Podcasts about okr

It's July, and it's already a smokin' hot summer!! It's been great seeing all of you OKR listeners and social media followers who we met in person at the bars and shows…. it's been great meeting you all in person and having some cool chats about music, World Cup, how shitty the movie Disclosure Day […] The post One Kind Radio Podcast – 7-17-26 appeared first on One Kind Radio - Milwaukee, WI.

After a bit of a (long) break, Giant Talk is back, with a new look, feel and a new co-host! Still the same focus - decoding what works in translating strategy into results.James Perryman of Momentus joins Roger to bring a new perspective to the conversations on Giant Talk. While he and Roger share similar outlooks on business, strategy and performance, they come at it from different angles - with James focused strongly on the leadership and management challenges. TakeawaysOKRs play a crucial role in improving business performance and aligning organizational goals.Senior management buy-in is essential for the success of training and development initiatives.Chapters00:00 Introduction to OKRs and Performance Improvement02:29 Transition to Organizational Development and Leadership05:59 Management Training and Setting Expectations08:38 Client Engagement and Business Impact11:27 Organizational Integration and Leadership Role14:07 Training Relevance and Senior Management Buy-In17:19 Podcast Evolution and Organizational Growth22:57 Challenges in Implementing OKRsStay tuned as they drill into this with a whole range of engaging and insightful guests over the coming season.Enjoy the episode!If you have 3 minutes and would like to see how your goal setting/OKRs could have more impact, then why not give our maturity assessment a try?  It's free, you get your results right away and you can access it HEREIf you'd like to chat OKRs, then why not have a chat with our Founder, Roger?  He's a massive OKR geek and could talk about them for hours!  You can fix up a call with him HERE

RH, DRH, ressources humaines, santé mentale au travail, bien-être des RH, communauté RH, réseau professionnel, management, charge mentale, QVCT, festival RH, HR Weekend, coaching, développement professionnel : cet épisode de Nouveaux Prismes touche à tout ce que la fonction RH traverse en silence, et que personne ne met vraiment en mots.Émilie Balmy est DRH chez Neoplants, une biotech à mission. Elle est également impliquée dans la communauté HR Weekend et dans l'organisation du Festival RH, dont la troisième édition aura lieu en octobre. C'est une DRH qui a décidé de faire quelque chose de son isolement plutôt que de le subir.Ce que vous allez apprendre dans cet épisode :La solitude dans la fonction RH ne naît pas au premier jour. Elle s'installe progressivement, à mesure que les responsabilités augmentent, que les décisions deviennent stratégiques, et que le périmètre de ce qu'on peut partager se rétrécit. Émilie le dit clairement : en début de carrière, on est en équipe, entourés, peu décisionnaires. Le sentiment d'isolement, lui, vient plus tard.On parle aussi du positionnement structurellement ambigu de la fonction RH ; ni vraiment dans la direction, ni vraiment côté salariés. Émilie le formule ainsi : "Je suis salariée et je subis autant que les autres salariés les décisions que va prendre ma direction. Pour autant, je représente aussi la direction." Ce double statut crée une solitude de fond que peu d'entreprises savent adresser.On aborde la question du bien-être des RH eux-mêmes : qui s'en préoccupe ? Le CSE ? La direction ? Dans les faits, souvent personne. Émilie décrit avoir mis dans ses propres OKR individuels de trouver des ressources externes, de se former au coaching, et même de participer à sa propre enquête de bien-être en tant que salariée parce qu'elle n'y était pas invitée autrement.Et elle partage ce qui a changé concrètement : rejoindre des communautés de pairs. HR We Can d'abord, une communauté Slack RH qui lui a permis d'échanger sur des situations complexes avec d'autres personnes qui vivaient les mêmes réalités. Puis le Festival RH, dont elle co-pilote désormais la programmation avec Julien Martino.Thèmes abordés dans cet épisode :isolement des DRH, charge mentale RH, bien-être au travail, santé mentale des ressources humaines, positionnement RH entre direction et salariés, réseau de pairs, communautés RH, Festival RH, coaching, formation des RH, OKR individuels, enquête de bien-être, RH externalisé, syndrome de l'imposteur, développement professionnel, solidarité entre RH, prise de parole en entreprisePourquoi écouter cet épisode :Si vous êtes RH, DRH, ou manager en lien étroit avec la fonction ressources humaines, cet épisode vous donnera du vocabulaire pour nommer ce que vous traversez et des pistes concrètes pour ne plus le traverser seul. Émilie ne parle pas en théorie. Elle parle de ce qu'elle a construit, step by step, pour sortir de l'isolement et en faire une force.Si vous dirigez une entreprise, cet épisode vous donnera une grille de lecture sur ce que vit votre DRH et sur ce que vous pouvez faire, ou ne faites probablement pas, pour le ou la soutenir.Écouter Nouveaux Prismes :Disponible sur Ausha, Spotify, Apple Podcasts et toutes les autres plateformes.RH, ressources humaines, santé mentale, DRH, bien-être au travail, charge mentale, isolement, management, communauté RH, réseau professionnel, Festival RH, HR Weekend, coaching : tout ce que la fonction ressources humaines vit en silence, enfin mis en mots.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Wie kommen Organisationen aus dem Hamsterrad heraus – ohne noch mehr Steuerung, Planungsrituale und Meetings? In dieser Sonderfolge tauschen Marco und sein langjähriger Freund und Unternehmer Fredrik Harkort die Rollen: Fredrik übernimmt die Moderation und spricht mit Marco über den Evident Flow – das Framework, an dem Marco seit sieben Jahren arbeitet und das den bisherigen OKR-Ansatz konsequent weiterentwickelt.Im Fokus stehen bessere Entscheidungen über knappe Ressourcen, echte Priorisierung statt Dauerstress und die Frage, wie Künstliche Intelligenz Management und Zusammenarbeit verändern wird. Außerdem erklärt Marco, warum Wertschöpfung nur entsteht, wenn Kunden, Mitarbeitende und Unternehmen gleichermaßen profitieren.

W korespondencji z Polski m.in. o tym, że Warszawski Sąd Okręgowy zdecydował o odrzuceniu zażaleń na tymczasowe aresztowanie Zbigniewa Ziobry w związku ze śledztwem dotyczącym funduszu sprawiedliwości...Posłuchaj audycji radiowej w dowolnym czasie, naciśnij tutajSłuchaj audycji radia SBS Polish na żywo w poniedziałki, środy, czwartki, piątki i niedziele o godz. 14.00 (czasu wschodnioaustralijskiego) na paśmie SBS Radio 1 (Audycja czwartkowa jest powtarzana w niedzielę o godz. 14.00)Aby słuchać w radiu analogowym znajdź pasmo SBS Radio 1 naciskając link: Pasmo nadawania audycji w Twoim mieście naciśnij tutajAby słuchać w radiu cyfrowym DAB znajdź 'SBS Radio1'Aby słuchać w telewizji cyfrowej znajdź: SBS Radio 1 na kanale 301Aby słuchać w internecie wejdź na stronę: sbs.com.au/polishalbo naciśnij: Polskie Radio SBS i PodcastyAby sluchać w Twoim telefonie przez aplikację - zainstaluj bezpłatną aplikację SBS Audio App

 Zapowiadana reforma ochrony zdrowia stała się jednym z najważniejszych tematów politycznej debaty. Damian Kowalczyk, radny Warszawy i sekretarz Zarządu Okręgowego Prawa i Sprawiedliwości w Warszawie, ocenia, że rząd na razie przedstawia głównie deklaracje, a pacjenci czekają na konkretne rozwiązania. Jak podkreśla, konieczne są szybkie decyzje i zmiany, które realnie poprawią sytuację w służbie zdrowia. 

Gościem Rozmowy Dnia był Jan Jóźwik, Okręgowy Inspektor Pracy.

RH, DRH, ressources humaines, santé mentale au travail, bien-être des RH, communauté RH, réseau professionnel, management, charge mentale, QVCT, festival RH, HR Weekend, coaching, développement professionnel : cet épisode de Nouveaux Prismes touche à tout ce que la fonction RH traverse en silence, et que personne ne met vraiment en mots.Émilie Balmy est DRH chez Neoplants, une biotech à mission. Elle est également impliquée dans la communauté HR Weekend et dans l'organisation du Festival RH, dont la troisième édition aura lieu en octobre. C'est une DRH qui a décidé de faire quelque chose de son isolement plutôt que de le subir.Ce que vous allez apprendre dans cet épisode :La solitude dans la fonction RH ne naît pas au premier jour. Elle s'installe progressivement, à mesure que les responsabilités augmentent, que les décisions deviennent stratégiques, et que le périmètre de ce qu'on peut partager se rétrécit. Émilie le dit clairement : en début de carrière, on est en équipe, entourés, peu décisionnaires. Le sentiment d'isolement, lui, vient plus tard.On parle aussi du positionnement structurellement ambigu de la fonction RH ; ni vraiment dans la direction, ni vraiment côté salariés. Émilie le formule ainsi : "Je suis salariée et je subis autant que les autres salariés les décisions que va prendre ma direction. Pour autant, je représente aussi la direction." Ce double statut crée une solitude de fond que peu d'entreprises savent adresser.On aborde la question du bien-être des RH eux-mêmes : qui s'en préoccupe ? Le CSE ? La direction ? Dans les faits, souvent personne. Émilie décrit avoir mis dans ses propres OKR individuels de trouver des ressources externes, de se former au coaching, et même de participer à sa propre enquête de bien-être en tant que salariée parce qu'elle n'y était pas invitée autrement.Et elle partage ce qui a changé concrètement : rejoindre des communautés de pairs. HR We Can d'abord, une communauté Slack RH qui lui a permis d'échanger sur des situations complexes avec d'autres personnes qui vivaient les mêmes réalités. Puis le Festival RH, dont elle co-pilote désormais la programmation avec Julien Martino.Thèmes abordés dans cet épisode :isolement des DRH, charge mentale RH, bien-être au travail, santé mentale des ressources humaines, positionnement RH entre direction et salariés, réseau de pairs, communautés RH, Festival RH, coaching, formation des RH, OKR individuels, enquête de bien-être, RH externalisé, syndrome de l'imposteur, développement professionnel, solidarité entre RH, prise de parole en entreprisePourquoi écouter cet épisode :Si vous êtes RH, DRH, ou manager en lien étroit avec la fonction ressources humaines, cet épisode vous donnera du vocabulaire pour nommer ce que vous traversez et des pistes concrètes pour ne plus le traverser seul. Émilie ne parle pas en théorie. Elle parle de ce qu'elle a construit, step by step, pour sortir de l'isolement et en faire une force.Si vous dirigez une entreprise, cet épisode vous donnera une grille de lecture sur ce que vit votre DRH et sur ce que vous pouvez faire, ou ne faites probablement pas, pour le ou la soutenir.Écouter Nouveaux Prismes :Disponible sur Ausha, Spotify, Apple Podcasts et toutes les autres plateformes.RH, ressources humaines, santé mentale, DRH, bien-être au travail, charge mentale, isolement, management, communauté RH, réseau professionnel, Festival RH, HR Weekend, coaching : tout ce que la fonction ressources humaines vit en silence, enfin mis en mots.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

OKRs sollen Fokus schaffen, Prioritäten klären und Strategie in die Umsetzung bringen. In der Praxis passiert oft das Gegenteil: Die Ziele kommen zusätzlich zum Tagesgeschäft dazu – und aus Fokus wird Überlastung. In dieser Folge geht es um einen typischen Denkfehler bei der Einführung von OKRs: Viele Unternehmen formulieren neue Objectives, ohne wirklich zu entscheiden, was dafür weniger, später oder gar nicht mehr gemacht wird. Dann wird Strategie nicht priorisiert, sondern gestapelt. Wenn du OKRs gerade einführst – oder merkst, dass sie bei euch eher zusätzliche Last als Klarheit erzeugen – bekommst du in dieser Folge konkrete Denkanstöße für mehr Fokus, echte Priorisierung und wirksame Strategieumsetzung.

“Witamy Was z konferencji Pato z okazji 200 odcinka i nagrywamy to na żywo. Wszyscy co tu jesteście na miejscu, usłyszycie to za dwa tygodnie, a Wy, którzy słuchacie, straciliście bardzo fajną imprezę.”

Most agency owners will tell you accountability is something they value, but fewer will realize they’re often the biggest obstacle to it. In this episode, Chip and Gini offer suggestions for how to stop being the bottleneck at your agency. Chip tells of his own recent experience where he missed putting out a newsletter after an emergency root canal. Even with Jen repeatedly pinging him, the decision of whether to get something done rested with him. Most employees won’t push back hard because they know who signs the paychecks. The exceptions are rare, and you can’t build your accountability system around them. Gini’s structural fix has been making “less founder dependence” an explicit OKR, tracked at every leadership meeting. When the goal shows up red on a dashboard, the visibility creates its own pressure. Chip thinks it's less about any specific single system. AI has helped him stop some procrastination, but it’s also added new projects he’d never have attempted before. His takeaway is that you need to figure out what works for your specific wiring, and not rely on someone else’s approach. For external accountability, peers, coaches, and organizations like YPO or Vistage can help, particularly for big-picture questions you wouldn’t bring to your team. But formal advisory boards are another story. Both Chip and Gini are skeptical, since even paid corporate directors with legal obligations frequently fail at the oversight function. For owner-led agencies, the complexity almost never justifies the benefit. Key takeaways Chip Griffin: “The reality is that I have told many employees over the years, ‘You need to hold me accountable for this or that.’ 95% of them won’t because they know you sign the paycheck.” Gini Dietrich: “I need people to say, ‘I need this from you. You’re the bottleneck. Here’s why, and here are the consequences.’ So then I can decide, okay, well, it’s not that big of a deal, or shoot, we don’t want that. Let’s get this done.” Chip Griffin: “You need to develop systems and processes and approaches that get you to that accountability. And what works for me may not work for Gini, and may not work for you.” Gini Dietrich: “In the Spin Sucks community, there’s a group of people that they’re each other’s accountability partners. I think they meet every two weeks, and they hold each other accountable. You can certainly have a coach, like what you do. You can join a membership organization like a YPO or a Vistage or something like that.” Related Five words every agency owner needs to understand Accountability as an agency leader Who holds you accountable when you're the boss? View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, I, I need some accountability. Gini Dietrich: Okay. I’d be happy to hold you accountable. That’ll actually be fun for me. Chip Griffin: It is very difficult as a business owner to, to be truly accountable, and just before we started, I was relaying how I failed to get out a newsletter last week because I was, I was tied up catching up after an emergency root canal, and so I did not get a newsletter out, and there was nobody there yelling at me to tell me that I needed… Well, actually I take that back. Jen- Gini Dietrich: I was gonna say, I’m sure Jen, I think Jen holds you accountable … Chip Griffin: Jen asked me like 400 times, “Are we actually gonna get a newsletter out today? Are you gonna send me something? Will we have something?” Gini Dietrich: I’m sure that that’s true. Chip Griffin: But, it just, it really underscores that, that as the owner, ultimately you make the decisions, and it is very difficult to have proper accountability for what you do or what you don’t do. Gini Dietrich: Yeah. It’s super hard. You know, it’s funny because we talk internally all the time about how I’m the bottleneck. And people are like, “I really need you to review this,” but there’s also six direct reports, and I’m, and six people, different people saying, “I really need you to review this.” Things get bottlenecked. I just thought, “Ugh, I’ve got my own priorities as well.” So it’s a real challenge, and even when you have, to your point, even when you have people saying, “I need this, I need this, I need this,” you ultimately make the decision on what’s the priority and whether or not it gets done. Chip Griffin: Yeah. And it’s, you know, I, think a lot of times we’ll have employees and we’ll ask, them to hold us accountable, and sometimes that works, but most of the time it doesn’t. Gini Dietrich: Yeah. Right. Chip Griffin: The, reality is that I have told many employees over the years, “You need to hold me accountable for this or that.” 95% of them won’t because they know you sign the paycheck. Gini Dietrich: Right. Yes. Chip Griffin: I have been blessed to occasionally have some in that 5% who were persistent and, they would, they would come camp out in my office and say, “You told me you would get me this answer by this time. I need it.” But that’s a very, very small percentage of the people that, that I have worked with at least, and I suspect that most owners have worked with. Gini Dietrich: Yeah. I think there’s, I think it’s twofold. I think there is an opportunity for your team to manage up, and by doing that, I think exactly you’re, what you’re saying, like camp out in your office. Or I have one person on my leadership team who is phenomenal at coming to her one-to-one with everything she needs me to make a decision on. And if it’s a document that she needs me to review, she provides me the highlights, and she says, “These are the two areas I need you to, review, and I need it as soon as we hang up.” And then she gives me 15 or 20 minutes back at the end of the meeting so that I can review those things. And then if I don’t, like I’m the asshole, sorry, the jerk that didn’t do it because she gave me the time back and I did something else. So like she does a phenomenal job of managing up, and that’s how she does it. But I think you’re right that it has, it comes with, I think it comes with experience, I think it comes with other leadership roles that they’ve played, like all of the- and some confidence, you know, to be able to say to the owner or the person who signs the check, “Hey, you gotta focus on this.” Chip Griffin: Yeah. And, I think even though you know it, it may not be as effective as you would like it to be to have your employees holding you accountable, you still need to create a culture in which- Yes … it’s possible to do that- Yes … where, they are encouraged to do that, because that will at least provide some degree of accountability for your actions and follow through. Certainly more so than if you scare people off, if you make people, if you kinda flick people away and say, “No, no”- Yep … “stop bothering me about this.” Yep. If you do that, it’s gonna be really difficult to get any kind of sense of accountability with your team and, it really does help you to have that. We complain all the time about, you know, clients who are on our back about this or that, but it does help us to make sure that things get done. And, so as long as it’s not overbearing, there is a benefit to that. Internally, we often have challenges with that, particularly for things related to our own business as opposed to for clients or for prospects. But we need to try to, as best as possible, create that culture where everybody is willing to step up and say, “Hey, this needs to be done. You are the blocker.” And, if you don’t, if they don’t call you out on it, things are probably gonna slip through the cracks. Gini Dietrich: Yeah, for sure. And, I find that I reprioritize based on what I think is the most pressing, right? And for me, what might be pressing may not be the same as it might be for somebody else on the team. So I need people to say, “Listen, I know that you’ve got this and this and this, but I, this is, this will, is what will happen if I don’t get this from you by this date.” And then I can go, “Okay, let me look at everything and kind of rejigger based on, those kinds of things.” So I, like from an owner’s perspective, I need people to say, “I need this from you. You’re the bottleneck. Here’s why, and here’s what it, here are the consequences.” So then I can decide, okay, well, it’s not that big of a deal, or shoot, we don’t want that. Let’s get this done. Chip Griffin: Well, and, part of the accountability function for you as the, boss/owner is to identify, you know, where you are, where you need to be the bottleneck and where you don’t. Right. Right? If, you- Right. Part of this comes down to- Yes … reducing the amount of things that you need to be held- Gini Dietrich: Yep … Chip Griffin: accountable for. And- Yep … you know, we’ve talked in the past about the importance of delegation and, trusting your team and giving them more responsibility, but that is very closely related to the accountability question. So if you are either micromanaging or you are overpromising and saying, “Yeah, I can get to that tomorrow,” when you know you can’t get to it tomorrow, you need to, to- Gini Dietrich: You think you can because you think you have 36 hours in the day instead of 24. Chip Griffin: Fair. Fair. But you need to get better at, estimating how long it’s really gonna take to do things so that you’re in a position where the commitments that you are making, particularly to your team or to others, you can uphold. And so there is something realistic to hold you accountable for. Because if you say, “Look, well, I, you know, I can move this skyscraper tomorrow,” and you know you can’t, it’s hard to truly hold you accountable for it, right? Because- Sure … it was never gonna happen anyway. Gini Dietrich: Right. Chip Griffin: And so you need to be in a position where the things that you promise are, truly legitimately things that you can be held accountable for afterwards. Gini Dietrich: Tell you what we started doing this year, and it has worked extraordinarily well for me. And I know that not everybody wants to function this way, but this is how– this is one way that you could do it. We do objectives and key results, so OKRs. We– That’s the process that we follow internally. And one of the things we said at the beginning of this year is, “If we wanna reach our goals, one of our OKRs has to be less founder dependence.” And so as part of that, everything that’s in my brain has to come out. So we have to understand how Gini does work, how Gini delivers, like, how she has new business meetings, and the questions she asks, and how she does discovery calls. From that all the way through how she delivers, you know, keynotes to how she delivers content, to how she even produces content. And when she produces that content, what does the team need to do to be able to, like, all of the things, right? And so that has been front and center for the whole year and well, half of the year right now, but it will be for the rest of the year as well, is how are we depending less and less and less on Gini, the founder? And that’s through process, it’s through standard operating procedures, it’s through things that are written down. I do video tutorials, all sorts of things, so that by the end of the year, I’m less the bottleneck and more focused on the things that I need to be focused on as the leader of the organization. And because it’s an OKR, it’s in every single leadership team meeting. It’s up there in bright red because we haven’t met it yet, and we can see exactly where we’re scoring against it. And as somebody who likes to have green instead of red, I’m like, “Okay, let’s get this done.” So it works extraordinarily well for me. But, you know, there are other ways I think that you can think about how to let people hold you accountable in that same kind of way that work for you or your brain. Chip Griffin: Well, I, think you’ve really highlighted the key thing here, which is that, that you need to come up with a system that works for you. You are- Yes you are ultimately- Yes … the owner. You are the, most difficult person to hold accountable within your organization in all likelihood, and so you need to develop systems and processes and approaches that get you to that accountability. And, what works for me, will not work for Gini, will not work for you. You know, we all have different styles, different motivators. You know, for you it’s the, red versus green that everybody can see, and, you know, so that sort of, that follows sort of what I would call the name-and-shame approach, to accountability. Gini Dietrich: Yeah. It works. Chip Griffin: And that can work. You know, there are people who have the, you know, the simple discipline that if they’ve got a list, they’re just committed to getting through that list. Yep, yep. And there are some people who that, just seeing that unchecked item on the list is enough. And, certainly at a minimum it’s helpful for you to be tracking all the things that you are accountable for that you need to do so that, you know, you and perhaps your team can see, you know, what’s, outstanding. And, if you don’t have that, it’s really hard to be accountable, right? So you need to, have, in my view, no matter what your style is, some sort of a tracker so that you know what it is. Whether that’s a note card like I use for my daily stuff that’s the most important that needs to be done. I have a task manager for longer term stuff. You know, you might have a project management system. Maybe you’ve got a whiteboard. I don’t really care. Everybody kind of needs their system to make sure that they’re at least doing some basic level of tracking of the things that they need to be accountable for, otherwise your odds of success are, very, very low. Gini Dietrich: Yeah. I totally agree with that. And I would say on the flip side, you know, getting the work complete, honestly and truly, and I know we’ve talked about AI to death, but I don’t know how I did my job without AI. Like, I look back on the last three or four years and I’m like, I don’t know how I did my job without it. Because it has stopped that procrastination that I have where I’ll get it done, but it will be the very last minute before the deadline, literally. And it, it has stopped that really bad habit of mine, because what I’ll do at the end of the day is I’ll say, “Okay, these are the three things I need to accomplish tomorrow,” and I will open those projects in Claude Cowork and I’ll say to it, “Here’s the project I need, here’s one project I need to complete tomorrow. Please break it down into bite-sized chunks.” And I do that with the three projects, with the three things I need to accomplish the next day, and I let it work overnight and do that for me. And then I get up the next morning, and it’s, there’s a list of like, “You have to do this first, then this, then this, then this.” And it’s significantly easier than me sitting here going, “Okay, if I start this, it’s gonna take me four hours, and I don’t have a four-hour block.” So it, it breaks it down into 15 or 30-minute chunks for me so that I can get through it. And I do that every single day before I shut my computer down. Chip Griffin: Yeah, I mean, and, again, that, that works for you. For me, you know, AI has, has certainly helped in some areas. It’s made it worse in other areas because, you know, it allows me to, play with a lot of different ideas that, that I might- Gini Dietrich: Yeah, there’s that too. Sure Chip Griffin: … so, I’ve added more to my plate while I’m also becoming more efficient and effective at some of the things that were already there. So it, you know, for me, it probably comes out in the wash. Certainly there’s a lot of things that I, don’t procrastinate on in, in the same way that I used to. I think about a presentation I gave earlier today that I actually put notes together on a week ago because I was using AI, and I just- Gini Dietrich: Amazing Chip Griffin: I took a few minutes to just kind of stream of consciousness- Yeah … share some thoughts with Claude, and then it gave me an outline, so I actually had something ready to cook a week ago on that, that, you know, normally I would’ve been sitting down 15 minutes before the presentation- Gini Dietrich: Right. Yes. Chip Griffin: … and, starting to make some notes about, you know, what I might talk about. So it was, it was A, not last minute, and B, you know, Claude helped me find some things that I might have overlooked. It helped me to organize them into a more logical fashion. And so, you know, in 20 minutes of prep a week ago, I got farther than I would have in the same 20 minutes before the presentation today, which would have been my old style. At the same time, I’ve got a whole bunch of different projects that I’m playing with Claude with that I probably would never even have attempted, so net plus there- Gini Dietrich: Same. Yeah. Fair. Yes. Same   Chip Griffin: but also it gets in the way of- … of some of the, basic daily stuff. So, you know, it’s a, it’s, a mixed bag. But, I think the important thing here is just trying to figure out what works for you, what works for your team, having conversations with them, because it’s, most of us are not very good at being, you know, fully self-accountable. We need some sort of forcing mechanism, and part of that is helping your team to understand how, can they best hold you accountable? Is it that red versus green on the screen? Is it by camping out with you in your office? Is it by using those one-to-ones to, to be the mechanism that gets thing- things done? What is it that will help you get your team in particular what they need? But not all of it can be done internally, right? So sometimes it’s helpful to have some sort of external accountability force. Gini Dietrich: Yep. Yep. Yeah, absolutely. I mean, there are everything from, I, you know, in the Spin Sucks community, there’s a group of people that they’re their, each other’s accountability partners. I don’t know how well that works, but they meet, you know, on every, I think they meet every two weeks, and they hold each other accountable. You can certainly have a coach, like what you do. You can join a membership organization like a YPO or a Vistage or something like that. There are lots of opportunities, I think, for you to have accountability partners outside of work as well, outside of your office to help you with those things too. Chip Griffin: Yeah, I think having some sort of a, an external partner or partners, you know, whether that’s peers, whether that’s paid advisors, whatever, it certainly can help because, you know, I, think back to, you know, we used to have folks who, cleaned our house, and we would always clean up before they got here because you didn’t want them to see how messy you really were in real life. And, you know, and, this was, you know, really useful to us when we had little kids and, you know- Yeah … the house was, messy. Yep. But, you know, we would tidy it up quite a bit before the cleaners would come in for their, weekly cleaning. Mm. And so that, that was effectively the accountability for us not to let the whole place just, you know, go to hell- Yeah … in a hand basket. Gini Dietrich: Sure. Chip Griffin: And I think the same thing can happen whether it is, you know, a peer or, you know, your company attorney or accountant or a coach or whomever. There’s… You just don’t want to, let people see things deteriorating, and so there’s, a, value to having those typically in addition to whatever mechanisms you have internally, right? ‘Cause it, this works better for the big picture stuff. If you’re- Yeah … particularly if you’re, you know- Right … sitting with peers- Right … or something like that- Yeah … they’re not gonna help you with the accountability for the day-to-day tasks, but they can help you for the big picture stuff. Like, you know, I’m, I need to think about, you know, shifting my, my focus for the business, or I need to, think about our service offerings or those kinds of things. Gini Dietrich: I need to fill a pipeline. I need a new business process. All of those things, yeah. Chip Griffin: Right. Because some of these things may be things you don’t even wanna discuss with your team, right? Yeah. You know, particularly if it’s, you know, reshaping the business or something like that. That may be scary for a lot of your team to, to contemplate. Sure. They may not have the right skillsets to help you navigate that, and so having other people that can hold you accountable so that, you know, when you’re doing your every other week call or monthly call or whatever you might do with a peer, you, know, you have something to update them on, and it’s not just like, “Yep, pretty much the same as last month.I don’t really have anything new to report here.” Gini Dietrich: There we go. Nothing else. Yeah, right. Chip Griffin: You know, so, there, there is real benefit to having those, you know, external mechanisms in, some fashion to do that same naming and shaming that we talked about before, to, hold you accountable. Gini Dietrich: Yeah, for sure. Chip Griffin: Now, there’s, there are always the people that I talk to who are like, “Okay, well, we need an advisory board or maybe a proper board or those kinds of things, a more formal accountability structure.” I’ll be honest, I think in general, those do not work for- Gini Dietrich: Yeah, I agree with that … Chip Griffin: for most, small agencies. Yeah. Frankly, it doesn’t work for most big agencies either. Gini Dietrich: Yeah, I totally agree with that. Chip Griffin: I, I’m candidly skeptical of boards even for huge organizations in many cases because having participated in and around many of them over the years, the vast majority are not as independent as they are made to be. And, so therefore, they don’t necessarily serve the function that you would expect them to. And we see this all the time when there are, you know, big company scandals around CEOs and boards not providing proper oversight. So I, think even, in those cases where directors are paid and they have, you know, actual legal responsibilities, they often fall down on their accountability roles. I think really hard for most small agencies- Yeah … uh, to do that. I, I totally agree with that. Certainly, advisory boards I think are- Yeah. I mean, there’s a little bit of the name and shame in that, right? You know, if you have to, update them on certain things. But, even then, I, think that works better in one-on-one type relationships as opposed to an advisory board. And a proper board just adds complexity to your business that- Gini Dietrich: That you don’t need … Chip Griffin: that probably is not necessary and- Gini Dietrich: Yeah, absolutely not … Chip Griffin: And if you’re gonna create a proper board, by all means, talk to a lawyer and an accountant before you do it because there are other issues that pop up as soon as you start adding those structures in. Gini Dietrich: Yeah, I totally agree with that 100%. Chip Griffin: But I think the, you know, really the, bottom line here is that, you know, for your business to succeed, you do need to be held accountable in some fashion for your actions. It’s really hard to do it yourself, so you need to try to find whatever tools will work best to get you as close to that as possible. Understanding that at the end of the day, it is still your business. If you want to let something drop, if you want to ignore something- Gini Dietrich: You can … Chip Griffin: you can. Yep. Right? So, there does have to be- Yeah, absolutely … some degree of, sense of- Yep … sense of, of self-accountability, but you need tools to help you get there better because left only to your own devices, I, know for me at least, I, would let a lot of things slide. Not just the weekly newsletter. Gini Dietrich: Sure, yep. Well, the weekly newsletter will get out. It’ll just be late. Chip Griffin: It’ll get out. Maybe next week. Gini Dietrich: Okay. Chip Griffin: Maybe this week. Who knows? But- Gini Dietrich: That’s true … Chip Griffin: we get it out as often as, we can. We’re a small operation, you know? And I am definitely, definitely the roadblock on the weekly newsletter. Jen always has her part. I love it. She’s al- The weekly roundup is always on time. Gini Dietrich: Yep. Chip Griffin: The rest of it, kinda hit or miss. Gini Dietrich: I understand. Chip Griffin: So with that, we will wrap up this episode of, the Agency Leadership Podcast. Maybe it’ll be in this week’s newsletter, maybe it’ll be in next week’s newsletter. I don’t know. It’ll be in a newsletter at some point. And before it goes in the newsletter, it’s on the website, so you can always find it there. Anyway, on that note, we’ll wrap this one up. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich. Chip Griffin: And it depends.

 Sąd Okręgowy w Warszawie uwzględnił zażalenie Prokuratora Krajowego Dariusza Barskiego i posłów opozycji na decyzję Prokuratury Okręgowej w Radomiu o umorzeniu śledztwa w sprawie "rewolucji styczniowej" w prokuraturze. Chodzi o próbę odwołania Barskiego z funkcji Prokuratora Krajowego przez Donalda Tuska i Adama Bodnara w styczniu 2024 r. W posiedzeniu sądu brał udział jako przedstawiciel strony społecznej sędzia Adam Jaworski. W rozmowie z Jakubem Pilarkiem mówi o skutkach postanowienia SSO Mai Minkisiewicz. 

Polska kupi nowe okręty podwodne od Szwecji, Parlament Europejski przybliża wdrożenie cyfrowego euro, a Niemcy przygotowują kontrowersyjną reformę emerytalną. Biznes z kolei rusza z inicjatywą wzmacniania przedsiębiorczości.0:50 - Okręty podwodne dla Polski2:23 - Nowa inicjatywa polskich przedsiębiorców3:40 - Najważniejsze informacje z polskiej gospodarki4:53 - Najważniejsze informacje ze światowej gospodarki8:29 - Rynki w korekcie9:23 - Dane z rynków i kalendariumKup subskrypcję „Rzeczpospolitej” pod adresem: czytaj.rp.pl

Dan Teran is the co-founder Gutter Capital, a concentrated seed fund in NYC, and Elbow Grease, the accelerator that puts 15 startups in one building and helps build their teams for them.Gutter just announced a $75M Fund III and opened applications for the second Elbow Grease batch (apply below by July 31st)We get into starting an accelerator when there's already a hundred of them, why Gutter prefers very concentrated portfolios, what it was actually like selling Managed by Q to WeWork, why raising a fund turned out to be harder than selling a company, why he thinks startups should form a board and use OKR's from day one, and the time he went big-wave surfing with Adam Neumann and Laird Hamilton.Thank you to James Gettinger, Satya Patel, Abhinav Kapur, and JT White for help brainstorming topics for the conversation.Thank you to Numeral, Flex, Amplitude, and Merge for supporting this episode.Numeral: The end-to-end platform for sales tax and compliance https://www.numeral.comFlex: Get premium banking and a net 60 day credit card at 0% APY https://home.flex.one/referral/bananacapitalAmplitude: AI analytics, all you have to do is ask https://www.amplitude.comMerge: Every modal. One API. Total control. Check out Merge's Agent Handler. merge.dev/turnerTimestamps:(0:00) Elbow Grease: NYC's new accelerator(7:39) Building a small, hands-on, in-person experience(13:39) Recruiting 100 people into portfolio companies(16:25) Portfolio concentration makes investors more helpful(24:58) Why raising Fund 1 was so hard(28:08) Advice for new fund managers(30:30) “Hiring today is as competitive as ever”(32:23) Selling Managed By Q to WeWork(35:23) “Never raise too much money”(39:43) Almost buying his company back from WeWork in Feb 2020(43:50) Starting Gutter Capital in the depths of COVID(49:34) Funding angel investing with gambling proceeds(52:39) Behind the name “Gutter Capital”(54:49) “Raising a fund is like getting punched in the face”(59:03) Writing long LP letters(1:06:45) Investing in real world problems(1:09:48) What a Gutter founder looks like(1:12:46) How Gutter makes new investments(1:18:41) Importance of customer calls at pre-seed(1:21:59) Evolution of NYC tech over last 15 years(1:26:15) Why you should form a board at Seed(1:28:29) How to run a Seed stage board meeting(1:34:04) Sharing carry with portfolio founders(1:35:56) The best founders need lots of help(1:39:30) Big wave surfing with Adam Neumann and Laird HamiltonReferencedApply to Elbow Grease: https://forms.gutter.cc/eg0002-applicationElbow Grease: https://elbowgrease.cc/Gutter Capital: https://www.gutter.cc/WeWork Acquires Managed By Q: https://techcrunch.com/2019/04/03/wework-acquires-managed-by-q/Follow DanLinkedIn: https://www.linkedin.com/in/danteran/Follow TurnerTwitter: https://twitter.com/TurnerNovakLinkedIn: https://www.linkedin.com/in/turnernovakSubscribe to my newsletter to get every episode + the transcript in your inbox every week: https://www.thespl.it/

Wracamy do tematu GTM (go-to-market) i tym razem schodzimy głębiej. Jeśli wprowadzasz nowy produkt, nową wersję albo wchodzisz na nowy rynek, ten odcinek pokaże Ci, jak przejść od „mam wizję" do realnego, kontrolowanego planu.Czego dowiesz się z tego odcinka:Dlaczego go-to-market to nie tylko zabawa dla startupów i jak wykorzystywałem to podejście jeszcze w Microsofcie przy kolejnych wersjach produktów.Czym jest strategia przyczółka i jak wybrać minimalny segment (minimal viable segment), od którego warto zacząć — z trzema kryteriami: palący problem, łatwość sprzedaży i krótki czas wdrożenia.Jak zbudować early customer profile i przeprowadzić walidację swoich założeń przez pięć poziomów potwierdzenia: od rozmów jakościowych, przez ankiety i obserwowane działania, aż po realne płatności founding customers.Dlaczego warto patrzeć na konkurencję szerzej niż tylko na bezpośrednich rywali — i jak rozpoznać konkurentów pośrednich (substytuty) oraz „wymiataczy", którzy mogą zmieść całą Twoją kategorię Konkretne narzędzia do analizy konkurencji: BuiltWith, SimilarWeb, Ahrefs, Senuto, SpyFu, Brand24 oraz mystery shopping.Czym jest North Star Metric (metryka wyprzedzająca) i dlaczego patrzenie tylko na sprzedaż to jak jazda z okiem w lusterku wstecznym.Jak połączyć tę metrykę z OKR-ami, by Twój system oceny mówił nie tylko „udało się / nie udało", ale też dlaczego.To pierwszy zestaw decyzji, od których warto zacząć — bo im bardziej jesteś przywiązany do swojego pomysłu, tym bardziej potrzebujesz dyscypliny, która ochroni Cię przed dryfowaniem w złą stronę.Jeśli słuchasz w czerwcu lub lipcu 2026 polecam Ci moje szkolenia online: social selling, Copilot w marketingu, B2B Marketing Manager, B2B Content Manager z AI https://businessmarketer.clickmeeting.com/ - tu znajdziesz pełne opisy tych szkoleń. Skorzystaj z rabatu 20% podając w rejestracji kod "Biuletyn"Link do ksiażki Maji Woje - Go-To-Market StrategistChcesz wiedzieć więcej o nowoczesnym marketingu B2B? Odwiedź naszą stronę: https://businessmarketer.plZobacz nadchodzące  szkolenia i webinaryMasz pomysł na odcinek podcastu? Chcesz zostać partnerem podcastu? Napisz do mnie: lukasz.kosuniak@businessmarketer.pl

What does it take to walk away from a decade in product, and a job most people would envy, to bet on yourself?In this episode of Supra Insider, Marc Baselga and Ben Erez sit down with Peter Yang, who just left his product lead role at Roblox to go full-time on his newsletter and podcast, Behind the Craft and build his own projects. Peter talks through the trade-offs of solopreneur life, why his calendar is suddenly empty, and how he uses an AI personal advisor with three principles to decide what to say no to.They explore his day-to-day AI builder stack, from running Codex as a daily driver to using Hermes for his recurring scheduled tasks, his working definition of slop and why he guards against it, and what he's actually measuring as success now that nobody is handing him a promotion.If you're a PM weighing whether to leave a stable job to build on your own, a creator trying to scale output without sliding into slop, or anyone wiring AI agents into their daily work, this episode is for you.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

Sun, 14 Jun 2026 11:55:29 +0000 https://feed.neuezwanziger.de/link/21941/17354891/d67d74a5-f1d0-4ef1-aedb-82d537f54c6f c2edc752099c9e9a0627ee56d8e350a3 Wolfgang und Stefan besprechen das Buch Öffentliche Kunstfreiheit von Christoph Möllers und Nils Weinberg Werbung Präsentiert von Surfshark. Geht auf surfshark.com/zwanziger oder nutzt den Code ZWANZIGER an der Kasse und bekommt 4 zusätzliche Monate Surfshark VPN gratis – plus 30 Tage Geld-zurück-Garantie. Komm' in den Salon. Es gibt ihn via Webplayer & RSS-Feed (zum Hören im Podcatcher deiner Wahl, auch bei Apple Podcasts und Spotify). Alle Infos dazu: neuezwanziger.de Literatur im Salon: Arne Semsrott: Gegenmacht — Die Zivilgesellschaft schlägt zurück (Droemer) Arne Semsrott ruft zum Aktivismus auf: In »Gegenmacht: Die Zivilgesellschaft schlägt zurück« zeigt er Auswege aus dem Fatalismus in Zeiten des Rechtsrucks auf. https://www.droemer-knaur.de/buch/arne-semsrott-gegenmacht-die-zivilgesellschaft-schlaegt-zurueck-9783426570722 Christoph Möllers / Nils Weinberg: Öffentliche Kunstfreiheit (Suhrkamp) Wenn Kunst staatlich gefördert wird, gilt dann die Kunstfreiheit trotzdem? Christoph Möllers und Nils Weinberg geben in »Öffentliche Kunstfreiheit« differenzierte, juristisch feingliedrige Antworten. https://www.suhrkamp.de/buch/oeffentliche-kunstfreiheit-t-9783518300909 Judith Schalansky: Marmor, Quecksilber, Nebel (Suhrkamp) Judith Schalansky schreitet mit ihren schillernden literarischen Essays »Marmor, Quecksilber, Nebel« ins Konkrete und durchs Ungefähre. https://www.suhrkamp.de/buch/judith-schalansky-marmor-quecksilber-nebel-t-9783518432013 Stefan Kühl: Führung und Gefolgschaft (Suhrkamp) Wie viel Nationalsozialismus steckt in modernen Führungslehren? Kühl verfolgt die Linie vom Harzburger Modell bis zu Purpose und OKR. https://www.suhrkamp.de/buch/stefan-kuehl-fuehrung-und-gefolgschaft-t-9783518300695 David Szalay: Was nicht gesagt werden kann (Ullstein) Ein Mann, der schweigt oder oft nur mit »Okay« antwortet, schafft den Aufstieg in die Londoner Upper Class. David Szalay legt mit »Was nicht gesagt werden kann« einen außergewöhnlichen Roman vor. https://www.ullstein.de/werke/was-nicht-gesagt-werden-kann/hardcover/9783546101509 The Every Team: After Automation (Every) Fast alles automatisiert, die KI beantwortet die Chef-Mails: ein Praxisbericht, der dem Papst-Diktum von der Datenverarbeitung beispringt. https://every.to/p/after-automation Franziska Brantner: Für einen neuen Liberalismus (Blätter, Juni 2026) Franziska Brantner, die Bundesvorsitzende der Grünen, plädiert für einen grünen Liberalismus. https://www.blaetter.de/ausgabe/2026/juni/fuer-einen-neuen-liberalismus Sebastian Jonas Huber: Der Begriff der narrativen Hegemonie Wie gewinnen Erzählungen Deutungsmacht? Eine Bachelorarbeit untersucht es anhand der Charlie Kirk Show. https://diskursebi.de/ Marilyn Crispell & Anders Jormin: Memento (ECM) Die Pianistin Marilyn Crispell und der Bassist Anders Jormin führen auf ihrem gemeinsamen Album »Memento« heitere, fragile und dunkle Dialoge. https://ecmrecords.com/product/memento-marilyn-crispell-anders-jormin/ full Wolfgang und Stefan besprechen das Buch Öffentliche Kunstfreiheit von Christoph Möllers und Nils Weinberg no Stefan Schulz und Wolfgang M. Schmitt 1162

Cruz Gamboa spent 20+ years climbing to the top of General Electric — closing an $800 million deal, leading capital markets across Latin America, and earning a spot in the executive ranks. Then the CEO called to congratulate him. And he felt completely empty.In this episode of Patterns of Power, Craig Perra sits down with Cruz Gamboa, founder of Ascend Growth Ventures, to unpack what happens when high-performing men reach the goal — and discover it was the wrong one.Cruz gets raw about work addiction, panic attacks, porn use, daily drinking, a marriage that couldn't survive the grind, and the moment a doctor told him the problem wasn't physical. It was between his ears.If you're a driven man privately wondering why success doesn't feel like enough — this conversation is for you.What you'll take away:-Why work addiction is one of the most socially accepted and least recognized dopamine traps-How identity gets fused to professional title — and what it costs when that title changes-The difference between being curious about your dream and being committed to it-Why lack of self-love is the root cause behind every compulsive pattern Craig sees in clients -How to build a mission big enough that bad days become data instead of disasters-The OKR framework for aligning your goals to your actual purpose — not just your metricsWho this is for: Executives, entrepreneurs, and high-performing men who are winning on paper and quietly asking "is this it?"Connect with Cruz Gamboa:LinkedIn: https://www.linkedin.com/in/cruzgamboaWebsite: https://ascendgrowthventures.comWebsite: www.AscendGrowthVentures.comTake the Self-Sabotage Assessment (free): www.mindfulhabitmastery.com/slstPatterns of Power is the essential playbook for high-performing men ready to dismantle reactive habits and step into their full power.Hosted by Craig Perra, founder of The Mindful Habit System.

June is here… and the first day of summer, or whatever, is on Sunday, 6/21/26, but the damn heat is already cooking things up this week…. can I get a hell yeah!! After speaking with some of you OKR fans at shows and at bars over the past month, it's looking like it's now common […] The post One Kind Radio Podcast – 6-11-26 appeared first on One Kind Radio - Milwaukee, WI.

In this episode of The Geek in Review, Greg Lambert and Marlene Gebauer welcome back Joel Hron, Chief Technology Officer at Thomson Reuters, for a timely conversation about the shifting relationship among foundation models, legal content providers, legal tech platforms, and the lawyers trying to make sense of the mess. Recent moves by Anthropic, including Claude's legal practice area tools and MCP connections into legal platforms, raise a larger question for the market. Is a model provider still sitting behind the scenes, or is it starting to become a legal work environment of its own?Hron explains Thomson Reuters' commitment to what it calls fiduciary-grade AI, a standard built around trust, verification, transparency, and accountability. For TR, legal AI needs more than a fast answer. It needs systems lawyers trust enough to stand behind. Hron points to Westlaw, Practical Law, KeyCite validity signals, citation ledgers, and verification tools as core ingredients in building AI systems suited for high-stakes professional work. In his view, almost right is not good enough when clients, courts, regulators, and professional obligations sit on the other side of the output.The conversation turns to how CoCounsel and Westlaw Deep Research use legal content across far more than traditional research tasks. Hron explains that when AI systems gain access to trusted legal content and verification tools, they begin researching throughout the workflow, even while revising contract language or analyzing provisions. He also describes Litigation Document Analyzer, internally nicknamed the BS Detector, a tool designed to review claims in a document and map them to supporting authority, weak support, or no support at all. For lawyers who spend as much time verifying AI output as generating it, tools like these aim to move verification from a manual scavenger hunt into a structured process.Greg and Marlene also press Hron on Anthropic's legal plugins, MCP, and the idea of headless legal technology. Hron argues that MCP changes access, not advantage. In his view, the application layer is shifting, but the real competitive value sits in trusted content, expert systems, governance, and domain-specific intelligence. CoCounsel's user interface represents one expression of TR's legal agent capabilities, while MCP opens other ways for those capabilities to appear inside broader work environments. Some work will still need a purpose-built legal interface; other work might happen through email, Word, Claude, or another agentic workflow with little visible interface at all.The episode closes with a larger discussion about what happens when AI starts performing more of the work itself. Hron shares TR's internal engineering OKR, where more than 50 percent of pull requests should be written by AI, and explains why 51 percent serves as a useful mental model. Once AI performs a controlling share of the work, the human role shifts from doing the task to governing the system. For legal professionals, the same transition is coming. The key question is no longer only whether AI produces useful work. It is whether lawyers have built the systems, context, safeguards, and verification layers needed to trust the work, defend the work, and remain accountable for the work.Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | Substack[Special Thanks to ⁠Legal Technology Hub⁠ for their sponsoring this episode.] ⁠⁠⁠⁠⁠Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠⁠⁠⁠⁠⁠⁠

– Jak się patrzy na ten przełom, rok 1989/1990, to jest przekroczenie jakiegoś portalu z jednej rzeczywistości do drugiej – mówi obrazowo dr Michał Przeperski, historyk z Polskiej Akademii Nauk i rzecznik Muzeum Historii Polski. W tym odcinku rozmawiamy nie o politycznej, a społecznej historii transformacji.

De fleste organisasjoner måler mye. Færre måler riktig. I denne episoden snakker Kim Leinan med Martin Melander fra Strawberry om hva som skjer når OKR og KPI møtes i praksis, og hvordan du som leder flytter fokus fra det du gjør til det du faktisk oppnår.OKR-podden er for deg som jobber med strategi, mål og gjennomføring i praksis.Støttet av Futureworks (futureworks.no), One Solution (onesolution.no) og INEVO (inevo.no).Følg Kim Leinan på LinkedIn for ukentlig innhold om strategi og ledelse.Denne er på ca. 220 tegn. Rikelig margin til 1000-grensen, og enkel å oppdatere. Hosted on Acast. See acast.com/privacy for more information.

In this power-packed episode of OKR Podden, our host Kim Leinan sits down with Heidi Sandvand Hegertun - Secretary General at Misjonsalliansen.Heidi reveals how she turned potential chaos into structured success, aligning teams across different business areas while driving massive product adoption.This episode is your playbook for modern leadership in the digital age.So grab your headphones

Welcome to Life in the Leadership Lane where I am talking to leaders making a difference in the workplace and in our communities. How did they get to where they are and what are they doing to stay there! Buckle up and get ready to accelerate in the Leadership Lane! This week, I am talking with Chris Wollerman, CEO, Inspire Software…How did Chris get started in his career and what ledhim to leadership? What inspired Chris to develop a best places to work culture?When did Chris “find his lane” in his career?What does Chris share about applying skills to learning?What does Chris share about leadership development?What does Chris share about strategic planning?What does Chris share about OKR's?What advice does Chris share to help others in the workplace?…and more as we spend “Time to Accelerate” with afew more questions. Interview resources:Favorite quote from Chris:“There is a shift when you move from a status meeting to adevelopment meeting.”Connect with Chris on LinkedIn  Email Chris Visit Inspire SoftwareLearn more about the podcast host Bruce WallerCheck out Bruce's books Drive With Purpose: Move Your Career from Success toSignificance (#1 New Released book on Amazon)Life in the Leadership Lane; Moving Leaders to Inspire and Change the Workplace Find Your Lane; Change your GPS, Change your Career (“Book Authority” Best Books)Milemarkers; A 5 Year Journey …helping you record daily highlights to keep you on track.Connect with Bruce on LinkTreeSubscribe to Bruce's Blog “Move to Inspire” Get relocation support for your next household goods or commercial office move across the US by reaching out to Bruce at bwaller@goarmstrong.com or visit The Armstrong Company

Rozmowa podnosi wątek przyszłości finansowania polskiego systemu ochrony zdrowia w kontekście raportu zaprezentowanego w Okręgowej Izbie Lekarskiej. Dr Maria Libura z Uniwersytetu Warmińsko-Mazurskiego w Olsztynie wyjaśnia, że obecny model, oparty na oskładkowaniu pracy, jest przestarzały, niesprawiedliwy, a jego strukturalne niedofinansowanie sięga czasów transformacji ustrojowej lat 90.. Ekspertka wskazuje na konieczność zastąpienia składki zdrowotnej nowym podatkiem z kwotą wolną, który zrównałby zasady dla pracowników etatowych oraz mikroprzedsiębiorców i uwzględnił postępującą automatyzację gospodarki.

Was passiert mit der Strategieberatung, wenn KI-Agenten in Tagen liefern, wofür McKinsey Monate braucht? Christian Underwood, Co-Founder & CEO von StrategyFrame.AI, hat sein eigenes Beratungsmodell mit 30 Berater:innen radikal umgebaut: heute 3 Menschen plus über 40 KI-Agenten – und mehr als 100 mittelständische Kunden. Wir sprechen über den Strategie-Prozess für den Mittelstand, die Architektur dahinter und warum die Hälfte aller Mittelständler bis heute keine geschriebene Strategie hat. Key Takeaways: → Wie aus 30 Berater:innen 3 Menschen plus 40+ KI-Agenten wurden – und das Geschäftsmodell trotzdem (oder gerade deshalb) wächst → Warum mehr als die Hälfte aller Mittelständler bis heute keine geschriebene Strategie hat – und was das für die Beratungsbranche bedeutet → Die drei Datenebenen von StrategyFrame.AI: Kundendaten, Benchmarking-Partner, Market Intelligence in 24 Stunden → Warum Architektur wichtiger ist als das Modell – und warum Christian alle 6 Monate komplett neu baut → Geopolitik-Live-Feed: Wie das System Trump-Zoll-News gegen die Strategie eines Kunden mit USA-Fokus spiegelt Über den Gast: Christian Underwood ist Co-Founder und CEO von StrategyFrame.AI in Düsseldorf. Vor StrategyFrame war er 15+ Jahre in der Strategieberatung tätig, hält einen MBA der WHU, einen Master der Universität Heidelberg und ein Postgraduate Diploma in Digital Business (MIT Sloan + Columbia). Das Handelsblatt nennt ihn „den Mann, der mit seiner KI-Beratung McKinsey und Co. herausfordert". MY DATA IS BETTER THAN YOURS ist ein Projekt von BETTER THAN YOURS, der Marke für richtig gute Podcasts.

I detta avsnitt av Nå mål möter vi Sofia Alexus, vd på Verified. Vi pratar om hennes första tid som vd, hur hon snabbt implementerade kvartalsmål i organisationen och hur man skapar tydlig riktning i ett bolag i snabb förändring. Samtalet kretsar kring målstyrning, OKR, ledarskap, engagemang och varför otydlighet ofta blir dyrt för både organisationen och människorna i den. Sofia delar också med sig av hur Verified arbetat med att förankra mål i ledningsgruppen, bygga buy-in i teamen och skapa en struktur som faktiskt driver uppföljning och resultat.  Häng med på ett samtal om tydlighet, fokus, ledarskap och hur man får människor att samlas kring en gemensam riktning. Vill du fördjupa dig ännu mer i modern målstyrning kan du också läsa boken Riktning och resultat.

Filip Kegel wygłosił kazanie na podstawie fragmentu z Dziejów Apostolskich 1;1-11 podczas nabożeństwa Okręgu Gdańskiego zborów Kościoła Chrześcijan Baptystów.

Dans cet épisode, on reçoit Jenny Ouellette (BonBoss) avec Farnel Fleurant et Étienne Crevier pour décortiquer un sujet qui dérange :

Gdybyśmy tydzień temu dowiedzieli się, że prezydent Karol Nawrocki przyjmie ślubowanie od świeżo wybranych sędziów Trybunału Konstytucyjnego, to bylibyśmy wstrząśnięci i zmieszani jednocześnie. No bo przecież nie jest tajemnicą, że Pałac Prezydencki do spółki z Prawem i Sprawiedliwością od tygodni szukali pretekstu, żeby zablokować wejście do sądu konstytucyjnego nominatów obecnej większości sejmowej. Ba, pisowcy zdecydowali się na ruch tak kuriozalny, że aż moglibyśmy powiedzieć o nim "zabawny", gdyby sprawa nie dotyczyła rzeczy śmiertelnie poważnej. Złożyli oni mianowicie skargę do TK na… własną ustawę sprzed dekady, która m.in. wskazywała, że to Regulamin Sejmu zawiera instrukcję wyboru sędziów Trybunału Konstytucyjnego. Przez dziesięć lat można było więc — według PiS — wybierać ich zgodnie z ustawą, ale jak się zmieniła władza, to politycy Prawa i Sprawiedliwości stwierdzili, że to jednak niefajnie. Skarżący argumentowali również, że do czasu rozpoznania skargi, prezydent powinien się wstrzymać z przyjęciem ślubowania od nowych sędziów. Przypomnijmy: niedawno Sejm wybrał łącznie sześcioro sędziów. Oto oni: sędzia i przewodniczący komisji kodyfikacyjnej ustroju sądownictwa i prokuratury przy Ministerstwie Sprawiedliwości Krystian Markiewicz, dr hab. nauk prawnych, prof. w Instytucie Nauk Prawnych PAN Maciej Taborowski, dr hab. nauk prawnych, prof. w Katedrze Postępowania Cywilnego na Wydziale Prawa i Administracji Uniwersytetu Warszawskiego Marcin Dziurda oraz sędzia, dotąd prezes Sądu Okręgowego w Opolu Anna Korwin-Piotrowska, mec. Magdalena Bentkowska i prof. Dariusz Szostek z Uniwersytetu Śląskiego. Prezydent zwlekał ponad dwa tygodnie. Przez media w tym czasie toczyła się dyskusja na temat tego, co się stanie, jeśli Karol Nawrocki nie zaprosi do Pałacu nikogo. Festiwal propozycji trwał w najlepsze. Pojawiały się sugestie, że może sędziowie powinni udać się do notariusza i tak złożone ślubowanie przesłać prezydentowi. A może to marszałek Sejmu powinien wysłuchać ślubowania i odpowiednie dokumenty dostarczyć do siedziby głowy państwa? Tymczasem prezydent Nawrocki postanowił ślubowanie przyjąć, ale tylko od dwójki: mec. Magdaleny Bentkowskiej i prof. Dariusza Szostka. Głowa państwa ewidentnie gra na podział sześcioosobowej grupy, bo o zaprzysiężeniu pozostałej czwórki nic nie słychać. Szef prezydenckiej kancelarii Zbigniew Bogucki twierdzi, że sprawa jest analizowana. Ale my w Stanie Wyjątkowym domyślamy się, że ta analiza może potrwać do końca kadencji Sejmu. Sędziowie Dariusz Szostek i Magdalena Bentkowska nie stawili się na razie w Trybunale Konstytucyjnym po ślubowaniu w Pałacu Prezydenckim. Prof. Szostek po wyjściu z siedziby głowy państwa mówił, że stanie się to po świętach. Nie jest to jednak takie pewne. Jak się dowiadujemy, w Warszawie — w dniu ślubowania — przebywała cała szóstka wybranych niedawno przez Sejm sędziów sądu konstytucyjnego. Jak wynika z naszych rozmów z przedstawicielami obozu władzy, rządzący uznawali przyjęcie ślubowania jedynie od części sędziów za najbardziej prawdopodobne rozwiązanie. Chodziło o to, by próbować odsunąć od prezydenta zarzuty o to, że brutalnie łamie konstytucję i całkowicie ignoruje wybór Sejmu, co jest wyłącznym uprawnieniem izby niższej parlamentu. W Kancelarii Prezydenta wymyślono więc, że ślubowanie zostanie przyjęte od dwójki sędziów, co pozwoli na to, by w TK było 11 osób. Minister Zbigniew Bogucki przekonywał, że w ten sposób — zgodnie z ustawą o Trybunale — sąd konstytucyjny będzie miał tzw. pełny skład. Co ciekawe, TK pod kierownictwem Bogdana Święczkowskiego w zeszłym roku uznał, że ten przepis jest niekonstytucyjny, a pełen skład to po prostu liczba sędziów zdolna w danym momencie do orzekania. Jak słyszymy, nie ma jeszcze decyzji dotyczącej dalszych kroków rządzących. Nie jest jasne, czy dwoje sędziów, którzy zjawili się w Pałacu Prezydenckim, rzeczywiście w ciągu najbliższych dni uda się do siedziby TK, by podjąć obowiązki. Możliwe, że będą chcieli poczekać na pozostałą czwórkę, ale tej grupki Karol Nawrocki do siebie raczej nie zaprosi. W rządzie słychać o różnych opcjach, w tym "twardych". Zwolennikiem tego typu rozwiązań ma być minister sprawiedliwości Waldemar Żurek, choć nie jest jasne, o co może chodzić. W tym wydaniu Stanu Wyjątkowego Kamil Dziubka i Dominika Długosz zastanawiają się również, czy Mateusz Morawiecki odejdzie z PiS, bo w mijającym tygodniu spotkał się na debacie z Władysławem Kosiniakiem-Kamyszem. Chemii między panami nie było, ale było jedno - sygnał dla Jarosława Kaczyńskiego, że były premier nie jest skazany na trwanie w PiS.  Twórcy programu odpowiedzą też m.in. na pytanie, czy Jarosław Kaczyński zacznie wyrzucać ludzi z partii, żeby siłą wymusić jedność. Przeanaluzują również potencjalne zyski i straty dla rządu po decyzji o obniżce cen paliw. Będzie też o żenujących żartach polityków z okazji Prima Aprilis. 

Well… April showers bring May flowers and stuff. It's April, and we are not only celebrating our 26th Anniversary of Onekindradio.com, but we are also working on new things here at OKR!! We have a new PATREON and for just $5 a month, you can help us keep bringing you a new podcast each month, […] The post One Kind Radio Podcast – 4-2-26 appeared first on One Kind Radio - Milwaukee, WI.

Dear Wonderful Reader,Tuesday, March 17th, 2026, marked 4 years since I freed myself from the shackles of my corporate job. Four years is a decent chunk of time. For the same duration as my undergraduate degree, I've been frolicking around Mexico City, perfecting my Spanish and waking up every day to the joy of being alive. How have I survived without a regular paycheck? And, more importantly, have I learned anything that's useful to you?It has been mostly a dream, but this quit-my-job-aversary comes at a particularly difficult time. I've barely made $2,000 this quarter, not even close to my personal OKR of $15k. Selling some of my index fund investments to pay my rent makes me feel like I'm failing at being an adult. Then again, I did take six months off client work to launch my second book, get it funded on Kickstarter in just 12 days, and get featured in The New York Times. Still, it's hard to see the beauty in all that I've accomplished when reality is currently kicking my ass.As you know, last week I was hit by a family emergency, causing me to fork out a couple thousand dollars more to fly to LA and say goodbye to my grandmother, who it seemed was on her deathbed. I sat with her in the hospital for five days as she went through a heart operation, reflecting on life in a mortal-imperative kind of way, while somehow helping to nurse her back to health. It was a close call. Not every day is sunshine and roses.Sometimes those deeper, existential questions irk me. Am I really that much better off than before I burned my New York 9-5 life to the ground back in 2022? However, all it takes is a five-minute conversation with another software engineer who hates his life to knock my own sense back into me. I've definitely made the right choice.I'm definitely not in the same place in this “creative career” as when I started. My direction is clearer and narrower in a way that's motivating. I have a product to sell. I have workshops to teach. My path has a lot more shape, but it's not easier. In fact, I'm still suffering. Yet I am following the advice of Graham Weaver, from my favorite episode of Lenny's Podcast:“Life is suffering, so make sure you pick something worth suffering for.” That's how this feels right now. It's a lot of work, but I'm much happier doing this than sending Sean a stupid, boring spreadsheet. (If you remember, in my corporate tech career, I worked with more men named Sean than with women on my teams, lol).Here are four lessons I've learned in my fourth year of freedom.A second date?

We're always talking about how to create strategic plans and then execute them with intention for immediate action and measurement. Today, we're focusing on the OKR framework aka Objectives & Key Results. In this Quick Hit, you'll hear from Philipp Schett. He's the Founder of Wave Nine, the #1 OKR consulting firm. You'll also love their free OKR Crash Course. Catch the full episode here

In this episode, Michael J. Domanic, VP and Head of AI at UserTesting, reveals how he drove 70%+ weekly AI adoption across the entire company — turning UserTesting into one of the most AI-mature enterprises in the market. Michael shares why most enterprise AI rollouts fail, and the exact playbook he used to get hundreds of employees building custom GPTs and integrating AI into their daily workflows.Michael breaks down how UserTesting moved from Phase 1 (culture change and grassroots adoption) to Phase 2 (agent orchestration and scaled automation), how he built the governance frameworks that let teams experiment safely without creating chaos, and why the companies that treat AI adoption as a culture problem — not a technology problem — are the ones winning. He also shares his honest take on why AI projects consistently miss expectations and what leaders need to do differently in 2026.Key Topics Covered- How UserTesting achieved 70%+ weekly AI adoption across the entire organization- Why most enterprise AI projects fail to meet expectations — and the root causes leaders miss- How employees built hundreds of custom GPTs for internal workflows without a top-down mandate- The Phase 1 to Phase 2 transition: from culture change to agent orchestration- Building AI governance frameworks that enable experimentation without creating risk- Why treating AI adoption as a culture problem (not a tech problem) is the key to success- How to get executive buy-in for enterprise-wide AI transformation- What "AI maturity" actually looks like inside a real company- Michael's predictions for how agentic AI will reshape enterprise operations- The skills leaders need to drive AI adoption in their organizations*Episode Timestamps*00:00 - Introduction and welcome01:31 - Michael's career background and life journey08:08 - Why AI transformation is about creativity, not technology10:43 - Hiring the right AI transformation leaders14:07 - Building Centers of Excellence for AI17:36 - What UserTesting does and Michael's role32:55 - Achieving 70%+ AI adoption across the company35:41 - How employees built hundreds of custom GPTs39:16 - OKR methodology and governance frameworks43:50 - Creativity as the fundamental skill for future work48:39 - Phase 2: Agent orchestration and advanced AI56:46 - Outlook: Optimism about AI's future impact59:27 - Closing: How honest conversations drive progressMichael's Socials:LinkedIn — https://www.linkedin.com/in/michaeldomanic/Partner LinksBook Enterprise Training — https://www.upscaile.com/Subscribe to our free newsletter — https://newsletter.theaireport.ai/subscribe

Running sprints inside an organization that hasn't changed anything else isn't transformation. It's double the work. Chris Boyer and Reed Smith examine what isolated Agile adoption actually produces in health systems — and what it exposes about the organizational infrastructure no methodology can fix on its own. Mentions from the Show: Only 23% of Agile-experienced executives say their org can shift resources quickly; only 34% say culture naturally enables Agile: Bain & Company, "How Agile Is Powering Healthcare Innovation" — https://www.bain.com/insights/how-agile-is-powering-healthcare-innovation/ Siloed structures as primary barrier to Agile at scale in large enterprises: Agility at Scale research review, 2025 — https://agility-at-scale.com/implementing/transformation-leadership/ 55% of organizations cite poor leadership as top barrier to cross-functional OKR alignment (prerequisite for Agile): Hyperdrive Agile OKR research, 2024 — https://hyperdriveagile.com/articles/breaking-silos-how-advanced-okr-cross-functional-performance-drives-unprecedented-growth-83 CEO "follow me, I'm just behind you" case study — management stuck in old-fashioned way while development teams ran Agile: Bain & Company, "Agile Innovation" — https://www.bain.com/insights/agile-innovation/ Healthcare structural and cultural barriers to Agile implementation: Rahman et al., SSRN, August 2024 — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5041524 Real Agile blockers: decisions, load, trust, habits — finance and HR structural changes required: Bee'z Consulting / Scrum Alliance, 2025 — https://www.beez-consulting.com/blog/adopting-an-agile-culture-and-practices-in-healthcare-challenges-and-solutions Agile at scale requires finance, HR, and governance to shift — not just team-level training: Scrum Alliance, Coaching for Transformation microcredential framework — https://www.scrumalliance.org/microcredentials/coaching-for-transformation-sustaining-change Reed Smith on LinkedIn: https://www.linkedin.com/in/reedtsmith/ Chris Boyer on LinkedIn: https://www.linkedin.com/in/chrisboyer/ Chris Boyer website: http://www.christopherboyer.com/ Chris Boyer on BlueSky: https://bsky.app/profile/chrisboyer.bsky.social Reed Smith on BlueSky: https://bsky.app/profile/reedsmith.bsky.social Learn more about your ad choices. Visit megaphone.fm/adchoices

We're delighted to welcome Radhika Dutt, product leader, founder, and author of Radical Product Thinking, for a deep dive into her newest work: the OHLA (formerly OHL) Toolkit. In this episode, Radhika joins Matt and Moshe to challenge how product teams set goals, measure progress, and use frameworks, proposing a puzzle‑driven alternative to traditional OKRs and “framework-following” culture.Drawing from her journey from electrical engineering and startups at MIT, through painful “product diseases” like Hero Syndrome and Obsessive Sales Disorder, Radhika shares why recipes and templates alone don't create real progress. Instead, she introduces OHLA as a lightweight but powerful way to cultivate a Jedi mindset, one that keeps teams grounded in first principles, context, and learning rather than chasing vanity metrics and rigid targets.Join Matt, Moshe, and Radhika as they explore:Radhika's path from engineering and founding to Radical Product Thinking and now the OHLA ToolkitWhy classic goal‑setting and OKRs often backfire, creating “alibi progress,” outdated goals, and incentives to hide bad newsOHLA in practice:Observe – what's really happening in your product, team, or marketHypothesize – what might explain it and how you'll test those ideasLearn – what the results actually tell youAdapt – how you'll change course based on evidence“Puzzle setting” vs goal setting: defining puzzles with Observation, Open Questions, and an Objective summary to stay longer in the problem spaceHow OHLA complements design thinking by forcing teams to remain curious and uncomfortable before jumping into solutionsPractical stories, from maritime platforms to enterprise teams, where puzzle thinking led to very different solutions than OKR‑driven targetsHow managers can shift conversations from “Did we hit the number?” to “How well did it work? What did we learn? What will we try next?”A realistic path to transition: starting with your own puzzle, then introducing OHLA within your immediate sphere of influenceAnd much more!Want to explore the OHLA Toolkit or connect with Radhika?OHLA Toolkit: https://www.radicalproduct.com/toolkit/#OHLToolkitRadical Product site: https://www.radicalproduct.com/LinkedIn: https://www.linkedin.com/in/radhikadutt/You can also connect with us and find more episodes:Product for Product Podcast: http://linkedin.com/company/product-for-product-podcastMatt Green: https://www.linkedin.com/in/mattgreenproduct/Moshe Mikanovsky: http://www.linkedin.com/in/mikanovskyNote: Any views mentioned in the podcast are the sole views of our hosts and guests, and do not represent the products mentioned in any way.Please leave us a review and feedback ⭐️⭐️⭐️⭐️⭐️

How to Scale a Business Without Killing Profit and Cash Flow with Aaron Trahan   Find Rocky Lalvani @ www.ProfitComesFirst.com or email him at rocky@profitcomesfirst.com   Most businesses don't fail because they can't grow; they fail because growth exposes weak priorities, sloppy execution, and fragile cash flow.   In this episode, Rocky Lalvani talks with Aaron Trahan about why revenue can be a "vanity metric," how companies "grow into insolvency," and what to install so scaling improves profit and cash not just topline numbers.   Rocky Lalvani interviews Aaron Trahan, a seasoned executive who was thrust into leading a $100M division at age 24 and later helped operate at a billion-dollar revenue run rate. Aaron explains why revenue growth is often misunderstood: if growth isn't efficient, it can crush profitability, consume cash, and push a business toward insolvency. He shares the "Inc. 5000 rule" (68% of fast-growers fail or stall within 5–7 years) and introduces his "Golden Five" framework—Priority Management, Communication, Focus, Execution, and Accountability—as the operating system that keeps scaling sustainable. The conversation also covers quarterly OKR sprints, the 24/12/6/3 planning protocol, and "red teaming" as a way to stress-test assumptions before they become expensive mistakes.   In This Episode, You'll Learn: If growth dilutes execution, growth becomes the risk.  Revenue without profitable delivery and cash conversion can be dangerous.  Focus is a competitive advantage, but only after priorities are crystal clear.  "Scaling" isn't "doing more", it's getting more outcome per unit of effort/cost.  Install a quarterly cadence so strategy doesn't drift into "someday."  Stress-test assumptions early; weak growth stories break fast under scrutiny.   Big Takeaway: Scaling isn't "more revenue." Scaling is creating more profit and cash flow with better execution. If growth is costing you as much as it's earning (or it's breaking your team's ability to prioritize, communicate, focus, execute, and stay accountable), you're not scaling, you're treading water and increasing risk. Aaron's core message is simple: treat revenue like a vanity metric unless it converts into profitability + cash + operational discipline, and install a cadence (Golden Five + quarterly OKRs + 24/12/6/3 planning) so growth strengthens the business instead of stressing it.   Bio: Big goals don't build great businesses. Great systems do. His mission is helping businesses create the bridge that connects vision to strategy to execution, using systems that scale. Born from real-world experience & lessons learned from scaling a billion-dollar consumer company, He designed a business operating system that takes a system-driven approach to scaling smarter, through enhancing effectiveness in the areas that matter most to any business: Prioritization Communication Organizational Focus Accountability Execution His methodology combines the hard-earned lessons of a seasoned operator with the mindset of a performance coach. The outcome: leaders can scale smarter, teams will execute sharper, and businesses are able to generate sustained high-performance... without the chaos.   Links: Website: https://performancemindsetcoaching.co/  Facebook: https://www.facebook.com/aaron.trahan.664525  LinkedIn: https://www.linkedin.com/in/aarontrahancoaching/  Instagram: https://www.instagram.com/aarontrahan/   X: https://x.com/trahanAD   Conclusion: If you've felt like your business is "growing" but somehow getting tighter—more complexity, more firefighting, and less cash—this episode is your reset. Start by validating that leadership can name the same top priorities, then lock in a quarterly execution rhythm with clear OKRs, and pressure-test your growth assumptions through red teaming before betting the company on them. The goal isn't to grow fast—it's to grow sustainably, so profit and cash flow expand with revenue and you build a business that can survive (and thrive) through change.   If you're tired of "growth" that creates more stress and less cash, take one action from this episode and apply it this week: get your leadership team aligned on the top 3 priorities, then set quarterly OKRs that protect execution and cash flow. Sustainable scaling isn't about chasing revenue—it's about building a business that throws off profit and cash while staying operationally disciplined.   #ProfitFirst #CashFlow #Profitability #BusinessScaling #SustainableGrowth #Leadership #OperationalExcellence #OKRs #StrategicPlanning #Accountability #Execution #BusinessOwner #Entrepreneurship #BusinessCoaching #RiskManagement #SmallBusiness #ScalingUp   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Free Copy of the Profit Blueprint Book: : https://lp.profitcomesfirst.com/landing-page-page  Monthly Newsletter signup: https://lp.profitcomesfirst.com/newsletter-signup Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

Imagine: on se retrouve à la fin de l'année, autour d'un café, d'un verre…Qu'est-ce que tu aimerais pouvoir annoncer ? Qu'est-ce que t'aurais envie de célébrer ?C'est la question que j'ai posée aux auditeur·ices de La Cohorte réunis le 27 janvier.Chacun a noté ses objectifs, ses intentions, ses envies… et en a parlé avec les autres.Parce qu'en dire tout haut, ça change tout.Dans cette Minute Marine, je t'invite à faire le même exercice (= répondre à la question).(Sans pression, hein. Pas besoin d'objectifs SMART.)Et surtout à m'envoyer tes notes dans un mp via Linkedin!Et si tu as une relation un peu tendue avec les objectifs, tu peux écouter la MM#116 – Les objectifs ne sont pas faits pour être atteints. Elle devrait te faire du bien.À très vite,Marine

David Stever is the former CEO and CMO of beloved ice cream brand Ben & Jerry's. David started with the company back in the early 80's, working as a tour guide at their factory in Waterbury, Vermont. Over time, David ascended within Ben & Jerry's, helping to grow the then start-up into an iconic, multinational corporation. Over the course of his decades-long career there, David led marketing initiatives, drove massive brand growth, expanded global market share, and helped facilitate reinvention and product innovation, all while keeping Ben & Jerry's social mission front and center. He joins Roy to discuss his journey from tour guide to C-Suite, the many learnings he took from founders Ben Cohen and Jerry Greenfield, the profound effect of pursuing a triple bottom line, and much more.        Highlights from our conversation include: David's initial interest in the ice cream industry and how it evolved into his career (1:32)Working with Ben and Jerry in the early days (3:50)Leadership lessons learned through periods of massive growth and scaling (6:13)David's strengths and keys to success as Ben & Jerry's CMO (8:48)What surprised him the most when he transitioned from CMO to CEO (13:48)What it means to do “business as unusual” (15:29)The influence of Ben & Jerry's blend of activism and commerce on his leadership (18:12)How David defines Ben & Jerry's unique culture and how he helped sustain it through the years and through acquisition (20:26)Successful hiring throughout Ben & Jerry's different phases (22:48)Qualities David sought in his top leadership team (27:40)What he believes is often overlooked when assessing prospective talent (28:47)David's next chapter and what he's most excited about in looking ahead (31:00)Visit HowIHire.com for transcripts and more on this episode.Follow Roy Notowitz and Noto Group Executive Search on LinkedIn for updates and featured career opportunities.Subscribe to How I Hire:AppleSpotifyAmazon

We're always talking about how to create strategic plans and then execute them with intention for immediate action and measurement. As we like to do on this show, we bring forth many different approaches and ways of thinking, because we know not every tool is a one-size-fits-all. Today, that focus is on the OKR framework aka Objectives & Key Results. We wanted you to learn from an expert who knows OKRs better than anyone, so we welcomed on Philipp Schett. He's the Founder of Wave Nine, the #1 OKR consulting firm. You'll also love their free OKR Crash Course. For more about ForthRight Business by ForthRight People or for 1:1 consultation, check us out at ForthRight-Business.com And as always, if you need Strategic Counsel, don't hesitate to reach out to us at: ForthRight-People.com FACEBOOK https://www.facebook.com/forthrightpeople.marketingagency INSTAGRAM https://www.instagram.com/forthrightpeople/ LINKEDIN https://www.linkedin.com/company/forthright-people/ RESOURCES https://www.forthright-people.com/resources VIRTUAL CONSULTANCY https://www.forthright-people.com/shop

✍【乱翻书时刻】• 2025Meta壕购字节没收成的Manus——2017字节吞并Facebook放弃的Musical.ly——这对信息流广告超级机器，早在2012年就已如同师生，尤其是在组织与商业化上。2018年，双方的全球竞争终于亮牌。扎克伯格和张一鸣心中不同的北极星指标，抖音夸张的商业化攫取效率，构成了必然发生在2025/2026的交叉点。• 激进的商业化标杆也解释了——为何2018年初抖音赶超快手，年终国内月活就拉开2亿差距，海外TikTok遥遥领先。2017快手商业化首年就超过70亿收入。双方当年战略空间和定力的差异，大概就源于张利东刘思齐等在2014-2016三年建成了今日头条广告系统，OCPX类效果广告占比约60%，已经从KA和SMB获取了75亿的收入弹药储备。• 张利东曾经是一位怎样的记者，为什么这位传统报纸经营者那么猛，一年调高十倍销售目标？字节为何立下每月3000人+的招聘目标，全力做重支持SMB广告业务？电商平台和中国半数VC融资，为什么都被卷入这种营销风潮？百度和腾讯的商业化团队为什么无法做出有效反击？

It's the Christmas edition, which means: stop buying shite, your presence is the present and now let's immediately ruin the vibes. We're unpacking the Epstein files “release” (heavy redactions, missing footage, photos of powerful men lounging with very young-looking women), the mass shooting at Brown, and the targeted killing of an MIT nuclear plasma physicist that has the internet whispering “assassination” (and Reddit out-detectiving law enforcement). Then we spiral into Candace Owens' ongoing Erica Kirk/Charlie Kirk conspiracy saga, before landing in absolute devastation: the murder of director Rob Reiner and his wife Michelle found the next day by their daughter and Trump's genuinely unhinged statement that somehow turns it into an OKR celebration for America's “golden age.” Merry Christmas! Want something lighter? We can't promise that but we can promise more: Patreon this week includes a disappearance, plus survival horrors involving ants and a maggot-filled leg situation.Listen ad-free + get bonus episodes on Patreon:patreon.com/thecreepdive Hosted on Acast. See acast.com/privacy for more information.

Maciej Kluczka rozmawia z legendarną aktorką Joanną Szczepkowską o tym, czy w Polsce faktycznie skończył się postkomunizm, jak ogłosił to prezydent Karol Nawrocki. Gościni ostro komentuje przeniesienie historycznego Okrągłego Stołu do muzeum, nazywając narrację wokół tego wydarzenia „chaosem propagandowym” i „robieniem wody z mózgu”. Szczepkowska wyjaśnia, dlaczego nie uznaje Karola Nawrockiego za swojego prezydenta. W rozmowie pojawia się gorzka refleksja nad stanem debaty publicznej, którą artystka porównuje do dezinformacji wymierzonej w tę część społeczeństwa, która daje się uwieść „wilczej” propagandzie. Mimo diagnozy o istnieniu „dwóch Polsk”, aktorka szuka nadziei w prozaicznych sytuacjach, takich jak wspólne wyprowadzanie psów czy solidarność w obliczu powodzi.

Rajeev Rajan (CTO @ Atlassian) shares the leadership playbook he used to transform Atlassian's engineering culture, and how that cultural foundation directly powered the build and launch of Rovo (Atlassian's new AI powered app). We cover how they reduced ship time from 120 days to zero, why “developer joy” is the metric that matters, and how to create a community of developer productivity champions to scale DevEx transformation. Rajeev also breaks down his principles for systematizing autonomy and empowerment, including frameworks for giving direct reports more ownership. Plus, a look at the future of Atlassian's “Systems of Work”! ABOUT RAJEEV RAJANRajeev Rajan is the Chief Technology Officer (CTO) at Atlassian. Rajeev joined the company in May 2022 and is responsible for Atlassian Engineering, IT, Security and Trust, and the Engineering Operations teams. His focus areas include the company's continued transformation to Cloud, Developer Platform, and Product lines. Additionally, he is passionate about continuing to develop Atlassian's world-class engineering organization and making it a top choice for aspiring engineering talent worldwide.A long-time resident of Washington state, Rajeev previously acted as the Vice President and Head of Engineering for Facebook and Head of Office for Meta in the Pacific Northwest Region. Prior to Meta, Rajeev spent more than two decades with Microsoft, first joining as an intern in 1994. During his time there, he worked on many products, culminating in Office 365 where he built and led the team responsible for all of the Cloud Infrastructure for Office 365.Rajeev is married with two children and a spunky yellow lab named Rayna. He is very involved in and passionate about a number of efforts that uplift the local community, ranging from the arts to STEM programs. SHOW NOTES:The "Listening Tour": Grounding leadership in reality and identifying friction points (3:52)The Confluence Editor story: Reducing ship time from 120 days to 0 (6:26)Moving beyond productivity: Why "Developer Joy" is the metric that matters (8:45)Creating a community of Developer Productivity Champions and the power of a Productivity Summit (13:44)Elevating productivity to a company-level OKR and measuring qualitative sentiment (17:12)Leadership framework: Deciding when to "manage through people" vs. "manage through process" (19:05)How to give more direct ownership / responsibility to a DRI (23:03)Alignment conversations about prioritizing developer joy & productivity (24:22)Challenges faced during Atlassian's developer joy transformation journey (26:23)How the "Developer Joy" foundation enabled building Rovo in just 6 months (30:02)The "System of Work": Expanding Jira's utility beyond engineering to finance, marketing, and legal (33:22)Rapid Fire Questions (40:48) This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/5 Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

BONUS: The Agile Organization as a Learning System Think Like a Farmer, Not a Factory Manager "Go slow to go fast. If you want to go somewhere, go together as a team. Take a farmer's mentality."   Simon contrasts monoculture industrial thinking with the permaculture approach of Joel Salatin. Industrial approaches optimize for short-term efficiency but create fragile systems. Farmer thinking recognizes that healthy ecosystems require patience, diversity, and nurturing conditions for growth. The nervous system that's constantly stressed never builds much over time—think of the body, trust the body, let the body be a body. Value Masters, Not Scrum Masters "We need value masters, not Scrum Masters. Agile is a useful tool for delivering value, but value itself is primary. Everything else is secondary—Agile included."   Tom makes his most provocative point: if you asked a top manager whether they'd prefer an agile person or value delivery, the answer is obvious. Agile is one tactic among many for delivering value—not even a necessary one. The shift required is from process mastery to value mastery, from Scrum Masters to people who understand and can deliver on critical stakeholder values. The DOVE Manifesto "I wrote a paper called DOVE—Deliver Optimum Values Efficiently. It's the manifesto focusing on delivering value, delivering value, delivering value."   Tom offers his alternative to the Agile Manifesto: a set of principles laser-focused on value delivery. The document includes 10 principles on a single page that can guide any organization toward genuine impact. Everything else—processes, frameworks, methodologies—are secondary tools in service of this primary goal. Read Tom's DOVE manifesto here.  Building the Glue Between Social and Physical Technology "Value is created in interactions. That's where the social and physical technology meet—that joyous boundary where stuff gets done."   Simon describes seeing the world through two lenses: physical technology (visible tools and systems) and social technology (culture, relationships, the air we breathe). Eric Beinhoeker's insight is that progress happens at the intersection. The Gilbian learning loops provide the structure; trust and human connection provide the fuel. Together, they create organizations that can actually learn and adapt.   Further Reading To Support Your Learning Journey Resources & Further Reading Explore these curated resources to deepen your understanding of strategic planning, value-based management, and transformative organizational change.    

The right rituals—and the right conversations—can transform how your team collaborates.Strong collaboration starts with thoughtful practices and clear communication. As Molly Sands, Head of the Teamwork Lab at Atlassian, emphasizes, the teams that thrive are the ones that regularly pause to align on what matters and how they're progressing. “You want to know if you're making progress,” she notes, “and you want ways to redirect early—before you're scrambling at the end.”Through her research with teams across Atlassian and around the world, Sands has seen how small, consistent habits—monthly goal reviews, transparent updates, shared spaces for spontaneous interaction—build alignment, psychological safety, and momentum. And in hybrid and distributed environments, she highlights how “bursty” collaboration patterns and intentional meeting design help teams move faster without burning out.In this Quick Thinks episode of Think Fast, Talk Smart, Sands and host Matt Abrahams break down the rituals that make teamwork work, from OKR check-ins to collaboration hours to the rotating Chief Vibes Officer. No matter where your team sits, Sands shows how intentional communication unlocks connection, speed, and more satisfying ways of working together.Episode Reference Links:Molly SandsEp.241 Team Spirit: How to Make Group Work WorkConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:43) - Measuring Collaboration the Right Way (05:35) - Training Leaders & Goal Rituals (07:49) - Creating Space for Spontaneous Work (11:20) - Making In-Person Time Count (11:44) - Three High-Impact Team Gatherings (14:00) - Supporting Diverse Communication Styles (16:08) - Conclusion  ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost. Go to Quince.com/ThinkFast for free shipping on your order and 365-day returns. Join our Think Fast Talk Smart Learning Community and become the communicator you want to be.

BONUS: Continuous Strategy Engineering—Beyond Waterfall Planning With Tom Gilb and Simon Holzapfel Strategy Professors Are Decades Behind "The professors of strategy have no clue as to what Evo is. They are locked in decades ago, waterfall mode."   Tom's analysis is stark: the people teaching strategy in business schools haven't undergone the same agile transformation that software development experienced. They still think in terms of 5-year plans that get tested at the end—a guaranteed recipe for discovering failure too late. The alternative? Decompose any large strategy into weekly value delivery steps. And if you think that's impossible, ask any AI to do it for you—it will produce 52 reasonable weekly increments in about a minute. Why OKRs Aren't Enough for Complex Systems "If you're doing small-scale stuff that OKRs were designed for, like planning your personal work 14 days hence, OKRs are wonderful. If you're designing the air traffic control system for Europe, they're just too simple."   Tom distinguishes between tools appropriate for personal productivity and those needed for complex organizational strategy. OKRs force some thinking, which is good, but they weren't designed for—and have never been adapted to—large-scale systems engineering. His paper "What is Wrong with OKRs?" documents roughly 100 gaps between simple OKRs and what robust value requirements actually require. Check out Tom Gilb's paper on what's wrong with OKR's and how to fix it.  The Missing Alignment Layer "We have no mental model for most of leadership about how you actually align people around clear vision."   Simon introduces the concept of a Hoshin-Kanri "sprinkler" system—imagine strategic clarity flowing from the top and misting over everyone's desk as alignment. Most organizations lack anything resembling this. They have Moses descending from expensive consultant retreats with tablets, but no continuous two-way flow of strategic information. The result? Teams work hard on things that don't matter while critical values go unaddressed. About Tom Gilb and Simon Holzapfel   Tom Gilb, born in the US, lived in London, and then moved to Norway in 1958. An independent teacher, consultant, and writer, he has worked in software engineering, corporate top management, and large-scale systems engineering. As the saying goes, Tom was writing about Agile before Agile was named. In 1976, Tom introduced the term "evolutionary" in his book Software Metrics, advocating for development in small, measurable steps. Today, we talk about Evo, the name Tom uses to describe his approach. Tom has worked with Dr. Deming and holds a certificate personally signed by him. You can listen to Tom Gilb's previous episodes here.    You can link with Tom Gilb on LinkedIn    Simon Holzapfel is an educator, coach, and learning innovator who helps teams work with greater clarity, speed, and purpose. He specializes in separating strategy from tactics, enabling short-cycle decision-making and higher-value workflows. Simon has spent his career coaching individuals and teams to achieve performance with deeper meaning and joy. Simon is also the author of the Equonomist newsletter on Substack. And you can listen to Simon's previous episodes on the podcast here.    You can link with Simon Holzapfel on LinkedIn.

Are you ready to unravel the real secrets of starting and scaling a successful business? In this episode of Predictable B2B Success, host Vinay Koshy sits down with Feras Alhlou, an advisor to 150 startups, a Silicon Valley entrepreneur, and the founder of Startup with Feras, to explore the raw realities of entrepreneurship. Discover how a sudden layoff became the unexpected catalyst for Feras Alhlou's journey, and why most founders miss what truly matters in building trust and accelerating growth. From the disciplined mindsets honed in martial arts to the deliberate practices that separate sustainable businesses from overnight fads, this episode dives deep into the skills rarely discussed and the principles every entrepreneur should master. You'll hear how Feras Alhlou built and sold his agency to a global media giant and why learning and applying that learning is his personal edge. Plus, get a peek into his effective strategies for identifying ideal clients, incorporating customer feedback, and nurturing lasting relationships that lead to repeat, high-value business. Tune in for real stories, actionable insights, and some unexpected advice that might reshape your approach to entrepreneurship. If you've ever wondered what it takes to succeed and scale truly, you won't want to miss this episode! Some topics we explore in this episode include: Entrepreneurial Journey – Feras Alhlou recounts how a layoff pushed him to start his own business and his progress since then.Learning & Execution – The value of continual learning and strong execution skills for entrepreneurial growth.Discipline & Deliberate Practice – Drawing lessons from martial arts about the importance of discipline and perseverance.Defining Target Audience/ICP – How Feras Alhlou's content and services are specifically tailored for early-stage service/consulting entrepreneurs.Trust Building – Techniques for building trust with prospects and clients through valuable content and authentic relationships.Content Strategy – The importance of focused, audience-specific content creation.Strategy & Goal Setting (OKRs) – Setting and regularly reviewing objectives using the OKR method, with team involvement.Data-Driven Decisions – Utilizing analytics and regular reviews to inform business and content strategies.Customer Feedback – Incorporating the voice of the customer into business operations and improvement.Client Management & Upsell – Approaches to managing relationships, expanding accounts, and ensuring client success for retention and growth.And much, much more ...

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Ann Hiatt, Leadership Strategist & Consultant and Author of the book Bet on Yourself. Ann Hiatt shared the many lessons she learned while working alongside the world's top tech CEOs—Google's Eric Schmidt, Amazon's Jeff Bezos, Yahoo's Marissa Meyer. In addition to the story of her reinvention, Ann Hiatt shared common practices and approaches of these and other top-performing leaders.    Some highlights:- Ann Hiatt on how she ended up working at Amazon and supporting Jeff Bezos- How Ann Hiatt handled the crisis when the helicopter she booked for Jeff Bezos ended up crashing- The leadership models, habits, thought processes Ann Hiatt learned from working closely with Jezz Bezos and Eric Schmidt- Ann Hiatt on how to hire people who are value-aligned and a good culture fit for your company- Why you should and how you can Bet on Yourself.  Also mentioned in this episode:-Jeff Bezos, Founder and Executive Chairman of Amazon-Eric Schmidt, former CEO of Google-Andy Jassy, President and CEO of Amazon-John Doerr, Venture Capitalist at Kleiner Perkins, an early investor in companies including Amazon & Google, and OKR advocate  Book Recommendations:Bet on Yourself by Ann HiattMeasure What Matters by John Doerr Connect with Ann Hiatt:Bet on Yourself WebsiteAnn Hiatt on LinkedInAnn Hiatt on TwitterAnn Hiatt on InstagramAnn Hiatt on Facebook Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Do you ever feel like you're great at setting goals but struggle to actually reach them?     You're not alone—many people have big dreams but lack a clear path to make them happen.     On today's show, I'm going to share a simple yet powerful system used by top-performing companies like Google and Microsoft—and go over how you can apply it to your own life for real, measurable results.     Whether you want to lose weight, improve relationships, or launch a new business, I'll show you how to use this system to stay focused, take action, and reach your goals faster.     Tune in to today's Cabral Concept 3468 to learn how to use the OKR system to achieve any goal. Enjoy the show—and as always, I'd love to hear your thoughts!   - - - For Everything Mentioned In Today's Show: StephenCabral.com/3468 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!