Podcast appearances and mentions of paul o'neill

GUEST: Al Pitrelli, guitarist for Trans-Siberian Orchestra joins Ari to talk about their highly anticipated 2023 winter tour, titled "The Ghosts of Christmas Eve - The Best of TSO & More" - promising a new and larger presentation of the beloved holiday tradition which has captured the hearts of multiple generations. The tour launches on November 15th and will feature brand-new production, staging and effects. A product of the imagination of TSO

In this festive special, Beatrice and Paul reflect on the lessons from their meanderings across the strategic landscape over the past 20 episodes of Talking Strategy. What is very clear is that, ultimately, commanders must still be able to make sense of the complex environment they are facing – and not just a military one. Military command remains a complex task, with huge responsibilities on individuals whose decisions are, quite literally, matters of life and death. Hence, it is important to consider what the theory means for practitioners (the stratège). In this episode, we consider how commanders are being taught to meet their responsibilities. Joining the conversation is Emilie Cleret, Director of the English Studies Department at École de Guerre, part of the École Militaire, where the French armed forces train future commanders. We learn about the transformative approach to officer education she has adopted, based on the theories of Jack Mezirow and his ideas of challenging meaning structures and creating disorienting dilemmas. It's an approach which resonates with the complex demands that war places on those it engages.

Dr Sharon Ghamari-Tabrizi joins Beatrice and Paul to discuss prominent futurist and founder of the Hudson Institute Herman Kahn. Herman Kahn (1922–1983) came across to some as a ‘roly poly, second-strike Father Christmas', but to most of his contemporaries in the US, his style and way of talking about nuclear strategy seemed deeply immoral. Arguably, however, his intention was to think through what nuclear war would look like and to plan for the days and months after a strategic nuclear bombing. It was by thinking through these scenarios, he reasoned, that there may be the potential to save tens of millions of lives, even if tens of millions would die. By developing such resilience, therefore, Kahn's intention was to make deterrence more credible. Shocking journalists and the public with his loose language, Kahn was a product of the RAND Corporation's emphasis on number-crunching to envisage different scenarios for future wars. Kahn famously developed scenarios involving an escalation ladder for nuclear war on which the nuclear powers might move up or down, potentially but not necessarily to a final nuclear ‘wargasm' – an example of language that alienated the larger public. Yet he took a great interest in converting existing facilities – mines in particular – into bunkers to protect as many members of that public as possible. Dr Sharon Ghamari-Tabrizi holds a PhD from the University of California, Santa Cruz. Her biography The Worlds of Herman Kahn was published by Harvard University Press in 2005.

Former CEO of Alcoa, U.S. Treasury Secretary Originally released as Episode #124 in July, 2011 Show notes: https://www.leanblog.org/124 Today's episode is a bit different than our usual interviews and conversations. Today, I am republishing an interview that Mark Graban did in 2011 with the late Paul O'Neill Sr., the former non-executive chair for the firm Value Capture. He was, of course, so much more than that, (CEO of Alcoa, United States Treasury Secretary, and more), as you'll hear in this interview that originally appeared as Episode 124. In summary, Mr. O'Neill talked about: Leadership mindsets required for dramatic workplace safety and patient safety improvement, including a near 100% reduction in hospital-acquired infections at Pittsburgh's Allegheny General Hospital Why the United States has accomplished “practically nothing” nationally since the famed 1999 Institute of Medicine report “To Err Is Human” Why society's most lacking skill is “leadership” Alternative ways of compensating patients who are harmed by the healthcare system while ensuring real improvements are made by learning from each problem Why leaders in Washington D.C., at the time, should have shifted from “financial engineering” to visiting ThedaCare to learn about “the real way” we should improve health care. The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

Show notes: https://www.valuecapturellc.com/HE45 Free eBook: "A Playbook for Habitual Excellence": http://valuecapturellc.com/playbook Welcome to Episode #45 of Habitual Excellence, presented by Value Capture. Today's episode is a bit different than our usual interviews and conversations. Today, we are republishing an interview that Mark Graban did in 2011 with the late Paul O'Neill Sr., the former non-executive chair for our firm. he was, of course, so much more than that, (CEO of Alcoa, United States Treasury Secretary, and more), as you'll hear in this interview that originally appeared as Episode 124 of his Lean Blog Interviews podcast. In summary, Mr. O'Neill talked about: Leadership mindsets required for dramatic workplace safety and patient safety improvement, including a near 100% reduction in hospital-acquired infections at Pittsburgh's Allegheny General Hospital Why the United States has accomplished “practically nothing” nationally since the famed 1999 Institute of Medicine report “To Err Is Human” Why society's most lacking skill is “leadership” Alternative ways of compensating patients who are harmed by the healthcare system while ensuring real improvements are made by learning from each problem Why leaders in Washington D.C., at the time, should have shifted from “financial engineering” to visiting ThedaCare to learn about “the real way” we should improve health care. You can also find a full transcript below on this page. Please check out our free eBooks about the work and wisdom of Mr. O'Neill.

5-Time World Series Champ and current Yankees broadcaster, Paul O’Neill drops by the Podcast. We discuss the Yankees historic run, George Steinbrenner, and his Seinfeld debut.

5x World Series Champion and Yankees Broadcaster on YES Network, Paul O'Neill Joined The Rob Dibble ShowImage: Getty Images

Show notes: https//www.valuecapturellc.com/HE40 Our guest today is Paul H. O'Neill, Jr. He is a co-founding principal of Value Capture, and serves as our non-executive chair. Today, we mark the one year anniversary of the passing of his father, Paul H. O'Neill, Sr. To share your memories of Paul, read others' memories and view photos, please go to PaulONeillLegacy.com. In today's episode, host Mark Graban talks with Paul about topics including: What are your thoughts today, reflecting on your dad? His “trilogy” of questions that he wanted everybody to be able to say “yes” to. What did he observe as a patient during his medical care? “The opportunity's still there.” “What would you do with $1 trillion?” in freed up wasteful healthcare spending The Price of Loyalty: George W. Bush, the White House, and the Education of Paul O'Neill

See omnystudio.com/listener for privacy information.

This excerpt was taken from a full in bloom interview with bassist Greg Chaisson. Greg talks about Badlands, Jake E. Lee, Ray Gillen, Eric Singer, & Paul O'Neill. You can listen to the entire interview @ fullinbloom.com: https://fullinbloom.com/badlands-bassist-greg-chaisson-interview-the-full-in-bloom-podcast/ Here's the entire Badlands 1989 self-titled clip: https://fullinbloom.com/badlands-self-titled-inside-the-1989-album-w-greg-chaisson-jake-e-lee-ray-gillen-eric-singer-full-in-bloom-interview/ Hit the subscribe button & click the bell if you would like to be notified as new interviews & excerpts are uploaded. Song by FOOL OF FATE: https://www.youtube.com/watch?v=3igabTwXwBU

http://www.valuecapturellc.com/he21 Welcome to Episode #21 of Habitual Excellence, presented by Value Capture. Joining us today is Cliff Orme, FACHE, he is president of International Hospital Group, headquartered in Dallas. With nearly 30 years of international hospital leadership experience, Cliff has a track record for developing high-performing management teams and achieving world-class financial, clinical and operational results. He possesses a deep understanding of operations management and business development for freestanding and for multi-site facilities. Cliff excels in directing hospital turnarounds and continuous improvement efforts. One of his primary objectives is to provide quality healthcare and he successfully engages physicians and employees at all levels of the organization to improve safety, reduce medical errors and eliminate waste. In this episode, Mark Graban asks Cliff about how the late Paul O'Neill influenced his leadership approach and style. "I knew Paul for nearly 20 years and I can honestly say that no other leader has made a bigger influence or impact has had more influence on the way I run my day to day than Paul. Paul and the Value Capture team completely changed the way I operated as an administrator."

http://www.valuecapturellc.com/he20 Welcome to Episode #20 of Habitual Excellence, presented by Value Capture. Our guest today is Patrick Anderson, the CEO of the Rural Alaska Community Action Program, Inc. (or “RurAL Cap”). Host Mark Graban asks about how the late Paul O'Neill's words and example influenced Patrick as a CEO when it comes to safety, leadership, and organizational transformation. Patrick Anderson: "I count Secretary O'Neill as one of those giants that inspired me early on and drove me to learn and to work a little bit harder." If you'd like to hear more from Patrick, you can listen to Mark's previous podcasts with him in his "Lean Blog Interviews" series.

“The Warrior” Paul O’Neill joins Flip and Kevin to discuss what it’s been like calling New York Yankees games from his basement, as opposed to the booth at the Stadium, his beginnings at the YES Network, being part of three perfect games, using FaceTime to call Jorge Posada during a broadcast, the depth of the Yankees’ roster, how jacked Aroldis Chapman looks, and much more.

“The Warrior” Paul O’Neill joins Flip and Kevin to discuss what it’s been like calling New York Yankees games from his basement, as opposed to the booth at the Stadium, his beginnings at the YES Network, being part of three perfect games, using FaceTime to call Jorge Posada during a broadcast, the depth of the Yankees’ roster, how jacked Aroldis Chapman looks, and much more.

This week we talk about fishy HR’s, players born at sea and Oyster Burns. Definitely a bit of a nautical theme. Plus, Bob Aspromonte, a light hitting member of the Colt .45’s who is befriended by a young boy in the hospital. In a baseball tale as old as time, a bed ridden fan asks their favorite player to hit them a home run. What happened after that was beyond anything Babe Ruth or Paul O’Neill could fathom. Finally, Mark is one win away from clinching the first season championship in Wax Pack Heroes. Will he get to pop the cork of the champagne of beers or will he have to wait another week? Ed Porray - https://www.baseball-reference.com/players/p/porraed01.shtmlBob Aspromonte’s SABR bio - https://sabr.org/bioproj/person/67beb8bb Twitter - @twostrikenoiseInstagram - @twostrikenoiseWax Pack Heros on YouTube - https://www.youtube.com/channel/UCvh7epD-mqT9qCIV7CNqhogHear more of Two Strike Noise on the HotMic app. Use Invite code TWOSTRIKENOISE to download it for FREE at http://hotmic.io We pull ALOT of commons in Wax Pack Heroes. If you've got those Tom Foley or Ernest Riles cards just sitting around you can donate those commons to charity and maybe spark a child's interest in baseball and collecting. Find out more here: http://commons4kids.org/ #podernfamily #podnation #baseball #mlb #history #podcast #baseballcardsv

http://www.valuecapturellc.com/he13 Welcome to Episode #13 of Habitual Excellence, presented by Value Capture. Joining us today is Steven J. Spear, a Senior Lecturer at MIT's Sloan School of Management and Senior Fellow at the Institute for Healthcare Improvement. His book, The High Velocity Edge, has won the Philip Crosby Medal from the American Society for Quality (ASQ) in 2011. Spear has a doctorate from Harvard Business School, a master's in engineering and in management from MIT, and a bachelor's degree in economics from Princeton. He's also the creator of See to Solve and is principal in his firm HVELLC. Today, host Mark Graban talks to Steve about his experiences working with, and learning from, Paul O'Neill during his time as CEO at Alcoa. Steve connects important dots between organizations like Toyota, the U.S. Navy, Alcoa, and healthcare organizations that are seeking habitual excellence. How can we learn and evolve rapidly in this era of Covid-19? Why does Steve say, "Yay science" when talking about scientific problem solving? They talk about this and more, in an episode that was recorded in mid-May.

In this bonus follow-up interview, Gene Kim and Dr. Steve Spear dig into what makes for great leadership today, including the importance of distributed decision-making and problem-solving. They showcase the real advantages of allowing more decisions to be made by the people closest to the work, who are the most suited to solve them.   Dr. Spear also shares his personal accounts of the honorable Paul O’Neill, the late CEO of Alcoa who built an incredible culture of safety and performance during his tenure. And Kim and Spear dive deeper into the structure and dynamics of the famous MIT beer game.   ABOUT THE GUEST Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High Velocity Edge, and patent holder for the See to Solve Real Time Alert System.  A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Spear’s work focuses on accelerating learning dynamics within organizations so they know better faster what to do and how to do it. This has been informed and tested in practice in multiple “verticals” including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, Army rapid equipping, and Navy readiness.   High velocity learning concepts became the basis of the Alcoa Business System—which led to 100s of millions in recurring savings, the Pittsburgh Regional Healthcare Initiatives “Perfecting Patient Care System”—credited with sharp reductions in complications like MRSA and CLABs, Pratt & Whitney’s “Engineering Standard Work”—which when piloted led to winning the engine contract for the Joint Strike Fighter, the operating system for Detroit Edison, and the Navy’s high velocity learning line of effort—an initiative led by the Chief of Naval Operations. A pilot with a pharma company cut the time for the ‘hit to lead’ phase in early stage drug discovery from twelve months to six. Spear has published in Annals of Internal Medicine, Academic Medicine, Health Services Research, Harvard Business Review, Academic Administrator, and the US Naval Institute’s Proceedings He invented the patented See to Solve Real Time Alert System and is principal investigator for new research on making critical decisions when faced with hostile data.  He’s supervised more than 40 theses and dissertations. He holds degrees from Harvard, MIT, and Princeton and worked at the University of Tokyo, the US Congress Office of Technology Assessment and Prudential Bache. LinkedIn: linkedin.com/in/stevespear Email: steve@hvellc.com Website: thehighvelocityedge.com   You’ll Learn About: Distributed decision-making Developing group leader core Safety culture at ALCOA The need for specialization in an increasingly complex world MIT beer game Feedback builds trust Episode Timeline: [00:10] Intro [01:36] Limitations of the leader [08:03] Taking the Moses example to the assembly line at Toyota [11:12] Developing group leader core [13:32] Back to the Moses problem [14:19] Gene’s two thoughts [16:01] Planet Money’s SUMMER SCHOOL 2: Markets & Pickles [18:38] An Excerpt from The DevOps Handbook [20:57] Paul O’Neill’s job to set standards [22:35] Elements of rugged topography [23:37] Sponsored ad: DevOps Enterprise Summit Las Vegas - Virtual [24:39] Setting context [25:30] The structure and resulting dynamics [28:00] Call it out early and often [30:45] Making everyone feel responsible [36:51] Safety culture at ALCOA [37:33] “If there’s a failure, it’s my failure” [38:52] Topography of the problem [42:27] Applying to the car example [46:50] Benefits of specialization in modern medicine [50:37] Complexity will keep increasing as time goes by or is it reduced? [52:31] The need for specialization will continue to grow [53:22] MIT Beer Game through the lens of structure and dynamics [1:00:14] Feedback builds trust [1:01:21] Dirty Harry’s final scene [1:03:08] Outro Resources: SUMMER SCHOOL 2: Markets & Pickles on Planet Money Paul O'Neill interview worker safety at ALCOA Paul O'Neill on Safety Leadership Paul O'Neill Speech on "The Irreducible Components of Leadership" DevOps Enterprise Summit DevOps Enterprise Summit Las Vegas - Virtual Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations by Gene Kim, Patrick Debois, John Willis and Jez Humble The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Dr. Steve Spear “The Beer Game” by Prof. John D. Sterman The Idealcast EP. 5: The Pursuit of Perfection: Dominant Architectures, Structure, and Dynamics: a Conversation With Dr. Steve Spear The Idealcast EP. 6: (Dispatch from the Scenius) Dr. Steven Spear’s 2019 and 2020 DOES Talks on Rapid, Distributed, Dynamic Learning

This week Ivan and Stephen stuff mutton in their jackets and are undateable as they talk about the secondary characters from Season 7’s The Wink. Topics covered include pirating (I mean, streaming) TV shows, intrafamily rivalries, and perfect games in baseball; Seinfeldisms (from 2:49), Seinfeld News (from 5:40), episode trivia (from 8:08); secondary characters James (from 11:33), Holly (from 18:07), Stubbs (from 23:24), Bobby (from 26:40), Paul O’Neill (from 33:14), and Morgan and Wilhelm in the context of this episode (from 35:50). Where will the episode and/or any of the secondaries appear in our list of the greatest episodes and characters of all time? Listen and find out! — We are now on Podhero! You can support us and your other favourite podcasts with a low monthly subscription at https://podhero.com/bidwbascaseinfeldpodcast You can also support us with a one-off donation on Paypal at paypal.me/mishmashmedia. Your donations will help keep the show going. Find us on Facebook, Instagram, Reddit, Discord, TikTok and Twitter @bidwbasc. You can email us as well at bidwbascpodcast@gmail.com. Listen, download, subscribe to and review us wherever you get your podcasts. Search for our unofficial Seinfeld group Seinfeldisms on Facebook. — Seinfeld News Happy 73rd birthday Larry David! It’s been 31 years since the first airing of ‘The Seinfeld Chronicles’

http://www.valuecapturellc.com/he10 Welcome to Episode #10 of Habitual Excellence, presented by Value Capture. Our guest is John Toussaint, MD, one of the leading voices in the global "Lean healthcare" movement. He's the author of three Shingo-award winning books, including Management on the Mend. His next book, co-authored with Kim Barnas, will be released soon and it's titled Becoming the Change: Leadership Behavior Strategies for Continuous Improvement in Healthcare. Dr. Toussaint and host Mark Graban discuss his reflections on his time learning from the late Paul O'Neill, the founder of Value Capture. What does "habitual excellence" mean to him? Why was Paul one of the first people John called when he launched his non-profit organization, Catalysis? Click to visit the main Habitual Excellence podcast page.

Today, Paul O'Neill joins us on the Legal Lowdown Podcast to provide an update on the challenges of serving students with disabilities as schools struggle to reopen despite COVID-19

Here is a short bonus episode with a clip from the late Paul O'Neill, from Episode #1 of this series.

5-9-2020 Passed Ball Show. John talks about the Yankees’ Core Four and how criminal is the neglect of Bernie Williams. Outside of Derek Jeter and Mariano Rivera, there was no more impactful Yankees player from 1996-2000. Any mention of Core Four without Bernie disrespects the player who traced back the team to the Stump Merrill days. In fact, before the significance of Andy Pettitte and Jorge Posada can be brought up, Paul O’Neill and Timo Martinez need to be mentioned. John then talks about the upcoming MLB Draft and the decision to reduce the 40 rounder to just five rounds. That means that around 1050 players will not get selected this year. Perhaps the draft needed to be reduced, but five rounds will likely ruin lives, but also sets in place the reduction of minor league baseball teams and leagues. A wise team would load up on minor league free agents that missed out on being selected during the five round draft. The goal should be to sign those players before the ones that were drafted. John then talks about Craig Hodges and his decision to make a statement to the President during the Chicago Bulls’ visit to the White House after their second straight NBA Championship in 1992. Hodges did not make a statement that was out of line, however, as the 12th man on the Bulls team, it took attention away from the team and most importantly, those that were the reason the team won the Championship. While a debate is warranted over whether Michael Jordan could have used his fame to better race relations, Hodges’ timing was off. He was Collin Kaepernick before his time, but it became more of a disruption than constructive. Hodges then shows sour grapes complaining about the All Star Game’s Three Point Shootout, as if anybody even knows about the change to the rules and the addition of the “money ball.” John finishes off the show by questioning the Hall of Fame resumes of Bill Walton and Tony Perez.

http://www.leanblog.org/whiskey16In Episode 16, Mark Graban and Jamie Flinchbaugh take a little longer than usual to get to the lean talk. Our whiskey topic was cocktails, which takes longer to make (and apparently talk about) than pouring neat whiskey into a tumbler. Mark made a Boulevardier and Jamie made an Old Fashioned. We discuss bar tools and stirring versus shaking (sorry Mr. Bond, see the links below). See, we talked about process.We also explore Mark’s experience in traveling coast to coast in his move from Orlando to LA, and share a little more on what we’ve both been up to. For our In the News article, we explore the grand experiment of working from home, and what it means for businesses, technology, culture, and jobs. We even explore how Kainexus is dealing with it as a company. It may possibly be that the grand experiment leaves a greater lasting impression than the virus itself. We spend a little time exploring a listener's question on how lean thinking can help us deal with larger complex problems, such as reopening the economy. And we close by answering a question more about gratitude, which is what surprising good thing has come from our shelter-in-place time? Cheers!  Jamie has been working on launching a new program, the JFlinch Learning Lab. You can see the announcement in his newsletter here and you can sign up for his newsletter here.Mark is launching a new podcast with Value Capture honoring the legacy of the firm’s founder, Paul O’Neill. The podcast is called Habitual Excellence, which you can find here.   Jamie’s cocktail was an Old Fashioned with Glenn’s Creek Distillery’s Cuervito Vivo and homemade maple simple syrup Mark’s cocktail was a Boulevardier with Michter’s Straight Rye, Campari, and Cocchi sweet vermouthMark and Jamie debate (well, we actually agree) on whether we should shake or stir, but the right bar equipment is important, such as Mark’s jigger. Shaken or stirred. As a fun bonus, here’s every James Bond saying “shaken, not stirred”, and West Wing’s President Bartlett mocking James Bond. In the news, we’ve talked about this grand experiment (with thousands of embedded smaller experiments) called “working from home”. Here’s an early article exploring China who went first, an interesting piece from Fast Company, and something from CNBC about how work will be affected. I also mentioned virtual working expert Sacha Conner.  And here’s Kainexus’ blog post about their remote work from March. Podcast feed at LeanWhiskey.com or at leanblog.org/leanwhiskey or at jflinch.com/leanwhiskey Please review us and subscribe!

This podcast may cause you to look at workplace safety in a different light. Paul O’Neill, former Treasury secretary, recently passed away. It reminded me of how he made me think differently about safety and how it changed workplace safety for the better.

In this episode of the "Legal Lowdown Podcast," Paul O'Neill provides guidance to boards of New York Charter Schools on what they need to know and do regarding extended COVID-19 closures and preparing for an uncertain return.

http://www.leanblog.org/audio304 It was a sad weekend, hearing about the passing of Paul H O'Neill, Sr. on Saturday. He was 84. I had the good fortune to meet and spend time with Mr. O'Neill on a few occasions and I'll share some reflections in this post. My condolences go out to his family and friends, and especially to my Value Capture colleagues who worked with him at Alcoa or at the firm over the past 15 years. Here are his obituaries from the WSJ, the New York Times, and the Pittsburgh Post-Gazette. You can also read more about his life on a memorial page that his family set up and people are sharing memories there. --- Support this podcast: https://anchor.fm/lean-blog-audio/support

Lynn is remembering Paul O'Neill, former Treasury Secretary and Alcoa CEO, who died over the weekend at the age of 84.

•Tijuana, Culiacán e Iztapalapa con más enfermos por coronavirus•Japón supera los 10 100 casos por Covid-19•Falleció Paul O'Neill

The Bureau of Labor and Statistics reports in 2018 the goods and service producing industries had a hand injury incidence rate of 30.8 per ten thousand full time workers. And these are only the injuries that got reported.  Think of all the times when you hit finger, got a paper cut, a splinter, or another small injury to you hand. That time, it might have hurt for a moment, but there is always the chance it could have been worse. The human hand is one of the most delicate and dexterous instruments we have to interact with the world. With them we can feel the heartbeat of another person, create art and music, pick a flower, or grasp a tool, adjust a machine, and pick up stock. Without them or without full use of them, we lose a big part of our sense of touch and how we interact with everyday things.    According to the stats, it’s at the workplace where our hands are most at risk.  If they are such an important part of our lives, why don’t we treat them with more care. In this episode, Pete explores what makes safety work using someone’s hands as the focus with Joe Geng, Vice President of Superior Glove and author of the book, “Rethinking Hand Safety: Myths, Truths, and Proven Practices”.  It’s not a book that you would expect, it really is about how to rethink safety from the perspective of your hands, the pitfalls you will see on the way, and examples of how to move forward. Check it out on your favorite podcast platform or at www.memic.com/podcast. Peter Koch: Hello listeners and welcome to the MEMIC Safety Experts podcast, I'm your host, Peter Koch. Today, we're recording from the studios of Portland Pod. They have a full service podcast, recording and production studio right here in South Portland, Maine, and if you like this podcast and the way it sounds. Go ahead and get a hold of Tanner at PortlandPod.com. Today, we're taking an interesting look at hand safety through the eyes of Joe Geng, author of Rethinking Hand Safety and vice president of Superior Glove. Joe grew up among the tanneries of Canada, helping his father make gloves, and he has spent his entire life studying industry hand safety, doing glove R&D and consulting with leading companies like Toyota, Honda, Space-X, General Motors, Bombardier Aircraft and Shell Oil. The Geng family business Superior Glove is considered one of the world's most innovative glove manufacturers. Joe, welcome to the podcast today. Joe Geng: My pleasure, Peter. Peter Koch: Yeah. So it's really great to [00:01:00] have you here on the line. So I just want to kind of give you a little background here. When you first approached us to come onto the Safety Experts podcast, I thought, I'm not really sure about this we're really not about endorsing a particular safety product or service. And while it's important to innovate, at MEMIC, we believe that safety is not really about the newest tech or better piece of PPE. Then I read your book, Joe. And for our listeners, you might figure that a book on hand safety written by a glove guy would be just chock full of gruesome stories of mangled digits, missing limbs, stacks of regulations and requirements and endorsements to use a particular type of glove. Well, while they're stories, they focus the reader on the event chain. And while there are endorsements to use gloves, it's more about how and why to pick the proper one. There aren't any regulations in the book, and it's all about an exploration of what makes safety work using someone's hands as the focus. But what you describe [00:02:00] in the book can be applied everywhere, not just in your hands, but all over the place. It's not just a book that you would expect. It's really about how to rethink safety, using your hands and the pitfalls that we might see on the way and examples of how to move ahead. So, Joe, tell me about growing up in the glove industry and what inspired you to write this book? Joe Geng: Sure so, yeah. I grew up in the business. My dad bought the business in 1961. And my brothers both worked in it. And then growing up kind of through high school and earlier on, I worked part time in the business and more or less every lunchtime and dinner conversation was shrouded by gloves. So I was kind of in your blood in a way that just by osmosis, I learned a lot whether I wanted to or not. And this whole community, it's kind of interesting. We're just in a small town outside of Toronto, and the town to its core is a glove and leather town. I remember being at a, just a funeral [00:03:00] for some older gentleman. And then outside there was a bunch of older guys talking. And you think like in most small towns, they'd be talking about how their high school was their football record or something like that. And these guys were talking about how many gloves they would make after school and how much money they would make in the different club shops growing up. You know, and there's just kind of it's really part of the town’s culture. So it's an interesting place to grow up. It's just a lot of history and glove history for a couple of hundred years kind of thing. So then what inspired us to write the book is we just deal with a lot of customers and factories and construction companies and even when we recommend the right gloves, we found that sometimes they're still struggling with hand injuries and we really didn't know what else to do other than recommend that they buy more gloves or more expensive gloves or something like that. So we thought we got to take a step back and look at what are the other things we can do to try to help those customers. And then writing a book we thought would be an interesting way to just create the discipline that we would have to go through. And if we're going to write a book about it, we have to learn about it. And so that we thought was a good process to go about getting a better understanding of how to help those customers. Peter Koch: Well, it certainly shows reading through the book. You know, like I said initially, I was a little. Well, I didn't know what to expect, honestly. I've read a number of books on safety and some of it can be very regulation based and some it can be very specifically based on like behavioral based safety or metrics or something else. And you really did a really good job, I think, of journeying you or the reader through safety overall and really through the focus of your hands, which is your expertise. Like you said, it's in your blood. So it's a really interesting way to look at safety overall, but look at it specifically from the point of somebodies hands. And you made a point in the book right at the beginning to talk about sort of how you marvel at the hand itself and then what we take for granted. So in a past [00:05:00] life, we were talking just before about skiing. In a past life, I was as a full time paid ski patroller and we saw numerous injuries in some of the most challenging weren't always the worst. They were the hand injuries, the shoulder injuries. And I remember reading the book, what came to mind was a particular person, a grown man who we had just sent over to the clinic. He had an x ray and it had his hand set and casted after multiple digit fractures from a fall. And we were sitting and talking finishing up paperwork. And I just watched his face, go white and I'm like he's going to pass out. He must be in a lot of pain. We started talking to him and what his realization was. He wasn't going to be able to play piano at his daughter's wedding. And so just that piece about that fall, the injury on his hand, it changed a portion of his life that he was really looking forward to. So hands are a big deal. Hand safety is a big deal. And I [00:06:00] think you did a good, really good job at getting us to understand safety through that through focus. So tell me a little bit about the book. First, describe it first. If you had to describe this book to a safety manager and you describe three different types of companies and we could talk a little bit about that later. But in that third type of company, a company where that safety manager is working, he wants to get better at safety. And you think this would be a good book for him to read? How would you describe that book to him, how would you describe this book to him? Joe Geng: Well, I think the short version of that would be just it's kind of a summary of the best practices that companies use to reduce hand injury. So we went in there, really, we had a blank slate. We didn't know anything about safety, we knew gloves, but that's about it. So we went in and just researched. We did a lot of academic research. And it was really surprising how much academic research there is about hand injury reduction. And then we interviewed dozens of safety managers that we've seen at companies that have reduced their hand injuries. [00:07:00] And then we talked to safety experts that work with those companies. And then the final piece is we just talked to our sales team because we have a field sales team that are around these customers all the time. And they had a lot of interesting and colorful stories that add a lot to it. And so when you kind of put that all together, it was okay, this is what we know or what we've uncovered as some of the best practices for reducing hand injuries. Peter Koch: Right on. So you said you did a lot of research for the book. What sort of things did you learn as you went through the research and what was maybe surprising to you as you did that research? Joe Geng: Yeah, there was a lot of surprising things. Some of them are odd and some are funny. I remember there was one academic study that that dug into the factors that led to the likelihood of hand injury in the construction industry and so they've done this really thorough study and there was all kinds of interesting factors that you would not have thought of. So they said, for example, being a smoker puts you had an increase odd of a hand injury and I’m [00:08:00] not really exactly sure why that is. Maybe if you're smoking on the job, you're not paying attention or something. Not having played sports as a youngster made you more likely to get injured overall. Oversleeping, under-sleeping and oversleeping were both factors that led to higher rates of injury, which I would not have anticipated that sleeping more. It was more than nine hours a night made you more likely to be get a hand injury and then time of day. So there was a higher frequencies at certain times of day. So it was like mid-morning on Monday I think was one of the most likely times to get injured. And then also kind of the things that you would, I guess, think that maybe like Friday before a long weekend, there was higher injury rates, things like that. So there's really when there was attention lapses. So that was just one study, right? There was a whole lot of interesting things uncovered from that, just that one study. But overall, yeah, there was interesting practices around behavior based safety. That were found to be very effective. And I mean, I can I can talk for a long time about all the interesting and weird stuff. [00:09:00] And another one that really stood out that was kind of funny in a sense was there was an oil drilling company in western Canada. And they rolled out a campaign where they gave all the drillers, they gave them a pair of pink gloves. And they trained them on hand safety and said, if you see one of your co-workers doing something unsafe for their hands, we want you to go up and give them the pair of pink gloves. And they have to wear that for the rest of the day. And then for every incident or a pair pink gloves that you guys give out, they'll donate $5 to breast cancer research. And that campaign was a lot of fun. They had a good time with it. And there was it was taken, you know, in the right spirit of reducing injuries. And they saw a huge reduction in hand injuries and it maintained their hand injuries. I mean, stayed low even after the campaign was over. So that was kind of one of those interesting studies where they're engaging in effective peer pressure to reduce injuries. Peter Koch: Yeah. Right. And you had talked about gamification within your book as well. And that's one of those examples of trying to make safety almost competitive where because it comes [00:10:00] down to people together have the responsibility for each other's safety. So you've got to be paying attention. And if you know someone's watching, you're going to pay more attention. And that was, I thought that was really neat idea. And then tying it into the breast cancer donation really makes it almost fun. So it's not like I'm trying to get you. I'm watching. And if I do see it a I'm not just giving it to you because I want to show that you're doing something wrong. But the companies behind us in such a way that they're even going to donate money to a great cause. So fantastic way for that great example. Joe Geng: Yeah. The more that a company is able to make everybody the safety manager as opposed to just having one person with that title and do it in a good spirited way, then that really multiplies the effect of the safety program. Peter Koch: Yeah. Let's riff on that theme for just a minute so everyone being the safety manager, let's flip it around. Early on in the book, you talked about this concept of fatalism and how fatalism is immoral both at the management level [00:11:00] and at the worker level. So let's start there and talk about that for a little bit as kind of the start of the barrier to having the safety culture of everyone being the safety manager. So tell me a little bit about the concept of fatalism. Joe Geng: Yeah. So the most interesting story that illustrates that point that we came across, it was really powerful story. It was from Alcoa, the steel manufacturer. And it was when they had a new CEO that came in, Paul O'Neill. And pretty early on in his tenure, there was a fatality. So a young guy, I think he was like 20 years old. He'd hopped over this barrier to unclog this production line and he unclogged it successfully. Then a boom came around and killed him instantly. And then so Paul O'Neill brought all his plant managers and safety managers in. And he said they were all grieving for the loss of this kid. But at the same time, it was like, well, that's really unfortunate. It's an unfortunate part of the workplace that it's dangerous. And Paul O'Neill took a step back and he said, no, that's not the right answer. The [00:12:00] right answer is everybody in this room killed this kid. You killed him. I killed him. We're responsible for his death. And they said, whoa, whoa, whoa, whoa. That's going too far. It's not our fault that he did something stupid. And Paul O'Neill said, actually, yes, it is your fault and my fault that we didn't train him well enough. There's all kinds of steps we could have taken. And basically that it was our fault and that we can't take the attitude that. This is just a part of the workplace that needs to be fixed. So he had a hill to climb there, but he did change that culture from one that accepted injuries as a part a part of everyday life in an industrial setting to one where he said, no, we're going for zero. And then when he said that they were like, you are crazy, that's not possible. It's going to be financially too expensive to do that. And he just wouldn't take that as an answer. He said we're going for zero injuries. Peter Koch: Yeah. That kind of leads into that safety attitude of the entire [00:13:00] company starting right at the top. Like if Paul hadn't said that as the CEO at Alcoa. I think someone would have said that, yeah, we're responsible. But if the top dog doesn't get behind it and doesn't realize that he has just as much responsibility for the injuries, whether it's a splinter or a fatality, he has just as much responsibility for those injuries as the supervisor, the manager, the director, the foreman or the brand new person who comes on. You'll never make a change. And that that's a great I mean, it's a truly unfortunate example that it has to happen sometimes. It has to happen that way for a company to realize how challenging the problem is. But in that case, he was able to turn it around. He had great success at Alcoa during his time there. So he was able to, as you said, climb that hill and really get beyond the fatalism [00:14:00] piece and making safety something that is culturally accepted, not just culturally acceptable, but something that everybody just does not something extra. Joe Geng: And kind of further to your point on fatalism. A lot of times when you look at an accident that is seemingly random, but if you if you actually kind of brainstorm like what are the things we could have done to prevent this injury? And there's actually a lot that you really can do to minimize those options or the risk of that happening again, whether it's training or guards in place or when you sit down with a team and brainstorm, you can really come up with some interesting ideas and then there's a lot more that's under your control than maybe you would have thought otherwise. Peter Koch: Yeah. And having actually having sat through those both in business prior to my working for Maine Employer's Mutual Insurance and now working for MEMIC sat through those meetings, they can be incredibly productive. When you sit and brainstorm what are all the potential [00:15:00] conclusions or causes that you find when you're going through a post-accident or post-incident analysis. But you've got to stick through them because the first time that you do it. Can you just imagine the conversations that happened after the next injury that happened at Alcoa after that? So they've just went through. Everybody's responsible. You're all responsible. Everybody's responsible. So now you sit down and of course, with responsibility comes accountability. And everybody's thinking, well, if I'm responsible am I going to get fired if I talk about this? So you really have to work through those cultural challenges of the barrier for people, to be honest with you, with those conversations, especially the post-accident conversations. But the fruit that it bears, if you can do that, is amazing. But you've got to stick with it totally you have to stick with it. Joe Geng: Yeah. Yeah those kind of accidents and then also the like, the near misreporting that is really challenging for a lot of companies to get, to encourage honesty [00:16:00] in those situations. It can be really tough. What we see is a lot of companies that just kind of go through the motions, checking the boxes, but they're really not getting at the core and trying to find what those real issues are. They're kind of afraid of uncovering those problems. Peter Koch: Yeah totally. So let's give a hand safety example where there's been a hand injury and it can be something small or can be something major that maybe you've seen or been involved with where you've actually helped the company sit down and go through that process to come to the conclusion of what caused the event to occur. Do you have any examples that you could share? Joe Geng: Yeah, ok one example from the book and those kind of a startling example is one of our sales guys in Quebec. He went into pulp and paper mill and they just recently had a bad accident where a guy was holding a doctor Blade. So these heavy blades that they used for cutting rolls of paper and slipped and then cut [00:17:00] his belly and the safety manager product sales guy, and he said, OK, you're going to need these highly cut resistant gloves or you need to cut resistant aprons. We're going to cut resistant pants all this sort of stuff. And the sales manager just took a step back and said. Or the sales guy said, why is this guy walking around the plant with a blade in his hands? Why don't you just build a cart out of plywood or box out of plywood? Put the blade in there, put it on a cart and you eliminate that hazard altogether. And that's something the safety manager should have known and taken that step back. But it took somebody from the outside looking at the problem and thinking about it a little bit of a different way. So That's the kind of thing where ok you're jumping to a solution. But maybe you need to kind of uncover what are the other possible solutions to that issue that are much more effective and much less costly. Peter Koch: Yeah, that's a great actually lead in to talking a little bit about the hierarchy of controls, which you discussed [00:18:00] in your book there fairly extensively. So I'm going to just I'm going to describe it for a second. But you had two amendments to that, which I think are pretty important. So, of course, there is elimination at the Top and the suggestion of personal protective equipment that the supervisor gave in that particular or the safety manager gave in that case that you described, would have helped a little, but would might not have prevented the event from occurring again. So the cart eliminates the need to carry. So that's the best solution. And then you've got substitution, engineering, administrative controls. And then finally, at the end of this is personal protective equipment. And I thought it was really interesting that your sales guy. Right. So that the glove guy who's going in to sell more personal protective equipment provides the solution of elimination. So and a much better solution overall. So you provided two amendments to that hierarchy of controls. Can you describe what those two amendments are and how they fit into the safety [00:19:00] culture philosophy you have? Joe Geng: So I think when a company is trying to reduce injuries like hand injuries specifically or injuries overall like that, the first thing you want to do is that hierarchy of safety controls. That's the most effective thing for sure. And but it shouldn't stop there. And so there's lots of other things that can be done. So for example, behavior based safety, which in some safety circles has gotten a bad rep, but it's actually very effective when done properly is where you're looking at the behaviors that that people do. Recording this behaviors, reporting how often they happen and then working to eliminate them and where it's gotten a bad rap. So we've seen some stuff from some unions and things like that where companies are using behavior based safety instead of using the hierarchy of safety controls. And they call it blame the worker safety. But done properly and done with workers is actually a very effective way of reducing injury. So an example that I give just from one of the workplaces that we saw using this is they were doing a job where they had box cutters at a table and they were cutting some [00:20:00] product, they're kind of like trimming the product. And when they looked at where their injuries were coming from, a lot of the hand injuries coming from just somebody grabbing the knife or putting their hand on the table by accident and then getting cut on an open box cutter. And then so all they did was they created sheets for the box cutters to be put away. And then they had somebody in the workplace just one day a week. They would take 10 minutes and record how many box cutters were left open and then they put a chart up. And then they said, OK. This is how many we're seeing in a week, what can we do to eliminate that? And then every week they would have that person recording. OK. Now there's sort of ten this week, there's five this week and then the following week there's two. And they were really able to reduce those injuries. And then when you kind of multiply that across all the different injuries you're seeing, that's when you see some really good injury reduction. So in addition to that hierarchy of safety controls, behavior based safety is very effective as well as basically anything at your disposal that you can add to that. And the way we look at is like. Ok. It's like if you're getting in a car, you're not going to say, OK, I'm in a safe car and I'm driving on a good highway, [00:21:00] I don't have to buckle up my seat belt. You're going to buckle your seatbelt. You can do everything that you can to try to be safe. So anything you can add to that mix that helps reduce those injuries. Definitely use that. And then the no broken windows. That was from a New York City Police is where they took the attitude to try to clean up the city and to not look past the little crimes. And then they found that when they did that, the major crimes like murder were dramatically reduced. So it's kind of this odd thing, like we're going to stop the jaywalker and then in the end, that's going to result in a reduction of murders or serious crimes. But it was very effective. So this same kind of principle applies a workplace if you overlook the little things and then those bigger accidents tend to happen. So it's kind of paying attention to the small details and having a tidy workplace in addition to that. Housekeeping can be surprisingly effective injury reduction as well. Peter Koch: Oh, totally. I completely agree with that. I go [00:22:00] back to my grandfather when he was alive and he was a school teacher and he was a woodworker. And in the basement was his shop. And when I was younger, he died when I was eight. So when I was very young, I would go down into the basement. And when he wasn't there, well, when he was there, I would watch him work and he would make furniture and tables and things for my grandmother. But when he wasn't there, I would go take tools off his bench in the workshop and I would play with them. And of course, then I'd get distracted and I wouldn't put it away. Well, of course, when he walked down to the shop, he knew because every tool had a place. Once I figured out that he could look at the workbench and know if anything was missing because every tool had its place. I realize that if I took it off, I had to put it back because there was a gap. There was a hole. Something was missing so that no broken windows is a I think a really great thought process to help you to ensure that safe [00:23:00] culture throughout the workplace. So watch pay attention, have a process, make sure that the little things are taken care of. And I almost think that goes to your description of right at the beginning of the book, which really caught my attention of the three different types of companies that you'll walk into or work with. Can you describe those three companies and kind of how that no broken windows kind of fits into this description of those three companies? Joe Geng: Sure. Yeah. So the first kind of company is those companies that have a great safety culture. And you just know when you walk into a place like that, it's typically brightly lit, the floor is clean. And just like you said, every tool has a place and you just get a sense of order when you walk in. And it reflects on the people's attitudes. You know, that people are engaging, they're not suspicious, that sort of thing, because they know that management has their best interests at heart. And so you just walk in and you kind of know right away what the safety culture is without even having to do very much investigation. Then [00:24:00] the third kind of company is those companies where it's more or less the opposite. So things are dimly lit. It's grimy. And I mean, that's relative, right? Like some industries are just like you're not going to go to an oil company that's going to be spotless or something. But you get a sense of that there's order. So those places there's that lack of order things are lying about unnecessarily. And then typically they're using the wrong personal protective equipment as well, they're using the cheapest thing that they could get away with. Peter Koch: Or none, right? Yeah. Joe Geng: Or often none. Yeah. Or it's not worn or something like that. And then there's those companies that are kind of in the middle that they're struggling between the two. They're trying to get to be the first. But maybe they have a history of some of the behaviors of the third type. And so it's sort of a spectrum, I guess. Peter Koch: That concept of no broken windows, you look at that best type of company and there are no broken windows, or if there is a broken window, it's identified and it's corrected. Right off the bat. Peter Koch: Let's hit pause for a moment. To take a quick break to [00:25:00] consider how hand safety can be an indicator of your workplace safety culture. Look around your workplace or if you're not there, think about it. What are the jobs that put hands in danger? What's the condition of the gloves that the workers are wearing or are they wearing any at all? If you needed to get a pair of gloves from a supervisor, would you be supported or questioned for needing them? Do you see some indicators that there could be some gaps in your safety process? Well, in this podcast, Joe shares some interesting ways to see hands in your safety culture. Do you need some help figuring out how to move your safety culture ahead? Or maybe you got that wired, but you're looking for some different ways to assess your workplace for PPE. So check out the resources at MEMIC.com under the workplace safety tab where you can find free written resources. Our safety net blog and our podcast archive. And if you're a policyholder with MEMIC, you can log into the MEMIC safety director to dig deeper into the online resources that MEMIC has [00:26:00] to offer. Now let's get back to today's conversation. Peter Koch: On the opposite side of the spectrum. There's broken windows everywhere. So there are things that could be fixed, but it becomes normative for the people working there. And they don't expect the change. They don't think there should be a change. They've tried to change, but they're not getting anywhere. So they've just they're at the fatalism place where injuries are going to happen. It's a dangerous job. We're not going to fix it. Let's just keep going until we can't anymore. And then that middle company where there's you're going to have broken windows, they identified that and they're trying to keep up with it and they're doing the best they can to manage it. But they might not have all of the answers or all the tools that they need. Like they might not know how to choose the right glove or the right PPE or eliminate the hazard because they just don't have the experience or they haven't [00:27:00] engaged the employee into that. Joe Geng: Yeah, exactly. Yeah. To kind of reinforce that point. There was a study done at a shipyard and they engaged in this basically just to have a very thorough housekeeping process where every tool had a place. Previous to this, it was disorder and chaos. And then they did this where they tidied everything up, every tool had a place and created a much more orderly environment. And the safety manager was involved in that. They just estimated maybe a 10 percent reduction in injury because they attributed 10 percent of the injuries to like tripping on stuff and that kind of thing. But instead, they saw a 70 percent reduction in injury. So it was like a really effective safety program. Just by tidying up. Peter Koch: Wow. Well, it's just from the housekeeping. Really focus on housekeeping. Everything has its place that they were able to realize a 70 percent reduction in injuries. Joe Geng: Yeah, exactly. So can you imagine if you're applying, you know, effectively applying the hierarchy of safety controls, working on your safety culture, and then you [00:28:00] add a housekeeping program, you know, like you're kind of put all those things together and then you're going to see some pretty good results. Peter Koch: Right. Yeah. And that talks about the sort of how when you start a program and you gain people's respect about the particular process that you're going to use. And they can engage in the program that it really will go beyond just housekeeping, because I would imagine that, yeah, if I'm going to not trip on stuff, we're going to have a 10 percent reduction. But in order to deal with all of the hand injuries and the injuries that are caused by not paying attention and the injuries that are caused by having to go walk 30, 40, 60 paces to go get something and then come back. Those causalities will be captured in the housekeeping piece because it's just going to it's going to translate from one place to another. Joe Geng :Exactly. Yeah, surprisingly effective. Peter Koch: Yeah. You also talked a little bit about this concept of what's normal and [00:29:00] trying to look at your business, your company as like you're going to look at it and you're going to understand that this is normal. But sometimes it takes a fresh set of eyes or the safety manager to look at it with a fresh set of eyes to understand that things aren't normal. Can you talk a little bit about that? Joe Geng: Sure. Yeah. So kind of goes back to that, the earlier point of fatality that or fatalism where you're thinking oh this is inevitable, but with a fresh set of eyes like what we've seen in a lot of companies, that they've dramatically reduced their hand injuries or basically eliminated them. So that's kind of the point we're trying to get across, is that you're having hand injuries. You don't have to accept that as an everyday reality, that with the right programs and tools in place, you can. You can go for zero injuries kind of thing. And so the challenge sometimes from the safety manager, is that if you have employees that have been there for a long time, they accept that, oh, I'm just going to get injured or the cuts and that kind of thing [00:30:00] that's part of working here, that to kind of overcome that, it can be challenging and then it can be also challenging if you have a lot of employees that are born in other countries. So if they're from Latin America or really anywhere else that doesn't have a great safety culture, that they will be more prone to engage in behaviors that are dangerous and then not bring up those things that said maybe somebody born in Canada or the US would consider as dangerous. When we talked to one safety manager at a construction company and had some workers that were from Syria and he had a tough time getting the wear PPE and do other things safely and they more or less told him. We're used to being, we're coming from a wartime environment and this construction spot is the safest place I've ever set foot in. So I think it's no big deal that I'm not wearing my hardhat. I'm used to being shot at. So like you have that extra step to overcome, right. That their attitude was all right. I'm fine. Everything's going to be OK. Peter Koch: Right. And if he hadn't had that conversation with those workers, he might never have understood what the reason is. I mean, he probably told [00:31:00] them 100 times to put your hard hat on, but they keep forgetting because it's just not part of their culture. It's not they don't see it as a hazard or a danger. It's not like their normal is very different than his normal. Joe Geng: Yeah. And even more like their outlook on the world was that from certain cultures was that this is in God's hand. So I don't really need to act safely because what will happen has already been predetermined by God where you're like Americans more than anybody. Let's take ownership from outcomes in my life and that kind of thing. But not everybody's grown up that way. So they really have to take a step back and look at our assumptions, right? Peter Koch: Yeah, absolutely. And there's a phrase that you had in the book that I think sums it up pretty well. As a manager, you have a vital responsibility to get as far inside a worker's head as you can. And I think that story that you brought up highlights that really well, you've got to know where your employees are coming from. You got to know what their backgrounds are, at least in general. You might not need to know exactly [00:32:00] what they do when they leave the construction site. But to get an idea of what their normal is can really help you not just encourage, but teach and train them so that they can see a new normal. Joe Geng: Yeah. Yeah. I mean, that's easier said than done too, right? Especially if you're meeting somebody from another culture that maybe their English is not perfect and then they might not be that open with their boss. That kind of thing. So as much as you can do it, that's great. But it's not always so easy. Peter Koch: Yeah. And then you get some pushback certainly from managers and supervisors and safety managers like, oh no, I got this. These are all my people. I get it. No problem. You know, I used to do this a long time ago. These are my people. And really if you don't step back and take stock of what's really happening and look at the workplace and the activities and the behaviors with a fresh set of eyes, you're going to miss something. And when you miss something, you're really putting your workers at risk. Go [00:33:00] back to that example of in the paper mill where they just had an injury where a guy carrying a really heavy and a very sharp blade by hand from point A to point B cut himself. And then the solution is, well, we're going to have more PPE. Well, if we can look at it with a fresh set of eyes, we can look at it from a very different perspective. And sometimes that's getting the workers involved. Right. So I can't just do it by myself. I actually have to get the workers involved in it. Joe Geng: Yeah, we spoke to a guy at the University of Colorado, Matthew Hollowell, and they've done an interesting study where they had safety managers kind of walk through workplace and safety managers who are trained only identified about forty five percent of hazards. So you mean they're missing 60 or so? Fifty five percent of hazards and missing more than half. And that's just are human nature, right? That if we walk through, we quickly see what we think is hazardous. But we really miss a lot. And so it's a challenge. How do you go from that forty five to trying to get to ninety [00:34:00] five or hundred percent? It's kind of bringing in that fresh set of eyes or a couple different sets of eyes, you know, not only for your own safety manager, but somebody on other workers or maybe somebody that's not in that environment at all, you know, or an outside safety consultant. The more you can do that and more of those hazards you're going to identify because they're just with our eyes. We're just going to we are really going to miss so much and overlook some of those things. Peter Koch: Sure. Because we definitely come into this with some biases. Right. We're going to have cultural biases, will have different biases that will see the world through which we might end up turning a blind eye on to something. We might not recognize it as a hazard. So, yeah, a fresh set of eyes. And you do talk quite a bit about biases in the book. You have a whole section on that. Can you describe a little bit how bias can either help or hinder us as we assess the environment for hazards? Joe Geng: Yeah, there's all kinds of biases that that affect our ability to objectively judge really anything. [00:35:00] So workplace or any other thing. So one example was there was a mine that had caved in on some workers and then they went back and looked at the like the pre-work analysis. And they said they had inspected the mine shaft and they said, everything's in order. Everything's in place. Everything's perfect. And then when they actually looked at it, I think it was like one hundred and twenty bolts were missing from this one structure. And so really, it was in bad shape, but they had checked it off as all the bolts are in place. So just in that case, you kind of have confirmation bias, you're going in with it assuming that everything's fine and then checking the boxes quite quickly then. To give you an example, if you have two drills or two like augers drilling into the ground and one is moving from our human nature, we'll judge the moving auger as dangerous. But then the reality if the other auger is stuck and not moving. That's the one that's building up energy and is about to blow up. And so there's like this potential energy that just from the way our human mind is structured is we see something that's not moving, we consider it [00:36:00] safe, when really that could be the thing that's much more dangerous. So we have a bias when we're doing hazard assessments to see some things as dangerous and other things as not. So like that kind of potential energy that's being built up like an electrical box that could blow up and kill you. It could be turned off and be totally safe. Or it could be about to let out an arc flash. But those are the kind of hazards that we don't typically identify because it doesn't from our mind. It doesn't look dangerous. Peter Koch: Yeah. That's the reason why people put their hand in a snowblower. Right. Because it's the impeller get stuck because it's plugged up with snow. Nothing's moving. I'll be fine until they lose a finger doing it. Yeah, I totally get it. Yeah. Joe Geng: Yeah. Embarrassing stories. I did that exact thing with a blender. So I was blending up food for my son who was quite young at the time. And I without thinking, just like there was a total lapse of thought. I put my finger into to unclog this blender and then cut my finger quite badly and had to go get stitches and [00:37:00] then come to work. And I can imagine the hard time you're given as a cut resistant glove expert who has a stitches. Peter Koch: Yeah. Oh, my goodness. Joe Geng: Yeah. But it's a couple of lapses in attention. Peter Koch: Yeah. Absolutely. So there's so much in this book that we can talk about, and I really would like you to come back at some point in time and we can go into depth and some more of these subjects. But I do have one more question for part of the book, and it comes from the section that's titled For the Want of a Proper Glove. And you have a description of a proper glove, and I'm going to quote it here, "the proper glove is the one that meets the minimum requirements and that people will actually wear." So and you then you go through and you describe what that statement actually means. So can you take me through what that definition means? And maybe we can actually look at that not just as it applies to gloves, but as it applies to safety over [00:38:00] all. Joe Geng: Sure. So what we see, a lot of safety managers making this mistake is that when they're specking a glove, they will over spec. So if they need a certain level of protection, they might go two or three levels higher than that just to make sure that no injuries happen. But what the downside of doing that is you're getting something that's less comfortable. So we advocate for really. I mean, you have to have something that's actually going to protect your hands. You don't want to wear nothing. But as long as you're meeting those protection requirements, that comfort really has to be a huge factor in glove selection, because comfort is what's going to mean somebody's wearing the glove or not wearing gloves. And where there are there are studies done by Liberty Mutual where they show that 70 percent of hand injuries are the result of people not wearing gloves in the workplace. So it's like the gloves are too cumbersome. They're taking them off to do some fine motor tasks. Then likely forgetting to put them back on, and then they're getting a hand injury. That's what we see a lot in the workplace. So that's where we really advocate for really choose comfort, get workers involved [00:39:00] in the selection to make sure that they can actually do the job wearing those gloves. So given the choice of over protection or erring on the side of comfort, we'd advocate for erring on the side of comfort. It's going to be compliance because the best glove is one that someone actually wears and not one that's going to sit in the tool chest or chest or somebodies back pocket. Peter Koch: Yeah, that's a great thought process. So like it meets the minimum requirements. So if it's got to be cut resistant, it has to be able to resist, at least at a minimum, what the worker is going to be handling and that it's got to be it's got to fit well enough, be made of the right material and comfortable enough so that the people will be able to wear it to do the rest of their task. You had a couple of descriptions in there where, you know, you had a company that was working with metal all the time, but they had a touch screen that they had to use after they handled the metal. So what would happen they'd handled the metal? They take their gloves off to touch the touch screen and then they may or may not put the gloves back on to handle the metal. So [00:40:00] in the book you described that your company was actually able to come up with a solution so that they could have touch capacity through the glove with the fingers so that they could they didn't have to take the gloves off anymore. So, again, minimal requirement. So there's numerous examples in the book that you go through that talk about the wrong piece of PPE, or the wrong glove versus what makes the right glove for this particular situation. Joe Geng: Yeah. And luckily, material science is getting a lot better. There's just some more materials coming out and better and better engineering in place. Gloves are getting more and more comfortable over time. So what people who are 20 years ago would be considered really bulky, to what they're wearing now and then hopefully five or 10 years from now, you'll be able to get those really high levels of protection and barely feel like you wearing a glove at all. Peter Koch: Yeah. And even now the difference between what I was wearing 20 or 30 years ago versus what I can wear now for cut resistance. The tactile sense that I have, the agility that I have with my hands because of the different [00:41:00] fabrics that are there is just amazing the difference. So if you are 20 years ago in technology, there's something new that can do the job and even better than the old glove could. So, you know, I always, always look forward, but understand what your hazards are and don't try to overthink it too much. Joe Geng: Yeah, that's sure. Yeah. The gloves are one of those interesting things where they're really personable. Right. So it's hard, sometimes hard for people to make a change because they like what they've been using for 10 years or something like that. But it's remarkable how emotional that decision can be sometimes. Peter Koch: It really is. That's a it's a it's a good point. We're coming right to the end of our time here. Joe, is there something that you would like to leave our listeners with before we close? Joe Geng: Yeah, I guess it's just that knowledge for the safety manager or that encouragement that if you stack up those small wins, it can really lead to big results so that a safety manager can sometimes get overwhelmed or discouraged that they're not having success. But if you can kind of stack up those wins, so even if it's picking a better glove or getting a better house keeping program in place, [00:42:00] if you can start headed in the right direction. And make those improvements. That over the long haul, that's going to have a huge impact on the safety culture of that company. Peter Koch: Yeah, definitely. Cause safety sometimes is that elephant in the room. And if you eat the elephant one bite at a time, it's not going to choke you. So that's a great piece to leave us with there, Joe. So that really wraps up this weeks Safety Experts Podcast. And thanks for sharing your expertise with us, Joe. Where can people find out more about you and about your book, Rethinking Hand Safety? Joe Geng: So we have a Web site for the book, RethinkingHandSafety.com Or just superiorglove.com as well. Peter Koch: If someone has a specific question for you, what's the best way to get a hold of you? Joe Geng: Probably Linked-In or my email address is Joe J-O-E at Superiorglove.com Peter Koch: Today, we've been speaking with Joe Gang, vice president of Superior Glove and author of the book Rethinking Hand Safety. If anyone would like to find more information about hand safety or like to hear more about a particular topic on [00:43:00] our podcast. Email me at podcast@MEMIC.com. Also check out our show notes at MEMIC.com/podcast Where you can find links and resources for a deeper dive into the hand safety topic. Check out our web site www.MEMIC.com/podcast where you can find our podcast archive. And while you're there, sign up for our safety net blog so you never miss any of our safety articles or news updates. And if you haven't done so already, I'd appreciate it if you took a minute or two to review us on Stitcher I-Tunes or whichever podcast service you find us on. And if you've already done that. Thank you. Because it really helps us spread the word. Please consider sharing the show with a business associate friend or family member who you think will get something out of it. And as always, thank you for the continued support. And until next time, this is Peter Koch reminding you that listening to the MEMIC's Safety Experts Podcast is good, but sharing what you learned is even better.

5x World Series Champion, Paul O'Neill joined the Rob Dibble Show

The guys start the episode talking about the Showalter-to-Torre transition and similarities between the '17 team and '96 team. Then they discuss news about suspensions and how a shortened or canceled season affects German, Cora, Hinch and Luhnow. What was the Yankees biggest mistake in free agency and what are the alternate realities of not signing players like Cano, Tino, and Pettitte? Mailbag questions about starting the season in quarantine, MLBTV, why Paul O’Neill’s number is not retired, and Bernie Williams prime years in the '90s. Out of Left Field: Curb Your Enthusiasm season review. Today’s show is sponsored by: —BetOnline.AG: Use code BLUEWIRE for a 100% sign-up bonus. All event dates are currently TBD. Get in touch: @YankeesPodcast @Andrew_Rotondi @ScottReinen @sherman_ryan Submit to the mailbag: bronxpinstripes.com/podcast Call the voicemail line: 646-480-0342 If you enjoy the podcast, please leave a rating and review! Intro/Outro music: One Way Ticket, by Anitek. #nyy #yankees #newyork #newyorksports #wfan #espn #mlb #baseball #sports

With a hopeful eye toward the future, in this episode Paul O'Neill provides guidance to schools as they plan to resume a normal learning environment in the wake of COVID-19.

Recorded in 2002, Yankees great Paul O'Neill takes CenterStage to discuss what it was like to play for the most iconic franchise in all baseball, his relationships with his family, how he helped those impacted by 9/11, and so much more. http://www.twitter.com/YESNetwork http://www.facebook.com/YESNetwork http://www.instagram.com/YESNetwork http://www.tiktok.com/@YESNetwork

Paul O'Neill, the driving force behind the Yankee dynasty of the 90's.  Vic talks about the trade that brought him to the pinstripes, why Gene Michael wanted him.  The impact he had on the dynasty teams and how he began the Yankee turnaround in the mid-nineties.   The intensity, the fire that he brought to every at-bat, every play.  The at bat against Benitez in the subway series, the 3 homer game, the championships, and the fans farewell to the warrior.

Chris Shearn and Jeff Nelson open the debut show talking about Aaron Judge and his rib injury. What exactly happened and can the Yankees overcome the injury bug? NY Post baseball columnist Joel Sherman drops by to talk about Judge's timeline, how the rotation may shake out after the injuries and if the Yankees are still the favorites in the AL East. Yankees great and YES Network broadcaster Paul O'Neill then joins the show. O'Neill discusses the multitude of injuries, how the game and workouts have changed, why the Yankees will be fine, Clint Frazier's role and memories of O'Neill's days with Nellie winning titles in the Bronx.

Episodio número 18 de la temporada 4 de la serie Vision Zero Podcast.Con Salvador Carmona y Joaquin Ruiz. Con la colaboración de PRLinnovación. ALCOA 1987-2000: LIDERAZGO EN SEGURIDAD PARA CONSEGUIR MEJORES RESULTADOS EMPRESARIALESALCOA 1987-2000: Liderazgo en seguridad para conseguir mejores resultados empresariales: https://prevenblog.com/alcoa-liderazgo-en-seguridad-para-conseguir-mejores-resultados-empresariales/INCIDENCIA DE UN SOFTWARE EN LA CULTURA DE SEGURIDAD: https://prevenblog.com/incidencia-de-un-software-en-la-cultura-de-seguridad/Paul O'Neill interview worker safety at ALCOA: https://www.youtube.com/watch?v=56a3-Sc65M8Have We Learned The Alcoa 'Keystone Habit' Lesson?: https://www.forbes.com/sites/roddwagner/2019/01/22/have-we-learned-the-alcoa-keystone-habit-lesson/#7204ea7958ba-----------Contacto: Podcast: podcastvisionzero@gmail.comTwitter: @podcast_zeroSalvador Carmona: salvador.carmona@imastres.esJoaquin Ruiz: jruiz@prevencontrol.comPRLinnovación: http://www.prlinnovacion.comSi queréis proponernos cosas a través de mensaje de voz de Whatsapp, os dejamos este número: +34670840546 (Sólo Whatsapp).Gracias a todos y saludos!

Sharing and reflecting make us better educators. Today the founder of #pln365 gives us a transparent look into his journey and encourages us to take one of our own. www.coolcatteacher.com/e619 Paul O'Neill  - Bio As Submitted Paul O'Neill is an educational game changer from New Jersey. Using reflection and connection, he continues to grow each day and creates a competitive advantage for others through the power of belief. Twitter: @pauloneill1972    

A #broadsheet is the largest #newspaper format and is characterized by long vertical pages (typically 22.5 in (57 cm)). Other common newspaper formats include the smaller Berliner and tabloid/compact formats. History The broadsheet, broadside, was used as a format for musical and popular prints in the 17th century. Eventually, people began using the broadsheet as a source for political activism by reprinting speeches. Broadsheet newspapers developed after the British in 1712 placed a tax on newspapers based on the number of their pages. Larger formats, however, had long been signs of status in printed objects, and still are in many places, and outside Britain, the broadsheet developed for other reasons, including style and authority, unrelated to the British tax structure. With the early mechanization of the 19th century came an increased production of printed materials including the broadside, as well as the competing penny dreadful. In this period, newspapers all over Europe began to print their issues on broadsheets. However, in the United Kingdom, the main competition for the broadside was the gradual reduction of the newspaper tax, beginning in the 1830s, and eventually its dismissal in 1855.[4] With the increased production of newspapers and literacy, the demand for visual reporting and journalists led to the blending of broadsides and newspapers, creating the modern broadsheet newspaper. #TheIrishTimes is an Irish daily broadsheet newspaper launched on 29 March 1859. The editor is Paul O'Neill who succeeded Kevin O'Sullivan on 5 April 2017; the deputy editor is Deirdre Veldon. The Irish Times is published every day except Sundays. Wikipedia Editor: Paul O'Neill Circulation: 58,131 Owner(s): Irish Times Trust Headquarters: 24–28 Tara Street, Dublin weki What is the most popular newspaper in Ireland? The INM brands are the most popular, topping the quality Sunday, quality daily and tabloid Sunday newspaper markets. The latest figures confirm that the Sunday Independent, Sunday World, Irish Independent, and The Herald, Dublin's favourite daily newspaper, achieved sales on average of 1,128,105 copies per week.Feb 19, 2017 www.independent. irelands-bestselling-newspaper --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/vegansteven/message

Robyn Hurder steps into the Batter’s Box to kick off the new year! Eight times a week, Robyn is hitting homeruns at the Al Hirschfeld Theatre as one of the leads in Moulin Rouge! in front of packed houses, earning both her and the production a fair share of critical and popular acclaim. Robyn’s portrayal of Nini Legs-in-the-Air makes her the perfect hitter for the Break a Bat! lineup, as her performances are defined by athleticism, intensity, and most importantly – a passion for her craft. It’s very similar to the passion and style of play that made Paul O’Neill one of the most beloved World Champions to ever play for the New York Yankees. It’s fitting that the two share a nickname in “The Warrior,” or in Robyn’s case “The Warrior Beast." In this episode, she parallels the pressures of being a principal on Broadway to being a starter on a Major League team, and a responsibility to represent the Moulin Rouge! legacy well through her skillset. She also discusses career crossroads that made her stronger, staying true to her style of performance, and what keeps her motivated. With a body of work on Broadway that now spans nearly a decade and a half, with credits including: Grease, Nice Work If You Can Get It, Chicago, among other productions, Robyn's insight and stories are invaluable for anyone looking to become an All-Star either on Broadway or at the ballpark. Originally hailing from Maine, she may be a Red Sox fan, but reveals she’s down to help our host, Al Malafronte, put the wheels into motion on the Broadway Takeover of Yankee Stadium this baseball season! Connect with Robyn Hurder on Instagram: @robynhurder Connect with Break a Bat! on Instagram: @break_a_bat_podcast

Al Pitrelli calls in again to talk Trans-Siberian Orchestra, his love of the Allman Brothers, the loss of Paul O'Neill, the new tour and more.

Al Pitrelli from the Trans-Siberian Orchestra on the 2019 tour, Megadeth, Alice Cooper, the death of Paul O'Neill and David Z, taking his kids to Disneyland and more.

Jeff Plate of the critically-acclaimed, multi-platinum, musical powerhouse Trans-Siberian Orchestra joins us before the groups beloved annual winter tour begins for the season. This year's tour will feature an all new presentation of group's unforgettable “Christmas Eve & Other Stories" which is based on the triple-platinum album of the same name and follows a story by TSO’s late founder/composer/lyricist Paul O’Neill.

Glentoran teenager Paul O'Neill talks about breaking into the first team, moving towards full-time football and his desire to win trophies.

Paul O’Neill and Dennis Griffin, Jr. are principals in schools hundreds of miles apart — yet they regularly encourage and challenge each other through #EduGladiators, an online community of learners.The principal’s world includes plenty of conflict. And while conflict is never easy, it’s not always bad. Today, Paul and Dennis talk about leadership and conflict, and how when conflict arises, school leaders have a huge opportunity to encourage growth, impact school culture, and create a better educational landscape for students.How leaders can channel conflict toward productive outcomesWhat happens when leaders simply try to avoid conflictFostering transparency and building relationships that lead to positive growthHow to deal with conflict when taking leadership at a new schoolBig, burning questions to wrestle with as leadersFor further reading:Get our eBook: “The Power of Failure — Encouraging Teachers to Take Risks in a Risk-Free Environment.” A look at helping teachers develop a growth mindset.

This episode features Ken Bond as well as Kimberly Dickstein (2020 New Jersey State Teacher of the Year) and Paul O'Neill (#pln365 Twitter chat creator). For more about the New Jersey Department of Education's Office of the Professional Learning Network visit https://www.nj.gov/education/pln/.

Long will be be the debate, whether Babe Ruth or Willie Mays is the greatest baseball player of all time. John Sterling sides with Ruth (for obvious reasons) but in our 2nd episode, he takes time for #2. After giving the Bambino his due, John shares a classic Willie Mays story and gives a first-hand account of seeing the "Say Hey Kid" play ball. Each episode, John opens up the show with a fan letter (send letters to john@pinstripespodcast.com). This week's letter, reminisces on Yankees slugger, Paul O'Neill and reveals the unlikely origin of John's iconic home run call, "It is high. It is far. It is gone!"

Keeping control of the classroom is essential.  Join us as Paul shares how he learned firsthand that communication is superior to control in his classroom. Follow on Twitter: @Harper70bd @PaulONeill1972 @bamradionetwork Paul O'Neill is an educational game-changer from New Jersey who uses the power of inquiry and reflection to shatter the status quo.

Hey! In today's podcast, I go back, exactly 20 years from today, for this week's story. July 18, 1999 - a trip to Yankee Stadium and what ensued was nothing short of an amazing story - and not just for the reason you think. It was Yogi Berra Day! My hero, Don Mattingly was Back at the Stadium! Paul O'Neill made a Highlight Reel catch. David Cone pitched REALLY well that day... But that's only half the story of my day. Listen to it all here or on iTunes today.

Neil Keefe and Andrew Rotondi of Bronx Pinstripes talk about the Yankees clinching the division before the All-Star break, what the Yankees’ postseason rotation would be right now, which starting pitcher the Yankees should trade for this month, grading Aaron Boone’s first half, why Clint Frazier is still in the minors and being realists as Yankees fans.Former Yankee and three-time World Series champion Shane Spencer talks with Neil about growing up a Padres fan in San Diego and getting drafted by the Yankees, his memorable September 1998, his approach at the plate, winning the World Series against his hometown Padres, the 2001 World Series, his success against Curt Schilling, the breakdown of the Flip Play, his relationship with Paul O’Neill, coming up through the minors with the Core Four and how the team changed in 2002.

Rob Fitzpatrick on The Art of Product, Joshua Kerievsky on Being Human, Marty Cagan on Build by Drift, Jutta Eckstein and John Buck on Agile Uprising, and Jocelyn Goldfein on Simple Leadership. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting June 24, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. ROB FITZPATRICK ON THE ART OF PRODUCT The Art of Product podcast featured Rob Fitzpatrick with hosts Ben Orenstein and Derrick Reimer. They talked about Rob’s book, The Mom Test. He wrote it for “super-introverted techies” like himself but found it resonated with a wider audience. He explained that one of the reasons he self-published the book is because, when he took it to a publisher, they wanted him to increase the word count simply because they believed, with no evidence, that business books below 50,000 words don’t sell. The hosts asked Rob to describe “The Mom Test” in his own words. He described how, just as you shouldn’t ask your mom whether your business is a good idea because she’s biased, you need to be careful when asking anyone whether they think your business is a good idea. This, he says, puts the burden on them to tell you the truth. Instead, he says you should put the burden on yourself of coming up with questions that are immune to bias, so immune that even your mom would give you an unbiased answer. Rob talked about how the value of customer conversations is proportional to how well the problem you are trying to solve is defined. For products like Segway or Uber or a video game, asking customers questions about the problems they want solved is not as effective as it would be when the product is enterprise software. Derrick talked about how, when The Lean Startup started becoming big, it led him to what he calls “idea nihilism” where he started to believe the idea doesn’t matter at all, it is one hundred percent the journey, and the future is unpredictable, so just build something. The next few things he built while in this mindset either did not get off the ground or led him to ask himself why he built a business he hated. Eventually, he concluded that the idea matters a lot. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/90-the-mom-test-with-rob-fitzpatrick/id1243627144?i=1000440137442 Website link: https://artofproductpodcast.com/episode-90 JOSHUA KERIEVSKY ON BEING HUMAN The Being Human podcast featured Joshua Kerievsky with host Richard Atherton. What I loved about this interview is that Joshua described many of the inspirations behind the Modern Agile principles. The first principle, “make people awesome,” was inspired by Kathy Sierra and her focus on making the user awesome. They originally called it “make users awesome” and realized that there is a whole ecosystem besides the end consumers, including colleagues, management, and even shareholders, to make awesome. He clarified that the word “make” is not coercive, but about asking you what you can do to empower others. Regarding the second principle, “make safety a prerequisite,” he talked about being inspired by a story in Charles Duhigg’s The Power of Habit about Paul O’Neill and his turnaround of the hundred-year-old Alcoa corporation. Just as Amy Edmondson had connected psychological safety to physical safety in a previous podcast, Joshua connected psychological safety to product safety. He clarified that making safety a prerequisite doesn’t mean avoiding risk. Speaking about the third principle, “experiment and learn rapidly,” he told the story of the Gossamer Condor, the human-powered aircraft that was created to win the Kremer prize. The team that built the Condor engineered their work so that they could fail safely. The airplane flew two or three feet from the ground and the materials they used were expected to break and be repaired quickly. This let them do multiple test flights per day while their competitors would go through a waterfall process that led to large times gaps between test flights. Finally, he described the fourth principle, “deliver value continuously,” as finding a way of working where you can get feedback early and learn from it, delivering value each time. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/62-modern-agile-with-joshua-kerievsky/id1369745673?i=1000440221993 Website link: http://media.cdn.shoutengine.com/podcasts/4081235a-554f-4a8f-90c2-77dc3b58051f/audio/303a9472-75ef-4e7f-94e5-414a3018750a.mp3 MARTY CAGAN ON BUILD BY DRIFT The Build by Drift podcast featured Marty Cagan with host Maggie Crowley. Marty says that when he shows teams the product discovery techniques he described in his book, Inspired,he finds that they understand the value of the techniques but too often they are not allowed to use them. Instead, their leaders hand them a roadmap and tell them to just build features. When he talks to these leaders, he asks, “Why are you doing this? You know this isn’t how good companies work.” The answer, though not always admitted, is that they don’t trust the teams and, as a result, they don’t empower them. They talked about the defining characteristics of an empowered product team. First among them is for the leadership team to give the product team problems to solve rather than features to build. They also need to staff them appropriately because, if they have been running things the old way long enough, they don’t have the appropriate staff to run things the new way. For example, they may have somebody called a product manager, but they are really a project manager with a fancy title or a backlog administrator. Or they may have designers who are just adding the company color scheme and logo or engineers who are just writing code. Maggie asked what a product leader can tell a stakeholder who is used to thinking in tangible features rather than the problem to be solved. Marty says there is nothing wrong with talking about features, but it is when they get etched into a roadmap that we get into trouble because it becomes a commitment and the time spent on the feature could be better spent on figuring out how to solve the problem. They talked about Objectives and Key Results or OKRs and how they are a complete mess at most companies. The concept is simple and easy if you are already in the empowered team model, but otherwise it is theater because you’re still doing roadmaps while simultaneously trying to tell people the problems to solve. Maggie started describing how they do product discovery and development at Drift and Marty immediately pointed out how the language she used makes the work sound like it occurs in phases as it would in a waterfall project. She explained that they use this notion of phases to communicate out and he pointed out that, even if it is not currently waterfall, there is a slippery slope between speaking about phases and landing in a waterfall mindset. He talked about three things he cares about that distinguish his process from waterfall: 1) tackling the risks upfront, 2) product managers, designers, and engineers literally coming up with prototypes side-by-side instead of having hand-offs, and 3) iterating towards achieving your KPIs rather than having a phase where you’ve declared the design done and have started implementing.  Maggie asked him to enumerate what he thinks product leaders should be doing. First, he said that they need to coach their product managers to get them to competence, which he says should take no more than three months. In the case of hiring product managers straight out of school, the product leader needs to commit to multiple-times-a-week or even daily coaching. Second, he said that product leaders need to take an active role in creating product strategy. This comes back to OKRs where product leaders provide business objectives that product teams translate into problems to solve. The more product teams you have, the less you can expect those teams to be able to see the whole picture on their own, which makes it more important for product leaders to connect the dots for them. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/we-talked-to-product-management-legend-marty-cagan/id1445050691?i=1000440847157 Website link: https://share.transistor.fm/s/da82dbda JUTTA ECKSTEIN AND JOHN BUCK ON AGILE UPRISING The Agile Uprising podcast featured Jutta Eckstein and John Buck with host Jay Hrcsko. Jay asked Jutta how she and John came together to produce the ideas described in their book Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy. Jutta and John met at an Agile conference in Atlanta and got the idea to investigate what Sociocracy could bring to Agile. They soon found themselves thinking, “That’s not really all of it,” and immediately agreed to write a book together about it. Jay started going through the book, beginning with four problem statements: Existing concepts cannot be directly applied to company strategy, structure, or process in the VUCA (volatility, uncertainty, complexity, ambiguity) world. Companies make decisions from the top down but often people at lower levels who are closer to the realities of the product or market have valuable insights that are currently ignored. There is a collision of values underlying shareholder interests in short-term profits and a focus on the needs of the customers. For a company to be agile, all departments must be agile. However, existing agile systems struggle when applied to non-engineering departments. Jutta described Beyond Budgeting. She said that it sounds like it only has relevance to the finance department, but there is a close relationship between how companies deal with finance and how they are managed. In contrast to Agile, which originated from the experiences of consultants, she says, Beyond Budgeting originated in the experiences of CFOs. She gave examples of the problems with traditional budgeting: In the first scenario, a company’s budget is set annually and, at some point during the year, a project team that had been allocated a certain budget determines that the market has changed and they no longer need a budget as large as they originally thought. She’s never seen this situation lead anyone to give the money back. In the second scenario, the market changes such that the budget needed for the company to succeed in the market exceeds the original budget and it’s too late for anything to be done. Jay brought up the distinction made in the book about the three distinct uses of budgets: 1. a target, 2. a forecast, and 3. capacity planning, and the fact that these should not be combined. Next, they discussed Open Space. John talked about the Open Spaces you often see at conferences and how they increase creative thinking and allow people’s passions to emerge. In the same way, Organization Open Space, where you can come up with a project, line up some people, and go to work, gives you passion bounded by responsibility that leads to creative companies.  John pointed out that the combination of the three concepts, as he and Jutta developed the book, started to interact and come together in ways that made it greater than the sum of its parts. That’s why they gave it a name: BOSSA nova.  Jay brought up how he has already benefitted from what he learned about Sociocracy in the book. He was able to help his colleagues learn about the difference between consent and consensus. The participants in a meeting had been locked in an argument over a maturity model when Jay restated the subject of the disagreement in terms of consent, asking if there was anyone who needed to put a stake in the ground for their position or would they all be willing to let an experiment proceed. This quickly unblocked the stalemate. John related a similar story about helping a group of professors make some decisions about forming a professional association. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/bossa-nova-with-jutta-eckstein-and-john-buck/id1163230424?i=1000440982639 Website link: http://agileuprising.libsyn.com/bossa-nova-with-jutta-eckstein-and-john-buck JOCELYN GOLDFEIN ON SIMPLE LEADERSHIP The Simple Leadership podcast featured Jocelyn Goldfein with host Christian McCarrick. Jocelyn talked about her career, including some time starting her own company, rising in the ranks at VMWare, arriving at Facebook at a critical time in its history, and becoming an angel investor and a venture capitalist. Christian asked about one of Jocelyn’s tweets about motivation as a management superpower. She says that engineers have a lot to offer the discipline of people management because they know how to think about systems problems and most organization problems are systems problems. On the other hand, engineers sometimes lose sight of the fact that human systems are different from programmatic systems in that they have feelings and don’t always behave rationally, but people respond to incentives. Explanations of the importance or urgency of a particular effort and attaching a bonus to it are blunt instruments, but praise and encouragement satisfies people’s needs and engenders long-term loyalty in a way that other incentives don’t. They talked about one of my favorite blog posts of Jocelyn’s on culture. She says that culture is what people do when nobody is looking. It is not people following an order. It is people knowing what to do when they don’t have orders. She says that people often think that culture is a set of traits or qualities and that you can interview for those traits to find someone who is a “culture fit.” She disagrees with this because companies are different from one another and people are obviously portable between companies.  Christian brought up the example of companies that have posters on their walls describing their culture. To Jocelyn, people are less than 10% influenced by the poster on the wall and more than 90% influenced by what successful, powerful people in the company do. When these are in conflict, you get cynicism. She talked about how compensation can be a motivator, but she noted that other people cannot judge your success by your compensation because they don’t know it, so they look for other indicators like title, scope of responsibility, influence, and confidence. So she says you need to be careful when handing out overt status symbols like titles and promotions because people will emulate the recipients of such symbols. The classic example, she says, is the brilliant jerk. When you elevate the brilliant jerk, you’re sending a message that people who succeed in this company and get ahead are jerks. The poster on the wall may not say that, but people will attach more weight to your behavior than what you or the poster say. Jocelyn talked about the undervaluing of soft skills. Engineers are taught early on that their work is fundamentally solo work and she says that is a lie because, if you want to do anything significant, if you’re going to go from rote work to meaningful creative work, the crucial skills are the soft skills we’re taught to disdain or neglect. Regarding recruiting and hiring, she talked about the tendency, at least at Facebook, to treat the phone screen like an on-site interview and create false negative rates that are too high. She did her own test where she brought in for on-site interviews a set of candidates who had previously been rejected at the phone screen stage and found that the same number got hired from her screened-out pool as were hired from the pool of candidates that passed their phone screen. She talked about the benefits and disadvantages of the centralized hiring model. On the plus side, it reduced silos, made teams friendlier to one another, and made employees become citizens of the company first and citizens of the team second. The downside of the centralized model is that there is no hiring manager taking responsibility, so the responsibility passes to the recruiter. Her preference is a blended model that is mostly centralized but with hiring managers taking responsibility and receiving rewards and praise for taking that responsibility. I loved what Jocelyn had to say about diversity and inclusion. She said that when we’re working at these high-growth companies, we’re desperately seeking to hire, we’re interviewing everybody, and we’re hiring everybody who is above our bar. When we look at the result and it is only 5% or 10% female and single digit percentages black or hispanic, some part of us is thinking that must reflect the inputs and to get a different population I would have to lower my bar and accept people who are failing. But this assumes a few things: that your interview bar is fair and that the population who applies to work at your company is the population who could apply to work at your company. If you really value having a more diverse environment, you will go looking for them. If you just sat there and only looked at applicants, you would never have hired that one signal processing engineer you needed or that one esoteric role that is not there in your applicant pool. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/how-to-improve-your-management-skills-jocelyn-goldfein/id1260241682?i=1000440957474 Website link: http://simpleleadership.libsyn.com/how-to-improve-your-management-skills-with-jocelyn-goldfein FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

Whether it’s performing to sold out arenas in the “Trans-Siberian Orchestra”, tearing it up on Broadway (recently in “Rocktopia”) or on the screen, Dustin Brayley has demonstrated what a power-house performer he is. For over a decade he has been on, virtually, a non-stop train, bringing his skills to the masses. His amazing career as a musician and actor proves that he’s one of the best at what he does.  His ongoing career with the "Trans-Siberian Orchestra", the multi-platinum selling band who sold over 1 million tickets in 6 weeks of 2018, has launched him into a new direction of performing. The late Paul O’Neill discovered his talent in 2011 and brought him in to the studio where he sang, not only, TSO songs but everything from Aerosmith to Led Zeppelin as well. A friendship and working relationship was formed and the rest is history. His time with TSO has allowed him to share the stage with some of the best in the business and recently the Hall of Fame inductee Joan Jett.  Speaking of Hall of Fame, in 2017 he was inducted in to the "Rock Godz Hall of Fame" along side such greats as Lita Ford and Kenny Aronoff. After receiving his B.F.A. from Shenandoah University, he took his talents to NYC where his first audition ever as a professional actor landed him the lead role in the National Tour of "Broadway’s Saturday Night Fever" based on the hit movie starring John Travolta. This would begin his extensive touring career, where for the next 5 years he would jump from show to show including the smash hits "RENT and Miss Saigon" and more.   During his run in "Broadway’s Rocktopia", he shared the stage with icons in the Rock world. Pat Monahan from Train, Dee Snider from Twisted Sister and another Hall of Fame Robin Zander from Cheap Trick! Oh, and If you look closely you’ll see him performing behind Channing Tatum in the Coen Brothers hit "Hail Caesar!"  Since 2010 he’s produced and starred in a number of Tribute acts, ranging from "The Beatles, Eagles, Fleetwood Mac, Journey, The Beach Boys" and many more.  He’s a Virginia boy, turned New Yorker and now resides in sunny Southern California where he lives with his wife Meredith and 2 sons Maxwell and Billy Van.  Be on the lookout for upcoming gigs! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/confessionsofanactress/message Support this podcast: https://anchor.fm/confessionsofanactress/support

This excerpt was taken from the full in bloom interview with Badlands bassist Greg Chaisson. Greg talks about Badlands vocalist Ray Gillen and band manager Paul O'Neill. Listen to the entire interview @ fullinbloom.com Hit the subscribe button if you would like to be notified when new excerpts are uploaded.

What is the secret ingredient of success and achievement? According to Christopher LaMorte, the key is understanding that failure is part of the process. And he contends that gymnastics parallels life in that you keep trying and failing at each new skill until one day, it works. Success isn’t about being perfect. It’s about not giving up. Chris is a legend in men’s gymnastics, dominating both national and international competitions throughout his career. Born and raised on Long Island, he was a four-time New York State rings champion. He took first in rings at the NCAA National Championships as a freshman and sophomore on full scholarship at the University of New Mexico before competing in the 1996 World Championships. Chris was also a gold medalist at the 1998 Goodwill Games and ranked #1 in the US in rings from 1992 through 1999. Today, Chris joins us to share his gymnastics journey, from taking classes to recover from pneumonia as a child to competing in the World Championships with a serious shoulder injury. He walks us through his career highlights, including a remarkable experience competing against one of his heroes at his first national competition—and winning! Chris also opens up about the reality of dealing with injuries and the pressure of high-level competition. Listen in for insight on transitioning from elite athlete to a ‘regular job’ and learn how gymnastics can prepare you for other sports—and life in general! Topics Covered [1:41] How Chris got into gymnastics Very sick child, parents enrolled to get moving Coaching and competing for 30+ years [3:19] When Chris started to get serious about gymnastics First competition at 9 (naturally strong but poor form) ‘More real’ in high school, state champion in rings [5:03] What Chris’ gymnastics training looked like 4-8pm 5x/week [6:03] Chris’ first national competition Youngest person at Rocky Mountain Open Won rings competing against Paul O’Neill [9:28] The benefit of a full scholarship to college Books, room + board and tuition covered Must maintain athletic, academic performance [11:49] Chris’ disappointing experience at the World Championships First shoulder injury of career two weeks before competition Worked through pain to place fifth [14:26] Chris’ surprising comeback in the Goodwill Games Moved on to other things but continued to train Won rings at USA trial and in Goodwill Games [17:11] The injuries Chris sustained in his gymnastics career Multiple surgeries on left wrist, left shoulder + right ankle Three to four concussions [18:24] Chris’ advice around preventing injury in gymnastics Good coach can help avoid (spotting techniques) Injuries come with territory at high level [20:48] Why Chris favors gymnastics over other sports Always another skill to add Sense of accomplishment [21:47] How Chris learned to deal with the pressure of competition Mindset shift to view spectators + judges as ‘fluff’ Generate nerves in practice so nothing different [24:37] The parallels between life and gymnastics Failure is part of the process Discipline to keep trying until it works [28:04] Why athletes struggle with the transition to a ‘real job’ Feel lost, nothing compares to thrill of competition ‘High-level athletes die twice’ [31:06] Chris’ positive experience with gymnastics coaches Made him who he is today (along with parents) Never felt pressure to live their dreams [34:19] Chris’ transition from athlete to coach to judge Teaching and coaching comes naturally Just started judging, no abuse yet [37:10] Chris’ insight on nutrition in competitive gymnastics ‘Common sense eating’ (coaches not strict) Different for women, berated for gaining weight [40:58] Chris’ training routine today Weight training five days/week Body feels better with consistent workout [42:32] Chris’ best advice for athletes Compete against yourself Strength + flexibility of gymnastics translates to any sport Learn More About Christopher LaMorte Chris’ Profile at USA Gymnastics Transform GST Team Resources Paul O’Neill

Episodio número 5 de la temporada 3 de la serie Vision Zero Podcast.Con Salvador Carmona y Joaquin Ruiz, y la colaboración de PRLinnovación. Artista invitado: Antonio Alfonso!LIDERAR DESDE LA SEGURIDAD Y SALUDLiderar desde la seguridad y salud (Antonio Alfonso): https://prevencion.fremap.es/Buenas%20prcticas/LIB.022%20-%20Liderar%20desde%20la%20Seguridad%20y%20Salud.pdfEl liderazgo de Paul O'neill en Alcoa: http://prevenblog.com/alcoa-liderazgo-en-seguridad-para-conseguir-mejores-resultados-empresariales/-----------Contacto: Podcast: podcastvisionzero@gmail.comTwitter: @podcast_zeroSalvador Carmona: salvador.carmona@imastres.esJoaquin Ruiz: jruiz@prevencontrol.comPRLinnovación: http://www.prlinnovacion.comGracias a todos y saludos!

On this episode, I am delighted to be joined by Paul O’Neill, racing driver, driving coach and commentator. Listen in as we learn about how his start in motorsport wasn’t as easy as many may think, how he approaches life and the work he does and his thoughts on some aspects of racing that everyone must work to preserve.

Recorded on December 16, 2018   Moderator: Rachelle Dene Poth (@RDene915) Rachelle is a Foreign Language and STEAM Teacher and teacher blogger for Getting Smart and Kidblog.   Panelists: Rodney Turner (@TechyTurner) Rodney is a virtual educator located in New Jersey. He loves networking and sharing his experiences.   Paul O’Neill (@pauloneill1972) Paul O’Neill is an educational game changer from the state of New Jersey.  His hashtag #pln365 provides professionals with a place for daily reflection and renewal.   Martine Brown (@mmbrown_brown) Martine Brown is an instructional coach in a K-12 district. Her mission is to be an agent of change in education.   Dennis Griffin Jr (@D4Griffin3)

Trans-Siberian Orchestra knows where its bread is buttered. Its press shots are not of individual members but of its live show, which has become legendary for its spectacle with lights, lasers, pyro and countless moving parts including cherry pickers that carry members out over the crowd.  Alex Rawls talked to TSO guitarist/musical director Al Pitrelli about what a Christmas prog-metal band does for Christmas, and how he as a guitarist in the metal band Savatage responded when he was brought a Christmas song to play--"Christmas Eve/Sarajevo 12/24." Pitrelli also talked about TSO founder and songwriter Paul O'Neill, who died in 2017. During the conversation, we also hear "Christmas Eve/Sarajevo 12/24," "Christmas Canon Rock," and "Wizards in Winter"--the song that launched a thousand light shows on suburban houses and lawns during the holiday season. For more background, see Alex's interview with Pitrelli on TSO's early years for The New Orleans Advocate in 2015.

I go all over the place on this episode: from Paul O’Neill to Pearl Jam, from Twitter Polls to Pitchers. --- Send in a voice message: https://anchor.fm/yankeecrazy/message

Drawing on his experience as Manager of Community Law, Canterbury; Paul O'Neill discusses the importance of the community and the law to each other, and how to improve the relationship between the two. Recorded at a public Quaker Forum in July 2018.

Catching Heat hosts Mike Blewitt and former Yankees catcher Jim Leyritz discuss the MLB playoff picture, Leyritz's thoughts on the recent Wild Card changes, and his assessment of Aaron Boone's first season as the New York Yankees manager stating that despite all of the criticism, Boone was still able to get a team that was riddled with injuries to 100 wins.  Jim and Mike are later joined by former Yankee legend Bernie Williams. Leyritz and Bernie recall their memories as teammates in the 90s and tell the story of the Yankees pre-game jam band that consisted of John Wetteland, Paul O'neill, and Bernie Williams.  #MLB #BernieWilliams #NYY #Yankees #MLBPlayoffs #OctoberBaseball #JimLeyritz #MikeBlewitt #CatchingHeat

Joe Praino and Andy "Laz" Lazarus open the show discussing Laz’s golf trip to Pebble Beach and Nick Offerman destroying Field of Dreams. Next they discuss Javy Baez creeping into the NL MVP race and Praino coming to grips with Jacob deGrom not winning the Cy Young. They they take a quick trip Around the League before a Dirty Slide into the mentions and finish with an all-Paul O’Neill related segment of #DudeorNotaDude. ** Official DUDE t-shirts now available at DirtySports.com** Follow Dirty Slides on Twitter - twitter.com/DirtySlides Follow Joe on Twitter - twitter.com/FixYourLife Follow Laz on Twitter - twitter.com/AndyLazarus www.patreon.com/dirtysports Subscribe on YouTube - www.youtube.com/DirtySports Like us on Facebook - www.facebook.com/dirtysports

TABLE OF CONTENTSHartnett, Landis, and Capone*Willie Montanez: Tap-Tap*Jesse Spector: Rockies players like tacos and chess*Pregame non-conversations with Derek Jeter and Paul O’Neill at the old Yankee Stadium*Reconciling with Paul O’Neill’s affiliations*The Trevor Story story*The Dome Over Fenway Park*Why take owner finances on faith?*David Wright and Brandon Webb*The parsimony of the Lerners*Roberto Osuna*A glance askance at Josh Hader et al*The Astros throw Justin Verlander under the bus*The Asdrubal Cabrera trade as a teachable moment*An Asdrubal moment with Roger Angell*A note on Ian Desmond*Goodbyes.THE INFINITE INNING ARCHIVE: All episodes available, popcorn extra.THE INFINITE INNING FACEBOOK GROUP: Socialize with like-minded people!The Infinite Inning is not only about baseball but a state of mind. Steven Goldman, rotating cohosts Jesse Spector, Cliff Corcoran, and David Roth, and occasional guests discuss the game’s present, past, and future with forays outside the foul lines to the culture at large. Expect stats, anecdotes, digressions, explorations of writing and fandom, and more Casey Stengel quotations than you thought possible. Along the way, they’ll try to solve the puzzle that is the Infinite Inning: How do you find the joy in life when you can’t get anybody out?

Dibbs and Ben talk All Star Game, and the race in the AL East between the Sox & Yanks...plus do the Yankees make a move at the deadline ??

5x World Series Champion and Broadcaster for the New York Yankees, Paul O'Neill joins the RD Show.

In this talk, Paul O’Neill will attempt to bridge recent discussions around curatorship, public art and urban practice by a reimagining of research methodologies through duration. More info: http://bit.ly/2Eaz6PO

We talk about our Memorial Day weekends, Paul O'Neill, The Jasta Show, and a shit load of music.

Astros General Manager Jeff Luhnow joins us today to discuss the Yankees series, pitching, Brian McCann, Dayan Diaz and Mother's Day. Also, former Yankee and TV broadcaster Paul O'Neill talks about Derek Jeter. Finally, Astros hitting coach Alonso Powell dissects the Astros offense.

Paul is one of the most humble athletes you'll ever meet.

Matt James Motorsport News / Paul O'Neill ITV - Autosport International

Host Matt Sammon takes a second look at the underrated 1990 Bowman set, and the rather interesting career of Reds castoff Paul O'Neill. Follow us on Twitter @waxandgumstains

My guest for episode #257 is somebody I've known for a while in the Lean healthcare community, Tania Lyon. She's the Director of Organizational Performance Improvement at St. Clair Hospital in Pittsburgh. She has a PhD in sociology (like Jeff Liker, author of the Toyota Way book series) and she initially got involved with Lean through PRHI, a common connection to previous podcast guests Paul O'Neill and Naida Grunden. St. Clair is a KaiNexus customer and Tania has played a major role in their rollout of our software to support their ongoing spread of continuous improvement. Regular readers of the blog know my part time role with KaiNexus, as the VP of Improvement and Innovation Services. We initially recorded this to be a podcast and blog posts for our customers, but I thought this was a conversation that would be of interest to a wider audience, as we're talking mainly about Lean and improvement strategies, with a little bit of KaiNexus talk thrown in.

Good news in Yankees land, as they won 3 consecutive series vs the Red Sox, Royals, and White Sox. Things are starting to look up! BP Show 74 topics: Aroldis Chapman‘s debut, injury updates to ARod and CC, if Girardi should move Mark Teixeira down in the order, Aaron Hicks‘ turnaround, Jorge Mateo news, Max Scherzer‘s 20 strikeout game, and Bryce Harper being the bad boy of baseball. We break down this week’s games; including why we think David Ortiz will un-retire, Ivan Nova‘s strong starts, Michael Pineda‘s early inning struggles, Luis Severino‘s injury, why Masahiro Tanaka can’t pitch on normal rest, and Chase Headley finally hitting. Mailbag questions: someone has issue with Paul O’Neill broadcasting, what is the key to the Yankees getting back in the AL East race, MLB in London, and win-streaks under Joe Girardi. Get on the show by submitting a mailbag on the website or call 646-480-0342 to leave a voicemail. http://bronxpinstripes.com/podcast/

#62 will actually release tomorrow at 11:00 - it's a bonus episode that we had some audio trouble. BP Show 63 topics: Paul O’Neill and Johnny Damon endorsing Trump, Goose Gossage’s comments about Latin players and the pussification of the game today, and Bryce Harper wanting to be the face of baseball. We take mailbag questions about why the Yankees aren’t as active in the Cuban baseball market, Joe Girardi, and who will get the last two spots in the Yanks bullpen. We recorded a live Periscope episode (#62) on Friday night. Look for that episode tomorrow. Submit to the podcast mailbag: bronxpinstripes.com/podcast/ Call voicemail line: 646-480-0342 Find us on Facebook & Twitter:www.facebook.com/groups/YankeesBP/twitter.com/BronxPinstripes twitter.com/Yankees_talk twitter.com/ScottReinen

Pioneers of PEER: Upper Limits of Performance with Paul O'Neill [podcast] by USGBC

Trans-Siberian Orchestra是由Savatage的御用製作人Paul O&`&Neill所号召组成的side-project乐团，参与的乐手包含了Savatage的团员，如领导人物keyboard手Jon Oliva、吉他手Al Pitrelli、bass手John Middleton和鼓手Jeff Plate皆全部在籍，此外更邀集了多位纽约百老匯乐界的歌手、大型交响乐团和唱诗班，共同合作以实现Paul O&`&Neill长久以来的音乐梦想。在音乐界已经20年的Paul O&`&Neill，最早时是在百老匯的剧场担当吉他手，到了80年代中期后，他陆续成为了Aerosmith、Badlines等乐团的製作人，之后，由於和Savatage合作愉快，更成为Savatage的专属製作人，并协助Savatage陆续完成了多张备受讚誉的金属歌剧作品，包括、等，由於Savatage的成功，使得Paul O&`&Neill的名气也随之水涨船高。在纽约长大的Paul O&`&Neill，对於孩提时期时深深感动他的一些节庆事物，特别是耶诞节，始终难以忘怀，热爱撰写故事的Paul，对於纽约市在耶诞节时街道的美丽景緻更是有难以言喻的情感，而这也正是他希望能藉由Trans-Siberian Orchestra这样的一个音乐project，来将这种节庆气氛以另一种新的风貌呈现出来的缘由。其实从团名"Trans-Siberian Orchestra"(横越西伯利亚乐团)或许就能约略嗅出此project的音乐风格并非一般金属乐，而是以交响乐风为主轴的主题式摇滚乐剧，的确，以Paul O&`&Neill、Jon Oliva和另一位资深製作人Robert Kinkel三人为创作核心的TSO，採分工的合作模式，由Paul O&`&Neill包办专辑概念故事和歌词的编写，而Jon Oliva则发挥他的交响编曲及钢琴、键盘的弹奏能力，Robert Kindel也协助了部份创作与键盘弹奏。如上所述，TSO的风格就是定位在抒情式的故事音乐，仅管没有什么金属味，不过Savatage式的美旋律特色依然贯穿其中，谱以大量的交响乐、键盘与钢琴演奏，眾多的男女歌手轮流献唱，再配上大量的合唱表现，使得Savatage的优美概念得以用另一种更为轻鬆活泼的形式来呈现！或许可以想像一下，将专辑中激烈的部份去除，而仅将柔美的部份保留下来，大致就是Trans-Siberian Orchestra的音乐走向了！历经了和两张耶诞节的映景专辑之后，这回Paul O&`&Neill想换个非节庆的音乐主题，於是在这张TSO的第三张作品，他选择了以乐圣贝多芬做为他笔下的故事主角，Paul杜撰了一个有趣的故事，内容大致是在某个贝多芬正在创作第10号交响曲的夜晚(贝多芬只有1~9号的交响曲作品)，一个魔鬼来向贝多芬索命，如果不想死，唯一的办法就是贝多芬用他所有的音乐以及他在人们心中的记忆来做交换，但贝多芬宁死也不愿失去他的音乐，魔鬼退一步只要他未完成的第10号交响曲，贝多芬仍是不从，最后魔鬼以一位无辜少女的一生幸福做为要挟之下，贝多芬只有答应，不过，在一位精灵的诡计协助之下，结局又是如何呢？...既然是关於贝多芬的故事，当然少不了要改编贝多芬的音乐，大家最耳熟能详的月光奏鸣曲、悲悵奏鸣曲、命运交响曲、快乐颂、少女的祈祷等等都贯穿其中，甚至由於在故事当中，连莫札特的鬼魂都参了一角，所以也出现了莫札特的作品。而专辑的音乐风格和形式大至都还是延续TSO的一贯特色，钢琴、交响乐、百老匯歌手、唱诗班和Savatage式吉他美旋律交织的抒情摇滚金属乐剧，不过相较於之前的耶诞专辑，由於这张的故事主题戏剧性更强，加上以贝多芬做为主角，使得三位音乐创作者有更大的挥洒空间，因而让这张专辑的音乐张力更强，音乐元素也更丰富！同样是一张又感人又充满趣味性的音乐作品，我对它的评价是更甚於，整张专辑听来让人神清气爽、毫无压力，熟悉悦耳的旋律让人很自然地会随之哼唱，听完之后则是令人意犹未尽，优美的旋律仍不住地在脑海里盘旋，仅管音乐本身较为抒柔，但它其实和Savatage音乐带给听者的一贯感觉是一样的！充满感情的音符、乐器弹奏、演唱、气氛营造和戏剧性，这种种元素才是音乐真正能触动人心的关键啊！相当值得推荐的一张专辑，金属乐迷们别望之怯步，不仿可以尝试变换一下口味，况且有Jon Oliva和Savatage团员在，绝对是可以期待的啦！

MLB father-son agent team Joe and Brett Bick, who are based out of Cincinnati, discuss life in the chaotic world of agents in baseball in the November C Dot Show live at MOTR Pub in Over The Rhine. Some of the Bick's clients have included Paul O’Neill, Brook Jacoby, Rob Deer, Buddy Bell, Jeff Brantley, Jeff Shaw, Brian and Marcus Giles, Kevin Youkilis and Brett Gardner

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This week: Part one of the Open Engagement conference 2013 series. Caroline Picard talks to Caire Doherty! Claire Doherty is Director of Situations. Claire initiated Situations in 2003 following a ten-year period investigating new curatorial models beyond conventional exhibition-making at a range of art institutions including Ikon Gallery, Birmingham, Spike Island, Bristol and FACT (Foundation of Art and Creative Technology), Liverpool. Claire has worked with a diversity of artists including Lara Almarcegui, Uta Barth, Brian Catling, Phil Collins, Nathan Coley, Lara Favaretto, Ellen Gallagher, Joseph Grigely, Jeppe Hein, Susan Hiller, Mariele Neudecker, Cornelia Parker, Roman Ondak, Joao Penalva and Ivan and Heather Morison. She has advised a range of organisations as curatorial consultant including Tate, Site Gallery Sheffield and is author of the public art strategies for the University of Bristol and Bjorvika, Oslo Harbour. In 2009, Claire was awarded a prestigious Paul Hamlyn Breakthrough Award as an outstanding cultural entrepreneur. Claire directed One Day Sculpture in 2008-9 with David Cross, a year-long collaborative series of 20 commissioned, 24-hour public artworks across New Zealand. In 2010, she was Co-Curatorial Director of Wonders of Weston for Weston-super-Mare. Doherty lectures and publishes internationally. She is editor of Contemporary Art: From Studio to Situation (Black Dog Publishing, 2004); Documents of Contemporary Art: Situation (Whitechapel/MIT Press, 2009) and co-editor with David Cross of One Day Sculpture (Kerber, 2009), with Paul O’Neill, Locating the Producers: Durational Approaches to Public Art (Valiz, 2011) and with Gerrie van Noord, Heather and Ivan Morison: Falling into Place (Book Works, 2009). She was also an external advisory member of the Olympic Park Public Realm Advisory Committee and a Fellow of the RSA.

It's great to have Dr. John Toussaint back for episode #184 of the podcast (see links to previous episodes below). He is, of course, CEO of the ThedaCare Center for Healthcare Value and the author of two Shingo Award-winning books, On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry2028and Potent Medicine: The Collaborative Cure for Healthcare. In this podcast, we start by hearing John's thoughts on some of the top issues that healthcare CEOs are facing today, such as changes in payment structures and Accountable Care Organizations. We also talk about the "Enduring Excellence" program that Paul O'Neill and John are leading to teach healthcare senior leaders about Lean culture change and their important role. This podcast was produced in conjunction with the Healthcare Value Network as a continuation of their previous podcast series. For a link to this episode, refer people to www.leanblog.org/184.  Please leave a comment and join the discussion about the podcast episode. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. You can also listen to streaming episodes of the podcast via Stitcher: http://landing.stitcher.com/?vurl=leanblog If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

My guest for podcast #175 is Mike Taubitz of the firm Sustainable Lean and FDR Safety. Mike is a retired GM employee (including a stint as Global Safety Director) and we met at the Michigan Lean Consortium conference in 2011. We quickly discovered our shared interest in Dr. Deming, Lean, and, most importantly, safety improvement. I hope you enjoy our chat about his background and lessons from his career, the integration of Lean practices and safety improvement, lessons from Paul O'Neill and other great topics. Like my dad, Mike is a graduate of the then General Motors Institute (now Kettering University). To point others to this, use the simple URL: www.leanblog.org/175. You can find links to posts related to this podcast there, as well. Please leave a comment and join the discussion about the podcast episode. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. You can also listen to streaming episodes of the podcast via Stitcher: http://landing.stitcher.com/?vurl=leanblog If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

Podcast #127 is a very special conversation with a leader and a hero of mine in the world of patient safety, Richard P. Shannon, MD. Dr. Shannon is a cardiologist and is Chair, Department of Medicine, University of Pennsylvania School of Medicine and the Hospital of the University of Pennsylvania as well as the Senior Vice Chair for Clinical Affairs, Department of Medicine.Dr. Shannon was an early pioneer in the use of Lean and Toyota methods to improve outcomes and patient safety, namely the reduction of hospital acquired central line bloodstream infections when he was at Allegheny General Hospital, near Pittsburgh, as documented in Naida Grunden’s book "The Pittsburgh Way to Efficient Healthcare: Improving Patient Care Using Toyota-Based Methods. Dr. Shannon learned from PRHI and Paul O’Neill, my guest In episode #124 (www.leanblog.org/124) This podcast was produced in conjunction with the Healthcare Value Network. Visit their website at http://www.healthcarevalueleaders.org. To point others to this, use the simple URL: www.leanblog.org/127. You can leave comments there, as well. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

I have a very special guest for Podcast #124, he is Paul O'Neill, the U.S. Treasury Secretary from 2000 to 2001 and former CEO of Alcoa. Mr. O'Neill is sharing his thoughts on patient safety and healthcare, including his time spent as the Chair of the Pittsburgh Regional Health Initiative and his work with Dr. Richard Shannon in dramatically reducing hospital acquired infections to near their "theoretical limit" of zero. Dr. Shannon will be a podcast guest next month. Mr. O'Neill talks about the leadership required to have such an impact on safety and quality, drawing on lessons from his years as Alcoa's CEO. To point others to this, use the simple URL: www.leanblog.org/124. This podcast was produced in conjunction with the Healthcare Value Network as a continuation of their previous podcast series -- http://hcvln.org/podcast For earlier episodes, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast. About Paul O'Neill: Paul O'Neill is a founder of Value Capture, LLC, where he provides counsel and support to health care executives and policymakers who share his conviction that the value of health care operations can be increased by 50% or more through the pursuit of perfect safety and clinical outcomes. He was the 72nd Secretary of the U.S. Treasury, serving from 2001 to 2002. During his 21 month tenure, the lost workday rate among Treasury employees fell by more than 50%. He was the chairman and CEO of Alcoa from 1987 to 1999 and retired as chairman at the end of 2000. Mr. O'Neill led Alcoa to become the safest workplace in the world, while increasing its market capitalization by more than 800%. Today, Alcoa operates across more than 40 countries at a lost workday rate that is 20 times lower than the average rate for American hospitals. Prior to joining Alcoa, Mr. O'Neill was president of International Paper Company from 1987 to 1985 and was vice president from 1977 to 1985. He served as the deputy director of the U.S. Office of Management and Budget from 1974 to 1977, where he served on staff beginning in 1967. He worked as a computer systems analyst with the U.S. Veterans Administration from 1961 to 1966. During his government service, Mr. O'Neill helped to shape many of the policies which define the American health care system today. He serves as a board member at the National Quality Forum, RAND, and more than a dozen other major corporations and non-profit organizations.