Podcasts about ojt

The NDT industry has established in-depth guidelines and requirements for formal classroom training, but a shortfall in the standardization of on-the-job training (OJT) requirements remains.Donald Booth, CEO of the American Institute of Nondestructive Testing, explains.

In episode 2, season 4 of the Quadra Alumni Podcast we talk to a dedicated couple that has been involved in training Sea Cadets for much of the past 50 years.  Darrell and Sandy Dudley join me for a discussion about their Sea Cadet and Officer careers and most importantly their time at HMCS Quadra.  Darrell is from RCSCC Amphion and Sandy is originally from RCSCC Rainbow, they met at an OJT Reunion at the famous Big Bad John's bar at the Strathcona Hotel in Victoria.  For many years both Darrell and Sandy have served in the CIC at the local corps level and in Quadra.  It would be difficult to estimate how many young Sea Cadet lives this couple has influenced and continues to influence.You'll hear some of Sandy's memories from taking the Medical Assistant Course and then working as an OJT in Sick Bay.  Darrell tells us about his memories in the QSM as a cadet musician and how influential that part of his life was.  Later in life, the 2 Dudley daughters join Sandy and Darrell at summer training in Quadra.  Please enjoy this episode with two very dedicated Quadra Alumni members.Audio editing done by Todd Mason.More about the Quadra Alumni Podcast: - Join the Quadra Alumni Association at https://www.quadraalumni.com/ - Follow on Twitter at https://twitter.com/QAAPodcast- Follow on YouTube at https://www.youtube.com/@quadraalumnipodcast6108 - Follow on Instagram at https://www.instagram.com/q_alumni_podcast/?hl=en Email us at quadraalumnipodcast@gmail.com for any inquiries or requests to be on the Quadra Alumni Podcast

When I first got to Tokyo in 1979, there was a very well established corporate educational system in Japan.  Unlike Universities in Australia where you studied a subject and expected to work in a closely related field, Japan was concentrating on producing generalists.  It didn't matter what you had studied at University, because the company would educate you on what you needed to know. I also discovered that the tertiary educational system was broken, so companies couldn't rely on Universities to educate the young. I was so surprised to realise that except for those entering professions like law, medicine, architecture, etc., and needing to pass national exams, most students were living their best life (at their parents' expense). Think a four-year sojourn at Club Med and you get the flavour of spending most of your time engaging in club activities and working part-time jobs, rather than studying. The principal education tool for companies wasn't formal training.  There were a few weeks at the start as new grads were onboarded, where you learnt about the firm, systems and the basic etiquette of business. After that, your sempai or seniors and your boss would teach you the ropes. As everyone joined the firm for life, there was a logic in the boss spending their valuable time grooming the next generation. In 1978, the first Japanese language word processor was developed, which allowed everyone to type in Japanese more easily.  There were still secretarial pools in those days, so the boss didn't have to get their hands dirty playing around with this tech. In November 1995 Windows 95 was launched in Japan, which made it easy for anyone to access the internet.  With the take up of email, the boss was now required to write their own emails and gradually the secretarial pool went the way of the Dodo. The upshot is that this change meant the boss and the sempai were now much busier than before, doing their own emails and their own typing. The amount of time available to train the next generation on the job went down and has been down ever since. There was no supplementation with formal training, because the OJT system was so accepted as all that was needed.  These changes are glacial, so they didn't attract much attention on the way through, but things did change. Where are we today?  During Covid, we found a not very amusing contradiction with Japanese corporate training.  Those domestic Japanese companies who had already come to the realisation that corporate training was required just stopped in their tracks.  They cancelled set classes because of Covid and were worried about the safety aspects of people gathering together.  Dale Carnegie in the US had started online training delivery in 2010, so fortunately, we had specialized manuals for online delivery and certification systems in place for trainers and producers when Covid hit.  We could teach them global best practice techniques accumulated over the previous decade. We ran our first online class in March 2020, free for our clients and covering Stress Management.  We quickly found that WebEx at that time had a 100 person limit and we crashed the system.  We regrouped and completed the training session. We proved to ourselves that using the Dale Carnegie approach of highly interactive training also in the online training environment was a viable option. Unfortunately, many domestic Japanese companies didn't think so and refused the online option, believing that it couldn't provide sufficient delivery quality compared to face-to-face. That actually wasn't true, but nobody in Japan ever gets fired for foregoing opportunities to embrace change and do something new. They didn't want to return to the classroom, and they didn't want to do it online, so with this Catch 22, they did nothing. Some of these companies are slowly coming back to face-to-face training.  What Covid revealed though, was that the Middle Manager level of capability wasn't well developed, having relied only on OJT and they needed to fix this problem.  We have been doing a lot of leadership training as a result.  The gaps we notice are that the managers are totally undereducated on what is required to be a leader. They have spent time on the job so they can run the machine.  They can see that it runs on time, to cost and at the required quality, but these managerial attributes do not make them a leader. The difference between a manager and a leader is that the leader does all of those things a manager does, plus sets the direction for the team, builds the culture and develops the people. The upshot is that those companies who invest in their people and give their Middle Managers leadership training will do better in the zero sum game for retaining staff. People leave bosses, not companies. With the declining population and permanent shortage of people, replacing staff can be extremely difficult and potentially fatal to companies.  I believe the continued reliance on the broken OJT system for training leaders is a nonsense and a suicidal choice.  Get your people trained if you want to survive this war for talent. Young people are much more mobile and one in three are departing their companies after three or four years and joining the competitors. This is very expensive after they have been trained and they are hard to replace. With properly educated Middle Managers, the retention rates will be much higher and will yield a competitive advantage against rivals who have only been trained through OJT. This is no joke and the consequences of getting the equation wrong are deadly serious. OJT is dead. Companies should stop relying on it and should instead get professional leadership training for their Middle Managers before it is too late.    

Most of the sales jobs in Japan require the ability to sell in Japanese.  That usually means native speakers of Japanese or foreigners who can operate at a highly sophisticated language level.  There will be exceptions, but they are not that numerous.  Probably the bilingual recruitment industry is one of the main employers of foreigners who can't speak Japanese and English-language schools.  One could argue that today neither requires any real sales skills.  Recruitment, in particular, is at an inflection point where the demand definitely exceeds the supply, so anyone with a pulse can match a candidate from the database and invoice the firm looking to hire staff. Be they Japanese candidates for sales jobs or foreigners, what should we be looking for?  Some might look for a track record of sales results.  That is one indicator, but often not all that useful.  Is the methodology in your shop teams doing sales and being rewarded as a team with salary and bonuses? Or are there individual targets and commissions attached to the sales?  This is such a different construct, it depends on how you are configured.  Japanese salespeople, in my experience, love a salary, bonuses and team accountability.  They are reluctant to take individual responsibility for their sales results.  The money is obviously better when operating as an individual, but most Japanese salespeople feel overly exposed to the harsh realities of the sales life in this situation and prefer the comfy team embrace.  So expecting rocketing individual results from a salesperson who has been operating within a team is overly optimistic.  Despite that, I always favour personal accountability for results and work on gluing the team together, even though they are focused on getting their own numbers. How have they been trained is also a strong indicator?  Very few salespeople anywhere on the planet have been given formal sales training.  In Japan, it is usually on-the-job training or OJT where they go with their boss or more likely, with their senior to client calls. Japanese salespeople turning up on their own is rare in Japan. Usually they travel in pairs, as one is the understudy to the other, until such time that they become the senior in their own pair.  Ideally, we either want properly trained salespeople or we want to be able to train them formally, rather than rely on the Japanese system of intergenerational mediocrity. In some cases, the salesperson needs a degree of technical background for their work.  Japan though has a weak connection between what they study at University and the jobs they wind up doing, so often there is no direct match.  In many cases, the engineers may have the required technical training, but no formal sales training, so they are reliant on the OJT system for developing their sales abilities, which is at best a hit and miss affair. In general, broad skills are required and, in particular, communications and human relations skills are needed. Technical people can often be duds at both, so they need to be developed.  In other cases, the person has these key skills but is weak technically.  The Unicorn is always hard to net.  When I first worked at the retail bank in Shinsei, the hiring criteria was maths skills for salespeople selling investment products to wealthy individuals.  A rather dubious idea, I thought, so I changed it to put more emphasis on people and communication skills.  Naturally, the results vastly improved immediately. The other element we need to think about is our brand.  Does the person we are looking at hiring fit our brand or can we teach them how to fit.  If I see a sales guy with some of the things we are looking for, but has scruffy, poorly shined shoes, I know that I can teach him how to fix that issue.  If his haircut is a disaster, we can fix that too.  The point, though, is the individual has to submit to the brand and fit in with the company's thinking.  In today's environment where getting a sales job is super easy, maybe they don't want to change themselves to match the brand and expect things to flow the other direction.  In my case, I would always think long-term and want to defend the brand, because it is bigger than one salesperson. There is no doubt that we are all facing a lot of difficulty finding suitable salespeople based on our preferred criteria.  Whether we like it or not, we have to be flexible and the best idea is to train the people we hire to get them to the level we need.  Expecting they will come fully outfitted from the get-go is now a fantasy.  Times have changed and we need to move with the changes.  

Well, here it is - the meat and potatoes of the middle of your divorce journey.  We love doing these multiple part episodes.  We tend to have something  for everyone!  Plus, without much preparation and after over 180 shows, our OJT advice, tips, trick and methods are flowing throughout the show.  Discussions of legal separation, divorce permits, ride the clutch, you have a purpose, don't rule out therapy and self-doubt are all in this episode.  Stay tuned for Part 3 on the next podcast.  We have some surprises in store!Additional topics:The rabbit holeDr. Seuss words of wisdomThe ‘why' questionCry in the showerGrudges in your DNASybil SquirrelThe blame gameYour past can affect youGrief and depressionMost of the crap here is normalCourt datesIt becomes really realQuickies are good too!Everyone needs to learn on a stick!Free Divorce Recovery eBook and Weekly NewsletterHosted by Ausha. See ausha.co/privacy-policy for more information.

On this week's show, the four amigos break down the results of the Modern Open at NRG Indianapolis, the last big paper Modern tournament before MH3 changes everything (presumably). Plus, D00mwake joins the dark side and started playing Phoenix. And Stan tries some new cards in Ensoul, plus a bunch of OJT drafts. The Break Down: The Motor City is a Real Zoo Meta The Dive Down: Be the Bad Guy, Play Phoenix The Dive Down cont.: Stan Likes OTJ Become a citizen of The Dive Down Nation!: http://www.patreon.com/thedivedown Show the world that you're a proud citizen of The Dive Down Nation with some merch from the store: https://www.thedivedown.com/store Upgrade your gameplay and your gameday with Heavy Play accessories. Use code THEDIVEDOWN2024 for 10% off your first order at https://www.heavyplay.com Get 10% off your first 2 months of ManaTraders! https://www.manatraders.com/?medium=thedivedown and use coupon code THEDIVEDOWN_TZL And now receive 8% off your order of paper cards from Nerd Rage Gaming with code DIVE8 at https://www.nerdragegaming.com/ Timestamps: 6:56 - Heavy Play is our favorite co-host 8:25 - Goodbye, Tanner! 12:23 - This week's show/housekeeping 17:15 - NRG Indy's Modern $10K 46:15 - Cool decks grab bag - d00m on Izzet Phoenix 56:36 - Stan played some new cards in Ensoul 1:08:20 - Talking about Freestrider Lookout 1:13:45 - Stan loves OTJ draft 1:25:40 - Wrapping up Our opening music is Nowhere - You Never Knew, and our closing music is Space Blood - Goro? Is That Your Christian Name? email us: thedivedown@gmail.com (mailto:thedivedown@gmail.com) twitter: https://twitter.com/thedivedown

A Cali girl through and through, Morét Brealynn, has done it all when it comes to wine.  From tasting room host to marketeer.  From event planner to any odd task she could get involving grapes.  Her passion and experience from some of the top wineries in Napa and Sonoma (you'll have to listen to learn which ones!) gave her a phenomenal foundation the good ole fashioned way - OJT (on the job training).Moving into her fourth harvest as the head winemaker for her own label, Morét-Brealynn Wines, Morét now calls the shots. We think she's pretty darned good at it too!  With a refined palette and passion for Pinot Noir, she's tackling everything from purchasing barrels to walking the vineyards to identify the exact moment of perfect ripeness of the grapes in her wines. Her fingerprint translates to wines which are seductive, yet playful. Linked to tradition, yet innovative. All with her own personal touch.Giving back and having fun is also key in who Morét is and what she represents as a female as well as a minority (100% Mexican) in the industry.  She also serves as a Board Member of Wine Women, a women focused non profit and supports local animal shelters in her free time.  When a glass of wine isn't in her hands, you'll likely find a golf club there instead.We know your curiosity is piqued and you'll want to try Morét-Brealynn Wines for yourself - good news!  Simply go to https://moretbrealynnwines.com and use SOMMWOMEN in the coupon code for 20% off all individual wines! (Bundles excluded)Join us as we explore Morét's journey from the tasting room to head winemaker - of course it wouldn't be Somm Women Talk Wine without a little fun along the way!Cheers!Charisse & Kristi Thanks for joining Somm Women Talk Wine! Check out our socials for more fun filled wine exploration!Instagram:@somm_women_talk_wine@kristiwinenerd@charissehenryfw@kmayfield109All episodes are also on our website:SommWomenTalkWineCharisse and Kristi

There is a debate about whether Japan is any different from anywhere else when it comes to leading the team.  Intellectually, I can appreciate there are many similarities because people are people, but I always feel there are important differences.  One of the biggest differences is how people are trained to become leaders in Japan.  I should really clarify that statement and say how they are not trained to become leaders. The main methodology for creating leaders in Japan is through On The Job Training (OJT). I can see there is a crisp logic to the idea of OJT back in the day, however it is now a flawed system in the modern world of Japan.  In the West, leadership training is a given, because the value is recognised and so the investment is made to better educate the leadership cohorts through each generation. The first problem with Japan OJT is it presumes your boss knows about leading.  There is very little formal leadership training going on in Japan.  I don't believe it just about investing the money.  There is no great tradition here for corporate leadership training.  Before we dive into this subject, I believe we should clarify what is a leader in Japan and what is a manager and what is different.  Japan, in my observation, is full of managers, and there are few leaders. A manager runs the machine on budget, on quality, and on time. The leader does all of that and two very important additional tasks.  The leader persuades the team that the direction they are advocating is the correct one and, secondly, they build up the capabilities of their staff through one-on-one coaching.  By the way, barking out orders like a mad pirate captain doesn't qualify as coaching. OJT probably made a lot of sense up until about fifty years ago, when it started to be disrupted by technology.  By the 1980s, desktop computing became common in Japan and gradually the boss lost his (and they were mainly men) typist and had to start doing his own typing on the computer.  The advent of email in the mid-1990s was the real death blow to the boss's time management.  Now the boss had become super busy and time availability for coaching staff became much diminished. What this means is that we have had been through multiple generations of staff mainly educated through OJT and who have been short-changed on the leadership modelling by their “manager” boss.  Each corporate generation passes on how to be a manager to the next generation and unless there is some intervention through formal leadership training, there is no real progress.  Of course, there will always be exceptions who prove the rule and some managers who make it out of that gravitational pull of OJT and become real leaders.  This is the lightning strike theory of leadership development and isn't a great proposition to ensure that the firm's leadership bench is stacked with professionals. The key plank in leadership is no longer task experience.  The old model was the boss had done all the tasks of their subordinates and knew their jobs inside out.  Today, there is much more speciality and technology is making sure it isn't experience alone which will carry the day for the boss.  Many companies in Japan are moving away from the old model of age and stage and instead promoting people based on ability.  Just rotating through various jobs in the machine won't be enough anymore. Leaders have to become expert communicators and masters of environment building, such that individuals can motivate themselves.  How many leaders receive any training to assist their communication and people skills?  Very, very few and everyone else had to work it all out through trial and error. That hit and miss approach is very expensive. The younger staff want different things to their parents and the modern boss in Japan has to adjust.  The bishibishi or super strict model of leadership is now cast out on to the rubbish tip of leadership history in Japan.  Bosses still using this model will see their younger staff departing in droves.  Already 30% are leaving after three to four years of employ and that number will only get worse as we run out of people to hire and the younger generation all become free agents. The younger generation wants a psychologically safe environment and a lot of personal encouragement by the boss. One of the greatest elements to gaining engagement from staff is that they feel the boss cares about them.  The way they know that is through the boss's communication skills.  If you believe that given people are getting paid, they should be engaged, then there is bound to be a lack of the needed communication of “I care about you” going on. If you don't have well-developed communication skills, then being the boss is only going to get harder and harder.  How much communication training do bosses get?  Very little and they certainly don't get much value through OJT, because their own bosses were crap communicators, as were their bosses, and back we go through the generations. Japan needs to raise its white-collar worker productivity and investing in boss leadership and communication training makes a lot of sense.  OJT is a dead duck and won't work as the vehicle to get the needed progress on the leadership front.  We need a change in thinking about leadership here in Japan to take us forward. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

Leaders now face a pivotal moment in business in Japan.  Do they continue to cling to the past? Do they replay what they went through when they were younger and lead as they were taught by their seniors or do they change the angle of approach?  Japan rebuilt itself after the devastation of the war.  The workers slaved away, adding a notch to their collective belts as they slowly overtook the GNP levels of leading European countries. I remember how proud some Japanese company employees were when they overtook the UK. They were winning the post-war economic battle after having lost the wartime military struggle. Getting to global number two status was built on the 6 days a week working dedication of today's retired great grandparents. Not only six days a week, but incredibly long hours and long commutes. Sundays were spent playing golf with clients.  Company holidays were shared with colleagues, as well as beers after hours.  In a nutshell, men worked at the same company until retirement and married women had to quit their jobs to raise the kids. For the men, there was not much family time, and the women were basically raising the kids on their own, like single mothers, but with more stable incomes. When I arrived here on April 1st, 1979, it was still like that.  School and work were six days a week endeavours. There were few women in business after marriage and usually only one breadwinner in the household. While I was studying at university, I used to teach English at companies at night. Sure enough, they were still there, the salarymen reading the sports newspaper at their desk, wasting their time waiting for the boss to leave, so they could go home.  Even when I came back for the third time to work in 1992, when interviewing sales staff for jobs, often they would tell me they quit their company because the long hours made them exhausted and ill.  When I heard that same story repeatedly, I connected it back to my earlier experiences of the 1970s and 1980s and knew they were telling me the truth. These are the people who have been doling out the OJT - On-The-Job Training - to each succeeding generation.  What about today, though, when there are many more job openings than enough people to fill them?  The drop off in overseas study has made the competent English-speaking Japanese staff member a rare bird, compared to a few decades ago.  This young generation of Japanese staff holds the whip hand in the current employment configuration between boss and workers. Are companies doing anything about this, other than whining about how hard it is to hire people?  From what I can see, they are focused on whining rather than taking the right actions.  OJT has been a smokescreen for doing very little for a long time. The spread of the personal computer drove a stake through the heart of OJT.  Let me explain why. Bosses now had to do their own typing, rather than having female secretaries do it for them.  I am going to digress and tell an interesting story about how much things have moved on. The average age of my fellow Rotarians in my Tokyo Rotary Club is 70.  It is changing now, but twenty years ago, it was not uncommon for these gentlemen (and until very recently they were all men) to give me their business card, but sans an email address. Why?  They were captains of industry, but not computer literate. They depended on their secretaries to take care of all their correspondence, including this newfangled thing called email on a computer, involving something called the internet. Their Middle Managers were also under attack. Their time was increasingly being consumed with emails and meetings.  In this messy mix of modernity and technology, time became tighter, and that meant the coaching component of OJT was truncated down to the bare minimum.  Over the last twenty years, the number of young Japanese has halved.  That process has been gradual, like a creeping demographic rust in the corporate machine. Now the Middle Manager class is waking up and discovering that there is a shortage of young people. OJT hasn't properly trained them in leadership and here they are, facing a dilemma which has never been confronted before in the post-war period.  This generation are the first free agents in the Japan working world, able to pack their stuff up and jump ship without stigma, hesitation or remorse.  Until Yamaichi Securities went under in 1997 and put a lot of hard-working people on the street, there was a reluctance, a taint, to hiring people mid-career.  That event changed the stigma, as those staff were picked up by other companies in the finance sector.  The Lehman Shock on September 15, 2008, was another dam burst of good people losing their jobs in a bad economy and having to join companies as mid-career hires.  Today's younger generation have grown up in a completely different world and have no problem with changing companies after a few years.  The Dai Ni Shin Sotsu or second graduation generation has seen 30% of the three-to-four-year new entry staff quit.  This was unthinkable in the past and that number will just continue to grow.  Are today's Middle Managers in their thirties and forties able to handle this major change in work culture and rise of free-agentism?  Are companies giving them training to deal with this changed reality?  My observation is “not yet”. Clever companies will dump relying solely on OJT and provide the required training. They will be able to harvest a wave of available, mobile talent by creating environments attractive to these in-demand young people.  This war for talent is real. It is a zero-sum game in Japan of winners who can recruit and, importantly, retain key staff, and the losers who will become the training grounds for the staff who simply move to the winners.  

Caffeinators, we need more personality in our field. We need young minds and fresh faces with big goals to grow into the roles many of us currently occupy, and Ralia Cortinas may just be one of those people that checks those boxes. Ralia is currently a student in the Distance Learning program through Purdue University, but the credentialing process is clearly very important to her. We talk a lot about her being an OJT assistant in Texas and some of her DVM colleagues views of that, while also looking forward to the future. Ralia reminds us how important it is to have hobbies OUTSIDE of vet med-no, going home and caring for a house/farm full or pets and critters doesn't count. Just take a few minutes and listen to us read Ralia's bio she sent to us, and you'll see why this is going to be a great episode! Show Links: Facebook: https://www.facebook.com/profile.php?id=100013360740935&mibextid=ZbWKwL   Tik Tok: https://www.tiktok.com/@rmc_raliamarie?_t=8jALpt2VRTa&_r=1   YouTube: https://youtube.com/@raliamarie8409?si=bRPV4gPLGkE3JxJg   Instagram: https://www.instagram.com/vettechraliamarie?igsh=N2g1amNxd2RxbXp6   Staring into the Face of Evil: https://www.facebook.com/staringintothefaceofevil?mibextid=ZbWKwL   Abducted Prairie Dog Studio: https://www.facebook.com/profile.php?id=61554151920382&mibextid=ZbWKwL   Our Links: Follow us on Facebook: https://www.facebook.com/vettechcafe Follow us on Instagram: https://www.instagram.com/vettechcafepodcast Follow us on LinkedIn: https://www.linkedin.com/company/vet-tech-cafe Like and Subscribe on YouTube: https://www.youtube.com/channel/UCMDTKdfOaqSW0Mv3Uoi33qg Our website: https://www.vettechcafe.com/ Vet Tech Cafe Merch: https://www.vettechcafe.com/merch If you would like to help us cover our podcast expenses, we'd appreciate any support you give through Patreon. We do this podcast and our YouTube channel content to support the veterinary technicians out there and do not expect anything in return! We thank you for all you do.

A number of years ago, I recall reading in Japan's Spa magazine, the results of a survey they completed of 1,140 male full-time employees in their 40s, about what they hated about their jobs. The top four complaints were salaries have not risen because of decades of deflation; a sense of being underappreciated and undervalued and a lost sense of purpose.  Apart from not enough money, in a time of massive corporate profits, the other issues they flagged are all about leadership soft skills. Here we are today, finally emerging from deflation, but wages are not moving much and these other issues are still with us. Dale Carnegie Training did a global study of engagement. The results for Japan were consistent with the global trends. Japan's scores were also consistent with every survey I have ever seen on the subject of engagement in this country. The percentages of those who are not engaged are always gob smacking.  Why would staff feel underappreciated? The reason is obvious. No one in a leadership position has shown them any sign that they are important, that what they are doing is important and that they have an important place in the organisation. Part of the reason is cultural. Japanese prefer understatement and subtlety, not passionate outbursts of appreciation. A boss coming back from a training course suddenly telling staff how great they are and how much they are appreciated would be viewed with distinct suspicion that something odorous was about to descend. It would be viewed as some sort of smoke screen before all hell breaks loose.  This says a a lot about entrenched ideas about leadership and expectations about leadership in Japan. The bar is so low here that any deviation toward something approaching more normal western management styles is viewed in a negative light. That means we still have some work to do.  That global study said the gateway drug to gaining higher levels of engagement was to have staff feel they are valued by their managers. Often, work can become routine and parts of it can be tedious. The lower down the totem pole you descend, the harder it is for those at the bottom to recognize that what they are doing has any great relevance for the organization. This is where the boss has to re-connect them to align with the machine. They need to see how what they do is important and where it fits into the overall picture. The essence of the job itself has to be established as having relevance, for them to feel they have relevance.  Their work may or may not be perfect, but very few people in life actually try to do a bad day's work. They may not be geniuses, but they are usually doing the best they can. If we want higher skills, we need to train them. Remember we say, “hire for attitude and train for skills”. If we want greater productivity, we need to help them become motivated. How can that happen? Well telling people “be motivated' won't do it. Try it. Tell them five times in a row “be motivated” and see the result.  It will be a big fat zero. This is an inside out, not outside in process. The boss's job is to have such good levels of communication that the individual aspirations of the team members are known and the work can be related to how this will help them achieve their aims.  There is a common alignment of purpose and direction between the staff and the organisation.  For the boss to be able to do that with any credibility takes training in communication skills and understanding people. Barking orders at plebs is not the type of communication skill set about to unleash hitherto latent talent and high levels of enthusiasm for the work.  For bosses, even finding the time to actually speak about these things with their team are difficult. Flatter organisational structures has pushed a lot of work on to the boss's plate. If the boss can manage time properly and if they can delegate effectively, then this flat structure ordained busyness will be counterbalanced to some extent. So boss effectiveness in managing themselves, sets up the organisation to help them manage others in a more professional way.  How many bosses do you know who are doing this well?  Corporate Japan needs to address these failures of leadership in the soft skills area and tap into the full strength of the working population. There is little hesitation to invest in hard skills, but what about these key soft skills?  By the way, OJT or On The job Training won't be enough, so it is time to get serious about doing some real leadership training.  The investment for the future needs to be made now. They are not making as many Japanese as they used to and so we are facing a major demographic shift of less access to human resources. We have to make sure we allow all of our staff the chance to shine. In this regard, bosses have a bigger responsibilty than ever before to get this right.  Let's make sure the bosses are fully tuned up on how to do that and for them to be successful in leading the team forward.  If we keep doing the same things, in the same way, we will get the same result. As Einstein said, doing the same thing every time and expecting a different result, is the definition of craziness.  Let's not be crazy

When a young woman stumbles upon a ghostly apparition while working at the Kell House Museum, she unwittingly welcomes the ghost to ... her own body.Cast List:Karen Zipor as CharlieAustin Lee Titka as LarsGabbie Adner as JesseNoa Hadad as Flora and Melissa Sledge your NarratorSpecial Thanks to FreeSound: Victor Natas, Emrebug, Etienne Leplumey, Porphyr, Mafron2, Jordi Shaw, Xanco123, The OJT, Michelle Grobler and AudioneSupport the show

For Episode 52 Tony Conley welcomes Kerry KingBrown, who has over a decade of experience that has allowed him to perform at the industry's highest level. He possesses a real passion and respect for Executive Protection, which makes him a great instructor and teacher. He has an animate spirit and personality that most consider complementary to the “energizer bunny” because of his relentless work habits and lifestyle… As they say, “he just keeps going and going and going.” This former athlete is the youngest of five siblings, which created a competitive drive to outperform his older siblings at all costs. Kerry was able to maximize that drive and his God-given abilities by reaching a professional level as an athlete, placing him in the top 1% of the population. Now surely this only indicates and displays the level of talent, discipline, and work ethic that he brings to the environment daily. KB decided to transfer his talents to the executive protection industry. His attention to detail and diverse training sets him apart as one of the industry's leading agents. His portfolio includes various A-listers in the Hip Hop industry, such as Chris Brown, DaBaby, Rick Ross, Joyner Lucas, Ty Dollar Sign, YK Osiris, Torey Lanez, Meek Mill, Gucci Mane, T.I., Young Jeezy, Lil Kim, Chaka Khan, and many more acts. In the Professional field, he's been around and worked with the Royal Family of Qatar, Majorie Taylor Green, Mark Meadows, Donald Trump, Donald Trump Jr, Will Smith, Claude Villani, Kristofer Chaffin, and so on. This “Gaven De Becker” graduate also has completed the advanced training with the Secret Service, Safety and Monitoring Program, K9 training, Command Center Operations and Procedures, Simunitions Combat and Fear Inoculations, Pepper Spray, QCB, and ATLAS Obstacle Course completion. His relentless On-The-Job training (OJT) and continuous curriculum (CDU's) refresh, along with his intense regimen, keeps him in an elite class, strengthening BlackWolfExecs and making it a stronger company. » Visit MBN website: www.michiganbusinessnetwork.com/ » Subscribe to MBN's YouTube: www.youtube.com/channel/UCqNX… » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/ Thank you to Benjamin Robinson and Motor City Skyline's music

Bromley Basford is from RCSCC Qu'appelle (Winnipeg, Man) and attended HMCS Quadra in the early 1970's.  Bromley was a PL in 1974 and later served as an OJT for the Scuba Course.  Hear him talk about the only US Exchange (USA West) that ever went to Pearl Harbor!Bromley shares that he worked 32 different jobs before he decided to become a teacher where he spent 28 years passing on some of the skills and practices he learned in the Sea Cadet world. http://rcsccquappelle.ca/Audio editing done by Todd Mason.More about the Quadra Alumni Podcast: - Join the Quadra Alumni Association at https://www.quadraalumni.com/ - Follow on Twitter at https://twitter.com/QAAPodcast - Follow on Instagram at https://www.instagram.com/q_alumni_podcast/?hl=en Email us at quadraalumnipodcast@gmail.com for any inquiries or requests to be on the Quadra Alumni Podcast

In the military, junior officers are the equivalent of middle management in business.  In times of warfare these middle managers are often wounded or killed in battle.  There are no replacements from officer school, so the most capable member of the team is promoted on the battlefield, as the replacement leader.  It makes no sense in business to have this as the model.  Yet, this is often what happens. The current middle manager is poached by a vigilant recruiter or they jump ship for greener pastures.  The organisation has had no capacity or has given no great thought to the issue of succession planning and there is no opportunity to transfer in a seasoned manager as the replacement.  The most capable member of the team is tapped on the shoulder to step up into a leadership role.  How are these individuals judged to be the most capable?  Usually, this is never based on their leadership capability, because they have never had an opportunity to display their latent talent.  It is mainly based on their technical expertise, functional experience or longevity in the team.  Having selected the most likely leader, they are now thrust into the job and given the opportunity to learn how with OJT or On The Job Training.  The “training” however is the self-paced, pick it up as you go along variety.  The previous boss didn't understand the importance of delegation as a way to groom successors, so no one got a taste of what being the boss was like.  The new boss's reporting line going up are too busy with their own work, to spend much time coaching the newbie boss.  Trial and error is now the established curriculum of leadership. Going from one of the team, to the leader is no easy task.  Your colleagues have a broad range of reactions to the new order from incredulity, to disdain, to jealousy, to support.  The new leader wonders how to project their authority with the former colleagues?  They also discover that while variety amongst colleagues was previously an amusing observation, now that they have to lead them, they discover they are all quite disparate in their thinking, desires and expectations.  They can't be led as a mass group, like a herd of sheep.  This lot walks on two legs and talks back to the boss. The new leader also discovers that they are responsible for the results of the whole team.  They are still working on their on their own tasks, because there was no replacement for them, once they moved up.  The team is one down in fact and so the same amount of work has to be done by less people.  Punching out the results requires a player/leader combination role.  For the first year this works, because the new leader is capable of doing the work required, to get their own numbers. The team also shuffles along pretty much as before.  The new leader has no idea about how to leverage the team to get higher results.  Delegation is an unknown.  There is the perennial fear that the delegatee won't be reliable.  The delegatee in fact may be highly resistant, because they believe they are already busy, busy with their own work and they don't see why they should be doing “the boss's work” as well.  No delegation capacity puts excess strain on the time management of the new leader. Actually, their time management wasn't much chop before, but it was sort of containable.  Now the pressure is on and the cracks start to open up. With the new financial year comes the inevitable higher targets.  Now the new leader finds that the team is still one short, the hours in the day haven't increased, the team is working as they always have, producing what they have always produced.  The difference is that the new leader has to produce both the team numbers and fulfill the tasks required by the organisation.  These include exciting new tasks like reporting, carrying our performance reviews, handling the team administration,  plus still doing their own job.  This is now becoming unsustainable.    Their time management and leadership skills haven't improved, so they are now stressed and run ragged.  They don't produce the numbers,  the employee survey pastes them for their “poor” leadership ability and the organisation fires them.  The machine then whips out another battlefield promotion and we start the same process once again. The moral of the story?  Have a succession plan developed, give your new leaders training on the difference between doing and leading, set them up to succeed and assign a senior leader as an active mentor to coach them through the minefields of middle management. Action Steps 1.  Ensure that all leaders in the organisation are delegating tasks to subordinates, as a way of exposing them to issues before they step up into leadership positions 2. Work on the time management skills of all the leaders, so that they can do delegation properly 3.  Help the new leaders by giving them formal training 4. Assign a mentor and hold the mentor accountable for their success as a leader

On the Job Training (OJT) or Learning is learning that does not take place in the classroom.  In this episode, listen to some of types of OJT, that may not be commonly thought of.   If you learning something from episode, please take a moment to rate or comment upon it.

On the Job Training (OJT) o L'apprendimento è l'apprendimento che non avviene in classe. In questo episodio, ascolta alcuni tipi di OJT, che potrebbero non essere comunemente pensati. Se stai imparando qualcosa dall'episodio, prenditi un momento per valutarlo o commentarlo.

On the Job Training (OJT) or Learning is learning that does not take place in a classroom setting.  Listed to four common types of OJT.   If you learning something from episode, please take a moment to rate or comment upon it.   #training  #learning  #coaching #ojt

On the Job Training (OJT) o L'apprendimento è l'apprendimento che non avviene in un ambiente scolastico. Elencato a quattro tipi comuni di OJT. Se stai imparando qualcosa dall'episodio, prenditi un momento per valutarlo o commentarlo.      

2.28.23 Interview with  Constance Geoghan General Council and Chief Compliance Officer and Nicole Rossato, Vice President of Marketing ColoHouse discuss their careers and journey from a US company to a global role, cultural differences, OJT, and professional growth. "Eat the ugly frog first." Understanding how you land as a woman in a room full of men is important. Be authentic and modulate for maximum impact.   #womenintech #womenindatacenters #tradesintech #tradesindatacenters #vetsintech #vetsindatacenters #Give1Teach1Fund1 Nomad Futurist

人に伝え、惹きつけ、動かすことが求められる経営者やラインマネージャーはacting（演技）することが必要。ロンドンの起業スクールでは、コメディスクールのワークショップで演技を学ぶ。文章で人に伝えるプレスリリースでは、その書き方や役割を理解しないと的外れになりがち。転売防止から出来上がったジャニーズのライブチケット販売の仕組みがとても興味深かったという話など 2:33 スタートアップの創業者やプロダクトマネージャーは詐欺師の才能と結構近い 3:48 アメリカの大学の起業家コースでコメディスクールを受講したときの体験談 6:07 経営者もラインマネージャーもacting（演技）することが求められる 7:50 マネージャーを（がんばって）演じた及川さんの体験談 10:33 人への伝え方・言い方をポジティブや柔らかいほうに変える 13:23 日本語の作文技術 − 日本語が論理的でないのではなく、言葉の使い方を知らないだけ 14:17 ライティングの記者研修なくOJTで記事を書いた記者時代 17:15 大学受験予備校の小論文授業 18:16 プレスリリースあるある − 主観が入る文章を書いてしまう、読んでも質問が出てしまう 20:46 プレスリリースの役割 − メディアに載せてもらうためのもの、と、自分たちがニュースにしたいことの違い 22:23 インタビューを受けたあと、記事がでる前の内容確認があるか無いかの違い 26:16 メディアにおける編集記事と広告の関係（コンテンツ連動広告と真逆の発想） 30:29 記事広告を載せるにあたって必要なことは？ 31:46 ジャニーズのライブチケット販売の仕組みとシステムが興味深すぎる 35:17 ライブのいい席はむちゃくちゃ高いアメリカ 36:57 Taylor Swift のライブチケット先行予約でTicketmaster大炎上 37:38 好きなコンテンツのために遠くの都市に行くキモチ 39:21 日本のApple ストアの転売防止策 42:00 今年Stingのライブに行くリンク：トーク中で取り上げた記事や情報へのリンクです。 本多勝一 日本語の作文技術 : https://bookclub.kodansha.co.jp/product?item=0000182894プロダクトマネジメントとプロダクト開発組織づくりを専門とする及川卓也。アメリカ・ニューヨークでスタートアップ投資する関信浩。マーケティング・広報・プロダクトマネジメントを幅広く手掛ける上野美香。テクノロジー業界で働く3人が、気になる話題を毎回、異なった視点で語り合います。XCrossing website https://x-crossing.com/XCrossing Official Twitter @x_crossing_及川卓也 @takoratta関信浩 @NobuhiroSeki上野美香 @mikamika59

Bosses coaching employees is such a critical task, yet so few leaders get any training on how to be effective in this role.  In Japan, the OJT On The Job Training is supposed to provide the guidance needed.  That probably worked back in the 1960s when Japan was doubling the size of the GNP. Today though it is a poor cousin to what it used to be.  Back then, the bosses didn't ever touch a keyboard.  They  weren't carrying around the internet armed with supreme connectivity in their hand like today.  The time poor pressure we feel today was probably evident then too, but I think the speed of business has accelerated to an extent which makes comparisons between then and now meaningless. Today's leaders are doing their own email, answering their own mobile phones and constantly migrating from one meeting room to another.  The one-on-one time needed for coaching has sailed out the window and been replaced with a thin version of OJT.  Time management is a challenge for everyone, including bosses.  I am always astonished when we are teaching leadership classes, to find out the vast majority of people in the class do not have a prioritised list of things to get done every day. If a leader is not prioritising their day then they are living the prioritised day created by someone else. To coach subordinates the first thing you need is time.  If you don't have that most basic ingredient, then nothing will happen in any sustained, meaningful way.  Let's assume the boss has at least managed to make time for their staff. What else do they need?  Sports coaches once upon a time would coach everyone in the same way.  Hollywood has captured that old narrative with the scenes of locker room oratory from the coach whipping the team up into a frenzy before they go out for the game.  Nobody is doing that anymore for a good reason – it is isn't niche enough to cater for each individual. Sports coaches have worked out that they need to know the personality type of their star.  They understand how their athletes prefer to be communicated with and then match to that style.  Shouting incendiary phrases at introverts won't get very far.  In the same way whispering conspiratorilly in dulcet tones won't work with extroverts who want to feed off the energy of others.  This applies to the motivations of each staff member as well.  Of course, the firm will have their vision, mission and values as guiding lights for the staff.  The usual problem with that, in my experience, is no one can remember much of it.  Vision – usually nothing.  Mission – the same.  Of the five or so values, the team get around two or three.  What that means is there has been poor communication about the supposed glue of the organisation.  Just for fun, do a quick survey of your team and see how many remember any of this stuff and don't forget to include yourself too!! The boss needs to know what are the personal vision, mission and values of their staff.  What do they want to do? Also have they changed it since you last checked, because people's lives change. If you get married or have children or lose a parent, then a  lot of aspirations and goals get adjusted.  The boss needs to knew what the new plan is.  Now in my youth it would have been unthinkable for the boss to get that cozy with my aspirations.  Today, it is different. Staff want to know you are in their corner, helping them achieve their goals.  Therefore we need to have these types of intimate, confidential conversations today, to make sure we are in lock step with our team. The boss also has to be expert in the main field of endeavour.  If you are running a sales organisation and you are outed as someone who can't sell yourself, then all credibility and hope is lost right there.  If you are the head of marketing and you don't know much about the latest aspects of marketing, there won't be much followship going on.  You get the idea.  The basic requirement is that you are competent in your field.  As the boss, we don't necessarily have to get down in the mud and the blood of the machine, but we have to demonstrate we know how things are supposed to work around here. That is the minimum to be taken seriously when coaching others.  If you are obviously out of date or ignorant of the latest and greatest, then no one will take any direction from you.  You might be thinking, “duh”, that's obvious.   Yes it is, but what have you been doing to keep yourself up to date?  What personal development have you been undertaking to be abreast of the new directions being forged in your sector of the industry? So the very basics for coaching are boss time, subtle yet persuasive communication skills, deep knowledge of the individuals in the team and what is important to them plus ample personal expertise.  How do you stack up?

In this episode, you'll hear details about the OJT program available through the Workforce Development Board of the Mid-Ohio Valley. Discover how employers can benefit from this program and the eligibility requirements. Discover how the WDB of the Mid-Ohio Valley can help employers create a training outline and the screening process for the OJT program. 

Welcome to a new edition of the Neon Jazz interview series with Kansas City Jazz Guitarist Brian Baggett  on the 2022 CD Groovin'' and Swingin' .. The album is presented by Jazz Daddy Records and Green Lady Radio with a CD Release Show at Green Lady Lounge slated for Monday, November 7, 2022 .. As the legend of Kansas City jazz continues to grow and evolve, and Green Lady Lounge has become a key venue for continuing the city's rich history of great guitar players.  In 2020, Brian Baggett Trio began a Monday night residency at Green Lady Lounge.  Brian had been appearing at the club since 2013 playing several nights a week as a member of Ken Lovern's OJT and Guitar Elation with legendary guitarist Danny Embrey.  We get into his history at the Green Lady and the road ahead .. that is getting brighter and brighter .. Dig .. Click here to listen.Thanks for listening and tuning into yet another Neon Jazz interview .. where we give you a bit of insight into the finest players and minds around the world giving fans all that jazz ..  If you want to hear more interviews, go to Famous Interviews with Joe Dimino on the iTunes store, visit the YouTube Neon Jazz  Channel at https://www.youtube.com/c/neonjazzkc, go The Home of Neon Jazz at  http://theneonjazz.blogspot.com/ and for everything Joe Dimino related go to www.joedimino.com When you are there, you can donate to the Neon Jazz cause via PayPal https://www.paypal.com/donate?hosted_button_id=ERA4C4TTVKLR4 or through Patreon at https://www.patreon.com/neonjazzkc - Until next time .. enjoy the music my friends ..

Have you ever wondered if it was too late to do that law firm experience, to go in-house or to law work in a completely different area? It is never too late to fill a gap in your CV, as my guest Chika Hirata shows us in this episode! Chika is mentor to up and coming professionals, and loves to give back, just as she was mentored by one of our most popular episode guests, Lawyer Extraordinaire, Royanne Doi. If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here! In this episode you'll hear: How Chika's mentor was instrumental in helping her find her way to her legal career Why it's best to develop your career through the method that works for you: OJT or theoretical study How identifying gaps in your CV can help you to strategically collate the experience to get senior roles What is ethics and compliance work really like and what kind of people thrive in ethics and compliance roles Her favourite books and other fun facts About Chika Chika joined Takeda in June 2018 and is currently the Head of Japan/JPBU Ethics & Compliance. She is in charge of strategic planning and leading global initiatives for global Takeda as a member of the Global Ethics & Compliance Leadership Team. Chika leads and supervises various initiatives related to Ethics and Compliance, Data Privacy and Enterprise Risk Management at Japan Pharma Business Unit. She also works closely with senior leaders in Japan to embed corporate values and culture in daily business activities with higher ethical standards. Chika has worked at various global financial institutions, in private practice as a lawyer, and a member of senior management teams. She has extensive and rich experience in corporate governance, change management, team building and talent development in multicultural environments. Throughout her career, she has committed herself to being a disrupter regarding Diversity, Equity & Inclusion in the context of Japanese corporate culture, and is passionate about mentoring and coaching talents from diverse backgrounds. Prior to joining Takeda, she was responsible for Corporate Secretariat and Legal Affairs as Statutory Executive Officer, SVP & Chief Legal Officer at MetLife Insurance in Japan. Chika is admitted to practice in the State of New York. Connect with Chika LinkedIn: https://www.linkedin.com/in/chika-hirata-3058696/ Links Brasserie Va-tout https://brasserievatout.jp/ Black Box Thinking https://www.amazon.co.jp/Black-Box-Thinking-Surprising-Success/dp/1473613779 Connect with Catherine Linked In https://www.linkedin.com/in/oconnellcatherine/ Instagram: https://www.instagram.com/lawyeronair Facebook: https://www.facebook.com/catherine.oconnell.148 Twitter: https://twitter.com/oconnelllawyer

I am a big fan of Victor Antonio who is a sales coach in America. He has an excellent show called the Sales Influence Podcast.  In a recent episode I listened to he had some very interesting statistics.  According to US research, salespeople, on average, close about 40% of the deals they are seeking.  That means they lost 60% but what happened to that group who didn't buy?  The shocking component of this research was the fact that only 20% went with a rival offer in preference to our genius effort.  That leaves 40% who didn't buy from us and didn't buy from the competition, so what were they doing?   Victor mentioned that of that 40%, 10% didn't move because the price scared the hell out of them and they became immobile, frozen in the headlights.  Okay, then we still have another 30%, which is a big group of buyers who didn't take any action and the reason wasn't related to the price we offered.  So what was the issue?   Victor believes it was a matter of the value we were able to offer wasn't attractive enough for them to move.  Price and value, as we all know, are not the same thing.  The buyer needed to feel the size of the gain they would receive was worth it, based on how they measured the gain.  That gain could be measured in a number of ways.  It could be reducing costs, speeding up delivery times for their solution, integrating with another solutions they already have, making themselves more attractive to their buyers, etc.   One of the problems with Japanese sales teams is that they have no clue about what the client values.  How could that be?  Simple.  They don't ask questions or if they do, they don't ask the right questions.  We teach sales to employees of Japanese companies who want to improve their sales results.  When we get to the question design part, invariably, it is a new concept for most of them.  They have been taught to get straight into the nitty gritty of the spec, the data, the features of their solution.  They are throwing mud up against a wall and trying to work out which bits will stick.    It is so ridiculous, you wonder why on earth they would do it in such an ineffective way.  Part of the reason is that professional sales is not well established in Japan and most of the instruction is done with OJT or On the Job training.  That is the blind helpfully leading the blind.   For those who at least understand you need to be questioning the buyer to find out what they need, their questioning can be very shallow.  They miss the hints, the flags, the arrows that points to “dig here” for the gold.  They just skip on to the next question without finding out what the buyer needs at a deeper level.  This is where the “what do you consider value” conversation is required.   Victor flagged another element, which was about the degree of perceived effort required to implement the solution we are recommending.  I teach in a non-profit programme called the Japan Market Expansion Competition, where teams of young people from different companies work on a client's business and come up with a business plan for them, as part of the competition.  I was also a paying client of this JMEC programme but I threw the plan away.  The reason was just this issue of the effort we would have needed to implement the plan, wasn't proportionate to the gains we would have made.    Our counterparts in companies are the HR department and we notice that in most cases they seem overwhelmed by the amount of work they have to get through for the number of people allocated to do it.  They are often very uninterested in doing things to help their companies do better, because they know the amount of work they will have to do, will go up dramatically.   Another friction point can be the amount of internal coordination needed to adapt to a new supplier.  We know that the ringi seido system of all related divisions signing off before the change is made, requires a lot of agreement internally.  It may be that our offering isn't sufficiently compelling to overcome that internal friction stopping the deal from progressing.   When we are presenting the solution we can often get caught up in features, benefits, application of the benefits and evidence and forget about the issue of friction becalming the progress through the labyrinthian corridors of internal decision making.  We need to ask, “if you are able to implement our solution, are there any likely friction points we need to consider, in order to reduce or remove potential issues?”.  They may not be willing to share that amount of information in the first meeting, but we should keep asking the question on subsequent calls, in order to find out what we need to do to tweak our suggestion to get through the internal barriers.   If we can reflect on the deals that didn't happen, we may be able to better prepare ourselves for future sales calls.  We can head off rejection possibilities before they arise, by presupposing what is required on their side to see this deal come to fruition.

　今日は、昨年6月に逝去された榊原清則先生という経営学者についてお話ししたいと思います。 　榊原先生には、私が九州大学ビジネス・スクール（QBS）の専攻長を最初に務めた2012年にアドバイザリー委員に就任していただき、この委員会が教育課程連携協議会という組織になった後も、協議会委員として一貫してQBSの運営に多くのご助言をいただいてきました。亡くなられる数年前からパーキンソン病と闘う生活に入られ、薬の副作用だと話されていましたが、移動などはかなりお体に障りがあるようにお見受けしました。そこで昨年4月に協議会を開催する際には、オンラインでご出席いただくこともできますと申し出たのですが、毎年福岡に行くことを楽しみにしているので、その楽しみを奪わないで欲しいとまで言われ、伊都キャンパスで開催された会議に対面でご出席くださいました。この最後のご出席となった協議会から３ヶ月も経たないうちに亡くなられたため、そこで頂いたご発言が私たちにとっては先生のご遺言のようなものになってしまった訳です。ビジネス教育の優れた先達であった榊原先生という方がどのような経営学者であったのか、そのひととなりとともにお伝えしたいと思った次第です。 　まずご略歴を紹介しておきますと、榊原先生は1949年、北海道小樽市のお生まれで、電気通信大学をご卒業後、一橋大学大学院商学研究科博士課程を修了し、1978年に一橋大学商学部専任講師に就任されています。その後、マサチューセッツ工科大学客員研究員、ミシガン大学客員准教授など米国での研究生活を経験され、1990年に一橋大学商学部教授に昇進されますが、2年後には、その職を辞して世界有数のビジネス・スクールであるロンドン大学大学院ビジネス・スクール（LBS）に転出し、准教授に就任されています。これは周囲を驚かせる転出だったと思いますが、その動機について先生はあるエッセーの中で、４、5年は外国で仕事をしたかったと語っています。実際LBSで4年間仕事をされると日本に戻られ、慶應義塾大学総合政策学部の教授に就任されました。その後、科学技術庁科学技術政策研究所の総括主任研究官、産業技術総合研究所のプロジェクトリーダーなど国の研究機関での仕事を経験され、2011年に法政大学大学院イノベーション・マネジメント研究科教授、2014年には中央大学ビジネス・スクール教授に就任し、2020年に退任されています。 　研究者としての先生の業績は、イノベーション研究を中心として組織論、戦略論、人材マネジメント論、キャリア論などの多岐に渡るものです。初期の業績の中では、加護野忠男、野中郁次郎、奥村昭博と言う三人の先生方との共同研究の成果として1983年に出版された『日米企業の経営比較』という本が、日本の経営学研究における本格的な実証研究の先駆けをなすものとして位置付けられています。また、1992年に中公新書の１冊として刊行された『企業ドメインの戦略論』は、企業が自らの存在領域（ドメイン）をどのように定義するかによって、その成長が大きく左右されることを様々な具体例を挙げて解明した本であり、多くの一般の読者に関心を持って読まれていたと思います。 　ただ、私自身の記憶の中では、先生がMITのエレナ・ウェストニーとの共著で1985年に一橋大学の紀要に発表された英語論文が最も印象に残っています。その論文はコンピュータ産業での技術者の企業内移動や職場内訓練の役割について日米企業の比較を行ったものでした。当時、私は早稲田大学の大学院生で、同時に労働省の雇用職業総合研究所で週に2日ほど助手の仕事をさせてもらっていたのですが、その研究所で丁度、技術者の配置転換やOJTに関する研究プロジェクトが開始された折から、先行研究のレビューを行う過程で榊原・ウェストニー論文に行き当たりました。ここで論文の内容を詳しく紹介する時間はありませんが、ともかく論旨が明解で、書き手から非常に颯爽とした印象を受けたことを覚えています。そして、後年、実際にお会いした先生は、その論文から受けた印象に違わず、実に颯爽とした生き方をされている方でした。 　教育者としての先生の指導方法は、しばしばお弟子さん達から聞いた話ですが、非常に厳しく鍛え上げるスタイルだったようです。その一方で、ゼミ終了後の飲み会なども毎回徹底的に付き合うといった一面もあったと聞きます。こうした指導方法の効果なのか、先生の薫陶を受けたお弟子さんの中からは、第一線で活躍する多くの優れた研究者や起業家が輩出しています。一橋大学の教授を4名輩出しているということだけでも、その名伯楽ぶりが窺えます。去る5月22日に、青島矢一教授を中心とするお弟子さん達が一橋講堂で追悼シンポジウムを開催された際、お声がけを頂いたので出席してまいりましたが、本当に多くの方々に慕われていたことが分かるシンポジウムでした。 　私は先生が一橋大学で指導された初期のお弟子さん達と同世代ですが、籍を置いた大学が違いますから、学生としてご指導をいただく機会はありませんでした。初めてお会いしたのは、先生が科学技術政策研究所の総括主任研究官に就任した折、私が入れ違いに研究所から大学に転出し、その後先生が統括するグループに客員研究官として参加させてもらった時でした。そのため、ありがたいことに最初から協力者として対等に接してくださったように思います。その後、先生から講演のご依頼をいただいたり、私が所属する大学でのご講義を先生にお願いしたりといった往来があり、QBSのアドバイザーをお願いした際にも快くお引き受けいただきました。 　前述した協議会では、いつも先生は具体的なデータを挙げて、QBSが高いレベルの教育プログラムを実践してきた日本の代表的なビジネス・スクールであると評価して下さいました。世界有数のビジネス・スクールで教えてこられた先生の評価であり、決してお世辞などを言われる方ではありませんでしたから、これはQBSとして誇って良いことだと私は思っています。また、先生はビジネス・スクールでの研究指導の重要性を常に主張され、最後に出席された協議会でもプロジェクト演習での論文指導のあり方に関するご助言をくださいました。 　先生が亡くなられて1年が過ぎた今、かつて頂いた様々なご助言の重要性を改めて認識し、ビジネス教育の発展に活かしていきたいと思っています。 今回のまとめ： 昨年6月に逝去された榊原清則先生は、グローバルなスケールでビジネス教育に携わりながら、常に日本の企業やビジネスパーソンの将来を案じていた先達でした。

Over the last six months we have been getting a steady stream of enquiry for leadership training.  Covid induced working from home situations has revealed the gaps in the leadership abilities of people who are managers.  The two roles are actually different, but usually companies conflate them, to expect their managers to also be leading.  Did they give them any training to make this leap?  No. Yet they complain about their leaders are only managers and are not doing a good enough job.  There have also been cases where people have been elevated into supervisory roles or leadership roles from the ranks. Not only no training, there has been little or no OJT, the On the Job Training, which has been the core of all corporate training in Japan since the start of the post war period.  Onboarding and on the job training have been impacted by Covid because people are working from home.   Managers are focused on processes.  There are various interlocking processes within modern work which require one piece of work to do be done on time in order for the related segment of the task to start.  Managers are keeping an eye on deadlines, to make sure things are in tandem and working smoothly.  There are also costs to be monitored and managers are closely watching the budget expenditure to make sure projects and work do not blow up the budget allocations.  Quality of work too is an obvious one for managers to focus on.  Rework is expensive in time terms and often in money terms too.    For many managers this is enough to keep them super busy already, without having to add on top additional leadership responsibilities.  Japan is a no defect work culture, so managers are keen to be recognised as people who make sure there are no problems and no issues in their section.  That means a forensic investigation of the processes under their supervision.   Leadership is really about two additional tasks – developing people and setting the strategy.  In most cases the broader strategy will be set by the most senior leaders at the very top of the pyramid, but for each division and section, there is a need to interpret that strategy at the coal face level.  This is the leader's job for those further down the food chain. How can they adapt the broader corporate strategy to the piece of the machinery of the organisation which they control.  How to get their people fully onboard with the broader strategy and then the micro strategy piece, whose implementation they control.   Often in organisations, there are framed versions of the Vision, Mission and Values protected behind glass and sitting there becoming dust catchers.  Nobody can remember them, let alone live them.  That is unless the leader makes them come alive.  Ricco de Blanc opened the Ritz Carlton Hotels in Osaka and Tokyo.  He passed away a few years ago, quite young, so a great loss.  I remember I attended a talk he gave for a Chamber of Commerce in Osaka, about the Ritz Carlton's twelve Principles of Customer Service.  I was so impressed, that a few years later I had him come and give that talk to my colleagues at the Shinsei Retail Bank and convinced my boss to send to me to Washington DC to attend the Ritz's training center.   When I returned I adapted those ideas to create a similar set of customer service principles for the retail banking business at Shinsei.  The secret sauce from Ritz Carlton was that they made these principles the center piece of their culture and everyday, in every location around the world, each shift would start the day by reviewing the same principle of that day.  In this way they made the ideas come alive and that is what we do every morning in our organisation.  We have what we call the Daily Dale and we go through the Vision, Mission, Values and the principle of that day, from the Dale Carnegie human relations and stress management principles.  We make these ideas come alive so that our team can remember them in order to be able to live them.   The other task of the leader is developing people.  This means making the time to coach people.  Busy managers and leaders are challenged in this regard.  Technology has not given us more time, but it has given us more work to get done.  One of the casualties is coaching of staff.  If we look at the diaries of those in leadership positions and you extract the giving of commands to subordinates, the amount of time spent in real coaching will be captured in nanoseconds.  The remote work environment just adds to the complexities such that there is very little actual coaching going on in Japan these days.  Well, that is certainly what our clients are complaining to us about at least.  Maybe your organisation is different, a veritable paragon of boss coaching of subordinates heaven, but somehow, I doubt it.   Boss communication skills are another challenge.  Finding out what motivates subordinates and then communicating with them along those lines is not easy.  It takes time to understand what their changing needs are and it requires excellent persuasion skills on the part of the boss to communicate that the organisation's objectives and their objectives are in alignment.  Motivating us others is a misnomer, because we cannot motivate anyone but ourselves.  What we need to do though is build a culture and environment, where people are able to motivate themselves to do good work.   The leader has to manage the processes, set the strategy and build the people.  If that is only happening in your rival's shop and not in yours then long term your organisation will lose.  The whole war for talent in Japan makes this people part even more important and urgent.  Expect to see staff deserting middle managers and only staying with middle level leaders.  There is a world of difference as we have seen between the two.

Useless salespeople who cannot sell get fired.  But are they really useless or are their sales managers useless or their companies useless?  There are some industries which are notorious for the up or out mentality and recruiting certainly comes to mind.  There is a lot of rhetoric floating around about saving mankind, through matching the buyer and seller of services, but the reality inside these companies is brutal.  These are corporate meat grinders, who have massive churn because the targets are high, the profitability enormous and the degree of patience miniscule.  This modality worked when there were sufficient people to throw into the metal teeth of the machine, but we are running out of bodies here.   The number of young Japanese going overseas to study in the US for example, dropped off from roughly 80,000 per year to 50,000.  It crawled back to 60,000 a year when Covid stopped that flow for the last couple of years.  The types of stay have also changed away from four year, full immersion studies to shorter less comprehensive experiences.  For the last seven years or so, Japanese domestic companies have become competitors to hire these English speaking, western culture exposed young people, where once the multi-nationals had the field to themselves.  So if you want to hire an English speaking salesperson in Japan, brace for impact!   The salesperson training system inside Japanese companies is also broken.  The OJT or On The Job Training regime still exists in name, but the actual content and quantity of the coaching has diminished.  Bosses are doing their own email these days, often have their own player/manager targets and generally are busy, busy, busy.  Having the time to coach new salespeople, isn't as available as it used to be.   Are these companies doing anything about training these salespeople, given their bosses are too preoccupied?  Basically “no”.  The penny hasn't dropped yet, that there is a big gap between what the company thinks is happening with salesperson development and what is actually the reality.  No boss is going to admit to their own bosses, that they are not doing a proper job training the young salespeople.  It is a tatemae or superficial reality festival.   Once we realise this is the case, then we need a different thought process about hiring and training salespeople.  The good news is that while most companies are in denial, there exists a window of opportunity to pick up their people and hire and train them.  Often, young salespeople will wilt under the pressure of numbers expected every month and just leave.  If we take in these rejects, then we can give them the tools and skills they need to be successful.   When targets are being set for salespeople, the numbers are often pulled straight out of the ether, with no relationship to reality.  I have a spreadsheet called Ground Zero, which I consult when setting targets.  People join companies at different times, but they all have a Day One.  I keep their sales records each month since they started and can compare this against their colleagues at the same stage and can see how they are faring.  I used to use the wet finger in the air technique to gauge the necessary targets for the salespeople, but this new system is a lot more based on science than intuition.   When you set realistic targets, the pressure on the salespeople becomes lessened, because you are not expecting miracles from them.  Combining this target setting truth with training and we can start to get somewhere.  When they feel they can succeed, they are more positive about the profession and the company. Regular training is the key though, because even the most grizzled veteran will be accumulating bad habits like barnacles on an oil tanker.  We all do it.  We take liberties with our clients, we shave processes to save time and we forget key parts of the sales regimen.   Now if it is just a matter of training, why aren't companies seeking competitive advantage against their rivals and training their people to get the deals, thus reducing the market share of their competitors?  After all, sales training is the one form of training where the results immediately improve the revenue results and the pay back is super fast.  Part of it is the sales managers are worried about their own reputation and position in the company.   After all, they are supposed to be training these people, even though they are not, but no one wants to fess up.  Sometimes the Learning and Development people want to do the training themselves, to justify their own position and to supposedly save money.  Bad training or useless training or mediocre training is the most expensive training on the planet.   There is a big opportunity here to rescue salespeople, who have been failed by their bosses or companies and turn them into capable staff, who can get results.  Yes, we are a sale training company, so of course we would say that, you might be thinking.  Well it is true and just take a close look at your own sales managers and how much coaching they are giving their people.  While you are at it, look at the costs to the firm from salespeople departing or salespeople not producing.  Also count the recruitment costs of trying to get new salespeople into the mix in the first place.  It is horrifying.  The answer isn't rocket science – train them.    

平素より大変お世話になっております。株式会社もっと不思議、新入社員のはらたしと申します。 本日は先輩社員のひらはらさんに風来のシレン5plusの原始に続く穴99階攻略のOJTをしていただきました。 私、入社したてでまだまだ弊社の事業領域について分からないことだらけなのですが、 先輩の温かな指導のおかげで少しずつ理解が深まっていっている今日この頃です。 ポヨッティーのことをボヨッティーと言ってしまったりと、不正確な事柄も多々あるかとは思いますが、 これから精進して参りますので、いくらか大目に見ていただけますと幸いです。 風来のシレンについて予備知識がないと何を言っているかが分からない箇所があるかと思いますので、 僭越ではございますが、ご参考までに補足情報を以下に記載いたします。 なお、純粋にシレンの知識をつける目的であれば、私達などよりもしらたき大先生の原始に続く穴解説動画が最も助けになるかと思います。 ・ニギライズ：満腹状態でおにぎりを食べて、最大満腹度の上限を上げること。 ・固定店：原始に続く穴ではほとんどの場合10, 25, 50, 75階でお店が出る。 ・マゼルン合成：投げつけたアイテムを飲み込むマゼルンというモンスターを利用して、武器や防具を合成すること ・矢稼ぎ：身かわし香の壺を焚いて、矢を打ってくるモンスターの攻撃をかわして矢を稼ぐこと ・昼の盾：昼の時間帯に装備すると、被ダメージを割合でカットしてくれる原始に続く穴で最強の盾。 ・デブーゴン：遠くから石を投げつけてくる特殊能力を持ったモンスター。レベルが上がると投擲範囲が広くなる。ただの害悪。 ・ラビちゃん：離れた場所にいるシレンを引き寄せる特殊能力を持ったモンスター。レベルが上がるとフロアのどこにいても引き寄せてくる。ただの害悪。 ・ゾウさん：周囲の状態異常を吸い込んで攻撃力を上昇させHPを全回復する特殊能力を持ったモンスター。ただの害悪。 ・ゲンナマ先生：ゲンナマゲイズというゲイズ系の最高レベルのモンスター。同じ部屋にいるときに催眠状態にさせてくる特殊能力がある。ただの害悪。 ・ヤンぴー：シレンに体当たりして吹き飛ばし、壁にめり込ませる「ぶっ込み」という特殊能力を持ったモンスター。状況によって害悪になることも。 ・CHUNSOFTマップ：マップの形状がアルファベットになっているマップ。制作会社の名前に由来しており、C, H, U, N, S, O, F, Tの8パターンある。 原始に続く穴のクリア報告ができるよう頑張りますので引き続きどうぞよろしくお願いいたします。by はらたし 強すぎない？／杖合成／遠投／結局ゾウさん／トンネル斜め／やりすごしの壺／漢識別／タイガーウッホ／アゲアゲハムポン／聞いてないよ／チュンソフトの遊び心／何を見させられてるんだろう／ピタゴラ死／お買い上げ／リラックス効果／お役所仕事で冤罪／原始ってこうやるんだ／腕輪ゲー

Training is an integral part of Filipino work culture. It's so important Filipinos have a name for this, OJT or on-the-job training. It's so prevalent that most Filipino companies provide this, and the Philippine government encourages this. Why does OJT exist? Do you need to provide this when you hire an OFS? How do you provide on-the-job training? For that last question, I have an answer for that. VAsMadeEasy.com. That's what I'll be talking about in this episode.

你覺得自己是有創意的人嗎？ 我跟那種很多鬼點子的人比起來，覺得自己並不是一個很有創意的人 看完一些有關創意的書之後，我得到一個結論 就是創意不是在腦海裡面撈針，也不是靠冥想就會浮現的魔法 「創意來自洞察，洞察來自生活，所以創意是來自生活需求！」 今天我們就來聊一下有關創意這件事 本集精華：

Our guest is Don Ross from Ross Wealth Advisors. As Don explains, they believe everyone should be able to live the retirement they've always wanted. Their team of professionals can help their clients create a well-thought-out strategy, using a variety of investments and insurance products and services, to help them address their financial needs and concerns. But how did he get here, offering the sage advice he gives his clients? OJT - on-the-job training. Thirty-three years. That's the unique thing of what we do. We are an independent fiduciary. So it's our job to build you the best plan. We work with a lot of singles, widows, widowers, everybody situation's unique.Don talk about how he has always had an entrepreneurial spirit. Just jump in and do it. I was about 12 years old, and I started cutting the neighbor's yard. And then I did the following neighbor the next neighbor down. I had a trailer behind my bike, going down the street to the neighborhood.Being an entrepreneur means you have to believe in yourself, your product or service, and make your clients a top priority. When I watched Shark Tank, I see some people up there plugging stuff like, Are you kidding me? But if you believe in it, it doesn't matter. And that's all that matters, whether they go bankrupt or they make millions of dollars. That's the beauty of being an entrepreneur because you did it.Don's take on the importance of how he grows his business. I know I could step back from day to day, but my clients know they can call or text me. That's important to me, you know. Doing paperwork? I mean, I'll screw it up. I don't go into the database. I never touch that. So I just like being with people.Entrepreneurs love the opportunity to grow their businesses. But many don't think about how to say it's time to move on. That's why I have a succession plan in place, which I think every small business owner should have. So you don't leave your clients hanging.A lot of business owners are scared to talk to their competitors. But are entrepreneur competitors really in competition? Two of my best friends, one of them is a fairly big car dealer here in town, a Ford guy, and another friend of mine, the Chevy Guy, both behemoths and what they do, their best friends. They share ideas. They're not competitors. You'd think that, but they're really not. But the mindset of most people is, Oh yeah, they're competitors.Don Ross, RFC®, founder and president of Ross Wealth Advisors, has over 30 years of experience in the financial planning industry. Don is a Registered Financial Consultant who has been advising individuals and families within Central Ohio since 1987. Don's experience with securities, income planning, tax strategies, and retirement investment planning, allows him to deliver truly valuable advice and service to his clients. Don was raised in Upper Arlington, OH, and has a long history of service to his community and country; including twenty-plus years as a pilot in the Ohio National Guard. Don earned his BS in Finance from Franklin University. In Don's free time he and his wife Joni enjoy playing pickleball in the summer, platform tennis in the winter, traveling and visiting with their three children Judith, Ryan, and Lance. https://rosswealthadvisors.com/ (Don's Website) https://www.facebook.com/RossWealthAdvisors/ (Don's Facebook page) https://www.youtube.com/channel/UC-VgCSmo7ilHBIOKFnc12IQ (Don on YouTube) Running a business doesn't have to run your life. Without a business partner who holds you accountable, it's easy to be so busy ‘doing' business that you don't have the right strategy to grow your business. Stop letting your business run you. At Harper & Co CPA Plus, we know that you want to be empowered to build the lifestyle you envision. In order to do that you need a clear path to follow for success Our clients enjoy a proactive partnership with us. https://www.harpercpaplus.com/ (Schedule a consultation with us today.)...

OJT merupakan program On Job Training bagi Calon Pegawai Negeri Sipil (CPNS) Kementerian PUPR Selama kurang lebih 1 tahun mengikuti OJT di BBWS Bengawan Solo, tentunya ada banyak hal baru yang didapatkan oleh dua narasumber kita Baik pengalaman lucu hingga yang membekas di hati dan tak terlupakan bagi keduanya Yuk simak keseruannya!!

In this episode, Brock talks with Hunter Anderson. You can follow weekly breakdowns of the podcast https://scuttlebutt.substack.com/ Hunter served one enlistment in the Navy as an Aviation Electronics Technician. He participated in two carrier deployments aboard the USS George HW Bush and USS Harry S Truman. After a brief stint working in the shipyards, Hunter extended his passion for service to working at the Fire Department in Williamsburg VA. We talk about the importance of positive self talk when confronting difficult situations and how finding the right job doesn't feel like work. Hunter also explains how he used the OJT portion of GI bill benefits to receive a stipend while training at the fire house. This program isn't talked about a lot, but is applies in many different industries. You can find more out about the program here. Whether you're in the service for four years or twenty, you have learned skills, led teams, and learned what it takes to execute under pressure. While those past successes are valuable, they don't always translate to a life or career when you get your DD214. Join Tim and Brock as they break down the skills and strategies current and former military members are using to build a successful careers on the outside the service. Follow along with us. • Tim: @Mccaurthor, Youtube • Brock: @BrockHBriggs • Instagram: Scuttlebutt_Podcast • Send us an email: scuttlebuttpod1@gmail.com

We have seen the Hollywood version of leaders who are master blaster motivators.  These charismatic leaders gather the team together and give a rousing call to arms to slay the problem. They persuade the team to go beyond their personal limitations and get the job done.  In real life, usually the leader isn't necessarily charismatic, nor a spirited orator. If you are leading in Japan, there is a strong chance that there are two languages in play and you are more likely to be better in one than the other.  Despite my now 37 years in Japan, my vocabulary in Japanese cannot hold a candle to my vocabulary in my native English. That means I can be more subtle, powerful, convincing in English than I can in Japanese.  Native Japanese speakers have the same issue trying to persuade others in English.   The days of the rousing locker room call to action are pretty much done for in sports teams, often the model for business leadership. The modern sports leader is more likely a skilled expert in understanding human nature and are speaking to each player individually, rather than as a frothy mass all the time.  In business, we need to see each person as an individual and find out what motivates them and then help them get to where they want to be.   Leaders are more and more challenged by technology speeding everything up and stealing our time. My laptop, my mobile phone, my apps are amazing but somehow all of this incredible advance in tech hasn't given me any sense of “oh good, now I have more than before”.  It is the exact opposite. I feel I am struggling even more every year to keep up with everything.  Busy bosses can miss important signals as a result, especially when it comes to dealing with our people as individuals rather than a half time locker room mass.   Sometimes we mistake the reason for non-performance as being a lack of motivation. We need to make sure we know what we are really facing.  Let's look at five common issues and drill down for what we really need to be concentrating on, rather than keeping ourselves busy making puff speeches. Problem: I don't know what to do? Solution: Educate the person so they gain the missing knowledge.  Often the onboarding process for staff is perfunctory and then they are left to their own devices and have to rely on OJT, On The Job Training.  If your boss is busy, this can be a thin gruel to survive on.  We need to do an audit to understand where the gaps are to retrain them properly this time.  The boss also has to make the time for them in a consistent manner which produces results.   Problem: I don't know how to do it Solution: Train them so they can learn the steps enabling them to do it on their own unassisted.  We hire or promote people on the assumption they have the experience needed for the tasks.  Every organization has their systems and these can take some time to master.  At the start we need to invest the time required so that the staff member is across the key aspects of the job and they know the steps they need to follow.   Problem: I don't believe I can Solution: Coach them to see that they can in fact do it.  Often we are hired for one thing but the organisation changes or mergers and we are now out of our depth.  Maybe the market changes and we are not succeeding, as well as we were before. Did I mention Covid?  Here is a prime example which has changed the game on so many industries and those who were succeeding before are now floundering. As a consequence their self belief and their self confidence starts to drop off.  We need to help them build their confidence that they can in fact get the results.   Problem: I don't know why Solution:  We create the why by working with them to come up with a clear vision of why this task is important and needs to be done.  So often the WHY is clear to those in the executive suite but it never percolates past middle management down to those below.  We have to keep reminding everyone about why we do what we do and why it is so important.   Problem: I don't want to Solution: We need to help then find the motivation within themselves to want to do it. We might think that everyone is motivated by money.  Herzberg's research on motivation showed that money was a given, expected and what he called a “hygiene factor”. Another common assumption is that everyone wants to be the boss and get promoted.  This may not be the case at all and we are just pushing our thinking on to the team members.    We need to spend the time to talk with our team and find out what they really want.  We need to ask them what they find motivating about the work or the company.  The best advice is to assume nothing and ask a lot of questions, until you really know what is going on with the members of the team.  Once we know what they want, then our job is to see where we can arrange the work to deliver what they want.   As leaders, the best work we can do is create the culture and the work environment where the team members can motivate themselves to succeed.  If we see each person as an individual and deal with them one by one, we can produce the results we need.  The key is boss time.  If we don't allocate it for this purpose what are we focusing on?  Our people do make the difference, so this is where we need to be concentrating.

Japan has a very efficient education system around the basics of reading, writing and arithmetic.  There was an effort to bridge the creativity gap with other countries but that was abandoned.  Where are we with the gap between what industry needs and what the education system is producing?    Japanese education includes exciting things like adults screaming abuse, using threatening words, kids mouthing slogans at mass rallies and making over $2 million in a week.    We know that Japan has a well established escalator system for work and education.  Enter on the correct ground floor and with the passing of time and effort, you get out at the top.  Get accepted into the right elementary school and you will get into the right middle school, the right high school and then the right university.  You graduate and get a job at the right company and then over decades of grind work your way up to the top.   Japan still loves rote learning and parents will pay cram schools to get their kids fully tuned up and on to the education escalator.  I was watching a programme on television about a week long training camp for aspirant future captains of industry.  The programme focused on 6th year elementary students trying to get into the all important Middle School of their choice.  They had their hachimaki (headbands), a Japanese symbol of resolute martial spirit and determination.  They lived in small groups, working hard all day taking tests and doing their homework together at night.   The televised scenes showed their adult instructors yelling at them to get serious or get out.  Their insufficient efforts drew harsh rebukes and extended tirades.  If you were not matching the regime's expectations, you were bluntly told to get serious or leave now.  You are twelve years old.   The amazing thing was there were 2600 kids on this training camp.  The organisers were also adept at psychological indoctrination using mass rally techniques of getting everyone to come together outside on the assembly grounds, for some good old fashioned chanting of slogans and thrusting of fists into the air.   This was a $2.3 million programme for the week, which is not a bad earner.  This is on top of the regular monthly fees the parents already pay to cram schools throughout the year, to get Michi Chan or Taro Kun on to the right escalator.   A few things struck me when watching the show.  This reminded me of karate training with my Japanese masters.  A rain of criticism every class was the order of the day in the Dojo.  It also occurred to me that Japan loves this type of hell fire right of passage.  One of my team sent her son on this very camp and she was happy that they were dealing out lot's of tough love.  Japan is famous for companies sending their errant staff to the adult equivalent of this training camp, meeting out humiliation and abuse in large doses.    You could argue that given how the older generation decries what a bunch of molly coddled, over indulged, spoilt brats the younger generation have become, they need a bit of toughening up.   Another thing that got my attention was the focus on rote learning and exam technique.  This is the standard educational approach in Japan right through to starting University classes.  At University, unless you are trying for very specific careers like medicine, the elite bureaucracy or some job that requires you to pass a national exam, then the next four years are a type of Club Med for undergraduates.  I know because I did my Master's Degree at a famous Japanese University and witnessed this luxurious life of undergrad student leisure.  Getting into a University will become even less of a grind, as the declining youth population means fewer and fewer barriers to entry, as institutions go into a death struggle for survival.  So the ease of graduating will soon be matched by the ease of entry.   Japan's experiment with the yutori kyoiku (relaxed education) approach didn't last long.  The original idea was get away from rote learning and exam technique and try to help students to analyse, to think, to tap into their creative attributes.  The first dismal results for Japan, from standardised international tests and yutori kyoiku was out on the trash heap.  If the object was to foster creativity and innovation, you have to wonder why they used the usual standardised tests as their ROI measure?   The innovation issue hasn't gone away though.  In the internet age, when anything you want to know can be found through a search engine, how relevant is rote learning and exam technique for the future.  How much longer can a varsity system of floundering entry requirements and day care for adolescents continue?  We all know we need more innovation and creativity in companies.  Where is this going to come from?   There are a lot of public and private sector vested interests in keeping the current system moving forward ever nudging irrelevancy, so don't expect change soon. The sting in the tail will be the decreasing quality of our new company recruits.  They won't have much creativity after the system has had its way with them and their rote learning abilities won't be of much use either.  If we think about the work skills, knowledge and abilities we will demand of our employees in the next twenty years, we can be absolutely sure the current Japanese system of education won't be producing it.   Japanese companies have never heavily relied on academic institutions for educating their staff.  With lifetime employment, investing in training people made economic sense because you would reap the rewards.  With greater job mobility on the horizon however, this social contract between staff and company will be broken.  Young people, who will be in short supply due to demographic changes, will become like baseball free agents.  They will rapidly discover they are able to swap teams for a better deal.   The “lost decade”, gutted in-company education. Training budgets were cut and many were never resurrected.  Instead they relied on OJT (on the job training) and so the investment on skilling up staff never occurred.  This is sustainable for a limited period of time and that point was reached long ago.    So where are we up to?  The companies aren't training their staff as comprehensively as they once did.  The staff themselves will find themselves being lured by recruiters to move on to greener pastures.    I believe the educational construct in Japan basically has its ladder up against the wrong wall. What will become of this country?  What will we need to do to prepare ourselves for this brave new world?  Are we thinking about these prospects?    If we haven't spared a thought for this grim future of work, then now is a good time to take another look at assumptions, strategies, plans and targets.  Those preparing now, will win in this coming war for talent.  Game on!

OJT＝俺自身でトレーニングです。弊社においても、ヤバみが見え隠れしてきましたので、自分が最もやばい人間になるしかない！と思っています。 ------------------------------------------ Twitter（更新お知らせ他） https://mobile.twitter.com/umeshio_desu ------------------------------------------- #うめしお2109 #会社員 #仕事

リクルートワークス研究所の調査によると、コロナ禍で学びが低下（もともと日本では学びが低い） 難易度の高い、多様なタスクを任されているか。 仕事を通じて学ぶOJT（オン・ザ・ジョブ・トレーニング）の機会があるか。 企業らが提供する講習や勉強会などOff-JT（オフ・ザ・ジョブ・トレーニング）の機会があるか。 自己啓発に取り組んでいるか。 難易度の低い単調な仕事が増加 OJTの機会が減少 リスキリングとは「リ＋スキル」、再び時代に役立つスキルを身につける 時代の変化に流されて、思考停止してしまっている（学ばなければならないことはたくさんある） 生涯学習…マネジャーは率先垂範、メンバーも導くべし 資格勉強のようなテクニカルスキルだけではない、ヒューマンスキル、コンセプチュアルスキルも強化すべし

組織の持続成長可能性を維持するために必要なのはスキルダイバーシティ 多様なスキルが組織の知的生産性を高める マネジャーが人材育成をするべき所以 重要なことは、OJT とOFF JT を両輪で活用するべし 従来のやり方を引き継ぎ、効率化を進めるものはOJT 新規のスキル習得はOFF JT マネジャーは外に目を向け、中長期的な視点で組織の成長を意識する 人材の抜擢は計画的に（任用）

We are running out of young people in Japan.  Covid has slowed down some major structural changes which must happen.  The implications of staff shortages are dynamic for Japan.  Let's explore some of these in today's show.   There is a great Simon Sinek video floating around about how companies say employees are important, but don't really act like it.  He lines up the typical CEO hit list of growth, shareholder value, customers and in fourth place, employees.  He notes that even if you elevate customers to number one, employees still come in second in importance.  Richard Branson is also a powerful advocate for putting employees first before all else.  It makes sense.  We want motivated, enthusiastic staff engaging with our customers and going the extra mile.   In many ways, Japan has long had a different order to Anglo-Saxon corporate philosophy.  Workers first, then customers and shareholders last.  Can we learn anything from Japan's corporate traditions on how to put workers first?   This system worked fine in an environment of lifetime employment, low growth protected by interlocking shareholdings and price fixing through the dango or cartel system.  The foreign ownership of Japanese company shares and the expansion of so many businesses outside of japan has changed things and put more pressure on showing revenue returns.  The customer has remained a constant in all of this change though, because culturally, the buyers have very high expectations that must be met. We can't rely on importing the Japanese nenkojoretsu system of steady escalator career advancement based on seniority and age.  Many Japanese companies still have this system, but today talent is in short supply.  In a global economy, awash with disruptive and competitive technologies, waiting for the best and brightest to become older in order to be given their leadership shot is an opportunity cost you don't want to pay.    These old style Japanese companies often still focus on OJT (on the job training) and technical training alone, for developing the talent base of their people.  That is a slow burn into oblivion, when your competitors are laser focused on quality world class training to improve their people's performance.    Technology makes such a big difference today.  President Sugihara of Oracle Japan made the point in a speech to the American Chamber, that rather than thinking  that technological efficiencies will cause people to lose jobs, it will instead increase the productivity of the whole existing workforce.   In the past, with a worker surplus, there was no company impetus to work hard to keep people.  Japanese risk aversion preferences also kept people in jobs they didn't really enjoy, because they were scared of having no job and of having a tough time finding a new one.  Mid-career entry rarely occurred in the bigger firms.    After the Lehman Shock, Japanese companies moved to creating a lower risk work environment by employing more and more people part-time.  The thinking was, if the economy tanks again, it will be easier to fire these part-timers than regular employees.  This was seen as a positive, a stable buffer against future unknowns.   The economics of this has led to a decline in consumer spending, the inability of part-time working men to find wives and start families or move into better paying work.  The Japanese government was stepping in to force companies to change.  They are looking to end the discrimination between the wages and conditions of permanent and non-permanent staff, restrict the use of fixed term contracts and prevent successive renewals of fixed term contracts.  In other words, remove the labor liquidity attraction of using part-time workers in preference to full time staff.  Covid has put all of this on hold, but it will start again because it has to.   The demographics of less and less young people coming into the workforce will mean labor shortages.  Women re-entering the workforce and older workers continuing on working will be preferred to the perceived social disruption of having immigrants come in substantial numbers.  The uninvited mass migrations to European countries are seen as a negative example by most Japanese and will make the whole immigration argument harder to promote.   Retaining staff will become harder.  Recruiters will have a field day, searching for talent to lift them out of their current firm and place them elsewhere.  Automatically, this worker shortage will swing the pendulum to placing workers first above shareholder value and customers.  However, we are not going back to the cushy old days of “who cares about shareholder value and corporate performance”, but people will be again at the forefront of company business plans.    Do we have a middle management skillset able to retain our most talented people?  Have we replaced the elevation by age and stage with performance evaluations which identify, inspire and mobilise the talent. Do we have the right training in place which will actually lift staff productivity.  The soft skills are where the big gains will come from, as we better lead our teams, engage them, motivate them and keep them.  This time around, the workers can more easily vote with their feet and leave.  Are we ready for the revolution?

ドイツは日本みたいにOJTといったしっかり研修計画が基本ありません。 Instagram : https://www.instagram.com/masa.lifestyle/ Twitter : https://twitter.com/masalife2020 Blog : https://masalife-net.com/ YouTube : Masa Life Tube https://www.youtube.com/channel/UC_5NKTxrJpLNSF0dx7rWhvQ

Diabetes sometimes leads to loss of vision. What if there were a simple screening device to find out who is at risk? Dr. Lloyd Hildebrand, a Canadian ophthalmologist and founder of two start-up companies, invented a hand-held device that in minutes measures the eye’s electrical waves to detect patients who may be suffering from diabetic retinopathy. Hildebrand talks about the challenges in moving from academia to the start-up world. “It was hard to get somebody that understood what we were doing to fund the company and run it,” Hildebrand said, “so I drew the short straw.” *This episode is a re-release.* TRANSCRIPT: Intro (00:01): Inventors and their inventions. Welcome to Radio Cade the podcast from the Cade Museum for Creativity and Invention in Gainesville, Florida. The museum is named after James Robert Cade, who invented Gatorade in 1965. My name is Richard Miles. We’ll introduce you to inventors and the things that motivate them, we’ll learn about their personal stories, how their inventions work and how their ideas get from the laboratory to the marketplace. Richard Miles (00:40): An EKG for the eye is helping people with diabetes to keep their eyesight. Welcome to radio Cade, I’m your host, Richard Miles. And today I’m talking to Dr. Lloyd Hildebrand and ophthalmologist and founder of two startup companies. Welcome to Radio Cade, Lloyd. Dr. Lloyd Hildebrand (00:53): Thank you very much. It’s good to be here. Richard Miles (00:55): So Lloyd, I got to say you’re the second Canadian I’ve interviewed in the last three days. And our listeners may begin to think I’ve fled to Manitoba, Saskatchewan or somewhere, but I promise from the beginning, no hockey jokes, no references to Molson or any of that nonsense. Dr. Lloyd Hildebrand (01:08): Okay. At least it’s not February and 40 below zero. Richard Miles (01:12): Exactly. But I did want to comment on that. Actually, you were born in Canada and you grew up in Brazil. You came back to Canada for medical school, you practice in Iowa for a few years as a physician, then some training in Oklahoma, you worked in Portland, Oregon for a while. And now you’re either in New York or Las Vegas. I can’t remember where you are at the moment. Dr. Lloyd Hildebrand (01:30): I’m in Las Vegas now. Richard Miles (01:31): So the obvious question is, are you on the run from the law or sort of what explains your trajectory, give us a snapshot of Lloyd Hildebrand and why it is you in so many different places? Dr. Lloyd Hildebrand (01:39): Sure. I was born in Canada and at age four, my family moved to Brazil, Southern Brazil. All my parents were missionaries there. And I lived there till I was age 16. I came back to Canada and finished high school and went to do my undergraduate work in my medical school in Winnipeg at the University of Manitoba. I then went into primary care and was a primary care physician for almost a decade one year in Canada, and then move to council Bluffs, Iowa, where I joined two of the Canadian physicians there in a primary care setting, doing family medicine there, obstetrics. I then went back to training in ophthalmology at the University of Oklahoma in Oklahoma city at the Dean McGee eye Institute, which is a large regional well known academic center and did a fellowship at a family plastic and reconstructive surgery in Portland, Oregon. That was a one year program. And I was recruited back to the University of Oklahoma at that time. And I spent 22 years there on faculty and went through the full academic career there. I retired in 2016 to go to New York and work on an artificial intelligence project. I worked a couple of companies that were working with IBM Watson at the time. And after that project is completed, now I’ve decided to come to Las Vegas, Nevada and I start work on Monday, two days from now. Richard Miles (02:55): You’re quite the traveler. I did note that you’ve actually hit both coasts and the dead center of the United States, Canada and Brazil. So you’ve got the hemisphere pretty well covered. Lloyd, let’s talk about your core idea that you’ve been working on for a while, but I think is fascinating. I think that what we’d like to spend most of our time today talking about, and then later the company or the companies that you have founded to spread those ideas. So let’s start talking about diabetes, which isn’t obviously connected to eyesight for a lot of people, but tell us what is the connection to vision? And then what is the problem that you are trying to solve? Dr. Lloyd Hildebrand (03:29): Sure, well, diabetes is the largest growing problem and growing very rapidly at epidemic proportions, diabetes really does a lot of its damage in terms of damaging the end organs, The eye being one of them, the kidney, the heart, and the brain are also organs that can be damaged. It’s usually damaged to the small blood vessel of the eye and that’s called diabetic retinopathy and diabetic retinopathy is actually the leading cause of preventable blindness in working aged Americans. So it’s a major cause of vision loss. The real challenge in diabetic retinopathy is that it’s easily treated. They’re very effective treatments and there’s very, very good research, probably one of the best research diseases in our scientific literature. And yet at the same time, it’s best treated when patients are asymptomatic. So therefore patients with diabetes, there’s a guideline recommendations for them to have an annual examination or evaluation of their retina to see if they have treatable disease. And if you treat the disease, you can prevent the blindness. If they start having symptoms, you can prevent the progression, but it’s very difficult to reverse the vision that they’ve already lost. So therefore the real challenge becomes how do you treat people in a timely way? And the way to do that is to evaluate them regularly and have a reliable test for doing that. The result of the healthcare system though is that only about 40 to 50% of people have that test done on a regular basis. And as a result, a lot of disease go detected until it becomes symptomatic. And they’re behind the eight ball in terms of treatment at that point in time. Richard Miles (05:05): Can you give us a sense of the magnitude of the problem and do you know, what is the percentage say of people who are going to develop diabetic retinopathy? If they’re not checked? I mean, reminds me a little bit of skin cancer or certain forms of skin cancer, right? Where if you detected easy to treat, if you don’t detect it, it’s highly lethal. What are we talking about in terms of those folks who don’t get checked? Are they in big, big trouble? Dr. Lloyd Hildebrand (05:27): 80% of people will develop diabetic retinopathy at some point in their lifetime of the disease. And there are certain risk factors that are associated with it. How long you’ve had diabetes, how poorly controlled it is. So the hemoglobin a one C level or the level of blood sugar that you have also it’s associated with a higher risk of patients with high blood pressure and high cholesterol and triglyceride levels. So high lipid levels. So all three of those states combined to increase the risk of the patient in doing this. So the relative risk of people developing vision from this, there were about 40,000 people a year that go blind from diabetic retinopathy. So it’s significant and there’s a much larger group of people that then have what we call moderate vision loss and moderate vision loss. Wouldn’t be so moderate to you and I. It’s the loss of the ability to read newsprint and loss of the ability to drive. So they’re very, very significant impacts in terms of people’s lifestyle and activities of daily living. Richard Miles (06:24): It sounds like if you have diabetes or if one has diabetes, you should at least be aware of the problem. But if I understand it correctly, from what I’ve read, the key is you may get this recommendation from your primary care physician and then you get a referral to a specialist and it’s in that scene, right? That a lot of people just don’t get around to doing it, or they don’t want to do it or whatnot. And so a lot of people who are actually told are aware that this may be a problem, don’t do the critical follow-up and there for, they go largely undiagnosed. Do I have that right? Dr. Lloyd Hildebrand (06:53): That’s correct. So the big challenge in the healthcare system is what I call people falling off the wagon. And you fall off the wagon from the primary care setting to the eye care environment where the eye exam needs to be done. Part of that is because it’s asymptomatic people, don’t perceive the importance of it. Part of it is it takes time. It costs money to do that. Part of it is that there’s some resistance on the eyecare environment in terms of getting appointments in a timely way. So there’s some inconvenience factor in that as well. And some of it is just that people aren’t even referred for it because again, it’s the asymptomatic disease. Richard Miles (07:27): So tell me then about the technology that you’ve developed to make this more efficient. I assume a primary care physician can do this in his or her office or pretty rapidly, so you no longer have to refer them to a specialist. Dr. Lloyd Hildebrand (07:40): Yes. So again, drawing back from my experience as a primary care physician, diabetes has exploded since I last practiced as a primary care physician, but nonetheless, it was an important part of our treatment as well. And so one of the things that primary care physicians do very well is tests people find out when they hit a threshold of disease that needs a specialist and then send them onto a specialist. So our idea is if we could provide a test for a primary care physician to do that was reliable and accurate and convenient for them to do. And generally you have to consider also the economic aspects of it so that they can actually make some revenue from doing this. But that would be something that could help us address this issue because it would avoid patients having to move from the primary care setting to the eye care setting until they had what we call threshold disease or disease severe enough to need treatment. So the initial application that we did is we use the photographic technique to do this. There was a photographic technique developed by the national institutes of health that was used for all clinical trials that were done for the FDA, for the new treatments, for new therapies and for epidemiologic studies. And that technique was developed on film, very similar to the view master film reels of cartoons that we used to watch as kids, little view masters. And it used that ability to create stereo by creating these two different views, our initial solution for doing that in the first company, I started took photographs and converted that process from a film based process to a digital process, created a reading center. So the photographs could be done in the primary care setting sent to the reading center and a report sent back to the primary care physician with a red and green label on it, a lot more detail if they wanted to, but they knew that if it was ramped, they needed to send the patient onto the ophthalmologist for treatments. So what we’re using now instead of imaging technology is we’re using a different form of imaging electrophysiologic imaging, where we actually measure the electrical activity of the eye to determine whether or not there is disease present there. And so that’s where the EKG of the eye analogy comes from. So it’s simpler to do doesn’t require the challenges of imaging, particularly in patients with cataract, because it doesn’t require us to image through the eye to get the data and it can be done much quicker and the reimbursement model is better. So there are several different advantages to the techniques of doing that currently. So part of that then was developing the service in such a way so that it could be delivered in the primary care setting. The workflow would not interfere with how the primary care physician does his or her work, and then setting up a reading center to be able to interpret the data and then report it back and doing this all through a cloud based architecture for doing it, and then important to the primary care physicians that we be able to integrate this into their existing healthcare infrastructure, their EMR systems, and that isn’t such a trivial thing to do either. So once we got all of that established, we were actually rolling out our pilot site and then our pilot site was very successful. And once we were successful with that, we were really working on commercial deployment and that’s when COVID hit. So we have to shut down for awhile. And now we’re reopening at this point and time. Richard Miles (10:42): So that makes it sound like this idea should spread like wildfire, right? Because it sounds like a quite superior way of handling it. And probably it’s going to save if not lives, at least people’s vision. Let’s talk now about the companies that you founded, not just the origin story, sort of like the day, but also a little bit about the experience of doing so, because you’re not the first one that we’ve had on the show. They come from primarily an academic background. They hit upon a great idea through their research, or they are collaborators on somebody else’s original insight. And most of them find it a very challenging transition to go from the academic world in which you do research and you publish and you then move on to the next research and you don’t have to worry about who’s paying for the little lights over your head or air conditioning or any of that. When they go into this world, in which your idea doesn’t sell itself, it has to be developed it has to be tested. It has to be marketed, it has to be distributed. How did you get, first of all, the idea that you wanted to do this to be involved yourself, right? Cause there’s another path and simply you could license the technology. And a lot of people do that and you move on to whatever else you want to do in life, but you decided to take the hard road and actually get involved in not one but two companies. So tell us what was the impetus for doing that? And describe for us maybe your first, I dunno, six months, what was it like and what did you learn in those early days? Dr. Lloyd Hildebrand (12:01): A little bit of this is the story of necessity is the mother of invention. So a lot of this was stimulated by a need. I had to do something to do that, to keep the idea alive. We developed the technology in our labs and we had actually continued to grow and develop the idea. We’re validating the idea through research grants and doing it through the traditional academic settings. We had a very large national trial that was going to be done, which is going to be the largest clinical trial ever done through the VA system. It was funded. We got the highest scores ever granted the program. And then for some unknown reason, it was rescinded. Again, I’m still not clear on why that happened. It was an almost $10 million grant, which at the time was the largest grant ever granted the University of Oklahoma health sciences center. So when that happened, the university said, look, either you have to abandon the idea or what you need to do is commercialize this idea and license it out. So we said, fine, we’ll do that. And we had obtained a patent for it at the time. So we thought we had some very tangible intellectual property license it out, but again, those things are a little bit challenging to do. And it was hard to get somebody that understood what we were doing to fund the company and then to run the company as well. There were two other co-inventors with me and they asked one of us to step out. And so I actually took the short straw and stepped out of the academic environment on a leave of absence from the university, just as I was about to hit tenure, my tenure promotion. It was a bit of a challenge and it was something that I hadn’t done before. And I remember the driving force behind my initial business plan was the Ernst & Young book, How to Write a Business Plan. And I literally followed that line by line chapter by chapter and develop a business plan for doing that. And I started marketing the business plan locally in Oklahoma, at the time it was hard to do that because a lot of people didn’t really understand what we were doing and the.com was booming at the time. So I packed everything up and I went to California and I started cold calling people on Sandhill Road. Richard Miles (13:59): Did you have any mentors at all that you turned to, or that offered you advice or was it just the Ernst & Young book and trial and error? You know, their whole bunch of small steps when you start a company that you don’t even think about filing for registration and finding an office and getting office furniture, all those sort of things that in other circumstances just appear out of nowhere as you do your work, did you have a roadmap or did you just day by day figure out, well, I guess I’ve got to do this and I guess I got to do that. Dr. Lloyd Hildebrand (14:25): So it’s not that there weren’t mentors, but at that point in time, especially in our academic environment, we were fairly immature at this concept of commercializing technology. So I was a little bit of a pioneer in all of that. And I think I suffered a lot of the arrows that pioneers have in their backs as a result of that as well, but still I did have good mentorship from some business people in the community, some people inside the university and then some of foundations that supported research at the university and these people were early investors in the idea, if nothing else, they provided me with encouragement. But much of what I had to do is really learn on the job OJT for sure, on the job training for the largest part of it. And the most frustrating part about it was that we really had an investor community in the Southwest in Oklahoma and in the region that really didn’t understand the digital world and the digital technology. And that changed dramatically when I went to California, didn’t move there. But when I went there to visit with investors there. Richard Miles (15:23): Primary care physicians are your principle market. I take it right. I mean, they’re the ones who you really expect this, or at least their hospitals will buy it for them. Once you had the product up and going or something to offer, was it a struggle at all? Or was it difficult to sell them on this idea? I mean, having been one yourself, you knew the language, at least that wasn’t a hurdle, but were there cost considerations or ease of use consideration? Did they said like, yeah. Okay. It looks great, but you know, we’re just going to stick with what we do and that’s fine with us. What did you encounter that at all? Or was it an easy sell? Dr. Lloyd Hildebrand (15:52): It was not an easy sell, as you can imagine. Medical systems are very resistant to change. First of all. So innovation is difficult to get implemented in medical systems. And there’s plenty of doors in terms of how long that takes somewhere between 7 to 14 years to really get that kind of adopted change. That was one of the points of resistance. So one of the main concerns that they had is the reimbursement issues and the reimbursement issues were complex because of the regulatory events around reimbursement. So Medicare and CMS had certain regulations that we had to follow. There were anti kickback rules that had to be followed as well because of self referral issues. And there were some telemedicine laws that were also pretty antiquated at that point of time, particularly anything that was done out of state. And when that happened, then we also have to follow other new rules in terms of licensure to be able to do this in other States. So there were significant complications to doing that. And then there was the natural resistance of the medical system to changing anything that they’re doing. There was some resistance from organized ophthalmology as well, which seemed to think that this was a threat because the ophthalmologist perspective of the problem is I see every diabetic that comes in and I examine them. What they don’t realize is that 60% of them aren’t making it in. Right? And so that was also one of the burdens that we had to overcome in order to do this. Richard Miles (17:13): I think you pointed out an under-appreciated problem or problems in the medical device or healthcare industry, and that this is classic third payer problem, right? Where even if the physicians themselves love the product or love the technology very often, they’re not the ones paying for it, nor do they have to deal with the regulatory hurdles necessarily in getting to use it. So did you find yourself having to spend a lot of time at Medicare offices in Washington or with regulators and insurance companies convincing them, this was a good thing for the field? Or how did you negotiate those hurdles? Dr. Lloyd Hildebrand (17:48): So we actually had to develop a strategy who we call coverage and reimbursement. So first of all, we had to change the policies and make this acceptable in order to do that, we went to the accreditation body. First of all, MCQA that this would meet the quality regulations that were part of the heat it’s report card, which is the report card, measuring the quality of a health plan performance on all of this. So that’s the first thing we had to do. Then we had to go to individual payers in each marketplace in order to get them to provide coverage and the reimbursement for this. So part of that is that we did a technical assessment. There are these organizations that the Hayes group does technical assessments of new technologies that come out, get that done. They review the literature and then provide a judgment on whether or not this is a qualified test to be done. We then went into individual marketplaces and we, first of all, tried to get Medicare coverage for that region. And we did that by visiting with people at CMS central office in Baltimore first, and then with the local carriers and the local carriers each made their own decisions. There’s an interesting story about our initial visit to CMS. It was actually on 9/11 and it was at nine o’clock on 9/11. So you can imagine what that was like. As I was walking into the building, the building was streaming out and we were meeting with the director of CMS at the time Dr. Sean Tunis. And he asked us and said, do you want to stay for the meeting or not? And we said, well, if you’re willing to meet, we’ll still meet, but we understand if you don’t want to do that. And we met and then lights were all grounded by them. And so we rented the last car at the airport and drove 24 hours, back to Oklahoma city. So it’s a very memorable day when we got that, but it was also a very good meeting with Dr. Tunis. Richard Miles (19:29): Wow. You probably carried out one of the only previously scheduled meetings and actually finished it on 9/11. I was in Washington at the state department and it was quite chaotic and, um, yeah. Dr. Lloyd Hildebrand (19:38): It was very, very tense and we had just driven from DC to Baltimore. So during that time, it was a very interesting time and very chaotic time. Richard Miles (19:47): Let’s go back a bit now about the company. So you have two companies, right? The current one is Trinoveon did I pronounce that correctly or how you did, but then the first one was called Inoveon, right? Correct. Okay. What’s the meaning behind those words? And what’s the difference between the two companies? Dr. Lloyd Hildebrand (20:02): Well, Inoveon was the initial company that we did and really the name was an aggregation of the word innovation and eon, the age of innovation. And so that was really the concept behind it. And our mission really was the prevention of diabetic blindness, because that was our whole mission in doing that. And so we set that up and we developed the technology. We developed all of the protocols with the protocols, the workflow, the business model, the regulatory model, and then the competency reimbursement and coverage decisions with all the health plans. We went through some ups and downs. We had several investors cycles and all of that. And ultimately, we sold that company to a German company that was a health IT company based in Germany, focused in, on the ophthalmology space and the largest provider of EMR systems for ophthalmology in the world. That company was then acquired in the sharks and minnows game by Topcon, which is a large Japanese ophthalmic company. And they were very interested because they were developing the devices that we were using to do the imaging. And so this was a natural fit for what they wanted to do. However, they also had an internal team that was working on their own solution for this. And so when they acquired the company, they basically mothballed the company. But the residual of all of that was that we had one of the largest datasets for annotated data that had very high quality data and evaluations in it that were commensurate with the research quality data that the NIH trials had done. So we had about 3 million images in that dataset. So as a result that became valuable to some of the artificial intelligence groups that were out there, the Googles of the world, and some of the large pharmaceutical companies that were developing and some of them are device companies. And so that data set has become the core of some of the big data analytics that has gone into some of the automated image reading systems that are out there. The challenge with imaging system and reading is that there are some significant operational challenges doing that. Diabetics have a large incidence of cataract. So when you have a cataract, it’s difficult to get a good image. And when you don’t get a good image, you can’t get a good test result. There are other workflow issues and the cost of the equipment and the operation of the equipment is also complex. So we thought that might be a better way to do this. So after that company was sold and spun out and was doing all of those things, we continued to work on other new innovative technologies to solve the same problem. And that’s the origin of trying to Trinoveon. Richard Miles (22:26): So the difference in, let me see if I have this straight part of what the challenge was. You’ve got all this data, but the ability to interpret the data and is that where the AI comes in, it just makes it more efficient and more accurate. Is that correct? Dr. Lloyd Hildebrand (22:37): That’s part of it. We still haven’t validated that it’s more accurate. We had human readers doing it. We had a very, very high quality system doing it. In fact, in daily routine operations, we actually matched or out performed research, trial quality data in our reading centers. So that was still difficult to do. The second part of it is that what’s happened in the retinal imaging. It’s become more of a screening technology rather than a diagnostic technology. And so what they’ve done is dummy down some of the questions that they have, and trying to just basically find people that have some disease and just get those people over. And so they can eliminate about 50% of the population that way. Richard Miles (23:15): I see. I hadn’t thought about that key difference between screening and diagnostic. One is just kind of bare minimum to do with a triage sort. Right. And then the other one is to really try to understand the disease Lloyd, tell me, how do you spend your days now in terms of the life cycle of the company? Are you still primarily on the research and development end or strategic management or.. Dr. Lloyd Hildebrand (23:36): So the answer is yes, to all of those as you do at small companies, there is a difference with Trinoveon, so first of all, the technology is different instead of technology we’re using electrophysiologic imaging. Richard Miles (23:49): So it’s the electrical activity, not actual photos that makes this so much simpler or relatively less complicated than the systems that are in place now. Dr. Lloyd Hildebrand (23:58): Yeah. So the technology of the device is actually quite complex, but what we’re trying to do is we’re trying to simplify all of the workflow for the primary care physician. So it can be done simply by a medical technician and can be done in less than five minutes. That was really the goal of what we were trying to do. So we’ve systematically operationalized all of those aspects with a device that used to be a desktop device that you put your head into now its a handheld device, much like an ice cream scooper has a little cup on it like that, that you put over the eye and the electrode that goes onto the lower eyelid and attaches to the device. And then a series of flashing lights that trigger the electrical activity in the eye and auto correct any errors in it, getting a valid test. And once a valid test is done, it notifies the user of that. And they put it into a little holster and that holster sends it over the internet to our reading center. And then we send the report back to them. Richard Miles (24:52): Is something that if you went to your doctor, it would only be done if you were diabetic or is this potentially something you would do as a normal battery things that physician’s assistant will do before you see your primary care physician or is that over kill? Dr. Lloyd Hildebrand (25:05): So one of the critical elements of everything that we do is we try and make sure that there’s a very solid, scientific and clinical foundation behind it. So what we’ve done is we’ve only validated this approach for diabetic retinopathy at this point, electrophysiology of the eye is done for other conditions, such as glaucoma. Hypertension can also make some changes in the eye, but we haven’t validated that clinically, but those are some future applications that we had anticipated will happen. Richard Miles (25:31): Wow that sounds exciting. So usually what I’d like to do is give everyone on the show, a chance to dispense the many nuggets of wisdom that they’ve accumulated in their scientific and entrepreneurial journeys. And so I’m guessing that from time to time, you were asked for advice maybe from other startups or even other physicians who might be thinking of something similar, have you accumulated a short list of things that you wouldn’t do again, knowing what you know now or pitfalls you definitely stay away from if you were say, asked to serve as a consultant to somebody else’s business. Dr. Lloyd Hildebrand (26:00): Yeah. I think one of the real lessons that I’ve learned is that perseverance is probably as important as brilliance or intelligence in this game. Is that really persevering with the idea believing in it? And then when the naysayers come, it’s much easier to say no to something than to say, Oh yes, that’s wonderful. That was work. So I think you have to have perseverance and you have to be a little bit immune to some of the critique and criticism that are out there. Even from environments like the academic environment. Some of the harshest critique we took was actually from our research and development group at the university that was supposed to be supporting us for doing this. We had to work through constitutional amendment to the state constitution, which prohibited faculty from participating in equity positions in company. And so we have to work through a lot of these different issues in order to be able to even achieve it. Now, fortunately, we paved the path for other people to do it, and it’s a leisure to doing it, but they’re facing other challenges as a result. But I think perseverance is one of the key things. And I think the other one is really having a solid foundation for what you’re doing. That’s based in scientific merit, particularly in medical applications that has the validation to it always gives you the high road. And so when you face those challenges, knowing that you have that behind you, I think it’s a very, very powerful tool. Ultimately, sometimes it’s harder to sell people on that because they don’t believe you can do it, but once you can prove that you can do it, then I think it becomes a real selling point. Richard Miles (27:29): Right, because there’s nothing like confidence in your product. If you know it works, then it’s that much easier to go out and tell other people, I guess in many cases it’s a chicken and egg thing, right. You know that a certain trial probably will confirm or make confirm, but you need money to do that trial. And so how do you split the difference? Like, you know, I’m very, very confident, but I’m not certain and get somebody to fund that. Dr. Lloyd Hildebrand (27:49): The other lesson that you learn is that leadership in a company like this is lonely, it’s lonely at the top because ultimately somebody has to make the call. What’s your priority and spending, are you doing it on marketing? Are you doing it on research? Research people are pulling for more data, the marketing people just want more money, so they can go out and tell the message, right? And so you have to make all of these decisions, how much to invest in technology. And so when you’re making that final decision, I think you really have to think about what are the basic principles that you’re going for. What are the metrics that you’re using to assure that your decision is a good decision, then how do you implement that decision and not lose your organization. Richard Miles (28:25): The other comment I was going to make Lloyd is when you said that you didn’t get the support, maybe you’re expecting from the academic community. I was gonna say, I’m shocked, shocked to hear that that would take place pettiness in academia. And it reminds me of that famous. I think it’s a Henry Kitchener quote in which he said the fights in academia are so vicious because the stakes are so small. Dr. Lloyd Hildebrand (28:43): Well, that’s right in academics. And in a lot of ways is a very individual sport too, right? It’s a lot about how do I develop my own career and how do I prosper in that career? And so each individual achievement has to be allocated to somebody. And so that is one of the challenges. The second one is that entrepreneurship wasn’t typically viewed as part of the academic journey. And now I think a lot of those things have changed in some of the academic settings and entrepreneurship actually does count for some of that. So I think those are good changes. Richard Miles (29:13): Yes. And you’ve made a very impressive and rare transition, most academics. In fact, most academic adventures at some point say, you know, this is just not worth it. And I’m going to either get bought or let this go to somebody else. Although I guess you had the best of both worlds you got bought and you kept going, so that’s even better, but I commend you for sticking with it Because it is a tough road, lots of very bright, energetic, committed people who don’t ultimately succeed through a combination of circumstances. So congratulate you on doing it. Not once, but twice. Dr. Lloyd Hildebrand (29:40): I tell my children find something you do in life that makes it easy to get up in the morning. And usually that means that you find something significant. And when you experience a blind person and particularly somebody that’s blinded from something that was avoidable preventable or treatable, then you really realize the pain and suffering that you can prevent by doing something significant is really relevant to the world. And it’s meaningful. And I think that’s the main thing that drives me. I work in other blindness prevention programs internationally as well, cataract blindness that’s for example, and all of these activities I think are centered on this focus that I’ve tried to put into my career, which is how do we leverage information technology to give us better clinical tool. We have a lot of administrative tools in medicine that really encumber us more than they help us. So I’m really focused much more on the clinical side. It’s how do we get good tool to help us do this? And that was part of the work in AI that I’m very interested in continuing to foster as well. Richard Miles (30:35): Lloyd, thank you very much. These have been very inspiring, encouraging words. My takeaway from this is I need to start booking more Canadians clearly. Dr. Lloyd Hildebrand (30:43): That’s probably a good thing to do. Richard Miles (30:46): Right, thanks very much for being on Radio Cade and hope to have you back at some point. Dr. Lloyd Hildebrand (30:49): Absolutely. Thank you very much for the opportunity. It was a pleasure. Outro (30:53): Radio Cade is produced by the Cade Museum for Creativity and Invention located in Gainesville, Florida. Richard Miles is the podcast host and Ellie Thom coordinates inventor interviews, podcasts are recorded at Heartwood Soundstage and edited and mixed by Bob McPeak. The Radio Cade theme song was produced and performed by Tracy Collins and features violinists, Jacob Lawson.

話したネタ プロダクトマネジメントのすべて 事業戦略・IT開発・UXデザイン・マーケティングからチーム・組織運営まで 書籍の概要 プロダクトの成功とチームの組成 Core/Why/What/How プロダクトマネージャ以外の人だと、誰が読むべき？ プロダクトマネジメントの応用範囲の広さ アウトプットじゃなくアウトカムを考える 大企業のミッションは抽象度が高いが、それを上手く使う 会社を自己実現に活用する 大義に沿っているかどうか 書籍のおすすめの読み方 そもそも執筆者陣は、どうやって勉強して執筆したのか？ 大量にあるフレームワークは使わなければいけないのか？ プロダクトマネージャとプロダクトオーナとの関係性は？ プロダクトマネージャの毎日のタイムテーブル 企業内で、プロダクトマネジメントの概念をどのように広めていくか？ プロダクトマネージャは「これ、やらない」ってのをどう決めるのか？ KGI/KPI/NSM プロダクトマネージャはどのように信頼を積み重ねていくのか？ KPIやNSMを振り返るタイミング、頻度？ さらにプロダクトマネジメントについて学習したい場合は、この先どのように勉強していけばよいか？ プロダクトマネージャの本当の成長の多くは、OJTである プロダクトマネジメントクライテリア プロダクトをつくる力をアセスメントするDIA for PMのご案内

A young man is haunted by the ghost of a co-worker he barely knew.In this chilling tale we listen as Brandon begins unfolding from a haunting that is not only terrifying but unique within this genre of film. This Short screenplay has become a Feature screenplay and will premier in Season 2 titled "Otaktay." (This podcast was previously titled "Scary Stories & Screenplays")Our actors reading the roles are:  Sam Jules as  BrandonDarrius Warren as PhillipeCarolyn Gazalski as SharonErin Cessna as AlliePatrick Higgs as Carl and Cortina Jackson as our Detective & LisaAnd a very special thank you to Cari Haim, for helping me title this great screenplay. Credits for sound effects for ALL Episodes: Freesound-Klankbeeld, The Bose Deity, Jan Bezouska, John Levine333, inspectorJ, W. Luna, Silver Illusionist, New Age Soup, Yewbic, Yolande180138, NightWatcher98, Mini Gun Fiend, Rhapsodize, Creeper Ciller 78, MariceJK, Jordi Shaw, Boedie, James T Campbell, Anna Ponce, Other Things, Isbeorn, Sheyvan, Toklant, Fool Boy Media, Audio Dread, The OJT, Mitch Anary, P. Chester, Abouch, Anders MMG, Batman 6661, Neospica, Krucifix 444, Gowler Music, Mevafaan, RawWhiteman7, K. Myers 1316, Mary The Witch, Alec Corday, db123Infane, Soularity Sound, Tyops, Skydran, Alex 400, Xanco123, Arithi, Columbia 23, Tony Carlisle, Savvva S. Juhengof, Joe Crazy 3193, Rettalo, PFranzen, Nigelinix, Ashleyxxpiano, 

On this week's episode of the Over 50 Entrepreneur Podcast, we speak with James Roberts, CEO of Right Now Roofing. Often, when we think about entrepreneurs, we think about technology, social media, disruption, and other areas that tend to be more glorified in the business world. But, the truth is, there are many entrepreneurs who've created successful businesses in industries that are less than glamorous but are still driven and passionate about what they do, have a great time doing it, and make a ton of money. James is one such entrepreneur, and I was so excited to have him share his journey with us. “There are different types of job knowledge that you need to be an entrepreneur. For instance, I know I know how to install a roof and how to sell a roof, but what I didn't understand was the completely different job description of owning a company where you have employees, you have subcontractors, you have taxes, you have office staff, weekly payroll, and all these other things that have nothing to do with contracting a roof or installing roof. It's a completely different skill set and I had to OJT that rapidly,” says James.We chat about James' start in business, as well as: His journey from employee to entrepreneur Developing collaborative business relationships Creating additional revenue streams through diversification Working outside your comfort zone And more

Parents teach kids. Teachers teach students. Adults are taught during OJT. As adults that date, we don't want to teach anything. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

One thing we haven't given enough time to on this show?  Sales engineers. It's a lucrative career path, and the people that do that job play a vitally important role.  Meanwhile, we've barely mentioned them. (Sorry.) We fix that this week by talking to Lisa Conturo of the German American Chamber of Commerce, who are making a conscious effort to bring the German apprenticeship model to cities like Pittsburgh.  Lisa and the GACC have actually developed a nicely compensated sales engineering apprenticeship that combines classroom learning with practical on-the-job training (OJT) that gives the learner thousands of hours of experience before they graduate.

In this episode, George Iranon, CEO of Career Path Services, discusses the power of OJT, or "on the job training". Discover tips for how to maximize on the job training and achieve successful outcomes. 

Carpet cleaner turned restoration professional. Teaching agent & adjuster marketing for the past ten years. Has written programs to teach restoration companies to properly marketing themselves to the insurance industry.Direct marketing is not a simple as it used to be. Inbound marketing is very important, but unless you know how the industry works it is very difficult to sell.Education starts with the basics: WRT, ASD and other IICRC and RIA technical training. OJT and time in service are key to mastering the ins & outs of restoration.Certified Restorer's school is the top certification.Continuing education should continue beyond initial certs. LinkedIn is a powerful learning and networking tool for ALL business people as well as restoration contractors. Understanding more about your target market, whether it's agents or plumbers, begins with getting involved in niche groups on sites like LinkedIn.http://showmemarketingsolutions.com/Disaster Brigade USALinkedIn: Ivan's Profile Become a member at https://plus.acast.com/s/the-claim-clinic. Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.