Podcasts about people solutions

A gap year is a break taken between High School and college or university enrolment. A gap year gives students a break from academics to discover themselves and consider what kind of education and career they want to pursue. Today we are joined by Laura Pycraft, Head of People Solutions at Humanity Consulting, who talks to us about taking a gap year in South Africa.See omnystudio.com/listener for privacy information.

The healthcare industry is facing a critical talent shortage. In this episode, we tackle this challenge head-on with Joe Marino, COO of Hueman People Solutions. Joe dives deep into the persistent barriers in recruiting, retaining, and engaging healthcare staff, offering insights on how hospitals and health systems can navigate these issues. Discover the crucial role of technology in attracting and nurturing top talent, and explore the key elements of an effective talent acquisition strategy. Joe showcases Hueman's innovative approach and shares inspiring success stories from their hospital and health system partners. Get ready for actionable advice as Joe prepares you for the 2024 talent landscape, leaving you equipped to strengthen your teams, improve operations, and ultimately, enhance patient outcomes.This episode is sponsored by Hueman.

In a special edition of the Highway to Health podcast, host David Kemp steps out of the studio and onto the greens of Maridoe Golf Club in Carrollton, Texas. This episode features a candid discussion on the intersection of personal loss and mental health in the workplace with Matt Brost, Vice President of Health & Welfare and People Solutions at Lockton Companies.The conversation with Matt Brost delves into his personal experiences with loss during the COVID-19 pandemic and how it impacted his mental health and work life. Brost shares the story of losing his father-in-law and father on the same day while also grappling with his demanding job role and his own family's battle with COVID-19. This poignant narrative sets the stage for a broader discussion on the importance of mental health support in the workplace and the role of employers in fostering well-being among employees.Brost emphasizes the need for mental health solutions that are both effective and accessible, highlighting the challenges he faced and the support systems that helped him persevere. The episode also touches on healthcare consumerism, advocating for patients to become more informed and proactive in their healthcare choices, leading to better outcomes and cost savings for employees and employers. David Kemp and Matt Brost explore the delicate balance of providing quality care, managing costs, and the critical role of mental health awareness in creating resilient communities within the workplace.

"One of the things that a lot of our industry struggled with was trying to regulate employees and not let them have their phone in their hand, but we actually encourage it. We ask them to help us do TikToks. Everybody gets involved. It really brings in a sense of camaraderie. We're not constantly saying, 'Get off your phone. Get off your phone. Get off your phone.' We're encouraging them: get on your phone, take the pictures, take the videos, promote the brand." Michele Corkins, Senior Manager, People Solutions, Hawaiian Bros Island Grill We're Only Human -- Episode 162 Think about this research stat: One out of every two frontline workers thinks they aren't treated equitably with corporate staff. In our 2022 Frontline Worker Study that covered thousands of frontline staff around the world, we found so many different insights that are helpful for understanding how to build an employee experience that supports, connects, and engages these critical employees. Today's podcast episode is a replay of a conversation between Ben and three HR leaders at frontline employers: Michele Corkins of Hawaiian Bros Island Grill Gemma Elay of Hawksmoor Ana Ledesma of Just Salad Listen in to hear what tools they use to support their people, what resources they think are more relevant to frontline staff, and more. Thanks to Harri for connecting us! Show Notes Check out the frontline research report with additional takeaways Thanks to Harri, one of the world's leading platforms for supporting frontline employers, for hosting the conversation with Michele, Gemma, and Ana! Check out our show archives and sign up for updates so you don't miss an episode

    Relebogile speaks to Head of People Solutions at Humanity Consulting, Laura Pycraft in recognition of corporate wellness week, highlighting the importance of workplace wellness programs and the need to create a healthy work environment.See omnystudio.com/listener for privacy information.

Episode 27 - 1/25/2023  Leo joins the podcast for our first in-depth conversation about Total Rewards. We cover Total Rewards at a high level but also focus on how Total Rewards Strategies can be leveraged in today's uncertain economy. Leo also connects the dots of how to engage your employees with Total Rewards to drive the best employee experience.   Noted in Podcast:  HR HOTSAUCE “Favorite song to bring you out of a funk playlist”:  Coldplay   What Leo is listening to:   Marketing School Podcast  Book: Atomic Habits   Our Guest, Leo Tokar  Leo serves as President, People Solutions and partner with Lockton Companies, a consulting and brokerage firm that provides insurance, risk management, total rewards, employee benefits and retirement solutions. Lockton is the 8th largest risk and benefits management firm in the world and the largest firm that is private and independent.  Leo leads the strategy and financial performance of health & welfare, retirement, and executive benefits practices. In addition, he oversees consulting teams for key accounts and manages employee benefits and total rewards strategy for public and private organizations in a variety of industries.   Leo has a MS in Marketing and MBS from the University of Colorado executive programs, and a Bachelor of Science Degree in Economics from the University of Kansas.   Leo is a current board member of Delta Dental of Colorado, Denver Metro Chamber, Ensemble Innovation Ventures, and the American Cancer Society. He is also a graduate of Leadership Denver and has won the “Forty Under 40” Award from the Denver Business Journal.  Leo.Tokar@lockton.com  LinkedIn: Leo Tokar  Lockton Website  ** Keep your eye out for their upcoming YouTube Channel: “Breaking Bad Rewards” which will go live within the next month! **  Our Sponsor: People Element    Understand, engage, inspire, and retain your people like never before.  People Element's employee experience and engagement solution delivers powerful intelligence, giving you the confidence to act.   www.peopleelement.com   LinkedIn: People Element   Twitter: @People_Element   Find Us:   On Twitter: @AllAboutHRPod, @TomsEngagingHR  Spotify: Spotify: All About HR Podcast  Apple Podcast: All About HR on Apple Podcasts 

This episode ventures outside the walls of Baker Tilly US to meet Androulla Soteri of Baker Tilly International, or BTI - a worldwide network of independent firms across 148 territories. As Director of People for our international network, Androulla shares how she focuses on the experience of team members, whether it's enhancing culture, expanding learning opportunities or finding new career paths. More to my Story highlights professionals at Baker Tilly and celebrates their unique passions and interests.

Join our resident Business Ninja Kelsey together with the CEO of Blanc Labs, Hamid Akbari, as they talk about the next generation of digital solutions in financial technology product engineering. Blanc Labs is a Toronto-based innovation consulting firm that builds and combines its expertise with creative and deep technical capabilities with unique accelerators that enables you to develop custom software solutions that strengthen your operations, align with your strategic goals, and embrace the human experience. They can help harness Enterprise Automation to deliver more value, which will enhance and drive the competitive advantage. Blanc Labs is ready to help through Solutions Engineering, Enterprise Automation, Systems Integration, and People Solutions. Do you also feel like the competition in your industry is massive? It's not just your imagination. As more and more businesses come into your industry, your customers are getting more skeptical than ever. And that can drastically hurt your client base and damage your bottom line. Learn more about how Blanc Labs can help your business using innovative financial technology through automation and product engineering by visiting their website at https://blanclabs.com/.-----Do you want to be interviewed for your business?  Schedule time with us, and we'll create a podcast like this for your business:  https://www.WriteForMe.io/-----https://www.facebook.com/writeforme.iohttps://www.instagram.com/writeforme.io/https://twitter.com/writeformeiohttps://www.linkedin.com/company/writeforme/https://www.pinterest.com/andysteuer/Want to be interviewed on our Business Ninjas podcast? Schedule time with us now, and we'll make it happen right away! Check out WriteForMe, more than just a Content Agency! See the Faces Behind The Voices on our YouTube Channel!

We need to face the facts - our Return to the Office strategies are failing. Giving away free beer once a week is not enough to make our employees WANT to come back to the office. So what will make them? That's what we are going to discuss today.  I'm joined by Helen Snowball, JLL's Global Head of People Solutions and Experience, to discuss how showing empathy, creating purpose and delivering enhanced employee experiences are the keys to attracting and retaining talent in the post pandemic world.  Show notes: 00:30  Intro to Helen Snowball, Global Head of People Solutions and Experience, JLL 03:30  How delivering enhanced employee experiences can help attract and retain the best talent 07:55  How JLL has managed the transition back to the office for its 100,000+ workforce by implementing the hybrid model that employees want 12:30  How upskilling middle management to manage hybrid work environments is vital to make your return to the office successful  14:30  Why ignoring the human impact of the pandemic - and a lack of empathy - has led to the failure of most our return to the office strategies   18:30  The importance of trust when implementing a hybrid work strategy - and why hybrid should be viewed as an opportunity, not a threat 23:30  What can companies do (spoiler alert: focus on purpose) to attract and retain the best talent and mitigate the risk of the Great Resignation? 31:30  What mistakes do companies make with their return to the office strategies and initiatives? 34:30  What advice do you have for people trying to redesign their organisations for the Future of Work? 37:30  What do you do to keep yourself motivated, energised and inspired?

Join our business ninja resident Kelsey, together with Nasser Ghazi of Tenacitics, which is a software development and IT consulting firm and has built strong talent in software architecture, design, and business development and analytics, specializing in the Microsoft Asure platform and specializes in building stack applications for enterprise and consumer spaces in media, retail, FinTech, and InsurTech, as well as banking and insurance sectors. Learn more about them at https://tenacitics.com/.-----Do you want to be interviewed for your business?  Schedule time with us, and we'll create a podcast like this for your business:  https://www.WriteForMe.io/-----https://www.facebook.com/writeforme.iohttps://www.instagram.com/writeforme.io/https://twitter.com/writeformeiohttps://www.linkedin.com/company/writeforme/https://www.pinterest.com/andysteuer/

As a self-proclaimed "people person", Kate Hemat-Siraky is one of the lucky ones who has always known what she wanted to do in life: to work with people. After an impressive career in People Experience (she hates the term HR), gravitating toward the food, beverage, hospitality, sport & events space, Kate decided to move back to the Sunshine Coast to open her own business, Zest People Solutions. the thought process was that if she applied the same stamina and grit to her own thing, surely it couldn't fail. And in fact, she has never been busier! Still working firmly in the hospitality industry, Kate also finds much of her work coaching people from different sectors and levels, from journalists, scientists, software engineers, sommeliers, and people & culture professionals. In today's episode, Kate divulges pearls of wisdom around post-COVID dynamic changes, labour shortages, the importance of and steps to excellent employee experience, "Why Statements", human-centred design and strength-based leadership.

LIVE from SOAHR 2022: Sarah Rodehorst, Onwards HR, and Jen Bender, Change Healthcare (North Fulton Business Radio, Episode 484) Sarah Rodehorst, CEO of Onwards HR, and her client, Jen Bender, Senior VP of People Solutions for Change Healthcare, joined host John Ray to discuss the Onwards HR Separations Platform. Sarah talked about the advantages of […]

LIVE from SOAHR 2022: Sarah Rodehorst, Onwards HR, and Jen Bender, Change Healthcare (North Fulton Business Radio, Episode 484) Sarah Rodehorst, CEO of Onwards HR, and her client, Jen Bender, Senior VP of People Solutions for Change Healthcare, joined host John Ray to discuss the Onwards HR Separations Platform. Sarah talked about the advantages of […] The post LIVE from SOAHR 2022: Sarah Rodehorst, Onwards HR, and Jen Bender, Change Healthcare appeared first on Business RadioX ®.

Managing people is one of the hardest things that you do as a leader. Every day leaders complain about their teams and try to create new ones as though that would solve the problem. In this episode, Justin L. Harris, a certified Human Resources Professional and Practitioner with over 20 years of experience, shows us that there is a better way to manage people and lead them towards productivity. Throughout the podcast, he echoes the importance of knowing your craft, and because he has achieved mastery in his career, he can share insights gathered over the years. As you listen to this podcast, you'll hear solutions to people management problems, and discover ways to manage and lead teams from a pro who's done it consistently and is now training others.  

Tripti shares her passion for the role of HR in delivering Novartis' purpose, to reimagine medicine. Discussing the role of individuals in organisational transformation, Tripti talks about shaping leadership and talent in a way that brings culture to life. Discussing her work to make career opportunities more transparent, Tripti provides an example of a pilot mentoring programme that is more agile, encourages a mindset change and empowers talent. Advocating that the best way to drive Diversity, Equity & Inclusion is to ‘listen to learn', Tripti describes the approach of giving leaders the tools to listen, as listening is perhaps one of the most presumed skills, and how this approach creates transformation. Here's a snapshot of a few things we talked about: [3:50] HR for the work of reimagining medicine   [5:40] A different look at transformation – personal change [7:29] Shaping leadership and talent to bring a culture to life [12:45] Making career opportunities more transparent [16:30] DE&I must be reflected in a business' work and how listening to learn drives DE&I [25:00] Using individual superpowers and a learning approach to achieve collective success Referenced resources Cutting Edge Parental & Family Leave Policy and Practice “I love How HR Leaders Change the World” – if that sounds like you, please consider rating and reviewing our show! This helps us achieve our goal, to reach more of your peers, so we can all contribute to further and faster change. Scroll to the bottom, tap to rate with five stars, and select “Write a Review”. Be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast. We'll add a bunch of bonus episodes to the feed and, if you're not following, there's a good chance you'll miss out. Follow How HR Leaders Change the World today! 

Das Management ist immer ein zentraler Bestandteil im Wirken von Private Equity. Trotzdem haben viele Finanzinvestoren keine durchdachte Personalstrategie. Warum eigentlich?

Today we have the Founder and Director of Able and Rush, People Solutions, Ltd. Book in the Summer – Speak Up Listen Down LinkedIn David Howell Ableandrush.com Experienced Base Manager and trainer with a demonstrated history of working in the law enforcement industry. Skilled in Crew Resource Management, Flight Safety, Helicopters and Aviation. Strong operations professional with a Graduate Certificate focused in Business Management from Staffordshire University. Worked with The Jamaica Constabulary Force and Jamaica Defense Force to develop their helicopter operation and working practices. Bullying England, Uttoxeter Human element to aircraft crashes People are the missing link no matter how good the technology Are our solutions becoming part of the problem or even a bigger problem? People dealing with the change, where are they before the change, what are they feeling or experiencing What can leaders be doing better to effect more change today Founders mentality Psychometrics What is creating toxic culture, psychological safety Your personality will change based on your surroundings, your environment, your circle Don't chase culture… Behavior needs to change, self awareness Change experience around them Self managing groups Bermuda Triangle Success breeds success How do you know if you don't look? Throw darts in the dark Turn the lights on Q23 Remain human… There is more to life than work We speak least about the things that matter most Whatever is unspoken is hardest to change _________   Visit GoLeadEverything.com to find me on social or YouTube.   Subscribe, like, rate, review, and share... you know the drill.   Soundtrack Credit: Hot Coffee – Patrick Patrikios

Charlie Garcia, president of C Garcia and Associates, has learned that every project management problem really needs a people-focused solution. He grew up in the construction industry and learned early on to take responsibility for what's broken AND what's going right. In this episode, you'll hear Charlie describe a problem completely caused by other people but making him look bad. Like losing millions of dollars bad. He lost a lot of sleep fixing this hot mess, but didn't waste a second trying to blame others. He simply got to work. During this episode listen to Charlie tell how he solved an expensive problem by working with people, not against them. Plus many more insights like these: If you're growing and leading, hot messes are unavoidable If you can't figure out what's going on, go watch the problem in action A plan isn't the only thing you need to be successful Don't circumvent the process; running your ideas up the chain of command is essential Take responsibility for solving problems...not fixing people. Being stuck in emotion stops you solving problems The curse of the overachiever: you think you're failing; others think you're a rock star There is great wisdom in a multitude of experiences. You don't need others' permission to lead. Success comes from taking risks. Instead of saying, "What don't I have?" Ask, "What do I have? To be successful, be more selfish. Selfishness means taking the responsibility AND the rewards. Don't be Teflon Pete. What overachievers get wrong about outpacing other people If you have a hard time asking for help, at least seek counsel Simple solutions have big impact Powerful self coaching questions you can use to feel successful About Charlie Garcia Charlie J. Garcia is the owner and President of C Garcia Associates consulting firm and has won numerous awards including the 1994 Entrepreneur of the Year by Ernst and Young, and Small Businessman of the Year in 2000 by the SBA. He has proudly called Indianapolis his home since the late 1980s. Born in San Francisco, California, Garcia attended the College of San Mateo, and graduated from the Way College of Biblical Research. Garcia attended Butler University, and has also graduated from Dartmouth University, and University of California, Los Angeles Executive Programs. Charlie has served the business and nonprofit community extensively on boards such as Butler University, Bank One (Indiana) Federal Reserve Bank, the Greater Indianapolis Chamber of Commerce, the Indianapolis Museum of Art, Eiteljorg Museum, Central Indiana Corporate Partnership, Indiana Progress Industry Committee, Crossroads of America Boy Scouts, and the Challenge School Academy Charter School. Garcia's greatest contributions in many ways are his efforts to mentor aspiring entrepreneurs. The mentoring program he developed has been adopted by the Greater Indianapolis Chamber of Commerce to assist minority and women-owned businesses to grow at rates of 20 to 60 percent. Lead Kick Ass Meetings: Complimentary Resource Meetings are a really expensive use of your time. It only makes sense that they need to be more productive and valuable. Instead of running meetings that could have been an email, lead powerful meetings that have purpose, participation, and problem solving.

In part two of our conversation with Tripti Jha, we discuss the importance of skills, building a skill-fueled culture, and how you might approach the talent marketplace as a way to bring in new skills to the organization, and to build skills more effectively in the organization. Guest: Tripti Jha, Chief Talent and People Solutions officer at Novartis Website: https://bit.ly/2XAZ7pp

Tripti Jha, Novartis discusses the shift away from seeing well-being as a benefit, as well as how the unbossed culture journey that Novartis started prior to the pandemic has allowed them to focus both on understanding and meeting employee needs, and working toward their vision and purpose for the future of working. Guest: Tripti Jha, Chief Talent and People Solutions officer at Novartis Website: https://bit.ly/2XAZ7pp

Die Herausforderung für Organisationen, Fachkräfte zu finden, binden und zu entwickeln, ist in den letzten Jahren immer größer geworden – und es ist keine Neuigkeit, dass der Trend sich weiter verschärfen wird. Gemeinsam mit Tanja Büchsenschütz, Director HR, SD Worx, haben wir einige zentrale Herausforderungen der HR-Arbeit für Unternehmen aus unterschiedlichen Perspektiven beleuchtet. Tanja konnte hier wertvolle Einblicke gewähren, da Sie zum einem bei einem Unternehmen arbeitet, das andere Unternehmen bei der Implementierung von HR-Software unterstützt und zum anderen als Head of HR täglich hands-on an diesen Themen arbeitet. Folgende Bereiche haben wir besprochen: ✅ Veränderte Kräfte auf dem Arbeitsmarkt und die Auswirkungen für HR-Arbeit in Unternehmen. ✅ Wie Employer Branding, Social Media Kommunikation und HR-Arbeit miteinander verknüpft sind? ✅ Keep your staff on board – die Herausforderung Fachkräfte zu binden! ✅ Herausforderung und Chancen von hybriden Arbeitsformen ✅ Welche Skills sollten Beschäftigte in der Zukunft haben? ✅ Wie sieht HR-Arbeit in der Zukunft aus? Es war ein spannender Ausritt in verschiedene Bereiche der HR-Arbeit – Tanja war eine tolle Gesprächspartnerin und ich habe auch wieder eine Menge gelernt. Zum Unternehmen: SD Worx ist ein Unternehmen, mit Hauptsitz in Belgien. SD Worx ist Software-Dienstleister für rund 68.000 Kunden in Europa, mit dem Kerngeschäft in der digitalen Entgeltabrechnung. Die Palette der HR-Softwareprodukte deckt jedoch mittlerweile den kompletten Lifecycle für Beschäftigte (People Solutions) ab. Link: www.sdworx.de Folge direkt herunterladen

Die Herausforderung für Organisationen, Fachkräfte zu finden, binden und zu entwickeln, ist in den letzten Jahren immer größer geworden – und es ist keine Neuigkeit, dass der Trend sich weiter verschärfen wird. Gemeinsam mit Tanja Büchsenschütz, Director HR, SD Worx, haben wir einige zentrale Herausforderungen der HR-Arbeit für Unternehmen aus unterschiedlichen Perspektiven beleuchtet. Tanja konnte hier wertvolle Einblicke gewähren, da Sie zum einem bei einem Unternehmen arbeitet, das andere Unternehmen bei der Implementierung von HR-Software unterstützt und zum anderen als Head of HR täglich hands-on an diesen Themen arbeitet. Folgende Bereiche haben wir besprochen: ✅ Veränderte Kräfte auf dem Arbeitsmarkt und die Auswirkungen für HR-Arbeit in Unternehmen. ✅ Wie Employer Branding, Social Media Kommunikation und HR-Arbeit miteinander verknüpft sind? ✅ Keep your staff on board – die Herausforderung Fachkräfte zu binden! ✅ Herausforderung und Chancen von hybriden Arbeitsformen ✅ Welche Skills sollten Beschäftigte in der Zukunft haben? ✅ Wie sieht HR-Arbeit in der Zukunft aus? Es war ein spannender Ausritt in verschiedene Bereiche der HR-Arbeit – Tanja war eine tolle Gesprächspartnerin und ich habe auch wieder eine Menge gelernt. Zum Unternehmen: SD Worx ist ein Unternehmen, mit Hauptsitz in Belgien. SD Worx ist Software-Dienstleister für rund 68.000 Kunden in Europa, mit dem Kerngeschäft in der digitalen Entgeltabrechnung. Die Palette der HR-Softwareprodukte deckt jedoch mittlerweile den kompletten Lifecycle für Beschäftigte (People Solutions) ab. Link: www.sdworx.de Folge direkt herunterladen

We are delighted to welcome back Marie onto the podcast for the second time! Marie Piercy is the Founder & MD of Chrysalis People Solutions. Chrysalis is a recruitment business driven by real values, separating them from the traditional agency methods. The business generated 6 figures in year one and has had year-on-year growth ever since, and they provide Recruitment, HR, Training, Mental Health & well-being solutions to amazing businesses throughout the UK. The business is in a great position coming out of the pandemic and over the past year, they've pivoted, expanded their offering to their clients and they've franchised the business. The topic of this episode is on the franchise model, and in particular for the recruitment industry. What is it, and why would someone set one up? What does Marie look for in a potential franchisee that can guarantee success?  Top advice to those considering becoming a franchisee, and to business owners looking to go down the franchise route. Links to connect with Marie : https://www.linkedin.com/in/%F0%9F%A6%8B-marie-piercy-%F0%9F%A6%8B-9b4a4946/ ---------- This podcast episode is proudly sponsored by https://hoxomedia.com/ (Hoxo Media) and https://www.vincere.io/?utm_source=other&utm_medium=referral&utm_content=recruiter%27s%20recruitment%20podcast&utm_campaign=vincere (Vincere.io) Hoxo Media is the leading marketing agency for recruitment businesses. For further details on their 8-week academy, contact Lysha (07855 778617) or go to the link below: https://personalbrand.hoxomedia.com/lysha-holmes (https://personalbrand.hoxomedia.com/lysha-holmes) Vincere.io is THE Recruitment Operating System. A single tech platform to unify your CRM and ATS, website, candidate and client portals, shift scheduler, timesheets, analytics, and video interviewing. For further details on Vincere, click on the link here  https://bit.ly/3lstXtp (https://bit.ly/3lstXtp) ----------- You can also watch this episode on our Youtube channel - https://youtu.be/8sfy6oKoXKg (https://youtu.be/8sfy6oKoXKg)

Vamos falar nesse Called to Coach sobre o Talento Ativação com o convidado Pedro Penido. Pedro é casado com a Vivian desde 2013, pai do Benjamin e da Celeste. Publicitário por formação, Pedro tem especialização em Liderança, Cultura e Teologia pela Hillsong College (Austrália) e certificação em Accelerated Strengths Coaching pela Gallup. Tem experiência atuando em diversas áreas como Compras e Customer Service na IBM, Publicidade e Esportes pela Soccer de Brazil Academy, na Austrália. Desde 2017 empreende na área de Soluções para Pessoas com sua empresa People Business, oferecendo acompanhamentos e treinamentos para os temas de Cultura Organizacional, Liderança e Soft Skills, Pontos Fortes, e Comunicação. Atua também como professor na Escola Conquer, uma das maiores referências no que diz respeito à educação da nova economia, no Brasil. Através dessa e por sua organização, já treinou mais de 5500 pessoas em empresas como ABInBev, Roche, Nubank, Levi's, Ifood, sem contar o curso on-line sobre Inteligência Emocional, no qual foi professor em 3 das 7 aulas para mais de 700 mil alunos inscritos. TOP 05 Pedro Penido: Empatia, Conexão, Crença, Ativação, Desenvolvimento English: He has been married to Vivian since 2013, and has two children: Benjamin and Celeste. An advertiser by training, Pedro holds a specialization in Leadership, Culture and Theology from Hillsong College (Australia) and certification in Accelerated Strengths Coaching from Gallup. He has experience working in several areas such as Purchasing and Customer Service at IBM, Advertising and Sports at Soccer de Brazil Academy, in Australia. Since 2017 he has been working in the People Solutions area with his company People Business, offering follow-up and training on the themes of Organizational Culture, Leadership and Soft Skills, Strengths, and Communication. He also works as a teacher at Escola Conquer, one of the biggest references in terms of education for the new economy in Brazil. Through Conquer and his organization, he has trained more than 5500 people in companies such as ABInBev, Roche, Nubank, Levi's, Ifood, not counting the Conquer's online course on Emotional Intelligence, in which he taught in 3 of the 7 classes for more than 700 thousand students enrolled. Pedro´s Top 05: Empathy, Connectedness, Belief, Activator, Developer Yuri Trafane formou-se em Gestão de Marketing pela ESPM após ter cursado Química na UNICAMP. Possui dois MBAs, um pela USP e outro pela FGV, seguido de um pós-MBA pela FIA, uma certificação em coaching pela ATD USA e uma especialização em Strength Based Coaching pela Gallup USA. Com sólida formação acadêmica, construiu sua experiência profissional como executivo em empresas renomadas, como Johnson & Johnson, Unilever, Parmalat, Bauducco e Grupo Abril.Atualmente dirige a Ynner Treinamentos, empresa de treinamento e consultoria especializada em Gestão, Estratégia, Vendas e Marketing, onde teve o privilégio de formar executivos de empresas de destaque como Bayer, Nestlé, Bosch, Nívea, Walmart, 3M, Eaton , Emerson, Mercedes-Benz, FMC, Mary Kay, Sanofi, Saint Gobain e várias outras. Ynner é a representante oficial da Gallup no Brasil. Yuri's Top 5 CliftonStrengths: Input (Input), Estudioso (Learner), Ativação (Activator), Significância (Significance), Relacionamento (Relator) Learn more about Gallup's other resources for strengths-based coaching: • Articles & Videos • Webcasts • Guides & Reports • Subscribe to our Newsletter To learn about Gallup's other resources for strengths-based coaching, visit Gallup Access. Called to Coach is a Gallup Webcast (via YouTube) that allows current and prospective coaches to interact with strengths coaches who have found success in strengths-based development.

Vamos falar nesse Called to Coach sobre o Talento Ativação com o convidado Pedro Penido. Pedro é casado com a Vivian desde 2013, pai do Benjamin e da Celeste. Publicitário por formação, Pedro tem especialização em Liderança, Cultura e Teologia pela Hillsong College (Austrália) e certificação em Accelerated Strengths Coaching pela Gallup. Tem experiência atuando em diversas áreas como Compras e Customer Service na IBM, Publicidade e Esportes pela Soccer de Brazil Academy, na Austrália. Desde 2017 empreende na área de Soluções para Pessoas com sua empresa People Business, oferecendo acompanhamentos e treinamentos para os temas de Cultura Organizacional, Liderança e Soft Skills, Pontos Fortes, e Comunicação. Atua também como professor na Escola Conquer, uma das maiores referências no que diz respeito à educação da nova economia, no Brasil. Através dessa e por sua organização, já treinou mais de 5500 pessoas em empresas como ABInBev, Roche, Nubank, Levi's, Ifood, sem contar o curso on-line sobre Inteligência Emocional, no qual foi professor em 3 das 7 aulas para mais de 700 mil alunos inscritos. TOP 05 Pedro Penido: Empatia, Conexão, Crença, Ativação, Desenvolvimento English: He has been married to Vivian since 2013, and has two children: Benjamin and Celeste. An advertiser by training, Pedro holds a specialization in Leadership, Culture and Theology from Hillsong College (Australia) and certification in Accelerated Strengths Coaching from Gallup. He has experience working in several areas such as Purchasing and Customer Service at IBM, Advertising and Sports at Soccer de Brazil Academy, in Australia. Since 2017 he has been working in the People Solutions area with his company People Business, offering follow-up and training on the themes of Organizational Culture, Leadership and Soft Skills, Strengths, and Communication. He also works as a teacher at Escola Conquer, one of the biggest references in terms of education for the new economy in Brazil. Through Conquer and his organization, he has trained more than 5500 people in companies such as ABInBev, Roche, Nubank, Levi's, Ifood, not counting the Conquer's online course on Emotional Intelligence, in which he taught in 3 of the 7 classes for more than 700 thousand students enrolled. Pedro´s Top 05: Empathy, Connectedness, Belief, Activator, Developer Yuri Trafane formou-se em Gestão de Marketing pela ESPM após ter cursado Química na UNICAMP. Possui dois MBAs, um pela USP e outro pela FGV, seguido de um pós-MBA pela FIA, uma certificação em coaching pela ATD USA e uma especialização em Strength Based Coaching pela Gallup USA. Com sólida formação acadêmica, construiu sua experiência profissional como executivo em empresas renomadas, como Johnson & Johnson, Unilever, Parmalat, Bauducco e Grupo Abril.Atualmente dirige a Ynner Treinamentos, empresa de treinamento e consultoria especializada em Gestão, Estratégia, Vendas e Marketing, onde teve o privilégio de formar executivos de empresas de destaque como Bayer, Nestlé, Bosch, Nívea, Walmart, 3M, Eaton , Emerson, Mercedes-Benz, FMC, Mary Kay, Sanofi, Saint Gobain e várias outras. Ynner é a representante oficial da Gallup no Brasil. Yuri's Top 5 CliftonStrengths: Input (Input), Estudioso (Learner), Ativação (Activator), Significância (Significance), Relacionamento (Relator) Learn more about Gallup's other resources for strengths-based coaching: • Articles & Videos • Webcasts • Guides & Reports • Subscribe to our Newsletter To learn about Gallup's other resources for strengths-based coaching, visit Gallup Access. Called to Coach is a Gallup Webcast (via YouTube) that allows current and prospective coaches to interact with strengths coaches who have found success in strengths-based development.

In this episode, you will hear about: - Hjalmar's transition from a product focus to people focus - Thoughts on how to balance being an equal part of the team and being the decision-maker - Suggestions to build a culture where “what is right” is more important than “who is right” - Hjalmar's way to create and nurture a thriving company culture at GRID - His prediction about the future office - will it be co-located or virtual? - A decision to hire a coach, the value GRID gets from having a coach in-house, and how do their investors look at spending the cash on the coach - Hiring mistakes you as a leader will inevitably make and what can you do when people on your team underperform - How do you draw a line between being professional with your people and having a personal relationship with them Enjoy and stay Genius, Anna Learn more about GRID here: http://grid.is and connect with Hjalmar on LinkedIn: https://www.linkedin.com/in/hjalli/ Schedule your strategy call here:  https://annaliebel.as.me/strategycall Join the Sustainable Leadership Masterclass here:  https://mailchi.mp/11a2349d5780/masterclassdefine

Challenging talent markets and the increasing adoption of AI-driven technology are driving a revolution in recruiting. We now see recruiting automation happening in many ways, and it's becoming clear that talent acquisition is changing forever. So how can employers use AI and automation technology to benefit recruiters and hiring managers and radically enhance the candidate experience? To help answer these questions in a practical way, I have two brilliant guests: Rhonda Lloyd, Director of People Solutions & Recruiting at Webhelp and Barb Hyman, CEO at Predictive Hire. In the interview, we discuss: How Webhelp is addressing recruiting challenges across the globe Putting candidates in control Is this the most innovative time we've ever seen in talent acquisition? Humans don't scale Automation and Smart Technology Finding undiscovered talent The end of the resume? Giving personalized feedback to every candidate Increasing both speed and quality Re-imagining the role of the recruiter Ethics and transparency Advice to talent acquisition leaders around AI vendors Why the future is personalized Listen to this podcast in Apple Podcasts.

Challenging talent markets and the increasing adoption of AI-driven technology are driving a revolution in recruiting. We now see recruiting automation happening in many ways, and it's becoming clear that talent acquisition is changing forever. So how can employers use AI and automation technology to benefit recruiters and hiring managers and radically enhance the candidate experience? To help answer these questions in a practical way, I have two brilliant guests: Rhonda Lloyd, Director of People Solutions & Recruiting at Webhelp and Barb Hyman, CEO at Predictive Hire. In the interview, we discuss: How Webhelp is addressing recruiting challenges across the globe Putting candidates in control Is this the most innovative time we've ever seen in talent acquisition? Humans don't scale Automation and Smart Technology Finding undiscovered talent The end of the resume? Giving personalized feedback to every candidate Increasing both speed and quality Re-imagining the role of the recruiter Ethics and transparency Advice to talent acquisition leaders around AI vendors Why the future is personalized Listen to this podcast in Apple Podcasts.

Challenging talent markets and the increasing adoption of AI-driven technology are driving a revolution in recruiting. We now see recruiting automation happening in many ways, and it's becoming clear that talent acquisition is changing forever. So how can employers use AI and automation technology to benefit recruiters and hiring managers and radically enhance the candidate experience? To help answer these questions in a practical way, I have two brilliant guests: Rhonda Lloyd, Director of People Solutions & Recruiting at Webhelp and Barb Hyman, CEO at Predictive Hire. In the interview, we discuss: How Webhelp is addressing recruiting challenges across the globe Putting candidates in control Is this the most innovative time we've ever seen in talent acquisition? Humans don't scale Automation and Smart Technology Finding undiscovered talent The end of the resume? Giving personalized feedback to every candidate Increasing both speed and quality Re-imagining the role of the recruiter Ethics and transparency Advice to talent acquisition leaders around AI vendors Why the future is personalized Listen to this podcast in Apple Podcasts.

Brett Cooper is President and co-founder of Integris Performance Advisors and Evans Kerrigan who is the CEO and also co-founder of Integris. They wrote the number one bestselling book, Solving the People Problem. This show is packed with hacks and tips, you'll learn: As leaders, we don't really have as many people problems as we think When people have a different perspective, that's an opportunity, not a cost or a challenge Why 62% of employees blame negative workplace conflict on personality differences How using psychometric tools helps your build great engagements and relationships Get your free special gift – DISC EQ REPORT https://solvingthepeopleproblem.com/disc-eq/ (Access Code HACKER) Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Bret and Evans below: Brett on LinkedIn: https://www.linkedin.com/in/brettmcooper/ Evans on LinkedIn: https://www.linkedin.com/in/evanskerrigan/ Integris Website: https://integrispa.com Solving The People Problem Website: https://solvingthepeopleproblem.com   Full Transcript Below ----more---- Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Joining me on the show today is Brett Cooper and Evans Kerrigan, both co-founders of Integris Performance Advisors. They co-wrote the number one bestselling book, Solving the People Problem. And before we get a chance to speak with both Evans and Brett, it's The Leadership Hacker News.   The Leadership Hacker News Steve Rush: In the news today, we explored the characteristics that folk are looking for from their leaders, particularly the end of a pandemic. The CMI completed some research to see if the behaviors that folks are looking for have changed over time. COVID weary and locked down Fatigued. Employees are looking to their managers now to lead them through the gloom and giving the much-needed energy, inspiration, direction, and hope. So, let's dig in and find out what the CMI have told us.   In their research, they outlined what they believe to be the five key behaviors for leaders in 2021. They are charisma, resilience, empathy, and communication. So, charisma. Charismatic leaders inspire people to feel good about themselves and do great things and feel great about themselves. Managers who can do that. Not only achieve a lot more, but they achieve deeper, meaningful relationships. Yet many of us believe that charisma is something that's beyond us. Other people are charismatic. So how do we learn to be more charismatic? Well, by being authentic and more impactful in the way we present ourselves. Having a sense of purpose for the people around us and what we genuinely care with warmth and compassion. People naturally feel more charismatic towards us.   Second resilience. The pandemic has demanded resilience from everybody. And particularly for those that we manage, right? To build resilience in teams, managers need to remain positive, demonstrate positive energy and show great care for the people that they lead, doing whatever they can to help them. Go in the extra mile and making sure that we do whatever is possible in the current circumstances.   Empathy, empathy keeps it reappearing. It's a core tenant of any leader. So why is this prolific right now? Well, according to the CMI, trust is in short supply. Will I catch COVID from the person walking past me on the street? Is my boss going to make me redundant? Does the government really know what he's doing? So not only are we having this internal dialogue. Managers have to deal with this as well. Showing empathy is much harder to do when you remote working. It can be really difficult to gather that facial expression from a Zoom or an Ms Teams call. It means managers really need to ask how people are feeling and demonstrate they understand.   Communication. With so many people now working from home, in the future of work, being a co-working hybrid. Communication skills have never been more important to keeping workers engaged. Keep communicating with all colleagues, telling them what's happening, what they can expect and in return, what you'll be expecting from them. Lack of engagement amongst staff is bad for business. Finding time to stay in touch, talk through issues either as a team or one-on-one does take discipline and does take effort, but in doing so, it will mean that you reap the rewards for you and them alike. Communicating stories of hope, positivity is just what's needed right now. So, what's your key essential ingredients for leading your teams? Head over to our social media, posts on our sites and let us know exactly what you think are the most important characteristics of leadership coming out of the pandemic. That's been The Leadership Hacker News. If you have any news, stories or insights, we look forward to hearing from you.   Start of Podcast   Steve Rush: We have an awesome duo on the show today. We have Brett Cooper, who is President and co-founder of Integris Performance Advisors and Evans Kerrigan who's CEO and co-founder of Integris, and between them, they wrote the number one bestselling book, Solving the People Problem. Before we introduce them, you'll want to stick around to the end of the show because Brett and Evans have a very special gift that you can partake in, just by being part of our community, but Brett, Evans, welcome to The Leadership Hacker Podcast.   Brett Cooper: Thanks Steve, Excellent to be here.   Evans Kerrigan: Thanks, really looking forward to our conversation.   Steve Rush: Me too. So, what would be really helpful is for each of you, maybe just to give us a little sense of how you arrived at working together at Integris and a little bit about your backstory. So maybe Brett, you can kick us off.   Brett Cooper: Yeah, absolutely Steve, would be glad to do that. Evans and I have a long history together. We've been working together for almost 20 years. The first decade of our relationship was actually with a different organization. We were at the time in the early two thousand, working in the what's called the Lean Six Sigma Space. This is the process improvement methodology that was sweeping the world in late nineties and the early two thousand. And we were helping big organizations, GE, Cisco, Starwood, organizations like that implement this kind of process improvement methodology. And Evans, and I did a lot of really good projects back then, but one of the things we kept hearing from our clients was that they wanted to change the DNA of their organization. And we recognized at the time that the efforts that we were doing to train them on the skills associated with Lean and Six Sigma and process improvement, well that wasn't changing the DNA of the organization.   We realized that there was a gap in the work that we're doing, and that gap was really associated with activities related to leadership behaviors and team dynamics. And so, we started bringing a little bit more of the leadership and team dynamics into the work that we did and it started going so well that we decided that we wanted to take that on in a much larger way. So, we actually stepped out of the old organization and we launched our company, Integris Performance Advisors in 2011, with the idea of really going after the goal of expanding the existence of healthy organizations and great places to work. And we did that by continuing to do a little bit of the Lean Six Sigma process improvement work still, but we really got very focused on helping leaders be better leaders and teams be more effective. And that kind of set us up here. Evans, I'll let you take it over from there. Evans Kerrigan: Sure, Brett. So, we've been doing this work now for multiple years and we've just come more and more to the realization that if we can actually hear one another, listen to one other and understand the different perspectives we come from. It's amazing what people can do. Part of why we got into this as Brett mentioned, doing all the continuous improvement work, what we found was the limitations weren't that we would come up with bad answers to things. The limitations were on the execution, on getting buy-in from people, on the communication, on misperceptions that people had about what had been discussed and what hadn't been discussed. And it really came down to the fact that it is those relationships in those communications that are so critical. And we were fixing big business processes, but not fixing necessarily some of the underlying leadership team and individual communication issues and processes that actually drive the ship for most organization.   Steve Rush: It's an interesting philosophy, really, because for many years, folk have experienced a real kind of challenge when it comes to making change happen and efficiencies because they have a perception. You can change a process with a process. And actually, research has told us in the work that you doing has proven that's actually the behavior that changes the process.   Evans Kerrigan: Absolutely, and I can even go one step further. It's actually that mindset. It's that understanding that when people have a different perspective, that's an opportunity, not a cost or a challenge. It's actually, that's an opportunity. That's where we can learn. That's where we can move. That's where we can go forward. And all too often, that's not the normal human reaction to somebody having a different perspective or pushing back on a point. So, it's really if we can get people to actually, in our language, we talk about really honor those differences. That's really the secret sauce that enables a whole lot of challenges that have seemed really major, actually be addressed much more quickly.   Steve Rush: And talking to the secret sauce. You guys have been working together for over 20 years, lasting longer than many relationships do these years. What's the secret sauce in your relationship?   Brett Cooper: I got to say, it's largely what we write about in this book. As you will learn Steve, through this conversation, Evans and I are really different guys. We have different energy levels. We focus on different things. We have different communication styles, different personality styles. And early on in our relationship, we were able to recognize that those differences between us, those things are going to make us each stronger and they're going to make us stronger as a team. So, there are things that I bring to this relationship that Evans doesn't bring, and there are things that Evans brings to the relationship that I don't bring. And as Evans was just saying, we have learned to honor those differences and yeah, to your point 20 years later, it's just really effective in being able to create and run up a pretty successful business.   Steve Rush: What was the pivotal moment in you working together when you realize that actually it's about relationships that you need to focus on rather than process?   Brett Cooper: You know, for me, it was back, long before we started Integris, when we were really focused, almost exclusively on the process improvement kinds of methodology. And in my role with that business, I was the guy who was working with the executive teams to plan out the initiatives. And it really was one particular executive at one point used that phrase, hey, I want to change the DNA of this organization. And it doesn't seem like we're moving that needle. To me, that really held the mirror up and made me realize, you know what? We're doing some great work, but something has to change. And by having that mirror held up, it really allowed me and then through conversations with Evans, kind of say, you know what? There's a better way. Let's do this differently.   Steve Rush: Hmm. I love that. So, Evans, you collectively wrote the book, “Solving the People Problem”. So, when I read that, I thought, well, why didn't you write the book, “Creating the People Solutions?”   Evans Kerrigan: Well, there's actually kind of an interesting story around that whole title of the book. What we found was, we had people keep coming to us with what they termed people problems. And it's kind of a frequent thing in the consulting business. People come to you saying, hey, these people have a problem. At one point, the subtitle of this book was different. The subtitle of the book that we actually were thinking about using was, Solving the People Problem and the subtitle was, and You're the Problem. Because our belief is, we don't really have as many people problems as we think. People aren't the problem. Our inability to communicate, to honor one another's differences, to be able to actually see one another as individuals all the time, instead of as the issue that I have to kind of get through, that's actually the problem. It's not the people are a problem. It's that we don't necessarily communicate in the most effective way with one another. We don't work with what other well enough. And what we found is, part of why we use the people problem is because everybody thinks they have a lot of people problems. We just think they may be wrong. So, we want to redefine that a little bit. It's how do I actually work with people better, but it's not that other people are a problem.   Steve Rush: Yeah.   Brett Cooper: If I can chime in just to add to that. Steve, there was a research study on conflict in the workplace a couple of years ago that really was instrumental to do what we do. This study uncovered that 62% of employees blame negative workplace conflict on personality differences. Now, if we peel that back, it's actually a startling statistic. What's that saying is that 62% of us experienced the innate differences in the people around us as a potential source of conflict. So, we think that's a really big problem.   Steve Rush: That's huge.   Brett Cooper: That's what we call the people problem. It's not that the differences exist, but it's that far too many of us don't understand those differences. And more importantly, don't honor those differences. So, as we were naming the book, we recognize that the ideas that we were sharing really are at the heart of solving this people problem. And thus, a book title was born.   Steve Rush: Awesome. Love it. And to help peel back some of those layers and to help improve some of that, self-awareness, you've relied very much on psychometric testing to remove some of the emotion and provide some of the reality to those folks. How did you arrive at psychometric testing Evans?   Evans Kerrigan: Well, that was actually kind of really an interesting and simple way for us to go. Some of the research around emotional intelligence, which has been out their kind of over the last several decades. Show that people really kind of resonated with the general idea of if I can get better at my emotional intelligence, I'll be more effective. What people seem to struggle with though, was what were the steps I could take to actually start on that journey. And some of the research that we took a look at said that people self-identify themselves as emotionally intelligent, but those same people who identify themselves as having emotional intelligence at the same time, struggled to actually identify their own emotions unless they were relatively strong emotions. So, our ability to actually even discuss the topic and have that self-awareness most people are somewhat limited in that area. So psychometric testing gives us the ability to get us into that conversation, to provide us a language, to talk about what are our patterns, our biases, our general tendencies and strategies, and to do it in a non-judgmental way. Where emotions are bad. It's emotions just are. So how can we actually discuss them in a rational way to kind of take a look and better understand my own reactions, my own behaviors and what I might do to start to modify those. So, from a self-awareness perspective, it enables us to kind of pull back layers of the onion so that we can actually see how we are interacting with the world around us.   Steve Rush: And therefore, it becomes much more thoughtful in the conversations you have and less subjective, I guess?   Evans Kerrigan: Yeah. It's really helped us move from the almost natural human reaction of I'm right? So, others must be wrong. To say, no, there's actually a bunch of different perspectives. All of which may have some value, but if I start with that I'm right, so others must be wrong. I can't even hear the value on the other side. So, how do we kind of lift that conversation up a little bit? So, we can say, hmm, you know what? Those differences are opportunities for me, not stressors. And how the human brain works, we don't differentiate physical threat from social threat. So, if I look at somebody having a different perspective as a threat, I had that same fight or flight response that I might, if I were being chased by a wild animal. So, I've got to do something to interrupt that practice so that I can actually slow down a little bit, actually hear what the other perspective is and see what's there to learn, what's there to gain from and how can we move forward?   Steve Rush: Now, there are a number of different psychometric tests available in the marketplace. Many of which have been born from the work of Carl Young. You arrived at DISC and I just wondered how this helps you provided that language to help people better understand themselves, right?   Brett Cooper: Yeah, you're absolutely right. There are a number of tools out there and we believe that all of those tools have their place. Some of them are really good at helping you really understand yourself. Others are perhaps something you might use during the hiring process. What we have found is that DISC is a framework that works very, very well in the space that we're talking about here. The space of team dynamics, of getting people to understand what drives themselves and what drives other people. What allows people to communicate more effectively with each other. So, I can give a quick little understanding, explanation here of DISC. Steve Rush: That would be great.   Brett Cooper: DISC is actually an acronym. It's D-I-S-C and it's an acronym that stands for dominance, influence, steadiness and conscientiousness. And the thing that we love about this, DISC model is it's something that's very simple for people to understand and utilize in the workplace, because what it does is it uses two spectrums of observable behavior. The first spectrum is how fast paced and outspoken are you versus how cautious and reflective are you. And now most of us can think about our own pace and view others. And we can kind of say, hey, you're know what? That person is a little more fast paced. That person's a little more cautious, a little more reflective. So, it's something we can observe. The other spectrum looks at. Are you more questioning and skeptical when it comes to new ideas and new people, or are you more warm and accepting?   And again, this is something that we can essentially observe as we interact with people. So, what DISC does is, it takes those two spectrums and puts them together in a cross and essentially creates four quadrants. So, when we talk about the D the I, the S the C. Each one of those quadrants essentially is identified by this spectrum. So, taking it to the next step, D the dominance personality style, these are the people that are fast paced and outspoken, and they're questioning and skeptical. These style people are results driven, they're action driven. And they're going to challenge your thoughts. If we look at the, I quadrant. The I quadrant is people who are fast paced than outspoken, but they're warm and accepting. So, these are people that are moving really fast, but they're really focused on enthusiasm, collaboration. They're kind of life of the party, kind of people.   If we keep going around this DISC circle, we can get to the S, the steadiness quadrant. The steadiness people are warm and accepting of new ideas of new people, but they're a little more cautious, a little more reflective, right? There not speaking up. They're not the first to speak up in meetings. They really care about supporting other people, but they like things a little bit more on the stable side, and then rounding it out. The final quadrant C, conscientiousness. These are the people that are questioning and skeptical and more cautious and reflective. These are the people that really focus on accuracy and getting the job done, right. They're typically more private people. So, they're not likely to share their whole life story right out of the gates, but they're really get focus on how do we get the job done.   So, there's a little overview of the DISC kind of circumplex there. Steve Rush: Like it.   Brett Cooper: I actually have a story from the books. Steve one of the things that we did in this book is, as we were writing, we reached out to a whole bunch of people to have them tell us basically their stories about the people problem. And we got a number of really fantastic stories back of people getting the aha moment. And I have one short story in here that I'd love to read.   Steve Rush: Please do, yeah.   Brett Cooper: It highlights an aha moment. So, it's titled saying good morning. And it's by a woman named Megan who is a performance and learning consultant. And so, this is what Megan told us. She said, my boss and I get to work early every morning. We're the only two people in the office. For a long time, I would be at my desk and he would just blow past me. After barely saying, good morning, he would close his door. And I was left thinking, why does he hate me? What did I do? So that right there, Steve gets back to that 62% of people blaming differences on conflict.   Steve Rush: Yeah, it does, doesn't it?   Brett Cooper: So, she continues. It was very frustrating and my feelings were hurt every day. Then our department began increasing our DISC understanding, and I discovered that I'm a relationship-oriented S and my boss is a results-oriented D. The next day, when he blew past my desk, again, I was hurt. But then I started thinking about the characteristics of a D style person. When he was walking into his office, he was probably thinking about all of his tasks for the day. He is in business mode and his decision not to stop and chat, isn't a reflection on me. As soon as I embrace this way of thinking, I no longer took his behavior so personally, because I realized it had nothing to do with me. She concludes by saying, I still don't understand why he shuts the door. And I chuckle when he does, but it doesn't hurt my feelings. I understand that we are different and neither one of us is right or wrong. We just are different in how we approach the day.   Steve Rush: Love it. Difference makes a difference.   Brett Cooper: Yeah. Yeah, absolutely. And we have story after story, both in the book and just that we've experienced on our own over the last, you know, 10, 20 years that uncovered exactly that kind of thing, where people explain that. Yeah, the personality differences used to be a source of negative conflict in my workplace, but as soon as we started to understand them and then embrace and honor them, things changed for us.   Steve Rush: Yeah, absolutely. And that Evans, you also overlay EQ and you talked about emotional intelligence earlier on top of that psychometric testing. Can you maybe just describe how that EQ has a relationship with DISC?   Evans Kerrigan: Oh, absolutely. So, if you think about an emotional intelligence is, more and more studies are coming out about how important it is for our long-term success and our ability to work together. And in reality, when we are called in to work with senior leaders, it's most frequently actually an EQ type of issue. It's not about their business skills, it's about their relationships, their personal skills. So, we know this stuff is really important. And as I mentioned earlier, part of the challenge for people is I know I need to do it, but what are the steps I can take? What are the things I can do? So, we found that DISC provides us a language to actually start to talk about kind of a very simple model of EQ that says there's really kind of four elements that we need to really build.   The first is about looking at ourselves and actually being aware of, who we are? And how we interact with the world? How we make decisions? How we move forward? So that self-awareness, we call it, know your style, is really all about that. And DISC is a wonderful way for people to kind of better understand themselves. We've had people who will take a look at what they get in a DISC report and realize, oh yeah, boy, this really describes me very well, occasionally a little bit too well. I honestly, the first time I did it, I was pretty sure somebody had been following me for the last several weeks to write the report. So, people get a little bit of self-awareness. They understand how they are interacting with the world around them. They also need to have awareness of others, right?   So, I build that awareness of myself. I build that awareness of others. And in this case, we talk about no other styles as a way of kind of shorthand. So, in those four styles that Brett talked about, there's still a great deal of variation in there, right? In any one of those styles, you're looking at a quarter of all people. So, there's a lot of variation, but there are some similarities. Those similarities, let us get into conversation to better understand other people. Better understand other people's needs. The things that make them uncomfortable, the things that get them really excited. So, it's helpful for us to build that. So, awareness is one piece of that, both self and others. And then we take it to the application of it, because just having knowledge, doesn't actually make anything move. It's really about how we apply that. And when I better understand my style, I start to understand what are the things that I do that are helpful and what are some of the things that I do that I need to be a little bit more aware of and a little bit, I need to adapt to my behavior a little bit. So, we talk about making our decisions wisely and actually deciding to behave in a certain way. I am an S style. I tend to be a little bit slower to respond. I tend to be a pretty good peacemaker. So, when things get a little bit tense, I might have a natural tendency to kind of pull back from that conversation. I'm a CEO, that's not a great idea for me to do, right? I've got to step up and spend some more energy to modify my behavior, modify my natural style in situations where that's called for.   And then the fourth of those elements is that we have to adapt our behavior for mutual benefit. So, my style is knowing other styles in a team situation, in a leadership situation, in an organizational situation saying, what can we do to be positive for all? It's not about how do I win a conversation? It's about understanding, oh, there needs enough that we can make sure that their needs are getting met along the way as well. So, those skills of self-awareness, other awareness and self-application and other application fit really nicely into using this DISC language as a roadmap for deepening my understanding of each of those four elements and moving forward in ways that we can be more effective in those elements. So, the beauty is that EQ unlike IQ. I can continue to develop and I can grow. So, we all take a look at where we are now, but figure out what are some steps along the way to getting better.   I was just having a conversation last week with a team that's been working together for several years. And we started talking about styles and about who we were as people. And I had them share just a couple of things. And it was really remarkable. And this happens all too often in the work world, as they shared a little bit about childhood and a couple of other things that I asked them to share about. Every person on the team, said they learned something about every other member of the team. These are people who have been working together for a while, the fact that we work together and we don't actually know the other people we're working with creates a lot of opportunity for us to have friction where we could have understanding.   Steve Rush: Yeah, really interesting overlay, isn't it?   Evans Kerrigan: Yeah, absolutely. Yeah, I mean, we look at it. If you can build relationship, understanding and caring and honor those differences, it's amazing what problems just melt away.   Steve Rush: So, here's the thing. With all your experience and knowledge of psychometric testing and people behavior, is there a trend or a zone or a sweet spot within the psychometric tests that you've completed that creates that high-performance leader?   Brett Cooper: You know, there's a number of tools out there Steve, that we found effective. There are two that we actually use quite frequently. The, the first is an EQ survey that connects up with the model that Evans was just talking about. So, this is a survey that we can actually let all of your listeners take as soon as they want to for free. It's associated with the book, but the EQ survey is something that we designed to give people that opportunity to kind of self-reflect on those four areas that Evans was talking about of knowing your style, choosing your actions wisely, knowing other styles and adapting your behavior for mutual benefit. So, if any of your listeners want to take that EQ survey, they just go to solvingthepeopleproblem.com, look for the what's my DISK EQ link? And when they click on that, they enter the access code, “HACKER”.   Steve Rush: Brilliant.   Brett Cooper: For Leadership Hacker Podcast, of course, but if you enter “HACKER”, they're going to be able to take that survey. And as soon as they're done with the survey, which takes most people about 5-10 minutes to do. They're going to get a personalized report that is going to give them not only a high, medium, low kind of a score in those four areas, but more importantly, it's going to include some very specific tips, things that they can do right now, either on their own or with their team to help improve their own emotional intelligence and try to get themselves to that next level. So that's kind of the first tool that we have for folks. It's really a mirror for people to kind of hold up and get an idea of where they sit on this framework of emotional intelligence. And then the other tool that we use quite broadly is a tool called Catalyst.   Catalyst, it's essentially a DISC oriented assessment that creates a directory across an organization of every employee and what is their DISC style. So, this is a fantastic interactive platform that an organization can embrace, get all of their people on it. And what it allows them to do is it allows any employee to double-click on another employee's profile, learn what their DISC style is. Learn what are some of the things that really energize them? What are some of the things that stresses that person out? And it even does a direct comparison between your own DISC style and that other person's DISC style and gives you very specific tips on, you know, how do you connect better together, if you're working together on a project? Here's some ideas for how you can be more effective. So those are the two tools that we find are really powerful for organizations who are really trying to drive metrics like employee engagement and team dynamics, team cohesion. You want to increase those two things? Use the EQ survey, use the Catalyst platform.   Steve Rush: We'll make sure that the link to the EQ surveys in our show notes, and we'll make sure that anybody who listens to this has the opportunity to get out there. So, thank you for allowing that as part of your gift to us for being with us.   Brett Cooper: Absolutely.   Steve Rush: So, this is part of the show where I get to flip the lens a little bit and look at you as individual leaders in your own right, and I'm going to ask you a number of questions and hack into that to great minds of yours. So, first thing I'd like to ask Evans, what would be your top three leadership hacks Evans, if you had to distill them?   Evans Kerrigan: Sure, oh, I love this question because it actually made me think a little bit to get it down to three. I've heard so many over the years but here are the three that really jumped out at me. The first is for a good leader is work on your questions. There's great power in questions. And in keeping that curiosity alive and making sure that we're asking the question so that people can find answers themselves rather than us supplying them answers. I think a good leader helps grow the people around them by asking those questions, by bringing people up by helping them to look at the world and continue to grow their competence as well as their confidence in the fact that they can solve problems going forward. So that's my first one, work on the questions cause that's where the power is.   The second I've already been talking about this one, a bunch, but it really is important, which is to honor the differences. When I view somebody coming with a different perspective, as risk, as a challenge, I tend to get little bit locked up. I get defensive. I'm not hearing as well. And in the real growth opportunity for me as an individual and for our organizations is when we can actually hear one another. And we were kind of specific around. It's not even just understanding the differences or hearing the difference. It's really honoring those differences because other styles, other preferences in ways, people kind look at things, they all have value. It's actually really about honoring that value so that I can really truly listen and learn and understand. And then the third is for me, almost the definition of leadership, which is always focused on the success of those around you. It's not actually about focusing on your success. Leadership is a service job. It's about making everybody around me successful and I'm going to accidentally end up being successful if they all are. So, as long as my focus is on making sure that the people around me get great things done and are growing as individuals, I can't help but be successful. And the other fun part of that is, if you can actually really celebrate the success of those around you, that's the fun part of the job anyway.   Steve Rush: Yeah. It is. Isn't it? And celebrating the differences that created that success is even better, right?   Evans Kerrigan: Yeah, absolutely. Absolutely.   Steve Rush: So, Brett what would be your top three?   Brett Cooper: Yeah, my top three, not surprisingly similar to Evans there. And I would say they're all rooted in the concept that leadership is a relationship. So, any relationship takes two to tango. So, the first hack really is to know yourself. And I think a lot of leaders really have a good understanding of their strengths, but they have blind spots. You know, as leaders, we sometimes think that, hey, everything we're doing is so great. And we don't really recognize how we're coming across to the world on the negative side. We all have strengths, but there is a truism that very frequently is, strength overused can become a weakness? So, the first hack I would say is know yourself, take an honest look at yourself and really try to understand how you come across the world, too the world, both in the good and in the perhaps less good.   The second is kind of the opposite of that. If leadership is a relationship, you need to understand other people. And we like to talk about the platinum rule, I guess, as everybody has heard the golden rule, right? Do unto others as you would have them do unto you. We actually abide by the platinum rule and the platinum rule is to treat others as they would have you treat them, right? It's a nod to the fact that we all have our own preferences. And if your leadership philosophy is to treat everybody the way that you want to be treated, you're going to be missing out on a ton of opportunity to build relationship. You want to be treating other people as they want to be treated. And the only way to do that is to really get to understand the preferences and the styles of other people. And so, my final leadership hack really would be the combination of those two things. And as a leader, you need to go first and as a leader, it's your job to help everyone on your team and everyone in your organization to do those two things, to understand themselves and to understand others. So, you know, don't keep these ideas to yourself, get out there and embrace them with your team. And everybody is going to learn more about themselves and more about each other when you do it together.   Steve Rush: Definitely. I think they are great. And the great news of having you both on this, we get double hacks, so that's awesome.   Brett Cooper: Nice.   Steve Rush: The next part of the show, we've affectionately called Hack to Attack, and this is just simply a time in your life or your work where something hasn't worked out well, it may be gone wrong, but the experience has taught you a positive outcome. And you use that now as a force of good. So, Evans, what would be your Hack to Attack?   Evans Kerrigan: So, this really made me think a lot. Partially I created a long list. And then, kind of trimmed it down because I think those things that don't go well, those are the fantastic learning opportunities. That's where you make the jump forward. But one that really sticks out to me is very early in my career. After I got out of the air force, first started working in corporate America. I did a project; I been involved with quality stuff for a long time. And so, I did a project. I did an analysis around something our organization was doing that I didn't think was really the right way to approach that situation. And I did a really good set of analysis and really kind of ran through it and came up with, you know, what we should do moving forward and then went to present my findings.   Very proud of my analysis. I had missed an aspect of my analysis that I think I probably should have known. I mean, I call this a BFL, a blinding flash of the obvious. I looked at the details. I looked at the data. I did not look at the context and history of what I was now challenging. Had I looked at the context in history, I would have realized that most of leadership in the organization had a hand in putting that policy into place for the organization. And I might've had discussions with them ahead of time because to this day, I still think it might've been a good idea to move, but I didn't do any of that groundwork. I didn't do any of that change management. I didn't have any of those conversations. I rested on the pure data, the logic of the situation. And the reality is change never happens just by logic. Change happens by being able to approach people and being able to talk with people about the logos, ethos, pathos, all of the matter, right? I can't spreadsheet my way into change. And so that was a really good lesson for me. And actually, kind of has changed my career a great deal in that. That's really the part of quality that we talk about first now is know who your people are, know what are the things that are important to them, et cetera, because that's going to enable you to actually make change happen, not just activities,   Steve Rush: Such an important lesson, thanks for sharing it. So, Brett you're Hack to Attack?   Brett Cooper: Yeah, my Hack to Attack actually came from an exercise that we did with our team a number of years ago, it's something that we use with clients and it's something we use internally. And it turned out to be a major aha for me, it's an exercise that we call the appreciation seat and what the appreciation seat simply does is something that your listeners can actually use with their team. But we get everybody on the team. And one at a time, one person on the team sits on what we call the appreciation seat. Now this is a figurative thing, and you can do this over Zoom, so you don't have to have it in a chair. But what happens is when the person is sitting in the appreciation seat, everybody else on the team goes around the circle and gives two pieces of feedback. The first is, here's something that you do that really helps move the team forward, keep doing it, thanks for doing it, we appreciate it. And then the other thing that each team member will give is some kind of a tip or a piece of feedback around something that you do that might slow down the team a little bit. You might be a little more productive if you don't do that quite as much. And so, when we were doing this exercise, a number of years ago, one of my colleagues, Renee, I was on the appreciation seat. She came to me and she said, all right, first of all, Brett, the thing that you do that really moves our team forward is you're always ideating. You know, you're always thinking about the future.   What's next? where are we going? And, you know, you get the projects on the list for us, and that's fantastic. Thanks for doing that. Then she said, and you know, Brett, the thing that you do that slows us down a little bit is you're always ideating and everybody starts laughing. And I mean, almost immediately, I recognized what she meant, but she continued. She said, you know, after you've created these ideas and after you gotten us engaged in pursuing the idea, we're now getting to work and we're rolling up our sleeves, we're going through the details of, okay, how do we implement this? Well, you, in your ideation, you're always onto the next thing. And you don't give us time to focus on making a reality out of the first idea that we all agree we were going to work on. And for me, the reason that this is a Hack to Attack is that, all of my ideating going back, as far as I can think of, I was always looking at it as productivity. I was being productive. I was being effective. I was helping my team. And because of this experience, by having one of my team members kind of hold up that mirror and say, that's good, but there's another side to it. It has made me realize that I need to check myself. And it really has driven me to change some of my behaviors. So, Evans might not believe this, but even though I still come up with a lot of ideas, there are so many more that I don't mention for this exact reason.   Steve Rush: Just in case.   Brett Cooper: Just in case.   Steve Rush: It's funny though. I think one of you talked a little earlier about that whole strengths and overdrive becomes a development, that's an example of it, right?   Brett Cooper: Right on.   Evans Kerrigan: And I would say this is a work in progress.   Brett Cooper: (Laughing)   Steve Rush: Moving swiftly on, I don't want the 20 years of relationship to start breaking down live on air. The last thing that we're going to do is metaphorically, hold the mirror up for you once more and just ask you to do a little bit of time travel and you each independently get an opportunity to go back and bump into yourselves when you're 21 and you get to give yourself some advice. So, what would your advice be at 21 to you Evans then?   Evans Kerrigan: And so, I think my advice to myself at 21 would be to own each challenge. By that, I mean, when things aren't going well, to own that problem in the perspective of taking a look at what I've done and saying, how have I potentially contributed to this? How might I have been part of this so that I actually give myself agency to say, what can I do to improve it or to make it better? If I look back at my younger self, I'm sure there are times when, you know, blamed people around me for things that happened that I probably have at least a partial hand in. And I think it's so easy, especially in a team, if other people agree with you, for us to commiserate around what leadership has done or around what another group has done or something like that. But as soon as I do that, I've given away my agency to actually make a difference in those situations. So, if I look back and I look at the things that I've regretted at times in my career, it's probably times when I may not have stepped up, at least not early enough in a process to say, you know, how am I part of this?   Steve Rush: Like it.   Evans Kerrigan: Because if I wasn't part of it, I can't actually fix it either. I think too often we separate those two.   Steve Rush: Yeah, you're right. So, Brett, how about you? 21, what's your advice to Brett then? Yeah,   Brett Cooper: Yeah, 21, I actually have an 18 and a 19-year-old daughter right now. So, the advice that I would give to myself at 21 is pretty similar to the advice that I'm trying to give them right now, as they're entering college and trying to figure out their next steps. And that really is to be conscious about what you really want out of life, what you value. And don't be afraid to make adjustments along the way. My dad used to tell me that there are three types of people in this world. Those that make it happen. Those that let things happen. And those that just wonder what happened. So, I I'd tell my 21-year-old self, as I'm telling my 18- and 19-year-old daughters, be the first kind, be the type of person that makes things happen and be proactive in making your life what you want it to be. And again, don't be afraid to make adjustments along the way. You are going to be learning and being exposed to so many new things. As you go through this life, that if something comes across your life. You get an opportunity or you learn something new, don't be afraid to embrace that. If you find a you know, a change to your path, embrace it and live your best life.   Steve Rush: Awesome. I don't think I know anybody actually, who still does, 20 years later, what they were doing at 21. I'm sure there are many people who are, but you know, often our paths will take a different route and a different perspective, right?   Brett Cooper: Yeah, gone are the days of, hey, I'm getting a job with a company and I'm going to retire with that company, to your point. See, some people do that, but it's the vast minority of people that have that kind of career path any more. Steve Rush: Absolutely. So, time has whizzed by, I would love to spend another hour talking to you, but I'm not sure our listeners would subscribe to that episode. Albeit we could have version two next time around for sure. So, for folks who have been listening to us talk today and wanting to a little bit more about the work that you do, where's the best place for us to send them   Brett Cooper: Best place for them to go is to solvingthepeopleproblem.com. If they go to solvingthepeopleproblem.com, they'll be able to connect with us directly from that website. Importantly, they'd be able to take that EQ survey that we talked about. Again, they just need to look for the what's my discount DISC link and enter the access code hacker, and they can learn more about the work we do. They can learn more about that catalyst platform. And we also share some of our ongoing ideas and observations about the world through that website.   Steve Rush: We'll make sure it's in the show notes, along with any of the social media links that you are frequenting so that there are a multitude of ways people can connect with you.   Brett Cooper: Fantastic.   Evans Kerrigan: Thank you.   Steve Rush: So, I just wanted to say it's been great talking. I've really enjoyed the way that you approach what you do and how systematic you make something that is really complex, become really transparent and easy for people to understand and allows us all to embrace the differences in our world. So, for being on our show, thank you ever so much, Brett and Evans.   Evans Kerrigan: Thank you. This has been a lot of fun.   Brett Cooper: Thank you, Steve. This has been really fun.   Evans Kerrigan: This has been a lot of fun. So, thanks a lot.   Steve Rush: Thank you both.   Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

Hjalmar Gislason is the founder of GRID - the new face of spreadsheets, a software-as-a-service startup that empowers people to turn any spreadsheet into a beautiful web report, dashboard or interactive application. Hjalmar is a serial entrepreneur with GRID being his fifth startup. He has worked in Iceland, then moved to the US, to later come back. I watched an interview Hjalmar did in the Icelandic Startup community and got very intrigued about several of his decisions in and attitudes towards the business. In this episode, you will hear about: - Hjalmar's transition from a product focus to people focus - Thoughts on how to balance being an equal part of the team and being the decision-maker - Suggestions for to build a culture where “what is right” is more important than “who is right” - Hjalmar's way to create and nurture a thriving company culture at GRID - His prediction about the future office - will it be co-located or virtual? - A decision to hire a coach, the value GRID gets from having a coach in-house, and how do their investors look at spending the cash on the coach - Hiring mistakes you as a leader will inevitably make and what can you do when people on your team underperform - How do you draw a line between being professional with your people and having a personal relationship with them Enjoy and stay Genius, Anna Learn more about GRID here and connect with Hjalmar on LinkedIn. Head over to my webpage to learn more about yours truly. Soundtrack copyright: «Там, куди я йду» (Tam, kudy ya ydu) Artist: Гурт [О] (Gurt [O]) Music by: Olexander Kasprov, Olga Lytvynenko Lyrics by: Olga Lytvynenko (С)&(P) 2020 MASTERSKAYA

45. Bölümde konuğum Azor Brand & People Solutions kurucusu ve öğretim görevlisi Emre Başkan. Bu bölümde Konfor Alanı konusunu konuştuk. (00:00) - Açılış (01:47) - Emre Başkan'ı tanıyoruz. Geç Kalma , Harekete Geç! | Emre Başkan | TEDxBahcesehirUniversity - https://www.youtube.com/watch?v=nL_UTYXNvyk&t=3s Azor Brand & People Solutions - https://www.azor-solutions.com/ (09:49) - Konfor alanı nasıl oluşur? (17:13) - Konfor alanı nasıl ortaya çıktı? https://www.amazon.com/Danger-Comfort-Zone-Boardroom-Entitlement/dp/0814478867 https://en.wikipedia.org/wiki/Alasdair_A._K._White (20:51) - Konfor alanı zamanla değişir mi? (32:50) - Konfor alanından çıkmak ne gibi faydalar sağlar? (38:33) - Konfor alanından çıkmamak için bahaneler neler? (42:20) - Korona virüs ve Konfor alanı ilişkisi. (49:06) - Kitap önerileri https://www.dr.com.tr/Kitap/Beyin-Senin-Hikayen/Bilim/Populer-Bilim/urunno=0000000693729 https://hbrturkiye.com/yazar/emre-baskan https://www.azor-solutions.com/blog/ (51:00) - Veda ve kapanış Emre Başkan - https://www.linkedin.com/in/emre-baskan/ ---------------------------------------- Dünya Trendlerini sosyal medyada takip edebilirsiniz Twitter - https://twitter.com/dunyatrendleri Instagram - https://www.instagram.com/dunya.trend... aykut@dunyatrendleri.com infodunyatrendleri@gmail.com https://www.dunyatrendleri.com

Jason Averbook discusses People Data for Crisis Management with Ian Cook; VP of People Solutions at Visier. https://www.visier.com/crisis-management/ Join Digital Meetups Live: http://www.bit.ly/nowofwork NOW of Work Slack: https://t.co/vDnLcUudJk?amp=1 Music Joakim Karud - That Day Ash O'Connor - Vibe

Joanie interviews Agnieszka Vestal, a software engineer at Grasstree Engineering who focuses on embedded software.  An MIT graduate with an MBA in her pocket, Agnieszka adds global experience and a business perspective to her programming expertise.  She's also a long-time telecommuter and shares advice on how to make telecommuting more satisfying and productive. Highlights: Q: … Continue reading Agnieszka Vestal: People Solutions for Telecommuters →

Dr. Ann Gatty is passionate about helping successful entrepreneurs and small business owners experience sustained profitability in their businesses and more free time for their personal endeavors. Her business, Strategic People Solutions partners with clients to create business development strategies that transform business practices into systematic processes that can be replicated as staff is added. We help you turn your long-term vision into a step-by-step plan using our Purpose-Driven Productivity System.   Where you can find Ann online: Her website LinkedIn Facebook Group Twitter   If you're looking to take your productivity to the next level or if you are interested in bringing me in to speak at your event, visit MarkStruczewski.com.   Join The 7 Day Productivity Challenge or go to MarkStruczewski.com/7day   Follow me: LinkedIn Twitter Instagram Facebook   If you love the show, share it with a friend on Apple Podcasts.