - Nursing in Functional Medicine
Sponsored by the Institute for Functional Nursing. Learn more about our programs at fxnursing.com Functional Medicine is meant to be about healing the root cause, not just managing symptoms—but not every provider or clinic claiming to practice “FM” is truly doing it. In this powerful episode, I share a personal (and fully permitted) story about a loved one who finally sought Functional Medicine help—only to end up in a clinic focused more on selling expensive labs and supplements than offering real clinical strategy, support, or individualized care. This isn't about calling out individuals. It's about protecting patients—especially those who are vulnerable, overwhelmed, or desperate for answers. I've had this same type of conversation with hundreds of RNs and NPs, and its an all too common problem. Whether you're navigating chronic illness, searching for integrative support, or trying to help a loved one who's struggling, this conversation will help you understand how to identify red flags, ask the right questions, and recognize when a provider isn't truly practicing root-cause Functional Medicine. Learn how to vet Functional Medicine providers Discover the red flags of “brand-based” FM vs. process-based FM Understand why supplement-heavy protocols often miss the mark Explore the importance of patient readiness before starting care See why IFM training is a valuable (but not foolproof) signal If you're looking for ethical, effective, and personalized root-cause care—this episode is for you. In This Episode: Signs a clinic may be using "Functional Medicine" as a sales tactic Why supplement-first protocols often backfire How to ask better questions before spending thousands The role of readiness in healing (and how to support someone who's not ready yet) The value of proper Functional Medicine training (like IFM) If this episode resonates with you, share it with someone who needs to hear it.
Dr. Lillian Liang Emlet is a Professor of Critical Care Medicine at the University of Pittsburgh, dually trained in Emergency Medicine and Critical Care. She's also a certified energy leadership coach and the CEO founder of Transforming Healthcare Coaching. She also hosts a podcast by the same name. We talk about a common phenomenon in healthcare: clinicians who are exceptional at their work getting promoted into leadership roles without the skills or support to succeed. Lillian shares how she helps healthcare leaders at all levels—physicians, nurses, NPs, PAs, pharmacists, executives—develop as whole people first before tackling the complexities of leading teams and systems. Lillian explains what energy leadership coaching actually means, and why healthcare will always need guides for its leaders even as we work to transform the culture. If you enjoy the show, please leave a ⭐⭐⭐⭐⭐ rating on Apple or a
BONUS: The Operating System for Software-Native Organizations - The Five Core Principles In this BONUS episode, the final installment of our Special Xmas 2025 reflection on Software-native businesses, we explore the five fundamental principles that form the operating system for software-native organizations. Building on the previous four episodes, this conversation provides the blueprint for building organizations that can adapt at the speed of modern business demands, where the average company lifespan on the S&P 500 has dropped from 33 years in the 1960s to a projected 12 years by 2027. The Challenge of Adaptation "What we're observing in Ukraine is adaptation happening at a speed that would have been unthinkable in traditional military contexts - new drone capabilities emerge, countermeasures appear within days, and those get countered within weeks." The opening draws a powerful parallel between the rapid adaptation we're witnessing in drone warfare and the existential threats facing modern businesses. While our businesses aren't facing literal warfare, they are confronting dramatic disruption. Clayton Christensen documented this in "The Innovator's Dilemma," but what he observed in the 1970s and 80s is happening exponentially faster now, with software as the accelerant. If we can improve businesses' chances of survival even by 10-15%, we're talking about thousands of companies that could thrive instead of fail, millions of jobs preserved, and enormous value created. The central question becomes: how do you build an organization that can adapt at this speed? Principle 1: Constant Experimentation with Tight Feedback Loops "Everything becomes an experiment. Not in the sense of being reckless or uncommitted, but in being clear about what we're testing and what we expect to learn. I call this: work like a scientist: learning is the goal." Software developers have practiced this for decades through Test-Driven Development, but now this TDD mindset is becoming the ruling metaphor for managing products and entire businesses. The practice involves framing every initiative with three clear elements: the goal (what are we trying to achieve?), the action (what specific thing will we do?), and the learning (what will we measure to know if it worked?). When a client says "we need to improve our retrospectives," software-native organizations don't just implement a new format. Instead, they connect it to business value - improving the NPS score for users of a specific feature by running focused retrospectives that explicitly target user pain points and tracking both the improvements implemented and the actual NPS impact. After two weeks, you know whether it worked. The experiment mindset means you're always learning, never stuck. This is TDD applied to organizational change, and it's powerful because every process change connects directly to customer outcomes. Principle 2: Clear Connection to Business Value "Software-native organizations don't measure success by tasks completed, story points delivered, or features shipped. Or even cycle time or throughput. They measure success by business outcomes achieved." While this seems obvious, most organizations still optimize for output, not outcomes. The practice uses Impact Mapping or similar outcome-focused frameworks where every initiative answers three questions: What business behavior are we trying to change? How will we measure that change? What's the minimum software needed to create that change? A financial services client wanted to "modernize their reporting system" - a 12-month initiative with dozens of features in project terms. Reframed through a business value lens, the goal became reducing time analysts spend preparing monthly reports from 80 hours to 20 hours, measured by tracking actual analyst time, starting with automating just the three most time-consuming report components. The first delivery reduced time to 50 hours - not perfect, but 30 hours saved, with clear learning about which parts of reporting actually mattered. The organization wasn't trying to fulfill requirements; they were laser focused on the business value that actually mattered. When you're connected to business value, you can adapt. When you're committed to a feature list, you're stuck. Principle 3: Software as Value Amplifier "Software isn't just 'something we do' or a support function. Software is an amplifier of your business model. If your business model generates $X of value per customer through manual processes, software should help you generate $10X or more." Before investing in software, ask whether this can amplify your business model by 10x or more - not 10% improvement, but 10x. That's the threshold where software's unique properties (zero marginal cost, infinite scale, instant distribution) actually matter, and where the cost/value curve starts to invert. Remember: software is still the slowest and most expensive way to check if a feature would deliver value, so you better have a 10x or more expectation of return. Stripe exemplifies this principle perfectly. Before Stripe, accepting payments online required a merchant account (weeks to set up), integration with payment gateways (months of development), and PCI compliance (expensive and complex). Stripe reduced that to adding seven lines of code - not 10% easier, but 100x easier. This enabled an entire generation of internet businesses that couldn't have existed otherwise: subscription services, marketplaces, on-demand platforms. That's software as amplifier. It didn't optimize the old model; it made new models possible. If your software initiatives are about 5-10% improvements, ask yourself: is software the right medium for this problem, or should you focus where software can create genuine amplification? Principle 4: Software as Strategic Advantage "Software-native organizations use software for strategic advantage and competitive differentiation, not just optimization, automation, or cost reduction. This means treating software development as part of your very strategy, not a way to implement a strategy that is separate from the software." This concept, discussed with Tom Gilb and Simon Holzapfel on the podcast as "continuous strategy," means that instead of creating a strategy every few years and deploying it like a project, strategy and execution are continuously intertwined when it comes to software delivery. The practice involves organizing around competitive capabilities that software uniquely enables by asking: How can software 10x the value we generate right now? What can we do with software that competitors can't easily replicate? Where does software create a defensible advantage? How does our software create compounding value over time? Amazon Web Services didn't start as a product strategy but emerged from Amazon building internal capabilities to run their e-commerce platform at scale. They realized they'd built infrastructure that was extremely hard to replicate and asked: "What if we offered it to others?" AWS became Amazon's most profitable business - not because they optimized their existing retail business, but because they turned an internal capability into a strategic platform. The software wasn't supporting the strategy - the software became the strategy. Compare this to companies that use software just for cost reduction or process optimization - they're playing defense. Software-native companies use software to play offense, creating capabilities that change the competitive landscape. Continuous strategy means your software capabilities and your business strategy evolve together, in real-time, not in annual planning cycles. Principle 5: Real-Time Observability and Adaptive Systems "Software-native organizations use telemetry and real-time analytics not just to understand their software, but to understand their entire business and adapt dynamically. Observability practices from DevOps are actually ways of managing software delivery itself. We're bootstrapping our own operating system for software businesses." This principle connects back to Principle 1 but takes it to the organizational level. The practice involves building systems that constantly sense what's happening and can adapt in real-time: deploy with feature flags so you can turn capabilities on/off instantly, use A/B testing not just for UI tweaks but for business model experiments, instrument everything so you know how users actually behave, and build feedback loops that let the system respond automatically. Social media companies and algorithmic trading firms already operate this way. Instagram doesn't deploy a new feed algorithm and wait six months to see if it works - they're constantly testing variations, measuring engagement in real-time, adapting the algorithm continuously. The system is sensing and responding every second. High-frequency trading firms make thousands of micro-adjustments per day based on market signals. Imagine applying this to all businesses: a retail company that adjusts pricing, inventory, and promotions in real-time based on demand signals; a healthcare system that dynamically reallocates resources based on patient flow patterns; a logistics company whose routing algorithms adapt to traffic, weather, and delivery success rates continuously. This is the future of software-native organizations - not just fast decision-making, but systems that sense and adapt at software speed, with humans setting goals and constraints but software executing continuous optimization. We're moving from "make a decision, deploy it, wait to see results" to "deploy multiple variants, measure continuously, let the system learn." This closes the loop back to Principle 1 - everything is an experiment, but now the experiments run automatically at scale with near real-time signal collection and decision making. It's Experiments All The Way Down "We established that software has become societal infrastructure. That software is different - it's not a construction project with a fixed endpoint; it's a living capability that evolves with the business." This five-episode series has built a complete picture: Episode 1 established that software is societal infrastructure and fundamentally different from traditional construction. Episode 2 diagnosed the problem - project management thinking treats software like building a bridge, creating cascade failures throughout organizations. Episode 3 showed that solutions already exist, with organizations like Spotify, Amazon, and Etsy practicing software-native development successfully. Episode 4 exposed the organizational immune system - the four barriers preventing transformation: the project mindset, funding models, business/IT separation, and risk management theater. Today's episode provides the blueprint - the five principles forming the operating system for software-native organizations. This isn't theory. This is how software-native organizations already operate. The question isn't whether this works - we know it does. The question is: how do you get started? The Next Step In Building A Software-Native Organization "This is how transformation starts - not with grand pronouncements or massive reorganizations, but with conversations and small experiments that compound over time. Software is too important to society to keep managing it wrong." Start this week by doing two things. First, start a conversation: pick one of these five principles - whichever resonates most with your current challenges - and share it with your team or leadership. Don't present it as "here's what we should do" but as "here's an interesting idea - what would this mean for us?" That conversation will reveal where you are, what's blocking you, and what might be possible. Second, run one small experiment: take something you're currently doing and frame it as an experiment with a clear goal, action, and learning measure. Make it small, make it fast - one week maximum, 24 hours if you can - then stop and learn. You now have the blueprint. You understand the barriers. You've seen the alternatives. The transformation is possible, and it starts with you. Recommended Further Reading Tom Gilb and Simon Holzapfel episodes on continuous strategy The book by Christensen, Clayton: "The Innovator's Dilemma" The book by Gojko Adzic: Impact Mapping Ukraine drone warfare Company lifespan statistics: Innosight research on S&P 500 turnover Stripe's impact on internet businesses Amazon AWS origin story DevOps observability practices About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.
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