Podcasts about organizations

In this episode of The Burleson Box, Dr. Dustin Burleson sits down with Rebecca Hinds, PhD, to explore a topic that affects every practice, every business, and every team: the meeting culture you've inherited, and the meeting culture you're choosing to tolerate.Rebecca opens with one of the most memorable details from her book: dysfunctional meetings were once documented as an intentional sabotage tactic during World War II. The point is not to make you paranoid about your calendar. The point is that the behaviors that waste time in meetings are remarkably consistent, and most people do not need convincing that meetings are broken. They already feel it.From there, Rebecca makes the case for a complete shift in how leaders think about meetings. Her premise is that meetings should be treated like products. They are where decisions get made, priorities get set, and culture gets built or broken, yet they are rarely designed with intention. Organizations often obsess over optimizing everything except the mechanism that dictates how work actually moves. When you treat a meeting like a product, you stop scheduling by habit and start designing for the user, the people in the room who are giving you their time, their focus, and their judgment.One of the most practical concepts we cover is “Meeting Doomsday,” a 48-hour calendar reset where recurring meetings get deleted and employees rebuild their calendars from scratch. The power of this approach is psychological. Traditional meeting audits cause people to defend existing meetings because there's social pressure, guilt, and fear of offending someone. Doomsday creates a clean slate, and what Rebecca finds is that most of the time savings come from redesigning meetings, not only canceling them. Meetings shrink. Attendee lists tighten. Formats become clearer. Small improvements compound fast, and teams stop carrying old meetings forward simply because they've always been there.Rebecca also explains why managers suffer the most from unproductive meeting load. Her research shows unproductive meetings have increased since 2019, and managers have experienced the biggest jump. The reason is structural. Meetings are often a symptom of a broken communication system. When people do not know where work lives, where decisions get documented, or how to move projects forward asynchronously, managers end up funneling information upward and distributing clarity downward. They become the human router for dysfunction, and the calendar becomes the penalty.To help leaders respond, Rebecca introduces the concept of meeting minimalism. Great products are minimalist by design, clear, purposeful, and free of clutter. Meetings should follow the same discipline. She encourages leaders to apply minimalism across four dimensions: meeting length, agenda items, attendees, and frequency. Even a small shift, such as running a 25-minute meeting instead of a 30-minute meeting, can force a team to design with intention instead of letting work expand to fill time. She also shares why standing meetings tend to run shorter and can change behavior in the room by reducing territorial dynamics.We also get into a theme that most leaders underestimate: meetings are deeply human. Rebecca talks about the value of injecting delight, moments of joy and surprise, into meetings, especially in a world where so much of work has become mediated by technology. A small unexpected shout-out, a personal story, or a simple ritual can change how people experience collaboration. These touches do not need to be cheesy. They need to be memorable.A major highlight of the episode is Rebecca's breakdown of agendas. Many leaders assume agendas automatically improve meetings, but her research points to a more honest truth: agendas only work when they're designed well. Too often, agenda items are recycled, vague, and structured like a laundry list. Rebecca's favorite fix is deceptively simple. Convert each agenda item into a verb and a noun. That shift forces clarity. It also makes it obvious when an item is complete, which helps meetings end on time and decisions actually land.Finally, we talk measurement. Rebecca explains why meeting metrics are tricky, because people are conditioned to assume meetings are inherently bad, which makes traditional feedback systems unreliable. Her recommendation is ROTI, Return on Time Investment, a simple 0–5 score that helps leaders understand whether the meeting was worth the time. When paired with one follow-up question about how to improve by one point, ROTI becomes a lightweight system for continuous improvement rather than a complaint box.If you lead a practice, run a department, manage a team, or simply want your calendar to stop owning your week, this episode will change the way you think about meetings. You'll walk away with principles you can apply immediately, without software, without bureaucracy, and without turning your team into meeting accountants.Resources Mentioned in this Episode:Your Best Meeting Ever by Rebecca Hinds, PhDSimple Sabotage Field Manual (OSS / WWII)Steven Rogelberg's research on why agendas only help when they're designed wellElise Keith and the concept of ROTI (Return on Time Investment)Ted Lasso as a cultural example of using small moments of delight to shift meeting culture Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Bamidele Farinre Founder of No Ceiling Consulting, a biomedical scientist, STEM expert, agile project manager, and advocate for professional development, mentorship, and removing internal and systemic limitations (“ceilings”). They discuss her STEM background, the evolving role of AI in science, the meaning of “no ceilings,” navigating personal and professional barriers, mentorship, setbacks, agile leadership, and how individuals—especially people of color—can create opportunity even in the face of bias and structural limitations.

In this episode, we're answering questions from organizations about voter registration, which is, of course, timely given the upcoming midterm election season. Since these activities occur within an electoral framework, it's crucial to keep various legal aspects in mind while crafting and executing your voter registration campaigns. We'll discuss the key considerations related to nonprofit tax law, federal election law, and state law.  Attorneys for this episode Sarah Efthymiou  Susan Finkle Sourlis   Monika Graham   Voter Registration   501(c)(3) nonprofits are effective voter registration advocates because they are trusted, nonpartisan organizations with deep ties to their communities, especially populations that are often underrepresented in the electoral process. By conducting voter registration drives, they remove practical barriers to voting, help people navigate confusing rules and deadlines, and expand equitable access to civic participation. This work strengthens democracy without endorsing candidates or parties and aligns with nonprofit missions by empowering communities to have a voice in the policies that affect their lives.  Why are c3s effective voter registration advocates?   Deep trust and credibility.   Direct access to underrepresented voters.   Nonpartisan by law.   Education + assistance.   Long-term relationship building.   Why host voter registration programs?   Registration is the biggest barrier to voting.   They increase participation and equity.   They normalize civic engagement.   They strengthen democracy (without being partisan).   They align with many nonprofit missions.   Federal Tax Law:   Federal tax law allows 501(c)(3) nonprofit organizations to engage in voter registration and education activities, as long as those efforts are conducted in a strictly nonpartisan manner. Understanding these rules is essential to ensure compliance while encouraging civic participation and protecting the organization's tax-exempt status.  I'm a 501(c)(3) public charity. How can I engage in VR without jeopardizing my status?  501(c)(3) public charities must conduct all voter registration activities in a strictly nonpartisan manner.   Voter registration activities should be designed to encourage participation by all eligible individuals.   Any targeting of voter registration efforts must be based on neutral, nonpartisan criteria.   Organizations should exercise caution when connecting issue advocacy with voter registration activities.     I've heard that there are bad actors out there trying to "catch" c3's doing something wrong. What can we do to protect ourselves?  Prepare for challenging questions by having a trusted partner ("buddy system") during voter engagement.   Consider having a point person designated to handle tricky situations and/or suspicious questions.   Invest in thorough training for all staff and volunteers involved in voter registration efforts.   Federal Election Law  Under federal election law and the rules governing 501(c)(3) organizations, charities and other tax-exempt nonprofits may engage in voter registration and other civic engagement activities as long as they remain strictly nonpartisan and do not support or oppose any candidate or political party. This limitation stems from the Johnson Amendment and IRS regulations, which prohibit political campaign intervention but explicitly allow educational and voter registration efforts that help people participate in the electoral process withneutrality.   What are some FEC rules we should be aware of to stay in compliance?   Federal Election Commission (FEC) regulations strictly prohibit coordination of voter registration activities with candidates, political parties, or campaigns.   Since the Citizens United decision, independent expenditures related to voter registration and partisan targeting are allowed for 501(c)(4) organizations but remain prohibited for 501(c)(3)s.   Under no circumstances can 501(c)(3) organizations offer payments or anything of value—including food, gifts, or incentives like pizza—in exchange for voter registration.   State Regulations  State laws play an important role in shaping how 501(c)(3) organizations conduct voter registration activities. While federal law allows nonprofits to engage in nonpartisan voter registration, each state sets its own rules around registration procedures, deadlines, training requirements, and handling of voter information. Understanding and complying withapplicable state laws is essential for 501(c)(3)s to conduct voter registration safely, legally, and effectively.  Do we need to watch out for anything on the state level?  Yes, potentially. Voter registration rules and requirements can vary widely by state, so it's essential to consult your state elections office for the most accurate and up-to-date guidance.   States often have specific legal requirements for organizations conducting voter registration drives.   Proper submission of completed voter registration forms is critical for validating registrations and maintaining compliance.   Are there any state developments to be aware of?  There is a growing divide among states between those actively expanding voter access and those implementing increasingly restrictive voting laws.   Several states are pursuing more restrictive policies that risk disenfranchising eligible voters by imposing stricter identification requirements or limiting mail-in voting access.   Funding Sources  Funding sources can affect how 501(c)(3) organizations conduct voter registration activities. While nonprofits may use private or foundation funds for nonpartisan voter registration, certain funding sources—such as government grants or restricted donations—may impose additional conditions or limitations. Understanding these funding rules helps ensure voter registration efforts remain compliant, nonpartisan, and consistent with both legal requirements and funder expectations.    What funds can 501(c)(3) organizations use to fund VR efforts?   Both public and private foundations can provide vital funding to 501(c)(3) organizations conducting voter registration drives, supporting nonpartisan civic engagement and expanding democratic participation.   Under IRS rules, private foundations cannot earmark grants exclusively for voter registration drives unless they comply with the detailed requirements of 26 CFR 4945(f):  The organization sponsoring or conducting the voter registration drive (the sponsoring organization) must be a 501(c)(3) organization  The registration activities of the sponsoring organization must be nonpartisan, conducted in five or more states, and occur over more than one election cycle  A contribution for such activities may not be subject to conditions requiring use in a specific state (or political subdivision) or in a specific election cycle  At least 85 percent of the sponsoring organization's income must be directly spent on activities relating to the purpose for which it was organized and operated, and  At least 85 percent of the sponsoring organization's support, other than gross investment income, must be contributed by exempt organizations, the general public, or government units; no more than 25 percent of its support may come from any one exempt organization; and no more than 50 percent of its support may come from gross investment income (interest, dividends, or other investment-related income)    Resources  Want to Conduct or Fund a Voter Registration Drive?  The Rules of the Game: A Guide to Election-Related Activities for 501(c)(3) Organizations  Voter Registration Rules for Private Foundations  Practical Guidance: Nonprofit Voter Assistance Series  Nonprofits, Elections, & the Fine Art of Remaining Nonpartisan  United States Election Assistance Commission  Vote 411   

Solo Mal special episode. I reflect on my experiences at the March for Life, discussing the pro-life movement, the importance of storytelling, and the need for cultural change regarding abortion. I emphasize the role of organizations, the ethical considerations in nonprofit work, and the importance of compassion and empowerment for women facing unexpected pregnancies. The conversation encourages listeners to engage in meaningful discussions and to advocate for life with moral clarity and love.Chapters00:00 Introduction to the Pro-Life Movement03:24 Reflections on the March for Life05:45 The Role of Organizations in the Pro-Life Movement08:31 Cultural Perspectives on Abortion10:49 The Importance of Storytelling in Advocacy13:11 Changing the Narrative Around Abortion16:00 Empowerment and Support for Women18:15 Quotes and Insights from the March for Life20:37 Conclusion and Call to ActionFollow on Instagram:TOG: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@thoseothergirlspodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mal: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@malyourgalpal⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠This is a Other Girls Media production.You are able to listen on Apple Podcasts, Spotify, iHeartRadio, Google Podcast, Amazon Music, Pandora PLUS YouTube.Join our⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sponsors:COL 192:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://col1972.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ "thoseothergirls1972"America Women Beauty:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://americanwomanbeauty.net/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ "mal15"Garnuu:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://garnuu.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ "othergirls10"The Pink Rose:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://shopthepinkrose.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ "othergirls10"Want more TOG?Get the⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠app⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Check out our⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Those Other Girls Youtube Channe⁠⁠l⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Today's episode continues our 12-part series: 12 Shifts in 2026 for Social Impact. Over twelve episodes, we're unpacking the mindset + strategy shifts shaping the future of fundraising, leadership, and doing good in 2026. Explore the series at weareforgood.com/12shiftsShift 9 / Trust Is the Work NowIn today's episode, Jon and Becky welcome back Abby Falik, Co-Founder & CEO of The Flight School, for a grounding and expansive conversation on why trust is no longer a byproduct of good leadership — it is the work.As institutions fracture, technology accelerates, and certainty feels harder to come by, Abby invites nonprofit leaders to rethink trust as a core leadership practice rooted in authenticity, courage, and inner alignment. Together, they explore what it looks like to lead without false certainty, release performative control, and build organizations that are worthy of trust — from the inside out.Abby shares wisdom from her lifelong work in leadership formation, her experience building trust-based systems, and the guiding principles behind The Flight School to help leaders move from fear to flourishing. This episode is both a call inward and a call forward for leaders navigating rapid change while trying to stay human.Episode Highlights: The Importance of Trust in Leadership (02:30)Trust as Core Work in a Fractured World (05:18)Warning Signs of Losing Trust in Organizations (12:29)Building Trust in Leadership (15:48)Leading with Hope in Uncertain Times (18:13)The Role of the Next Generation in Trust (21:51)Abby's One Good Thing (24:31)Dive Deeper: Comfortable with Uncertainty / Purchase HereEpisode Shownotes: www.weareforgood.com/episode/679Save your free seat at the We Are For Good Summit

It's estimated that organizations spend somewhere between 50% to 200% of an employee's annual salary to replace them, depending on the level and complexity of their role.Not only that, when someone leaves, it impacts morale, our organization, and ultimately our mission. So, it benefits nonprofits to keep our employees.In this episode, we talk to Rachel Platt, an HR leader and people strategist with  over 20 years of experience who helps nonprofits think through their entire talent lifecycle from hiring to exiting.We are exploring the reasons behind the seemingly normal high turnover in the nonprofit sector, the role of learning and development in reversing this talent loss, how to use this to get buy-in, and low-cost ways to develop and engage your staff.▶️ The Real ROI of Reducing Turnover (and How Training Helps) with Rachel Platt ▶️ Key Points:0:00:00 From in-house HR to Plattinum Consulting0:08:45 What's really behind high nonprofit turnover0:12:59 Low-cost ways to develop your staff0:17:55 The far-reaching benefits of training your staff0:24:06 How to get training buy-in from a retention POV0:29:04 What the best learning leaders are doingResources from this episode:Catch up with Episode 103: 5 Low-Cost Leadership Development Activities for Organizations with Tight Budgets.Also listen to Episode 168: Create Environments Where People Stay, Grow, and Thrive with Julie Winkle Giulioni.Join the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

On this week's Game Deflators podcast episode, John and Ryan are back with a packed lineup of gaming chatter, industry hot takes, and a double dose of Highguard discourse. The episode kicks off with fresh gaming updates as the guys break down what they've been playing, what's caught their attention. From there, they dive into Highguard's rocky reception, comparing its early reviews to other notoriously low‑rated titles. Is the criticism fair, or is this another case of the internet dog‑piling a new release? The conversation then shifts to censorship in gaming, with Nintendo's recent decision to censor Dispatch taking center stage. John and Ryan break down why this move feels out of step with the company's own history, especially considering similar or even more provocative titles that previously launched on Nintendo platforms without edits. They explore what might be driving this sudden change and whether it signals a new, less predictable approach to content approval going forward. Next, the duo speculates on Switch 2 pricing, weighing hardware rumors, and market trends. They also turn their attention to the future of PlayStation 6, discussing delays, shifting expectations, and what Sony needs to do to regain momentum. Finally, the guys return to Highguard for a full hero shooter review and critique, breaking down gameplay, design choices, and whether the title has the potential to grow—or if it's destined to fade fast. 00:00 Introduction to the Game Deflators Podcast 03:12 3D Printing Adventures and New Gear 06:03 Gaming Updates: Plucky Squire and Feedback 09:11 Voice Acting in Games: A Discussion 12:14 The Impact of AI in Gaming Voiceovers 15:12 Speedrunning and Community Dynamics 18:04 High Guard and Game Reception 21:10 Censorship in Gaming: Nintendo's Decisions 26:57 Nintendo's Innuendos and the Switch 2 Price Predictions 33:16 The Future of PlayStation: Delays and Expectations 44:08 Highguard: A Hero Shooter Review and Critique   Find us on TheGameDeflators.com Twitter - www.twitter.com/GameDeflators Facebook - www.facebook.com/TheGameDeflators Instagram - www.instagram.com/thegamedeflators   The views and opinions expressed on this channel are solely those of the author. The content within these recordings are property of their respective Designers, Writers, Creators, Owners, Organizations, Companies and Producers. Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted. Permission for intro and outro music provided by Matthew Huffaker http://www.youtube.com/user/teknoaxe 2_25_18

Stop losing the AI revenue multiplier game. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ In this episode, Jay McBain reveals why focusing solely on consumer AI hype is a massive mistake that causes businesses to miss the real opportunity: the 99% of business data currently sitting in cold storage. We discuss the critical shift toward “Agentic AI” and integrations, where the real money lies for partners—moving from a standard transaction to a $3 to $7 multiplier effect. Jay also issues a stark warning about the “book of failure” waiting for companies that refuse to adopt a platform mindset, explaining why you can’t hire your way out of the talent shortage and must embrace the seven-partner ecosystem to survive the next decade. https://youtu.be/RXRJW027Qz8 https://youtu.be/RXRJW027Qz8 Key Takeaways Partners can unlock a $3 to $7 multiplier on every dollar of Microsoft revenue by focusing on the full customer journey. 99% of the world’s business data is not yet trained into models, representing the massive “Agentic AI” opportunity. The talent shortage is forcing end customers to outsource because they cannot compete with hyperscalers for AI skills. Integration is now the number one buying criteria for modern customers, necessitating a platform approach. We are overestimating the AI change in two years but vastly underestimating the transformation coming in ten years. Your visible pipeline may be less than 10% of your total addressable market because you aren’t seeing the 28 moments before a sale. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Agentic AI, AI Multiplier, Cold Storage Data, Business Integration, Jay McBain, Platform Economy, Ecosystem Strategy, Managed Services, Co-selling, Hyperscaler Partnerships, Talent Shortage, Magnificent Seven, Digital Transformation, 28 Moments, AI Governance. Transcript: [00:00:00] Jay McBain: And getting from one to two to $3 a multiplier. So if Microsoft wins a hundred thousand dollars, I win $300,000 at 75% margin. And a sticky customer that’s gonna continue to enrich every 30 days forever. [00:00:16] Vince Menzione: I want to double click here. You talked about ag agentic technology and ai. I just wanna go back in on this. [00:00:21] Vince Menzione: So where is the money? Where’s the real money for the partners that are, that are participating? Microsoft? We’ll talk to Microsoft about Frontier Firm in a little while, but is it on advisory? Is it on build? Is it on managed services or ongoing optimization? Of the, of the stack. Where, where is it? [00:00:36] Jay McBain: Yeah. All the above. [00:00:37] Vince Menzione: All of the above. [00:00:38] Jay McBain: So Microsoft is famous for, you know, $8 and 45 cents of multiplier. We’ve written probably three dozen of these reports. Just this year. So whether you’re in a cyber platform, whether you’re in a hyperscaler platform, big SaaS platform, the first thing the CEO does when they get on CNBC or they get, uh, on their keynote in Vegas is say, Hey, you know, you can make $7 and 5 cents. [00:01:01] Jay McBain: You can make $7 and 13 cents, and here’s where it’s. This percentage of it is in consulting advisory. This percentage is in design and architecture, implementation, integration, managed services. This is how much, it’s a small little slice in procurement. If you wanna resell, that’s fine, but here is the opportunity and there’s no customer on the planet that’s gonna outsource seven to one. [00:01:23] Vince Menzione: Right? [00:01:23] Jay McBain: You know, it’s not advisable that anyone hands over the keys. You have to have some insourced talent Absolutely. To keep the thing running. But what would’ve been in the past, maybe one to one, or you know, two to one, is quickly becoming three to one to say that I can’t find, as an end customer, the AI talent to do this. [00:01:43] Jay McBain: I can’t find the cyber talent. I can’t find the infrastructure talent. I, I can’t find the talent. Even if I did, I can’t compete with these magnificent seven. I can’t compete with these big partners in terms of what they can pay. So now my ability, and now a younger buyer, majority buyer, now being a millennial loves a team sport. [00:02:02] Jay McBain: So they don’t mind this outsourcing of talent where they need it, and that’s why there’s seven partners around the table. But in this multiplier effect, the biggest opportunity for partners is not a specific skill or not a specific part of the journey. It’s actually understanding this multiplier and better serving the customer. [00:02:20] Jay McBain: Through before, during, and after the transaction and getting from one to two to $3 a multiplier. So if Microsoft wins a hundred thousand dollars, I win $300,000 at 75% margin. And a sticky customer that’s gonna continue to enrich every 30 days forever. [00:02:38] Vince Menzione: I love that. Uh, we can talk all day about ai. There’s a couple things specifically though, but what is the one missed? [00:02:45] Vince Menzione: Conception that partners have about Agen, AI’s impact on go-to market? [00:02:50] Jay McBain: Well, the misconception I can broadly at this point is that all of the hype cycle in the first, you know, two to three years of build out has been all consumer. [00:02:58] Vince Menzione: Yeah. [00:02:59] Jay McBain: So, Nvidia being the richest company and you know, Elon Musk becoming the richest person and all the changes that are happening and you know, how, how the world’s mostly it’s a consumer story. [00:03:08] Vince Menzione: It is. [00:03:09] Jay McBain: You know, Chachi PT became the fastest growing product in history. And you know, to the point of having 850 million, you know, daily users. Crazy. You know, just in a couple of years we’ve all changed our behavior from going to do a search and getting a bunch of links and then clicking the links to try to find the answer to answer first. [00:03:25] Vince Menzione: Yeah. [00:03:26] Jay McBain: And you start to think now through the business side of it, 99% of world’s business data has yet to be trained or tuned into models. 83% of it sits in cold storage at the edge. So I, I always tell the story. I mean, probably the most likely story in our industry is when you get your flight canceled and now you’ve got this chat bot [00:03:45] Vince Menzione: Yeah. [00:03:45] Jay McBain: You know, that comes and cancels your flight and is very empathetic, you know, feels really bad for you, but it can’t do anything. [00:03:52] Vince Menzione: No. [00:03:53] Jay McBain: So what I would like as a consumer when you do that, is to go download my 53 years of flying and understand what kind of flyer I am. ’cause I could be the, you know, we’re sorry we canceled your flight. [00:04:05] Jay McBain: We’ve already got a Marriott night for you and an Uber waiting at the curb and we’ll have you back here at 5:00 AM for the next available flight. Or you happen to be like me. We’re gonna get you on a flight. You gotta run across the airport. But we got a flight, you know, waiting to go and that’ll get you about six hours away from your home and your kids. [00:04:24] Jay McBain: We already have a hertz rental waiting. Yeah. And you’re gonna drive that six hours, but you’re gonna be home, you know, to take your kids to school tomorrow. Exactly. So that’s the business data. And that goes to finance, that goes to pharmaceutical. I mean, it goes into every industry, but if that chat bot got access to the business data and being able to act on a richer set of data about you personally, and then became AG agentic. [00:04:46] Jay McBain: Again, I don’t want to go to Marriott. I don’t wanna go to Uber. I don’t wanna go to Hertz. There’s a thousand permutations in a canceled flight and I, and I, you know, wanna notify my family and there’s so many things going on that age Agentic work becomes everything, which I love it, by the way, in our partnership term is called integrations. [00:05:03] Vince Menzione: Yeah. [00:05:04] Jay McBain: Our buyers now in integration, first buyer, it’s their number one criteria and every company thinking through their adjacencies. Including technology companies have to be the most integrated of their set of competitors. [00:05:17] Vince Menzione: So we need to get this part right. [00:05:19] Jay McBain: We have to get this part right. [00:05:20] Vince Menzione: What do you think, what do you think the time horizon is for that? [00:05:23] Vince Menzione: When are we gonna, when are we gonna see that chat bot that comes back and says, Jay, I’ve rebooked your flight. I’ve got the Hertz rental car ready for you. I’ve notified Michelle and the kids, and here you go. [00:05:33] Jay McBain: Yeah. Well for me that’s a 10 year horizon. [00:05:36] Vince Menzione: Okay. [00:05:37] Jay McBain: I mean, the biggest problem is no airline right now. [00:05:39] Jay McBain: No company right now wants to open up their cold storage and, you know, forklift it up into. You know, a consumer level, large language model. Yeah. So the security isn’t set yet. The governance, the compliance, the risk, all the different things. Nobody wants to be first, uh, in, in that area. So we’re running little pilots. [00:05:59] Jay McBain: The pilots, you know, aren’t converting into production at the level we want. But that, that, that goes back to the Bill Gates quote. You know, we tended to overestimate what would happen in two years. Two years, but we’re absolutely underestimating what’s gonna happen in 10. [00:06:12] Vince Menzione: Yeah. [00:06:13] Jay McBain: This has been the fastest growing industry for 50. [00:06:15] Jay McBain: It’s going to be for the next 10 guaranteed, but probably for the next 20 to 50 as well. And, and this is that stage of how do you start to make these integrations? If you go to the platform slide, this is the, you know, I, I tried to think through the, what would the book read when, when 53% of companies that we know and love today fail. [00:06:36] Jay McBain: Somebody writes the book, you know, they invented the thing that killed them or they, you know, as mismanagement or whatever, it’s, you know, the book always starts, you blame the CEO for the first chapter. You blame the board fiduciary responsibility in the second chapter, but now you got like eight more chapters to write. [00:06:51] Jay McBain: I think the answer is here. [00:06:53] Vince Menzione: I [00:06:53] Jay McBain: agree. Winning in the AI era is platforms. Big platforms working with other platforms up on the upper right, the integrations. Yep. That’s the number one criteria. It’s the airline working with all the different pieces. It’s the real estate agent working with all the different pieces the bank working with. [00:07:11] Jay McBain: All our lives all become interconnected, and these agents start working side doors and back doors on our behalf. Before we ever know we need them before the flight’s even canceled. [00:07:20] Vince Menzione: Yeah. [00:07:21] Jay McBain: And then the seven partnerships, the services and channel partnerships. If you’re in cybersecurity, 91.6% of it goes through the channel. [00:07:30] Jay McBain: That’s how it’s transacted. You need channel partnerships, but you also need partnerships with the other six partners around the table. You’re not just gonna win without one reseller. You are gonna have to build the other partnerships. So to get to the two or three, that’s the services and channels you have to win In alliances, this is a big part of ultimate partnerships. [00:07:47] Vince Menzione: Yes. [00:07:47] Jay McBain: Is winning with the hyperscalers, winning with the SaaS companies, winning on these marketplaces, winning with the big cyber platforms, distribution platforms. These bigger platforms are starting to take shape and this is what they look like working well. And you could compete tooth and nail in the morning. [00:08:03] Jay McBain: And be best friends by the afternoon. [00:08:04] Vince Menzione: Your frenemies. [00:08:05] Jay McBain: Your frenemies. Yeah. And then finally it all comes to go to market. You got these 28 moments before a sale and somebody is earning and winning those moments. And in the majority of cases, you’re never gonna see these moments. And that’s why your pipeline is less than half of your TAM and maybe less than 10% of your tam. [00:08:23] Jay McBain: ’cause you just don’t have visibility to where your buyers are. But the more partners, the seven partners that you connect to. You’re gonna start to see them and the more technology and more agentic technology that you connect, you don’t want humans filling out deal registration forms. You don’t want humans calling other humans. [00:08:40] Jay McBain: You want all of this being shared. The more of this you do in go to market, the co-selling, the co-marketing, co-innovation, all of this comes together. This is the rest of the book. If the companies today in every industry aren’t driving a platform in their own industry. They’re going to probably fail. [00:08:58] Vince Menzione: Absolutely. You know, we talk about situational awareness in an account. You talk about the seven seats at the table. The customer is talking to all these companies. You may not know about it. You think you’re, you’re dominant in the account, and they’re relying on all these decision makers that I think you said 6.3 is the actual number, right? [00:09:13] Vince Menzione: Yeah. Uh, analysis wise, how many. Organizations are part of that trusted group. You need to go influence all of those. You need to build the co-develop co, co-create with those organizations as well. And you need to be thinking about the whole ecosystem. This ties into this conversation about the decade of the ecosystem. [00:09:30] Vince Menzione: You know, you’ve been talking about it since 2020, maybe a little bit before. I think you might’ve even in this podcast studio. It might have been one of the first times we talked about the decade of the ecosystem. It really feels like this is the moment that all of this comes together. Maybe this slide defines why organizations need to think ecosystem and not vendor channel, if you [00:09:49] Jay McBain: agree. [00:09:50] Jay McBain: Yeah. And there’s a couple of, you know, companies and more than a couple that kind of have this slide posted in the CEO’s office. [00:09:58] Vince Menzione: Yeah. Should be. [00:09:59] Jay McBain: Every [00:09:59] Vince Menzione: CEO should be, and uh, every CEO should see this. The Ultimate Partner Winter Retreat is gonna be here in the Boca Studio. This is the third year that we’re gonna be here in Boca. [00:10:10] Vince Menzione: This is always a favorite of our community members, our executive members, our sponsors and speakers. We’ll all be here in the studio, which is a really intimate. Setting, we can see upwards of 40, 50 people. Uh, we’ll be hosting an incredible dinner at the Boca Resort overlooking the golf course. That’s an incredible property. [00:10:32] Vince Menzione: And, uh, we’d love to have you join us. Thank you for being part of the ultimate Partner community, and I hope to see you this year at one of our events. Thank you.

The lesson arrived abruptly in a boardroom in Battle Creek. After months of analysis, charts, and market data, the president of Kellogg's cereal division looked up and said, “That's all interesting. I just don't know what to do with it,” Dean Neese tells us. The comment landed hard. It forced him to confront a blind spot early in his consulting career: insight without action is inert.Neese and his team went back, rebuilt the presentation, and returned a week later with clear recommendations tied directly to decisions, he tells us. That moment rewired how he communicates to this day. Every deck now starts with the message and earns credibility with data, not the other way around.That discipline carried forward as Neese moved from consulting into operating roles. At DocuSign, he chose to run both corporate development and integration so there would be no ambiguity about outcomes, he tells us. Strategy, in his view, only becomes real when someone owns the consequences. Living and working overseas reinforced that belief, teaching him that even the best analysis fails if it ignores cultural context, he tells us.Today, as CFO of Placer.ai, Neese applies those lessons through capital allocation. He often asks to see the budget before the strategy document because “where you're spending the money” reveals true priorities, he tells us. Drawing on research involving 400 executives, he points out that top performers make roughly twice as many major decisions each year as underperformers, he tells us.From a single uncomfortable moment at Kellogg's to scaling a data-driven company, Neese's career reflects a consistent principle: finance creates value when it accelerates decisions, clarifies tradeoffs, and turns insight into action.

Adapting Leadership in Turbulent Times In this episode, Michael and Pete explore what leadership really requires in an era defined by fatigue, disruption, and constant change. They examine how pressures at home, the aftershocks of COVID, and the acceleration of AI are compounding exhaustion for leaders at every level. Pete describes today's environment as a relentless “hailstorm” of forces outside any leader's control, while Michael emphasizes that clarity around mission, vision, and values is no longer optional. It is the stabilizing force leaders must return to when everything else feels uncertain. Leadership Clarity and Workplace Culture Michael outlines why leadership clarity directly impacts workplace culture, engagement, and performance. Organizations that successfully navigated the pandemic and economic volatility have a unique opportunity to reduce fear and restore confidence across their teams. Using a familiar San Diego fog analogy, Michael explains how experienced leaders move forward not by guessing, but by relying on judgment, shared wisdom, and deliberate next steps, even when visibility is limited. Leading Through Fog and Uncertainty Pete shares the thinking behind his book on leading in foggy conditions, shaped by more than 30 years in the technology sector. His work challenges outdated leadership models and speaks directly to younger leaders navigating ambiguity for the first time, as well as seasoned leaders who may be overly attached to certainty. At its core, the book advocates for a more humane, respectful, and grounded approach to leadership that acknowledges uncertainty rather than denying it. Balancing Expertise and Fresh Perspective Michael reflects on a formative experience at Daimler-Benz, where introducing structured debriefs and outside perspectives increased client capacity by 20 percent without adding staff. The lesson was clear: too much expertise can create rigidity. Pete builds on this with his concept of the “elusive peak,” where leaders risk becoming trapped by what they already know. Together, they unpack how psychological safety and openness allow teams to challenge assumptions, surface better ideas, and improve outcomes. Humility, Teamwork, and Modern Leadership The conversation closes with a candid discussion on humility and vulnerability. Pete reinforces that leadership is a team sport, especially in uncertain conditions. Through his work with Agile Leadership Journey, he helps leaders tap into the collective intelligence already inside their organizations. The takeaway is simple but demanding: effective leadership today requires courage, curiosity, and the willingness to lead with others, not above them. Book:  https://www.agileleadershipjourney.com/into-the-fog-book  

01-29-26 - Thursdays w/Former Dallas Cowboy OLineman Dale Hellestrae - Dale's Thoughts On The Pro Bowl And If It Should Remain - Cardinals Listed As Worst Of This Season's Non Playoff Teams And Organizations In Terms Of Future ProspectsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

01-29-26 - Thursdays w/Former Dallas Cowboy OLineman Dale Hellestrae - Dale's Thoughts On The Pro Bowl And If It Should Remain - Cardinals Listed As Worst Of This Season's Non Playoff Teams And Organizations In Terms Of Future ProspectsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In the next 18 months, everyone in your organization will become a manager—not of people, but of AI agents. Yet most employees have never designed a role, created a delegation framework, or built performance metrics. This episode reveals why the most critical skill for the AI era isn't coding or prompt engineering—it's organizational design thinking. Drawing on insights from leaders implementing AI at scale, host Amy Springer explores how hybrid human-AI teams are fundamentally restructuring work, why traditional management principles still apply (just faster), and the four principles you need to design effective agent teams. Plus: three concrete actions you can take this week to prepare your organization for this transformation. Key insight: Organizations that win won't have the most advanced AI—they'll have the best organizational design. Functionly.com

Allen visits the Faskally Safety Leadership Centre with Mark Patterson, Director of Safety, Health, and Environment at SSE, and Dermot Kerrigan, Director and Co-Founder of Active Training Team. They discuss how SSE has put over 9,000 employees and 2,000 contract partners through ATT’s innovative training program, which uses actors and realistic scenarios to create lasting behavioral change across the entire workforce chain, from executives to technicians. Reach out to SSE and ATT to learn more! Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Mark and Turnt. Welcome to the show. Thank you.  Mark Patterson: Thank you.  Allen Hall: We’re in Scotland, present Scotland and per Scotland, which is a place most people probably haven’t ventured to in the United States, but it is quite lovely, although chilly and rainy. It’s Scotland. We’re in December. Uh, and we’re here to take a look at the SSE Training Center. And the remarkable things that active training team is doing here, because we had seen this in Boston in a smaller format, uh, about a year ago almost now.  Dermot Kerrigan: Just Yeah,  Allen Hall: yeah. Six months  Dermot Kerrigan: ago.  Allen Hall: Yeah. Yeah. It hasn’t been that long ago. Uh, but IC was on me to say, you gotta come over. You gotta come over. You gotta see the, the whole, uh, environment where we put you into the police room and some of the things we wanna talk about, uh, because it, [00:01:00] it does play different. And you’re right, it does play different. It is very impactful. And it, and maybe we should start off first of Mark, you’re the head of basically health and safety and environment for SSE here in Perth. This is a remarkable facility. It is unlike anything I have seen in the States by far. And SSE has made the commitment to do this sort of training for. Everybody in your employment and outside of your employment, even contractors.  Mark Patterson: We have been looking at some quite basic things in safety as everybody does. And there’s a fundamental thing we want to do is get everybody home safe. And uh, it’s easier said than done because you’ve gotta get it right for every single task, every single day. And that’s a massive challenge. And we have like 15,000. 15,000 people in SSE, we probably work with about 50,000 contract [00:02:00] partners and we’re heavily dependent, uh, on get our contract partners to get our activities done. And they’re crucial.  Speaker: Mm-hmm.  Mark Patterson: And in that it’s one community and we need to make sure everybody there gets home safe. And that’s what drove us to think about adding more rules isn’t gonna do it. Um, you need to give people that sense of a feeling, uh, when a really serious sense of cars and then equip them with tools to, to deal with it. So. We’ve all probably seen training that gives that sense of doom and dread when something goes badly wrong, but actually that needs to be. Coupled with something which is quite powerful, is what are the tools that help people have the conversations that gets everybody home safe. So kind of trying to do two things.  Allen Hall: Well, SSC is involved in a number of large projects. You have three offshore wind farms, about a more than a thousand turbines right now. Wind turbines onshore, offshore, and those offshore projects are not easy. There’s a lot of complexity to them.  Mark Patterson: Absolutely. So look, I I think [00:03:00] that’s, that’s something that. You’ve gotta partner with the right people. If you wanna be successful, you need to make it easy for people to do the right thing. Yeah, as best you possibly can. You need to partner with the right people, and you need to get people that you need to have a sense that you need to keep checking that as you’re growing your business. The chinks in your armor don’t grow too. But fundamentally there’s something else, which is a sense of community. When people come together to, to do a task, there is a sense of community and people work, put a lot of discretionary effort into to get, uh, big projects done. And in that, um, it’s a sense of community and you wanna make sure everybody there gets home safe to their friends and family. ’cause if we’re all being honest about it, you know, SSE is a brilliant company. What we do is absolutely worth doing. I love SC. But I love my family a fair amount more. And if you bought into that, you probably bought into the strategy that we’re trying to adopt in terms of safety. Uh, it’s really simple messaging. Um,  Allen Hall: yeah. That, that is very clear. Yeah. And it should be [00:04:00]well communicated outside of SSEI hope because it is a tremendous, uh, value to SSE to do that. And I’m sure the employees appreciate it because you have a culture of safety. What. Trigger that. How long ago was that trigger? Is this, this is not something you thought up yesterday for sure.  Mark Patterson: No, look, this, the, the, what we’ve done in the immersive training center, um, really reinforces a lot of things that we’ve had in place for a while, and it, it takes it to the, the next level. So we’ve been working probably more than 10 years, but, uh, certainly the. Seven years we’ve been talking very much about our safety family, that’s the community and SSE with our contract partners and what we need to do. And part of that is really clear language about getting people home safe. Uh, a sense that you’ve, everybody in it that works with us has a safety license. And that license is, if it’s not safe, we don’t do it. It’s not a rural based thing. It’s how we roll. It’s part of the culture. We’d, we, uh, have a culture where, and certainly trying to instill for everybody a culture. Where [00:05:00] they’ve got that license. If, if they think something’s not right, we’ll stop the job and get it right. And even if they’re wrong, we’ll still listen to them because ultimately we need to work our way through, right? So we’ve been, we’ve thought hard about the language we wanted to use to reinforce that. So the importance of plan, scan and adapt. So planning our work well, thinking through what we need to do. Not just stopping there though, keeping scanning for what could go wrong. That sense that you can’t remember everything. So you need to have immediate corrective actions and that immediate sort of see it, sort of report it. If you see something that isn’t right, do something about it. And that sense of community caring for the community that you work with. And those are the essence of our, our language on safety and the immersive training. Uh, is not trying to shove that language down everybody’s throats again, particularly our contract partners, but it’s, it’s helping people see some really clear things. One is if a [00:06:00] really serious incident occurs at what, what it feels like here. And I’ve spent a lot of time in various industries and people are different when they’ve been on a site or involved when there’s been a really serious incident and you need to do something to. Get that sense of a feeling of what it feels like and actually make people feel slightly uncomfortable in the process. ’cause that’s part of it,  Allen Hall: right? Yes.  Mark Patterson: Because you know,  Allen Hall: you remember that.  Mark Patterson: You remember that. Yeah. We’ve had, you know, we’ve had people say, well, I felt very uncomfortable in that bit of the training. It was okay. But was, I felt very uncomfortable. And you know, we’ve talked about that a lot.  Allen Hall: Yeah.  Mark Patterson: We know you kinda should because if there’s something wrong with you, if you don’t feel uncomfortable about that. But what’s super powerful on the guys in at TT do brilliantly. Is have facilitators that allow you to have that conversation and understand what do you need to do differently? How do you influence somebody who’s more senior? How do you, how do you bring people with you so that they’re gonna [00:07:00] do what you want ’em to do after you’ve left the building? And. Just pointing the finger at people and shouting at them. Never does that. Right? Uh, rarely does that. You’ve gotta get that sense of how do you get people to have a common belief? And,  Allen Hall: and I think that’s important in the way that SSE addresses that, is that you’re not just addressing technicians, it’s the whole chain. It’s everybody is involved in this action. And you can break the link anywhere in there. I wanna get through the description of why that. Process went through ATTs head to go. We need to broaden the scope a little bit. We need to think about the full chain from the lowest entry worker just getting started to the career senior executive. Why chain them all together? Why put them in the same room together? Yeah. Why do you do that?  Dermot Kerrigan: Well, behavioral safety or behavioral base safety kind of got a bad rep because it was all about. If we could just [00:08:00] make those guys at the front line behave themselves,  Allen Hall: then everything’s fine,  Dermot Kerrigan: then everything’s fine.  Allen Hall: Yes.  Dermot Kerrigan: But actually that’s kind of a, the wrong way of thinking. It didn’t work. I, I think,  Allen Hall: yeah, it didn’t work.  Dermot Kerrigan: What the mess, the central message we’re trying to get across is that actually operational safety is not just the business of operational people. It’s everybody’s business.  Allen Hall: Right.  Dermot Kerrigan: You know? Um, and. Yeah, everybody has a role to p play in that, you know? Right. So site based teams, back office support functions, everybody has a role to play. And, you know, there’s a strand in, in this scenario where, uh, an incident takes place because people haven’t been issued with the right piece of equipment. Which is a lifting cage.  Allen Hall: Yes.  Dermot Kerrigan: And there’s a whole story about that, which goes through a procurement decision made somewhere where somebody hit a computer and a computer said no because they’d asked for too many lifting cages when they, somebody could have said, you’ve asked for five lifting cages, it’s takes you over the procurement cap. Would four do it? [00:09:00] Yes, that would be fine. That would be fine. Yeah. As it is, they come to a crucial piece of operation. This incr this, you know, this crucial piece of kit simply isn’t there. So in order to hit the deadline and try and make people happy, two ordinary guys, two technicians, put two and two together, make five, and, and one of them gets killed, you know? Yeah. So it’s, we’re, we’re trying to show that, that this isn’t just operational people. It’s everybody’s business.  Mark Patterson: Well, that’s why we worked with you in this, because, um, we saw. Why you got it in terms of that chain? Um, so in, in the scenario, it’s very clear there’s a senior exec talking to the client and actually as SSE. We’re sometimes that client, we’ve got big principal contractors that are doing our big construction activities. We’ve got a lot in renewables and onshore and offshore wind obviously, but, and the transmission business and in thermal, so, uh, and distribution. So I’ll list all our businesses and including customer’s business, but we’ve got some big project activities where we’re the client sometime we’re the principal contractor [00:10:00] ourselves. And we need to recognize that in each chain, each link in that chain, there’s a risk that we say the wrong thing, put the wrong pressure on. And I think what’s really helpful is we have in the center that sort of philosophy here that we get everybody in together mixed up. Probably at least half of our board have done this. Our executive team have all done this. Um, people are committed to it at that level, and they’re here like everybody else sitting, waiting for this thing to start. Not being quite sure what they’re gonna go through in the day. Um, and it’s actually really important you’ve got a chief exec sitting with somebody who’s, um, a scaffolder. That’s really important. ’cause the scaffolder is probably the more likely person to get hurt rather than chief exec. So actually everybody seeing what it’s like and the pressures that are under at each level is really important.  Allen Hall: SSC is such a good example for the industry. I watched you from outside in America for a long time and you just watch the things that happened. [00:11:00] Here you go. Wow. Okay. SSC is organized. They know what they’re doing, they understand what the project is, they’re going about it. Mm-hmm. Nothing is perfect, but I, I think when we watch from the United States, we see, oh, there’s order to it. There’s a reason they’re doing these things. They’re, they’re measuring what is happening. And I think that’s one of the things about at t is the results. Have been remarkable, not just here, but in several different sites, because a TT touches a lot of massive infrastructure projects in the uk and the success rate has been tremendous. Remember? You wanna just briefly talk about that?  Dermot Kerrigan: Yeah. But we, we run a number of centers. We also run mobile programs, which you got from having seen us in the States. Um, but the first, uh, center that we, we, we opened was, was called. Epic, which stood for Employers Project Induction Center, and that was the Thames Tideway Tunnel Project, which is now more or less finished. It’s completed. And that was a 10 year project, 5 billion pounds. Allen Hall: Wow.  Dermot Kerrigan: Um, [00:12:00] and you know, unfortunately the fact is on, on that kind of project, you would normally expect to hurt a number of people, sometimes fatally. That would be the expectation.  Allen Hall: Right. It’s a complicated  Dermot Kerrigan: project, statistic underground. So, you know, we, and, and of course Tide, we are very, very. Very pleased that, uh, in that 10 year span, they didn’t even have one, uh, serious life-changing injury, uh, let alone a fatality. Um, so you know that that’s, and I’m I’m not saying that what ATTs work, uh, what we do is, is, is, is directly responsible for that, but certainly Epic, they would say Tideway was the cornerstone for the safety practices, very good safety practices that they, they put out. Uh, on that project, again, as a cultural piece to do with great facilities, great leadership on the part of the, of the, of the executive teams, et cetera, and stability. It was the same ex executive team throughout that whole project, which is quite unusual.  Allen Hall: No.  Dermot Kerrigan: Yeah. [00:13:00] Um, so yeah, it, it, it seems to work, you know, uh, always in safety that the, the, the, the tricky thing is trying to prove something works because it hasn’t happened. You know?  Allen Hall: Right, right. Uh, prove the negative. Dermot Kerrigan: Yeah. Um,  Allen Hall: but in safety, that’s what you want to have happen. You, you do know, not want an outcome.  Dermot Kerrigan: No, absolutely not.  Allen Hall: No reports, nothing.  Dermot Kerrigan: No. So, you know, you have to give credit to, to organizations. Organizations like SSE. Oh, absolutely. And projects like Tideway and Sted, uh, on their horn projects. Who, who have gone down this, frankly, very left field, uh, route. We we’re, you know, it is only in the last 10 years that we’ve been doing this kind of thing, and it hasn’t, I mean, you know, Tideway certainly is now showing some results. Sure. But, you know, it’s, it’s, it, it wasn’t by any means a proven way of, of, of dealing with safety. So  Mark Patterson: I don’t think you could ever prove it. Dermot Kerrigan: No.  Mark Patterson: And actually there’s, there’s something [00:14:00]fundamentally of. It, it kind of puts a stamp on the culture that you want, either you talked about the projects in SSE, we’ve, we’ve done it for all of our operational activities, so we’ve had about 9,000 people through it for SSE and so far about 2000 contract partners. Um, we’re absolutely shifting our focus now. We’ve got probably 80% of our operational teams have been through this in each one of our businesses, and, uh, we. We probably are kind of closing the gaps at the moment, so I was in Ireland with. I here guys last week, um, doing a, a mobile session because logistically it was kind of hard to come to Perth or to one of the other centers, but we’re, we’re gradually getting up to that 80%, uh, for SSE colleagues and our focus is shifting a bit more to contract partners and making sure they get through. And look, they are super positive about this. Some of them have done that themselves and worked with a TT in the past, so they’re. Really keen to, to use the center that we have [00:15:00] here in Perth, uh, for their activities. So when, when they’re working with us, we kind of work together to, to make that happen. Um, but they can book that separately with you guys. Yeah. Uh, in, in the, uh, Fastly Center too.  Allen Hall: I think we should describe the room that we’re in right now and why this was built. This is one of three different scenes that, that each of the. Students will go through to put some realism to the scenario and the scenario, uh, a worker gets killed. This is that worker’s home? Dermot Kerrigan: Yeah. So each of the spaces that we have here that, that they denote antecedents or consequences, and this is very much consequences. Um, so the, the, the participants will be shown in here, uh, as they go around the center, uh, and there’s a scene that takes place where they meet the grown up daughter of the young fella who’s been right, who’s been, who’s been tragically killed. Uh, and she basically asks him, uh, asks [00:16:00] them what happened. And kind of crucially this as a subtext, why didn’t you do something about it?  Allen Hall: Mm-hmm.  Dermot Kerrigan: Because you were there,  Allen Hall: you saw it, why it was played out in front of you. You saw, you  Dermot Kerrigan: saw what happened. You saw this guy who was obviously fast asleep in the canteen. He was exhausted. Probably not fit for work. Um, and yet being instructed to go back out there and finish the job, um, with all the tragic consequences that happen,  Allen Hall: right?  Dermot Kerrigan: But it’s important to say, as Mark says, that. It’s not all doom and gloom. The first part of the day is all about showing them consequences. Allen Hall: Sure. It’s  Dermot Kerrigan: saying it’s a,  Allen Hall: it’s a Greek tragedy  Dermot Kerrigan: in  Allen Hall: some  Dermot Kerrigan: ways, but then saying this doesn’t have to happen. If you just very subtly influence other people’s behavior, it’s  Allen Hall: slight  Dermot Kerrigan: by thinking about how you behave and sure adapting your behavior accordingly, you can completely change the outcome. Uh, so long as I can figure out where you are coming from and where that behavior is coming from, I might be able to influence it,  Allen Hall: right. Dermot Kerrigan: And if I can, then I can stop that [00:17:00] hap from happening. And sure enough, at the end of the day, um, the last scene is that the, the, the daughter that we see in here growing up and then going back into this tragic, uh, ending, uh. She’s with her dad, then it turned out he was the one behind the camera all along. So he’s 45 years old, she’s just passed the driving test and nobody got her 21 years ago. You know,  Mark Patterson: I think there, there is, there’s a journey that you’ve gotta take people through to get to believe that. And kind of part of that journey is as, as we look around this room, um, no matter who it is, and we’ve talked to a lot of people, they’ll be looking at things in this room and think, well, yeah, I’ve got a cup like that. And yes. Yeah. When my kids were, we, we had. That play toy for the kids. Yes. So there is something that immediately hooks people and children hook  Allen Hall: people.  Mark Patterson: Absolutely. And  Allen Hall: yes,  Mark Patterson: they get to see that and understand that this is, this is, this is, could be a real thing. And also in the work site, uh, view, there’s kind of a work site, there’s a kind of a boardroom type thing [00:18:00] and you can actually see, yeah, that’s what it kind of feels like. The work sites a little bit. You know, there’s scuffs in the, on the line, on the floor because that’s what happens in work sites and there’s a sense of realism for all of this, uh, is really important.  Allen Hall: The realism is all the way down to the outfits that everybody’s worn, so they’re not clean safety gear. It’s. Dirty, worn safety gear, which is what it should be. ’cause if you’re working, that’s what it should look like. And it feels immediately real that the, the whole stage is set in a, in the canteen, I’ll call it, I don’t know, what do you call the welfare area? Yeah. Okay.  Dermot Kerrigan: Yeah.  Allen Hall: Okay. Uh, wanna use the right language here. But, uh, in the states we call it a, a break room. Uh, so you’re sitting in the break room just minding your own business and boom. An actor walks in, in full safety gear, uh, speaking Scottish very quickly, foreign American. But it’s real.  Mark Patterson: I think  Allen Hall: it feels real because you, you, I’ve been in those situations, I’ve seen that that break the,  Mark Patterson: the language is real and, uh, [00:19:00] perhaps not all, uh, completely podcast suitable. Um, but when you look at it, the feedback we’ve got from, from people who are closer to the tools and at all levels, in fact is, yeah. This feels real. It’s a credible scenario and uh, you get people who. I do not want to be in a safety training for an entire day. Um, and they’re saying arms folded at the start of the day and within a very short period of time, they are absolutely watching what the heck’s going on here. Yes. To understand what’s happening, what’s going on. I don’t understand. And actually it’s exactly as you say, those subtle things that you, not just giving people that experience, but the subtle things you can nudge people on to. There’s some great examples of how do you nudge people, how do you give feedback? And we had some real examples where people have come back to us and said even things to do with their home life. We were down in London one day, um, and I was sitting in on the training and one of the guys said, God, you’ve just taught me something about how I can give feedback to people in a really impactful [00:20:00] way. So you, so you explain the behavior you see, which is just the truth of what the behavior is. This is what I saw you do, this is what happened, but actually the impact that that has. How that individual feels about it. And the example that they used was, it was something to do with their son and how their son was behaving and interacting. And he said, do you know what? I’ve struggled to get my son to toe the line to, to look after his mom in the right way. I’m gonna stop on the way home and I’m gonna have a conversation with him. And I think if I. Keep yourself cool and calm and go through those steps. I think I can have a completely different conversation. And that was a great example. Nothing to do with work, but it made a big difference to that guy. But all those work conversations where you could just subtly change your tone. Wind yourself back, stay cool and calm and do something slightly different. And I think that those, those things absolutely make a difference,  Allen Hall: which is hard to do in the moment. I think that’s what the a TT training does make you think of the re the first reaction, [00:21:00] which is the impulsive reaction. We gotta get this job done. This has gotta be done. Now I don’t have the right safety gear. We’ll, we’ll just do it anyway to, alright, slow. Just take a breather for a second. Think about what the consequences of this is. And is it worth it at the end of the day? Is it worth it? And I think that’s the, the reaction you want to draw out of people. But it’s hard to do that in a video presentation or  Dermot Kerrigan: Yeah.  Allen Hall: Those things just  Dermot Kerrigan: don’t need to practice.  Allen Hall: Yeah. It doesn’t stick in your brain.  Dermot Kerrigan: You need to give it a go And to see, right. To see how to see it happen. And, and the actors are very good. They’re good if they, you know. What, whatever you give them, they will react to.  Mark Patterson: They do. That’s one of the really powerful things. You’ve got the incident itself, then you’ve got the UNP of what happened, and then you’ve got specific, uh, tools and techniques and what’s really good is. Even people who are not wildly enthusiastic at the start of the day of getting, being interactive in, in, in a session, they do throw themselves into it ’cause they recognize they’ve been through [00:22:00] something. It’s a common sense of community in the room.  Dermot Kerrigan: Right.  Mark Patterson: And they have a bit of fun with it. And it is fun. Yeah. You know, people say they enjoy the day. Um, they, they, they recognize that it’s challenged them a little bit and they kinda like that, but they also get the opportunity to test themselves. And that testing is really important in terms of, sure. Well, how do you challenge somebody you don’t know and you just walking past and you see something? How do you have that conversation in a way that just gets to that adult To adult communication? Yeah. And actually gets the results that you need. And being high handed about it and saying, well, those are the rules, or, I’m really important, just do it. That doesn’t give us a sustained improvement.  Dermot Kerrigan: PE people are frightened of failure, you know? Sure. They’re frightened of getting things wrong, so give ’em a space where they, where actually just fall flat in your face. Come back up again and try again. You know, give it a go. And, because no one’s, this is a safe space, you know, unlike in the real world,  Allen Hall: right?  Dermot Kerrigan: This is as near to the real world as you want to get. It’s pretty real. It’s safe, you know, uh, it’s that Samuel Beckett thing, you know, fail again, [00:23:00] fail better,  Allen Hall: right?  Mark Patterson: But there’s, there’s a really good thing actually because people, when they practice that they realize. Yeah, it’s not straightforward going up and having a conversation with somebody about something they’re doing that could be done better. And actually that helps in a way because it probably makes people a little bit more generous when somebody challenges them on how they’re approaching something. Even if somebody challenges you in a bit of a cat handed way, um, then you can just probably take a breath and think this. This, this guy’s probably just trying to have a conversation with me,  Allen Hall: right. Mark Patterson: So that I get home to my family.  Allen Hall: Right.  Mark Patterson: It’s hard to get annoyed when you get that mindset. Mindset  Allen Hall: someone’s looking after you just a little bit. Yeah. It does feel nice.  Mark Patterson: And, and even if they’re not doing it in the best way, you need to be generous with it. So there’s, there’s good learnings actually from both sides of the, the, the interaction. Allen Hall: So what’s next for SSE and at t? You’ve put so many people through this project in, in the program and it has. Drawn great results.  Mark Patterson: Yeah.  Allen Hall: [00:24:00] How do you, what do you think of next?  Mark Patterson: So what’s next? Yeah, I guess, uh, probably the best is next to come. Next to come. We, I think there’s a lot more that we can do with this. So part of what we’ve done here is establish with a big community of people, a common sense of what we’re doing. And I think we’ve got an opportunity to continue with that. We’ve got, um, fortunate to be in a position where we’ve got a good level of growth in the business.  Allen Hall: Yes,  Mark Patterson: we do. Um, there’s a lot going on and so there’s always a flow of new people into an organization, and if people, you know, the theory of this stuff better than I do, would say that you need to maintain a, a sense of community that’s kind of more than 80%. If you want a certain group of people to act in a certain way, you need about 80% of the people plus to act in that way, and then it’ll sustain. But if it starts. To drift so that only 20% of people are acting a certain way, then that is gonna ex extinguish that elements of the culture. So we need to keep topping up our Sure, okay. Our, our [00:25:00] immersive training with people, and we’re also then thinking about the contract partners that we have and also leaving a bit of a legacy. For the communities in Scotland, because we’ve got a center that we’re gonna be using a little bit less because we’ve fortunate to get the bulk of our people in SSE through, uh, we’re working with contract partners. They probably want to use it for. For their own purposes and also other community groups. So we’ve had all kinds of people from all these different companies here. We’ve had the Scottish first Minister here, we’ve had loads of people who’ve been really quite interested to see what we’re doing. And as a result of that, they’ve started to, uh, to, to step their way through doing something different themselves. So,  Allen Hall: so that may change the, the future of at t also. And in terms of the slight approach, the scenarios they’re in. The culture changes, right? Yeah. Everybody changes. You don’t wanna be stuck in time.  Dermot Kerrigan: No, absolutely.  Allen Hall: That’s one thing at t is not,  Dermot Kerrigan: no, it’s not  Allen Hall: stuck in time.  Dermot Kerrigan: But, uh, I mean, you know, we first started out with the centers, uh, accommodating project. Yeah. So this would [00:26:00] be an induction space. You might have guys who were gonna work on a project for two weeks, other guys who were gonna work on it for six months. They wanted to put them through the same experience. Mm. So that when they weren’t on site. That they could say, refer back to the, the, the, the induction and say, well, why ask me to do that? You know, we, we, we both have that experience, so I’m gonna challenge you and you’re gonna accept challenge, et cetera. So it was always gonna be a short, sharp shock. But actually, if you’re working with an organization, you don’t necessarily have to take that approach. You could put people through a little bit of, of, of, of the training, give ’em a chance to practice, give ’em a chance to reflect, and then go on to the next stage. Um. So it, it becomes more of a, a journey rather than a single hard, a single event experience. Yeah. You don’t learn to drive in a day really, do you? You know, you have to, well, I do transfer it to your right brain and practice, you know?  Allen Hall: Right. The more times you see an experience that the more it’s memorable and especially with the, the training on how to work with others.[00:27:00] A refresh of that is always good.  Dermot Kerrigan: Yeah.  Allen Hall: Pressure changes people and I think it’s always time to reflect and go back to what the culture is of SSE That’s important. So this, this has been fantastic and I, I have to. Thank SSC and a TT for allowing us to be here today. It was quite the journey to get here, but it’s been really enlightening. Uh, and I, I think we’ve been an advocate of a TT and the training techniques that SSC uses. For well over a year. And everybody we run into, and in organizations, particularly in win, we say, you, you gotta call a TT, you gotta reach out because they’re doing things right. They’re gonna change your safety culture, they’re gonna change the way you work as an organization. That takes time. That message takes time. But I do think they need to be reaching out and dermo. How do they do that? How do, how do they reach att?  Dermot Kerrigan: Uh, they contact me or they contact att. So info at Active Trading Team, us.  Allen Hall: Us. [00:28:00] There you go.  Dermot Kerrigan: or.co uk. There you go. If you’re on the other side of the pond. Yeah. Allen Hall: Yes. And Mark, because you just established such a successful safety program, I’m sure people want to reach out and ask, and hopefully a lot of our US and Australian and Canadian to listen to this podcast. We’ll reach out and, and talk to you about how, what you have set up here, how do they get ahold of you? Mark Patterson: I’ll give you a link that you can access in the podcast, if that. Great. And uh, look. The, the risk of putting yourself out there and talking about this sort of thing is you sometimes give the impression you’ve got everything sorted and we certainly don’t in SSE. And if the second you think you’ve got everything nailed in terms of safety in your approach, then, then you don’t. Um, so we’ve got a lot left to do. Um, but I think this particular thing has made a difference to our colleagues and, and contract partners and just getting them home safe.  Allen Hall: Yes. Yes, so thank you. Just both of you. Mark Dermott, thank you so much for being on the podcast. We appreciate both [00:29:00] of you and yeah, I’d love to attend this again, this is. Excellent, excellent training. Thanks, Alan. Thanks.

There's a significant disconnect playing out in organizations right now. Leaders understand AI is probably the most transformative technology of their lifetimes. They're making bold announcements and setting ambitious targets. Yet they're not providing the structures, ownership, or vision needed to drive real change. The result? Small pilots, incremental efficiency gains, and nowhere near the transformation everyone keeps talking about. The issue isn't the technology. Organizations simply aren't wired for transformative change, particularly when it cuts across departments and functions. Nobody owns it, and there's no clear model for what the future should look like. The implications for talent, skills, and how we think about work are enormous. What does it actually take to rewire an organization for the AI era? My guest this week is Stephen Wunker, co-author of "AI and the Octopus Organization". In our conversation, he shares what's really happening, what's holding companies back, and what this means for talent professionals. In the interview, we discuss: The gap between what CEOs are saying and what is actually happening What is holding AI transformation back Distributed innovation What is an “Octopus Organization”? The role of human judgement and the need for more critical thinking Examples of companies that are succeeding Talent and culture What will happen to the adoption rate? Where will we be in two years' time? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify. A full transcript will appear here shortly.

The choice of use cases in AI has a significant impact on achieving on project outcomes. The latest results of the 451 Research Voice of the Enterprise AI use cases study are out and Alex Johnston joins host Eric Hanselman to explore the data and its implications. The study highlights a widespread, yet often unstructured and fragmented, adoption of AI within organizations, indicating a stall in overall maturity despite significant growth in usage. Key challenges include a clogged project pipeline, where many initiatives remain in limited deployment, and difficulties in consistently measuring return on investment (ROI), although most projects are seen as delivering value. Organizations achieving better outcomes prioritize strong governance, consistent measurement, and "human-in-the-loop" applications, rather than attempting immediate full autonomy. There are major concerns around data quality, rising costs, and a lack of centralized control stemming from the diverse sourcing of AI capabilities and varied user proficiency. Cost concerns are driving organizations towards   More S&P Global Content: Next in Tech Episode 250: The Agentic Enterprise Next in Tech podcast: Agentic Customer Experience Next in Tech episode 222:  FinOps Next in Tech | Ep. 205: Agentic AI Impacts   For S&P Global subscribers: Survey Data Hub – Voice of the Enterprise: AI & Machine Learning, Use Cases 2026 Agents are already driving workplace impact and agentic AI adoption – Highlights from Vot… Big Picture 2026 AI Outlook: Unleashing agentic potential   Credits: Host/Author: Eric Hanselman  Guest: Alex Johnston Producer/Editor: Feranmi Adeoshun Published With Assistance From: Sophie Carr, Kyra Smith

In this episode of the AI Agent & Copilot Podcast, John Siefert is joined by Shawn Dorward, Vice President at sa.global and a second-year leader on the Programming Committee Board. Together, they explore how the AI landscape has evolved from curiosity to execution, what made the 2026 AI Agent & Copilot Summit NA speaker selection process so competitive, and how leadership, creativity, and intentional AI adoption are shaping the future of enterprise innovation.Key Takeaways• Creativity without constraints: Dorward says that AI removes many historical limitations, forcing leaders to think without predefined rules. The most compelling session proposals challenged conventional narratives, offering unconventional ideas that expanded what attendees believed was possible. This creative freedom is essential as organizations explore entirely new operating models enabled by AI.• Intentional AI wins: Both speakers stress that success won't come from using AI everywhere, but from using it intentionally. Knowing when not to apply AI is just as important as knowing when to deploy it. Organizations that align AI usage with clear business goals will outperform those chasing technology for its own sake.• Leadership must evolve: AI-driven enterprises demand a new kind of leadership — one that blends technical understanding with human judgment, ethics, and change management.That kind of leadership, not technology, will ultimately differentiate organizations in an agentic world. “What everybody doesn't have is the same leadership," he says. "The human element, the people element is what will separate people organizations.” Visit Cloud Wars for more.

So if democracy is under pressure, what role do stories, culture, and imagination play in defending it?In this episode, we're joined by Alan Jenkins, civil rights lawyer, former Ford foundation program director, Harvard Law School professor, and now comic book author, for a wide ranging conversation about story making and telling as a tool for social change. From Supreme Court litigation to graphic novels, Alan Jenkins traces how law, narrative, and culture intersect when democracy is at stake.So in our conversation, we explore three big ideas I think matter a lot right now:First, why is story inseparable from power?And how law, policy, and culture work together, whether we acknowledge it or not, to shape public belief and behavior.Next, how popular culture and art have historically been used to confront authoritarianism. From Superman and Captain America to global protest movements that borrow symbol, humor, and myth.And finally, what hybrid 21st century leadership looks like and why flexibility, empathy, and imagination may be as important as specialized expertise in this moment.NOTABLE MENTIONSPeopleBill ClevelandHost of ART IS CHANGE and founder of the Center for the Study of Art & Community.Alan JenkinsHarvard Law School professor; former civil rights and DOJ lawyer; former Director of Human Rights at the Ford Foundation; co-author of 1/6: The Graphic Novel.Anthony S. FauciFormer Director of the National Institute of Allergy and Infectious Diseases; referenced in discussion of ACT UP and activist pressure shaping public institutions.Charles LindberghAviator and political figure cited in discussion of American isolationism and authoritarian sympathies prior to World War II.Pablo PicassoArtist whose painting Guernica is referenced as a defining cultural response to fascist violence.Organizations & InstitutionsHarvard Law SchoolInstitution where Alan Jenkins teaches courses on civil rights law, narrative, and Supreme Court jurisprudence.NAACP Legal Defense and Educational FundCivil rights organization where Jenkins worked early in his legal career.United States Department of JusticeReferenced in connection with Jenkins's Supreme Court litigation experience.Ford FoundationGlobal philanthropy where Jenkins served as Director of Human Rights.Pop Culture...

Most fundraising events won't fail in 2026 because donors changed. They'll fall short because the experience didn't.In this “home team” conversation, we call out what organizations are still getting wrong—and what the best teams are already doing differently. From the death of the “hybrid event” as a livestream add-on, to why “simpler” events aren't a trend (they're a correction), this episode is a straight-up standard-setting breakdown of what excellent looks like next year.What Most Organizations Will Get Wrong in 20261) Thinking “hybrid” means “in-person + camera.”The crew makes the case that the COVID-era definition of hybrid is done. If you want a remote audience, you have to build a real, intentional experience for them—not tack on a tripod in the back of the room.2) Blaming donor behavior instead of clunky execution.Donors still want connection. They still want to give. What they won't tolerate anymore is friction—long check-in lines, confusing processes, and experiences that feel outdated compared to the convenience they get everywhere else.3) Treating “simpler events” like a trend.This isn't minimalist chic—it's reality. Too many revenue moments, too many “things,” too many asks… and guests hit a wall. Simplicity is the correction that improves the donor experience and makes it easier to execute well.4) Planning from the inside out.If you start with revenue goals and budget constraints, you'll design a functional event—not a memorable one. The teams that win in 2026 start the other way: outside-in. What should guests feel? What should flow effortlessly? What should disappear?Who This Episode Is ForDevelopment directors, event leads, and nonprofit teams running signature events where “good enough” isn't good enough—especially if your board, major donors, and top sponsors will be in the room and you can't afford a clunky experience.Key TakeawaysIf you want remote participation, design for remote—don't livestream an in-room event and call it a day.Donor expectations aren't the problem—your execution is.More programming doesn't equal more money. It often equals guest fatigue.Start with the guest experience, then build the revenue mechanics around it.Connect with Handbid:https://www.handbid.com https://www.instagram.com/handbidauctions/ https://www.linkedin.com/company/handbid/ 

Send us a textAsset onboarding often feels like it should get easier with experience. But for many growing biopharma and manufacturing organizations, it does the opposite.In this episode of Lean by Design, Oscar Gonzalez and Lawrence Wong explore why asset onboarding becomes more chaotic as organizations get bigger. Despite having SOPs, templates, and experienced teams, new equipment still arrives late or incomplete, ownership feels unclear, and validation, IT, EHS, and operations are forced to negotiate readiness in real time.Rather than framing this as an execution or communication problem, the conversation reframes onboarding as a risk transition that is rarely designed explicitly. As organizations scale, experience masks risk, accountability becomes assumed, and operational teams quietly inherit fragility they never agreed to own.This episode isn't about best practices or speeding things up. It's about understanding why onboarding chaos is predictable at scale—and why fixing it starts with seeing the risk clearly. Order Predictably Broken Now! https://books2read.com/predictablybroken Learn more about us by visiting: https://sigmalabconsulting.com/ Check out video episodes: https://www.youtube.com/@LeanByDesignPodcastWant our thoughts on a specific topic? Looking to sponsor this podcast to continue to generate content? Or maybe you have an idea and want to be on our show. Fill out our Interest Form and share your thoughts.

In a big Supreme Court showdown over trucking accidents, major business groups have filed a friend-of-the-court brief supporting freight brokers. The case, Shawn Montgomery v. Caribe Transport II, LLC, et al., stems from a 2018 crash where a trucker hired through broker C.H. Robinson hit Montgomery's car, causing injuries. Montgomery sued the broker for negligent hiring, claiming CH picked an unsafe carrier. The Seventh Circuit Court said federal law blocks such state lawsuits against brokers. Now, the Supreme Court will decide. In this episode, we dig into the latest amicus brief.  A Who's Who of Business Organizations Nearly as important as the arguments advanced in this amicus brief are the entities that are advancing them. U.S. Chamber of Commerce Business RoundtableNational Association of Wholesaler-Distributors (NAW) National Federation of Independent Business (NFIB) National Retail Federation (NRF) This program is brought to you by DAT Freight & Analytics. Since 1978, DAT has helped truckers & brokers discover more available loads. Whether you're heading home or looking for your next adventure, DAT is building the most trusted marketplace in freight. New users of DAT can save 10% off for the first 12 months by following the link below. Built on the latest technology, DAT One gives you control over every aspect of moving freight, so that you can run your business with speed & efficiency. This program is also brought to you by our newest sponsor, GenLogs. GenLogs is setting a new standard of care for freight intelligence. Book your demo for GenLogs today at www.genlogs.io today!

In this episode of The Dish on Health IT, host Tony Schueth, CEO of Point-of-Care Partners (POCP), is joined by colleagues Mary Griskewicz, Regulatory Resource Center Lead, and Janice Reese, Senior Consultant and Program Manager of FHIR at Scale Taskforce (FAST), for a wide-ranging discussion on two major proposed rules released in mid-December 2025: the HTI-5 proposed rule from the Assistant Secretary for Technology Policy (ASTP) and CMS's latest proposal on healthcare price transparency.Rather than treating these rules as abstract policy exercises, the conversation focuses on what the government is trying to accomplish, how these proposals may reshape the interoperability and data access landscape, and why stakeholder participation during the comment period is not optional if the industry wants workable outcomes.Setting the Stage: How Proposed Rules Become RealityThe episode opens with a level set for listeners who do not spend their days in the Federal Register. Mary walks through how proposed rules originate, typically from legislation or executive policy, and how they move from proposal to public comment to either a final rule, an interim final rule, or, in some cases, a complete pause or reset.She emphasizes a point that often gets overlooked: every public comment is read and reviewed. The agencies group and analyze the comments section by section and respond to themes and concerns in the final rule text. Janice builds on this by explaining that the comment period is where high-level policy intent meets operational reality. The most effective comments are not lengthy manifestos, but specific, experience-based feedback that highlights feasibility issues, sequencing challenges, and unintended consequences.HTI-5: From Experimentation to ExecutionThe discussion then turns to HTI-5, with Mary outlining the core problem the rule is trying to address. Prior certification requirements placed a significant burden on vendors, often locking innovation into long development cycles while the market waited for updates. HTI-5 seeks to modernize this approach by reducing prescriptive certification requirements and relying more on modern, open architecture, particularly FHIR-based APIs, to enable faster, more scalable data exchange.Janice frames HTI-5 as a clear signal that the industry is moving out of the experimentation phase and into execution. By reinforcing a “FHIR-first” direction while pulling back on some certification detail, the rule implicitly raises expectations for real-world performance. As FHIR becomes the default, security, identity, consent, and trust cannot be treated as optional or inconsistently implemented components.From a FAST perspective, this shift is critical. HTI-5 creates the regulatory space, but the infrastructure and implementation guidance needed to make trusted interoperability work at scale must come from industry-led collaboration. Janice explains that FAST's work on security, identity, consent, and national directory services is about operationalizing trust so organizations are not reinventing these foundations on their own.Information Blocking, Automation, and Trust at ScaleA pivotal moment in the conversation centers on HTI-5's clarification that information blocking explicitly includes automated and AI-driven access. Mary underscores that automation is now central to how data moves across the healthcare ecosystem. When access decisions are embedded in APIs, workflows, and algorithms, trust becomes the defining requirement.Janice expands on this by noting that the issue is not just whether data can be accessed, but whether access is appropriate, provable, and governed. As automation increases, expectations shift toward accountability, auditability, and consistent enforcement of identity and consent. FHIR APIs, once viewed as certification checkboxes, are becoming the primary channel for data exchange across networks, including consumer-facing applications.Stakeholder Impacts: Vendors, Providers, and PayersThe episode then walks through how HTI-5 affects different stakeholder groups. For health IT vendors and digital health companies, Janice describes a trade-off: fewer certification guardrails provide flexibility but also remove a layer of protection. Vendors will be judged less on formal compliance artifacts and more on how their systems perform across networks at scale, including security, identity management, and reliability.Mary cautions that vendors should not interpret HTI-5 as traditional deregulation. With HTI-6 already on the horizon, organizations that underinvest now risk facing more stringent outcome-based expectations later. Tony reinforces this point, arguing that the real risk is collective. A single high-profile failure due to weak security or identity practices could undermine trust across the ecosystem and invite a regulatory response that affects everyone.For providers and health systems, the shift means becoming more informed consumers of technology. Certification alone will no longer guarantee interoperability or trustworthiness. Providers will increasingly need to ask vendors how solutions perform in environments beyond a single one and how identity, consent, and security are handled across organizational boundaries.From a payer perspective, Mary explains that while HTI-5 does not directly change prior authorization requirements, it fundamentally reshapes the data access environment. As FHIR APIs become the default, plans will be expected to exchange data more dynamically and through automated workflows. This raises expectations around timeliness, quality, and trust, and accelerates a shift from managing transactions to managing trust at scale.Price Transparency: Compliance Without ClarityThe conversation then transitions to CMS's proposed price transparency rule, with Tony noting the absence of POCP's usual price transparency expert and setting expectations for a higher-level discussion. Mary explains that this tri-agency proposal builds on earlier rules by clarifying standards, easing some reporting burdens, and refining requirements around machine-readable files, metadata, and reporting timelines.While these changes offer some relief to plans, Janice highlights a deeper challenge. Making pricing data available does not make it meaningful. Without consistent ways to connect clinical concepts to billing codes and pricing structures, patients and employers are left with technically accurate but practically unusable information. True transparency will require better integration of pricing data into real-time workflows, supported by APIs, governance, and trust frameworks.Mary also reminds listeners that employers are a critical stakeholder often overlooked in these discussions. As purchasers of coverage, they rely on usable pricing data to understand utilization and manage costs, making their perspective essential during the comment period.The Closing Message: Comment, Participate, Get InvolvedThe episode closes with a strong call to action. Mary urges listeners to “get off the bench” and engage, regardless of which rule is at issue. Comment periods directly affect compliance programs, product roadmaps, and competitive positioning. Janice reinforces that policy alone cannot solve interoperability challenges. Progress depends on shared implementation guidance, testing, governance, and sustained participation in standards organizations and multi-stakeholder initiatives, including FAST.The final takeaway is clear: HTI-5 and the price transparency proposal are not just regulatory events. They are inflection points. Organizations that participate now can help shape outcomes that are achievable, scalable, and trusted. Those that sit out will be left reacting to decisions made without their operational realities at the table.Listeners are reminded that both proposed rules have comment deadlines in late February, and that POCP is available to support organizations in understanding the implications and crafting effective comments. The episode closes, as always, with the reminder that Health IT is a dish best served hot. 

In this episode of The Kelsi Sheren Perspective, Kelsi and her guest, Alex Schadenberg, delve into the controversial topic of Medical Assistance in Dying (MAID) in Canada, particularly focusing on the ethical implications and real-life cases that highlight the potential dangers of the program. They discuss the tragic story of Keanu, a young man who was approved for euthanasia despite not being terminally ill, and the role of doctors like Dr. Ellen Wiebe in these decisions. The conversation emphasizes the alarming trend of euthanasia being normalized in society, especially among vulnerable populations, and raises questions about the motivations behind such practices, including financial incentives and systemic failures in mental health care.Chapters00:00 Introduction and Overview of MAID01:20 The Case of Keanu: A Tragic Euthanasia Story05:40 Ethical Concerns Surrounding Euthanasia10:46 Discrepancies in Euthanasia Practices Across Provinces15:52 The Role of Organizations in Promoting Euthanasia21:31 Manipulation and Coercion in Euthanasia Narratives26:51 The Legal Landscape of Euthanasia in Canada30:24 The Alarming Rise of Euthanasia Cases31:01 Euthanasia Statistics and COVID Comparisons32:45 The Economic Incentives Behind Euthanasia36:22 Organ Donation and Euthanasia Ethics40:11 Redefining Death: The Ethical Dilemma46:37 Witnessing Euthanasia: Emotional Impact and Trauma49:49 Coercion in Euthanasia: A Closer Look - - - - - - - - - - - -One Time Donation! - Paypal - https://paypal.me/brassandunityBuy me a coffee! - https://buymeacoffee.com/kelsisherenLet's connect!Youtube - https://www.youtube.com/@thekelsisherenperspectiveInstagram -  https://www.instagram.com/thekelsisherenperspective?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw%3D%3DX: https://x.com/KelsiBurnsInstagram: https://www.instagram.com/kelsie_sheren/Substack:  https://substack.com/@kelsisherenTikTok -   https://x.com/KelsiBurnsListen on Spotify - https://open.spotify.com/show/1O3yiobOjThKHtqyjviy1a?si=6c78bdc2325a43aeSUPPORT OUR SPONSORS - - - - - - - - - - - -MasterPeace - 10% off with code KELSI - MasterPeace.Health/KelsiKetone IQ- 30% off with code KELSI - https://ketone.com/KELSIGood Livin - 20% off with code KELSI - https://www.itsgoodlivin.com/?ref=KELSIBrass & Unity - 20% off with code UNITY  - http://brassandunity.com- - - - - - - - - - - - -CHARITYHeroic Hearts Project - https://www.heroicheartsproject.orgDefenders of Freedom - https://www.defendersoffreedom.usBoot Campaign - https://bootcampaign.org

Ethical questions at work rarely show up as rules or compliance issues. They show up in the systems organizations design and the outcomes those systems produce. And even well-intentioned leaders can create harm without meaning to. In this episode, Dart and Ed explore legitimacy, responsibility, employees, power, and why acting ethically inside complex systems is so difficult, even when people know what the right thing is.Ed Freeman is best known for stakeholder theory, which challenged the idea that companies exist only to serve shareholders. He argues instead that businesses are built on relationships, and that ethics and strategy can't be separated.In this episode, Dart and Ed discuss:- Why stakeholder theory was never “shareholders versus everyone else”- What legitimacy means and why companies lose it- How ethics and strategy got separated- Why values come before business models- Managing stakeholders vs. building relationships- Why interdependence matters more than primacy- When trade-offs signal a lack of imagination- How ignoring people can lead to harm- Why ethics can't be outsourced to regulation- What it means to act ethically inside complex systems- And other topics…R. Edward Freeman is Stephen E. Bachand University Professor of Business Administration and Olsson Professor of Business Administration at the University of Virginia's Darden School of Business. He previously taught at the Wharton School and the University of Minnesota. His work focuses on stakeholder theory, business ethics, and the role of purpose in strategy. He is the author of the award-winning Strategic Management: A Stakeholder Approach and numerous articles on ethics, value creation, and capitalism.Resources Mentioned:Ed's Book, Strategic Management: A Stakeholder Approach: https://www.amazon.com/Strategic-Management-R-Edward-Freeman/dp/0521151740Ed's Podcast, The Stakeholder Podcast: https://podcasts.apple.com/us/podcast/the-stakeholder-podcast/id1526139352Connect with Ed:Darden faculty page: https://www.darden.virginia.edu/faculty-research/directory/r-edward-freemanLinkedIn: https://www.linkedin.com/in/r-edward-freeman-98b8897/Work with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

Send us a textOur key issues for 2026:1. Mental Health Goes Operational Mental health is no longer fringe in workers' comp. Our real challenge now is operationalizing access to timely, evidence-based mental health care so it supports recovery instead of becoming a barrier.2. End of Healthcare Subsidies = Cost Shifting RiskWith federal funding changes, i.e., the loss of funding tied to healthcare subsidies and the Substance Abuse and Mental Health Services Administration (SAMHSA), watch closely for cost shifting into workers' compensation, a pattern the industry has seen before.3. CMS Civil Monetary Penalties. This is a brand-new layer in the Medicare Secondary Payer landscape. CMS is expected to release CMP documentation in March. 4. Complex Claims = The Biggest Opportunity.  Early identification of red flags, faster access to evidence-based care, and better education for claims professionals prevent complexity → chronicity → runaway costs.5. Presumptions Are Expanding. Presumptions continue to shift the burden of proof to employers, especially for PTSD, firefighter cancer, and potential infectious disease claims, with high cost and policy implications. 6. Employee Well-being & “Quiet Cracking.” Quiet cracking, marked by disengagement, burnout, and feeling stuck, is emerging as employees remain overloaded and unsupported. Organizations that treat wellbeing as a core risk management strategy see stronger engagement, faster recovery, and lower overall costs.⚡ Rapid-Fire WatchlistDEI & Diversity – Organizations that lean into diversity perform better and attract stronger talent.Education & Mentorship – The next generation of WC professionals needs mentorship from experienced leaders. Explore mentor/mentee programs. Artificial Intelligence (AI) – It's time to embrace adaptation. Education is key to using AI wisely. Challenge yourself to adapt as AI is changing rapidly and becoming more integrated in our daily lives. Self-Leadership as a Core Competency – Especially for claims professionals. Self-leadership improves empathy, self-regulation, and decision-making.California Premium Increases – California is an outlier worth watching as other states stabilize or decline.

In this week's Barber's Brief, Marcc and Vassili unpack four timely stories that cut to the heart of modern marketing leadership: strategy clarity, AI's real role in organizations, and why going small in marketing is often the riskiest move of all.The conversation starts with a sharp diagnosis of “strategy anxiety”—the condition where everything is labelled a priority, trade-offs disappear, and teams are left busy but directionless. From there, they examine why many organizations are stuck using AI to make marketing cheaper, not more valuable, and why that mindset risks turning marketing into a disposable cost center rather than a strategic function.The episode then tackles the growing backlash against “less is more” marketing, drawing on effectiveness research that shows scale, reach, and creative boldness still matter—even in a world obsessed with efficiency dashboards.They close with Ad of the Week, spotlighting Petro-Canada's “No Time to Hibernate” Winter Games campaign, breaking down why distinctive assets, emotion, and long-term creative commitment still outperform cautious, forgettable work.If you're feeling pulled in too many directions, overwhelmed by priorities, or pressured to optimize your way to growth, this episode offers a much-needed reset.Key TakeawaysIf everything is a priority, you don't have a strategy.Strategy requires exclusion. Anxiety fills the gap when leaders avoid hard choices.Activity is not clarity. More dashboards, roadmaps, and urgency don't replace direction—they often create noise.AI used only for efficiency shrinks marketing's importance. Making content cheaper doesn't make marketing more valuable or more defensible.AI is moving from experimentation to infrastructure.Organizations that fail to move from tools to orchestration risk building tech debt, not advantage.“Less is more” is often a trap.Small, fragmented marketing doesn't reduce risk—it guarantees invisibility.Reach, scale, and salience still drive growth. Efficiency metrics are useful, but they don't replace business outcomes.Brand vs. performance is a false dichotomy. Every marketing activity builds the brand—customers experience one system, not silos.Great campaigns compound over time. Distinctive assets and creative consistency matter more than short-term optimization.Chapters / Timestamps00:00 – Welcome to the Barber's Brief - What caught Marc and V's attention this week.01:00 – Strategy Anxiety: When Everything Is a Priority - Why lack of focus creates burnout, reactivity, and execution without confidence.04:45 – Strategic Drift and the Cost of Avoiding Hard Choices - Why exclusion matters as much as inclusion in real strategy.06:40 – AI, Davos, and the Efficiency Trap - Why using AI to do “more with less” risks shrinking marketing's role.09:15 – From AI Pilots to Enterprise Infrastructure - How AI becomes tech debt without orchestration and outcomes.11:45 – Less Is Not More: Why Marketing Needs Scale - Why cautious, fragmented spend often delivers the worst ROI.14:45 – Efficiency Metrics vs. Business Outcomes - The danger of optimizing dashboards instead of growth.16:30 – Brand vs. Performance: A False...

In this episode of the Game Deflators Podcast, John and Ryan dive into a packed week of gaming chatter. They kick things off with their latest pickups and what's been spinning in their consoles, including early impressions of the charming new adventure Plucky Squire. The conversation heats up as they break down the Xbox Developer Direct 2026, spotlighting standout announcements and examining how Ubisoft's recent wave of project cancellations could reshape the industry. Amid the news roundup, the duo tackles one of the week's biggest talking points: rumors that the PlayStation 6 may launch as a hybrid console, blending traditional power with portable flexibility. They explore what this could mean for Sony's strategy and how it might shift the competitive landscape. To wrap things up, John and Ryan jump into a deep-dive inflation–deflation challenge featuring Final Fantasy XIII, dissecting its combat, visuals, legacy, and whether its current market value holds up today. 00:00 Introduction to the Game Deflators Podcast 01:54 Game Pickups and Current Playthroughs 05:20 Challenges in Prince of Persia 07:30 Exploring Plucky Squire 10:51 Nostalgia and Movie References 12:21 Speedrunning and Game Challenges 17:09 Discussion on Game Licensing and Pricing 20:45 The Future of Portable Consoles 29:19 Xbox Developer Direct 2026 Insights 38:46 The Evolution of Pokémon Games 42:48 Excitement for Fable's Return 45:36 The Future of Fable: Choice and Consequence 47:35 Ubisoft's Project Cancellations and Studio Closures 49:55 The Downward Spiral of Ubisoft: Management Issues 54:32 Final Fantasy XIII: A Mixed Legacy   Find us on TheGameDeflators.com Twitter - www.twitter.com/GameDeflators Facebook - www.facebook.com/TheGameDeflators Instagram - www.instagram.com/thegamedeflators   The views and opinions expressed on this channel are solely those of the author. The content within these recordings are property of their respective Designers, Writers, Creators, Owners, Organizations, Companies and Producers. Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted. Permission for intro and outro music provided by Matthew Huffaker http://www.youtube.com/user/teknoaxe 2_25_18

Join Brendan Hall and Michael White, Alliant Cyber, and Scott Erickson, APT Healthcare, as they explore how Alliant's PortCo Protect program supports private equity organizations in advancing cybersecurity maturity across their portfolio companies. The discussion highlights how portfolio-wide risk assessments, sponsor transparency and ongoing remediation guidance help drive alignment, justify investment and strengthen security posture. Scott also shares firsthand insights on modernizing IT infrastructure, improving defenses against threats like ransomware and the value of collaborative partnership in elevating enterprise risk management.

Despite headlines signaling a sustainability pullback, the reality is more nuanced: Many companies are quietly doubling down, investing more strategically than ever before. Norfolk Southern Chief Sustainability Officer Josh Raglin has been closely watching how the sustainability shift has been playing out. In this Rail Group On Air podcast, he and Railway Age Editor-in-Chief William C. Vantuono discuss what NS is prioritizing in 2026 to build resilience, meet stakeholder demands, and unlock long-term value. He talks about five predictions for 2026: 1. “Sharper Focus on Materiality: Companies will concentrate resources on areas where they can make the greatest impact—such as plastics, water, and clean air—guided by materiality assessments and stakeholder priorities.” 2. “Sustainability as a Business Driver: Sustainability is no longer just a moral imperative; it's an economic one. Organizations will increasingly showcase measurable financial benefits—fuel savings, scrap recycling, and nature-based solutions—to justify investments and strengthen board-level support. 3. “From Ambition to Action: Firms that set science-based targets and net-zero goals will move aggressively into implementation. Expect operational shifts like transitioning freight to rail for carbon savings—even when costs rise—because corporate mandates prioritize emissions reduction.” 4. “Pragmatic Net-Zero Strategies: Updated standards will embrace carbon insets and offsets, signaling a more realistic approach to achieving net-zero. This will accelerate investment in forest carbon credits and value-chain carbon insetting.” 5. “Growing Need for Collaborative Action Meeting sustainability goals increasingly requires deep collaboration with vendors and customers to align strategies, share data, and improve efficiencies across the supply chain. Organizations that fail to engage partners in joint environmental initiatives risk falling short of expectations—and losing competitive advantage.”

In this podcast, Greg Voisen sits down with four-time CHRO Dean E. Carter to dismantle the "command and control" ghosts of corporate past and reveal the blueprint for a workplace where people actually want to show up. Drawing from his transformative leadership at iconic brands like Patagonia, Airbnb, and even a "sinking" Sears, Carter explains why the secret to a thriving organization isn't found in a ping-pong table or a snack bar, but in the radical act of designing work with people rather than for them. Whether you are leading a team of ten or ten thousand, this conversation serves as a masterclass on how to bridge the growing trust gap between CEOs and employees by injecting wisdom, wonder, and wit back into the professional experience.

Guarav Singh is a cybersecurity leader and author of “Cybersecurity for SAP.” In this episode, he joins host Amanda Glassner to discuss SAP cybersecurity, including key takeaways and what organizations need to know. • For more on cybersecurity, visit us at https://cybersecurityventures.com.

SEGMENT 10: PALAU NEEDS HELP AGAINST CHINA CRIME GANGS Guest: Cleo Paskal Paskal highlights Palau's struggle against Chinese criminal organizations infiltrating the small Pacific nation. Discussion covers illegal activities, money laundering, and how Beijing uses organized crime as soft power tool. Palau seeks American assistance to combat these threats while maintaining its democratic independence against Chinese pressure.1915 PALAU

203. The Human Element in Leadership (with Helen Honisett)   In this episode of the Visibility Factor podcast, host Sue Barber speaks with Helen Honisett, CEO of Defy Expectations, about her unique approach to leadership. They discuss the importance of clarity in leadership, the impact of generational differences, and the concept of 'love leadership' which emphasizes human connection and care. Helen shares insights on the use of diagnostic tools for leadership development and the role of AI in enhancing leadership effectiveness. The conversation highlights the need for strategic thinking in leadership and the importance of understanding one's value in the evolving workplace. Takeaways Helen emphasizes the importance of clarity in leadership. Great leadership impacts personal wellbeing and professional development. Generational differences can enhance workplace dynamics. Love leadership focuses on human connection and care. Diagnostic tools can identify leadership strengths and weaknesses. AI should enhance human leadership, not replace it. Strategic thinking is crucial for effective leadership. Organizations need to invest wisely in leadership development. Cultural ROI is as important as financial ROI in leadership. Understanding one's value is key in the age of AI.   The book that Helen recommends is Letting Go by David R. Hawkins   Helen's website: https://www.defyexpectations.co.uk/ LinkedIn: https://www.linkedin.com/in/hhonisett/   Link to Order Your Journey to Visibility Workbook   Thank you for listening to The Visibility Factor Podcast!    Check out my website to order my book and view the  videos/resources for The Visibility Factor book and Your Journey to Visibility Workbook. As always, I encourage you to reach out! You can email me at hello@susanmbarber.com. You can also find me on social media everywhere –Facebook, LinkedIn, and of course on The Visibility Factor Podcast! I look forward to connecting with you!       If you liked The Visibility Factor Podcast, I would be so grateful if you could subscribe and leave a review wherever you listen to podcasts! It helps the podcast get in front of more people who can learn how to be visible too!       

This week on the Nonprofit News Feed, the hosts dive into pressing digital safety issues and uplifting philanthropic news. The episode covers the alarming rise of deep fakes and their implications for nonprofits, and celebrates a significant donation to support LGBTQ+ youth. Main Topics: Global Crisis of Deep Fakes: The episode highlights the disturbing trend of deep fakes, particularly on the AI platform Grok, which is generating non-consensual and sexualized images. The hosts stress the urgent need for nonprofits working with vulnerable groups to advocate for stricter regulations and educate communities on digital safety. Implications for Nonprofits: The conversation emphasizes the critical role of nonprofits in combating AI-enabled cyberbullying and gender-based violence. Organizations are called to update internet safety protocols and engage in advocacy to protect affected communities. Mackenzie Scott's Transformative Gift: In a beacon of hope, Mackenzie Scott's $45 million unrestricted donation to the Trevor Project is celebrated. This lifeline comes after federal funding cuts and highlights the importance of substantial, unrestricted support for nonprofits in crisis. Dissolution of the Corporation for Public Broadcasting: The episode also covers the dissolution of this vital organization due to funding cuts, impacting local journalism and broadcasting. The hosts discuss the potential repercussions on local news and the need for new revenue streams.

This week we launch our Imperatives for 2026, and I discuss the 11 top issues you face and how HR, as we know it, is going to radically change. Our research shows that 30-40% of today's HR roles will go away, soon to be automated by AI agents and Superagents. Read today's news release for more details. This podcast explains the transformative impact of enterprise AI on human resources, emphasizing the redefinition of HR roles, the emergence of super agents, and the future of work. It highlights the need for organizations to adapt to these changes by focusing on employee engagement and the development of super workers, ultimately leading to enhanced productivity and organizational growth. Major Messages AI is redefining what HR does and how it operates. We are in the early stages of a technology revolution with AI. AI can analyze unstructured data, making HR more strategic. The concept of superagents will change HR technology. Many HR roles will evolve rather than disappear due to AI. Employee engagement is at a low despite advancements in health and longevity. Organizations must continuously care for and support their employees. The workforce is becoming more independent and less tied to a single employer. AI will create opportunities for super workers who leverage technology effectively. Companies must rethink talent management to retain top talent. Your Personal Transformation Each of these 11 topics represent a learning opportunity for business and HR professionals. We've built an entire AI-powered learning experience and Supertutor in Galileo to help. We encourage you to get Galileo to dig in and apply these topics to your job, your company, and your career. Additional Information Imperatives for 2026: What's Ahead for Enterprise AI, HR, Jobs, And Organizations The Collapse And Rebirth Of Online Learning And Professional Development Yes, AI Is Really Impacting The Job Market. Here's What To Do. Get Galileo: The World's AI Agent For Everything HR and Leadership Chapters (00:00:00) - The 2026 Imperatives for Enterprise AI in Human Resources and Human(00:01:00) - The Future of AI Is Here(00:04:32) - The 'Super Agent'(00:05:41) - Will HR Jobs Go Away?(00:06:43) - The second part of the people equation(00:09:00) - The era of superworkers and super-Workers

This week on the Nonprofit News Feed, the hosts dive into pressing digital safety issues and uplifting philanthropic news. The episode covers the alarming rise of deep fakes and their implications for nonprofits, and celebrates a significant donation to support LGBTQ+ youth. Main Topics: Global Crisis of Deep Fakes: The episode highlights the disturbing trend of deep fakes, particularly on the AI platform Grok, which is generating non-consensual and sexualized images. The hosts stress the urgent need for nonprofits working with vulnerable groups to advocate for stricter regulations and educate communities on digital safety. Implications for Nonprofits: The conversation emphasizes the critical role of nonprofits in combating AI-enabled cyberbullying and gender-based violence. Organizations are called to update internet safety protocols and engage in advocacy to protect affected communities. Mackenzie Scott's Transformative Gift: In a beacon of hope, Mackenzie Scott's $45 million unrestricted donation to the Trevor Project is celebrated. This lifeline comes after federal funding cuts and highlights the importance of substantial, unrestricted support for nonprofits in crisis. Dissolution of the Corporation for Public Broadcasting: The episode also covers the dissolution of this vital organization due to funding cuts, impacting local journalism and broadcasting. The hosts discuss the potential repercussions on local news and the need for new revenue streams.

The renewable energy sector faces a critical cybersecurity gap. As wind farms, solar installations, and battery energy storage systems proliferate across the globe, they create a decentralized network of digitally controlled assets that remain largely unprotected. Rafael Narezzi, Co-Founder and CEO of Cyber Energia, brings more than two decades of technology leadership experience to address this growing vulnerability in critical infrastructure.Cyber Energia takes a fundamentally different approach to OT security. While most cybersecurity companies stop at identifying risks through CVE scores and vulnerability assessments, Cyber Energia starts from the risk and translates it into financial terms that executives can act upon. The platform connects technical findings to compliance frameworks including NIS 2.0, IEC 62443, and NERC CIP, providing asset owners with a clear maturity landscape and actionable intelligence.Rafael Narezzi explains that asset owners in the renewable sector operate differently than traditional IT environments. Financial companies often acquire energy assets as investments without maintaining technical staff on-site. When compliance regulations now hold these owners personally liable for cybersecurity failures, they need tools that speak their language: dollars, risk, and return on investment. Cyber Energia prices its services per megawatt, demonstrating its commitment to speaking the language of energy.The decentralization of energy generation presents unique challenges. Rafael Narezzi points to recent cyber attacks on Poland's distributed grid as evidence that threat actors understand how to manipulate multiple remote locations simultaneously to destabilize power networks. Battery energy storage systems present particular risks, as compromised dispatch commands could create grid imbalances similar to the fictional scenario depicted in Ocean's 11. Yet many sites lack even basic cyber hygiene protections.Cyber Energia helps customers understand the financial impact of potential attacks. A 98-megawatt wind turbine site, for example, could lose 1.9 million dollars from just one week of downtime. This quantification enables executives to make informed decisions about relatively modest security investments that significantly reduce their risk exposure. The platform provides a single-view dashboard for organizations managing hundreds of sites across different regions, technologies, and regulatory environments.Rafael Narezzi observes that a CEO before a cyber attack is fundamentally different from a CEO after one. Organizations often underestimate digital risks compared to physical ones, despite living in an increasingly connected world. Regulations like NIS 2.0 now impose personal liability on directors and can revoke operating licenses, removing any excuse for neglecting cybersecurity. The awareness is changing, but Cyber Energia continues working to close the gap between compliance requirements and actual security posture across the renewable energy sector.This is a Brand Story. A Brand Story is a ~35-40 minute in-depth conversation designed to tell the complete story of the guest, their company, and their vision. Learn more: https://www.studioc60.com/creation#fullGUESTRafael Narezzi, Co-Founder and CEO of Cyber Energiahttps://www.linkedin.com/in/narezzi/RESOURCESCyber Energiahttps://cyberenergia.com/Are you interested in telling your story?▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlightKEYWORDSRafael Narezzi, Cyber Energia, Sean Martin, brand story, brand marketing, marketing podcast, brand story, OT cybersecurity, renewable energy security, critical infrastructure protection, NIS 2.0 compliance, IEC 62443, wind farm cybersecurity, solar energy security, battery energy storage systems, BESS security, decentralized energy grid, cyber risk quantification, energy sector compliance, NERC CIP, operational technology security Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of The People Dividend podcast, host Mike Horne speaks with workplace strategist Penny de Villiers about the future of work, focusing on the importance of redesigning workplaces to prioritize employee wellbeing and sustainable performance. Penny shares her personal journey from experiencing burnout to advocating for a healthier work environment. The conversation explores the current state of employee engagement, the consequences of neglecting wellbeing, and the role of managers in fostering a supportive workplace culture. They discuss the integration of technology in the workplace, the potential of the four-day work week, and practical steps managers can take to enhance their team's wellbeing and performance.   Key Points: Penny de Villiers emphasizes the importance of workplace wellbeing and explains that burnout can lead to significant personal and professional consequences. Organizations are beginning to measure employee wellbeing more seriously since investing in this correlates with higher profitability. Workplace redesign should focus on creating environments where people can thrive. The four-day work week is gaining traction as a viable option as technological integration in the workplace is increasingly alleviating mundane tasks for employees. Understanding team dynamics is essential for effective management, yet there is still a gap between leaders' words and their actions when it comes to prioritizing employee wellbeing.    Links:  Learn more about Mike Horne on Linkedin Email Mike at mike@mike-horne.com Learn More About Executive and Organization Development with Mike Horne Twitter: https://twitter.com/mikehorneauthor  Instagram: https://www.instagram.com/mikehorneauthor/,  LinkedIn Mike's Newsletter: https://www.linkedin.com/newsletters/6867258581922799617/,  Schedule a Discovery Call with Mike: https://calendly.com/mikehorne/15-minute-discovery-call-with-mike     Learn More about Penny de Villiers: https://pennydevilliers.com/about  #peopledividendpodcast #podcastepisode #podcastrecommendations #FutureOfWork #WorkplaceWellbeing #SustainablePerformance #Leadership #BurnoutRecovery

Segment 1 with Beck Norris - Making vulnerability management actually work Vulnerability management is often treated as a tooling or patching problem, yet many organizations struggle to reduce real cyber risk despite heavy investment. In this episode, Beck Norris explains why effective vulnerability management starts with governance and risk context, depends on multiple interconnected security disciplines, and ultimately succeeds or fails based on accountability, metrics, and operational maturity. Drawing from the aviation industry—one of the most regulated and safety-critical environments—Beck translates lessons that apply broadly across regulated and large-scale enterprises, including healthcare, financial services, and critical infrastructure. Segment 2 with Ryan Fried and Jose Toledo - Making incident response actually work Organizations statistically have decent to excellent spending on cybersecurity: they have what should be sufficient staff and some good tools. When they get hit with an attack, however, the response is often an unorganized, poorly communicated mess! What's going on here, why does this happen??? Not to worry. Ryan and José join us in this segment to offer some insight into why this happens and how to ensure it never happens again! Segment Resources: [Mandiant - Best practices for incident response planning] (https://services.google.com/fh/files/misc/mandiantincidentresponsebestpractices_2025.pdf?linkId=19287933) Beyond Cyberattacks: Evolution of Incident Response in 2026 Segment 3 - Weekly Enterprise News Finally, in the enterprise security news, Almost no funding… Oops, all acquisitions! Changes in how the US handles financial crimes and international hacking Mass scans looking for exposed LLMs The state of Prompt injection be careful with Chrome extensions and home electronics from unknown brands Is China done with the West? All that and more, on this episode of Enterprise Security Weekly. Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw-442

What if the most important part of product management has nothing to do with roadmaps, features, or technology? In this podcast hosted by Rachel Owens, Meta Product Leader Rick Sanchez speaks on why clarity is the most critical responsibility of a product manager. Drawing from a career spanning media, gaming, consulting, and AI-driven products, the conversation explores how great product leaders create alignment, unlock creative execution, and navigate complex problem spaces without relying on rigid frameworks.

Segment 1 with Beck Norris - Making vulnerability management actually work Vulnerability management is often treated as a tooling or patching problem, yet many organizations struggle to reduce real cyber risk despite heavy investment. In this episode, Beck Norris explains why effective vulnerability management starts with governance and risk context, depends on multiple interconnected security disciplines, and ultimately succeeds or fails based on accountability, metrics, and operational maturity. Drawing from the aviation industry—one of the most regulated and safety-critical environments—Beck translates lessons that apply broadly across regulated and large-scale enterprises, including healthcare, financial services, and critical infrastructure. Segment 2 with Ryan Fried and Jose Toledo - Making incident response actually work Organizations statistically have decent to excellent spending on cybersecurity: they have what should be sufficient staff and some good tools. When they get hit with an attack, however, the response is often an unorganized, poorly communicated mess! What's going on here, why does this happen??? Not to worry. Ryan and José join us in this segment to offer some insight into why this happens and how to ensure it never happens again! Segment Resources: [Mandiant - Best practices for incident response planning] (https://services.google.com/fh/files/misc/mandiantincidentresponsebestpractices_2025.pdf?linkId=19287933) Beyond Cyberattacks: Evolution of Incident Response in 2026 Segment 3 - Weekly Enterprise News Finally, in the enterprise security news, Almost no funding… Oops, all acquisitions! Changes in how the US handles financial crimes and international hacking Mass scans looking for exposed LLMs The state of Prompt injection be careful with Chrome extensions and home electronics from unknown brands Is China done with the West? All that and more, on this episode of Enterprise Security Weekly. Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw-442

There are many people saying out loud and in public that they would like to see global beef production greatly curtailed or even ended. Organizations like the World Economic Forum talk about ending the idea of private property. Then they elect Larry Fink of BlackRock, a company that is actively buying up private property. How do we engage in the fight to protect this way of life and the property necessary to continue in it. Shad Sullivan joins us to help us understand what is happening and how we can get involved to push back against those who would oppose our freedom to continue in this way of life.Sponsors:Rogue Food Conference (Code: Shad30)Take the Survey:Working Cows 2026 Listener Survey

TODAY ON THE ROBERT SCOTT BELL SHOW: Jonathan Emord, Fed Independence Questioned, Trump Exits 66 Organizations, Fraud Industrial Complex, MAHA vs GOP on Pesticides, Doctor Gender Confusion, Whole Milk Returns, Vitamin K Shots Decline, NJ Vaccine Power Grab, Organ Meat Trend, Thallium Metallicum, and MORE! https://robertscottbell.com/jonathan-emord-federal-reserve-independence-questioned-trump-exits-66-organizations-fraud-industrial-complex-maha-vs-gop-on-pesticides-doctor-gender-confusion-whole-milk-returns-pasteurized-mil/https://boxcast.tv/view/jonathan-emord-fed-independence-trump-exits-66-organizations-fraud-industrial-complex-nj-vax-power-grab---the-rsb-show-1-15-26-v1ry7wahhy2br9xydn6v Purpose and Character The use of copyrighted material on the website is for non-commercial, educational purposes, and is intended to provide benefit to the public through information, critique, teaching, scholarship, or research. Nature of Copyrighted Material Weensure that the copyrighted material used is for supplementary and illustrative purposes and that it contributes significantly to the user's understanding of the content in a non-detrimental way to the commercial value of the original content. Amount and Substantiality Our website uses only the necessary amount of copyrighted material to achieve the intended purpose and does not substitute for the original market of the copyrighted works. Effect on Market Value The use of copyrighted material on our website does not in any way diminish or affect the market value of the original work. We believe that our use constitutes a 'fair use' of any such copyrighted material as provided for in section 107 of the U.S. Copyright Law. If you believe that any content on the website violates your copyright, please contact us providing the necessary information, and we will take appropriate action to address your concern.

Why being kind is the best investment.Can kindness be a company's competitive advantage? Bonnie Hayden Cheng says yes — and she's got a business metric to prove it: return on kindness.Cheng is a professor of management at City University of Hong Kong who researches how workplace behaviors affect interpersonal dynamics and well-being. In her book, The Return on Kindness, she explores how organizations that foster a culture of kindness see a measurable ROK — one marked by a more committed, more productive, and less expensive workforce. “Organizations that have this kind of culture around acts of civic virtue, helping, or showing support for people, those end up having employees that want to stay, are less likely to call in sick, are more committed, their performance goes up,” she says. “There's also benefits for the company in terms of higher productivity and efficiency, and even lower costs.”In this episode of Think Fast, Talk Smart, Cheng and host Matt Abrahams explore how to build cultures of kindness — from Cheng's RISE framework for kind leadership to why candor and compassion go hand-in-hand. Whether you're leading a team or simply trying to show up better for your colleagues, Cheng offers a compelling case for measuring what really matters: the return on kindness.Episode Reference Links:Bonnie Hayden ChengBonnie's Book:  The Return on KindnessEp.93 All the Feels: The Personal and Professional Power of Emotional Awareness Ep.132 Lean Into Failure: How to Make Mistakes That WorkConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (00:50) - What Is Kind Leadership? (02:52) - The RISE Framework (05:27) - Everyone Can Be a Leader (06:46) - Kindness vs. Niceness (09:15) - Kindness and Candor (10:47) - Communicating Kindness (12:46) - The Power of Tone and Pause (15:03) - Building a Culture of Kindness (17:15) - Protecting Kindness in Organizations (18:33) - The Final Three Questions (21:14) - Conclusion

SummaryIn this episode of The Compliance Guy Podcast, host Sean Weiss speaks with Evan Gottlob, a former federal prosecutor turned defense attorney, about the complexities of regulatory compliance in healthcare law. They discuss the decision-making process behind prosecutions, the impact of indictments on healthcare professionals, and the importance of protecting whistleblowers. Evan shares insights on civil investigative demands and the drivers behind False Claims Act cases, emphasizing the need for organizations to build a culture of compliance to prevent legal issues. The conversation highlights the challenges faced by healthcare providers and the legal landscape surrounding compliance and fraud.TakeawaysProsecutors must ensure they have a strong case before charging individuals.Indictments can have devastating effects on healthcare professionals' careers.The grand jury process is often biased towards the prosecution.Complex white-collar cases can be easier to present due to more evidence.Civil Investigative Demands (CIDs) can lead to criminal investigations.Whistleblowers play a crucial role in exposing fraud in healthcare.Organizations must take employee concerns seriously to prevent retaliation.Building a culture of compliance is essential for healthcare organizations.Legal representation is critical when facing investigations.The healthcare industry is plagued by significant fraud and waste.

On today's episode, Andy & DJ discuss the ICE agent who fatally shot Renee Nicole Good in Minneapolis, Trump taking the U.S. out of 66 globalist organizations & treaties, and Kennedy's revamped food pyramid calling for less processed food.