Podcasts about organizational

Anthony reacts to the massive news that John Harbaugh has finally signed his contract to become the next head coach of the New York Giants. This isn't just a coaching hire; it's a total organizational overhaul. We're breaking down what it means for the future of Joe Schoen and Jaxson Dart. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Patrick McKenzie (patio11) sits down with Intercom co-founder Des Traynor to examine customer support through the lens of Conway's Law, Goodhart's Law, and several decades of accumulated organizational scar tissue. They discuss how AI agents are democratizing white-glove service, why modern LLMs have retrained user expectations around “chatbots” very quickly, and the surprisingly liberating effect of talking to something that will never judge you for missing a loan payment.–Full transcript available here: www.complexsystemspodcast.com/des-traynor/–Sponsor: MongoDB Tired of database limitations and architectures that break when you scale? MongoDB is the database built for developers, by developers: ACID compliant, Enterprise-ready, and fluent in AI. Start building faster at mongodb.com/build–Timestamps:(00:00) Intro(00:29) Intercom and its evolution(00:51) Challenges in customer service systems(02:54) Scaling customer support in startups(04:53) Organizational inefficiencies and customer experience(06:53) Metrics and their impact on customer support(12:40) Human capital issues in customer support(15:53) AI's role in customer support(17:01) Future of customer support roles(20:09) Sponsor: MongoDB(20:53) Future of customer support roles (continued)(26:19) AI and customer interaction(26:55) The myth of artisanal customer support(27:45) Fin Guidance: Evolution and user behavior(29:10) Fin's impact on customer support efficiency(33:30) Expanding Fin's capabilities beyond support(42:50) AI in government and other sectors(49:20) The future of AI connectivity and integration

In this Omni Talk Retail episode, recorded live from NRF 2026 at the Vusion booth, Martin Bailie, Senior Advisor at Vusion, joins Anne Mezzenga and Chris Walton to explain why the execution gap has become the biggest risk facing retailers in 2026. As retailers invest heavily in AI, data platforms, and digital transformation, many are discovering that strategy alone does not drive results. Martin breaks down why execution at store level, not vision decks or pilot programs, determines whether technology delivers real P & L impact. From disconnected systems and poor data quality to organizational silos and change management challenges, this conversation examines why retailers struggle to move from ideas to outcomes. Key Topics Covered: • Why the execution gap is now retail's biggest competitive risk • The difference between strategy, pilots, and scalable execution • How disconnected store systems undermine AI and analytics investments • Why data quality and real time visibility matter more than new tools • The role of connected store platforms in driving consistent execution • Organizational barriers that prevent technology from delivering value • How retailers can align store operations, IT, and leadership priorities • Turning technology investments into measurable P & L results • What retailers must do in 2026 to avoid permanent execution debt Stop by the Vusion booth #4921 to say hello! #NRF2026 #RetailExecution #ConnectedStores #RetailTechnology #RetailAI #StoreOperations #Vusion #RetailLeadership #OmniTalk

In this episode, Dave revisits the second half of his timeless 15 Commandments for Organizational Peak Performance—giving leaders a clear lens to diagnose where they are, what's holding them back, and how to raise the bar immediately.

Has organizational change redefined your job role? If it hasn't yet, it will at some point. Whether acknowledged or ignored, every organizational change at a company impacts you. This is broader than just layoffs and more employees under a single manager. What are the organizational changes we might see, and what can we do to stand out and stay the course? This week in episode 355 we're joined by guest Ryan Conley. Listen closely as we uncover different patterns of organizational change and provide practical tips to take action when those changes happen. Ryan helps us understand the corporate lifecycle and how to reframe this concept to understand where we are in the career lifecycle. You'll hear from Ryan's personal experience why the most resilient (and successful) technologists can identify and fill the gaps left after an organizational change whether that means working for a new boss, joining a different team, or changing job roles. Original Recording Date: 11-13-2025 Topics – Framing Our Focus on Organizational Change, Observations and Patterns, Defining the Career Lifecycle, When Colleagues Leave the Company, Layoff Resources, Working for a New Boss, Becoming Part of a Different Team, Shifting Job Roles or Job Level Changes, Parting Thoughts 2:58 – Framing Our Focus on Organizational Change Ryan Conley is a global field principal with 11p years of technical pre-sales experience. Before this, Ryan accumulated 13 years of systems administration in industries like education, finance, and consulting. In a recent episode of our show, guest Milin Desai compared organizations to living, breathing organisms that change. Nick posits that we don't always think changes at our company will or can affect us as employees, but they do. Ryan references Aswath Damodaran's writings about organizational change through the frame of a corporate lifecycle. We can relate by considering where our company might be in that lifecycle. As we experience the impacts of organizational change, Ryan encourages us to consider where we are in our career lifecycle. 4:19 – Observations and Patterns We see organizational change in different ways. What are some of the things Ryan has seen that he would classify as organizational changes? Let's take a step back, past the current headlines, and look at the wider industry. Companies are growing inorganically (through mergers and acquisitions) or organically through investments in R&D (research and development), for example. Ryan has worked with companies that grew by acquiring 2 new companies each year to give an example. When you're on the IT side of the acquiring company, there is a lot involved in the process like integrating e-mail systems, networks, and CRM systems. This process also involves getting 2 teams to work together. If one team needs to move from Office 365 to Gmail, it can be a big adjustment to employees' daily workflow. The acquiring and acquired companies may have the same or very different cultures. In some cases, a company will want to acquire others with similar cultures, while some may not be concerned about the culture and choose to focus on the intellectual property (products or services, knowledge of how to build or manufacture something, etc.) of the company to be acquired. Nick says the experience for people on the side of the acquiring company and that of the company getting acquired can be quite different. Nick worked in IT for a manufacturing company for about 9 years, and over the course of his time there saw the company acquire several other companies. Nick usually had to go assess technology systems of companies that were going to be acquired and figure out how to integrate the systems in a way that would best service the user base. From what Nick has seen, some employees from the acquired company were integrated into the acquiring company, while others were eventually no longer with the company. Anxiety levels about an acquisition may be different depending on whether you work for the acquiring company or the acquired company. “The people are just as much of the intellectual property of the company as, in many cases, the actual assets themselves. And in some cases, that culture just isn't a fit.” – Ryan Conley Ryan shares the example of someone he knew who left after another company acquired their employer because the culture was not a fit. Losing a key leader or a key subject matter expert after an acquisition could create a retention problem because others may want to follow them or start looking elsewhere. "So how do you protect the culture internally? How do you integrate a different culture in? But also, how do you kind of protect the long-term viability of the team as individuals, first and foremost, but then also the organization long-term? Depending on the intellectual property the acquiring company is after, we don't usually know the level of due diligence completed to understand the key resources or subject matter experts who must be retained for longer-term success. Ryan encourages to imagine being the CTO or VP of Research and Development at a specific company that is suddenly acquired. People in these roles drive the direction of the technology investment for their company today as well as years to come. After being acquired, these people might be asked to work in lower levels of leadership with different titles, which could result in “title shock” and require some humility to accept. This scenario is a leadership change that happens as a result of an acquisition, but we might see leadership changes outside of acquisitions. Some leadership positions get created because of a specific need, others are eliminated for specific reasons, and some get shifted down or changed. Each of these changes has a downstream impact on individual contributors. Ryan talks about the positive impacts of leadership changes and gives the example of when a former manager was promoted to senior manager and allowed that person to hire a manager underneath him. There isn't always internal mobility, but leadership changes could create these opportunities for individuals. Nick talks about the potential impact of a change in our direct boss / manager. If a boss who was difficult to work for leaves the company, getting a different boss could make a huge positive impact on our daily work lives. Similarly, we might have a great boss leave the company or take a different role, requiring that we learn to work for someone else who may operate very differently. Ryan tells us he has worked for some amazing leaders and says a leader is not the same as a manager. Ryan cites an example of getting promoted into a role that allowed him to have more strategic conversations about the focus of a team with his boss. We can choose to mentor members of our team so that when opportunities arise from structural change, they are equipped to seize those opportunities. Change can be viewed as an opportunity. A company's overall priorities may have changed. Shifting priorities may require a company to operate very differently than it has in the past, which can cause changes to people, processes, and technology. Nick references a conversation with Milin Desai on constrained planning from Episode 351. Milin encourages regularly asking the question “is this still how we want to operate?” The way a company or team operated in the past may not be the best way to do it in the future. Changes to operations may or may not create opportunities for our career. Ryan loves this mindset of reassessing, which could apply to the company, a team, a business unit, the technology decision, etc. “I love the mindset of ‘what was best, why did we do it, and why was it best then?' And then the follow up question is ‘is that still best today?' And it's ok if the answer is no because that leads to the next question – ‘how should we be doing it today…and why?'” – Ryan Conley, commenting on Milin Desai's concept of constrained planning Ryan talks about companies reassessing their core focus. We've seen some companies divest out of a particular space, for example. Nick says this reassessment could result in a decision to pursue an emerging market which could lead to the creation of a new business unit and new jobs / opportunities for people. It could also go in the other direction where the company decides to shut down an entire business unit. 15:30 – Defining the Career Lifecycle Going back to the analogy Ryan shared about corporate lifecycle, we can reframe this and look at the career lifecycle. “Where are you at in your individual career journey? Where are you at in that lifecycle?” – Ryan Conley People close to retirement may be laser focused on doing well in their current role and hesitant to make a change. Others earlier in the career may want to do more, go deeper, or be more open to making a change. Ryan recounts speaking to a peer who is working on a master's degree in AI. “With challenge comes opportunity, so do you want to try something new? And it's ok if the answer's no. But if there is an opportunity to try something new and you're willing to invest in yourself and in your company, I think that's worth considering.” – Ryan Conley We've talked to a number of former guests who got in on a technology wave at just the right time, which led to new opportunities and an entirely new career trajectory. Becoming aware of and developing expertise in emerging technologies can lead to new opportunities within your company (i.e. being able to influence the use of that technology within your company). “I think as technologists, whether you're a business leader over technology, whether you're day in / day out in technology as an individual contributor…emerging technology brings new challenges, just with a learning curve…. There's hard skills that have to be learned. You get beyond the education it's then also sharing with the peers around you…. So, what was best yesterday? Is it still best today? And tomorrow, we'll ask the question again.” – Ryan Conley Ryan says this goes back to our analogy. Should we be doing certain things manually now, or is it better to rely on tools that can help automate the process? If we go back for a second to Ryan's previous mention of integrating the technology stack for different companies, being part of the integration process might enable someone to learn an entire new technology stack. We might have to assess what is best between Google Workspace and Microsoft 365, for example, and develop the transition plan to move from one to the other and perhaps even capture the business case for using both within a company. To Ryan, this is an example of seeing a problem or gap and working to fill it. “If you want to be just a long-standing contributor to the team and your individual organization, I think it's worth calling out…those who stick around longer and get promoted faster are the ones who see a gap and they plug it.” – Ryan Conley Ryan shares a personal story about a co-worker who attended a Microsoft conference on their own dime. This person worked over a weekend to setup a solution that saved the team significant time doing desktop imaging. But then, Ryan's colleague took it a step further and trained the team on how to use it. Nick highlights the fact that we should remember to document our accomplishments to keep track of how we've changed as a result. We can use this information when searching for new opportunities or even in conversations with our leader. 20:34 – When Colleagues Leave the Company Another form of organizational change we've seen is outsourcing specific business functions. Daniel Paluszek spoke about companies outsourcing functions outside of their core business in Episode 338. If IT is outside the core business, a company might decide to outsource it. It doesn't mean that's the right decision, but it could be a possibility. Companies may outsource other functions like HR and payroll as well to give other examples. If IT was internal and it gets outsourced, that is an organizational change and will affect some people. Similarly, insourcing a function which was previously outsourced will have an impact. Ryan has learned in the last few years that some people are more adaptable to change than others. “And it's not just looking at the silver lining. It's recognizing the change. Maybe there's a why, and maybe there isn't a why. Or maybe the why hasn't been clearly articulated to you. Being able to understand, what does this mean to me…. As an organization do I still believe in them? Do I still believe in the technology as a technologist? Do I still enjoy the people I work with? Those are all questions that come up, but ultimately you have to decide…is this change I want to roll with? Is this change I don't want to roll with?” – Ryan Conley To illustrate, Ryan gives the example of a peer who left an organization after seeing a change they didn't like in order to shift the focus of their role from technology operations to more of a site reliability engineering focus. While this type of change that results in a talented individual leaving an organization can be difficult for teammates to accept and for a manager to backfill, these types of changes that are beneficial to someone's career should be celebrated. When we assess whether the changes made at a company are those we can accept and roll with, we can first make sure we understand what we are to focus on as individuals operating within the organization. We have an opportunity to relay that to other members of our team for the benefit of the overall team culture and to build up those who do not adapt to change well. Understanding organizational changes and what they mean for individuals may take repetition. While Ryan understands that he responds well to change, he remains empathetic to those folks to need to hear the message a few times to fully understand. Nick says we can learn from the circumstances surrounding someone leaving the company. For those we know, what interested them about taking a role at another company? Perhaps they took a role you've never thought about for yourself that could be something you pursue in the future. If a member of your team leaves the company, sometimes their role gets backfilled, and other times it may not. If the role is backfilled, you get to learn from a new team member. If not, the responsibilities of the departing team member will likely be divided among other team members. Though it would result in extra work, you could ask to take on the responsibility that would both increase your skill set and make you more valuable to the company. When Ryan worked for a hedge fund, the senior vice president left the company. This person was managing the company's backups. Ryan had experience in this area from a previous role at a consulting firm and volunteered to do it. Shortly after taking on this responsibility for backups, he found that restoring backups from tape and needing to order new servers posed a huge risk to the company in a disaster scenario (i.e. would take weeks to restore everything). Ryan was able to write up a business plan to address the business continuity risk and got it approved by the COO. “Being able to see a gap and fill it is the central theme, and that came from change.” – Ryan Conley Ryan says if you're willing to do a little more work, it is worth the effort to see a gap and work to fill it. 27:34 – Layoff Resources We acknowledged some of the byproducts of organizational change like layoffs and flatter organizations in the beginning of our discussion. We are not sidestepping the fact that layoffs happen, but that is not the primary focus of our discussion today. Here are a few things that may help if you find yourself being impacted by a layoff: First, know that you are not alone in experiencing this. “When a layoff hits, it's important to remember…it's extremely rare that that's going to be personal. Once it's firmly accepted, look for the opportunity in a forced career change. It's there.” – thought shared with us by Megan Wills Check out our Layoff Resources Page to find some of the most impactful conversations on the topic of layoffs on our show to date. We also have our Career Uncertainty Action Guide with a checklist of the 5 pillars of career resilience as well as reusable AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed. 28:43 – Working for a New Boss Let's move on to section 2 of our discussion. If you're still at a company after an organization change has happened, we want to talk through some of the ways you can take control, take action, and succeed. We want to share a thought from former guest Daniel Lemire as we begin this discussion: “Companies are the most complicated machine man has ever built. We build great machines to accomplish as set of goals, objectives, or outputs. The better you can understand the value the company delivers…the faster you can understand where you fit in that equation. If you don't understand where you contribute to that value, there's work to be done. That work may be on you, may be on your skills, or perhaps it's your understanding of where you fit into that equation.” – Daniel Lemire Let's say that you're impacted by an organizational change and will be working for a new boss. What can we control, and how to we make a positive impact? Ryan says we can be an asset to the team and support larger business goals by first giving some thought to who the new boss is as a person. Try to get to know them on a personal level. Ryan wants to get to know a new boss and be able to ask them difficult questions. Similarly, he wants a boss to be able to ask him difficult questions. Meeting a new boss face-to-face is ideal if that is possible, but this can be more difficult to arrange if your boss lives a large distance from you. Make sure you understand the larger organization's mission statement. As individual contributors, we may lose sight of this over time. “If that is important to the team and the culture, I think it's worth making sure you're aligned with that. I think it's worth understanding your direct manager's alignment toward that and then having that kind of fuel the discussions…. What are you expecting of me? Here are my expectations of you as my manager. Where do you see change in the next 6, 12, 18 months?” – Ryan Conley, on using mission to drive conversations with your manager A manager may not have all the answers to your questions. They could also be inheriting a new team. Ryan encourages us to ask how we can help our manager to develop the working relationship further. This is something he learned from a previous boss who would close every 1-1 with “is there anything else I can do to help?” Nick says a manager may be able to contextualize the organization's mission statement for the team and its members better than we can do for ourselves. For example, the mission and focus of the team may have changed from what it once was. A new manager should (and likely will) set the tone. Nick would classify Ryan's suggestions above as seeking to learn and understand how your new manager operates. Back in Episode 84 guest Brad Pinkston talked about the importance of wanting to know how his manager likes to communicate and be communicated with. This is about understanding your manager's communication preferences and can in some ways help set expectations. A manager may be brief when responding to text messages, for example, because they are in a lot of meetings. But if they tell you this ahead of time, it removes some assumptions about any hidden meanings in the response. Ryan gives the example of an executive who used to respond with Y for yes and N for no to e-mails when answering questions. We can also do research on a new boss in advance. We can look on LinkedIn to understand the person's background and work history. We can speak to other people inside the company to see what they know about the person. Ideally, get a perspective from someone who has worked for the manager in the past because a former direct report might be able to share some of the context about communication preferences and other lessons learned from working with that specific manager. We can also try to be mindful of how the manager's position may have changed due to organizational flattening. They may have moved from managing managers to having 15 direct reports who are individual contributors, for example. “Their time might be stretched thinner, and they're just trying to navigate this new leadership organizational change with you.” – Ryan Conley The manager may or may not have wanted the situation they are currently in. How is your boss measured by their boss, and how can you help them hit those metrics? You may not want to ask this in the first 1-1, but you should ask. Ryan suggests asking your boss what success looks like in their role. You can also ask what success for the team looks like in a year and what it will take to get there. Based on the answer, it might mean less 1-1s but more in depth each time, more independence than you want, or even more responsibility than you wanted or expected. Ultimately, by asking these questions, you're trying to help the team be more successful. We want our manager to understand that we are a competent member of the team. Understanding what success looks like allows us to communicate with our manager in a way that demonstrates we are doing a good job. Some of the time in our 1-1s with a manager will be spent communicating the things we have completed or on which we are actively working. We need to demonstrate our ability to meet deadlines, for example. Daniel Lemire shared this book recommendation with us – The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. It's a great resource for new leaders but also excellent for individual contributors. Ryan tells us to keep track of our wins over the course of any given year (something that was taught to him) so we have it ready for performance reviews. He encourages keeping a journal that we start in January. Keep track not only of what you did but the outcomes your work delivered and the success metrics. For example, if you gave a presentation, note the number of people present. The company culture may have some impact on the language you need to use to word your accomplishments (i.e. using “I” statements). “I didn't want to be the only person who could do it. I'd rather learn it and then enable 5 other people to do it. And then those 5 people go do it, and that is a much bigger outcome.” – Ryan Conley, on the outcome of efforts at work and being a force multiplier Have a journal of the things you do at work that you update consistently. This could be screenshots, a written description, etc. “What are the metrics that you should be tracking? Mentally think about that because…when you have your annual review, you're going to miss something. You're going to miss a detail. You're going to miss an entire line item versus if you started in January and you just get into the practice of ‘I did this.' And then when you're having your first annual review with this brand-new manager, it's far easier to have a more successful conversation.” – Ryan Conley, on the importance of documenting our work in a journal somewhere Ryan reminds us it is ok to use generative AI tools to check our work. Use multiple different tools to get suggestions on how you might want to phrase the outcomes you delivered and the metrics you tracked. Nick says we should document our accomplishments as Ryan mentioned, but we should make sure we keep a copy of them so that we do not need to rewrite them from nothing in the event we are impacted by a layoff. If the journal containing all of your accomplishments is sitting in the corporate OneDrive or cloud storage, you will lose access to it when you leave the company. Be sure you have a disaster recovery plan for your accomplishments! The new boss is probably going to have team calls of some kind. While what you experience may vary from this, in Nick's experience the first time a manager hosts a call with their team they will share some career background, how they operate, and give team members some idea of what to expect. This kickoff team call usually happens before 1-1s begin. Listen really carefully when this first team call happens. Write down some questions you can ask the boss in that first 1-1 conversation. The manager will have to lead that first 1-1 conversation a little bit, but coming into it prepared with questions will be far easier than trying to think of questions in the moment. A simple follow up question Ryan suggests is how the manager wants to handle time off. Is there a shared team calendar, a formal process, carte blanche, specific blackout dates to be aware of, etc.? We can handle the simple things about how this new manager operates and what their values are early on in our working relationship. Ryan tells us he learned far too late to ask how managers handle promotion / raise / career growth conversations. One of Ryan's past managers scheduled a quarterly checkpoint to specifically talk about career growth items. Ryan was in charge of making the agenda in advance, and his manager would come prepared to talk about each agenda item. It's ok to ask for these regular career discussions. If your manager has a large team, these may be less frequent than otherwise. Ask the manager about the best way for both you and them to come into these discussions prepared. Nick likes the idea of an individual owning the agenda for these conversations. Nick tells us about a manager who sent out 1-1s to team members and provided a menu of options for the types of things that could be discussed during the 1-1 time in the body of the meeting invitation. It helps give people ideas for things to discuss but also lets them know the overall intention of the 1-1s. For the very busy manager, we could ask to use a specific 1-1 to talk about career-related items rather than in a separate meeting (if needed). Nick mentions a recent episode of Unicorns in the Breakroom Podcast in which Amy Lewis talks about using a shared document for 1-1s to hold an employee accountable for bringing agenda items and to document what transpired in previous conversations. Along the lines of trying to be helpful to a new manager, ask how they want to handle team calls when on vacation. Will team calls be cancelled when the manager is on vacation, or are they looking for team member volunteers to host these calls? This may be an opportunity to step up and do more if you want that, especially if you want to gain some leadership experience. Ryan tells us at one point he was a team lead, and part of his responsibility was leading team calls in his manager's absence. This involved leading the call, taking notes, and taking action on follow up items from the meeting. We should bring up time sensitive items to the boss quickly, especially if something needs attention. Communicate things that have a financial impact to the company (a subscription renewal, drop dead due date to exit a datacenter facility, point at which access to something will be lost, etc.). Do not assume your manager knows if you are unsure! Ryan recounts a story from earlier in his career when a CFO wanted a specific number of users added to the Exchange server. There were several cascading impacts of completing this task that went well beyond the scope of licensing and involved procuring more hardware. Ryan took the time to explain the implications. “This is a simple ask. You want the answer to be yes, but I'm going to give you more context…. There is a deadline. I want to make sure we hit it as a team, but there are some implications to your ask. I want to make sure you're fully aware.” – Ryan Conley, on giving more context to leadership Share what you have in flight and the priorities of those items. The new manager may want you to change the priority level on some things. 45:21 – Becoming Part of a Different Team You could end up working on a completely different team of peers as a result of organizational change. You might work on the same team as people you already know but might not. You may or may not work for the same boss. Ryan and Nick have experienced very large reorganization events and ended up in different divisions than they were previously. Ryan had a change of manager, change of a peer he worked closely with, and joined a new team of individuals reporting up to the same boss all at once. “A little bit of the tough lesson is you go into a bigger pond…. I think it's ok to take a moment and pause. For me, I had to kind of reassess and kind of figure out…what are these changes? What are the new best ways to operate within this new division so to speak? …within my team, no one on my prior team was on my team, so it was like this whole new world.” – Ryan Conley After this change, Ryan saw an opportunity to go deeper into technology and chose to take a different role. Ryan worked for a new (to Ryan at least) leader who was very supportive of his career goals. This leader helped Ryan through the change of roles. “If you do good work, even through change…if you're identifying gaps, you're filling it, you're stepping up where the team needs you to step up, you're aligning with the business direction to stay focused…I think there can still be good outcomes even if in the interim period you're not 100% happy.” – Ryan Conley If you don't know anyone on your new team, you have an entire set of people from which you can now learn. Does your job function change as a result of joining this new team? Make sure you understand your role and its delineation from other roles. Maybe you serve larger customers or work on different kinds of projects. Maybe you support the technology needs of a specific business unit rather than what we might deem as working in corporate IT. Maybe you focus on storage and high-level architecture rather than only virtualization. It could be a chance to learn and go deeper in new areas. Did the focus of the overall team change (which can trickle down and impact your job function)? Maybe you're part of a technology team that primarily manages the outsourced pieces of the technology stack for your company. So instead of working with just employees of your company you now work with consulting firms and external vendors. Ryan says we can still be intentional about relationships and he illustrates the necessary intentionality with the story behind his pursuit of a new role. Ryan was intentional about his desire to join a new team after the reorganization, but it didn't work out on the timeline he wanted. He remained patient and in constant, transparent communication with a specific leader who would eventually advocate for him with the hiring manager. Just doing our job can be difficult when we're in a challenging situation like a manager we do not get along with, trying to evolve with a top-level strategy change, etc. This can involve internal politics. Stay the course. Ryan tells us about a lesson he learned when interviewing for a new role he wanted. “Maybe be a little bit more vocal. Pat yourself on the back in a concise way. Again…go back to your journal, know your metrics, and stick by them.” – Ryan Conley, on interviewing and humility Nick says the intentionality behind building relationships applies to your relationship with your boss (a new boss or your current boss that has not changed). This also applies to new teammates! What are the strengths in the people you see around you? Who volunteers to help? Who asks questions when others will not? Ryan shares a story about 2 peers who on the surface seemed to disagree a lot but ended up making each other better (and smarter) by often taking opposing sides on a topic. When one of them left the company, the other person missed getting that perspective and intellectual challenge. Ryan suggests we pay attention to the personalities of team members and the kinds of questions they ask. If a specific teammate tends to do all the talking in meetings, find ways to enable others to speak up who have valuable perspectives but may be quieter. This at its heart is about upleveling others. We can do that when we join a new team, but we can also do this for former teammates by keeping in touch with them over time. This could apply to former teammates who still work at the same company as well as those who have left the company. Ryan tells us a story about when he first made the transition from working in IT operations to getting hired at a technology vendor in a very different role. “It's very different being face-to-face as a consultant, face-to-face as a vendor. And I had a buddy. He started going back 11 years almost to the day here. We were each other's lifeline…. He would have a bad day, and he would call me. Most of the time I was just there to listen…. And then the next week it was my turn, and I would call him…. So having a buddy in these change situations I think is a great piece of advice.” – Ryan Conley It can be easy to fall out of touch with people we no longer interact with on a daily or weekly basis. This takes some effort. We've met people who try to setup a 1-1 with someone in their professional network once every 1-2 weeks. Ryan has a tremendous amount of empathy for others who have recently had a child, for example. We can buddy up with specific professional or life experience and take the opportunity to learn from them. Ryan refers to building an “alumni network” of people you want to remain close with over time. While this helps build our own set of professional connections, we can do this by mentoring others as well (a chance to give back, which is usually much less of a time commitment than we think). Ryan has mentored a number of new college graduates and managed to keep up with their progress over time. Listen to the way he describes the career progression of his mentees and the long-term relationships it produced. We might be mentoring others (on our own team or beyond). This could act as relatable experience for a future role as a team lead or people manager, but highlighting this experience to your manager is something you should do in those career conversations. In those 1-1s with your manager you are asking how you are doing but also how you can do better. Sometimes that means doing more of something you have done in the past. Ryan reminds us that the journal is a tracking mechanism for specific actions and their impact. Whether it's mentoring or helping the manager with hiring or candidate evaluation, be sure to track it! There might be a gap in expertise on your team that you can fill (either because you have a specific skill or because you learned a new skill to fill that gap). When joining a new team, do some observing and stay humble before you declare there is a gap and that you are the one to fill it. Ryan says we can raise gaps with our manager. For example, maybe there is only one person on the team who knows how to do something. Could you pair with that person and cover them while they are on vacation? “I think it goes back to recognizing that you cannot learn it all and then revaluating…what do I need to learn? So, there's certain functions that you have to know how to do, and that's where your manager's going to help you set those expectations…. We're in technology, so as a technologist, what do you want to learn? What do you want to do more of? And that could be a gap that you see, and you have that conversation….” – Ryan Conley If there is not an opportunity at work to learn what you want to learn (i.e. your manager might not support you doing more of specific work, etc.), you can learn it on your own time and then re-evaluate longer term what you want to do. 59:46 – Shifting Job Roles or Job Level Changes We talked about this a little bit earlier. Maybe you stay an individual contributor, move into leadership, or change leadership levels entirely within an organization. Ryan talks about the new expectations when you change your daily role. There are expectations we put on ourselves and those expectations put on us by our leaders. There are both opportunities and challenges. Ryan shares that he has been approached in the past to lead a team, but when this has happened, he took the time to think through what he wanted (his career ladder, his motivations, and his desired focus). “Leading people is not something that I want to currently focus on. I know what I'm motivated by. I'm a technologist at heart. I want to keep learning, and I personally like the technology that I'm focused on right now. And it's not that leadership would necessarily remove technology entirely…. It's just it would be a different focus area. And I think in your career journey it's worth just kind of keeping tabs on where you're at in your career (the ladder of change that we keep mentioning, that lifecycle)…. Do you want to go up the ladder as part of your lifecycle and get into a management role? I think mentorship can be very fulfilling. I think leading people can be very fulfilling. But in my case, I've decided I still want to stay an individual contributor. There's still aspirations that I have there….It's ok to say no is really what I'm getting at…. Really think about the job that you're in at the company that you're in. What are the opportunities within? What motivates you? And stay true to that.” – Ryan Conley Ryan has said no to being a people leader as well as to technical marketing roles. He had a desire to get through the principal program. He encourages listeners to think about whether they would be happy in 1-2 years if they took a new role before making the final decision. Nick mentions the above is excellent when you have the choice to take a new role. But what if it's forced on you as the result of an organizational change? We can recognize where we are in the career lifecycle even if an organizational change places us in a new role that was not our choice. Make sure you understand what the new role is, and think about how you can align it with where you are in the career lifecycle (including the goals you have and the things you want). Nick had a manager who encouraged his team to align their overall life purpose to the current job role or assignment. In doing this, it will be easier to prevent intertwining your identity with your job or your company. We may have to put out heads down and just do the work for a while. But maybe there is an opportunity to align with the things you want and the type of work you want to do which is not immediately obvious. In this job market, if you are employed, be thankful and do a great job. Ryan hopes listeners can think back to an unexpected change that happened which led to new opportunities later. “Pause, recollect, align your focus with your new manager, align your focus with either the changing mission statement or the current mission statement…. What is fulfilling you personally (your own internal values)? If they are being conflicted, I think there's a greater answer to some of your challenges, but they're not being conflicted how can you be your best self in a company without the company being all of yourself? …The cultural identity of the workplace and the home can sometimes be a little too close, a little to intertwined…. Maybe you're just way too emotionally invested in your day job and it's just a good moment to reset…. What is your value system? Why? And then how can you be your best self in your workplace? And I think far too often we want to have our dream job…. ‘A dream job is still a job. There are going to be days when it is just a really difficult day because it's a really difficult job. It's still your dream job, but every job is going to have a difficult day.'” – Ryan Conley Every job will be impacted by some kind of organizational change multiple times throughout your career. 1:06:18 – Parting Thoughts Ryan closes with a funny anecdote about a person who worked on the same team as him that he never had the chance to meet in person. In this case, the person invested more in their former team than meeting members of their new team. Maybe a good interview question for those seeking new roles could be something about organizational changes and how often they are happening at the company. Ryan encourages us to lead with empathy in this job market and consider how we can help others in our network who may be seeking new roles. Ryan likes to share job alerts on LinkedIn and mentions it has been great to see the formation of alumni groups. “Share your rolodex. Help people connect the dots. And lead with empathy.” – Ryan Conley To follow up on this conversation with Ryan, contact him on LinkedIn. Mentioned in the Outro A special thanks to former guest Daniel Lemire and listener Megan Wills for sharing thoughts on organizational change that we were able to include in this episode! Ryan told us we can lead with empathy when helping others looking for work in this job market, but Nick thinks it's empathy at work when we're asking a new boss or team member how we can help. If you want to bring more empathy to the workplace, check out Episode 278 – Uncovering Empathy: The Greatest Skill of an Inclusive Leader with Marni Coffey (1/3) in which guest Marni Coffey tells us about empathy as her greatest skill. It's full of excellent examples. If you're looking for other guest experiences with organizational change, here are some recommended episodes: Episode 210 – A Collection of Ambiguous Experiments with Shailvi Wakhlu (1/2) – Shailvi talks about a forced change of role that was actually an opportunity in disguise Episode 168 – Hired and Acquired with Mike Wood (1/2) – Mike Wood's company was acquired, and the amount of travel went up soon after to increase his stress. Episode 169 – A Thoughtful Personal Sabbatical with Mike Wood (2/2) – Mike Wood shares another acquisition story that this time ended with him taking a sabbatical. Episode 84 -Management Interviews and Transitions with Brad Pinkston – Brad Pinkston shares what he likes to do when working for a new boss. Contact the Hosts The hosts of Nerd Journey are John White and Nick Korte. E-mail: nerdjourneypodcast@gmail.com DM us on Twitter/X @NerdJourney Connect with John on LinkedIn or DM him on Twitter/X @vJourneyman Connect with Nick on LinkedIn or DM him on Twitter/X @NetworkNerd_ Leave a Comment on Your Favorite Episode on YouTube If you've been impacted by a layoff or need advice, check out our Layoff Resources Page. If uncertainty is getting to you, check out or Career Uncertainty Action Guide with a checklist of actions to take control during uncertain periods and AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed.

Become the Most Organized & Productive Woman in 2026 | IT Girl Glow Up Academy Series Part 2/6In this episode of Get Up and Glow, learn how to become the hottest, healthiest, happiest version of yourself by mastering organization and productivity. This step-by-step guide will help you identify root causes of disorganization, create effective systems and routines, and prioritize meaningful tasks to help you get your life together and STAY together for all of 2026.

One of the most common things professionals say about managing is that they have a personal 'style.' But does that make sense? Is it reasonable to expect that with all the systems organizations employ, they should leave out how to manage others?

The repeat didn't happen.https://sportspyder.com/nfl/philadelphia-eagles/news?pid=4349

Justin Greis is a top cybersecurity thought leader and the CEO of acceligence. In this episode, he joins host Paul John Spaulding to discuss cybersecurity and organizational resilience, including challenges we face today, modern trends, and more. • For more on cybersecurity, visit us at https://cybersecurityventures.com

What if the secret to solving your organization’s toughest problems was thinking like a 10-year-old? Discover how childlike creativity and fun can reframe complex business challenges, spark innovation, and drive real results. Topics Covered: Childlike thinking for organizational problem-solvingPlayful penalties to boost accountabilityStorytelling and translating complex issues for kidsChange management through unbiased perspectivesDementia care and deepfake technology solutionsMechanisms for creativity: no rules, have fun, do good, no shameDesigning inclusive, impactful brainstorming sessionsBridging playfulness and business gravitasApplying kid-inspired thinking to AI and executive decisionsKeeping curiosity and creative practice alive in organizations Connect with Bas Warmerdam:ConsultingKids.comLinkedIn Episode Chapters00:00:05 – Welcome & Intro to the Tech Humanist Show00:00:17 – “Playful Penalties” concept and team accountability00:00:41 – Bas Warmerdam's work with Consulting Kids00:01:50 – Approach and methodology using children as junior consultants00:03:38 – Reframing collaboration problems through childlike solutions00:04:24 – Implementing playful penalties and organizational impact00:06:02 – The “Thinking Like a Child for Professionals” process00:08:27 – Bringing executives into the classroom and change management benefits00:09:23 – Storytelling for complex issue translation00:12:14 – Mechanisms for leaders to use childlike thinking in their teams00:15:09 – Four key thinking mechanisms from kids00:15:50 – Example: Dementia care and “no rules” thinking00:18:28 – How professionals can integrate fun and purpose00:19:55 – Embracing “no shame” in creative business solutions00:20:41 – Creating inclusion for quiet and underrepresented voices00:22:03 – Reintegration: Bringing creative ideas into business practice00:24:21 – Childlike thinking for AI-related decisions00:26:55 – Using kid-driven creativity to challenge AI authority00:28:40 – Sustaining childlike thinking post-consulting00:30:41 – Keeping curiosity sharp and connecting at home00:32:19 – How to connect with Bas Warmerdam and Consulting Kids00:32:55 – Closing remarks and credits

Being a movie buff in Seattle feels a little… unsettled right now. That’s because there’s been a lot of changes at SIFF, the Seattle International Film Festival, which has been the vanguard when it comes to all things movies. The organization announced Monday, it was undergoing an organizational restructuring, including some layoffs. This follows a somewhat tumultuous year for SIFF. For more, we're joined by... GUESTS: Chase Hutchinson, critic and freelance reporter, who often covers SIFF for the Seattle Times RELATED LINK: SIFF announces more layoffs, organizational restructuring | The Seattle Times Thank you to the supporters of KUOW, you help make this show possible! If you want to help out, go to kuow.org/donate/soundsidenotes Soundside is a production of KUOW in Seattle, a proud member of the NPR Network.See omnystudio.com/listener for privacy information.

Is your company attracting the right people—or just filling seats and hoping for the best? In this episode of the Build A Vibrant Culture Podcast, Nicole Greer is joined by Dr. Myra Corrello, small business growth strategist and brand clarity expert, for a powerful conversation about the connection between marketing, leadership, and culture. Together, they explore how clarity attracts the right customers and the right employees, why storytelling is the currency of connection, and how leaders can align vision, hiring, engagement, and change management around a clear value promise.This episode is packed with practical insights for leaders, HR professionals, and business owners who want to build cultures where people feel connected, energized, and committed.Vibrant Highlights:00:05:41 - How grading past clients reveals the traits and behaviors leaders should screen for when hiring employees.00:10:38 - Why leaders must be ruthless about hiring the right people—and the powerful story of using unexpected voices in the interview process.00:15:31 - How storytelling and simple case studies help employees understand the vision, their role in it, and why their work matters.00:23:57 - Why stories outperform policies when it comes to engagement, expectations, and culture reinforcement.00:34:42 - How leaders should communicate change by prioritizing stakeholders, sharing the rationale early, and creating internal ambassadors.Connect with Dr. Myra:Website: https://myracorrello.com/Email: Myra@GrowWithMyra.comSubstack: https://myramallory.substack.com/LinkedIn: https://www.linkedin.com/in/myracorrello/FB: https://www.facebook.com/MyraCorrelloSmallBizSpeakerFor a FREE copy of "10 Stories Every Leader Needs To Tell" email nicole@vibrantculture.comAlso mentioned in this episode:The One Minute Manager by K Blanchard & S Johnson: https://a.co/d/cZUMEFwListen at www.vibrantculture.com/podcast or wherever you get your podcasts!Book Nicole to help your organization ignite clarity, accountability, and energy through her SHINE™ Coaching Methodology.Visit vibrantculture.comEmail: nicole@vibrantculture.comWatch Nicole's TEDx Talk: https://youtu.be/SMbxA90bfXE

In this episode, Dave revisits the first half of his timeless 15 Commandments for Organizational Peak Performance—giving leaders a clear lens to diagnose where they are, what's holding them back, and how to raise the bar immediately.

In this episode of Even Better, Sinikka Waugh is joined by Aaron Matthews for a conversation about freeing your team from organizational drag and unlocking their full potential. Drawing from his expertise in organizational design and technology strategy, Aaron shares five practical ways to reduce friction and create space for creativity; without falling into the trap of over-relying on AI. Together, they explore the risks and rewards of AI adoption, why starting with human workflows matters, and how to build systems that amplify human strengths rather than replace them. Along the way, you'll hear insights on viewing organizations as living, learning organisms, designing adaptive systems, and creating environments where people thrive. If you've ever wondered how to balance automation with human ingenuity, this episode offers actionable strategies to help your team work smarter and lead with purpose. -- Aaron Matthews is a Fractional Executive at Altus CXO specializing in Operations & Technology, with over 21 years of experience helping organizations transform chaos into clarity. He believes in the infinite potential of every human being and focuses on implementing AI and automation in ways that amplify human capability rather than replace it. Aaron helps leadership teams navigate the intersection of technology and human potential to create lasting organizational impact. Contact Information Email: amatt76@gmail.com LinkedIn: https://www.linkedin.com/in/aaron-matthews/ Company: Altus CXO (https://altuscxo.com/team/aaron-matthews/ )  

Tom Ackerman talks with Chaim Bloom about the Cardinals' current trade posture and offseason timing, clarifying that no moves are imminent despite ongoing conversations. Bloom breaks down the return from the Wilson Contreras trade, including injury updates on Hunter Dobbins as he works back from a knee injury and aims for a full spring training, along with the upside of young pitching prospects Aida and Fajardo. The discussion also covers first base options led by Alec Burleson, development plans for Blaze Jordan, lineup flexibility with Iván Herrera, potential outfield additions, and Bloom's broader vision for modernizing the organization while balancing short-term patience with long-term growth.

The best conversations about the Miami Dolphins this week from The Joe Rose Show, Tobin & Leroy, and Hochman, Crowder & Solana.

The best conversations about the Miami Dolphins this week from The Joe Rose Show, Tobin & Leroy, and Hochman, Crowder & Solana.

The best conversations about the Miami Dolphins this week from The Joe Rose Show, Tobin & Leroy, and Hochman, Crowder & Solana.

BONUS: Breaking Through The Organizational Immune System - Why Software-Native Organizations Are Still Rare With Vasco Duarte In this BONUS episode, we explore the organizational barriers that prevent companies from becoming truly software-native. Despite having proof that agile, iterative approaches work at scale—from Spotify to Amazon to Etsy—most organizations still struggle to adopt these practices. We reveal the root cause behind this resistance and expose four critical barriers that form what we call "The Organizational Immune System." This isn't about resistance to change; it's about embedded structures, incentives, and mental models that actively reject beneficial transformation. The Root Cause: Project Management as an Incompatible Mindset "Project management as a mental model is fundamentally incompatible with software development. And will continue to be, because 'project management' as an art needs to support industries that are not software-native." The fundamental problem isn't about tools or practices—it's about how we think about work itself. Project management operates on assumptions that simply don't hold true for software development. It assumes you can know the scope upfront, plan everything in advance, and execute according to that plan. But software is fundamentally different. A significant portion of the work only becomes visible once you start building. You discover that the "simple" feature requires refactoring three other systems. You learn that users actually need something different than what they asked for. This isn't poor planning—it's the nature of software. Project management treats discovery as failure ("we missed requirements"), while software-native thinking treats discovery as progress ("we learned something critical"). As Vasco points out in his NoEstimates work, what project management calls "scope creep" should really be labeled "value discovery" in software—because we're discovering more value to add. Discovery vs. Execution: Why Software Needs Different Success Metrics "Software hypotheses need to be tested in hours or days, not weeks, and certainly not months. You can't wait until the end of a 12-month project to find out your core assumption was wrong." The timing mismatch between project management and software development creates fundamental problems. Project management optimizes for plan execution with feedback loops that are months or years long, with clear distinctions between teams doing requirements, design, building, and testing. But software needs to probe and validate assumptions in hours or days. Questions like "Will users actually use this feature?" or "Does this architecture handle the load?" can't wait for the end of a 12-month project. When we finally discover our core assumption was wrong, we need to fully replan—not just "change the plan." Software-native organizations optimize for learning speed, while project management optimizes for plan adherence. These are opposing and mutually exclusive definitions of success. The Language Gap: Why Software Needs Its Own Vocabulary "When you force software into project management language, you lose the ability to manage what actually matters. You end up tracking task completion while missing that you're building the wrong thing." The vocabulary we use shapes how we think about problems and solutions. Project management talks about tasks, milestones, percent complete, resource allocation, and critical path. Software needs to talk about user value, technical debt, architectural runway, learning velocity, deployment frequency, and lead time. These aren't just different words—they represent fundamentally different ways of thinking about work. When organizations force software teams to speak in project management terms, they lose the ability to discuss and manage what actually creates value in software development. The Scholarship Crisis: An Industry-Wide Knowledge Gap "Agile software development represents the first worldwide trend in scholarship around software delivery. But most organizational investment still goes into project management scholarship and training." There's extensive scholarship in IT, but almost none about delivery processes until recently. The agile movement represents the first major wave of people studying what actually works for building software, rather than adapting thinking from manufacturing or construction. Yet most organizational investment continues to flow into project management certifications like PMI and Prince2, and traditional MBA programs—all teaching an approach with fundamental problems when applied to software. This creates an industry-wide challenge: when CFOs, executives, and business partners all think in project management terms, they literally cannot understand why software needs to work differently. The mental model mismatch isn't just a team problem—it's affecting everyone in the organization and the broader industry. Budget Cycles: The Project Funding Trap "You commit to a scope at the start, when you know the least about what you need to build. The budget runs out exactly when you're starting to understand what users actually need." Project thinking drives project funding: organizations approve a fixed budget (say $2M over 9 months) to deliver specific features. This seems rational and gives finance predictability, but it's completely misaligned with how software creates value. Teams commit to scope when they know the least about what needs building. The budget expires just when they're starting to understand what users actually need. When the "project" ends, the team disbands, taking all their accumulated knowledge with them. Next year, the cycle starts over with a new project, new team, and zero retained context. Meanwhile, the software itself needs continuous evolution, but the funding structure treats it as a series of temporary initiatives with hard stops. The Alternative: Incremental Funding and Real-Time Signals "Instead of approving $2M for 9 months, approve smaller increments—maybe $200K for 6 weeks. Then decide whether to continue based on what you've learned." Software-native organizations fund teams working on products, not projects. This means incremental funding decisions based on learning rather than upfront commitments. Instead of detailed estimates that pretend to predict the future, they use lightweight signals from the NoEstimates approach to detect problems early: Are we delivering value regularly? Are we learning? Are users responding positively? These signals provide more useful information than any Gantt chart. Portfolio managers shift from being "task police" asking "are you on schedule?" to investment curators asking "are we seeing the value we expected? Should we invest more, pivot, or stop?" This mirrors how venture capital works—and software is inherently more like VC than construction. Amazon exemplifies this approach, giving teams continuous funding as long as they're delivering value and learning, with no arbitrary end date to the investment. The Business/IT Separation: A Structural Disaster "'The business' doesn't understand software—and often doesn't want to. They think in terms of features and deadlines, not capabilities and evolution." Project thinking reinforces organizational separation: "the business" defines requirements, "IT" implements them, and project managers coordinate the handoff. This seems logical with clear specialization and defined responsibilities. But it creates a disaster. The business writes requirements documents without understanding what's technically possible or what users actually need. IT receives them, estimates, and builds—but the requirements are usually wrong. By the time IT delivers, the business need has changed, or the software works but doesn't solve the real problem. Sometimes worst of all, it works exactly as specified but nobody wants it. This isn't a communication problem—it's a structural problem created by project thinking. Product Thinking: Starting with Behavior Change "Instead of 'build a new reporting dashboard,' the goal is 'reduce time finance team spends preparing monthly reports from 40 hours to 4 hours.'" Software-native organizations eliminate the business/IT separation by creating product teams focused on outcomes. Using approaches like Impact Mapping, they start with behavior change instead of features. The goal becomes a measurable change in business behavior or performance, not a list of requirements. Teams measure business outcomes, not task completion—tracking whether finance actually spends less time on reports. If the first version doesn't achieve that outcome, they iterate. The "requirement" isn't sacred; the outcome is. "Business" and "IT" collaborate on goals rather than handing off requirements. They're on the same team, working toward the same measurable outcome with no walls to throw things over. Spotify's squad model popularized this approach, with each squad including product managers, designers, and engineers all focused on the same part of the product, all owning the outcome together. Risk Management Theater: The Appearance of Control "Here's the real risk in software: delivering software that nobody wants, and having to maintain it forever." Project thinking creates elaborate risk management processes—steering committees, gate reviews, sign-offs, extensive documentation, and governance frameworks. These create the appearance of managing risk and make everyone feel professional and in control. But paradoxically, the very practices meant to manage risk end up increasing the risk of catastrophic failure. This mirrors Chesterton's Fence paradox. The real risk in software isn't about following the plan—it's delivering software nobody wants and having to maintain it forever. Every line of code becomes a maintenance burden. If it's not delivering value, you're paying the cost forever or paying additional cost to remove it later. Traditional risk management theater doesn't protect against this at all. Gates and approvals just slow you down without validating whether users will actually use what you're building or whether the software creates business value. Agile as Risk Management: Fast Learning Loops "Software-native organizations don't see 'governance' and 'agility' as a tradeoff. Agility IS governance. Fast learning loops ARE how you manage risk." Software-native organizations recognize that agile and product thinking ARE risk management. The fastest way to reduce risk is delivering quickly—getting software in front of real users in production with real data solving real problems, not in demos or staging environments. Teams validate expected value by measuring whether software achieves intended outcomes. Did finance really reduce their reporting time? Did users actually engage with the feature? When something isn't working, teams change it quickly. When it is working, they double down. Either way, they're managing risk through rapid learning. Eric Ries's Lean Startup methodology isn't just for startups—it's fundamentally a software-native management practice. Build-Measure-Learn isn't a nice-to-have; it's how you avoid the catastrophic risk of building the wrong thing. The Risk Management Contrast: Theater vs. Reality "Which approach actually manages risk? The second one validates assumptions quickly and cheaply. The first one maximizes your exposure to building the wrong thing." The contrast between approaches is stark. Risk management theater involves six months of requirements gathering and design, multiple approval gates that claim to prevent risk but actually accumulate it, comprehensive test plans, and a big-bang launch after 12 months. Teams then discover users don't want it—and now they're maintaining unwanted software forever. The agile risk management approach takes two weeks to build a minimal viable feature, ships to a subset of users, measures actual behavior, learns it's not quite right, iterates in another two weeks, validates value before scaling, and only maintains software that's proven valuable. The second approach validates assumptions quickly and cheaply. The first maximizes exposure to building the wrong thing. The Immune System in Action: How Barriers Reinforce Each Other "When you try to 'implement agile' without addressing these structural barriers, the organization's immune system rejects it. Teams might adopt standups and sprints, but nothing fundamental changes." These barriers work together as an immune system defending the status quo. It starts with the project management mindset—the fundamental belief that software is like construction, that we can plan it all upfront, that "done" is a meaningful state. That mindset creates funding models that allocate budgets to temporary projects instead of continuous products, organizational structures that separate "business" from "IT" and treat software as a cost center, and risk management theater that optimizes for appearing in control rather than actually learning. Each barrier reinforces the others. The funding model makes it hard to keep stable product teams. The business/IT separation makes it hard to validate value quickly. The risk theater slows down learning loops. The whole system resists change—even beneficial change—because each part depends on the others. This is why so many "agile transformations" fail: they treat the symptoms (team practices) without addressing the disease (organizational structures built on project thinking). Breaking Free: Seeing the System Clearly "Once you see the system clearly, you can transform it. You now know the root cause, how it manifests, and what the alternatives look like." Understanding these barriers is empowering. It's not that people are stupid or resistant to change—organizations have structural barriers built on a fundamental mental model mismatch. But once you see the system clearly, transformation becomes possible. You now understand the root cause (project management mindset), how it manifests in your organization (funding models, business/IT separation, risk theater), and what the alternatives look like through real examples from companies successfully operating as software-native organizations. The path forward requires addressing the disease, not just the symptoms—transforming the fundamental structures and mental models that shape how your organization approaches software. Recommended Further Reading Vasco's article on 5 examples of software disasters that show we are in the middle of another software crisis NoEstimates movement: Vasco Duarte's work and book Impact Mapping: Gojko Adzic's framework Lean Startup: Eric Ries, "The Lean Startup" Outcome-based funding model Spotify squad model: Henrik Kniberg's materials Chesterton's fence paradox About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

In this episode, Peter gives various exciting updates on the organization and the future. We also further our series on need, speaking to the place of belonging with a reading of an essay on formation and discipleship.

Nick Musica was running a CBD publisher when Google's May 2019 algorithm update wiped his traffic overnight—dropping from page 1 to oblivion. With four weeks until he'd need to fire his entire team, he made a decision that would never make it into a Harvard Business Review case study: quit with zero contracts lined up and figure it out as he went.AEO vs SEO: The Numbers Don't LieWhen answer engines drive 1% of traffic and traditional search drives 16%, where should your budget actually go? Nick dismantles the AEO hype with real traffic data and marketing mix strategy.The "Zero Contracts" Launch StrategyHow quitting his job with literally no clients lined up led to 60 billable hours per week within two weeks. His entire business plan: "I'm going to make this work."When SEO Becomes Your Business Model (The Risk)Why affiliate sites and publishers live and die by algorithm updates, and how to build a more resilient business that uses SEO as a channel, not a crutch.AI Content's Fatal FlawThe "vanilla problem" with AI-generated content and why it's creating a race to mediocrity in search results. Spoiler: Google can detect patterns.From SEO Consultant to Executive CoachThe Harrison Assessment revelation that changed everything, and why most "SEO problems" are actually organizational dysfunction in disguise.Nick's Website: https://nickmusica.comWebsite: https://jayhunt.socialAmplify Your Brand Community: https://www.skool.com/aybInstagram: @jayhuntofficialLinkedIn: /socialmediaspeakerTikTok: @jayhuntofficial

How should Christian faith shape work in an era of pluralism, fear, and systemic inequality? Sociologist Elaine Howard Ecklund (Rice University) is presenting new insights for faith at work through data, theology, and lived experience. "People love to talk about individual ethics … but what was really hard for them to think about was, what would it mean to make our workplace better as a whole?" In this episode, Ecklund joins Mark Labberton to reflect on moving from individual morality toward systemic responsibility, dignity, and other-centred Christian witness at work. Together they discuss faith and work, the gender and race gaps created by systemic injustice, fear and power, religious diversity, rest and human limits, gender and racial marginalization, and the cost of a credible Christian witness. Episode Highlights "People love to talk about individual ethics." "What would it mean to make our workplace better as a whole?" "People are much more apt to take us seriously if we first take them seriously." "Suppression of faith in particular is not the answer." "God is God and I am not." About Elaine Howard Ecklund Elaine Howard Ecklund is professor of sociology at Rice University and director of the Boniuk Institute for the Study and Advancement of Religious Tolerance. She is a leading sociologist of religion, science, and work whose research examines how faith operates in professional and institutional life. Ecklund has led large-scale empirical studies on religion in workplaces and scientific communities, supported by the National Science Foundation, Templeton Foundation, and Lilly Endowment. She is the author or co-author of several influential books, including Working for Better, Why Science and Faith Need Each Other, and Science vs. Religion. Her work informs academic, ecclesial, and public conversations about pluralism, justice, and moral formation in modern society. Learn more and follow at https://www.elaineecklund.com and https://twitter.com/elaineecklund Helpful Links And Resources Working for Better (IVP): https://www.ivpress.com/working-for-better Why Science and Faith Need Each Other (IVP): https://www.ivpress.com/why-science-and-faith-need-each-other Elaine Howard Ecklund website: https://www.elaineecklund.com Rice University Boniuk Institute: https://boniuk.rice.edu Conversing with Mark Labberton: https://comment.org/conversing Show Notes Sociological study of religion, work, and group behavior Christian faith taken seriously at personal and academic levels Ecklund's former research focus on science as a workplace environment Expanding faith-at-work research beyond scientific communities Compartmentalized Christian faith and the fear of offending colleagues Friendship and collaboration emerging from leadership retreats Large-scale data-driven study on religion in changing workplaces Religious pluralism at work and changing workplace demographics Writing for Christian audiences shaped by empirical research From individual ethics toward systemic responsibility at work "People love to talk about individual ethics." Systemic injustice blind spots Moral shorthand focused on time sheets and office supplies Organizational leadership and culture change Difficulty imagining organizational or structural workplace change Fear of retaliation when confronting unjust systems Responsibility for workplace realities Power underestimated by those holding leadership positions Costly examples of speaking up against workplace injustice Christian fear of marginalization in pluralistic environments Suppression of religious expression as common workplace response Suppression versus accommodation: "Suppression of faith in particular is not the answer." Religious diversity as unavoidable reality of modern work Other-centered faith rooted in dignity of every person Imago Dei shaping engagement across religious difference "People are much more apt to take us seriously if we first take them seriously." Racialized religious minorities: the double marginalization of racial minorities of faith Gender inequity and underexamined workplace power dynamics Faith-based employee groups Fear masquerading as anger in cultural and religious conflict Workplaces as rare spaces for meaningful civic encounter Justice beyond activism Rest as theological foundation for justice and leadership Limits, Sabbath, and resisting productivity as ultimate value "God is God and I am not." Human limits in leadership Production Credits Conversing is produced and distributed in partnership with Comment magazine and Fuller Seminary. #FaithAndWork #ElaineHowardEcklund #ChristianEthics #WorkplaceJustice #ReligiousPluralism #RestAndFaith

If you're a leader in game dev who feels stuck, there is a path forward that levels up your leadership and accelerates your team, game, and career. Sign up here to learn more: https://forms.gle/nqRTUvgFrtdYuCbr6 You're doing the work, fighting for your team, but your ideas stall in meetings and people with less context somehow have more influence than you. It can feel like the only way to win is to become the political operator you hate. In this episode, Ben breaks down the simple, three-part system for influence—the Influence Trifecta—so you can drive change for your team and career without selling your soul. Organizational influence is not just about who's right or what's logical; it's about understanding the social fabric of your organization. What You'll Learn in This Episode: What influence without authority looks like Why trust is so important to your long-term success Why being "right but not helpful" stalls careers What to watch for so you don't become the "political animal" You're always playing politics. If you choose not to play, you cap your influence and allow others to set the direction. Learn how to deliberately build influence for the benefit of your game, your team, and your own advancement in an ethical way. Connect with us:

The Sherwood Rangers Yeomanry: From Weekend Soldiers to Tank Veterans — James Holland — Hollandintroduces the Sherwood Rangers Yeomanry, a British "National Guard"-equivalent cavalry regiment that underwent radical organizational transformation during World War II, transitioning from horse-mounted cavalry operations to mechanized armored tank warfare. Holland highlights officer Stanley Christopherson as exemplifying the regiment's evolution from weekend military enthusiasts into battle-hardened combat veterans through intensive operational experience in North Africa. Holland documents that the regiment systematically acquired vital all-arms combat coordination expertise, integrating tank, infantry, and artillery operations during the North African campaign, establishing tactical proficiency essential for the D-Day invasion and subsequent continental operations.

Have you ever thought of your professional life as a series of highways and backroads, and wondered how to navigate? On this show, Sam Passey, Associate Dean of Library Services at Colorado Mountain College, shares his model for navigating organizational stoplights and roundabouts to better avoid congestion and ensure smooth progress.

The talent market has shifted in ways that make hiring harder for early-stage teams. In this episode, Melissa Kwan and Lloyed Lobo talk about why salaries jumped, why interviews often look better than the work that follows, and how these gaps slow companies down.They share what they've learned from hiring mistakes, how expectations changed after the unicorn wave, and what founders should pay attention to when building teams that can actually deliver.TIMESTAMPS:00:56 The current state of the talent market02:24 Gaps between interviews and actual performance07:22 Compensation expectations vs. capabilities21:23 Organizational impact of early mis-hires34:24 Building a team that delivers consistently45:03 Hiring for trajectory, not tenureLloyed Lobo:- LinkedIn: https://linkedin.com/in/lloyedlobo- Instagram: https://instagram.com/lloyedlobo

Send us a textDr. Joel Rothaizer is a psychologist, executive coach, organizational consultant and leadership development specialist. He's Board Certified in Organizational & Business Consulting Psychology, and a Master Certified Coach through the International Coaching Federation. His book on leadership, called Clear Impact, has been strongly endorsed by Ken Wilber. The head of Integral Zen calls it the most integral book on leadership he's ever read.A  Few Quotes From This Episode“Helping leaders see the logical next step is the easy part. Helping them see why they do not take it is the art.”“Whatever you are biased toward, you lose the value of it when you over-privilege it.”“Everything goes better as a polarity. There is not a single value you can come up with that is not better understood as a polarity.”“People will integrate a tool at the level of complexity they live at.”“A polarity map is inherently developmentally energizing. It temporarily helps people think at a higher level than they would on their own.”Resources Mentioned in This EpisodeBook: Clear Impact by Dr. Joel RothaizerArticle: Guaranteed to Optimize Your Leadership Effectiveness in Minutes a Day by Dr. Joel RothaizerArticle: The Wake I Leave by Dr. Joel Rothaizer Article: Co-Responsibility: The Essential Foundation for Effective Performance Collaboration by Dr. Joel RothaizerArticle: Organizational Leader: Do You Really “Think Systems”?Book: Cloudless Mind: Conversations on Buddhahood by Dan BrownAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. About  Scott J. AllenWebsiteWeekly Newsletter: Practical Wisdom for LeadersMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspec ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.

In this episode, Melissa breaks down one of the most misunderstood concepts in small business growth: organizational design. If you've ever wondered why your team feels stretched thin, why certain roles aren't “working out,” or why it's so hard to hire strategically this conversation is your roadmap.Small businesses often grow faster than their internal structures, and that leads to confusion, overwhelm, and poor decision-making. Using examples from corporate America, real client scenarios, and her extensive hiring and organizational design experience, Melissa explains how to build a team intentionally instead of reactively.What You'll LearnWhy every business, no matter the industry, has the same core functionsThe difference between generalists and specialistsThe real reason your operations manager is “struggling”How organizational hierarchy actually worksWhy your business may need leaders more than doers as you growThe myth of promoting from withinWhy you, the owner, cannot be your team's only teacher If you aren't certain what roles your business needs:

The post Nicole Radziwill on organizational consciousness, reimagining work, reducing collaboration barriers, and GenAI for teams (AC Ep26) appeared first on Humans + AI.

Jacob Andra, CEO of Talbot West, joins to discuss the urgent imperative for companies to move beyond siloed, ad hoc growth and embrace an integrated, tech-forward future. What you will learn in this episode: Why "total organizational intelligence" is a survival imperative for the modern enterprise How orchestrating your data across the organization is a huge unlock for immediate revenue opportunities The most common and foundational AI use case: standardized knowledge management powered by large language models How to build a clear, defensible AI roadmap to avoid "AI washing" and drive real, long-term impact Beyond large language models: Using advanced machine learning for complex optimization  Find past conversations at workiva.com/podcast/the-pre-read. Subscribe to catch all our upcoming episodes. #Leadership #FinancePodcast #AITransformation #OrganizationalIntelligence 

In this conversation, Community Cats Podcast host Stacy LeBaron unpacks her decades of nonprofit leadership, using the lens of animal welfare to illustrate how organizations evolve from scrappy, all-hands-on-deck startups into strategically focused, governance-driven institutions. Drawing on her experience mentoring 80+ organizations and running a successful feline rescue nonprofit, Stacy explains the realities of cat overpopulation, the challenge of transitioning boards from operational to governance roles, the complications of hiring an executive director, and the tensions that arise when long-time board members struggle to relinquish hands-on duties. She highlights the importance of clear communication, strong leadership structures, and succession planning as nonprofits mature, and underscores how internal dynamics, not funding alone, ultimately determine organizational stability. Key Takeaways The Community Cats Podcast focuses on turning passion for cats into community action, with an emphasis on reducing cat overpopulation and improving access to affordable spay/neuter services. Stacy created the Catmobile, a mobile spay/neuter clinic, as a scalable solution that transformed Massachusetts' cat population management. An “adolescent nonprofit” is one shifting from reactive habits to strategic planning, typically when boards begin moving from operational involvement toward governance. Operational boards often mix volunteer duties with oversight, creating confusion—especially when staff are hired for roles board members still want to perform. Transitioning to a true governance board requires clarity, transparency, and sometimes a dramatic reshaping of board membership; Stacy's board shrank from 22 to 11 in one day. Healthy board–executive director relationships depend on communication structures that prevent bottlenecks while preserving accountability. Hiring a first executive director often raises questions about financial sustainability and fundraising responsibilities; expectations must be explicitly discussed during recruitment. It can take three to five years for a new executive director to fully hit stride and begin delivering significant programmatic and fundraising growth. Mature boards come in different forms—some are ED-led, some are institutionalized—but all require succession planning to prevent stagnation or collapse. Organizational maturity is defined less by funding levels and more by leadership stability, role clarity, and the ability to function smoothly despite staff or board turnover. e welcome support of the Nonprofit SnapCast via Patreon. We welcome your questions and feedback via The Nonprofit SnapCast website. Learn more about Nonprofit Snapshot's consulting services.

Many leaders in the healthcare system and academic medicine, by default, manage their day through transactional leadership. However, as we learn in this week's episode of the Faculty Factory Podcast, there may be a better way. We are thrilled to welcome Martin Zeier, MD, visiting us from Germany this week on the podcast to discuss transformational leadership. Dr. Zeier leads the Division of Nephrology at the University of Heidelberg in Germany. He recently traveled to the United States and attended the Annual Meeting of the American Society of Nephrology, which took place in Houston. You can learn more about the University of Heidelberg here: https://www.nierenzentrum-heidelberg.com Transformational leadership helps us build trust between one another, which is one of its core principles and plays a key role in mentoring the next generation of leaders. This leadership style can strengthen our teams to advance our institutions and the missions we serve. It also challenges us to lead through intellectual stimulation, because academic professionals are not at their best without the opportunity for growth. “I have always been curious about how I could build and enhance teams and how I could improve as a medical professional and leader,” Dr. Zeier stated at the interview's outset. His own intellectual curiosity over the years served as an impetus for him to study organizational psychology in his advanced studies, as he also shared with us. Learn more about the Faculty Factory: https://facultyfactory.org/ 

This installment of TMTO reports on a 2025 mission trip to Kenya by the Qumran Family Foundation (QFF), focusing on supporting widows and orphans through literacy and empowerment programs. It details the ministry's work, challenges faced, accomplishments, and future plans. ·       Ministry focus on Kenyan widows and orphans: QFF aims to break the cycle of poverty by providing literacy education and business/job skills to widows and supporting orphans lacking basic subsistence and educational opportunities. Kenyan widows face social isolation, abuse, and financial struggles, compounded by cultural restrictions and lack of government support. ·       Biblical foundation for the mission: The ministry is grounded in Torah commandments to care for widows and orphans, citing multiple scriptural references emphasizing justice, provision, and honor toward these groups. ·       Trip logistics and locations: The mission trip was planned starting December 2024, with travel from August 24 to November 20, 2025. Activities took place in Nairobi, Migori, Kehancha, and Kisii. ·       Organizational milestones: QFF became a registered non-profit/NGO in Kenya with an official tax identification (KRA PIN) in August 2025, enabling legal operations. ·       Educational achievements: Forty-one widows graduated from the basic literacy course with a formal ceremony in September 2025. A new widows' school was opened in Kisii with 16-20 students, and the Kehancha school relocated to begin Phase 2 classes teaching business and job skills to graduates. ·       Ministry outreach and baptisms: The team delivered the Gospel to Kuria Family Care Messianic Assembly, supporting 25 fatherless children, and baptized eight individuals including the pastor in November 2025. ·       Staffing and facilities: QFF opened an office in Migori Town in November 2025, employing four teachers, an office manager, and an operations assistant to support ongoing programs. ·       Challenges faced: The ministry encountered political unrest, widespread corruption, and the strong presence of Islam in Kenya, alongside spiritual opposition, requiring reliance on faith and careful verification in operations. ·       Future needs and plans: QFF seeks funding for teachers, classrooms in Kisumu and Migori, a vehicle, support for Kuria Care orphans and widows, and ongoing operational costs. Planned 2026 goals include expanding literacy classes, graduating new classes, and continuing mission trips. Donations and support are encouraged via qumranfamilyfoundation.org.

In this episode, Professor Mouse and the Cosmologist discuss hyper-local politics and being volunteer board members. 

The Kewanee City Council meeting began with a public hearing focused on the Source Water Improvement Project and lead service line replacement, aiming to ensure safer drinking water. Deputy Assessor Jennifer Prescott is set to provide insights into Equalized Assessed Value changes. On zoning matters, variances and special use permits for local properties will be considered. The council will vote on supplier agreements, including fuel for city vehicles, and address tax abatements related to major bond debts. Additional resolutions include authorizing city officials for financial transactions, appointing an IMRF agent, and setting next year's council meeting calendar. Organizational, procurement, and environmental policy updates are also on the discussion list.

What's stopping legacy companies from becoming the next Airbnb or Amazon—and how can they unlock platform thinking to transform their assets into thriving ecosystems? Dive into how established organizations can use the “Digital Phoenix” effect to fuel innovation, leverage their existing advantages, and reshape value creation with cutting-edge insights from the world of platforms. Topics covered: Platform business models and value creationPlatform thinking vs. traditional business models The “Digital Phoenix” effect and leveraging idle assets Case studies: Telepass, EasyPark, airports, and Chipotle Overcoming barriers to platform transformation Internal platforms and cross-functional collaboration The impact of AI and generative AI on organizations Employee engagement and organizational change Shifting from customer-centricity to value architecture Scaling, flexibility, and regeneration benefits of platforms Connect with Daniel & Tommaso:Website: PlatformThinking.EULinkedIn: Daniel Trabucchi // Tommaso Buganza Episode Chapters00:00:05 – Introduction and welcome 00:00:33 – The rise of platform companies and industries reshaped 00:01:38 – AI's role in internal platforms and collaboration 00:02:02 – Guests' background and partnership 00:02:29 – The Digital Phoenix Effect and business transformation 00:04:16 – The Phoenix analogy and legacy company opportunities 00:04:43 – Telepass case study: from legacy to platform 00:05:58 – Overcoming the chicken-and-egg problem 00:07:39 – Idle assets: a startup advantage for legacy firms 00:08:47 – Defining platforms: do both sides need to be tech-centric? 00:09:18 – Types of users and value creation differences 00:10:09 – Legacy firms, tech, and two-sided value 00:12:36 – Nontraditional examples: airports and value creation 00:14:12 – Chipotle's farmer market: a pandemic case 00:17:11 – Mindset shifts: sustainability, regeneration, and platform transformation 00:19:09 – Barriers to platform adoption: mindset, complexity, and value 00:23:57 – From customer shoes to value architect's perspective 00:25:10 – Reshaping organizations: multiple customer mindsets 00:27:23 – Common worries of business leaders 00:29:41 – Benefits for companies making the leap 00:33:25 – Organizational change and employee engagement 00:34:14 – Leading innovation and internal platform value 00:36:12 – Creating a win-win within organizations 00:38:26 – AI's evolving role in platform thinking 00:40:57 – Internal collaboration and GenAI's sliding doors 00:42:49 – Where to find the guests and resources 00:44:03 – Show credits and closing

Our loyal listeners call in from all over the globe to vent their frustration with the continued dysfunction of the Las Vegas Raiders organization. From the coaching to staff to owner Mark Davis, Raider Nation just wants to know who's in charge! To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

The Raiders fall to 2-10 and Raider Nation has officially had enough. Scott Gulbransen & Moe Moton go nuclear on the dysfunction, Pete Carroll's hot seat, and why this franchise is lost until they pick ONE voice at the top. 00:00 – Cold open: 10 straight division losses 02:23 – The ONE positive: Brock Bowers finally used in the red zone 04:35 – Caleb Rogers > the vets? PFF says YES (and Pete still won't start him) 06:00 – O-line still trash, DJ Glaze truthers in shambles 09:20 – Greedy Vance promoted, Darnay Holmes finally benched 11:20 – Has the locker room quit? (Spoiler: not yet… but it's coming) 14:50 – Former Raiders thriving elsewhere = ultimate indictment 46:00 – Caller: “We need a Silkwood shower for this entire org” 52:00 – Who's really in charge? Tom Brady? Spytek? Mark Davis? Nobody knows 59:20 – Madden therapy: How to fix the Raiders in one offseason Pete Carroll is officially on the hot seat. Like & subscribe for weekly Raiders rants!

Send us a textDr. Joel Rothaizer is a psychologist, executive coach, organizational consultant and leadership development specialist. He's Board Certified in Organizational & Business Consulting Psychology, and a Master Certified Coach through the International Coaching Federation. His book on leadership, called Clear Impact, has been strongly endorsed by Ken Wilber. The head of Integral Zen calls it the most integral book on leadership he's ever read.A  Few Quotes From This Episode“You leave a wake in every interaction. The real question is not just what kind of wake you left, but whether you even noticed.”“Thirty seconds before every conversation, set a task goal and a people goal. That one habit can catapult your leadership capacity.”“Performance isn't about you or me — it's about how we're doing together. Start a performance conversation with that and everything shifts.”Resources Mentioned in This EpisodeBook: Clear Impact by Dr. Joel RothaizerArticle: Guaranteed to Optimize Your Leadership Effectiveness in Minutes a Day by Dr. Joel RothaizerArticle: The Wake I Leave by Dr. Joel Rothaizer Article: Co-Responsibility: The Essential Foundation for Effective Performance Collaboration by Dr. Joel RothaizerArticle: Organizational Leader: Do You Really “Think Systems”?Book: Cloudless Mind: Conversations on Buddhahood by Dan BrownTed Talk: Everyday Leadership by Drew DudleyAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. About  Scott J. AllenWebsiteWeekly Newsletter: Practical Wisdom for LeadersMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and explorati ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.

What if the hardest part of reliability has nothing to do with tooling or automation? Jennifer Petoff explains why real reliability comes from the human workflows wrapped around the engineering work.Everyone seems to think AI will automate reliability away. I keep hearing the same story: “Our tooling will catch it.” “Copilots will reduce operational load.” “Automation will mitigate incidents before they happen.”But here's a hard truth to swallow: AI only automates the mechanical parts of reliability — the machine in the machine.The hard parts haven't changed at all.You still need teams with clarity on system boundaries.You still need consistent approaches to resolution.You still need postmortems that drive learning rather than blame.AI doesn't fix any of that. If anything, it exposes every organizational gap we've been ignoring. And that's exactly why I wanted today's guest on.Jennifer Petoff is Director of Program  Management for Google Cloud Platform and Technical Infrastructure education. Every day, she works with SREs at Google, as well as with SREs at other companies through her public speaking and Google Cloud Customer engagements.Even if you have never touched GCP, you have still been influenced by her work at some point in your SRE career. She is co-editor of Google's original Site Reliability Engineering book from 2016. Yeah, that one!It was my immense pleasure to have her join me to discuss the internal dynamics behind successful reliability initiatives. Here are 5 highlights from our talk:3 issues stifling individual SREs' workTo start, I wanted to know from Jennifer the kinds of challenges she has seen individual SREs face when attempting to introduce or reinforce reliability improvements within their teams or the broader organization.She categorized these challenges into 3 main categories* Cultural issues (with a look into Westrum's typology of organizational culture)* Insufficient buy-in from stakeholders* Inability to communicate the value of reliability workOrganizations with generative cultures have 30% better organizational performance.A key highlight from this topic came from her look at DORA research, an annual survey of thousands of tech professionals and the research upon which the book Accelerate is based.It showed that organizations with generative cultures have 30% better organizational performance. In other words, you can have the best technology, tools, and processes to get good results, but culture further raises the bar. A generative culture also makes it easier to implement the more technical aspects of DevOps or SRE that are associated with improved organizational performance.Hands-on is the best kind of trainingWe then explored structured approaches that ensure consistency, build capability, and deliberately shape reliability culture. As they say – Culture eats strategy for breakfast!One key example Jennifer gave was the hands-on approach they take at Google. She believes that adults learn by doing. In other words, SREs gain confidence by doing hands-on work. Where possible, training programs should move away from passive listening to lectures toward hands-on exercises that mimic real SRE work, especially troubleshooting.One specific exercise that Google has built internally is Simulating Production Breakages. Engineers undergoing that training have a chance to troubleshoot a real system built for this purpose in a safe environment. The results have been profound, with a tremendous amount of confidence that Jennifer's team saw in survey results. This confidence is focused on job-related behaviors, which when repeated over time reinforce that culture of reliability.Reliability is mandatory for everybodyAnother thing Jennifer told me Google did differently was making reliability a mandatory part of every engineer's curriculum, not only SREs.When we first spun up the SRE Education team, our focus was squarely on our SREs. However, that's like preaching to the choir. SREs are usually bought into reliability. A few years in, our leadership was interested in propagating the reliability-focused culture of SRE to all of Google's development teams, a challenge an order of magnitude greater than training SREs. How did they achieve this mandate?* They developed a short and engaging (and mandatory) production safety training* That training has now been taken by tens of thousands of Googlers* Jennifer attributes this initiative's success to how they“SRE'ed the program”. “We ran a canary followed by a progressive roll-out. We instituted monitoring and set up feedback loops so that we could learn and drive continuous improvement.”The result of this massive effort? A very respectable 80%+ net promoter score with open text feedback: “best required training ever.”What made this program successful is that Jennifer and her team SRE'd its design and iterative improvement. You can learn more about “How to SRE anything” (from work to life) using her rubric: https://www.reliablepgm.com/how-to-sre-anything/Reliability gets rewarded just like feature workJennifer then talked about how Google mitigates a risk that I think every reliability engineer wishes could be solved at their organization. That is, having great reliability work rewarded at the same level as great feature work.For development and operations teams alike at Google, this means making sure “grungy work” like tech debt reduction, automation, and other activities that improve reliability are rewarded equally to shiny new product features. Organizational reward programs that recognize outstanding work typically have committees. These committees not only look for excellent feature development work, but also reward and celebrate foundational activities that improve reliability. This is explicitly built into the rubric for judging award submissions.Keep a scorecard of reliability performanceJennifer gave another example of how Google judges reliability performance, but more specifically for SRE teams this time. Google's Production Excellence (ProdEx) program was created in 2015 to assess and improve production excellence (aka reliability improvements) across SRE teams.ProdEx acts like a central scorecard to aggregate metrics from various production health domains to provide a comprehensive overview of an SRE team's health and the reliability of the services they manage. Here are some specifics from the program:* Domains include SLOs, on-call workload, alerting quality, and postmortem discipline* Reviews are conducted live every few quarters by senior SREs (directors or principal engineers) who are not part of the team's direct leadership* There is a focus on coaching and accountability without shame (to elicit psychological safety)ProdEx serves various levels of the SRE organization through:* providing strategic situational awareness regarding organizational and system health to leadership and* keeping forward momentum around reliability and surfacing team-level issues early to support engineers in addressing themWrapping upHaving an inside view of reliability mechanisms within a few large organizations, I know that few are actively doing all — or sometimes any — of the reliability enhancers that Google uses and Jennifer has graciously shared with us. It's time to get the ball rolling. What will you do today to make it happen? This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit read.srepath.com

Andy and Randy talk about the frustrations of the fans right now as the Falcons are headed towards another losing season and who they blame for it all

Ray Chung grew up in a faithful Christian home in Malaysia, watching both sides of his family run businesses that shaped the fabric of their communities. Even as a kid, he sensed that business carried real power, but it wasn't until his own encounter with deeper faith that he began wrestling with how work, calling, and impact could fit together. College only fanned that flame, awakening a vision for business as a living witness to the Gospel. Years later, Ray would spend significant time with HOPE International, where a healthy, Christ-centered culture left a lasting mark on him. For more than twenty years, he has been helping leaders and teams reorient their hearts toward the way of Jesus. Now a senior consultant with Rising Sun Consultants, Ray walks alongside organizations as they build cultures formed by servant leadership and spiritual maturity. Then in 2021, Ray faced a radically personal invitation to generosity when he sensed God asking him to give one of his kidneys. His story is full of wisdom on surrender, Christlike culture, and what it means to faithfully steward the life God has given you. Major Topics Include: The theology of work An example of a healthy organizational culture Why an organization's culture is important Words of wisdom about the non-profit model Assessing an organization's board, leadership, and financials The five elements of servant-leadership Prioritizing intimacy with God as a busy leader Practical tips for spiritual rest Being called to give his kidney Stewarding your story, experience, and relationships in a way the points others to Jesus QUOTES TO REMEMBER “Work is a channel of grace to display the glory of God in meeting needs, ours and our neighbors, as we generate resources that can be shared in the redemptive work of the Gospel.” “Business can be a powerful force for God's transformation” “God has been at work in these communities long before we show up.” “Organizational culture is really hard to fake long term.” “Culture requires intentionality and accountability.” “Do I believe that the more I work, the more I can advance the mission? Or do I really think that God is at work here?” “Sometimes we need to remember how to be a human being rather than a human doing. I try to give myself permission to be about more than work.” “I used to believe the lie that I am what I perform. But I'm learning to believe the truth that I am loved by the Creator and that alone is enough.” “Our life is not our own when we are surrendered to God.” LINKS FROM THE SHOW Hope International (see our interview with founder, Jeff Rutt or CEO, Peter Greer) Jesse Casler (see our past interview here) Lead with Prayer by Ryan Skoog, Peter Greer, and Cameron Doolittle (see our interview with the authors here) Practicing the Way by John Mark Comer The Ruthless Elimination of Hurry by John Mark Comer Lectio 365 App Caleb Breakey, founder of Renown Publishing (see our past interview here) Kate Gardner, co-host of the Ascendants Podcast and co-founder of Magnify (see our past interview here) Alan Barnhart (see our past interview here) Julie Wilson, President of Women Doing Well (see our past interview here) Dana and Bill Wichterman (see our past interview here) The Finish Line Community Facebook Group The Finish Line Community LinkedIn Group BIBLE REFERENCES FROM THE SHOW Psalm 46:10 | Be Still   Be still, and know that I am God. I will be exalted among the nations, I will be exalted in the earth!   Luke 3:11 | Share What You Have   And he answered them, “Whoever has two tunics is to share with him who has none, and whoever has food is to do likewise.”   John 13:35 | Love One Another   By this all people will know that you are my disciples, if you have love for one another.   Ephesians 3:20 | More than We Can Think to Ask   Now to him who is able to do far more abundantly than all that we ask or think, according to the power at work within us, WE WANT TO HEAR FROM YOU! If you have a thought about something you heard, or a story to share, please reach out! You can find us on Instagram, Facebook, and LinkedIn. You can also contact us directly from our contact page. If you want to engage with the Finish Line Community, check out our groups on Facebookand LinkedIn.

On this week's episode we discuss. ​If the Lakers have the best Big 3 in the NBA?​The Lakers new organizational changes.​The Lakers NBA Cup dominance. Instagram: @MatterOfStatsPodcastX: @MatterOfStatsPYouTube: youtube.com/@matterofstatspodcastAudio/Video producer: instagram.com/KaliBeezy714Intro & Outro Music Produced by Double A for B.K.E.Sound effects courtesy of: Pixabay / Universfield via Pixabay.com

Feeling Stuck? Build Your Future Self Now! Book discussion based on Dr. Benjamin Hardy's Book Be Your Future Self Now: The Science of Intentional Transformation.   Organizational psychologist and 2x New York Times bestselling author Dr. Benjamin Hardy reveals why your FUTURE SELF is the real driver of your present actions — not your past — and exactly how to step into that version of you starting today.   If you've ever felt stuck, unmotivated, or like you're on a hamster wheel, this episode will give you the breakthrough:   • The 7 hidden threats that keep 99% of people disconnected from their future self • Why “hope” is the #1 predictor of success (and how to activate it instantly) • The Pygmalion Effect: raise your expectations → 37%+ performance increase • How to make discipline automatic by bonding with your future self • The one question that 10x's your motivation and decision-making today • Escape the “urgent but unimportant” trap forever • Why NOT trying is the only true failure (and how to force growth instead)   Tim Staton, Bobbie Felder, and Pam Koppelmann unpack Dr. Benjamin Hardy's blockbuster book “Be Your Future Self Now” with raw military, leadership, and real-life stories that hit hard.   Stop drifting. Start building the version of you that already exists.   Connect with Tim: Website: timstatingtheobvious.com Facebook - https://www.facebook.coma/timstatingtheobvious Youtube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw Instagram: @TimStating Tiktok: @timstatingtheobvious LinkedIn: https://www.linkedin.com/in/tim-staton-04b41a271/ Enroll in the Leadership Course: https://themanyhatsofleadership.learnworlds.com/course/the-edge-mindset

Host Sera Evcimen welcomes Kristen Edwards, CTO and co-founder of Pensa Technologies and PhD candidate at MIT, for a deep dive into the intersection of artificial intelligence and hardware engineering. Kristen shares her expertise on AI-driven solutions for manufacturing, the challenges of integrating AI into engineering workflows, and the future of design and manufacturing.Key Topics Covered:Kristen's background: AI, engineering, and manufacturing research at MIT and Pensa Technologies.The evolving role of AI in engineering: from automating tedious tasks to enabling new forms of design iteration and optimization.Trust and explainability in AI: When to trust AI outputs, the importance of data governance, and the need for human oversight.Data privacy and security: Foundation models, federated learning, and inference-time techniques for protecting intellectual property.The gap between academic research and industry application: Real-world constraints, manufacturing realities, and the importance of context.Organizational and social challenges: Why successful AI adoption requires both technical and cultural change.Exciting AI tools and companies: From generative CAD to defect detection in manufacturing, including shoutouts to Onshape, 1000 Kelvin, and Bucket Robotics.White spaces and future opportunities: Design-manufacturing interfaces, spatial reasoning, and capturing engineering intuition.Lightning round: The future of engineering jobs, the irreplaceable value of human creativity and empathy, and the importance of adapting to new technologies.Actionable Takeaways:Track not just engineering decisions, but the reasoning behind them, this is key for effective AI integration.Data management is foundational: Know where your data lives, how it's labeled, and how it can be used to train or inform AI.Embrace AI as a “co-pilot” to augment, not replace, human expertise, especially for creative and high-consequence tasks.Be proactive about upskilling and adapting to new tools; engineers who leverage AI will have a competitive edge.The hardware world is full of opportunities for software talent, collaboration is needed to drive the next wave of innovation.Sponsors & Resources:Onshape: Cloud-native product development platform. Apply for the Onshape Startup Program at onshape.pro/thebuildercircle.Jiga: Direct access to vetted manufacturers for reliable hardware sourcing. Learn more at jiga.io.Companies mentioned: 1000 Kelvin (AI for metal additive manufacturing), Bucket Robotics (AI for defect detection), Auto PCB (automated PCB design), Monolith (AI for test data analysis).Connect & Learn More:Follow the show's Substack for hardware tools, frameworks, and tips.Reach out to thebuildercircle@pratikdev.com if you have problems or ideas there are innovators ready to help!Music by: Tom StokeDISCLAIMER "The Builder Circle” and “Pratik Development LLC” are independent and not affiliated with or endorsed by any other company. All views expressed are solely those of the guests. Content is for informational purposes only and does not constitute legal, financial, or any professional advice. Listeners are responsible for their own decisions and should consult qualified professionals. By listening, you agree we are not liable for any outcomes.

PREVIEW — David Daoud — Hezbollah leadership recovery and new leader analysis. Following the loss of key leaders who possessed decades of organizational experience and doctrine, Hezbollah faces significant structural challenges. The group, described as a large, well-armed organization, is currently "laying low." The current leader, Naim Kassem, characterized as quiet and bookish, appears well-suited for this moment, as Hezbollah requires a low profile and must avoid appearing weakened.

Consistent practices keep the organizational flywheel spinning, and one practice is essential, especially during the holidays: gratitude.In this episode, Dr. Janet Pilcher explains how intentional appreciation connects people back to the core values of purpose and worthwhile work. Listen to learn how to connect an individual's specific behavior to its organizational impact, sending a clear message of "what right looks like" and strengthening the bond with your school community.Recommended Resources:  Creating the Momentum to Achieve Organizational Excellence in Education Systems, How Gratitude Builds Great TeamsFollow Host Dr. Janet Pilcher on LinkedIn: https://www.linkedin.com/in/janetpilcher/

Organizational and community development consultant Sarah Phelps recognized early in life that she was neurodivergent and very very smart. Influenced by her experiences from the rural midwestern town of her upbringing to time in France, India, China and more, Phelps has become a champion for people thriving, bringing a deep care for community at every opportunity.With an IQ over 160, Sarah Phelps is smart. She is a facilitator, strategist, and community builder who helps organizations weave wellbeing, equity, and innovation into the everyday realities of learning, leadership development, and culture change. Drawing on more than 20 years of nonprofit and corporate experience in strategic HR and organizational development, she's known for identifying solutions that stick. Phelps has consulted with values-driven organizations nationwide—including OutNebraska and Inclusive Communities—to cultivate inclusive, mission-aligned teams and brave, growth-oriented conversations. She is the founder of the Emerging Speakers Institute, co-founder of Leaders for Equity, Allyship and Diversity, a speaker with Hummingbird Humanity, and Board President of Umbrella US, where she champions neurodivergent and LGBTQ thriving. A voracious reader, gardener, and singer, Phelps brings curiosity, creativity, and deep care for community to every room she's in.********************Today's show and others are supported by the generous membership of Amy and Tom Trenolone.*Bonus content* for Lives members only features exclusive content and more. Find a Lives membership tier that fits you - support link here.

92.3 The Fan's own Daryl Ruiter joins Ken Carman and Anthony Lima to go over the latest on the Cleveland Browns, after their Sunday loss to the Baltimore Ravens.

Alidad Hamidi: The Tax Agile Teams Pay for Organizational Standards Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "If you set targets for people, they will achieve the target, even if that means destroying the system around them." - W. Edwards Deming (quoted by Alidad)   The tension is familiar to every Scrum Master working in large organizations: leadership demands standard operating models, flow time metrics below specific numbers, and reporting structures that fit neat boxes. Meanwhile, teams struggle under the weight of context-insensitive measurements that ignore the nuanced reality of their work. Alidad faces this challenge daily—creating balance between organizational demands and what teams actually need to transform and thrive.   His approach starts with a simple but powerful question to leaders: "What is it that you want to achieve with these metrics?" Going beyond corporate-speak to have real conversations reveals that most leaders want outcomes, not just numbers. Alidad then involves teams in defining strategies to achieve those outcomes, framing metrics as "the tax we pay" or "the license to play." When teams understand the intent and participate in the strategy, something surprising happens—most metrics naturally improve because teams are delivering genuine value, customers are happy, and team dynamics are healthy.   But context sensitivity remains critical. Alidad uses a vivid analogy: "If you apply lean metrics to Pixar Studio, you're gonna kill Pixar Studio. If you apply approaches of Pixar Studio to production line, they will go bankrupt in less than a month." Toyota's production line and Pixar's creative studio both need different approaches based on their context, team evolution, organizational maturity, and market environment. He advocates aligning teams to value delivery with end-to-end metrics rather than individual team measurements, recognizing that organizations operate in ecosystem models beyond simple product paradigms.   Perhaps most important is patience. "Try to not drink coffee for a week," Alidad challenges. "Even for a single person, one practice, it's very hard to change your behavior. Imagine for organization of hundreds of thousands of people." Organizations move through learning cycles at their own rhythm. Our job isn't to force change at the speed we prefer—it's to take responsibility for our freedom and find ways to move the system, accepting that systems have their own speed.   Self-reflection Question: Which metrics are you applying to your teams without considering their specific context, and what conversation do you need to have with leadership about the outcomes those metrics are meant to achieve?   [The Scrum Master Toolbox Podcast Recommends]