Podcasts about organizational alignment

Send us a textThis episode of the Customer Success Playbook podcast is a breath of fresh Livingston, Montana air. Kevin Metzger sits down with Katie Smith, fractional CMO and founder of Wild Path Consulting, to unpack how strategic marketing and proactive customer listening can transform customer relationships and drive sustainable growth. Katie dives into tactics that ensure continuous customer engagement, especially in volatile markets, and shares actionable insights on how aligning customer feedback with marketing can unlock next-level success.Detailed Analysis: Katie Smith's marketing philosophy is simple but potent: Always keep your ear to the ground. As a fractional Chief Marketing Officer, she specializes in building scalable strategies by embedding listening loops throughout the customer lifecycle. In this episode, Katie unpacks the critical role of subtle, continuous feedback gathering—from onboarding questions like "What are you most excited about?" to reflective prompts such as "What has changed the most for you?"She emphasizes integrating these questions into everyday interactions rather than relying on clunky surveys. It's about embedding marketing intelligence into the customer success function. And here's the kicker: Katie makes a strong case that the insights from customer success should be fueling marketing strategy just as much as sales data does. That shift in mindset helps brands stay ahead of the curve—adjusting messaging, realigning offerings, and reinforcing value in real time.The conversation also touches on the broader organizational alignment between marketing and customer success teams. With fast-moving market shifts, this collaboration isn't just beneficial; it's essential. Katie leaves us with a compelling preview of part two, where the focus sharpens on co-owning long-term value across departments.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

In this episode of the PowerTech Development Podcast, we welcome Matt Dumouchelle, creator of The Coaches Site's Hockey Factories Series, contributor to The Coaches Site Podcast, and Assistant GM of the Leamington Flyers. Drawing from years of global research into the world's best hockey development programs, Matt unpacks what great programs do differently.Whether you're a coach, parent, or program director, this conversation delivers deep insight on youth development systems, what it means to be aligned as an organization, and why the coach-player-parent triangle is more important than ever.

HR: Friend or Foe? The Truth About Who HR Really Works For Thinking about running to HR with your workplace woes? You might want to listen to this episode first. Our hosts tackle the persistent myth that HR departments exist primarily to support employees. Spoiler alert: they're actually there to protect the company! The Darth Vader Effect Jeff shares a shocking story about an HR department that actually reveled in being feared by employees—with one HR rep proudly comparing himself to Darth Vader. We explore why this toxic approach damages company culture and undermines trust. When Missions Misalign What happens when HR's mission doesn't match the company's mission? Our hosts discuss real examples where this disconnect led to lost employees and destroyed trust. Learn how leadership must ensure alignment for a healthy workplace. Building Bridges, Not Barriers Despite their sometimes fearsome reputation, most HR professionals are caring, dedicated individuals trying to balance company protection with employee support. Discover how communication and follow-through can transform HR from perceived enemy to valued resource. The Bottom Line HR departments serve a critical purpose, but they're caught between protecting the company and supporting employees. The best HR functions as a trusted, kind arbiter that maintains alignment with the company's mission. Tune in for: ->Real stories of HR nightmares and successes ->Tips for leadership to evaluate their HR department's effectiveness ->How employee handbooks should (but often don't) guide workplace behavior ->The three qualities our hosts believe define the perfect HR department Wherever you stand with your HR department, this episode will give you fresh perspective on this crucial but often misunderstood corporate function!

BONUS: X-Matrix and Obeya: How to Make Strategy Visible and Actionable for Everyone with Jim Benson and Karl Scotland In this BONUS episode, we explore the groundbreaking work of two renowned agilists - Karl Scotland and Jim Benson. Together, they've developed innovative approaches to making strategy accessible and actionable across organizations. We delve into how their combined expertise in X-Matrix strategy deployment and Obeya visualization creates powerful frameworks for aligning teams and keeping strategic conversations alive throughout execution. The Genesis of Strategic Visualization "It's not about whether agile works or not. It's about whether your business is being successful." Karl Scotland shares how his journey from tactical agile practices to strategic thinking began with a deceptively simple question: "How will we know if this agile thing is working?" This fundamental inquiry exposed a common gap in organizations - the disconnect between implementation methodologies and measurable business outcomes. Karl explains how this led him to develop the X-Matrix, a powerful visualization tool that connects true north, aspirations, strategies, tactics, and evidence on a single page, creating coherence across organizational efforts. Jim Benson reflects on his complementary path, observing how organizations often focus intensely on transformations without creating clear alignment between corporate needs, team activities, and customer value. This absence of a "full story" connecting strategic intent to daily work leaves teams uncertain if they're actually doing the right things. Jim highlights how their combined approach addresses this critical gap through collaborative strategy development and visual management. Seeing Strategy, Tactics, and Work in One Place "Strategy has often been things that C-level people do when they go on a retreat to Cancun...and everybody's like 'why?' and they're like 'Cancun'...the story of how that came about isn't there." Karl and Jim introduce their innovative approaches to making strategy visible and actionable. The X-Matrix provides a powerful framework for capturing the five key elements of strategy (True North, Aspirations, Strategies, Tactics, and Evidence) on a single sheet, showing how these elements correlate. This creates a comprehensive strategic story that answers what an organization is doing, why they're doing it, how they'll know it's working, and what success ultimately looks like. This strategic framework then comes to life in the Obeya room, which Jim describes as a physical or virtual space containing a family of visualizations. These include value stream maps, A3s, time series data, personal Kanbans, collaborative problem-solving tools, and KPIs - all designed to support the execution of the strategy articulated in the X-Matrix. By bringing these elements together, teams can maintain a living strategic conversation, allowing for continuous learning and adaptation based on real evidence. In this section, we also refer to:  Esko Kilpi's Interactive Value Creation blog, where he explores different aspects of value creation, including how conversations are the core interaction pattern. The Catch-ball process from Lean The Backbriefing, From Stephen Bungay's book The Art of Action   Maintaining Living Strategic Conversations "You don't create an annual strategy, but you create a living strategic conversation within the organization." The power of connecting X-Matrix and Obeya approaches lies in their ability to catalyze and sustain meaningful strategic conversations. Karl describes the X-Matrix as an "architecture for your Obeya" and emphasizes the importance of continuous strategy development rather than static planning. He introduces concepts like "catch-ball" from Lean and "backbriefing" from military commander Stephen Bungay, which create feedback loops to ensure shared understanding and effective execution. Jim highlights how this approach transforms strategy from an annual event into an ongoing dialogue where everyone can see how their work connects to larger goals. He emphasizes the importance of choosing language carefully, noting his appreciation for Karl's use of "evidence" rather than "metrics" - a subtle but significant distinction that encourages learning and psychological safety rather than mere measurement. This creates environments where people feel safe to discuss what's actually happening rather than hiding problems. The Changing Landscape of Agile and Strategy "I want people to own the process themselves, which is the agreements of how they will interact, and then they deploy tools like their Obeya to facilitate that process and those interactions." When discussing the recent PMI and Agile Alliance merger, both speakers offer thoughtful perspectives on the evolution of agile methodologies. Jim describes this as part of an ongoing commodification of agile practices, suggesting that we're entering a post-framework era where teams can draw from multiple approaches to craft ways of working that suit their specific context rather than adhering to rigid methodologies. Karl reflects on how the early agile community started with like-minded people coming together to share ideas and be "heretics," but eventually evolved into larger, more commercially-driven conferences and organizations. He sees the future in smaller, more focused communities of practice developing around specific interests or approaches - like the collaboration he and Jim have renewed with their course and strategic visualization work. Creating Professional Engagement Through Visualization "The word 'evidence' is a painfully poignant word... Evidence is something that grows over time based on investigation." A fascinating insight from this conversation is Jim's observation about the transformative power of visualization and language in creating psychological safety. He notes that when organizations approach their Kanban or Obeya with a learning mindset - seeking evidence rather than just tracking metrics - the entire conversation changes. Problems become opportunities for learning rather than failures to hide. Karl's careful choice of terminology in his TASTE model (True North, Aspirations, Strategies, Tactics, Evidence) reflects this intention, deliberately moving away from terms like "annual targets" or "process metrics" to encourage more holistic thinking. This approach helps create environments where strategic conversations can flourish across organizational boundaries, keeping everyone aligned on both direction and progress. About Karl Scotland and Jim Benson Karl Scotland is known for his groundbreaking work with the X-Matrix, integrating Agile principles with strategic planning. His innovative approach focuses on aligning True North, aspirations, strategies, tactics, and evidence into a single, collaborative visualization. Karl has extensive experience helping organizations develop continuous strategy development practices that connect strategic intent with execution. You can link with Karl Scotland on LinkedIn. Jim Benson is the visionary author of Personal Kanban and The Collaboration Equation. Jim's expertise lies in collaborative management, visualizing work, and fostering humane, team-driven environments. Through his work at Modus Institute, Jim helps organizations create systems that support continuous improvement and meaningful workplace conversations. You can link with Jim Benson on LinkedIn.

Send us a textIn this episode of Definitely Maybe Agile, hosts Peter Maddison and David Sharrock dive into the world of Objectives and Key Results (OKRs). They explore how this increasingly popular framework helps organizations create alignment, measure progress, and foster autonomy while moving away from traditional KPIs. From the origins at Intel in the 70s to widespread adoption by tech giants like Google, Peter and David discuss the nuances of implementing OKRs effectively and why they're particularly well-suited for organizations operating in rapidly changing environments.This week´s takeaways:Unlike KPIs which measure performance, OKRs measure progress and alignment to strategy. They should never be tied to individual performance metrics as this undermines their exploratory nature.Successful OKR implementation requires ongoing conversations, regular reviews, and a cultural shift. Many organizations underestimate the effort needed to maintain OKRs effectively.Effective OKRs should be limited in number (3-5 objectives with 3-5 key results each), represent stretch goals beyond business-as-usual, and serve as a prioritization mechanism for the organization.

In this episode, Jamie speaks with Tim Solms, CEO Slingshot Aerospace. Tim talks about why culture is the #1 priority for a senior leader and how leaders need to watch out for inadvertently creating drama themselves.  He discusses the importance of “bright lines between clear roles and responsibilities” and how mastering this creates alignment throughout the organization. Tim's final reminder to us around ownership is poignant, that each of us is not just a culture consumer, but a culture creator. Tim is an outstanding operator who isn't afraid to share some of the big mistakes on his way to success.   In this episode, Jamie refers to Patrick Lencioni's “First Team” model.   Executive Access is produced by The Ideal Life, a platform that provides coaching, community, and content for people to grow both personally and professionally.   *Please note that in this episode, the video quality on Jamie's camera is slightly out of focus due to an unexpected technical issue. We apologize for any inconvenience and assure you that we've taken steps to prevent this from happening in future episodes.

https://youtu.be/Fka2npq2Kjg Marcus Hamaker, CEO of [bu:st] USA, is driven by a passion for helping small businesses find their pursuit of value by simplifying projects, optimizing processes, and streamlining operations for sustainable growth. We learn about Marcus's journey from growing up in a family business to leading [bu:st] USA, where he applies lean principles to help organizations improve alignment, communication, and execution. He explains the 5 Steps to Finding Value framework—Organizational Alignment, Communication, SOPs, Change Management, and Project Controls—guiding businesses to remove inefficiencies and drive sustainable growth. He also shares how the Boost Method ensures teams operate with clarity and purpose, emphasizing fastest time to value as a key metric for success. He highlights key leadership lessons and the mindset shifts entrepreneurs need to scale effectively. --- Pursuit Value with Marcus Hamaker Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast. And my guest today is Marcus Hamaker, the CEO of [bu:st] USA, a consulting firm that helps you simplify your projects, optimize your processes and streamline your organization. He is also the host of The Pursuit of Value Podcast. Marcus, welcome to the show.  Hey, Steve, how are you? Thanks for having me.  Yeah, I am super pumped to have you. It's going to be a great episode and we are going to start as usual with the 'Why', because that's what powers great entrepreneurs. They have a strong 'Why'. So what is your personal 'Why', Marcus, and what are you doing to manifest it in [bu:st] or any of your businesses? Yeah. So, my personal 'Why' is just to make companies better. Ever since I was younger, growing up in the family business, watching my dad work hard. I'm very intrigued by business and it's really interesting to me why one business can succeed exponentially and another business really struggles to get off the ground. And so what we do at [bu:st] USA, what my podcast is about, The Pursuit of Value, is really helping small businesses be better.Share on X Real simple. And I also believe that small business has the power to change the world. I believe that business is and can be the greatest force for good in the world today because of just the entity and the formation of it. Also, not only what you can do with your employees internally, but how you can embrace the environment that you're in. Wherever that's in Italy, whether it's here in the United States, you have the ability and the responsibility and the opportunity to impact wherever your business sits. And so I really love small business.  Yeah. And small businesses are always exposed to market forces and there's no way to take it easy and you always have to strive to be competitive and make a profit and definitely is a powerful force for reducing waste. And I'm making this point because one of the things that [bu:st] does is to apply Lean principles. Tell me a little bit about the [bu:st] method that your company, your group developed, and how do you bring in Lean?  Yeah, so when we talk about Lean, it really has to do with value and it has to do with defining what is valuable to the company. So what's valuable to a manufacturer might be very different to what's valuable to a service company, right? So in our [bu:st] method, we always want to start with defining the future picture. What is success to that company? Or more simply, what is the solution to the problem that they're running into? So you define the future picture, you define the targets, you build the roadmap.  And through that whole process of defining the value, you also want to throw out what's not valuable. And that's where it lines up with Lean. And we always really try to focus on making every step, every process as efficient as possible. And that's what's really important. And that's what we do really well at [bu:st] USA. 

Send us a textIn this episode of the Customer Success Playbook, hosts Roman Trebon and Kevin Metzger sit down with Ken Sandy, author of The Influential Product Manager, to uncover the secret sauce behind leadership without formal authority. Ken draws on 25 years of product leadership to explain why "leading through influence" isn't just a survival skill—it's a superpower. From understanding organizational objectives to aligning cross-functional teams around shared goals, Ken emphasizes that effective leadership is rooted in context, not control.Detailed Description: Product managers often find themselves in high-stakes roles without the luxury of direct authority. So how do they drive outcomes, rally teams, and deliver for customers? According to Ken Sandy, the answer lies in mastering the art of influence. In this episode, Ken challenges the common misconception that authority is essential for leadership and argues that real power comes from shared purpose and contextual clarity.Ken's number one tip? "Context is king." He explains how product managers (and frankly, anyone in a leadership role) can boost their influence by investing deeply in the "why" behind a project—not just the "what" or "how." When teams understand the problem space, customer needs, and desired outcomes, they become partners in problem-solving rather than passive executors of a plan.This conversation isn't just for PMs. Project managers, customer success professionals, and cross-functional leaders of all stripes will find actionable wisdom here. Ken also underscores that influence isn't a nice-to-have skill—it's a must-have capability for anyone navigating complex organizations. And spoiler alert: influence actually makes you more objective, more collaborative, and ultimately more effective.Packed with humor, insight, and practical guidance, this episode delivers a fresh perspective on leadership that breaks the mold. If you're ready to up-level your impact without needing a bigger title, this one's for you.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookCheck out https://funnelstory.ai/ for more details about Funnelstory. You can also check out our full video review of the product on YouTube at https://youtu.be/4jChYZBVz2Y.Please Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

In this latest episode of the "Grow Your B2B SaaS Podcast," host Joran sits down with Pablo Asensio, founder of 8% Growth, to discuss how to master product-led growth (PLG) for SaaS companies. Pablo explains that PLG is a strategy that shifts away from traditional methods of relying on sales and marketing to acquire and retain customers. Instead, it positions the product itself as the main driver of growth. This approach allows users to see the product's value before committing financially, making it easier to grow revenue naturally. Key aspects of PLG include self-serve onboarding, viral loops, and in-product upsells. Successful companies like Slack, Dropbox, Calendly, and Miro have effectively used PLG to expand their user base.Key Timecodes(1:19) - Guest Introduction(1:32) - Defining PLG(2:50) - Key Elements of PLG(3:23) - When to Consider PLG(5:29) - Misconceptions About PLG(6:12) - Importance of Organizational Alignment(7:13) - Aligning Stakeholders(8:15) - Four-Step Framework for Alignment(10:37) - Viral Loops and PLG(12:52) - Moments to Ask for Referrals(14:53) - Common Mistakes in PLG(16:12) - Managing Expectations(17:29) - Misconceptions About Implementing PLG(19:06) - Tools and Frameworks for PLG(21:12) - Monetization Strategy(23:31) - Aligning Sales with PLG(25:25) - Best Practices for PLG Implementation(28:12) - Importance of Data(30:27) - When to Add a Sales Component(33:19) - Summarizing PLG Advice(33:54) - Advice for Growing SaaS to 10K MRR(35:29) - Advice for Scaling to 10 Million ARR(38:52) - Episode Summary(39:02) - Contact Information

Global Agile Summit Preview: How to Measure and Visualize Software Improvement for Actionable Results with Mooly Beeri In this BONUS Global Agile Summit preview episode, we explore how to effectively measure and visualize the continuous improvement journey in technology organizations. Mooly Beeri shares his data-driven approach that helps software teams identify where to focus their improvement efforts and how to quantify their progress over time. We discuss practical examples from major organizations like Philips and Aptiv, revealing how visualization creates an internal language of improvement that empowers teams while giving leadership the insights needed to make strategic decisions. Visualizing Software Development Effectiveness "We visualize the entire SDLC end-to-end. All the aspects... we have a grading of each step in the SDLC. It starts with a focus on understanding what needs to be done better." Mooly shares how his approach at Philips helped create visibility across a diverse organization built from numerous acquisitions with different technologies and development cultures. The challenge was helping management understand the status of software craftsmanship across the company. His solution was developing a heat map visualization that examines the entire software development lifecycle (SDLC) - from requirements gathering through deployment and support - with an effectiveness index for each stage. This creates an at-a-glance view where management can quickly identify which teams need support in specific areas like automation, code reviews, or CI/CD processes. This visualization becomes a powerful internal language for improvement discussions, allowing focused investment decisions instead of relying on intuition or which team has the most persuasive argument. The framework creates alignment while empowering teams to determine their own improvement paths. Measuring What Matters: The Code Review Example "We often hear 'we have to do code reviews, of course we do them,' but when we talk about 'how well are they done?', the answer comes 'I don't know, we haven't measured it.'" When one team wanted to double the time invested in code reviews based on conference recommendations, Mooly helped them develop a meaningful measurement approach. They created the concept of "code review escapes" - defects that could have been caught with better code reviews but weren't. By gathering the team to evaluate a sample of defects after each iteration, they could calculate what percentage "escaped" the code review process. This measurement allowed the team to determine if doubling review time actually improved outcomes. If the escape rate remained at 30%, the investment wasn't helping. If it dropped to 20%, they could calculate a benefit ratio. This approach has been expanded to measure "escapes" in requirements, design, architecture, and other SDLC phases, enabling teams to consciously decide where improvement efforts would yield the greatest returns. Balancing Team Autonomy with Organizational Alignment "Our model focuses on giving teams many options on how to improve, not just one like from top-down improvements. We want to focus the teams on improving on what matters the most." Mooly contrasts his approach with traditional top-down improvement mandates, sharing a story from Microsoft where a VP mandated increasing unit test coverage from 70% to 80% across all teams regardless of their specific needs. Instead, his framework agrees on an overall definition of effectiveness while giving teams flexibility to choose their improvement path. Like athletes at different fitness levels, teams with lower effectiveness have many paths to improvement, while high-performing teams have fewer options. This creates a win-win scenario where teams define their own improvement strategy based on their context, while management can still see quantifiable progress in overall organizational effectiveness. Adapting to Different Industry Contexts "TIP: Keep the model of evaluation flexible enough to adapt to a team's context." While working across healthcare, automotive, and other industries, Mooly found that despite surface differences, all software teams face similar fundamental challenges throughout the development lifecycle. His effectiveness framework was born in the diverse Philips environment, where teams built everything from espresso machine firmware to hospital management systems and MRI scanners. The framework maintains flexibility by letting teams define what's critical in their specific context. For example, when measuring dynamic analysis, teams define which runtime components are most important to monitor. For teams releasing once every four years (like medical equipment), continuous integration means something very different than for teams deploying daily updates. The framework adapts to these realities while still providing meaningful measurements. Taking the First Step Toward Measured Improvement "Try to quantify the investment, by defining where to improve by how much. We encourage the team to measure effectiveness of whatever the practices are they need to improve." For leaders looking to implement a more measured approach to improvement, Mooly recommends starting by focusing teams on one simple question: how will we know if our improvement efforts are actually working? Rather than following trends or implementing changes without feedback mechanisms, establish concrete metrics that demonstrate progress and help calculate return on investment. The key insight is that most teams already value continuous improvement but struggle with prioritization and knowing when they've invested enough in one area. By creating a quantifiable framework, teams can make more conscious decisions about where to focus their limited improvement resources and demonstrate their progress to leadership in a language everyone understands. About Mooly Beeri Mooly Beeri is a software transformation expert with nearly 30 years of industry experience. As founder and CEO of BetterSoftware.dev, he developed a very practical and visual approach to visualize and measure the improvements in technology organizations like Microsoft, Phillips, and Aptiv. His data-driven approach helps organizations visualize and optimize their entire software development lifecycle through measurable improvements. You can link with Mooly Beeri on LinkedIn and visit Mooly Beeri's website.

Send us a textSummary: In this dynamic episode of the Customer Success Playbook podcast, hosts Roman Trebon and Kevin Metzger sit down with Marcello Calbucci, technologist, innovator, and author of the PR FAQ framework. Together, they unpack how Amazon's Press Release and Frequently Asked Questions method fosters innovation and sharpens strategic decision-making. Marcello shares his journey, the power of collaborative input, and why the PR FAQ can be a game-changer for organizations striving for customer success. Whether you're a startup founder or an enterprise leader, this episode is packed with actionable strategies to elevate your approach.Detailed Analysis: Marcello Calbucci brings a wealth of experience to the conversation, highlighting how the PR FAQ framework—originally pioneered at Amazon—can transform how businesses conceptualize and execute innovative ideas. This six-page, narrative-driven approach compels organizations to deeply consider customer perspectives, ensuring a more aligned and inclusive decision-making process.Key discussion points include:The genesis and structure of the PR FAQ framework.How involving diverse teams from legal to finance enriches the decision-making process.Why traditional presentation tools like PowerPoint may hinder alignment and buy-in.The importance of creating narratives that resonate and withstand scrutiny.Practical insights on integrating PR FAQ into various organizational contexts.Marcello emphasizes that involving stakeholders early fosters ownership and enhances the robustness of ideas—transforming potential resistance into proactive contribution. He also teases upcoming insights on common pitfalls and best practices when implementing the PR FAQ, which will be explored in a follow-up session.For organizations seeking clarity, alignment, and customer-centric innovation, this episode is a must-listen.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookCheck out https://funnelstory.ai/ for more details about Funnelstory. You can also check out our full video review of the product on YouTube at https://youtu.be/4jChYZBVz2Y.Please Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

“Be the leader you wish you had.” – Simon Sinek. When I found this quote, I laughed.  During my 20 years in corporate, I only had one boss I respected and trusted.  I find that sad when I had over 10 people I reported to during those two decades.    I have learned that charisma is not necessary to be an effective leader. What truly matters is your ability to inspire hope, instill confidence, and demonstrate a clear vision for overcoming obstacles. That's exactly what that one boss did for me and our executive team.   Join us as we explore practical strategies and personal insights to help you develop and enhance these critical leadership skills.   YouTube: https://youtu.be/z0hlxynpNEU   About Katya Hughes: Katya is the Founder and CEO of Inflection Point Studio. She is a thought leader in business operations with nearly 20 years of senior leadership experience in high-pressure industries like aerospace and defense. She has held senior leadership roles in established companies such as Honeywell Aerospace and Northrop Grumman, as well as startup organizations like GOGO Wi-Fi and Virgin Galactic.    How to Get In touch with Katya Hughes: Email: katya.hughes@inflectionpointstudio.com Website:   www.inflectionpointstudio.com Free guide on Organizational Alignment: www.InflectionPointStudio.com/training   Stalk me online! LinkTree: https://linktr.ee/conniewhitmanSubscribe to the Enlightenment of Change podcast on your favorite podcast streaming service or YouTube.  New episodes are posted every week. Listen to Connie dive into new sales and business topics or problems you may have. 

Gabe Ramirez and Ruthie Polinsky continued their conversation with Score football analyst Dave Wannstedt, who discussed the importance of organizational alignment in the NFL.

Send us a textExecutive SummaryIn this reflective year-end episode, hosts Roman Trebon and Kevin Metzger look back on their successful second year of the CS Playbook Podcast while unveiling exciting changes for 2025. The discussion highlights their growth journey, reaching broader audiences, and their strategic pivot towards examining customer success through a comprehensive business lens.Detailed AnalysisThe episode reveals key strategic developments and business insights:Growth and EvolutionThe podcast has experienced consistent audience growth across platforms including LinkedIn and YouTubeSuccessfully conducted approximately 30 guest interviews throughout 2024Demonstrated market validation through increasing engagement and listener statisticsStrategic Direction for 2025The hosts announced significant format changes focused on:Exploring customer success as a business-wide mindset rather than just a departmental functionExamining interconnections between customer success and other business units (Finance, Procurement, Sales)Introducing shorter, more focused segments to enhance content accessibilityExpanding scope to include broader business perspectives while maintaining customer success focusBusiness ImpactThe podcast's evolution reflects broader industry trends in customer success:Recognition of customer success as an organization-wide responsibilityGrowing importance of cross-functional collaboration in delivering customer valueShift towards more integrated, business-centric approaches to customer successEmphasis on practical, actionable insights for business professionalsPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

Natalie Glance, Chief Engineering Officer @ Duolingo joins us for a conversation on unleashing potential in your employees! We discuss practices that have helped Duolingo create a meaningful path for hiring & developing engineers through their onboarding & internship programs. We also cover topics including scaling your eng org, upskilling recent grads / new hires, balancing meaningful work with measurable impact, communicating alignment within your org, formal & informal steps for building eng leadership capabilities, and essential skills for managers of all types.ABOUT NATALIE GLANCENatalie is a lifelong learner and seasoned leader with extensive experience at startups and established companies. She's currently the Chief Engineering Officer at Duolingo.At Duolingo, Natalie ensures engineers can help set product direction and strategy. She's championed a culture of extensive A/B testing, and is excited about the ways generative AI can both build new features and accelerate content creation for these features. She oversees many of the efforts dedicated to scaling Duolingo's technology to new subjects, like Math and Music.Natalie is passionate about mentorship and education. She co-founded the Int'l AAAI Conference on Web and Social Media (ICWSM), which offers an annual Adamic-Glance Distinguished Young Researcher Award for a promising young independent researcher in the field of computational social science in the early stage of their career.SHOW NOTES:Natalie's eng leadership background & journey scaling Duolingo (2:41)Duolingo's approach to eng leadership & passion for unleashing potential (5:42)Implementing a mentoring program to improve eng development / retention (6:42)How the mentoring process changes as an org scales (8:51)Duolingo's onboarding process & tips for building an onboarding program (10:12)Ways Duolingo has crafted a successful internship program (12:43)Frameworks for intern hosts to collect meaningful projects for interns (15:38)Behind the Thrive intern program (HootCamp) for rising juniors (17:44)How Duolingo's guiding principles drive Duolingo University (21:08)Strategies for upskilling new grads into strong technical contributors (22:13)Best practices for unlocking potential & contributing to people's growth (25:40)Natalie's approach to balancing meaningful work with measurable impact (26:44)Practices for creating alignment within your org (28:30)Duolingo's thought process for role training & growing leaders (30:44)Breaking down the formal & informal steps for building leaders within the org (32:41)Essential skills for role managers to develop (34:22)Addressing challenges faced by managers of managers (36:47)Rapid fire questions (38:24)LINKS AND RESOURCESThe Engineering Executive's Primer: Impactful Technical Leadership - Will Larson shows you ways to obtain your first executive job and quickly ramp up to meet the challenges you may not have encountered in non-executive measuring engineering for both engineers and the CEO, company-scoped headcount planning, communicating successfully across a growing organization, and figuring out what people actually mean when they keep asking for a "technology strategy.”This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Welcome to Confessions of an Implementer, a podcast by Talent Harbor. We share unique stories of implementers and the companies they've transformed to give you a rare glimpse into the system's successes and challenges. I'm your host, Ryan Hogan. Let's dive in! In this episode, I sit down with Randy McDougal, an Expert EOS Implementer, to explore entrepreneurship, leadership, and personal growth. Randy reflects on his journey, from washing windows in high school to becoming an EOS implementer, sharing pivotal moments like starting a business while his wife was eight months pregnant and overcoming challenges like a fire at his facility. They discuss fostering creativity, aligning team vision, and balancing ownership and operations. Randy offers tactical advice on corporate governance, team motivation, and efficient management, emphasizing the value of clear goals and collaborative leadership to drive business success.

About Our Guest:JenDina Bowers is a workplace strategist and Chief Social Impact Partner at Sky Infiniti. They help public service professionals overcome burnout and inefficiency so they can provide high-quality care to their communities. Bowers has over 10 years of experience in the public service workplace culture industry. They have a BS in Social and Cross-Cultural Psychology and an MS in Public Administration & Leadership. They are also certified in improving businesses through a Culture of Health and Project Management. Bowers has many certifications in Diversity, Equity, and Inclusion Training and Organizational Alignment.The Toxic Leadership PodcastInstagram: @ToxicLeadershipPodcastDr. Kevin Sansberry II is a behavioral scientist and executive coach with expertise in toxic leadership, human capital strategy, and creating inclusive cultures of belonging to enhance organization performance. Over the years, Kevin has focused on providing research-informed solutions in various settings such as higher education, nonprofit, sales, and corporate environments. Follow KEVRA: The Culture Company on Linkedin to keep up with your favorite behavioral scientist, Dr. Sansberry. At KEVRA: The Culture Company, we partner to effectively evolve your organizational culture by focusing on competency development, best practices, and leading research to deliver systemic and innovative solutions for company success. Have a question for Dr. Sansberry? Visit askdrkev.com to send your leadership and organizational-related questions. Love the show? Subscribe, rate, review & share! https://thetoxicleadershippodcast.com/

In episode 108 of Mission: Impact, Carol Hamilton explores how nonprofit leaders can measure and map their organization's impact through building out their theory of change and program logic models. I explain: That you already have a theory of change, even if it hasn't been formalized.  how making these models explicit not only helps funders and stakeholders understand the value of an organization's work but also aligns teams and improves programs.  how organizations can better understand their programs, identify gaps, and articulate how their work drives meaningful change.  How to practically put this into action   Episode highlights: Every Organization Has a Theory of Change (Even If It's Hidden) [00:02:32] - Hidden Theories of Change Carol emphasizes that every nonprofit already has a theory of change, even if it's implicit. The challenge lies in making it explicit and shared across the organization to align efforts and strategy. [00:03:25] - Logic Models as Blueprints She explains how program-level logic models map out the necessary resources, activities, and expected outcomes, serving as blueprints for program implementation and evaluation. [00:04:49] - Building a Shared Vision Working together to create a Theory of Change and logic models not only reveals gaps in assumptions but also builds a shared understanding within the organization, strengthening cohesion. [00:07:12] - Practical Example: Watershed Organization Carol provides a concrete example of a local watershed organization, illustrating how they mapped out their programs in a logic model to address environmental education, citizen science, restoration, and policy work. [00:09:55] - Keeping Evaluation Simple She advises against overwhelming data collection, encouraging nonprofits to focus on a few key metrics that matter. This helps balance the workload and ensures meaningful learning from evaluations. [00:11:21] - Hypothesis Testing Carol describes the logic model as a hypothesis, where organizations can test assumptions and adjust programs based on data, making the process an opportunity for learning rather than a pass/fail exercise. [00:12:29] - Sharing Results with Stakeholders She highlights the importance of sharing results not only with funders but with all stakeholders, customizing communication based on the audience's interests. [00:16:05] - Simplifying Program Evaluation Using the example of a peacebuilding nonprofit, Carol explains how she helped them streamline their evaluation process across different programs by designing a unified set of survey questions, enabling more effective data collection. [00:17:41] - Complexity of Systems Acknowledging the limitations of logic models, Carol encourages organizations to use them as tools to capture a slice of reality and proceed with realistic expectations. [00:18:56] - Encouragement to Invest in Evaluation Carol encourages nonprofits to invest time in building their Theory of Change and Logic Models, emphasizing that these tools help align strategies, reveal gaps, and strengthen program evaluation.   Related Episodes: Episode 17 Program evaluation Episode 76 Getting clear on your theory of change   Be in Touch: ✉️ Subscribe to Carol's newsletter at Grace Social Sector Consulting

In this episode, Chris Fahey, SVP of Talent and HR at Volition Capital, discusses the often-overlooked value of org charts for growing companies. He discusses how they can pinpoint hiring gaps and the importance of focusing on roles, not just people. Chris also highlights the importance of aligning your company's strategy with its structure and regularly revisiting this alignment for smoother scaling. Great tips for founders and businesses aiming for efficient growth! Highlights: 01:47 The Importance of Org Charts in Business 02:59 Challenges and Benefits of Creating Org Charts 04:56 Aligning Org Charts with Business Strategy 10:09 Defining Success Criteria for Hiring 13:24 Iterating and Reassessing Org Charts 15:19 Advice for Founders on Organizational Alignment 18:12 Frequency of Re-examining Org Charts Guest: Chris Fahey is the Senior Vice President of Talent and Human Resources at Volition Capital. With extensive experience in talent acquisition and HR leadership, Chris deeply understands organizational strategy and scaling businesses. He focuses on aligning a company's talent needs with its broader strategic goals, helping growing businesses optimize their organizational structure and enhance hiring processes. Chris is passionate about building high-performing teams and fostering company cultures that drive success, especially in high-growth environments. https://www.linkedin.com/in/fahey02 ---- Thank you so much for checking out this episode of The Tech Trek. We would appreciate it if you would take a minute to rate and review us on your favorite podcast player. Want to learn more about us? Head over at https://www.elevano.com Have questions or want to cover specific topics with our future guests? Please message me at https://www.linkedin.com/in/amirbormand (Amir Bormand)

You've got your daily team, the folks you work with every day, but then there's the executive squad. Patrick Lencioni's "Five Dysfunctions of a Team" says that should be your true loyalty, but how does that translate into practice? Nolan and Kelli talk about navigating those tricky waters and avoiding toxic team vibes when the big boss throws down some tough choices.Explore how HR pros can keep things from blowing up when the executive team calls the shots. *Email us your questions or topics for Kelli & Nolan: hrheretics@turpentine.coHR Heretics is a podcast from Turpentine.Support HR Heretics Sponsors:Planful empowers teams just like yours to unlock the secrets of successful workforce planning. Use data-driven insights to develop accurate forecasts, close hiring gaps, and adjust talent acquisition plans collaboratively based on costs today and into the future. ✍️ Go to https://planful.com/heretics to see how you can transform your HR strategy.Metaview is the AI assistant for interviewing. Metaview completely removes the need for recruiters and hiring managers to take notes during interviews—because their AI is designed to take world-class interview notes for you. Team builders at companies like Brex, Hellofresh, and Quora say Metaview has changed the game—see the magic for yourself: https://www.metaview.ai/heretics—KEEP UP WITH NOLAN, + KELLI ON LINKEDINNolan: https://www.linkedin.com/in/nolan-church/Kelli: https://www.linkedin.com/in/kellidragovich/—RELATED BOOK:The Five Dysfunctions of a Team: A Leadership Fable by Patrick M. Lencionihttps://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756—TIMESTAMPS:(00:00) Intro(00:13) The "First Team" Concept (01:09) Balancing Executive and Functional Teams (03:07) Importance of Organizational Alignment (05:58) Handling Team Disagreements with Executive Decisions (07:58) Sponsors: Planful | Metaview(10:02) Avoiding Toxic Leadership Behaviors (11:44) Explaining Decisions to Teams (13:52) Value of Transparency in Leadership (15:11) Addressing Team Members' Concerns (17:01) Managing Team Turnover and Succession Planning (18:06) Preventing and Addressing Team Toxicity(18:36) Wrap This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit hrheretics.substack.com

Send us a textIn this episode, hosts Roman Trebon and Kevin Metzger interview Katie Clark, Implementation Manager at PocketHelp, about the critical process of securing internal stakeholder buy-in for major initiatives. Katie shares her expertise on understanding different stakeholder types, generating momentum, crafting compelling messages, overcoming resistance, and celebrating success.Detailed AnalysisKey Themes:Importance of Stakeholder Buy-In: Katie emphasizes that stakeholders are the ultimate decision-makers who control resources and project approval. Without their support, projects can stagnate, leading to delays and potential career limitations.Understanding Your Audience: Katie categorizes stakeholders into three groups: founders (emotional/personal stakes), investors (financial focus), and community (voice of the customer). Tailoring communication to each group's motivations is crucial for success.Identifying Stakeholders: Leveraging information from the sales process, analyzing job titles, and engaging in direct conversations are effective methods for understanding stakeholder roles and motivations.Communication Strategies: Over-communication and transparency are vital.Weekly project updates and milestone celebrations keep stakeholders engaged.Adapting communication styles to suit different stakeholders (e.g., data-driven vs. narrative-focused).The importance of face-to-face communication, even in remote settings.Overcoming Resistance: Directly asking stakeholders about their concerns.Rallying support from initial project champions.Creating a sense of urgency to drive action.Continuous Buy-In: Buy-in is not a one-time event but an ongoing process throughout the project lifecycle.Transparency in Setbacks: Being open about challenges builds trust and demonstrates adaptability.Role of AI in Communication: AI can be a supportive tool for improving communication skills but should not replace genuine, personal communication.Business Insights:Stakeholder Mapping: Develop a comprehensive stakeholder map at the project outset to identify key decision-makers and their motivations.Communication Planning: Create a tailored communication plan for each stakeholder group, considering their preferred style and information needs.Milestone-Driven Approach: Structure projects around clear milestones to facilitate regular celebrations of success and maintain momentum.Proactive Problem-Solving: Address potential issues early to prevent minor setbacks from becoming major roadblocks.Cross-Functional Collaboration: Leverage support from various departments to reinforce the importance of initiatives.Adaptive Leadership: Be prepared to adjust strategies based on stakeholder feedback and changing project dynamics.Skill Development: Invest in improving communication skills, including written communication for remote work environments.Technology IPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

In the latest episode of Founded & Funded, Madrona Managing Director Tim Porter hosts Pradeep Rathinam, a seasoned software executive with over three decades of leadership experience. Paddy was the Founder and CEO of Madrona portfolio company AnswerIQ, which Madrona invested in back in 2017. It was one of the early machine learning applied to SaaS companies that Madrona invested in. Paddy sold AnswerIQ in 2020 to Freshworks, where he started out as chief customer officer, helped take the company public, became chief revenue officer, and really drove a series of incredible accomplishments for Freshworks. Today, Tim and Paddy dive into that world of SaaS go-to-market. Paddy shares his experiences on how to not just grow a company, as every company needs to do, but how to grow efficiently and how that includes reducing churn, expanding accounts, and landing new logos. This is something that all go-to-market leaders and startup founders have a lot of questions about how to unlock, so it is a must-listen for founders.   View the full transcript here: https://www.madrona.com/startup-efficient-growth-gtm-pradeep-rathinam/ You can find Paddy's writings on these topics here: https://www.linkedin.com/in/paddyrathinam/recent-activity/articles/ Chapters:  (00:00) Introduction (00:31) Meet Pradeep Rathinam (01:36) The AnswerIQ Journey (04:06) Joining Freshworks: Tackling Churn and Growth (05:25) Efficient Growth Strategies (06:10) Framework for Efficient Growth (09:09) Challenges and Solutions in Sales Transformation (14:12) Change Management and Organizational Alignment (17:28) New Business Development (23:01) Customer Retention Strategies (36:05) Driving Expansion Within Accounts (41:10) When to Hire a CRO

Today we are speaking with Chris Dyer, CEO and acclaimed company culture expert, consistently guided organizations to become recognized as "Best Places to Work" and achieved five- time recognition as the fastest-growing company by Inc Magazine. As the #1 Leadership Speaker on Culture and author of three bestselling books, including "The Power of Company Culture and Remote Work, Chris stands as a Top 50 Global Thought Leader. ___How Prepared is Your Team for the Next Big Disruption? Future-proof your team with Malosiminds.com Get your copy of Personal Socrates: Better Questions, Better Life Connect with Marc >>> Website | LinkedIn | Instagram | Twitter Drop a review and let me know what resonates with you about the show!Thanks as always for listening and have the best day yet!*A special thanks to MONOS, our official travel partner for Behind the Human! Use MONOSBTH10 at check-out for savings on your next purchase. ✈️*Special props

In episode 100 of Mission: Impact, Carol Hamilton goes solo to celebrate this special 100th episode. She reflects on the insights and lessons learned from her podcasting journey exploring nonprofit leadership and organizational health. Celebrating a significant milestone, she emphasizes the importance of creating diverse, equitable, and inclusive cultures, addressing toxic organizational behaviors, and reimagining a healthier nonprofit sector. Through her conversations with various guests, she highlights the need for aligning mission and operations, valuing human-centric approaches, and fostering collaborative and supportive environments. The episode concludes with a call to action for nonprofit leaders to prioritize relationships, self-care, and a balanced, sustainable approach to their impactful work.   Episode highlights: 10 Lessons from 100 Episodes **[00:01:16]** Reflection on various aspects of nonprofit leadership, from organizational cultures to sector-wide health.    Lessons on Organizational Culture **[00:03:32]** Lesson 1: A healthy organizational culture cultivates diverse, equitable, inclusive, and welcoming space by design.   **[00:04:28]** Lesson 2: Identifying and moving away from toxic organizational cultures characterized by lack of clarity, microaggressions, internal competition, and unaddressed conflicts.    Overwork and Martyrdom in Nonprofits **[00:06:13]** Lesson 3: Addressing overwork, perfectionism, and martyrdom, and understanding their prevalence in the sector.    Healthy Nonprofit Organizational Cultures **[00:12:00]** Lesson 4: Characteristics of healthy organizational cultures, including openness to mistakes, effective conflict management, clear roles, and strategic redundancy.    Importance of Relationships **[00:16:03]** Lesson 5: Emphasizing the importance of relationships in all aspects of nonprofit work and leadership.    Collaborative Support **[00:17:22]** Lesson 6: You Don't have to go it alone! Encouraging leaders to seek support through coaching, peer groups, and collaborations.    Defining Unique Contributions **[00:18:27]** Lesson 7: Finding and claiming a unique niche based on strengths and contributions.    Grace and Cultural Humility **[00:21:00]** Lesson 8: Practicing grace, compassion, and cultural humility within organizational contexts.    Organizational Alignment **[00:21:22]** Lesson 9: Highlighting the power of alignment in organizational goals, strategies, and values.    Embracing Human Imperfection **[00:23:11]** Lesson 10: Emphasizing the importance of being human first in all things and embracing imperfection.    Reimaging the nonprofit sector **[00:23:49]** Carol poses important questions about redefining the nonprofit sector, making work sustainable, and promoting play, creativity, and thriving in the workplace.   Important Links and Resources: Laziness does not exist by Dr. Devon Price https://bookshop.org/p/books/laziness-does-not-exist-devon-price/14871468?ean=9781982140113 Start Finishing by Charlie Gilkie https://bookshop.org/p/books/start-finishing-how-to-go-from-idea-to-done-charlie-gilkey/9833426?ean=9781683648635   Related Episodes: My top 10 lessons from 100 episodes: In order to cultivate healthy organizational cultures, the culture has to be diverse, equitable, inclusive, welcoming by design. It has to center cultural competence and cultural humility.  Episode 56: Applying an equity lens to your work Episode 39: Equity highlights from 2020 and 2021 What a toxic organizational culture looks and feels like Episode 11: Nonprofit Organizational healing  Episode 36: Conflict and Nonprofit Organizational Culture  Why overwork, perfectionism and martyrdom are so prevalent in our sector Episode 5: Preventing burnout in the nonprofit sector  Episode 38: An invitation to do less Episode 50: Why more money and more staff are not always the answer What are we striving for instead? What a healthy organizational culture actually looks like Episode 62: Healthy organizational culture highlights Episode 63: Healthy organizational culture highlights It is all about relationships! Episode 45 Authentic marketing for your nonprofit Episode 65: Building a ladder of engagement Episode 67: Get that money honey You do not have to do it alone! Episode 4: Strategic partnering for nonprofits  Episode 21: Investing in the next generation of nonprofit leaders  Episode 42: Building shared nonprofit governance  Episode 76: You don't have to go it alone Find your unique contribution Episode 99: Elevating nonprofit governance and leadership Give yourself and others grace and compassion with a healthy dose of cultural humility There is grace and power in organizational alignment Episode 94: Navigating power and conflict Episode 90: Five steps to a successful nonprofit strategic plan  Be human first in all things   Be in Touch: ✉️ Subscribe to Carol's newsletter at Grace Social Sector Consulting

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: A Case for Superhuman Governance, using AI, published by Ozzie Gooen on June 7, 2024 on The Effective Altruism Forum. I believe that: 1. AI-enhanced organization governance could be a potentially huge win in the next few decades. 2. AI-enhanced governance could allow organizations to reach superhuman standards, like having an expected "99.99" reliability rate of not being corrupt or not telling lies. 3. While there are clear risks to AI-enhancement at the top levels of organizations, it's likely that most of these can be managed, assuming that the implementers are reasonable. 4. AI-enhanced governance could synchronize well with AI company regulation. These companies would be well-placed to develop innovations and could hypothetically be incentivized to do much of the work. AI-enhanced governance might be necessary to ensure that these organizations are aligned with public interests. 5. More thorough investigation here could be promising for the effective altruism community. Within effective altruism now, there's a lot of work on governance and AI, but not much on using AI for governance. AI Governance typically focuses on using conventional strategies to oversee AI organizations, while AI Alignment research focuses on aligning AI systems. However, leveraging AI to improve human governance is an underexplored area that could complement these cause areas. You can think of it as "Organizational Alignment", as a counterpoint to "AI Alignment." This article was written after some rough ideation I've done about this area. This isn't at all a literature review or a research agenda. That said, for those interested in this topic, here are a few posts you might find interesting. Project ideas: Governance during explosive technological growth The Project AI Series, by OpenMined Safety Cases: How to Justify the Safety of Advanced AI Systems Affirmative Safety: An Approach to Risk Management for Advanced AI What is "AI-Assisted" Governance? AI-Assisted Governance refers to improvements in governance that leverage artificial intelligence (AI), particularly focusing on rapidly advancing areas like Large Language Models (LLMs). Examples methods include: 1. Monitoring politicians and executives to identify and flag misaligned or malevolent behavior, ensuring accountability and integrity. 2. Enhancing epistemics and decision-making processes at the top levels of organizations, leading to more informed and rational strategies. 3. Facilitating more effective negotiations and trades between organizations, fostering better cooperation and coordination. 4. Assisting in writing and overseeing highly secure systems, such as implementing differential privacy and formally verified, bug-free decision-automation software, for use at managerial levels. Arguments for Governance Improvements, Generally There's already a lot of consensus in the rationalist and effective altruist communities about the importance for governance. See the topics on Global Governance, AI Governance, and Nonprofit Governance for more information. Here are some main reasons why focusing on improving governance seems particularly promising: Concentrated Leverage Real-world influence is disproportionately concentrated in the hands of a relatively small number of leaders in government, business, and other pivotal institutions. This is especially true in the case of rapid AI progress. Improving the reasoning and actions of this select group is therefore perhaps the most targeted, tractable, and neglected way to shape humanity's long-term future. AI tools could offer uniquely potent levers to do so. A lot of epistemic-enhancing work focuses on helping large populations. But some people will matter many times as much as others, and these people are often in key management positions. Dramatic Room for Improvement It's hard to lo...

Send us a MessageSue welcomes back Courtney Kloehn, an experienced healthcare executive and Capstone coach, to the podcast. In this episode, Sue and Courtney introduce the 5P model of time, priority and energy management, which includes prioritizing, planning, performing, pausing, and pivoting. They emphasize the need to be thoughtful in how time is used and to focus on high-priority tasks. They also discuss the importance of starting and ending meetings on time, managing email effectively, and delegating tasks. The episode concludes with tips on restoring energy and the importance of building proactivity into processes.The 5P model of time, priority and energy management includes habits and tactics for prioritizing, planning, performing, pausing, and pivoting.Time is a precious non-renewable resource, and it is important to be thoughtful in how it is used.Starting and ending meetings on time shows respect for others' time and can improve productivity.Managing email effectively, setting turnaround times for responses, and clearing the inbox regularly can help reduce overwhelm.Delegating tasks and evaluating what can be put down can free up time for higher-priority activities.Restoring energy through self-care and setting boundaries is essential for maintaining productivity and well-being.BONUS RESOURCES: to get the bonus resources mentioned in this episode email info@capstoneleadership.net and put 'PODCAST-TIME' in the subject line.Daily PlannerFOCUS + ACTION Guide

In today's episode Aj shares his thoughts on how teams can think beyond skill and more about if the willingness behind the skill is present and thriving.

Gain valuable insights into identifying and addressing gaps in alignment within your organization. Whether you're a leader, HR professional, or team member, this episode offers actionable strategies to overcome obstacles and drive cohesion. In this Episode: LindaAnn Rogers, Tom Bradshaw, Dr. Martha Grajdek, Nic Krueger, Dr. Matthew Lampe, Lee Crowson, Dr. Martha Grajdek, Kate Morales   Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events References Alagaraja, M., Rose, K., Shuck, B., & Bergman, M. (2015). Unpacking organizational alignment: the view from theory and practice. Journal of Organizational Learning and Leadership 13(1): 18-31. Mgbemena, I., Onyali, C., Ojukwu, H. (2024). Strategic alignment and organizational responsiveness: A process-orientated perspective. International Journal of Academic Management Science Research 8(3).   Pasion-Caiani, S. (2015) Examination of employee alignment as a predictor of work engagement. Master's Theses. DOI: https://doi.org/10.31979/etd.ydep-ks65. https://scholarworks.sjsu.edu/etd_theses/4554  

In this Episode: LindaAnn Rogers, Peter Plumeau, Rich Cruz, Matthew Lampe, Nic Kruger, Imani Nakyanzi, Lee Crowson, Alexander Abney   Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic Event: https://www.seboc.com/events    References Alagaraja, M., Rose, K., Shuck, B., & Bergman, M. (2015). Unpacking organizational alignment: the view from theory and practice. Journal of Organizational Learning and Leadership 13(1): 18-31. Mgbemena, I., Onyali, C., Ojukwu, H. (2024). Strategic alignment and organizational responsiveness: A process-orientated perspective. International Journal of Academic Management Science Research 8(3).   Pasion-Caiani, S. (2015) Examination of employee alignment as a predictor of work engagement. Master's Theses. DOI: https://doi.org/10.31979/etd.ydep-ks65. https://scholarworks.sjsu.edu/etd_theses/4554

Onboarding New Product ManagersIn this episode of Arguing Agile, hosts Product Manager Brian Orlando and Enterprise Business Agility Coach Om Patel dive into the challenges and best practices around onboarding new product managers. Topics include:Communicating the company vision, mission and goals Mapping key players, stakeholders and decision-making processesAligning the new PM's goals to organizational objectivesBuilding and owning the product roadmap Understanding customers, segmentation and building empathyThe importance of mentorship and coaching for new PMsWhether you're a product leader looking to optimize your onboarding or a new PM wanting to hit the ground running, this episode provides actionable tips to set up PMs for success from day one!Roman Pichler's Stakeholder Management Article referenced in the podcast:https://www.romanpichler.com/blog/stakeholder-management-tips-for-product-people/= = = = = = = = = = = =Watch it on YouTube= = = = = = = = = = = =Subscribe to our YouTube Channel:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Spotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-Podcast= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

In this curated episode of the Revenue Builders Podcast, we engage in a thought-provoking conversation with Dr. Chuck Bamford, renowned author and business strategist. Dr. Bamford sheds light on the critical issue of aligning corporate strategy throughout an organization, from top-level executives to frontline employees. Drawing from his extensive experience, he highlights the common pitfalls and challenges companies face in achieving this alignment and offers insightful strategies for overcoming them.KEY TAKEAWAYS[00:00:24] Alignment breakdown: Many employees, especially those closest to customers, often fail to see the relevance of corporate strategy to their daily tasks, leading to a disconnect between organizational goals and individual actions.[00:01:39] Annual strategy setting: Corporate strategies are often formulated as a one-time event, lacking consistent follow-up, measurement, and adaptation throughout the year.[00:02:23] Activity alignment: Bridging the gap between high-level key performance indicators (KPIs) and frontline activities is essential for ensuring organizational alignment and success.[00:03:29] Misaligned incentives: Compensation structures and performance metrics for employees often do not align with the overarching corporate strategy, resulting in disengagement and inefficiencies.[00:05:13] Alignment is key: Success in organizational strategy hinges on effectively communicating and aligning goals at all levels, ensuring that both strategic objectives and individual incentives are harmonized.HIGHLIGHT QUOTES[00:02:45] "Everything that leadership does is a hypothesis... they don't want to address what the activities are or convert it to activity metrics."[00:03:52] "I was so disconnected from those other levels... my measurements and compensation were completely misaligned with whatever the corporate strategy was."[00:05:38] "The compensation needs to be based on the activities that you want those employees to do."[00:07:00] "They're doing things that are destructive to the strategy... because they have to hit their KPI or they're out."Listen to the full episode with Chuck Bamford through this link:https://revenue-builders.simplecast.com/episodes/executing-a-winning-strategy-with-chuck-bamford/Check out John McMahon's book here:Amazon Link: https://a.co/d/1K7DDC4Check out Force Management's Ascender platform here: https://my.ascender.co/Ascender/

In this curated episode of the Revenue Builders Podcast, we delve into the nuances of hiring effective leaders for various growth stages within companies. Joined by Bill Cea, Managing Director at Foster Beck Associates, the discussion navigates through the distinct requirements of sales personnel and Chief Revenue Officers (CROs) across product market fit, deal stage, and scale stage. From debunking conventional job descriptions to unraveling the myths of hiring from big-name companies, the conversation provides invaluable insights into assembling the right sales team for sustainable growth.KEY TAKEAWAYS[00:01:14] Product Market Fit Stage: Initial job descriptions often lack relevance; insights from product and engineering teams are crucial for identifying the right salesperson tailored to the product and market needs.[00:02:45] Warning Signs of Misalignment: Inconsistencies in the backgrounds of sales team members can signal organizational issues; diverse backgrounds without a common thread indicate potential problems.[00:03:25] Importance of Early-Stage Expertise: Startups require individuals capable of building from scratch; hiring from established entities may not align with the demands of early-stage growth.[00:04:07] The Fallacy of Big-Name Hires: Hiring from renowned companies doesn't guarantee success; candidates considering both startups and established firms may lack commitment to the startup's demands.[00:06:33] Aligning Expectations: Transparent communication about the challenges and expectations of a role is essential to prevent disillusionment and turnover.[00:07:52] Navigating Deal and Scale Stages: Accelerated hiring plans demand individuals with an entrepreneurial mindset; excessive hiring can lead to revenue dilution and dissatisfaction among sales teams.HIGHLIGHT QUOTES[00:02:27] "If the sellers all look differently... there's something wrong... That's the 1st warning sign."[00:03:06] "You need somebody who truly understands how to develop something from nothing."[00:04:07] "Hiring a name brand... is the absolute opposite... It's a safer bet, bigger company, which completely is the absolute opposite, right?"[00:06:33] "Transparent communication... is essential to prevent disillusionment and turnover."[00:07:52] "Excessive hiring can lead to revenue dilution... dissatisfaction among sales teams."Listen to the full episode with Bill Cea through this link:https://revenue-builders.simplecast.com/episodes/hiring-for-growth-strategies-for-scaling-sales-teams-with-bill-cea/Check out John McMahon's book here:Amazon Link: https://a.co/d/1K7DDC4Check out Force Management's Ascender platform here: https://my.ascender.co/Ascender/

Hosts Victoria Guido and Will Larry are joined by Trent Walton, CEO of Luro. Trent shares his journey into the design world, from his early fascination with typography and logos to co-founding Paravel. This agency later evolved into creating Luro, a no-code solution for building design systems and tracking their adoption across products. Trent emphasizes the importance of understanding the materials one works with in design and development and stresses the need for a holistic approach to product building. This approach blurs the lines between disciplines, encouraging a generalist mindset over specialization. Luro, as a product, stemmed from the realization that existing design systems often fell short in adoption and application, leading to a search for a more integrated and comprehensive solution. Trent outlines the functionality and vision behind Luro, explaining how it serves not just designers and developers but entire organizations by fostering better collaboration, documentation, and understanding of design decisions. Luro aims to streamline the creation and maintenance of design systems, making them more accessible and manageable, even for teams facing resource constraints. By incorporating performance, accessibility metrics, and the ability to track component adoption and integration, Luro provides a platform for continuous improvement and alignment with organizational goals. Luro (https://luroapp.com/) Follow Luro on LinkedIn (https://www.linkedin.com/company/luroapp/), YouTube (https://www.youtube.com/channel/UCsS9BEmX1NPBXkbaLGcMZlw), Discord (https://discord.com/invite/aNEdjnR6A5), or Instagram (https://www.instagram.com/luroapp/). Follow Trent Walton on LinkedIn (https://www.linkedin.com/in/trent-walton/). Visit his website at trentwalton.com (https://trentwalton.com/). Follow thoughtbot on X (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript:  VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. WILL: And I'm your other host, Will Larry. And with me today is Trent Walton, CEO of Luro. Luro is a no-code solution to build your design system and track adoption across your entire product. Trent, thank you for joining me. TRENT: Oh, thanks for having me. It's great to be here. WILL: Yeah, I can't wait to dive into Luro and get to know more about the product. But before we go into that, tell us a little bit about yourself. I know you're based out of Texas. TRENT: Yeah, I grew up, lived here my whole life. I'm in Austin with the other co-founders, Dave and Reagan. Been a designer probably all my life, always been interested in, like, typography and fonts. When I was little, I used to buy badges for cars from swap meets and take them home, not because I needed, like, I had a car I was building and had any interest in, like, sandblasting or building an engine. I just liked the typography, and the design of the icons, and the logos, and all that kind of thing. And so, now it's evolved into me just being, like, a type aficionado and a graphic design aficionado, and then that evolved into, especially when I discovered the web in the early 2000s, building and designing websites with Dave and Reagan, who I mentioned. And so, we had an agency called Paravel early on and had a lot of time putting into practice kind of that design and development and building for the web. VICTORIA: So, your first interest in design came from, is it a car engine? Is that what I heard? TRENT: Well, yeah, my father is a mechanical engineer, and so is my brother. And they work on cars, have classic, like, old Mustangs and Cobras and things that they build in their spare time. And I have no interest in that kind of work [laughs] but grew up in that environment. And, you know, pre-internet growing up in the '80s, one of the things that really got me was the aesthetic and the design around those kinds of muscle cars, so, like, old Shelby or Cobra or Mustang Ford ads, just, I really got into that. So, I'd buy, like, car manuals for a few bucks, or if there's a Mustang Cobra and there's a cool, like, chrome snake logo with a condensed uppercase typeface or some sort of lettering that says, you know, "Shelby Cobra." And that's when I realized [laughs] where my interests lie. You know, engines are cool. They sound cool. Fast cars are cool. But I was just totally, you know, enamored with the typography and the design aspect that surrounded those things, and then it just kind of evolved from there. Anything else I could get my hooks into, I picked up on. VICTORIA: I love that because when I talk to people about design, for folks who don't have a background in it, they kind of think, oh, design, that's logos. You know, I'm redesigning my house right now. My husband is like, "Oh, it's picking the tiles and the colors. We can do that." And I'm like, "No, like, design, there's a lot more to it. Design is everywhere." Like, you can find design inspiration from car manuals [laughs], it's so funny that you bought those, or from random logo design and actually, like, really good design. If it's something that's designed well, you probably don't even notice it. You just flow and use the space or use the app as you're intended to. TRENT: Yeah. And I also think that getting inspiration or starting ideas out from anywhere but the medium you're working in might be a nice little trick to bring some, like, naïve, fresh perspective to things. So, I try to go back to that stuff as much as possible. I have heaps of manuals I've bought off of eBay in recent years, yeah, things you wouldn't think you'd find on, like, you know, whatever, a graphic designer's bookcase, just anything to sort of break the monotony or break my own little lenses of what a website should look like, or what a logo or a brand should look like, how to step outside of that a little bit. But it's funny because it really does go back to that initial sense of wonder I experienced at those really just, you know, we're talking, like, in a gross, swampy field in Texas with, like, funnel cakes being served at every corner, like, not the most slick, rad graphic designy vibe, but that's where it all started for me. So, I go back there as often as I can [laughs]. VICTORIA: So, how do you talk to founders or people who are thinking about building products? How do you talk to them about design and give them a where to get started approach? TRENT: I don't know that I ever specifically talk about design or even maybe, like, engineering or about performance. I talk about all those things, accessibility, et cetera. I try to blur those lines as much as possible. It's maybe an idyllic thing that I've had for years. But going back to the agency days, I'll call them the agency days, but up until, like, you know, 2015, '16, Dave, Reagan, and I ran an agency called Paravel. And by nature, the three of us are some sort of a hybrid between a designer, maybe, like, a front-end developer. You know, Dave's more of an engineer now. But we've all been very careful to make sure that we're generalists, which I don't know that that, like, career-wise that, might pay off long term, but I cannot work on the web any other way or talk about the web any other way. I've always felt like, I mean, there was the old, which we don't have to get into, gosh, but the debate on should designers code? But I think the essence of that is really, like, should we be familiar with the materials we're working on? So, anytime I start to talk about designing for the web or designing a product, you want to make sure everyone has a clear understanding of the environment that they're working with. So, is it, you know, a website? And is performance important? And is our site that we're redesigning is it performant now? Is it fast or slow? Or am I a designer who only cares, and this is a thing that I have to fight inside of myself all the time? So, I'm not trash-talking anybody, but, like, do I want to load a bunch of fonts and cool images, and is that my KPI is how interesting and engaging the visuals are? Which is a great one to have, but it also, you know, while you're talking about design, you have to consider all of these other things that can define quality for an experience. Maybe those other things don't matter as much from one person to the next. But the more they are in front of me, the more they evolve the way I perceive what I work on. And so, I try to never really isolate any kind of aspect into maybe, like, a stage or a sprint that we're doing as a team. It's just sort of this holistic kind of hippie vibey way to look at sites, but I want to make sure that it's always, like, we're always starting from a very, very broad place that involves every aspect, and all team members and stuff like that. VICTORIA: Well, I love that because I try to think about that in the same way from the other end, like, on the operations perspective when you're talking about site performance. And, you know, like, is the site responding fast enough? And it comes back to the question of, like, well, what is the experience, expectations of the user? And what's important to get done on the site? [laughs] And having those conversations, like, early on and integrating all these different teams from the design and development and operation side to have that conversation so everyone knows what is the goal of the site and what is the important aspects of the user experience that the system needs to be able to support? So, I also like that you said that it's like, well, should you be familiar with the materials that you're using? [laughs] Thought that that was really cool. Like, I'm actually...my husband and I are renovating our home. And I'm talking about why we should invest in design [laughs], and part of it's because there's things to know about the materials. Like, if you're choosing a floor for your house, like, the designers will know, like, what's the durable ones? What's the ones that are going to fit your need, and your cost, and your budget? And so, like, they don't necessarily need to be a person who's going to lay the floors [laughs], but they need to know what to expect out of what you decide to use. TRENT: Yeah, it's, like, all of these constraints. And so, being familiar with the real-world implications of the decisions we make, you know, inform that. So, yeah, I mean, I think that's pretty similar, too. It's like, well, you need this floor because it's more durable in this climate or whatever, same thing for, you know, the websites that we build. It's all contingent upon the outcomes that, hopefully, we can mutually agree on. You know, there's kind of a general sense of, like, performance is important, and accessibility is paramount and extremely important. But then there's some nuance to that as you get into some smaller decisions. So, having these kinds of discussions early on and frequently and almost...the way I like to think about it is rather than, like, a check-in where we say, "Okay, this is it," but having a place where we can all look to check in and find information and share information that's maybe not so fast. One thing I like to think about is things get lost in chats and maybe even tickets, so as you're closing tickets and opening tickets. There's a bug. I solved it. It's gone. Can you send me this logo? Can we tweak this? These micro changes they open and close very, very quickly. And so, there's this firehose that happens. And so, I find that having a place separate from that for discussing these things and remembering these things, and referencing these things while we are in our code editors or inside of our Figma or any kind of design tool that we use to sort of cross-reference and simmer on things as we think about the decisions that we have to make, as opposed to just knocking them out super quick, always being mindful of those constraints. And again, yeah, the [chuckles] materials we're working with, whether it's just, you know, HTML, CSS, and JavaScript or whatever, but all of those things. It's good to be mindful of that. WILL: I know you said that you've been in design for a while, and so I love just picking the brain of someone who's been into it a while and see how far we've come from, especially just the 2000s. So, in your opinion, with design, how do you feel about where we've come since the beginning of tech to where we're at now and, also, I guess, where we're going with the design? TRENT: Yeah. So, I guess I can really just frame...this is going to help me remember just framing [laughs] where we were. I started off on Homestead, which is sort of like GeoCities. I was in college. I graduated, and I think it was 2001, maybe 2000, anyways. And it was mainly just taking images...I didn't even have Photoshop at this point. And you realize you could, like, tile a background for a build your own website. Homestead was one of those kinds of deals. And I thought that was very interesting. So, I had this cheap digital camera. It took a lot of cords to figure out how to, like, port that onto this old, crappy Hewlett Packard computer that was, like, a hand-me-down. Fast forward a couple of years, I had graduated, did not study design, so I'm all kind of self-taught or just taught by the web, the peers, the information that has been shared and been influenced by. But Dreamweaver was out, and Macromedia was huge, and I loved Fireworks. And so, Dave Rupert, I paid him $80 to teach me HTML [laughs], and so we've been together ever since. This is right out of college. And so, the tools that we used there were pretty rudimentary, but Fireworks was rad. Like, it was kind of web-based. It felt like it made more sense. I love Photoshop, and that's kind of, like, a primary graphic design tool that I still use to this day. But early on, it just felt like everything was so harshly limited. So, if you had any kind of idea that you wanted to execute that you could just draw on a piece of paper, mock it up in Photoshop, the amount of work that you had to do to get that to happen was either extremely high, or it was just impossible. And then, if it was impossible, I bet you can guess what we did. We went to Flash, and we made, like, a crappy video of a web page that was not accessible and really hard to use. I was heavy into Flash for, like, two or three years until kind of, as I had been warned by Dave that, you know, HTML and CSS are going to be the way the web works. But when I came back to that, there was this wonderful time where it felt like we were charting out every single...it was just new territory. It's like we had come to this other planet or this other world, and everything that needed to be done, we had to figure out how, like, getting web fonts onto pages, rounding borders. I mean, getting that done aside from slicing images in Fireworks felt like this new monumental discovery that changed the lives of many. Maybe it did, maybe it didn't, but in my world, it felt like that. And so, early on, you can look back on it and go, gosh, everything was a pain in the ass, like, living with all of these limitations. But for me, I do look back at it like that, but I also look back on it as this wonderful time where we were building the web that we're working on now. So, all these things that make designing easier and quicker come with some sort of a, you know, an evolution of your perception, and [inaudible 13:14] fond memories of work along the way. For me, it's sort of I've just always sort of been around working on the web and watching design evolve, and every little step maybe feels like a tiny one or a large one. But these days, it just seems like, oh, this is exactly how it should have [laughs] always been, like, convenient grids and convenient box shadow and all that kind of stuff. But yeah, it's been nice to sort of grow up only being a web designer. Like, I mean, I've done graphic design. I've done brochures and, print design, and logo design for sure. But, I have always been anchored to and centered around web design and thinking about things in the context of how they will be applied to the web first and foremost. MID-ROLL AD: Are you an entrepreneur or start-up founder looking to gain confidence in the way forward for your idea? At thoughtbot, we know you're tight on time and investment, which is why we've created targeted 1-hour remote workshops to help you develop a concrete plan for your product's next steps. Over four interactive sessions, we work with you on research, product design sprint, critical path, and presentation prep so that you and your team are better equipped with the skills and knowledge for success. Find out how we can help you move the needle at tbot.io/entrepreneurs. VICTORIA: So, what was the turning point for you that led you to found Luro? How did it all get started? TRENT: With Paravel, the agency days, we had a lot of fun. I think, for us, our big agency spike was when responsive web design came out. Ethan coined the term. There was a lot of people on the web, you know, a lot of agencies or a lot of teams, a lot of companies that needed to pivot into that. And so, we found this great working relationship with companies where we would come in and sort of had a little bit more practice just because we got in early learning kind of how to do that well, I think. And it was a sort of we're going to redesign a page, a homepage perhaps, or, like, a marketing page. You'll do that project; three to six months go by. And then the next thing turns into, well, we have this giant network of e-commerce stores. We have this giant network of pages with, like, download centers and support documents. And now, we need to make everything responsive, and it can be anything. We need to make everything accessible. We need to make everything performant. We need to update the brand on everything. And I don't think we're alone in this. I think this is the beginning of the greater design system discussion as it applies to the web. Obviously, design systems predate the web; design systems pre-date, like, 2012 or '13 or whenever we got into it. But projects started to migrate from, "Hey, can you design this really amazing, responsive marketing page," to "We have a system, and we need you to solve these problems." We love working on those problems. I still do to this day. But the reason why we switched from kind of being a, you know, individual contributor-type agency consultant type roles to building a SaaS product was because we were realizing that things got complicated...is a very, like, boring way to say it. But to get a little deeper, it was, we would see things not ship. So, like, our morale went down. The teams that we were working with morale kind of went down. And as I was digging into why things weren't shipping...and when I mean ship, I think, like, pages would ship, of course. Like, here's a page. It just needs to be built, somebody decided, or a new feature needs to be built. Of course, those went out. But the idea of, is our design system or the system that we're designing launched? Is it applied? Is it fully adopted? Is it partially adopted? It never felt like the amount of traction that we were promising or that we were being asked for. And I don't mean we, as in just the three of us, but the entire team or the entire organization who, in many cases, all were bought into the idea of design systems. So, what we found was, when things got real, and we had to give up things, and we had to work on things and prioritize things, it became much more difficult to work in that capacity, probably partially because of the cross-discipline nature of those things. So, as opposed to what I consider maybe a miserable way to work in many cases, is the classic; here's my Photoshop comp. And I have a red line document JPEG that I will give you, whatever engineer I'm working with, or it's myself, and I'm just giving myself a red line document, but you're just going through and trying to make those things match. And that is sort of not fun for the team because now we're just sort of chiseling each other and sort of, like, going through and critiquing our work over and over versus really kind of in the spirit of prototyping and inventing together. I find that products are diminished when you do that. So, as you try to get into this design system part, it requires a lot more insight into what everyone around us is doing, kind of, as I was saying at the beginning, how to have this cross-discipline view of what we are actually working on. And that view is what we thought, and we still believe in many cases, is absolutely missing. So, you can spin up a design system. And Luro is not the only design system tool. Of course, you can spin up your own. And what I mean by that is, like...I'm maybe going to answer, like, three questions in one. Maybe you haven't even asked them yet. But just to kind of frame this, if you ask anyone what a design system is, it might be a different answer. It might be these are my Figma components that I've created and I've shared out, and there's a public link. You know, an engineer might say, "Well, it's the GitHub repo of components that I'm actually using." So, the design is helpful as documentation. But the design system is the code, or the design system is the actual...or the actual components that are live that users see, which I would argue probably is the most accurate, just because we're talking about user experience impacting whatever business objectives we may have. So, those components need to make their way into live sites or products. So, finding out what that answer is, what's the source of truth? What is our design system? What are our components? What are our standards? You have to have multiple sources for that, just because there's multiple people with multiple opinions and multiple measures of success involved in those. And all of those opinions and measures of success, I would say, are valid. So, accounting for those and kind of crossing the streams, if you will, in one sort of central UI, we believed was crucial enough that we should jump out of the agency days and into a product-building scenario. VICTORIA: That's really interesting. So, you saw this pattern in the delivery of your work as an agency that made you want to build a solution to create better outcomes for a potentially exponential number of clients, right? [chuckles] TRENT: Yeah, hopefully. I think that working on how you work together as a team is vitally important, and if you can find the right environment, then the actual product will benefit. I mean, and I'm not even just thinking about these maybe soft things like, oh yeah, if engineers and designers can work together, the typography will be a little bit better, and the site will feel a little bit more cohesive, and it'll be maybe a little bit easier to digest. I believe that. But I also believe that there are people in organizations doing research, financial analysis, customer analysis, A/B testing, you know, all sorts of work that contributes to the decisions that we make about our sites and products that sort of just gets lost in the shuffle, in the firehose of the day to day. So, having something that takes not only a, I guess, what you could classify as the what for a design system, it could be the design of a component. Maybe it's actually even, too, as well, the code that makes up that component. But then there's this giant why. Why does the button look the way that it does? Why does a card have a border around it? Why? Why? Why? Why? Why? These things maybe they come up during meetings. Maybe there's something that, as a designer or an engineer, I found maybe on the company's shared OneDrive or somebody mentioned in passing. Those things are vitally important, and they need to be, again, back to the morale and perception evolving; they need to be accessible to everyone. But it's a needle-in-a haystack situation. It's funny. We would consult. And one of my favorite stories is we were building this prototype. We were hired to build a prototype for a startup in Austin. They were on a big, open floor-plan office with the glass meeting rooms. And we were showing off our prototype, and we just felt really clever and witty about the way we were going to solve this and the pages that we were going to build. And who is a friend now, a person named Angela walks by, and she's like, "What are you working on?" And we told her what it was. And she says, "Oh, wow, you know, six months before you started contracting with the startup, we did this all, and we've user-tested it. Everybody's been reorged, and nobody remembers. But I have this PowerPoint I can send you, and it will show you the results. Some of these things you're doing are probably going to be great. The other things you should absolutely not be repeating these mistakes." And I thought about how likely it was that she walked by and happened to see that through the window and happened to look on the sharp television on the wall. And it's probably not very likely, and as we become, you know, we're remote and working remote the likelihood of those things happening maybe goes down. The idea of building a product that increases the likelihood or almost makes it seamless that you can find information relevant to what you were working on, even if you're new to that project or you haven't worked on it for a long time, is very, very key. So, within Luro, you can build a design system. You can add your styles. You can add your components, configure your tokens, and do all that, but you can also integrate those things that I was mentioning: prototyping, research, and testing. We also do an accessibility and performance through Lighthouse and give you metrics there. All of those things are associated to the pages that your site is comprised of. They're associated to the components that you use to build everything. So, we're sort of crossing the streams here. So, if you're going into imagine a button component and you're like, okay, the border-radius is four pixels. The type size is 16 pixels, and here's how you code it. We're putting in an actual button. The class is dot btn. That's all great. It's helping us build the button. But if you are asked by leadership or anyone, "Why did you decide this?" Or "What is the impact of design?" Or "What is the impact of the product team on our bottom line? How are you moving the needle? How are you helping us as an organization achieve?" The answer isn't, "Well, we made the border four pixels just like the design [chuckles] said." That's great. Good job. But I think having all of this information associated with design and associated with engineering not only makes us more informed as contributors to teams but it helps us to articulate the value of what we do on the daily in a much more broad organizational sense. So, you can say, "Well, we user-tested this, and we realized that if we took out these form elements from a signup flow, we get more signups by having fewer steps. And so we removed a step. We user-tested it before and after, and signups went up 30%." That's a much cooler answer than, "Well, our design system helps us be consistent," even though we know that that is vitally important, and it makes our app or our site feel much more cohesive, and it contributes to that sign up metric or a sales metric just as much. But having this data and associating it with a component so it's not something that you have to sort of...I guess it almost sounds subjective if you bring it up and say, "Well, we're moving faster, and we're selling more stuff." That's not great. But if you can link and say, "Well, here's a PowerPoint before," or "Here's a summary of a user test before and after. Here's real numbers," it helps you to portray yourself as the designer or engineer or product team member who thinks very deeply about these things, and it helps you to accurately portray yourself in that way. So, I went on a real tangent, but actually just there, I think I just was describing sort of the nuts and bolts of why we built Luro to not only be a design system tool but, like, what we kind of also call a product development tool, a product development system. So, it's extending the idea of design systems to the practice of building a product with an entire organization. WILL: That's really, really cool, and you did a great job explaining it. I'm excited to see it and see where it's going. I felt like a lot of what you were saying was the why you're doing stuff, why you chose, you know, X, Y, Z. Is that where the analytics and the tracking portion of Luro comes into play? TRENT: Yeah. I think that one thing we heard a lot from agencies or even just teams within an organization that are working on design systems is back to that articulating the value of maybe a design system or articulating the value of the work that we do as designers or product builders and similar to we've done a user test and these are the results, and sales or signups, or whatever the case may be, have improved. I think one of the key metrics for a design system is, is the component adopted? There are other ones, and people will mention those, things like, is it helping a team be quicker? So, if there's a design system team, and then there's multiple product teams within an organization, and they all want to work together, and they want to be able to take the components that they need and build their ideas quicker, prototype quicker, that's a great metric as well. But one that we find vitally important is, are the components live to users? And so, being able to track that has a lot of value. One, obviously, is that communicating that to the greater organization, saying, "You know, we've spun up a design system team. The card component is on 49% of pages. The button is on 100% of pages." And then if you're trying to be more tactical about how to improve the product or even just track down, you know, which components or which pages or which experiences aren't, I guess, consistent with the design system, you can say, well, "There's 49%, and there's 51% of pages that may or may not have the card component." And so, you can go find outdated components if you're trying to phase new ones in, and all of those sorts of things as well. So, the metrics are sort of great from a thematic sense, saying, this is the value that our design system is, you know, affording us as a business and the users are experiencing while they're using our app or our site. But then, also, you can drill down into these metrics and see, okay, the button is appearing here. I can click into pages and see views where it's being used on the page level and see, is it being used properly? Those kinds of things. You can track legacy components as well, so, for example, if we've rebranded the site that we all work on together and our old button was, like, dot button and the new button is dot BTN or however we would want to class those things. And you can use classes. You can use data attributes, all those kinds of things. But I would say we can track legacy along that. So, if your goal is to completely adopt the new design system across the entire network and products within six months or whatever the case may be, you know, month over month, week over week, you can check our, you know, line graphs and see, hopefully, the legacy occurrences of that going down over time. So, if, like, the button is being used less and less and then the dot BTN is being used more and more, you can see those sort of swap places. And so, what we have found is talking about things in sort of an objective or fuzzy way, saying, well, we're trying to ship this, and we're doing these inventories, and we're going through all the pages. And we're clicking around trying to find old things, or we're redesigning pages. But it's very, very difficult. This is just an instant quantification of where our components are manifesting in the product. So, what we do is, with Luro, you can give us...whether it's behind an authentication layer or not, we crawl web pages, first and foremost. So, you can give us a site. And this is all optional. You can spin out a design system without this. But we crawl the site, and then we will go ahead and do performance and accessibility scores for there. So, that's one way to itemize work, where you can just say, well, as an agency, we're going to work with this company, and we want to show them, like, the starting point and expose weak points on where we might be paying a lot of attention to. In the design or engineering phase, we need to improve the speed here. We have accessibility violations we need to think about, all that kind of stuff. And then, once you crawl those, you can add your design system, and then you can cross-reference those, and I kind of mentioned that. You can use CSS classes to do that. And so, you'd enter in dot BTN for button. We've already crawled your pages. And so, we can tell you every time that that class appears inside of any page inside of the network. So, it's this very, like, two-minute way to get a wealth of information that's shared and communicated with...the entire organization will benefit. Like I said, like, leadership they can get a sense of how the design system is being used and adopted, but also, the active teams working on things so that they can go find outliers and work on replacing those. VICTORIA: It's been over a year in your journey with Luro. What challenges do you see on the horizon? TRENT: I still think it is an adoption challenge. I think that, you know, one thing that we found is that a lot of teams, and this is going back to our agency days, but I sort of sort of still see this happening now is that building the design system, you know, let me separate these two things. I think designing components and building the design system in the sense of picking styles, and choosing fonts, and iterating upon something like a search box or, a footer, or a modal that's a lot of work. That's just design and product design and product development in general. But the act of, you know, creating the design system, maybe it's the documentation site, or however, we're communicating these standards across the organization. That part, to me, it's always kind of taken too much time and effort. And to be really candid, the amount of budget that's being allocated for those tasks is less. So, we're having a lot of users who are saying, "Well, I wasn't in charge of a design system. We had a team for that. We don't anymore. And now I'm responsible for it," or "The team's been combined, and I'm working on, like, three things at once." And so, something that's very, very crucial to us at Luro is to help with the struggle of spinning up a design system. For us, I fully believe that there are design systems that can be fully custom available to the public and need to have, you know, every page and view needs to be unique unto itself. But for Luro, the starting place that we get you with, you know, you can link in your Storybook. You can link in Figma components. You can add components manually and all those sorts of things. Where we can get you in a few minutes is really close. And then, if you started to fold in, you know, the idea of performance, accessibility, and then all of the other insights that you can then integrate, so if you're doing A/B testing or user testing and doing research, and you want to make sure that that's all involved inside of your design system, then it becomes a really attractive option. So, I think that decreasing the time it takes to get started and to spin up a design system is the number one thing we see people struggling with and the number one thing we want to bring. I kind of like to compare it to services like Netlify. Like, I remember I used to have to set up servers to demo things for clients, and it would take an hour, and I don't know what I'm doing. And I would break stuff, and they would have to help me fix it. So, then I'm bothering him. And then, now I'm just, you know, will either link to a CodePen or drag and drop a deployed URL from something like Netlify. And it's this amazing, almost like it feels like deploying is just as difficult as, like, sketching something out on a napkin. We want spinning up a design system to kind of feel that way so it's not so precious. You're not worried about...it is just easy to get started. And so, we're kind of integrating all these other tools that you use to make that easier and quicker because if you do have other things that you're working on and you need to move beyond that so that you can focus on prototyping, or designing, and building the actual components, you can do that. And you have that option as opposed to having to be mired in some of these other details. VICTORIA: It seems like change management and integrating change into larger organizations is always the biggest challenge [laughs], even for great innovations. And I'm curious: what types of people or groups have you found are quick to adopt this new method and really the right group for you to center your message on? TRENT: Yeah, it is...I was joking, I think, maybe before the podcast started, but it's, like, very ambitious because it's easy, I think, to say, "This tool is for designers. And if you're a designer, you can integrate your Figma, and then you'll have your components published to your team so that they can use them." And that's absolutely true. Like, if you're a designer, Luro is for you. If you're an engineer and you have just received components, and you need a way to document that and show your coded version alongside the design version and be able to collaborate with people in that sense, it is absolutely for you as well. So, you can see how it's almost like you almost have to frame Luro for individuals across the organization. So, it's one of those deals where...and we've kind of experimented with this with the marketing. And the way we've discussed it, we talked to lots of, you know, leadership, heads of product, CMOs, even CTOs, things like that. And so, it's like, if you're trying to get your entire organization to work better, to ship, you know, more effectively, then Luro is the tool for that as well because we're getting into knowledge retention via uploading. Like, my favorite story there is if you're an A/B tester, probably, and this is what we've experienced, is you run these tests. A lot of time and effort goes into building the prototypes for the test, whether that's you or an engineering team that's doing those things. This is one of the things we used to do as an agency. We would be brought on to prototype something totally new. We would test that alongside the existing experience. And an A/B tester, we'd work with them, and they would create, like, a PowerPoint or something that would explain the pros and cons and what should happen next and summarize the test. And that would live on that person's hard drive, whether it's on their computer or, like, a Dropbox or a OneDrive account. And no one ever thought about it ever again. You would just move on to the next test. But the amount of money spent on us to build the prototype and the amount of money spent on the SaaS to spin up the, like, A/B testing environment and all of these things, and then the time spent on the A/B tester to analyze the results and generate a PowerPoint it's not nothing. And so, one of the things that we find pretty appealing for leadership within Luro is the idea of integrating all of these tools and all this work that you do in mapping them to components so that when you pull up, for example, a button component, you'll see all the user tests that have been added over any period of time. So, if you were a new hire and you're trying to onboard, you can go interview everybody in the organization and ask them about the history of a button or a card component or the history of a sign-up page. But then, also, in a self-service way, you can just click into Luro, click a button, click a card, click to the sign-up page, any of those things, and find all that stuff I was mentioning earlier, whether it's a test, or research, or prototyping, or any kind of documents that have been written. These aren't the arguments that Dave or I might have around the actual border-radius value. Those are small things that probably should be lost in the firehose. But if we have learned an outline button with a stroke is performing way better than a solid-filled button or vice versa, that's important information that doesn't need to disappear in six weeks. So, that's the other kind of metric there is explaining kind of the holistic version, telling the holistic story of Luro to those types. And so, yeah, navigating that and trying to get, like, buy-in on a broad level is kind of what we're working on these days now. WILL: Sweet. So, I actually really like how it's almost like version control. You can see the history of what you've been working on. And I really like that because so many times...you're correct. When I go to Figma or anything, I'm like, why are we doing it this way? Oh, we made these decisions. Maybe in comments, you can kind of do it, but I think maybe that's the only place you can see the version control. So, I like that feature. Like you said, you can see the history of why you did something like that. TRENT: Yeah. And think about that, so if I am a front-end engineer and I receive a design and everyone thinks that, why are we doing it this way? I would hate to code something...I can do it. It's my job. But if I don't understand why, my feeling about work and maybe the quality of my work goes down, you know what I mean? I guess what I'm trying to say is, like, feeling like you understand, and you're lockstep with the entire team, and you understand what the goal is...what are we trying to do? What are we trying to achieve? Like, what have we reviewed that has made us believe this? And if you don't have that information, or if I don't have that information, like, there's some traction within the team, whether it's actual momentum forward and the amount of tickets that are being closed, or just the spirit of what we're doing, that the product is going to be diminished. These are all these little things that add up, up, up, up, up over time. So, being able to show this information to be able to access this information kind of passively. So, for example, if you got VS Code open and Luro open and you can see here's the user test from six weeks ago that shows us why we went with option B, you'll say, "Okay, cool. Even better." You know, you can review those things way before you get things handed to you. You know, it's much more kind of this utopian vision of an open, collaborative deal. And the way I would say that is it's, you know, we all kind of hand things off. So, of course, like, there's some version, even if it's like a micro waterfall that happens on a daily basis. We're all doing that. Like, somebody needs to be done with something to hand it off to something else, so we're not all up in each other's space all the time. But one thing that we like about Luro, whether we use Teams, or Slack, or whatever, it's not a real-time thing where I have to say, "Stop, look what I'm doing [laughs]. Come over here and look because I need you to know this." You can get notifications from Luro, but it's not something that is a context-switching demand type of a situation. So, the idea is if you're like, I'm wondering what's going on. I know this is coming up. I'd like to review. Or I could let you know and tell you, and just on your own time, you can go see this. So, separate from, like, the firehose of tickets and chats, you can see the actual product evolving and some of these, like, key milestone decisions on your own time and review them. And if they've happened before you even started on the project, then you can do that as well. WILL: I think that's probably where the breakdown between developers and designers that collab that's where it probably breaks down, whenever you're trying to get your tickets out as a developer. And then there's a change while you're working on it, and it's a complicated change, but you're still responsible for trying to get that ticket out in time. So, I think, like, what you're saying, you can get it beforehand. So, it sounds like, to me, Luro would be a huge help because you have to have developers and designers working together; if you don't, you're just in trouble in general. But anything that can help the relationship between the two I think, is amazing, and that's what I'm hearing whenever you're talking about Luro. It helps. It benefits that relationship. TRENT: Yeah, that even makes me think a little bit about the ongoing collaboration aspect. So, it's like, if something is shipped...or maybe let's go the agency scenario here. You've launched a site. You've launched a product. How do we know how it's performing? Of course, you'll have everybody...they're going to have analytics, and we'll be talking about that. And are signups up or down? But Luro will run tests. It'll continue to run component analytics. So, you can sense whether, like, somebody is changing a component. Or, you know, is the fully adopted design system not being utilized or being utilized less or more over time? But then, also, we're running, again, performance and accessibility metrics. So, we've seen it where we've shipped a product for a client. You know, we've had Luro running. We've sort of used that as our hub to collaborate over time. And then we'll notice that there's a giant performance spike and that, like, the page speed has gone way down. And we itemize issues and can point you to exactly the page that it's happening on and give you some insight into that. Of course, you could go through after you've worked with the client and run Lighthouse on every single page in your own time for fun, but that's not reality or fun. So, you'll get this information. And so, you almost...before we were telling people who were using Luro, we were kind of using it ourselves just to help ourselves do a better job. About a month into a project, we were able to email a customer, a former client, and say, "Hey, site's looking great. Amazing to see this. There's a 3-megabyte, 50-pixel avatar. Someone uploaded a giant image. It displays as 50 pixels. But somebody must have uploaded the full one to your homepage, and your page speed score tanked." They're like, "Oh, wow, they must [laughs] be monitoring us and checking in on us every day." We love them dearly, but we were not doing that. We were using Luro off to the side. So, there is this other aspect of just sort of monitoring and making sure things stay, you know, as they were or better once we ship things and move forward to the next. VICTORIA: That's really interesting. And I'm excited to explore more on my own about Luro. As we're coming towards the end of our time today, I wanted to give you one last chance to shout out anything else that you would like to promote today. TRENT: Oh, that's it [laughs], luroapp.com, you know, that's the main thing. Check out component analytics. We have a YouTube channel, and I would say that's probably the easiest, a lot of effort, even though the videos maybe I'd give myself an A-minus or a solid A, not an A-plus on video production. I'm trying to get better. But explaining just, like, how to set things up. There's, like, a one-minute, like, what is all this? So, if you want to see all the things that I've been trying to describe, hopefully well on the podcast [chuckles], you can see that really well. So, I'd say Luro App and then the YouTube channel. We've got, like, five, six videos or so that really kind of help get you into maybe what your use case would be and to show you how easily things are set up. VICTORIA: Great. Thank you so much for joining us today, Trent, and for sharing about your story and about the product that you've been building. TRENT: Yeah. Thank you for having me. This has been great fun. VICTORIA: You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter @victori_ousg. WILL: And you can find me on Twitter @will23larry. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. AD: Did you know thoughtbot has a referral program? If you introduce us to someone looking for a design or development partner, we will compensate you if they decide to work with us. More info on our website at: tbot.io/referral. Or you can email us at referrals@thoughtbot.com with any questions.

Unlock the secrets to professional indispensability in this podcast, focusing on strategies to safeguard your role during downturns. The emphasis is on building credibility through high-quality work and unmatched expertise, coupled with aligning your role with organizational goals in the intelligence sector. Tune in for practical tips on enhancing your value and contributing effectively to organizational success.

We are excited to share with you the latest content from The ASHHRA Podcast! In this episode, co-hosts Bo and Luke engaged in a stimulating conversation with the remarkable Olesea Azevedo, Chief Administrative Officer & Chief People Officer at AdventHealth.In this feature-packed episode, Bo and Luke delved into the impact of promotions within a company versus seeking new opportunities elsewhere. Together with Olesea, they explored the fulfillment derived from being recognized and promoted within an organization, in contrast to seeking career growth externally.This insightful conversation also included plans for a potential series with AdventHealth, delving into different areas outside HR within the healthcare industry. Additionally, the episode exuded excitement and optimism for the future of HR and the healthcare industry, with a focus on aligning actions with organizational vision and maintaining motivation during challenging times, exemplified by the significant challenges and successes faced during the pandemic.Olesea shared valuable insights on implementing strategic changes based on feedback, emphasizing the importance of shared accountability and collaboration for successful execution. The conversation also highlighted instances where collaboration with clinical teams led to notable improvements, impacting both turnover rates and financial performance.Moreover, Bo, Luke, and Olesea spoke about maintaining a culture of empowerment, gathering input from all levels of the organization, and adapting strategies to meet the organization's needs. They also discussed the unique cooperative model utilized at AdventHealth, where feedback is sought and applied from employees at all levels for making strategic decisions.Finally, the episode covered the profound impact of AdventHealth's service standards, developed through design thinking and team collaboration, and their role in guiding decisions to keep employees safe and supported during the pandemic.Thank you for being part of The ASHHRA Podcast community, and we look forward to connecting with you soon for more enriching content! Support the Show.

Communication is a key leadership skill, but it means nothing if your message doesn't align with organizational goals.In this episode, leadership expert and executive coach Tissa Richards helps us dive into the power of strategic communication and an outcome-focused approach in leadership. This means establishing clear goals, effectively communicating them to each level of an organization, and creating a culture that empowers teams to reach desired outcomes.Our discussion centers on this concept of connected outcomes, and how integrating them into your leadership style drives collective success as well as individual career growth. Tissa also provides actionable advice to become a great communicator, and shares a constructive team-building exercise to improve communication and build trust with your team.Tune in to find out how to be a purpose-driven leader that influences others!TOPICS DISCUSSED IN THIS EPISODE:The role of context in leadership and outcome-settingCommunication barriers within teamsCreating alignment and trust in an organizationBuilding confidence and self-advocacyIndividual and team benefits of connecting to outcomesCommunication as an essential professional skillLearn more about Tissa Richards and her book, No Permission Needed: Unlock Your Leadership Potential and Eliminate Self-Doubt! https://www.tissarichards.com/Connect with Tissa on LinkedIn: https://www.linkedin.com/in/tissa-richards/Have questions beyond our discussion about how to become a powerhouse leader? Book a call with me and let's talk! https://www.coachmebernadette.com/discoverycallDownload my eBook, The 3 ‘Must-Have' Myths for Success, here: https://www.balloffirecoaching.comConnect with Bernadette:https://www.sheddingthecorporatebitch.com https://www.facebook.com/shifttorich  https://www.instagram.com/balloffirebernadette https://www.linkedin.com/in/bernadetteboas https://www.twitter.com/shedthebitch This episode was produced by Podcast Boutique https://www.podcastboutique.comSupport the Show.

Communication is a key leadership skill, but it means nothing if your message doesn't align with organizational goals.In this episode, leadership expert and executive coach Tissa Richards helps us dive into the power of strategic communication and an outcome-focused approach in leadership. This means establishing clear goals, effectively communicating them to each level of an organization, and creating a culture that empowers teams to reach desired outcomes.Our discussion centers on this concept of connected outcomes, and how integrating them into your leadership style drives collective success as well as individual career growth. Tissa also provides actionable advice to become a great communicator, and shares a constructive team-building exercise to improve communication and build trust with your team.Tune in to find out how to be a purpose-driven leader that influences others!TOPICS DISCUSSED IN THIS EPISODE:The role of context in leadership and outcome-settingCommunication barriers within teamsCreating alignment and trust in an organizationBuilding confidence and self-advocacyIndividual and team benefits of connecting to outcomesCommunication as an essential professional skillLearn more about Tissa Richards and her book, No Permission Needed: Unlock Your Leadership Potential and Eliminate Self-Doubt! https://www.tissarichards.com/Connect with Tissa on LinkedIn: https://www.linkedin.com/in/tissa-richards/Have questions beyond our discussion about how to become a powerhouse leader? Book a call with me and let's talk! https://www.coachmebernadette.com/discoverycallDownload my eBook, The 3 ‘Must-Have' Myths for Success, here: https://www.balloffirecoaching.comConnect with Bernadette:https://www.sheddingthecorporatebitch.com https://www.facebook.com/shifttorich  https://www.instagram.com/balloffirebernadette https://www.linkedin.com/in/bernadetteboas https://www.twitter.com/shedthebitch This episode was produced by Podcast Boutique https://www.podcastboutique.comSupport the show

#TrueNorth Podcast | In this podcast, Joseph Anderson, Jorge Camba, David Ewing, and Travis Fuerst discuss their new co-authored textbook,The CM2 Approach To Change and Configuration Management. The conversation explores the importance of CM2 in academia and industry, emphasizing its role in ensuring product quality, addressing challenges in teaching, and implementing these foundational processes. They explore the importance of teaching students what it means to understand configuration and change management in an evolving industry and why it is crucial for companies to implement them.Watch this episode on YouTube. Connect with IpX to hear more industry thought leaders. Learn how IpX can help your organization evolve with our functional blueprint for the ecosystem of tomorrow. Drive innovation, create a better customer experience, and enable your workforce as an organization built for change, speed, quality and resiliency. www.IpXhq.comStay in touch with us! Follow us on social: LinkedIn, Twitter, Facebook Contact us for info on IpX or for interest in being a podcast guest: info@ipxhq.com All podcasts produced by Elevate Media Group.

If you want to support this podcast (Ačiū!!):https://www.patreon.com/bmatke  Sponsors: www.proballers.com Topics: Coach's Son Exprience Communication (Management & Head Coach) Conflicts & Conversations Building A Culture & Identity Qualities of a Head Coach / Process Youth Integration ProBallers.com Information Diet Daily Habits Family Life Balance ATOs NEW SPONSOR: I want to welcome our new and first sponsor of the show, www.proballers.com  Every basketball geek knows them, it's a statistical platform that carries the top 75 leagues around the world, you can easily access all the information on your phone, which it's optimized for and have fun scouting players and leagues around the world! "Marko": Marko Pesic is more than a household name in the European Basketball community, he's a former ALBA as well as National Team player and current General Manager of FC Bayern Munich Basketball. He has countless domestic titles as well National Team medals under his belt as a player as well Manager of Bayern Munich but may all those achievement rest in peace today. Marko and me had a wide ranging conversation about his life as a coach's son, the struggles of growing up as one and finally finding validation. We obviously touched on communication, which is my favorite subject and that helped us contextualize a lot of details that are 'hidden' in the daily life of a GM. We talked about the communication between him and the Sports Director as well as the Head Coach and how to keep everyone on the same page, which situations matter in regards to communication with players and which situation can't be solved by him. Learning to distinguish of what he can solve and what he can't solve is key to the success of an organization and being aligned with everything that is going on in the club. We also touched on scouting your own team, observing practices and the qualities to look for in a Head Coach, obviously also dove into the integration of youth players and how to make decisions that involved their development. We also briefly analyzed a box score from their last game vs Panathinaikos on www.proballers.com and swiftly moved on to talking about his personal life, the balance between family and work as well as his 'information diet' and what influences his thinking on a daily basis. Please enjoy...share, Comment & Like this episode on YouTube as well as all audio platforms! #MarkoPesic #FCBayernMunich #Basketball #GeneralManager #GM #Management #Champion Finding Marko Pesic: Instagram: https://www.instagram.com/pesic7/  Twitter: https://x.com/pesic7?s=20  Facebook: https://www.facebook.com/pesic76  LinkedIn: https://www.linkedin.com/in/marko-pesic-3627451b4/  Finding “The Benas Podcast”: Apple: https://podcasts.apple.com/us/podcast/the-b-podcast/id1558492852?uo=4  Spotify: https://open.spotify.com/show/3Bw5UJNSQLKo0wUybEIza3  Stitcher: https://www.stitcher.com/show/the-benas-podcast …or visit www.bmatke.com to find more info. Comment, Like & Share here: Instagram: https://www.instagram.com/bmatke/ Facebook: https://www.facebook.com/bmatke/ Twitter: https://twitter.com/bmatke3 www.bmatke.com 

In this episode, Ritu Bhargava, Chief Product Officer, CX/CRM @ SAP, joins us to discuss collaboration, relationship building, and navigating conflicts in large-scale organizations with competing priorities. We cover Ritu's philosophy regarding building bridges between people, how to gain buy-in toward your priorities, unlocking support from fellow exec leaders, and how to address conflicts & competing interests across a massive org. Ritu also shares her strategies for minimizing ego & generating curiosity as an eng leader, her most valuable prioritization tool & how it works for SAP, and identifying / managing conflicts before they become an issue.ABOUT RITU BHARGAVARitu Bhargava (@ritubhargava) is the Chief Product Officer of SAP Customer Experience (CX). In her role, she heads product, engineering, user experience, strategy, and operations for the entire CX portfolio and recently has been appointed to the Qualtrics Board of Directors.Before joining SAP at the end of 2021, Ritu held various technology leadership positions and most recently came from Salesforce as the Senior Vice President of Engineering for Sales Cloud, Salesforce's flagship product suite. Having started her career as an SAP developer, Ritu went on to work at Oracle for ten years and was responsible for financial applications in various roles. With extensive experience in enterprise applications and the CX space, Ritu brings a strong market focus, both from a business and engineering perspective. Ritu holds a bachelor's degree in Economics and Psychology from Lady Shri Ram College, Delhi University, and an M.B.A. in Finance and IT from the University of Lincolnshire, U.K. She recently joined the Qualtrics Board of Directors and co-chairs the West Coast Advisory Board for Asian University for Women. AUW is a Bangladesh-based nonprofit dedicated to women's education and leadership development. She also enjoys supporting cricketing initiatives in America, having played on the U.S.A. Women's Cricket team."If we were to rely purely on just having to re-org for every business requirement that we need to deliver to or a customer need that we need to execute to, we would endlessly be re-orging and it's just not possible, which means that we have to and we must operate in matrix words, which also then further means that we have to be okay with working with each other in a way that is not just, 'Hey, if I don't report to you or you're not on my team is only when I will make you successful.'- Ritu Bhargava   Check out Jellyfish's Scenario Planner to help you accelerate your development!With Jellyfish's Scenario Planner, you can analyze tradeoffs, and optimize resources - to ensure your highest priority initiatives meet your delivery goals and deadlines!To learn more about how Scenario Planner can help you better accelerate, predict & plan your software delivery

#TrueNorth Podcast | IpX experts Brandy Taylor and Michael Benning explore the challenges and strategies of aligning processes across diverse divisions and products while designing them with business goals in mind, maintaining balance, and considering deviations when necessary. They highlight communication, stakeholder support, and adaptability as key factors to success and provide insights into the complexities of achieving process harmonization while emphasizing strategic problem-solving and effective communication. This episode is hosted by IpX's Deanna Hensley.Watch this episode on YouTube.​​This podcast was based Michael Benning's blog, "Finding and Achieving the Appropriate Level of Process Standardization."Connect with IpX to hear more industry thought leaders. Learn how IpX can help your organization evolve with our functional blueprint for the ecosystem of tomorrow. Drive innovation, create a better customer experience, and enable your workforce as an organization built for change, speed, quality and resiliency. www.IpXhq.comStay in touch with us! Follow us on social: LinkedIn, Twitter, Facebook Contact us for info on IpX or for interest in being a podcast guest: info@ipxhq.com All podcasts produced by Elevate Media Group.

Struggling to get your team aligned on goals and metrics? Wish your company culture was more productive and humane? Mark Abbott, founder and CEO of Ninety, shares how and the importance to implement tools to empower employees and build a resilient organization. In this episode, Mark discusses the specifics of designing effective scorecards, setting targets vs goals, and getting team member buy-in and so much more.Episode Insights: Why companies are complex adaptive systems. The best ones are explicit, coherent and resonant with all stakeholders. What mastery means being able to teach it to others - true understanding goes deeper than just reading a book. How to have Leadership through agreements is better than old school "command and control." Scorecards set targets to avoid micromanaging. Why having 3-5 KPIs per person (quality, quantity, process, show up) provides guardrails and autonomy. The importance on having a quality, quantity, process and show up element that can be measured in any role. Why focus on issues, not chasing goals. Green across the board but missing the target shouldn't require intervention. How implementing scorecards quickly gets alignment. Trust people to know the right KPIs for their role. Why great companies are extraordinarily productive, humane and resilient. Resources mentioned in this episode: Ninety.io EOS EOS Tools Traction The Great CEO Within The E-Myth Built to Sell

The podcast discusses how companies can align their entire organization around customer success. The hosts Kevin and Roman interview Sue Nabeth Moore, a thought leader in customer success.Key points:- Customer success needs to be part of the company's strategy, not just a tactical support function. It should be infused top-down in all departments.- Educating the organization on what customer success means is crucial. It focuses on driving outcomes and business gains for customers, which in turn benefits the vendor. - Alignment around objectives and key results (OKRs) is important to get all teams working towards the same goals. - Common challenges include siloed teams, product-centric rather than customer-centric thinking, lack of executive buy-in, and friction between departments like sales and customer success.- Customer intelligence coming into customer success teams should feed into AI to provide insights on customer segmentation, predictive analytics, and ideal customer profiles.- The end goal should be designing customer success into the operating model and all aspects of the company from the outset, not just parachuting it in later as an operational function. It should evolve from a churn-buster to an earn-booster.Please Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

What's helped you succeed in the larger company you are at (or left), seldom translates in the new smaller company you find yourself in. This conversation covers strategies for finding the next opportunity, tips for making your transition smooth, frameworks for being a successful leader at a smaller org, what skills / attributes you'll need to succeed, and how to integrate teams that consist of original startup members & hires from larger companies Featuring Vinod Marur, SVP of Engineering @ Databricks & moderated by Ali Irturk, Vice President of Engineering @ CommerceHub. This is a featured session from ELC Annual 2022.Interested in topics like this, and beyond? #ELCAnnual2023 is happening 8/30 & 8/31! You can get your ticket to join your peers, check out all our speakers + explore additional topics at sfelc.com/annual2023ABOUT VINOD MARURVinod Marur is the SVP of Engineering at Databricks. He was previously at Rubrik where he served as SVP Engineering and established a mature engineering organization geared for rapid product development and innovation with a deep focus on product quality and organizational development. Prior to that, Vinod spent nearly 15 years in leadership roles across some of Google's most critical business units, including Search, Ads, and Payments as well as tapping into his passion for developer platforms to create and lead the Actions on Google platform, used by third parties to develop for Google Assistant and other Google products."You've got to want to build houses, not paint walls. Painting walls is fine and it's totally good, but if you do not like to build houses, actually don't make that transition because you're literally gonna go like, 'Oh my God, there is no wall here.' And you're gonna have to build it from scratch. Everything you need to be able to do yourself.”- Vinod Marur   ABOUT ALI IRTURKAli's day-to-day passion is creating and being part of efficient and effective engineering organizations that are firing on all cylinders where team members can achieve autonomy, mastery, and purpose in a psychologically safe environment. Ali is currently realizing this passion by working at CommerceHub as their Vice President of Engineering.He previously worked at rocketship start-ups funded by some of the top VCs in the world including a16z, SoftBank, Microsoft Ventures, and Lightspeed Ventures to name a few. He was the Vice President of Engineering at WorkBoard, a strategy and results enterprise SaaS platform helping large organizations align quickly for results, leading product delivery as well as accessibility, application security, release engineering, platform, and infrastructure teams. Previously, Ali was the Vice President of Engineering at ALICE Technologies working on revolutionizing the construction industry with an artificial intelligence-powered enterprise SaaS product.Ali also created and managed the advanced products group at Cognex Corporation (NASDAQ: CGNX) for 8 years while working as an adjunct professor at UC San Diego. His team worked on creating innovative industrial vision systems and software to help companies improve their product quality, eliminate production errors, and lower manufacturing costs. Examples of the products I worked on were the world's first vision system on chip and the world's fastest 3D scanning system to name a few.Where he is today is quite different from where his journey began. Born and raised in Istanbul, Ali graduated from the Turkish Naval Academy and served as an officer in the Turkish Navy. After leaving the Navy, he earned Master's degrees in Computer Engineering and Economics at UC Santa Barbara, a Ph.D. degree in Computer Science at UC San Diego, and an MBA at UC Berkeley.Join us at ELC Annual 2023!ELC Annual is our flagship conference for engineering leaders. You'll learn from experts in engineering and leadership, gain mentorship and support from like-minded professionals, expand your perspectives, build relationships across the tech industry, and leave with practical prove strategies.Join us this August 30-31 at the Fort Mason Center in San FranciscoFor tickets, head to https://sfelc.com/annual2023SHOW NOTES:Introducing Vinod & Ali (3:17)Vinod's experience @ Google & the motivation to move to smaller startups (3:23)Strategies for searching for the next opportunity (7:07)Taking action vs. stagnation mode (9:31)Know your role within a smaller organization (10:27)Recommendations to make transitioning to a small org smoother (13:11)How long the transition period typically lasts (17:35)Frameworks for being an effective leader at a smaller org (18:42)Eng leadership skills & attributes that matter the most (23:25)Use coaches / mentors to help support your transition (25:55)Things Vinod says he would do differently in his earlier transitions (28:13)Audience Q&A: how leading at a small vs. large company is like working out (30:55)Switching your mindset from top-down to bottom-up (32:37)Navigating the balance between celebrating new features & operational wins at startups (34:44)Tips for integrating your startup between original team & newer hires from large orgs (39:19)Coaching individuals & organizations to accept change on both sides (42:35)Know what problems to focus on & calibrate w/ the right folks (45:12)This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

The video is about strategies for helping executives with trouble articulating their goals. Todd and Ryan suggest asking executives open-ended questions about what is possible and what they expect to see once specific work is completed. It's important to tread lightly and warmly into the conversation and ensure that it empowers the executive. The alignment and strategy of goals are also essential for creating company-wide alignment. The discussion should be framed as a benefit to the executive rather than a demand.  ⏩ Join Ryan and Todd for a Scrum.org course: https://buytickets.at/agileforhumansllc Todd and Ryan also co-authored a book - Fixing Your Scrum: Practical Solutions to Common Scrum Problems.

Sandeep Chennakeshu, Chief Operating Officer @ Uhnder Inc., joins us to discuss how eng leaders can adopt a GM mindset & strategies for building a resilient business. The author of Your Company Is Your Castle, Sandeep also reveals the key structural elements of all successful businesses, methods to improve your business's financial fitness / cash flow, how to overcome operational inefficiencies, why strong decision-making matters when it comes to saving money, and much more.ABOUT SANDEEP CHENNAKESHUSandeep has spent thirty-four years in three industries and led teams across the globe that pioneered amazing products in wireless (2G, 3G, 4G mobile phones, Bluetooth, Mobile-Satellite technology), semiconductors for consumer, automotive, and medical electronics, and safety-critical software for cars, medical equipment, nuclear power plants, high-speed rail, and industrial robots. Along the way, he transformed companies to grow profitably in a sustained manner using the principles outlined in his book “Your Company Is Your Castle”. He is a fellow of the IEEE and a named inventor on 180 issued patents."The single metric that I use to say, 'Am I doing well?' Because how do I know that the cash I'm generating is a good or bad? I use a very simple metric. If you take the enterprise value and you multiply it by the cost of borrowing money, your free cash flow must be higher than that product. When I'm doing better than that metric, then I know that I have a future.”- Sandeep Chennakeshu   Looking for ways to support the show?Send a link to the show to your marketing team! https://sfelc.com/podcastsIf your company is looking to gain exposure to thousands of engineering leaders and key decision-makers, we have sponsorship opportunities available.To explore sponsor opportunities, email us at hello@sfelc.comSHOW NOTES:Sandeep's most significant career milestones (2:23)Why there is no difference between an eng leader & GM (6:39)Sandeep's passion for & background of transforming business (9:18)Key structural elements of successful companies (12:17)How a successful business resembles a castle (13:59)Strategies to improve financial fitness & generate cash flow (15:17)Metrics to determine how well you're optimizing your cash flow (17:54)Examples of how strong decision-making led to cost savings (19:45)Frameworks for overcoming operational inefficiencies (22:12)Sandeep's tips for categorizing / prioritizing where the cashflow's impact hits (24:21)Why it's important to stay ahead of the “gorilla in the room” (26:33)Resilient business models utilize stickiness & have high operating leverage (28:23)Questions eng leaders can ask to adopt a more effective GM mindset (33:30)Rapid fire questions (36:02)LINKS AND RESOURCESGetting To Yes: Negotiating Agreement Without Giving In: This worldwide bestseller by William Ury provides a concise, step-by-step, proven strategy for coming to mutually acceptable agreements in every sort of conflict.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

Johnny Ray Austin, Head of Technology, Flexible Rent @ Best Egg, joins us to discuss Best Egg's recent acquisition of Till and some of the strategic & operational shifts that happen post-acquisition. He shares reflections on integrating the team within the new company, communicating both within the leadership team and within the overall team, how product launch / development changes throughout the acquisition process, shifts in the org's distribution model & its impact on eng functions, and what it's like relearning your role in the scope of an acquisition. Additionally, Johnny reveals some of his greatest paradigm shifts throughout this period & how the acquisition is better supporting the flexible rent model.ABOUT JOHNNY RAY AUSTINJohnny (@recursivefunk) is an experienced award-winning engineering executive focused on shipping world-class products while building high-performing engineering teams. He is also an international public speaker, speaking on engineering leadership, system design, and the JavaScript programming language. Johnny is the former Chief Technology Officer for Till, a company that built financial products to help renters pay, stay and thrive in their homes. After Best Egg acquired Till in late 2022, he transitioned to Best Egg's Head of Technology for Flexible Rent, where he continues to scale the flexible rent platform to service millions of units."At the time, we were thinking about raising money and also in acquisition and we didn't really know exactly which route we were gonna go down. We shared that with the team. You know, we said, 'Hey, this is path number one. This is path two. Path three is a shutdown.' We were very open in talking about, 'This is a path. It's very unlikely, but this is a thing that could happen.' And so we chose transparency from the very beginning because one, we thought it was the right thing to do. Two, we knew the team could handle it, and three, it was really just one of those things where it was gonna make the process easier."- Johnny Ray Austin   Looking for ways to support the show?Send a link to the show to your marketing team! https://sfelc.com/podcastsIf your company is looking to gain exposure to thousands of engineering leaders and key decision-makers, we have sponsorship opportunities available.To explore sponsor opportunities, email us at hello@sfelc.comSHOW NOTES:Johnny's pop culture reflections & tips for protecting your energy (2:42)An inside look at Best Egg's recent acquisition of Till (6:42)What it's been like post-acquisition to integrate the team (10:12)How leadership communicated with their team throughout the acquisition (12:25)Lessons learned about communicating during early exploratory phase (15:54)Strategies for minimizing distractions resulting from uncertainty (18:08)Helpful conversations to host between leadership for effective coordination (19:18)Questions to help gain personal alignment (21:03)How product launch / development changed mid- and post-acquisition (23:11)Introducing a new methodology to the team (26:14)The new distribution model & its impact on eng functions (28:46)Differences between BNPL & Best Egg's rent payment model (31:31)What it's been like for Johnny to relearn his role as part of a broader eng org (34:56)Frameworks for navigating new dependencies (37:05)Johnny's paradigm shift around planning for scale (39:21)Rapid fire questions (41:50)LINKS AND RESOURCESDark Money: The Hidden History Of The Billionaires Behind The Rise Of The Radical Right - Jane Mayer discusses the results of the most recent election and Donald Trump's victory, and how, despite much discussion to the contrary, this was a huge victory for the billionaires who have been pouring money in the American political system.Snowfall - Over the course of five seasons, FX's Snowfall has chronicled how an off-the-books CIA operation contributed to the destruction rock cocaine leveled upon the vibrant community of South Central L.A.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Carolyn Dewar. Carolyn is a Senior Partner at McKinsey & Company, McKinsey's Global Practice Leader for CEO & Board Excellence, and co-author of the book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. In the conversation, Carolyn Dewar shared how the authors identified the world's highest-performing CEOs using empirical data and determined the six mindsets that set the best apart. The six mindsets are Corporate Strategy (focus on beating the odds), Organizational Alignment (manage performance and health), Team and Processes (put dynamics ahead of mechanics), Board Engagement (help directors help the business), External Stakeholders (center on the long-term "why?"), and Personal Working Norms (do what only you can do). Carolyn Dewar also went over some of the critical practices of CEO excellence and what organizational leaders need to consider as they plan for the future of work.  Some highlights:-The essential role of CEOs in the organization and how the CEO's role has changed over the years-Carolyn Dewar on why purpose and core values matter -How top-performing CEOs approach their roles differently-Carolyn Dewar on what being bold means for a CEO-Why leaders should prioritize high functioning teams over individual performance -Carolyn Dewar on building trust and strong relationships in senior teams-The role of ongoing growth, development, and coaching for CEOs-How the pandemic has shifted our expectations from CEOs Connect with Carolyn Dewar:McKinsey & Company WebsiteCEO Excellence on AmazonMcKinsey & Company on TwitterCarolyn Dewar on LinkedInConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Are you an entrepreneur or business leader ready to take the plunge and turn your company into a purpose-driven organization? Look no further than this week's episode of The Bullshit Party podcast! Ty Montague, Chief Purpose Officer of Co Collective, offers his expert advice on how to transition into a purpose-driven enterprise. Ty additionally hosts the Calling Bullsh!t podcast, where he assists viewers in discovering how companies can stay true to their values and purpose and provides actionable advice on how they can make a positive change. From tips on building an external experience that reflects your core values to strategies for ensuring everyone in the organization is aligned, Ty Montague's episode has it all. Tune in now and get ready to take the leap into a purpose-led future!

To improve alignment within the organization is a powerful strategy. It helps achieve goals faster, overcome challenges, and create a unifying workplace culture. To do this effectively, you have to start with a strong foundation. Tune in to this special episode and discover ways to improve organizational alignment across your team. I'm Gene Hammett, an executive coach with over ten years of experience working with CEOs and their executive teams. I have developed frameworks and insights to help you and your company grow. In this special episode, I shared ways to improve alignment across a team and why every company needs to implement them. Learn different leadership development strategies that would create growth for your company.   Get the show notes for Two Ways to Improve Organizational Alignment Across a Team - Behind the Scenes Click to Tweet: Listening to an amazing episode on Growth Think Tank - Behind the Scenes @GeneHammett https://bit.ly/btsGeneHammett922   #ImproveAlignment #BehindTheScene #GeneHammettPodcast #Leadership #GHepisode922 #Podcasts #Frameworks #Insights   Give Growth Think Tank a review on iTunes!