Podcasts about organisational behaviour

Send us a textIn this episode, hosts James Lawther and Jimmy Barber study unintended consequences and how they affect you personally and in business. Their discussion ranges from Donald Trump's tariffs to the introduction of Cane Toads in Australia and the invention of the microwave oven. They also share the unintended consequences that have impacted them personally (both positively and negatively). Most importantly, the hosts also explore why these things happen and how to avoid them from derailing your work.As a bonus, you can learn about the perils of gardening and the joy of realising that you have stopped sitting exams!

Send us a textIn this episode, host James Lawther and Jimmy Barber discuss some common 'corporate myths' that hinder performance at work. They explain that while targets will drive performance, it necessarily result in the performance you want, the fallacy that senior management has all the answers, and the misconception that long hours equal productivity. They also highlight the value of small, tactical improvements over big strategic projects, the benefits of treating suppliers as partners, and how introverts can make exceptional leaders. The episode wraps up with a reflection on social media perceptions versus reality, emphasising the need to focus on genuine rather than perceived performance. If you have any 'corporate myths' that you'd like debunking then please get in touch!And we also learn what James has in common with Pedro Pascal, and it's not highbrow French films!

Τι σχέση μπορεί να έχει η τεχνητή νοημοσύνη με την οργανωσιακή συμπεριφορά;Σε αυτό το επεισόδιο, αφήνουμε στην άκρη τους τεχνικούς όρους και εξετάζουμε την ουσία: πώς αλλάζει το AI την καθημερινότητά μας στον εργασιακό χώρο – από τις σχέσεις και την επικοινωνία, μέχρι την ηγεσία, τη μάθηση και την κουλτούρα.Μαζί μας, ο Γιώργος Πράτσος, ο οποίος μας εξηγεί με απλά λόγια τι φέρνει αυτή η τεχνολογία και πώς μπορούμε να τη δούμε σαν εργαλείο εξέλιξης – όχι φόβου.

Welcome to The Savvy Dentist Podcast with Dr. Jesse Green, where we explore the intersection of dentistry, business, and personal growth to help you create a practice and a life you love.  In this episode of The Savvy Dentist Podcast, Dr. Jesse Green dives into a conversation that's as relevant to the dental chair as it is to the boardroom. Whether you're leading a practice, managing a team, or just trying to keep your head above water in a fast-changing world, this episode is going to speak directly to you. Dr. Jesse Green is joined by a truly remarkable guest - Dr. Paige Williams. Paige is a leadership expert, author, and corporate speaker who brings a wealth of knowledge around resilience, positive leadership, and how we can unlock our own potential as well as that of those around us. With a PhD in Organisational Behaviour and deep experience working with leaders across education, business, and government, Paige has a gift for making complex psychological concepts not just digestible … but actionable. In this conversation, we unpack her work on becoming “AntiFragile” … the powerful idea that we can grow stronger through uncertainty, challenge, and change. She'll share practical insights into how we, as practice owners and professionals, can navigate stress, build thriving teams, and lead with purpose, even when the pressure is on. This isn't about fluffy feel-good advice … it's grounded in science and delivered with heart. So whether you're on your morning walk, driving to work, or taking a rare moment to yourself, we invite you to lean in and soak up the wisdom from someone who truly gets what it takes to lead well in tough times ... Dr. Paige Williams. Website - drpaige.au [04:43] - Are you, as a leader, Accountable? What does accountability, responsibility and ‘owning it' refer to in a business? [10:03] - As business owners, we cannot force our team to be accountable … so how do we manufacture motivation in our team? [17:48] - Which mechanics of communication are you utilising within your business day-to-day? [21:26] - Communicating with the 6-W's. [23:49] - How does being values led? Fall in with accountability?  [25:10] - Where can The Netflix Culture Deck fit in to your dental practice? [28:32] - Resilience v. Anti Fragile. Why being ‘harder & tougher' is replacing our need for resilience. [35:25] -  How do we bring anti fragility into our team while maintaining accountability at the same time? 

Send us a textIn this episode, we are joined by Amanda Gilbert, and we dive deep into collaboration in the workplace. We discuss the importance of collaboration, how to achieve it, and the common corporate pitfalls that can prevent it.  We share practical steps for setting up collaborative environments, building trust among team members, and achieving shared goals. We also highlight real-world examples of successful collaboration and provide insights on leveraging collaboration tools and techniques. Tune in to learn how to enhance your team's performance and achieve better results through effective collaboration.Plus, we discuss what treats Mrs Lawther is getting for her birthday, the plight of children leaving the nest and a great TV box set recommendation.

Send us a textThis week, we delve into the intricacies of leadership power and its impact on workplace dynamics. We explore power's misuse and ethical implications, highlighted by current events and personal experiences. We also share our 'research'  and insights - all aimed to encourage self-awareness for leaders to wield their power conscientiously and effectively for positive outcomes. You can also see if you are more intelligent than James by benchmarking your scores on LinkedIn puzzle games!

The workplace is forever facing new challenges. These challenges are also unique in the context of Southeast Asia. Effective team work and leadership are at the core of organisational success. Yet much remains under investigated in how we can best help organisations and their teams and leaders in navigating shifts in the business environment. To think about these issues in a Southeast Asian context, joining the podcast today is Dr Nate Zettna, a Lecturer in Leadership and Organisational Behaviour in the Discipline of Work and Organisational Studies at the University of Sydney. He completed his PhD specialising in organisational behaviour and management at the University of Sydney Business School. His research examines various aspects of team effectiveness, including team leadership, frontline service teams, and team well-being and performance. Nate has conducted research and worked with international organisations in Thailand and Australia across many sectors including banking, financial services, government, healthcare, manufacturing, and education. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

The workplace is forever facing new challenges. These challenges are also unique in the context of Southeast Asia. Effective team work and leadership are at the core of organisational success. Yet much remains under investigated in how we can best help organisations and their teams and leaders in navigating shifts in the business environment. To think about these issues in a Southeast Asian context, joining the podcast today is Dr Nate Zettna, a Lecturer in Leadership and Organisational Behaviour in the Discipline of Work and Organisational Studies at the University of Sydney. He completed his PhD specialising in organisational behaviour and management at the University of Sydney Business School. His research examines various aspects of team effectiveness, including team leadership, frontline service teams, and team well-being and performance. Nate has conducted research and worked with international organisations in Thailand and Australia across many sectors including banking, financial services, government, healthcare, manufacturing, and education. Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/southeast-asian-studies

The workplace is forever facing new challenges. These challenges are also unique in the context of Southeast Asia. Effective team work and leadership are at the core of organisational success. Yet much remains under investigated in how we can best help organisations and their teams and leaders in navigating shifts in the business environment. To think about these issues in a Southeast Asian context, joining the podcast today is Dr Nate Zettna, a Lecturer in Leadership and Organisational Behaviour in the Discipline of Work and Organisational Studies at the University of Sydney. He completed his PhD specialising in organisational behaviour and management at the University of Sydney Business School. His research examines various aspects of team effectiveness, including team leadership, frontline service teams, and team well-being and performance. Nate has conducted research and worked with international organisations in Thailand and Australia across many sectors including banking, financial services, government, healthcare, manufacturing, and education.

The workplace is forever facing new challenges. These challenges are also unique in the context of Southeast Asia. Effective team work and leadership are at the core of organisational success. Yet much remains under investigated in how we can best help organisations and their teams and leaders in navigating shifts in the business environment. To think about these issues in a Southeast Asian context, joining the podcast today is Dr Nate Zettna, a Lecturer in Leadership and Organisational Behaviour in the Discipline of Work and Organisational Studies at the University of Sydney. He completed his PhD specialising in organisational behaviour and management at the University of Sydney Business School. His research examines various aspects of team effectiveness, including team leadership, frontline service teams, and team well-being and performance. Nate has conducted research and worked with international organisations in Thailand and Australia across many sectors including banking, financial services, government, healthcare, manufacturing, and education. Learn more about your ad choices. Visit megaphone.fm/adchoices

The guest this episode is Winnie Jiang, Assistant Professor of Organisational Behaviour at INSEAD. I talk with Winnie about her recent paper in AMJ that explores how entrepreneurs manage identity conflicts as they attempt to be a “boss” despite coming from humble beginnings. We discuss the emotional work necessary to become a successful entrepreneur and how policy makers and mentors can best support aspiring entrepreneurs.   Jiang, W. Y., Zhao-Ding, A., & Qi, S. 2025. Breaking Free or Locking In: How Socially Disadvantaged Individuals Achieve or Reject an Aspired Identity in an Entrepreneurial Context. Academy of Management Journal, 68(1): 162-190. https://journals.aom.org/doi/abs/10.5465/amj.2022.1104

What caused this morning's earthquake? Guest: Dr. John Cassidy, Senior Research Scientist with Natural Resources Canada and Adjunct Professor of Earthquake Seismology at the University of Victoria Is the White House using misleading data on Canadian fentanyl? Guest: Kathryn Blaze-Baum, Investigative Reporter for the Globe and Mail Can you predict who will win an Oscar? Guest: Andre Spicer, Professor of Organisational Behaviour at the University of London's Bayes Business School who also studies “Oscarology” The Masterless Men of Butter Pot Guest: Craig Baird, Host of the Podcast “Canada History Ehx” What caused Trump and Zelenskyy's heated confrontation? Guest: Stefan Wolff, Professor of International Security at the University of Birmingham How the trade war is affecting American franchises in Canada Guest: Chad Finkelstein, Partner at Dale & Lessman LLP, and chair of the firms franchising, licensing and distribution group. Learn more about your ad choices. Visit megaphone.fm/adchoices

Can you predict who will win an Oscar? Guest: Andre Spicer, Professor of Organisational Behaviour at the University of London's Bayes Business School who also studies “Oscarology” Learn more about your ad choices. Visit megaphone.fm/adchoices

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Florian Kunze (*1981) ist seit Juli 2014 Inhaber des Lehrstuhls für Organisational Behaviour am Fachbereich Politik- und Verwaltungswissenschaft der Universität Konstanz und leitet das Konstanz Future of Work Lab. Von 2001-2006 studierte er Diplom Verwaltungswissenschaft an der Universität Konstanz. Anschließend (2006-2010) promovierte er am Institut für Führung und Personalmanagement der Universität St. Gallen. Von 2010-2011 war er als Post-Doc am selben Institut tätig. Im Anschluss verbrachte er einen durch den Schweizer Nationalfonds (SNF) finanzierten Gastaufenthalt an der Anderson Business School der University of California Los Angeles (UCLA). Von 2013-2014 war er als Assistenzprofessor für Leadership an der Universität St. Gallen tätig. Seine Forschungsschwerpunkte liegen im Bereich  Digitalisierung der Arbeitswelt - insbesondere Homeoffice & mobiles Arbeiten, Management des demographischen Wandels und von Diversität in öffentlichen und privaten Organisationen sowie der Gestaltung von effektivem Führungsverhalten für Individuen, Teams und Organisationen.   Themen Mit Prof. Florian Kunze (Inhaber des Lehrstuhls für Organisational Behaviour und Leiter des Future of Work Lab an der Universität Konstanz) habe ich in der GainTalents-Podcastfolge 390 nach ca. 2,5 Jahren erneut über das Thema Homeoffice und mobilem Arbeiten gesprochen. Ich bedanke mich recht herzlich bei Florian für die vielen (auch wissenschaftlich belegten) Informationen zum Thema.   Warum Führungskräfte und Mitarbeiter zum Thema Homeoffice und mobiles Arbeiten oft nicht einer Meinung sind? Die Perspektiven von Mitarbeitenden und Führungskräften klaffen auseinander. 

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Florian Kunze (*1981) ist seit Juli 2014 Inhaber des Lehrstuhls für Organisational Behaviour am Fachbereich Politik- und Verwaltungswissenschaft der Universität Konstanz und leitet das Konstanz Future of Work Lab. Von 2001-2006 studierte er Diplom Verwaltungswissenschaft an der Universität Konstanz. Anschließend (2006-2010) promovierte er am Institut für Führung und Personalmanagement der Universität St. Gallen. Von 2010-2011 war er als Post-Doc am selben Institut tätig. Im Anschluss verbrachte er einen durch den Schweizer Nationalfonds (SNF) finanzierten Gastaufenthalt an der Anderson Business School der University of California Los Angeles (UCLA). Von 2013-2014 war er als Assistenzprofessor für Leadership an der Universität St. Gallen tätig. Seine Forschungsschwerpunkte liegen im Bereich  Digitalisierung der Arbeitswelt - insbesondere Homeoffice & mobiles Arbeiten, Management des demographischen Wandels und von Diversität in öffentlichen und privaten Organisationen sowie der Gestaltung von effektivem Führungsverhalten für Individuen, Teams und Organisationen.   Themen Mit Prof. Florian Kunze (Inhaber des Lehrstuhls für Organisational Behaviour und Leiter des Future of Work Lab an der Universität Konstanz) habe ich in der GainTalents-Podcastfolge 390 nach ca. 2,5 Jahren erneut über das Thema Homeoffice und mobilem Arbeiten gesprochen. Ich bedanke mich recht herzlich bei Florian für die vielen (auch wissenschaftlich belegten) Informationen zum Thema.   Warum Führungskräfte und Mitarbeiter zum Thema Homeoffice und mobiles Arbeiten oft nicht einer Meinung sind? Die Perspektiven von Mitarbeitenden und Führungskräften klaffen auseinander. 

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird.   Florian Kunze (*1981) ist seit Juli 2014 Inhaber des Lehrstuhls für Organisational Behaviour am Fachbereich Politik- und Verwaltungswissenschaft der Universität Konstanz und leitet das Konstanz Future of Work Lab. Von 2001-2006 studierte er Diplom Verwaltungswissenschaft an der Universität Konstanz. Anschließend (2006-2010) promovierte er am Institut für Führung und Personalmanagement der Universität St. Gallen. Von 2010-2011 war er als Post-Doc am selben Institut tätig. Im Anschluss verbrachte er einen durch den Schweizer Nationalfonds (SNF) finanzierten Gastaufenthalt an der Anderson Business School der University of California Los Angeles (UCLA). Von 2013-2014 war er als Assistenzprofessor für Leadership an der Universität St. Gallen tätig. Seine Forschungsschwerpunkte liegen im Bereich  Digitalisierung der Arbeitswelt - insbesondere Homeoffice & mobiles Arbeiten, Management des demographischen Wandels und von Diversität in öffentlichen und privaten Organisationen sowie der Gestaltung von effektivem Führungsverhalten für Individuen, Teams und Organisationen.   Themen Mit Prof. Florian Kunze (Inhaber des Lehrstuhls für Organisational Behaviour und Leiter des Future of Work Lab an der Universität Konstanz) habe ich in der GainTalents-Podcastfolge 390 nach ca. 2,5 Jahren erneut über das Thema Homeoffice und mobilem Arbeiten gesprochen. Ich bedanke mich recht herzlich bei Florian für die vielen (auch wissenschaftlich belegten) Informationen zum Thema.   Warum Führungskräfte und Mitarbeiter zum Thema Homeoffice und mobiles Arbeiten oft nicht einer Meinung sind? Die Perspektiven von Mitarbeitenden und Führungskräften klaffen auseinander. 

Episode Six: On The Measurement of Leadership, featuring Dr Matt Barney, Founder and award-winning Organisational Psychologist & Professor John Antonakis, Organisational Behaviour in the Faculty of Business and Economics of the University of Lausanne, Switzerland.  In this episode of the Leadership Navigating Complexity podcast, host Dr. Aiden Thornton speaks with Dr Matt Barney & professor John Antonakis about the challenges of accurately measuring leadership behaviour, differentiating it from mere perceptions, which are often influenced by biases. Dr. Barney discusses advances in AI that enable the capture of precise behavioural data, a "game changer" in leadership evaluation, while Professor Antonakis highlights issues around traditional behavioural assessments and the importance of understanding nuanced perceptions. Dr Aiden M. A. Thornton from The Australian National University (ANU); Dr Matt Barney from TruMind.ai; Professor John Antonakis from HEC Lausanne - The Faculty of Business and Economics of the University of Lausanne.  Additional Resources:  Dr Matt Barney   3 Transdisciplinary measurement through AI: hybrid metrology and psychometrics powered by large language models   Professor John Antonakis: Learning Charisma, by John Antonakis, Marika Fenley and Sue Liechti  John Antonakis, Google Scholar  John Antonakis, ResearchGate 

Förändringsmodellen i OBM: Organisational Behaviour Management.  Om förändringsmodellen i OBM (Organisational Behaviour managment) med Martin Carlström som bland annat skrivit boken ”Vanor som varar : ökad förändringskraft med OBM”.   Detta är ett guldkorn från KBT-poddens avsnitt 301.   I avsnittet: Hur fungerar förändringsmodellen? Varför är varje steg viktigt? Vilka nyckelbeteenden bör organisationer prioritera? Hur identifierar man dessa nyckelbeteenden? Vilka beteenden behöver ledare och chefer för att implementera OBM? Hur kan OBM bidra till bättre ledarskap och medarbetarrelationer? Hur kan OBM skapa delaktighet, tilltro och psykologisk trygghet i organisationer? Exempel på en organisation som har använt OBM framgångsrikt Vad kan man lära sig av deras arbete?   Lena Olsson-Lalor Leg.psykoterapeut, leg. hälso- och sjukvårdskurator. Handledare och lärare i psykoterapi, KBT samt författare. Martin Carlström leg. psykolog och organisations-konsult. Expert inom ledarskaps- och organisationsutveckling.   Här finner du poddbloggen   KBT-podden publiceras av Bli en bättre behandlare BBB Följ oss på Instagram och Facebook   Klippning: Camilla Andersson (Teknikmillan) Kontakt: http://www.blienbattrebehandlare.se  info@blienbattrebehandlare.se

The Workplace Fairness Bill has been recently passed in Parliament, marking a major milestone in Singapore's employment landscape. Aimed at tackling workplace discrimination, the bill protects employees from biases ranging from age, race, nationality, and so on. But while the bill is a positive step towards fostering a more inclusive community, it also presents challenges for SMEs, which are exempted for the next five years. On The Big Story, Hongbin Jeong speaks to Paul Lim, Director of Undergraduate Admissions and Senior Lecturer of Organisational Behaviour and Human Resources at the Lee Kong Chian School of Business, Singapore Management University to unpack what this bill means for organisations and employees. Presented by: Hongbin Jeong Produced and Edited by: Alexandra Parada (alexparada@sph.com.sg) Want to get featured on our show? Drop me an email today!See omnystudio.com/listener for privacy information.

Meet Bob Thomson, a coach with an impressive background in management development and education. Sarah and Rebecca sit down with him to discuss his client-centred, non-directive coaching approach and the profound impact of simply being present with your clients. Listen to their insights on the importance of trusting your clients, who are the experts of their own lives. They also explore thought-provoking topics like the shift from being non-directive to client-centred, the significance of supervision in a coach's growth, and even the nuances of coaching neurodiverse people. Get ready to be inspired and tune in now!Here are the Highlights:06:50 How diversifying coaching practice brings shared joy.08:35 Learn to embrace silence, listen more, and speak less.12:58 Becoming a supervisor felt like a natural evolution of coaching.15:19 Choosing between directive and non-directive approaches is essential.18:59 Transitioning to client-centred approaches through supervision.21:31 "Don't just do something, sit there."25:48 Coaching involves trusting the client's autonomy.About Bob Thomson:At the end of September 2024, Bob stepped back after eleven years as a Professor at Warwick Business School. One of the highlights of his time there was designing and leading a very distinctive module for their full-time MBA students, LeadershipPlus. In partnership with the school's career coaches and external consultants, the module was highly experiential, helping each student to explore who they are, to work collaboratively in a team, and to consider how they want to act as a manager and leader. He also worked on modules on Leadership, Management of Change, and Organisational Behaviour for students on WBS's Executive and Global Online MBA programmes.For seven years, he served as a Senior Tutor for half of the final year undergraduates at WBS. This involved supporting students who had mitigating circumstances – sadly, often mental health challenges – which affected their ability to study and complete assessments. He was also for eight years a personal tutor for Foundation Year students, supporting individuals from disadvantaged backgrounds to gain access to a WBS degree programme and hence to widen participation.Prior to joining WBS, he worked for nine years in the Learning & Development team at the University of Warwick. He created and ran the Warwick Leadership Programme for senior academics, administrators and managers. He also established the Warwick Administrative Management Programme for middle-ranking administrators and managers. He created a staff coaching and mentoring scheme, a competency framework and associated 360-degree feedback process, and a workplace mediation process.Before that, he worked in learning and development roles at British Gas, Transco and National Grid. He is accredited to use a number of psychometric tools and 360-degree feedback instruments, including MBTI and Spotlight. His first career was as an economist with British Steel and ICI.Connect with Bob:LinkedIn: https://www.linkedin.com/in/bob-thomson-coach-supervisor/Connect with us here: Website:https://www.thecoachingcatalysts.comWork with us:Find out more about our supervision service here: http://bit.ly/coaching-collectiveFor ICF mentoring see here:

Despite millions retiring annually, the topic remains taboo for many employers and employees. Every year, millions leave the workforce, yet discussions about this common rite of passage are often avoided.This INSEAD Knowledge podcast features Graham Ward, Adjunct Professor of Organisational Behaviour and Isabel Lebbe, Partner in the Investment Management practice of Arendt & Medernach, discussing the often-neglected issue of retirement.Drawing on years of research in this field, the pair highlight the significant impact that retirement can have on both individuals and the organisations they leave behind. They point out that retirement should not merely be seen an event but is, in fact, a complex process that requires careful consideration and planning from both sides. Ward and Lebbe argue that with an ageing population, changing demographics also mean firms need to stop viewing retirement as an end. Instead, they must view it as a valuable opportunity to maintain relationships and leverage the experience of retiring employees to ensure a positive experience for all involved. Read more: https://knowledge.insead.edu/career/talk-about-making-good-exit  

Welkom bij deze inspirerende podcastaflevering waar we diep ingaan op de boeiende wereld van Organisational Behavior Management (OBM). Onze gast, Joost Kerkhofs, een expert op het gebied van gedragsverandering, deelt zijn inzichten en ervaringen over hoe OBM organisaties helpt om de prestaties op de werkvloer meetbaar te verbeteren. Door de kracht van positieve gedragsbeïnvloeding leren leiders en teams om niet alleen effectiever, maar ook ethischer te werken. Mis deze kans niet om te ontdekken hoe OBM kan bijdragen aan een betere werkomgeving en verhoogde productiviteit. Veel luisterplezier! 

Rigid hierarchical team designs seem to have fallen out of favour with many contemporary organisations. But making the switch to a decentralised approach, where authority is more evenly distributed between team members instead of concentrated among a few senior leaders, is by no means easy.In this podcast, Michael Y. Lee, Assistant Professor of Organisational Behaviour at INSEAD, explains the difficulties of dismantling organisational hierarchies. He unpacks the reasons why firms can fail in their bids to jettison hierarchies and suggests two key practices they can adopt to set themselves up for success.

Tamara El-Halawani is a research assistant at the SOAS ICOP project and a recent MSc graduate in International Politics from SOAS University, London. She is currently completing a dissertation on ‘The Erasure of Palestinians on social media.' Prior to joining ICOP, she worked as a reporter for The Conduit in London and served as a parliamentary staffer for her local constituency in the House of Commons. Tamara also holds a BSc (Hons) in Molecular Genetics from the University of Edinburgh. Dr Zahira Jaser is an Italian-Palestinian Associate Professor at the University of Sussex Business School. She is the Director of the MBA programme. She has been researching the impact of anti-Palestinian racism in organisations and society. Her research and writings have been featured in Science, the Financial Times, The Guardian, the BBC, Wired, the Harvard Business Review and many academic journals. She holds a PhD in Management from Bayes Business School (formerly Cass) and a MSc in Organisational Behaviour from the London School of Economics, and received her BA with honours in Political Science and Economics from Università Di Padova, Italy.

In today's challenging market, career coaching is a pertinent topic. Today's resident expert, Programme Director and Career Coach Kate Mansfield, is a familiar face of the show. Kate has previously written content for us and has been a guest on our news episode of HR Insights. Joining Kate is our CEO and Host Stuart Elliott to facilitate the conversation and provide our audience with the starting points they need to have those sometimes feared, career conversations. Throughout the episode, Stuart and Kate discuss what career coaching is and the power those conversations can carry. They touched on the challenges faced with internal career conversations and the benefits of an external coach, pushbacks from management, organisations that have good strategies in place to have these conversations and the seniority of individuals wanting these conversations. As the conversation moves on Stuart and Kate chat through The Kaleidoscope Career Model and becoming career champions. Kate is a familiar face to the ESHR family, she takes responsibility for designing and delivering career development programmes for CCS clients across both private and public sector organisations in the UK and internationally. Kate is also a Lead Tutor on our open Accredited Career Coach Training course and continues to coach clients individually, thoroughly enjoying working with those wishing to focus on a wide variety of career related issues from career development to career transition. Kate brings a particular depth of knowledge of coaching HR professionals as well as those transitioning from corporate life. Kate is also highly experienced and passionate about coaching women to evolve their careers. She is a qualified career coach trained by CCS and supported by her MSc in Organisational Behaviour. Key Timestamps:01:46 – Introduction to Kate Mansfield05:52 – Becoming a Career Coach 07:59 – Challenges with internal career conversations 13:13 – Pushbacks from management to have career conversations 17:38 – Organisations that so well in this space23:18 – Do career conversations depend on seniority?28:43 – The Kaleidoscope Career Model 32:00 – Challenges HR face with career conversations 36:16 – Career Champions 40:33 – How Kates's research helps workplace professionals You can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and other popular podcast apps. Please subscribe so the latest episodes are directly available! You can also join our HR Community and follow us on LinkedIn and Instagram. Thank you for listening and please do review and rate us wherever you listen!

In this week's episode of the Seven Figure Consultant Podcast, I had the pleasure of interviewing my client Niven Postma, an advisor, author and keynote speaker. We explored Niven's expertise in addressing workplace disengagement and her ongoing PhD research on office politics, particularly concerning women. We also talked about LinkedIn, where Niven has built a strong presence by sharing insightful content, as well as the importance of genuine connections and effective communication.    In this episode:  [00:00:47] Introducing Niven Postma. [00:02:33] Niven explains her work addressing workplace disengagement and her focus on effective teams. [00:04:15] Methods of engagement, including team effectiveness and customised workshops on office politics. [00:05:55] Jessica and Niven share their experiences with academic writing and its reception. [00:09:03] Social media and content creation, including Niven's intentional strategy for using LinkedIn. [00:13:33] LinkedIn's potential for global connections and becoming a LinkedIn top voice. [00:15:09] The importance of pursuing meaningful work and the unexpected resonance it can create. [00:17:03] The evolving opportunities available through platforms like LinkedIn and global interconnectedness. [00:18:09] Making conscious choices in life, how it shapes your identity and the importance of shared human experiences. [00:21:22] Niven explains how she navigates cultural differences in her research and identifies universal themes. [00:23:49] Lessons for corporate women on office politics. [00:26:32] The challenges of corporate ladder mentality and the need for new business perspectives. [00:28:45] The importance of recognizing personal blocks and seeking external help for growth. [00:30:17] Niven discusses her powerful vision board session and its significance in her journey. [00:34:15] Niven and Jessica discuss the importance of rest and its mental benefits to regain focus and creativity.   Key Takeaways:  Niven emphasised the importance of authenticity. Share your true insights and experiences rather than trying to fit a mold.  Niven highlighted an interesting statistic: Nearly 80% of employees feel disengaged at work. This disengagement isn't due to a lack of desire to contribute but a disconnect between employees and their work environments. Listen to the episode to hear strategies to combat disengagement. Niven's ongoing PhD research focuses on how office politics differ for women. Women often need to be more strategic in navigating office politics due to different expectations and biases.    Quotes:  “Significance is not something that you can pursue, it's something that will ensue when you are doing things that matter in a way that are powerful to and for you.” - Niven Postma “There is a profound difference between being right and being effective. They're not the same thing. Being the best and being the most successful, you know, against the metrics you define as successful, which are highly personal, these are not the same things. So being the best, it might be necessary, it's not sufficient. And being right may be useful, it's not sufficient.” - Niven Postma “We've got almost 80% disengagement in organisations around the world while at the same time we've got almost 80% of adults saying that even if they were to become financially independent and didn't need to work, they'd still want to work. So for me, this is such a tragedy, such an irony, such a waste.” - Niven Postma   Useful Links Niven:  NivenPostma.com Connect with Niven on LinkedIn Jessica: The Seven Figures Club Get in touch with Jessica to discuss your consulting business Join the weekly email newsletter for women consultants Leave a rating and review for the Seven Figure Consultant Podcast Connect with Jessica on LinkedIn   Guest Bio Niven Postma has held executive positions since she was 29, in a career that has spanned multiple sectors and roles, including: CEO of the Businesswomen's Association, Head of the South African Reserve Bank Academy and Head of Leadership and Culture for the Standard Bank Group (the largest bank by assets in Africa). Having started her career as a strategy consultant, she now works with global executive teams to build what she calls “Whole System Leadership” and so doing, fundamentally transform how they are able to work together and what they are able to achieve. Niven is the author of If you don't do Politics, Politics will do you, a contributor to Harvard Business Review, a part time tutor at Cambridge University's Institute for Sustainability Leadership (CISL) and a guest lecturer at Stanford University and London Business School. She is an expert facilitator on women's leadership development programmes around the world and is currently enrolled for her PhD in Organisational Behaviour, seeking to understand whether organisational politics are different for women.

This week on the podcast, host Anna Campbell is talking with Kirsty Maynor all about change. Kirsty Maynor is the Founder and CEO of The Firefly Group. She is a certified coach and leadership expert with decades of experience and the best-selling author of "Untangled, a practical and inspirational guide to change we choose and change we don't' In this conversation, Anna and Kirsty talk all about change, including why we may feel threatened by change, even positive change. They also talk about the change skills to develop to help you navigate your life. What do we mean by change?  Why does change, even good changes, often feel threatening/bad? What emotions can come up? The change skills: Becoming friends with vulnerability Discover your courage Finding your purpose Honouring your values Practicing self care Living with self compassion   About Kirsty Founder and CEO of The Firefly Group, Kirsty Maynor has more than 25 years' experience as a Change and Leadership Specialist and is the Author of bestseller "Untangled: a practical and inspirational guide to change we choose and change we don't".  Specialists in organisational culture change and leadership development, The Firefly Group was founded in 2011 and has supported over ten thousand leaders across various sectors, fostering better futures for their organisations and stakeholders.   Kirsty is a Certified Co-active Coach, accredited with the International Coaching Federation, and a certified facilitator of Dare to Lead™. She holds an MSc in Organisational Behaviour and has tutored MSc students at the University of Edinburgh. Living in Edinburgh, Kirsty is the first Scottish member of the elite global Transformational Leadership Council.   Her bestselling book, "Untangled, a practical and inspirational guide to change we choose and change we don't," was published in late November 2023 and offers readers both proactive insights and a compassionate approach to embracing life's inevitable changes.   As a single mum who raised a now-university-aged teenager while growing a successful business coaching senior leaders, Kirsty has the studies, research, and lived experience to debunk myths about handling change and navigating both chosen and unchosen life events.   https://untangledbook.com/ www.thefireflygroup.co.uk https://www.linkedin.com/company/the-firefly-group-uk-/ https://www.instagram.com/kirstymaynor/   Learn more about Jewellers Academy Watch this episode on YouTube Join the Jewellers Academy Facebook Group Find Jewellers Academy on Instagram and Facebook

Assistant Professor of Organisational Behaviour at Bond Business School, Libby Sandor, joined Jimmy Bartel and Mark Allen to talk about the story.See omnystudio.com/listener for privacy information.

A good friend of mine has worked in a particular sector for most of her career. From the outside she's one of those people who's life looks perfect. But more recently over a series of honest talks, she's confided in me that she hates her job. Has done for years. Naturally I've asked, “why don't you do something else?” She explained that there were a couple of big things keeping her stuck. Firstly, she doesn't know what she wants to do instead. (Kind of a problem).The other big thing is that she's overwhelmed with self-doubt at the idea of making a big change. She's been doing what she's been doing for so long, that at least she knows she's good at it. It feels terrifying to walk away from.This week on Tiger Therapy, I'm speaking to world authority on career transitions, who has been named one of the most influential business thinkers in the world.Herminia Ibarra is Professor of Organisational Behaviour at London Business School. She also spent years teaching at INSEAD and Harvard Business School. Her career has been spent researching leadership, women's advancement, and career transitions. Her latest book Working Identity: Unconventional Strategies for Reinventing Your Career, explores why so many people get stuck, why career-pivots feel so hard, and what to do about it.If you've ever dreamed of starting again - this one's for you. Thanks so much, Herminia for coming on Tiger Therapy!_______You can learn more about Herminia and buy her book here. _______Social media: Pippa Woodhead | @pippa.woodheadTigerhall Herminia Ibarra Hosted on Acast. See acast.com/privacy for more information.

In this podcast episode, Dr. Natalie Lancer with Dr. Sarah Brooks, Paula Dixon, and Natasha Vorrasi discuss the vision for the future of coaching psychology and the two current routes to becoming a chartered coaching psychologist. We outline the high standards required for chartered status, which is recognised by the British Psychological Society. We explore the division's goals, developing an impact statement, a coaching psychologist toolkit and role profiles, as well as the different membership levels within the Division of Coaching Psychology (DoCP). We answer: What is the value of being a Chartered Coaching Psychologist? How do you become a Chartered Coaching Psychologist? How can the DoCP support Chartered Coaching Psychologists? How is the DoCP advancing professional recognition of the field? How does the DoCP work with our stakeholders? What is the DoCP's current vision and mission? What is the five year plan for the DoCP? How does the DoCP uphold a high level of ethical practice and academic rigour? What are the benefits of being a DoCP member? How can people get involved with the DoCP committee? The Division of Coaching Psychology's vision is to be a global leader in coaching psychology, setting standards for excellence and supporting members' professional growth. In this conversation, we discuss what leadership the DoCP can provide around research, sharing new tools and approaches, supervision and providing professional development opportunities, whilst fostering a diverse and inclusive community. Our guests today are: Paula Louise Dixon is the Chief People Performance and Wellbeing Optimiser at Hazon Consultancy Limited. As a Business & Coaching Psychologist, she is passionate about optimising people potential and has practiced within independent consultancy over the last ten years supporting public, private and not-for-profit clients. With a particular interest in neurodiversity, she enjoys working with newly diagnosed adults to devise workplace strategies to support performance and well-being, alongside refining their self-identity. Paula is the current Deputy Chair/Secretary for the British Psychological Society's Division of Coaching Psychology and is the Chair of the Chartership Subcommittee. She also helps to co-lead the committee's internal team development activities and sustainability events. Dr Sarah Brooks runs the ‘Powerful Dreaming' coaching practice. She is an ICF and EMCC accredited coach and is a committee member for the Division of Coaching Psychology. She is a Lecturer in Organisational Behaviour at the Institute of Work Psychology, Sheffield University Management School and as Academic Lead for Employability has developed a coaching tool designed to help students think critically about their career. Sarah's research focuses on how employees voice their concerns about unethical behaviour to managers in the workplace, or if they choose not to voice, why they remain silent. Prior to becoming a lecturer, Sarah was a change implementation manager and an operations manager and has 17 years of industry experience.  Natasha Vorrasi is a Chartered Coaching Psychologist and is the Head of the Lobbying Subcommittee of the BPS Division of Coaching Psychology Committee. Natasha works with an international portfolio of clients, designing consulting and coaching programmes to focus on culture, behaviours and skills, notably in the areas of leadership, career development, performance, and well-being. She is also an HR consultant with extensive experience in strategic organisational projects and culture change programmes, leveraging her coaching approach grounded in psychological theory and change management methods. She is also accredited in Facet5 Personality Profiling and certified in project management with ESCP. Natasha worked for 18 years in Human Resources for BNP Paribas holding senior roles including Group Head of Learning & Development. Your host, Dr Natalie Lancer, is a Chartered Coaching Psychologist, and British Psychological Society (BPS) Registered Supervisor. She is the Chair of the BPS's Division of Coaching Psychology and an accredited member of the Association for Coaching. She is the host of this podcast series and invites you to email any comments to docp-tcppod@bps.org.uk https://www.bps.org.uk/member-networks/division-coaching-psychology © British Psychological Society 2024

Bio Luke Hohmann is Chief Innovation Officer of Applied Frameworks. Applied Frameworks helps companies create more profitable software-enabled solutions. A serial entrepreneur, Luke founded, bootstrapped, and sold the SaaS B2B collaboration software company Conteneo to Scaled Agile, Inc. Conteneo's Weave platform is now part of SAFe Studio. A SAFe® Fellow, prolific author, and trailblazing innovator, Luke's contributions to the global agile community include contributing to SAFe, five books, Profit Streams™, Innovation Games®, Participatory Budgeting at enterprise scale, and a pattern language for market-driven roadmapping. Luke is also co-founder of Every Voice Engaged Foundation, where he partnered with The Kettering Foundation to create Common Ground for Action, the world's first scalable platform for deliberative decision-making. Luke is a former National Junior Pairs Figure Skating Champion and has an M.S.E. in Computer Science and Engineering from the University of Michigan. Luke loves his wife and four kids, his wife's cooking, and long runs in the California sunshine and Santa Cruz mountains.    Interview Highlights 01:30 Organisational Behaviour & Cognitive Psychology 06:10 Serendipity 09:30 Entrepreneurship 16:15 Applied Frameworks 20:00 Sustainability 20:45 Software Profit Streams 23:00 Business Model Canvas 24:00 Value Proposition Canvas 24:45 Setting the Price 28:45 Customer Benefit Analysis 34:00 Participatory Budgeting 36:00 Value Stream Funding 37:30 The Color of Money 42:00 Private v Public Sector 49:00 ROI Analysis 51:00 Innovation Accounting    Connecting   LinkedIn: Luke Hohmann on LinkedIn Company Website: Applied Frameworks    Books & Resources   ·         Software Profit Streams(TM): A Guide to Designing a Sustainably Profitable Business: Jason Tanner, Luke Hohmann, Federico González ·         Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (The Strategyzer series): Alexander Osterwalder, Yves Pigneur ·         Value Proposition Design: How to Create Products and Services Customers Want (The Strategyzer Series): Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith, Trish Papadakos ·         Innovation Games: Creating Breakthrough Products Through Collaborative Play: Luke Hohmann ·         The ‘Color of Money' Problem: Additional Guidance on Participatory Budgeting - Scaled Agile Framework ·         The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Eric Ries ·         Extreme Programming Explained: Embrace Change 2, Kent Beck, Cynthia Andres ·         The Mythical Man-Month: Essays on Software Engineering: Brooks, Frederick Phillips ·         Understanding Comics: The Invisible Art, Scott McCloud ·         Ponyboy: A Novel, Eliot Duncan ·         Lessons in Chemistry: A Novel, Bonnie Garmus, Miranda Raison, Bonnie Garmus, Pandora Sykes ·         What Happened to You?: Conversations on Trauma, Resilience, and Healing, Oprah Winfrey, Bruce D. Perry ·         Training | Applied Frameworks   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku   So I have with me Luke Hohmann, who is a four time author, three time founder, serial entrepreneur if I say, a SAFe fellow, so that's a Skilled Agile Framework fellow, keynote speaker and an internationally recognised expert in Agile software development. He is also a proud husband and a father of four. So, Luke, I am very honoured to have you on the Agile Innovation Leaders podcast. Thank you for making the time. Luke Hohmann Thank you so much for having me, I'm very happy to be here, and hi everyone who's listening. Ula Ojiaku Yes, I'm sure they're waving back at you as well. I always start my conversations with my guests to find out about them as individuals, you know, so who is Luke? You have a BSc in Computer Science and an MSc in Computer Science and Engineering, but you also studied Cognitive Psychology and Organisational Behaviour in addition to Data Structures and Artificial Intelligence. AI is now making waves and is kind of at the forefront, which is interesting, you had the foresight to also look into these. So my question is, what took you down this path? Luke Hohmann Sure. I had a humble beginning in the world of technology. I worked for a large company, Electronic Data Systems, and it was founded in the mid 60s by a gentleman named Ross Perot, and it became a very, very large company. So my first job at Electronic Data Systems was working in a data centre, and we know what data centres are, but back then, data centres were different because they were predominantly mainframe-based data centres, and I would crawl underneath the floor, cabling the computers and cabling networking equipment. Now, when we think networking, we're really thinking one of two kinds of networking. We think of wireless networking or we think of some form of internet networking, but back in those days, there were varieties of network protocols, literally the standards that we use now weren't invented yet. So it was mainframe networking protocols and dial ups and other forms of networking protocols. From there, I worked my way from beneath the ground up. I had some great managers who saw someone who was worthy of opportunity and they gave me opportunity and it was great. And then eventually I started working in electronic data systems and there was, the first wave of AI came in the mid 80s and that's when we were doing things like building expert systems, and I managed to create with a colleague of mine, who's emerged as my best friend, a very successful implementation of an expert system, an AI-based expert system at EDS, and that motivated me to finish off my college degree, I didn't have my college degree at the time. So EDS supported me in going to the University of Michigan, where as you said, I picked up my Bachelor's and Master's degree, and my advisor at the time was Elliot Soloway, and he was doing research in how programmers program, what are the knowledge structures, what are the ways in which we think when we're programming, and I picked up that research and built programming environments, along with educational material, trying to understand how programmers program and trying to build educational material to teach programming more effectively. That's important because it ignited a lifelong passion for developing education materials, etc. Now the cognitive psychology part was handled through that vein of work, the organisational behaviour work came as I was a student at Michigan. As many of us are when we're in college, we don't make a lot of money, or at university we're not wealthy and I needed a job and so the School of Organisational Behaviour had published some job postings and they needed programmers to program software for their organisational behaviour research, and I answered those ads and I became friends and did the research for many ground-breaking aspects of organisational behaviour and I programmed, and in the process of programming for the professors who were in the School of Organisational Behaviour they would teach me about organisational behaviour and I learned many things that at the time were not entirely clear to me, but then when I graduated from university and I became a manager and I also became more involved in the Agile movement, I had a very deep foundation that has served me very well in terms of what do we mean when we say culture, or what do we mean when we talk about organisational structures, both in the small and in the large, how do we organise effectively, when should we scale, when should we not scale, etc. So that's a bit about my history that I think in terms of the early days helped inform who I am today. Ula Ojiaku Wow, who would have thought, it just reminds me of the word serendipity, you know, I guess a happy coincidence, quote unquote, and would there be examples of where the cognitive psychology part of it also helped you work-wise? Luke Hohmann Yeah, a way to think about cognitive psychology and the branch that, I mean there's, psychology is a huge branch of study, right? So cognitive psychology tends to relate to how do we solve problems, and it tends to focus on problem solving where n = 1 and what I mean by n is the number of participants, and where n is just me as an individual, how do I solve the problems that I'm facing? How do I engage in de-compositional activities or refinement or sense making? Organisational behaviour deals with n > 1. So it can deal with a team of, a para-bond, two people solving problems. It can deal with a small team, and we know through many, many, many decades of research that optimal team structures are eight people or less. I mean, we've known this for, when I say decades I mean millennia. When you look at military structure and military strategy, we know that people need to be organised into much smaller groups to be effective in problem solving and to move quickly. And then in any organisational structure, there's some notion of a team of teams or team engagement. So cognitive psychology, I think, helps leaders understand individuals and their place within the team. And now we talk about, you know, in the Agile community, we talk about things like, I want T-shaped people, I want people with common skills and their area of expertise and by organising enough of the T's, I can create a whole and complete team. I often say I don't want my database designer designing my user interface and I don't want my user interface designer optimising my back end database queries, they're different skills. They're very educated people, they're very sophisticated, but there's also the natural feeling that you and I have about how do I gain a sense of self, how do I gain a sense of accomplishment, a sense of mastery? Part of gaining a sense of mastery is understanding who you are as a person, what you're good at. In Japanese, they would call that Ikigai, right, what are the intersections of, you know, what do I love, what am I good at, what can I make a living at and what do people need, right? All of these intersections occur on an individual level, and then by understanding that we can create more effective teams. Ula Ojiaku Thank you. I've really learned something key here, the relationship between cognitive psychology and organisational behaviour, so thanks for breaking it down. Now, can we go quickly to your entrepreneurship? So there must be three times you started three times a company and you've been successful in that area. What exactly drives you when it comes to establishing businesses and then knowing when to move on? Luke Hohmann Sure. I think it's a combination of reflecting on my childhood and then looking at how that informs someone when they're older, and then opportunities, like you said, serendipity, I think that's a really powerful word that you introduced and it's a really powerful concept because sometimes the serendipity is associated with just allowing yourself to pursue something that presents itself. But when I was young, my father died and my mum had to raise six kids on her own, so my dad died when I was four, my mum raised six kids on her own. We were not a wealthy family, and she was a school teacher and one of the things that happened was, even though she was a very skilled school teacher, there were budget cuts and it was a unionised structure, and even though she was ranked very highly, she lost her job because she was low on the hiring totem pole in terms of how the union worked. It was very hard and of course, it's always hard to make budget cuts and firing but I remember when I was very young making one of those choices saying, I want to work in a field where we are more oriented towards someone's performance and not oriented on when they were hired, or the colour of their skin, or their gender or other things that to me didn't make sense that people were making decisions against. And while it's not a perfect field for sure, and we've got lots of improvement, engineering in general, and of course software engineering and software development spoke to me because I could meet people who were diverse or more diverse than in other fields and I thought that was really good. In terms of being an entrepreneur, that happened serendipitously. I was at the time, before I became an entrepreneur in my last job, was working for an Israeli security firm, and years and years ago, I used to do software anti-piracy and software security through physical dongles. This was made by a company called Aladdin Knowledge Systems in Israel, and I was the head of Engineering and Product Management for the dongle group and then I moved into a role of Business Development for the company. I had a couple of great bosses, but I also learned how to do international management because I had development teams in Israel, I had development teams in Munich, I had development teams in Portland, Oregon, and in the Bay Area, and this was in the 2000s. This is kind of pre-Agile, pre-Salt Lake City, pre-Agile Manifesto, but we were figuring things out and blending and working together. I thought things were going pretty well and I enjoyed working for the Israelis and what we were doing, but then we had the first Gulf War and my wife and I felt that maybe traveling as I was, we weren't sure what was going to happen in the war, I should choose something different. Unfortunately, by that time, we had been through the dot-bomb crisis in Silicon Valley. So it's about 2002 at the time that this was going on, and there really weren't jobs, it was a very weird time in Silicon Valley. So in late 2002, I sent an email to a bunch of friends and I said, hey, I'm going to be a consultant, who wants to hire me, that was my marketing plan, not very clever, and someone called me and said, hey, I've got a problem and this is the kind of thing that you can fix, come consult with us. And I said, great. So I did that, and that started the cleverly named Luke Hohmann Consulting, but then one thing led to another and consulting led to opportunities and growth and I've never looked back. So I think that there is a myth about people who start companies where sometimes you have a plan and you go execute your plan. Sometimes you find the problem and you're solving a problem. Sometimes the problem is your own problem, as in my case I had two small kids and a mortgage and I needed to provide for my family, and so the best way to do that at the time was to become a consultant. Since then I have engaged in building companies, sometimes some with more planning, some with more business tools and of course as you grow as an entrepreneur you learn skills that they didn't teach you in school, like marketing and pricing and business planning etc. And so that's kind of how I got started, and now I have kind of come full circle. The last company, the second last company I started was Conteneo and we ended up selling that to Scaled Agile, and that's how I joined the Scaled Agile team and that was lovely, moving from a position of being a CEO and being responsible for certain things, to being able to be part of a team again, joining the framework team, working with Dean Leffingwell and other members of the framework team to evolve the SAFe framework, that was really lovely. And then of course you get this entrepreneurial itch and you want to do something else, and so I think it comes and goes and you kind of allow yourself those opportunities. Ula Ojiaku Wow, yours is an inspiring story. And so what are you now, so you've talked about your first two Startups which you sold, what are you doing now? Luke Hohmann Yeah, so where I'm at right now is I am the Chief Innovation Officer for a company, Applied Frameworks. Applied Frameworks is a boutique consulting firm that's in a transition to a product company. So if this arm represents our product revenue and this arm represents our services revenue, we're expanding our product and eventually we'll become a product company. And so then the question is, well, what is the product that we're working on? Well, if you look at the Agile community, we've spent a lot of time creating and delivering value, and that's really great. We have had, if you look at the Agile community, we've had amazing support from our business counterparts. They've shovelled literally millions and millions of dollars into Agile training and Agile tooling and Agile transformations, and we've seen a lot of benefit from the Agile community. And when I say Agile, I don't mean SAFe or Scrum or some particular flavour of Agile, I just mean Agile in general. There's been hundreds of millions of dollars to billions of dollars shoved into Agile and we've created a lot of value for that investment. We've got fewer bugs in our software because we've got so many teams doing XP driven practices like Test Driven Development, we've got faster response times because we've learned that we can create smaller releases and we've created infrastructure that lets us do deployments automatically, even if you're doing embedded systems, we figured out how to do over the air updates, we've figured out how to create infrastructure where the cars we're driving are now getting software updates. So we've created for our business leaders lots of value, but there's a problem in that value. Our business leaders now need us to create a profit, and creating value and creating a profit are two different things. And so in the pursuit of value, we have allowed our Agile community to avoid and or atrophy on skills that are vital to product management, and I'm a classically trained Product Manager, so I've done market segmentation and market valuation and market sizing, I've done pricing, I've done licensing, I've done acquisitions, I've done compliance. But when you look at the traditional definition of a Product Owner, it's a very small subset of that, especially in certain Agile methods where Product Owners are team centric, they're internal centric. That's okay, I'm not criticising that structure, but what's happened is we've got people who no longer know how to price, how to package, how to license products, and we're seeing companies fail, investor money wasted, too much time trying to figure things out when if we had simply approached the problem with an analysis of not just what am I providing to you in terms of value, but what is that value worth, and how do I structure an exchange where I give you value and you give me money? And that's how businesses survive, and I think what's really interesting about this in terms of Agile is Agile is very intimately tied to sustainability. One of the drivers of the Agile Movement was way back in the 2000s, we were having very unsustainable practices. People would be working 60, 80, death march weeks of grinding out programmers and grinding out people, and part of the Agile Movement was saying, wait a minute, this isn't sustainable, and even the notion of what is a sustainable pace is really vital, but a company cannot sustain itself without a profit, and if we don't actually evolve the Agile community from value streams into profit streams, we can't help our businesses survive. I sometimes ask developers, I say, raise your hand if you're really embracing the idea that your job is to make more money for your company than they pay you, that's called a profit, and if that's not happening, your company's going to fail. Ula Ojiaku They'll be out of a job. Luke Hohmann You'll be out of a job. So if you want to be self-interested about your future, help your company be successful, help them make a profit, and so where I'm at right now is Applied Frameworks has, with my co-author, Jason Tanner, we have published a bold and breakthrough new book called Software Profit Streams, and it's a book that describes how to do pricing and packaging for software enabled solutions. When we say software enabled solution, we mean a solution that has software in it somehow, could be embedded software in your microwave oven, it could be a hosted solution, it could be an API for a payment processor, it could be the software in your car that I talked about earlier. So software enabled solutions are the foundation, the fabric of our modern lives. As Mark Andreessen says software is eating the world, software is going to be in everything, and we need to know how to take the value that we are creating as engineers, as developers, and convert that into pricing and licensing choices that create sustainable profits. Ula Ojiaku Wow. It's as if you read my mind because I was going to ask you about your book, Software Profit Streams, A Guide to Designing a Sustainably Profitable Business. I also noticed that, you know, there is the Profit Stream Canvas that you and your co-author created. So let's assume I am a Product Manager and I've used this, let's assume I went down the path of using the Business Model Canvas and there is the Customer Value Proposition. So how do they complement? Luke Hohmann How do they all work together? I'm glad you asked that, I think that's a very insightful question and the reason it's so helpful is because, well partly because I'm also friends with Alex Osterwalder, I think he's a dear, he's a wonderful human, he's a dear friend. So let's look at the different elements of the different canvases, if you will, and why we think that this is needed. The Business Model Canvas is kind of how am I structuring my business itself, like what are my partners, my suppliers, my relationships, my channel strategy, my brand strategy with respect to my customer segments, and it includes elements of cost, which we're pretty good at. We're pretty good at knowing our costs and elements of revenue, but the key assumption of revenue, of course, is the selling price and the number of units sold. So, but if you look at the book, Business Model Generation, where the Business Model Canvas comes from, it doesn't actually talk about how to set the price. Is the video game going to be $49? Is it going to be $59, or £49 or £59? Well, there's a lot of thought that goes into that. Then we have the Value Proposition Canvas, which highlights what are the pains the customer is facing? What are the gains that the customer is facing? What are the jobs to be done of the customer? How does my solution relate to the jobs? How does it help solve the pain the customer is feeling? How does it create gain for the customer? But if you read those books, and both of those books are on my shelf because they're fantastic books, it doesn't talk about pricing. So let's say I create a gain for you. Well, how much can I charge you for the gain that I've created? How do I structure that relationship? And how do I know, going back to my Business Model Canvas, that I've got the right market segment, I've got the right investment strategy, I might need to make an investment in the first one or two releases of my software or my product before I start to make a per unit profit because I'm evolving, it's called the J curve and the J curve is how much money am I investing before I well, I have to be able to forecast that, I have to be able to model that, but the key input to that is what is the price, what is the mechanism of packaging that you're using, is it, for example, is it per user in a SAS environment or is it per company in a SAS environment? Is it a meter? Is it like an API transaction using Stripe or a payment processor, Adyen or Stripe or Paypal or any of the others that are out there? Or is it an API call where I'm charging a fraction of a penny for any API call? All of those elements have to be put into an economic model and a forecast has to be created. Now, what's missing about this is that the Business Model Canvas and the Value Proposition Canvas don't give you the insight on how to set the price, they just say there is a price and we're going to use it in our equations. So what we've done is we've said, look, setting the price is itself a complex system, and what I mean by a complex system is that, let's say that I wanted to do an annual license for a new SAS offering, but I offer that in Europe and now my solution is influenced or governed by GDPR compliance, where I have data retention and data privacy laws. So my technical architecture that has to enforce the license, also has to comply with something in terms of the market in which I'm selling. This complex system needs to be organised, and so what canvases do is in all of these cases, they let us take a complex system and put some structure behind the choices that we're making in that complex system so that we can make better choices in terms of system design. I know how I want this to work, I know how I want this to be structured, and therefore I can make system choices so the system is working in a way that benefits the stakeholders. Not just me, right, I'm not the only stakeholder, my customers are in this system, my suppliers are in this system, society itself might be in the system, depending on the system I'm building or the solution I'm building. So the canvases enable us to make system level choices that are hopefully more effective in achieving our goals. And like I said, the Business Model Canvas, the Value Proposition Canvas are fantastic, highly recommended, but they don't cover pricing. So we needed something to cover the actual pricing and packaging and licensing. Ula Ojiaku Well, that's awesome. So it's really more about going, taking a deeper dive into thoughtfully and structurally, if I may use that word, assessing the pricing. Luke Hohmann Yeah, absolutely. Ula Ojiaku Would you say that in doing this there would be some elements of, you know, testing and getting feedback from actual customers to know what price point makes sense? Luke Hohmann Absolutely. There's a number of ways in which customer engagement or customer testing is involved. The very first step that we advocate is a Customer Benefit Analysis, which is what are the actual benefits you're creating and how are your customers experiencing those benefits. Those experiences are both tangible and intangible and that's another one of the challenges that we face in the Agile community. In general, the Agile community spends a little bit more time on tangible or functional value than intangible value. So we, in terms of if I were to look at it in terms of a computer, we used to say speeds and feeds. How fast is the processor? How fast is the network? How much storage is on my disk space? Those are all functional elements. Over time as our computers have become plenty fast or plenty storage wise for most of our personal computing needs, we see elements of design come into play, elements of usability, elements of brand, and we see this in other areas. Cars have improved in quality so much that many of us, the durability of the car is no longer a significant attribute because all cars are pretty durable, they're pretty good, they're pretty well made. So now we look at brand, we look at style, we look at aesthetics, we look at even paying more for a car that aligns with our values in terms of the environment. I want to get an EV, why, because I want to be more environmentally conscious. That's a value driven, that's an intangible factor. And so our first step starts with Customer Benefit Analysis looking at both functional or tangible value and intangible value, and you can't do that, as you can imagine, you can't do that without having customer interaction and awareness with your stakeholders and your customers, and that also feeds throughout the whole pricing process. Eventually, you're going to put your product in a market, and that's a form itself of market research. Did customers buy, and if they didn't buy, why did they not buy? Is it poorly packaged or is it poorly priced? These are all elements that involve customers throughout the process. Ula Ojiaku If I may, I know we've been on the topic of your latest book Software Profit Streams. I'm just wondering, because I can't help but try to connect the dots and I'm wondering if there might be a connection to one of your books, Innovation Games: Creating Breakthrough Products Through Collaborative Play, something like buy a feature in your book, that kind of came to mind, could there be a way of using that as part of the engagement with customers in setting a pricing strategy? I may be wrong, I'm just asking a question. Luke Hohmann I think you're making a great connection. There's two forms of relationship that Innovation Games and the Innovation Games book have with Software Profit Streams. One is, as you correctly noted, just the basics of market research, where do key people have pains or gains and what it might be worth. That work is also included in Alex Osterwalder's books, Value Proposition Design for example, when I've been doing Value Proposition Design and I'm trying to figure out the customer pains, you can use the Innovation Games Speed Boat. And when I want to figure out the gains, I can use the Innovation Game Product Box. Similarly, when I'm figuring out pricing and licensing, a way, and it's a very astute idea, a way to understand price points of individual features is to do certain kinds of market research. One form of market research you can do is Buy-a-Feature, which gives a gauge of what people are willing or might be willing to pay for a feature. It can be a little tricky because the normal construction of Buy-a-Feature is based on cost. However, your insight is correct, you can extend Buy-a-Feature such that you're testing value as opposed to cost, and seeing what, if you take a feature that costs X, but inflate that cost by Y and a Buy-a-Feature game, if people still buy it, it's a strong signal strength that first they want it, and second it may be a feature that you can, when delivered, would motivate you to raise the price of your offering and create a better profit for your company. Ula Ojiaku Okay, well, thank you. I wasn't sure if I was on the right lines. Luke Hohmann It's a great connection. Ula Ojiaku Thanks again. I mean, it's not original. I'm just piggybacking on your ideas. So with respect to, if we, if you don't mind, let's shift gears a bit because I know that, or I'm aware that whilst you were with Scaled Agile Incorporated, you know, you played a key part in developing some of their courses, like the Product POPM, and I think the Portfolio Management, and there was the concept about Participatory Budgeting. Can we talk about that, please? Luke Hohmann I'd love to talk about that, I mean it's a huge passion of mine, absolutely. So in February of 2018, I started working with the framework team and in December of 2018, we talked about the possibility of what an acquisition might look like and the benefits it would create, which would be many. That closed in May of 2019, and in that timeframe, we were working on SAFe 5.0 and so there were a couple of areas in which I was able to make some contributions. One was in Agile product delivery competency, the other was in lean portfolio management. I had a significant hand in restructuring or adding the POPM, APM, and LPM courses, adding things like solutions by horizons to SAFe, taking the existing content on guardrails, expanding it a little bit, and of course, adding Participatory Budgeting, which is just a huge passion of mine. I've done Participatory Budgeting now for 20 years, I've helped organisations make more than five billions of dollars of investment spending choices at all levels of companies, myself and my colleagues at Applied Frameworks, and it just is a better way to make a shared decision. If you think about one of the examples they use about Participatory Budgeting, is my preferred form of fitness is I'm a runner and so, and my wife is also a fit person. So if she goes and buys a new pair of shoes or trainers and I go and buy a new pair of trainers, we don't care, because it's a small purchase. It's frequently made and it's within the pattern of our normal behaviour. However, if I were to go out and buy a new car without involving her, that feels different, right, it's a significant purchase, it requires budgeting and care, and is this car going to meet our needs? Our kids are older than your kids, so we have different needs and different requirements, and so I would be losing trust in my pair bond with my wife if I made a substantial purchase without her involvement. Well, corporations work the same way, because we're still people. So if I'm funding a value stream, I'm funding the consistent and reliable flow of valuable items, that's what value stream funding is supposed to do. However, if there is a significant investment to be made, even if the value stream can afford it, it should be introduced to the portfolio for no other reason than the social structure of healthy organisations says that we do better when we're talking about these things, that we don't go off on our own and make significant decisions without the input of others. That lowers transparency, that lowers trust. So I am a huge advocate of Participatory Budgeting, I'm very happy that it's included in SAFe as a recommended practice, both for market research and Buy-a-Feature in APM, but also more significantly, if you will, at the portfolio level for making investment decisions. And I'm really excited to share that we've just published an article a few weeks ago about Participatory Budgeting and what's called The Color of Money, and The Color of Money is sometimes when you have constraints on how you can spend money, and an example of a constraint is let's say that a government raised taxes to improve transportation infrastructure. Well, the money that they took in is constrained in a certain way. You can't spend it, for example, on education, and so we have to show how Participatory Budgeting can be adapted to have relationships between items like this item requires this item as a precedent or The Color of Money, constraints of funding items, but I'm a big believer, we just published that article and you can get that at the Scaled Agile website, I'm a big believer in the social power of making these financial decisions and the benefits that accrue to people and organisations when they collaborate in this manner. Ula Ojiaku Thanks for going into that, Luke. So, would there be, in your experience, any type of organisation that's participatory? It's not a leading question, it's just genuine, there are typically outliers and I'm wondering in your experience, and in your opinion, if there would be organisations that it might not work for? Luke Hohmann Surprisingly, no, but I want to add a few qualifications to the effective design of a Participatory Budgeting session. When people hear Participatory Budgeting, there's different ways that you would apply Participatory Budgeting in the public and private sector. So I've done citywide Participatory Budgeting in cities and if you're a citizen of a city and you meet the qualifications for voting within that jurisdiction, in the United States, it's typically that you're 18 years old, in some places you have to be a little older, in some places you might have other qualifications, but if you're qualified to participate as a citizen in democratic processes, then you should be able to participate in Participatory Budgeting sessions that are associated with things like how do we spend taxes or how do we make certain investments. In corporations it's not quite the same way. Just because you work at a company doesn't mean you should be included in portfolio management decisions that affect the entire company. You may not have the background, you may not have the training, you may be what my friends sometimes call a fresher. So I do a lot of work overseas, so freshers, they just may not have the experience to participate. So one thing that we look at in Participatory Budgeting and SAFe is who should be involved in the sessions, and that doesn't mean that every single employee should always be included, because their background, I mean, they may be a technical topic and maybe they don't have the right technical background. So we work a little bit harder in corporations to make sure the right people are there. Now, of course, if we're going to make a mistake, we tend to make the mistake of including more people than excluding, partly because in SAFe Participatory Budgeting, it's a group of people who are making a decision, not a one person, one vote, and that's really profoundly important because in a corporation, just like in a para-bond, your opinion matters to me, I want to know what you're thinking. If I'm looking in, I'll use SAFe terminology, if I'm looking at three epics that could advance our portfolio, and I'm a little unsure about two of those epics, like one of those epics, I'm like, yeah, this is a really good thing, I know a little bit about it, this matters, I'm going to fund this, but the other two I'm not so sure about, well, there's no way I can learn through reading alone what the opinions of other people are, because, again, there's these intangible factors. There's these elements that may not be included in an ROI analysis, it's kind of hard to talk about brand and an ROI analysis - we can, but it's hard, so I want to listen to how other people are talking about things, and through that, I can go, yeah, I can see the value, I didn't see it before, I'm going to join you in funding this. So that's among the ways in which Participatory Budgeting is a little different within the private sector and the public sector and within a company. The only other element that I would add is that Participatory Budgeting gives people the permission to stop funding items that are no longer likely to meet the investment or objectives of the company, or to change minds, and so one of the, again, this is a bit of an overhang in the Agile community, Agile teams are optimised for doing things that are small, things that can fit within a two or three week Sprint. That's great, no criticism there, but our customers and our stakeholders want big things that move the market needle, and the big things that move the market needle don't get done in two or three weeks, in general, and they rarely, like they require multiple teams working multiple weeks to create a really profoundly new important thing. And so what happens though, is that we need to make in a sense funding commitments for these big things, but we also have to have a way to change our mind, and so traditional funding processes, they let us make this big commitment, but they're not good at letting us change our mind, meaning they're not Agile. Participatory Budgeting gives us the best of both worlds. I can sit at the table with you and with our colleagues, we can commit to funding something that's big, but six months later, which is the recommended cadence from SAFe, I can come back to that table and reassess and we can all look at each other, because you know those moments, right, you've had that experience in visiting, because you're like looking around the table and you're like, yeah, this isn't working. And then in traditional funding, we keep funding what's not working because there's no built-in mechanism to easily change it, but in SAFe Participatory Budgeting, you and I can sit at the table and we can look at each other with our colleagues and say, yeah, you know, that initiative just, it's not working, well, let's change our mind, okay, what is the new thing that we can fund? What is the new epic? And that permission is so powerful within a corporation. Ula Ojiaku Thanks for sharing that, and whilst you were speaking, because again, me trying to connect the dots and thinking, for an organisation that has adopted SAFe or it's trying to scale Agility, because like you mentioned, Agile teams are optimised to iteratively develop or deliver, you know, small chunks over time, usually two to three weeks, but, like you said, there is a longer time horizon spanning months, even years into the future, sometimes for those worthwhile, meaty things to be delivered that moves the strategic needle if I may use that buzzword. So, let's say we at that lean portfolio level, we're looking at epics, right, and Participatory Budgeting, we are looking at initiatives on an epic to epic basis per se, where would the Lean Startup Cycle come in here? So is it that Participatory Budgeting could be a mechanism that is used for assessing, okay, this is the MVP features that have been developed and all that, the leading indicators we've gotten, that's presented to the group, and on that basis, we make that pivot or persevere or stop decision, would that fit in? Luke Hohmann Yeah, so let's, I mean, you're close, but let me make a few turns and then it'll click better. First, let's acknowledge that the SAFe approach to the Lean Startup Cycle is not the Eric Ries approach, there are some differences, but let's separate how I fund something from how I evaluate something. So if I'm going to engage in the SAFe Lean Startup Cycle, part of that engagement is to fund an MVP, which is going to prove or disprove a given hypothesis. So that's an expenditure of money. Now there's, if you think about the expenditure of money, there's minimally two steps in this process - there's spending enough money to conduct the experiments, and if those experiments are true, making another commitment to spend money again, that I want to spend it. The reason this is important is, let's say I had three experiments running in parallel and I'm going to use easy round numbers for a large corporation. Let's say I want to run three experiments in parallel, and each experiment costs me a million pounds. Okay. So now let's say that the commercialisation of each of those is an additional amount of money. So the portfolio team sits around the table and says, we have the money, we're going to fund all three. Okay, great. Well, it's an unlikely circumstance, but let's say all three are successful. Well, this is like a venture capitalist, and I have a talk that I give that relates the funding cycle of a venture capitalist to the funding cycle of an LPM team. While it's unlikely, you could have all three become successful, and this is what I call an oversubscribed portfolio. I've got three great initiatives, but I can still only fund one or two of them, I still have to make the choice. Now, of course, I'm going to look at my economics and let's say out of the three initiatives that were successfully proven through their hypothesis, let's say one of them is just clearly not as economically attractive, for whatever reason. Okay, we get rid of that one, now, I've got two, and if I can only fund one of them, and the ROI, the hard ROI is roughly the same, that's when Participatory Budgeting really shines, because we can have those leaders come back into the room, and they can say, which choice do we want to make now? So the evaluative aspect of the MVP is the leading indicators and the results of the proving or disproving of the hypotheses. We separate that from the funding choices, which is where Participatory Budgeting and LPM kick in. Ula Ojiaku Okay. So you've separated the proving or disproving the hypothesis of the feature, some of the features that will probably make up an epic. And you're saying the funding, the decision to fund the epic in the first place is a different conversation. And you've likened it to Venture Capital funding rounds. Where do they connect? Because if they're separate, what's the connecting thread between the two? Luke Hohmann The connected thread is the portfolio process, right? The actual process is the mechanism where we're connecting these things. Ula Ojiaku OK, no, thanks for the portfolio process. But there is something you mentioned, ROI - Return On Investment. And sometimes when you're developing new products, you don't know, you have assumptions. And any ROI, sorry to put it this way, but you're really plucking figures from the air, you know, you're modelling, but there is no certainty because you could hit the mark or you could go way off the mark. So where does that innovation accounting coming into place, especially if it's a product that's yet to make contact with, you know, real life users, the customers. Luke Hohmann Well, let's go back to something you said earlier, and what you talked earlier about was the relationship that you have in market researching customer interaction. In making a forecast, let's go ahead and look at the notion of building a new product within a company, and this is again where the Agile community sometimes doesn't want to look at numbers or quote, unquote get dirty, but we have to, because if I'm going to look at building a new idea, or taking a new idea into a product, I have to have a forecast of its viability. Is it economically viable? Is it a good choice? So innovation accounting is a way to look at certain data, but before, I'm going to steal a page, a quote, from one of my friends, Jeff Patton. The most expensive way to figure this out is to actually build the product. So what can I do that's less expensive than building the product itself? I can still do market research, but maybe I wouldn't do an innovation game, maybe I'd do a formal survey and I use a price point testing mechanism like Van Westendorp Price Point Analysis, which is a series of questions that you ask to triangulate on acceptable price ranges. I can do competitive benchmarking for similar products and services. What are people offering right now in the market? Now that again, if the product is completely novel, doing competitive benchmarking can be really hard. Right now, there's so many people doing streaming that we look at the competitive market, but when Netflix first offered streaming and it was the first one, their best approach was what we call reference pricing, which is, I have a reference price for how much I pay for my DVDs that I'm getting in the mail, I'm going to base my streaming service kind of on the reference pricing of entertainment, although that's not entirely clear that that was the best way to go, because you could also base the reference price on what you're paying for a movie ticket and how many, but then you look at consumption, right, because movie tickets are expensive, so I only go to a movie maybe once every other month, whereas streaming is cheap and so I can change my demand curve by lowering my price. But this is why it's such a hard science is because we have this notion of these swirling factors. Getting specifically back to your question about the price point, I do have to do some market research before I go into the market to get some forecasting and some confidence, and research gives me more confidence, and of course, once I'm in the market, I'll know how effective my research matched the market reality. Maybe my research was misleading, and of course, there's some skill in designing research, as you know, to get answers that have high quality signal strength. Ula Ojiaku Thanks for clarifying. That makes perfect sense to me. Luke Hohmann It's kind of like a forecast saying, like there's a group of Agile people who will say, like, you shouldn't make forecasts. Well, I don't understand that because that's like saying, and people will say, well, I can't predict the future. Well, okay, I can't predict when I'm going to retire, but I'm planning to retire. I don't know the date of my exact retirement, but my wife and I are planning our retirement, and we're saving, we're making certain investment choices for our future, because we expect to have a future together. Now our kids are older than yours. My kids are now in university, and so we're closer to retirement. So what I dislike about the Agile community is people will sometimes say, well, I don't know the certainty of the event, therefore, I can't plan for it. But that's really daft, because there are many places in like, you may not for the listeners, her daughter is a little younger than my kids, but they will be going to university one day, and depending on where they go, that's a financial choice. So you could say, well, I don't know when she's going to university, and I can't predict what university she's going to go to, therefore I'm not going to save any money. Really? That doesn't make no sense. So I really get very upset when you have people in the agile community will say things like road mapping or forecasting is not Agile. It's entirely Agile. How you treat it is Agile or not Agile. Like when my child comes up to me and says, hey, you know about that going to university thing, I was thinking of taking a gap year. Okay, wait a minute, that's a change. That doesn't mean no, it means you're laughing, right? But that's a change. And so we respond to change, but we still have a plan. Ula Ojiaku It makes sense. So the reason, and I completely resonate with everything you said, the reason I raised that ROI and it not being known is that in some situations, people might be tempted to use it to game the budget allocation decision making process. That's why I said you would pluck the ROI. Luke Hohmann Okay, let's talk about that. We actually address this in our recent paper, but I'll give you my personal experience. You are vastly more likely to get bad behaviour on ROI analysis when you do not do Participatory Budgeting, because there's no social construct to prevent bad behaviour. If I'm sitting down at a table and that's virtual or physical, it doesn't matter, but let's take a perfect optimum size for a Participatory Budgeting group. Six people, let's say I'm a Director or a Senior Director in a company, and I'm sitting at a table and there's another Senior Director who's a peer, maybe there's a VP, maybe there's a person from engineering, maybe there's a person from sales and we've got this mix of people and I'm sitting at that table. I am not incented to come in with an inflated ROI because those people are really intelligent and given enough time, they're not going to support my initiative because I'm fibbing, I'm lying. And I have a phrase for this, it's when ROI becomes RO-lie that it's dangerous. And so when I'm sitting at that table, what we find consistently, and one of the clients that we did a fair amount of Participatory Budgeting for years ago with Cisco, what we found was the leaders at Cisco were creating tighter, more believable, and more defensible economic projections, precisely because they knew that they were going to be sitting with their peers, and it didn't matter. It can go both ways. Sometimes people will overestimate the ROI or they underestimate the cost. Same outcome, right? I'm going to overestimate the benefit, and people would be like, yeah, I don't think you can build that product with three teams. You're going to need five or six teams and people go, oh, I can get it done with, you know, 20 people. Yeah, I don't think so, because two years ago, we built this product. It's very similar, and, you know, we thought we could get it done with 20 people and we couldn't. We really needed, you know, a bigger group. So you see the social construct creating a more believable set of results because people come to the Participatory Budgeting session knowing that their peers are in the room. And of course, we think we're smart, so our peers are as smart as we are, we're all smart people, and therefore, the social construct of Participatory Budgeting quite literally creates a better input, which creates a better output. Ula Ojiaku That makes sense, definitely. Thanks for sharing that. I've found that very, very insightful and something I can easily apply. The reasoning behind it, the social pressure, quote unquote, knowing that you're not just going to put the paper forward but you'd have to defend it in a credible, believable way make sense. So just to wrap up now, what books have you found yourself recommending to people the most, and why? Luke Hohmann It's so funny, I get yelled at by my wife for how many books I buy. She'll go like “It's Amazon again. Another book. You know, there's this thing called the library.” Ula Ojiaku You should do Participatory Budgeting for your books then sounds like, sorry. Luke Hohmann No, no, I don't, I'd lose. Gosh, I love so many books. So there's a few books that I consider to be my go-to references and my go-to classics, but I also recommend that people re-read books and sometimes I recommend re-reading books is because you're a different person, and as you age and as you grow and you see things differently and in fact, I'm right now re-reading and of course it goes faster, but I'm re-reading the original Extreme Programming Explained by Kent Beck, a fantastic book. I just finished reading a few new books, but let me let me give you a couple of classics that I think everyone in our field should read and why they should read them. I think everyone should read The Mythical Man-Month by Fred Brooks because he really covers some very profound truths that haven't changed, things like Brooks Law, which is adding programmers to a late project, makes it later. He talks about the structure of teams and how to scale before scaling was big and important and cool. He talks about communication and conceptual integrity and the role of the architect. The other book that I'm going to give, which I hope is different than any book that anyone has ever given you, because it's one of my absolute favourite books and I give them away, is a book called Understanding Comics by Scott McCloud. Comics or graphic novels are an important medium for communication, and when we talk about storytelling and we talk about how to frame information and how to present information, understanding comics is profoundly insightful in terms of how to present, share, show information. A lot of times I think we make things harder than they should be. So when I'm working with executives and some of the clients that I work with personally, when we talk about our epics, we actually will tell stories about the hero's journey and we actually hire comic book artists to help the executives tell their story in a comic form or in a graphic novel form. So I absolutely love understanding comics. I think that that's really a profound book. Of course you mentioned Alex Osterwalder's books, Business Model Generation, Business Model Canvas. Those are fantastic books for Product Managers. I also, just looking at my own bookshelves, of course, Innovation Games for PMs, of course Software Profit Streams because we have to figure out how to create sustainability, but in reality there's so many books that we love and that we share and that we grow together when we're sharing books and I'll add one thing. Please don't only limit your books to technical books. We're humans too. I recently, this week and what I mean recent I mean literally this weekend I was visiting one of my kids in Vermont all the way across the country, and so on the plane ride I finished two books, one was a very profound and deeply written book called Ponyboy. And then another one was a very famous book on a woman protagonist who's successful in the 60s, Lessons in Chemistry, which is a new book that's out, and it was a super fun light read, some interesting lessons of course, because there's always lessons in books, and now if it's okay if I'm not overstepping my boundaries, what would be a book that you'd like me to read? I love to add books to my list. Ula Ojiaku Oh my gosh, I didn't know. You are the first guest ever who's twisted this on me, but I tend to read multiple books at a time. Luke Hohmann Only two. Ula Ojiaku Yeah, so, and I kind of switch, maybe put some on my bedside and you know there's some on my Kindle and in the car, just depending. So I'm reading multiple books at a time, but based on what you've said the one that comes to mind is the new book by Oprah Winfrey and it's titled What Happened to You? Understanding Trauma, because like you said, it's not just about reading technical books and we're human beings and we find out that people behave probably sometimes in ways that are different to us, and it's not about saying what's wrong with you, because there is a story that we might not have been privy to, you know, in terms of their childhood, how they grew up, which affected their worldview and how they are acting, so things don't just suddenly happen. And the question that we have been asked and we sometimes ask of people, and for me, I'm reading it from a parent's perspective because I understand that even more so that my actions, my choices, they play a huge, you know, part in shaping my children. So it's not saying what's wrong with you? You say, you know, what happened to you? And it traces back to, based on research, because she wrote it with a renowned psychologist, I don't know his field but a renowned psychologist, so neuroscience-based psychological research on human beings, attachment theory and all that, just showing how early childhood experiences, even as early as maybe a few months old, tend to affect people well into adulthood. So that would be my recommendation. Luke Hohmann Thank you so much. That's a gift. Ula Ojiaku Thank you. You're the first person to ask me. So, my pleasure. So, before we go to the final words, where can the audience find you, because you have a wealth of knowledge, a wealth of experience, and I am sure that people would want to get in touch with you, so how can they do this please? Luke Hohmann Yeah, well, they can get me on LinkedIn and they can find me at Applied Frameworks. I tell you, I teach classes that are known to be very profound because we always reserve, myself and the instructors at Applied Frameworks, we have very strong commitments to reserving class time for what we call the parking lot or the ask me anything question, which are many times after I've covered the core material in the class, having the opportunity to really frame how to apply something is really important. So I would definitely encourage people to take one of my classes because you'll not get the material, you'll get the reasons behind the material, which means you can apply it, but you'll also be able to ask us questions and our commitment as a company is you can ask us anything and if we don't know the answer, we'll help you find it. We'll help you find the expert or the person that you need talk to, to help you out and be successful. And then, and I think in terms of final words, I will simply ask people to remember that we get to work in the most amazing field building things for other people and it's joyful work, and we, one of my phrases is you're not doing Agile, if you're not having fun at work, there's something really wrong, there's something missing, yeah we need to retrospect and we need to improve and we need to reflect and all those important things, absolutely, but we should allow ourselves to experience the joy of serving others and being of service and building things that matter. Ula Ojiaku I love the concept of joyful Agile and getting joy in building things that matter, serving people and may I add also working together with amazing people, and for me it's been a joyful conversation with you, Luke, I really appreciate you making the time, I am definitely richer and more enlightened as a result of this conversation, so thank you so much once more. Luke Hohmann Thank you so much for having me here, thank you everyone for listening with us. Ula Ojiaku  My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Finding meaning in your work isn't just about loving what you do. The reality is there are many ways to experience fulfillment, even in what might seem like a mundane job.In this episode, Winnie Jiang, an Assistant Professor of Organisational Behaviour at INSEAD, explains how financial security, connections with colleagues and even the satisfaction of doing a good job can all contribute to a sense of purpose. Jiang outlines how meaning can be grown and developed through “job crafting”. This can involve adjusting tasks, choosing to work with certain colleagues or changing how we view the overall meaning of our work. Importantly, she emphasises that while passion and purpose can be cultivated in almost any role, you ultimately have control over your experience. You can either change your perspective and approach to a situation, or, if necessary, remove yourself from it altogether.Jiang then explores the topic of career transitions. She examines why some people find it difficult to move to a new role, while others seem to switch occupations with ease. The key, she says, is to identify and recognise what gives your work meaning and how those elements might be transferable to new roles.By understanding your own "meaning perception", you can approach career changes with a more open mind and find fulfillment in unexpected places.Related reading:Your Dream Job May Not Exist, and That's OkayThe Secret Ingredient For a Successful Career ChangeHow to Find Fulfilment by Taking a Step Down

Today I'm joined by Herminia Ibarra, best-selling author and ranked by THINKERS50 as one of the world's top management thinkers, to discuss top tips and strategies for leadership and career advancement.   Sponsored by https://www.b2bframeworks.com

When people consider a new employer they might think about a number of key factors, including location, salary, opportunities for growth and advancement, pension and others.One factor which has emerged in recent years is consideration of a potential employers stance on social issues, most particularly relating to their values. More than this, however, research by our guest today – Professor Moritz Appels – highlights that potential hires also consider a CEO's sociopolitical activism in evaluating how attractive a new, potential employer might be.About our guest…Moritz Appels is an Assistant Professor of Organisational Behaviour at the Department of Organisation and Personnel Management, Rotterdam School of Management, Erasmus University. He obtained his doctoral degree from the University of Mannheim in 2022.His research illuminates how the behaviour of corporate actors shapes and is shaped by organizational and societal change, with a particular focus on the relationship between strategic leadership, social evaluations, and the broader socio-political environment. A particular focus of his work is the impact of corporate and CEO activism—e.g., speaking out on gun ownership in the U.S.—on stakeholder behaviours. He is likewise involved in understanding the environmental and dispositional antecedents of top managers' engagement in organisational and societal change.You can find out more about Moritz and his work at these links:https://www.linkedin.com/in/moritz-appels-a0b49a14a/https://www.rsm.nl/people/moritz-appels/https://scholar.google.com/citations?user=qEdUSREAAAAJ&hl=de Hosted on Acast. See acast.com/privacy for more information.

Professionals are often told – and mostly convinced – that networking is good for their careers. However, the challenge is plugging the knowing-doing gap. How can people build and manage their networks more effectively? What makes individuals more or less motivated to network? In this podcast, Ko Kuwabara, Associate Professor of Organisational Behaviour at INSEAD, explains how mindsets can affect peoples' motivation to network. He discusses networking through the lens of a growth vs. fixed mindset – a concept popularised by psychologist Carol S. Dweck.He also discusses how as the modern workplace becomes increasingly diverse, a growth mindset can help members of an organisation better embrace diversity.

Today's Building Block: Work (yes, work...) What makes transitions so hard to navigate?  Herminia Ibarra, a thought leader on leadership and career development and author of Working Identity, shares her insights on creating new options as you prepare for your transition to retirement. Herminia Ibarra joins us from London. ________________________ Comments? Leave a voice message here _________________________ Bio Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties. An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. She is a member of the World Economic Forum's Expert Network, a judge for the Financial Times Business Book of the Year Award, a Fellow of the British Academy, and the 2018 recipient of the Academy of Management's Scholar-Practitioner Award for her research's contribution to management practice. Herminia is a member of the London Business School governing body. She chaired the Harvard Business School Visiting Committee, which reports to the university's board of overseers, from 2012 to 2016, having been a member since 2009, and served on the INSEAD board of directors. A native of Cuba, Herminia received her MA and PhD from Yale University, where she was a National Science Fellow. --- A second and updated edition of her groundbreaking book Working Identity was recently published by Harvard Business Review Press. Whether as a daydream or a spoken desire, nearly all of us have entertained the notion of reinventing ourselves. Feeling unfulfilled, burned out, or just plain unhappy with what we're doing, we long to make that leap into the unknown. In this powerful book, Herminia presents a new model for career reinvention that flies in the face of everything we've learned from ‘career experts'. While common wisdom holds that we must first know what we want to do before we can act, Ibarra argues that this advice is backward. Knowing, she says, is the result of doing and experimenting. Based on her in-depth research on professionals and managers in transition, Ibarra outlines an active process of career reinvention that leverages three ways of ‘working identity': experimenting with new professional activities, interacting in new networks of people, and making sense of what is happening to us in light of emerging possibilities. Through engrossing stories, Ibarra reveals a set of guidelines that all successful reinventions share. She explores specific ways that hopeful career changers of any background can. A call to the dreamer in each of us, Working Identity explores the process for crafting a more fulfilling future. ________________________ For More on Herminia Ibarra Website Working Identity by Herminia Ibarra Articles ________________________ Check out our Best Books on Retirement ________________________ Mentioned in This Podcast Episode The HBR Guide to Designing Your Retirement ________________________ Podcast Episodes You May Like The Portfolio Life - Christina Wallace  Are You Ready for The New Long Life? – Andrew Scott Retire Happy - Dr. Catherine Sanderson Why Retirement is About Much More Than Money – Ted Kaufman & Bruce Hiland _________________________ Wise Quotes  On Transitions "Transitions necessarily imply a loss of a sense of identity, a loss of something that has been meaningful and valuable. You're moving away from someone you've been, but the future you isn't clear yet, or the future destination or the next role isn't clear yet. So you're kind of hanging in limbo and that's very uncomfortable. We live in a world in which certainty is valued, know who you are and the nature of this process and part of what makes it productive is questioning who you are, but that's necessarily uncomfortable.

Are you considering a career transition?More people are. But it's not an easy endeavour. It comes with a sense of excitement and fear.In this episode Herminia Ibarra gives insights into what it takes to transition careers. She discusses why having a grand plan is the wrong move, the importance of developing your own story and why practice makes perfect. She also explores the signals we can look for to know when we are making the right decisions, as well as what she has learned from her own career changes.“It's not just an issue of time, it's also extricating yourself from a context that defines you” – Herminia IbarraYou'll hear about:·      Why having a grand plan is wrong·      How to find the people you want to become·      How to balance doing and exploring·      Tips to develop your own story·      Signals to look out for when making decisions·      What helps people make wise decisions?·      Radical vs incremental ambitions·      Herminia's learnings from her career transitions·      What impact does Herminia want to have? About Herminia Ibarra:Herminia is the Charles Handy Professor of Organisational Behaviour at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties.An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. She is a member of the World Economic Forum's Expert Network, a judge for the Financial Times Business Book of the Year Award, a Fellow of the British Academy, and the 2018 recipient of the Academy of Management's Scholar-Practitioner Award for her research's contribution to management practice.Her resources:• Profile: https://herminiaibarra.com/about/• Books: ‘Act like a leader, think like a leader' and ‘Working Identity: unconventional strategies for reinventing your career' https://herminiaibarra.com/act-like-a-leader-think-like-a-leader-book/My resources:Take my new Becoming a Strategic Leader course (https://bit.ly/3KJYDTj). Sign up to my Strategic Leader newsletter (http://bit.ly/36WRpri) for stimuli, ideas, guidance and tips on how to lead your team, organisation or self more effectively, delivered straight to your inbox:Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.Take the Extraordinary Essentials test (https://bit.ly/3EhSKY5) to identify your strengths and development areas as a strategic leader:For more details about me:●      Services (https://bit.ly/373jctk) to CEOs, entrepreneurs and professionals.●      About me (https://bit.ly/3LFsfiO) - my background, experience and philosophy.●      Examples of my writing (https://bit.ly/3O7jkc7).●      Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP).●      Follow me and engage with me on Twitter (https://bit.ly/36XavNI).

Matt Abrahams is a leading expert in communication with decades of experience as an educator, author, podcast host and coach. As a Lecturer in Organisational Behaviour at Stanford University's Graduate School of Business, he teaches popular classes in strategic communication and effective virtual presenting. He received Stanford GSB's Alumni Teaching Award in recognition of his teaching students around the world.  When he isn't teaching, Matt is a sought-after keynote speaker and communication consultant. He has helped countless presenters improve and hone their communication, including some who have delivered IPO road shows as well as TED, World Economic Forum, and Nobel Prize presentations.  His online talks garner millions of views and he hosts the popular award-winning podcast Think Fast, Talk Smart: The Podcast. He is the author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot. His previous book, Speaking Up without Freaking Out: 50 Techniques for Confident and Compelling Presenting has helped thousands of people manage speaking anxiety and present more confidently and authentically.    Questions  • So, We always like to ask our guests in their own words, if you could share a little bit about your journey, how it is that you got to where you are today, in your own words. • In Entrepreneurs Magazine, your article, it was called How to Sound Smart and Memorable Anytime. So, I would love for you to share with our listeners a little bit about the technique that you talk about in the article. • Are there any other techniques that you encourage someone to practice in order to overcome that speaking anxiety? • A big part of communication outside of speaking is listening, what has been your experience as a coach trying to help people to become better listeners? • Can you share with our listeners what's the one online resource, tool, website or app that you absolutely can't live without in your business? • We'd also like for you to share with our listeners, maybe one or two books that you've read, could be a book that you read recently, or even one you read a very long time ago, but the book has had a very big impact on you. • Can you also share with our listeners what's the one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. • Where can listeners find you online? • Now, before we wrap our episodes up, Matt, we always like to ask our guests, do you have a quote or a saying that during times of adversity or challenge, you will tend to revert to this quote if for any reason you get derailed or you get off track, this quote kind of helps to get you back on track.   Highlights Matt's Journey Matt shared that he's somebody who has always been passionate and curious about communication. He remembers as a young child, being fascinated with how people communicate. In fact, one day, his mother decided it was important for him and his brother to have a yard sale, a garage sale because they had so much stuff, she was frustrated and wanted to get rid of it.  And where he grew up, there were lots of garage sales all over the place. And his mother specifically said, misspell the word garage on the signs that they were putting up and he was surprised by this advice. But they did and they inserted the letter “B” in the word garage. So, they had a garbage sale while everybody else had a garage sale. And they sold more stuff than anybody that weekend. And at that moment, he realised wow, the way you speak, the language you use, the words you use can influence people.  So, ever since then he's been fascinated by it, he studied it in school in graduate school, he worked in the corporate world for over a decade and saw the impact of communication both good and bad. And to this day, he finds it fascinating and do a lot of work in the field.    Techniques Talked About in The Article from Entrepreneurs Magazine, How to Sound Smarter and Memorable Anytime Me: Now, I was lucky enough when travelling in October to purchase a copy of Entrepreneur Magazine. And I came upon your article, “How to Sound Smart and Memorable Anytime.” And I read the article and I was so intrigued, it caught my attention so much that I was like, “Oh my goodness, I have find this gentleman on LinkedIn and I have to invite him as guest on our podcast.” And so, I would just love for you to share the technique that you talked about in this article as it relates to communication and presenting and just share with our listeners a little bit about what that technique can do to improve on your presentations.   Matt shared that when it comes to communicating, especially communicating in the moment, it is critical that we are effective and we come off as confident, competent and clear. Many of us get very nervous when we have to speak in the moment and it can be very challenging for us. So, he has spent a lot of his last little bit of times trying to learn how to help people be better at speaking in the moment and that's what his whole new book is about. It's really about helping people feel better in the moment so that they can come off as confident and comfortable and help those better understand what it is they're talking about.  So, the article that you're referring to is really about one of the ways that we can go about sounding better and more intelligent when we speak, it's leveraging a specific structure. So, what's critical in our communication is that we package the information up in a way that is readily digestible by our audience. Many of us when we communicate spontaneously just itemize information, we share what we're thinking as we're thinking it. And that's not how people process information.  He talked to many neuroscientists and they say our brains are wired for story, something that has a beginning, a middle and an end, logical connections of ideas.  So, in the article and one of the things he teaches a lot is how do you put structure to communication? And he talked about one of his favourite structures, it's three questions. What?, So, what? Now, What?   What is the idea you're talking about? It's your product, your service, your offering your update, your feedback, it is the what?  So, what is why is it important and relevant to your audience? We have known for decades that content that is relevant and salient for an audience is what they pay attention to.  And then finally, now, what is what comes next? Maybe it's do you have questions for me, or let me show you a demonstration, or let's set up another meeting.  So, by simply following the structure, What, So, what, Now, what, answering those questions, you can package up your information nicely. In fact, he just used that structure to help explain the structure. He told you what it was, why it's important, and how you can use it. So, that article, and a lot of what he does is really about helping people learn different structures for different speaking situations.    Me: Amazing. And you also had some other structures that you mentioned in the article where you spoke about: ·      Problem, Solution, Benefit ·      Point, Reason, Example point ·      Comparison, Contrast, Conclusion ·      Situation, Task, Action and Result Could you just elaborate, maybe about 10 to 20 seconds on each for those just for our listeners, as well?   Matt shared that when it comes to speaking in the moment, there lots of different types of circumstances and situations that we find ourselves in. And different structures apply for different situations. So, when you're selling something, trying to persuade somebody of something, a very useful structure is problem, solution, benefit.  Many of us have found ourselves in circumstances where we need to persuade, so you articulate the problem, challenge or issue, you then explain your suggestion for how we go about solving it. And then you explain the benefits of doing so. So, that can be a very useful structure. In fact, any television advertisement you've ever seen has been in that structure.  There are other structures as well. In the article, he talked about another one, he recommends that people use a lot, which is comparison, contrast, conclusion, you compare two items together or three, or four. And then you talk about how they're different, that's the contrast. And then you give your conclusion. There are myriad structures out there, people are familiar with some, others not so familiar with. But the idea is to have a toolkit of structures that you can leverage to help you in those moments where you're struggling.   Techniques Encouraged to Practice in Order to Overcome Speaking Anxiety  Me: So, a big part of what you do as well, Matt is trying to help people get over the anxiety of presenting in front of a lot of people confidently, and I know structure, the methodology of the structure will definitely help you to have a little bit more focus, and you will have something in place versus just going up there and not knowing what to say. But are there any other techniques that you encourage someone to practice in order to overcome that speaking anxiety?   Matt shared that first and foremost, he doesn't think you can overcome anxiety, he thinks we can become more comfortable with it, we can learn to manage it. But would we even want to overcome it, anxiety is actually helpful to us, it is something that helps us focus, it allows us to be sure that what we're saying is important for ourselves and our audience, and it gives us energy. So, to him, it's all about managing anxiety, not overcoming anxiety.  And when it comes to that there are lots of things that people can do, we can manage both symptoms, as well as sources, symptoms are the things that we physiologically experience. And then sources are the things that initiate and exacerbate our anxiety.  So, it's important to attack both situations. So, symptoms are the things that we experienced, so many people get shaky, they feel their heart rate go up, so to help those with specific techniques, for example, deep belly breathing, you can breathe, take a slow inhale in and a longer exhale out and that will actually initiate a relaxation response that can help and it doesn't take very much to actually have that take effect. If you're shaky that's adrenaline trying to move you from threat towards safety and that means that we can do some movement in the beginning of a presentation stepping forward towards the audience, big broad gestures that gives the adrenaline a place to go and that way we can feel less anxious of our symptoms.  Now there are sources too, sources are the things that start our anxiety and continue it.  The biggest source of anxiety is people have a goal when they speak and it's good to have a goal when you speak. But we're afraid we won't achieve our goal and if you think about it, that means we're afraid that we won't achieve a future outcome.  So, the way to short circuit goal based anxiety is to become present, be focused in the moment, focus on what you're saying, focus on the audience and their needs, do something physical to get you in your body out of your head. These are all ways to manage the source of future thoughts.  So, there's a lot we can do to manage anxiety, the very first book he wrote was called Speaking Up without Freaking Out, it's a 50 techniques to help people feel better and more comfortable in the moment speaking. So, if we can manage our anxiety, we're going to do much better when it comes to our mission.   Communication: Apart from Speaking, How to Become a Better Listener Me: I believe a big part of communication outside of speaking, which I think the bigger part of communication that's way more important than speaking is listening. What has been your experience as a coach trying to help people to become better listeners, sometimes you're in a conversation, and I find that I have a challenge personally, with persons when I'm communicating, and they don't give you a moment to express your thought fully, and they start talking in the middle of your sentence. So, you're not even able to complete what you're actually saying and how do you get to that point where you can be present in the moment when the person is speaking so you can take in all that they're saying to you and process that information carefully, before actually making a response and get to the speaking part.   Matt shared that yes, listening is really important and many of us don't do it well. In fact, he heard somebody say, “Listening is really just what we do when we're waiting for our turn.”  You need to listen deeply, focused in a present oriented way to really not only show that you care about the person to connect, but also to understand what's needed in the moment.  Giving an example. Imagine you and him come out of a meeting and you say to him, “Matt, what do you think?” And he says, “Oh, good, she wants feedback. Let me give it. Well, this work, this didn't work, you could have done this better, we should have done this, etc.” But had he really listened, he might have noticed that your tone was a little quieter than usual. You came down to the back door instead of the front door, you were looking down when you asked him that question, what you really needed in that moment was not feedback, but it was support, and he missed the clues and cues. And he by jumping into giving you all this harsh feedback might have damaged the relationship.   So, we need to learn to listen well. How do you do that?  First and foremost, you listen for the bottom line, when we focus on what the person is saying in a deep way. What's the bottom line, we listen with a much more focused intensity than how we normally do it, which is just the top line, just the gist, what are they saying. And then as soon as we hear it, we begin rehearsing and evaluating and judging and that works against us really understanding.  So, the way to become a better listener is to listen for the bottom line, to give yourself permission to pay attention not just to what they're saying but how they're saying it, context in which you're saying it. This is hard work. Listening is challenging. He heard somebody once say, “You should listen until you sweat.” And he loves that idea, because it's implying that listening is an active activity, something that we really need to focus on. So, he loves that Yanique brought up that question, and he hopes everybody listening takes time to listen better.   App, Website or Tool that Matt Absolutely Can't Live Without in His Business When asked about online resources that he can't live without in his business, Matt shared that he gets a tonne of email and he uses a tool called Superhuman to help him parse through his email. It is an amazing tool, it has probably saved him 30%....40% of his email processing time. He loves the tool. He met the founder of the company a number of years ago, when he explained to him what he was working on, he fell in love with it instantly. And it is the tool he uses the most and it is the most helpful tool to him.   Books that Have Had the Biggest Impact on Matt When asked about books that have had an impact, Matt shared that beyond the books that he's written, which has had a huge impact on him. He's learned a lot in writing those two books Think Faster, Talk Smarter and Speaking up Without Freaking Out.  There are two books that he recommends to everybody. The first book is called Improv Wisdom, Improv Wisdom: Don't Prepare, Just Show Up by Patricia Ryan Madson. It is a very short book, but it is life changing. It has changed his life. It is a book that talks about the rules and ways that improvisation, improv can be applied to daily life. So, it's not about being funny, it's not about being up on a stage. It's about how to live your life in a more present oriented, connected, spontaneous way. Fantastic book!  The other book is a book he recommends to anybody looking to get better at their communication. It is an older book, as is Improv Wisdom. It is called Made to Stick: Why Some Ideas Survive and Others Die by Dan and Chip Heath, Chip Heath actually is a colleague of his at Stanford's Business School. It's all about how to make your ideas stand out and stick in people's minds in a world where there's a lot of things pulling at our attention. They give a six step methodology much like he does in his new book, that's all about how to make your ideas stick. He thinks everybody who wants to improve their communication, and they're lives should check out both of those books.   What Matt is Really Excited About Now! When asked about something that's he's excited about, Matt shared that he's very, very excited about the podcast he host Think Fast, Talk Smart, he's dedicating a lot of his time and resources to expanding and extending the communication best practices and tips that they share through experts. He believes it helps him become a better person, a better communicator and he certainly thinks it helps everybody. So, he's excited in the new year to put a lot of effort into that.    Me: Perfect. Okay, thank you for sharing Matt. We'll also have a link to Matt's podcast in the episode show notes as well, for anyone that would like to tap into Matt's podcast and gain some more insight on being a better communicator.   Where Can We Find Matt Online LinkedIn - https://www.linkedin.com/in/maabrahams Website – www.mattabrahams.com   Quote or Saying that During Times of Adversity Matt Uses When asked about a quote or saying that he tends to revert to, Matt shared that it's a quote that he heard first in a silly movie, a movie called Buckaroo Banzai. And then he says he's showing his age, because it's many, many, many years ago. He knows it didn't come from this movie, but the quote is simple, “No matter where you go, there you are.”  And he often can live in the future, he can be worried and thinking about future consequences, what comes next. And he has learned that something that can help ground him is simply to come back to the present and say, no matter where you go, there you are, deal with what's coming on in front of you and that's how we get things moving forward. So, that's one of his favourite quotes and one that helps him a lot.   Me: So, thank you so much, Matt, for taking time out of your very busy schedule, for hopping on this podcast and being so gracious in facilitating this interview when I reached out to you originally. I definitely have gotten your book, I've started reading it and I've definitely shared it. I think I've shared it with at least maybe two or three organizations that I've done training with between October and December when I was first introduced to you through that article, so I think you're doing great work. And I really appreciate the time that you've taken to hop on our podcast and just share some great insights that I believe as customer experience practitioners that we can definitely use to enhance the service delivery that we have if we improve on our communication skills.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Links •     Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot by Matt Abrahams •     Speaking Up without Freaking Out: 50 Techniques for Confident and Compelling Presenting by Matthew Abrahams •     Improv Wisdom: Don't Prepare, Just Show Up by Patricia Ryan Madson •     Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath and Dan Heath   The ABC's of a Fantastic Customer Experience Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners  Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.” The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

This week on The New P&L - Principles & Leadership in Business we speak with Kathleen O'Connor, Faculty Director of Executive Education and Clinical Professor of Organisational Behaviour at London Business School. To learn more about London Business School, go to www.london.edu Check out our new Transactional to Transformational Leadership programme https://bit.ly/3ZKA91N Mindset & Momentum MircoWorkshops https://bit.ly/42eXtXg Subscribe to The New P&L Plus newsletter: www.principlesandleadership.com  --- Send in a voice message: https://podcasters.spotify.com/pod/show/principlesandleadership/message Support this podcast: https://podcasters.spotify.com/pod/show/principlesandleadership/support

Herminia Ibarra shares counter-intuitive perspectives on how to make successful career transitions. — YOU'LL LEARN — 1) How to craft and execute your “identity experiments.”2) How to figure out your next best option in two questions. 3) How to reach out and build your network . Subscribe or visit AwesomeAtYourJob.com/ep922 for clickable versions of the links below. — ABOUT HERMINIA — Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School. Prior to joining LBS, she served on the INSEAD and Harvard Business School faculties.An authority on leadership and career development, Thinkers 50 ranks Herminia among the top management thinkers in the world. She is a member of the World Economic Forum's Expert Network, a judge for the Financial Times Business Book of the Year Award, a Fellow of the British Academy, and the 2018 recipient of the Academy of Management's Scholar-Practitioner Award for her research's contribution to management practice.Herminia is the author of two bestselling books, Act Like a Leader, Think Like a Leader and Working Identity. A native of Cuba, Herminia received her MA and PhD from Yale University, where she was a National Science Fellow. • Book: Working Identity: Unconventional Strategies for Reinventing Your Career • LinkedIn: Herminia Ibarra • Website: HerminiaIbarra.com • X: : @HerminiaIbarra — RESOURCES MENTIONED IN THE SHOW — • Book: Transitions: Making Sense of Life's Changes by William Bridges — THANK YOU SPONSORS! — • UpliftDesk.com. Build your dream workstation and get 5% off with promo code AWESOMESee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dr Libby Sander is an internationally renowned academic expert on the future of work and the workplace. She is the MBA Director and Assistant Professor of Organisational Behaviour at Bond University. Libby has a reasearch focus on workplaces and how workplace design affects the people that work in them. In the last few years she has been involved with two reseach programs looking at how acoustics impacts outcomes in workplaces and education settings.

About Our GuestGianpiero Petriglieri is Associate Professor of Organisational Behaviour at INSEAD and an expert on leadership and learning in the workplace. His award-winning research and teaching focus on what it means, and what it takes, to become a leader. He is particularly interested in the development and practice of leadership in the age of “nomadic professionalism,” an age in which people have deep  bonds to work but loose affiliations to organisations, and authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success. All his work aspires to humanise leadership in this age, that is, to help leaders be grounded as well as as adaptable, sustainable as well as effective, purposeful as well as portable. That work has earned him a spot among the 50 most influential management thinkers in the world.A Medical Doctor and Psychiatrist by training, Gianpiero has worked as an executive coach, practiced as a psychotherapist, and served on the staff of group relations conferences in Europe and the United States. He has chaired the World Economic Forum's Global Agenda Council on new models of leadership, and has held Visiting Professor positions at the Harvard Business School, and at Copenhagen Business School.At INSEAD, Gianpiero directs the Management Acceleration Programme, the school's flagship executive programme for emerging leaders, and chairs the INSEAD initiative for Learning Innovation and Teaching Excellence. In the INSEAD MBA, he teaches the core course “Ethics: Value-based leadership for cosmopolitans,” for which he has received the Aspen Institute's  “Ideas worth Teaching“ award. He taught the “Leading People and Groups” core course for five years, receiving the students' Outstanding Teacher Award. He has earned numerous Dean's Commendations for Teaching Excellence in MBA and Executive Education.Gianpiero collaborates with multinationals in a variety of industries on the design and delivery of leadership development initiatives, some of which have received industry-wide awards for excellence and innovation in executive development. An insightful and engaging speaker, he presents widely at management conferences and corporate gatherings on how to live, lead, and learn “on the move” without losing one's roots.His research has appeared in leading academic journals, as well as  a range of media including the BBC, Der Spiegel, Financial Times, The Economist, The Guardian, New York Times, Time, Wall Street Journal, Washington Post, Le Figaro, and El Pais.About Your Host: Anita Zielina is the CEO and founder of Better Leaders Lab. She's also an Executive in Residence at the Craig Newmark Graduate School of Journalism at CUNY, where she spent the last few years leading all continuing and executive education initiatives. Anita serves as the inaugural Board Chair of News Product Alliance (NPA) and is a member of the board of directors at the Austrian Public Broadcaster ORF.For the past 15 years, Anita held senior executive positions focused on product, strategy and innovation in various media and education organizations as Chief Product Officer, Managing Editor Digital, Editor-in-Chief and Director Strategic Initiatives. She has worked with around 500 managers, leaders and entrepreneurs as a consultant, coach and educator.She holds a Master in Law from Vienna University and an Executive MBA from INSEAD. Anita is an alumna of the Stanford Knight Journalism Fellowship and the Oxford Reuters Institute Fellowship. About Better Leaders Lab:Better Leaders Lab is a Do and Think Tank for good leadership and smart management in media and beyond and a boutique strategic advisory firm. BLL specializes in organizational change, strategy and scenario planning, leadership development and executive recruiting research. Its goal is to empower managers, leaders and organizations in the broader media, digital & innovation space to build successful, sustainable, modern and healthy businesses.Learn more:https://betterleaderslab.comGet in touchFeedback or questions related to the podcast?hello@betterleaderslab.comYou can also find us at Twitter, Instagram, LinkedIn, and now YouTube!

Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School and served on the INSEAD and Harvard Business School faculties for more than 25 years. She teaches executives and MBA students on human resource strategy to transform organizations, women in leadership and senior executive programmes. In 2019 she was awarded the LBS Excellence in Teaching prize and Thinkers50 ranks her among the world's top management thinkers. She is also the author of Working Identity (updated edition, 2023) and her work has been featured in international news media. Herminia speaks on leadership and transformation for organizations worldwide, and at conferences that include TEDx, WIRED Smarter and the World Business Forum. https://herminiaibarra.com

Sign up for the Make Work Better newsletterEat Sleep Work Repeat is hosted by Bruce Daisley, Ellen C Scott and Matthew Cook.Ellen wrote about her learnings about being a managerDespite government threats of legal action Cambridgeshire council are continuing their evidence-led trial of the 4-day week. “Nine in ten councils are struggling with job recruitment and retention and a four-day working week could be the answer”Ellen mentions this article on Stylist about boundaries (registration required)Half of the employees of Grindr were fired after the firm issued a RTO order. This included 100% of the firm's trans employees. As Matt points out in the show trans employees are subject to the legislative whims of different states in the US and understandably try to locate in safe places.We talk about the World Values Survey report "What the world thinks about work"People in the UK are least likely to say work is important in their life. It's still seems pretty high, 73% of the UK public say work is very or rather important in their life - but significantly lower than other countries. Other western nations such as Italy, Spain, Sweden, France and Norway all rank much higher than the UK on this measure, with more than nine in 10 saying work is important in their life.Headline warning: This is not a new development. the share of the British public who say work is important in their life has hardly changed in three decades But there are big generational differences in views on whether work should always come first. One of the most interesting charts has been millennial's views crashing: it went from a hustle culture high of 41% in 2009 to 14% in 2022. That is a huge shift in attitudeLibby Sander is an internationally renowned expert on work and the workplace, the MBA Director and Assistant Professor of Organisational Behaviour at Bond University. She is a leading thinker on understanding the future of work, and how we can reimagine it to live more meaningful and creative lives.Read Libby on RTO Hosted on Acast. See acast.com/privacy for more information.

Working from home became the norm for millions of us around the globe during the Covid-19 pandemic, but now three years on some major employers are insisting on their employees returning to the office, for at least some part of the working week. The levels of working from home currently vary, depending on the country and its culture. The Netherlands are looking at legislation to allow employees the ability to work remotely, whilst in Japanese culture the preference for employees tends to be going into the office. So how do we navigate a future where both business and personnel needs are met to provide a good work life balance. This week on the Inquiry we're asking ‘Is work from home working?' Contributors: Jose Maria Barrero, Assistant Professor of Finance at ITAM Business School, Mexico and Co-Founder of WFH Research project Dr Saori Sugeno, Lecturer in Corporate Governance and International Business, Surrey Business School, University of Surrey Román Gil, Partner in law firm Sagardoy Abogadas, the Spanish firm of Ius Laboris, global employment law alliance for multinational companies. Dr Wladislaw Rivkin, Associate Professor of Organisational Behaviour, Trinity Business School, Dublin, Ireland Presenter: Charmaine Cozier Producer: Jill Collins Researcher: Matt Toulson Editor: Tom Bigwood Technical Producer: Kelly Young Production Co-ordinator: Brenda Brown (A working from home environment / Getty images)

If you DON'T love your job. Is that a bad thing?It may be controversial, but perhaps it is OK not to love your job!There is so much focus on following your passion and purpose that I believe that many of us have forgotten that people work to earn money in order to pay their bills.Of course it's important to enjoy what you do, but if you don't feel PASSION for your work that does not make you less worthy as an employee than someone who displays great passion for their job function, or industry, or company.Everyone has a motivator and at different times in your life you may find that what motivates you changes.This episode of YOUR CAREER Podcast is the result of an interesting article I read in the Weekend Australian entitled “Why Passionate Staff May Be Bad for the Office Culture” and, wanting to read more, I clicked through the links and voilà, I found this excellent article by Winnie Jiang, Assistant Professor of Organisational Behaviour at INSEAD, that inspired today's newsletter:‘Your Most Passionate Employees May Not Be Your Top Performers‘.In this episode I discuss what was written and provide some insights into what I know will be helpful to you in your career.  I mention my Career Clarity Pack and assessments in this episode - if you want to assess your motivators in your role, find the Career Clarity Pack here.Please feel free to comment, disagree, add to what I discuss in this episode as I love a robust discussion.This podcast is to prompt you to think about your own career and also for me to learn from you, the reader, so I'd love to know your thoughts on this topic.  For more inspiration, follow me on Instagram @janecareercoach- - - - - - - - - - - - - - - - - - - -  Want to know what's missing in your personal Career Toolkit? Find out what you MUST DO to make a successful career change and land the job you'll LOVE. Take the CAREER SUCCESS QUIZ (it only takes 2 minutes!). Get your results, analysis and recommendations immediately!

From exercise on prescription to museum visits and debt advice. Christienna Fryar hears about social prescribing projects which are trying to link up the arts with other services to improve people's health and tackle loneliness. These include wild swimming in the waterways of Nottinghamshire, the “Arts for the Blues” project based in the North west of England, a pilot programme in Scotland called “Art at the Start”, and a community hub at the Grange in Blackpool. Helen Chatterjee, Professor of Human and Ecological Health at UCL is heading a programme which brings together a range of national partners including NHS England's Personalised Care Group, the National Academy for Social Prescribing, and the National Centre for Creative Health. Myrtle Emmanuel, Senior Lecturer in Human Resource Management & Organisational Behaviour at the University of Greenwich is starting a project aiming to have an impact on mental health by using Caribbean folk traditions working with communities in Greenwich and Lewisham, which have the fastest growing Caribbean communities in London. Christienna Fryar is a historian of sport and the history of Britain and the Caribbean. She is a BBC/AHRC New Generation Thinker You can find more about the projects Helen is involved in https://culturehealthresearch.wordpress.com/health-disparities/ You can find out more about projects being funded by the AHRC including Myrtle's in this article https://www.ukri.org/news/ahrc-projects-kickstart-future-of-health-and-social-care-dialogue/ Producer: Jayne Egerton This New Thinking conversation is part of a series marking NHS75 made in partnership with the Arts and Humanities Research Council, part of UKRI. If you don't want to miss an episode sign up for the BBC Arts & Ideas podcast from BBC Sounds.

In this week's episode Sarah explores leadership with Rob Goffee, Emeritus Professor of Organisational Behaviour at London Business School and co-author of the brilliant leadership book Why should anyone be led by you? Together they discuss how to approach answering what can initially appear to be a confronting question, the difference between management and leadership and why it's useful to borrow brilliance from social anthropology.You can also get a free copy of The Squiggly Career videobook! This offer is for May 2023 only - details below: - Head to: https://litvideobooks.com/the-squiggly-career - Click 'Buy' - Check out and create an account - Enter: SQUIGGLYCAREERSPODCAST at checkout 5. Once an account is created enjoy via the website or mobile app with the same login. More ways to learn about Squiggly Careers:1. Download our Squiggly Careers PodBook: https://rb.gy/orb0n5 2. Sign-up for PodMail, a weekly summary of the latest squiggly career tools https://rb.gy/2xyo8i3. Read our books 'The Squiggly Career' and 'You Coach You' https://www.amazingif.com/books/If you have any questions or feedback (which we love!) you can email us at helenandsarah@squigglycareers.com Hosted on Acast. See acast.com/privacy for more information.

Samineh Shaheem is a Professor of Psychology specializing in Organisational Behaviour & Leadership, Organisational Consultant  and Coach. You can check out her work below.https://www.saminehshaheem.com/If you enjoyed the podcast please rate, subscribe and share with your friends!Follow Scott on Instagram for more here. www.instagram.com/causingtheeffectpodcastYou can email Scott @ causingtheeffectpodcast@gmail.com

Listen to this fascinating conversation between Robert Hooijberg, Professor of Organisational Behaviour at IMD, and Marianne Schenk, Global Head of Leadership Development at Julius Baer & Co Ltd. The Leadership Voices podcast series has been developed by the Julius Baer Academy. The continued development and support of leaders is important for the success of Julius Baer. In this episode, Robert Hooijberg shares key insights and discusses various aspects of leadership and of building a successful leadership culture. The Focus points are: Are leaders born or made? Building a leadership culture The Principles of Adaptive Leadership How can leaders best learn? The Future of Leadership