Podcasts about Performance management

Most organizations take their best performer, hand them a title, and call it a promotion. What they don't tell that person is that everything that made them great at their job is now working against them. In this first installment of a two-part conversation, Jamie sits down with Matt Whitehead — Chief Ancillary Officer at Your Health — to explore one of the most overlooked transitions in healthcare leadership: the shift from being an exceptional doer to becoming a leader others will actually follow. In this episode: Why the moment Matt stepped into his first nursing home administrator role cracked the foundation of everything he thought he knew about leadership The dangerous myth that new leaders walk in as "instant experts" — and how that belief causes their teams to start managing them Why the dopamine hit of checking things off a to-do list disappears in leadership, and what you have to build to replace it How to delegate without losing your mind — and why being crystal clear on outcomes matters more than anything else Why conflict is never a problem to be eliminated — it's information to be used This episode is for every high-performer who has stepped into a leadership role and felt the ground shift beneath them. You're not alone — and it's not a flaw. It's the beginning. www.YourHealth.Org

You know the feeling.Their name pops up on your calendar and your stomach drops just a little.They are not low performers. They are actually delivering.But something about the dynamic makes leading them harder than it needs to be.In this episode of Real Talk: Leading Small Teams, we break down three common archetypes that trigger leaders and how to handle each one without avoiding hard conversations.In this episode, you'll learn:Why “Praise-Seeking Polly” may not actually feel recognized, even when you think you are praising themWhat “Mindy the Mope” might be signaling about role fit and strengths alignmentWhy “Defensive Dan” reacts to feedback and how to lower defensiveness without walking on eggshellsHow to anchor feedback in shared expectations so high performers stay coachableIf you have someone on your team who makes you want to cancel your one-on-ones but is technically doing a good job, this episode will help you shift from frustration to strategy.

#thePOZcast is proudly brought to you by Fountain - the leading enterprise platform for workforce management. Our platform enables companies to support their frontline workers from job application to departure. Fountain elevates the hiring, management, and retention of frontline workers at scale. To learn more, please visit: https://www.fountain.com/?utm_source=shrm-2024&utm_medium=event&utm_campaign=shrm-2024-podcast-adam-posner. Thanks for listening, and please follow us on Insta @NHPTalent and www.youtube.com/thePOZcast For all episodes, please check out www.thePOZcast.com    Takeaways - Ashley Heard emphasizes the importance of proper training for first-time managers. - Promoting strong individual contributors to management roles can lead to failure without support. - Management styles can be categorized into 'tight jeans' and 'cozy joggers' to illustrate different approaches. - The Pause, Consider, Act framework helps managers make thoughtful decisions under pressure. - Intentional leadership is crucial for fostering a positive team environment. - Leadership development should be an ongoing process, not a one-time event. - AI can enhance leadership by providing tools for better decision-making and communication. - Cultural sensitivity is essential for effective management in diverse teams. - Success in leadership is defined by passion for work and a balanced life. - The Manager Method book provides practical frameworks for effective management.   Chapters 00:00 Introduction to Leadership Development 02:54 The Journey to Law and Corporate Life 05:59 The Challenges of Promoting Managers 09:00 Management Styles: Tight Jeans vs. Cozy Joggers 11:46 The Pause, Consider, Act Framework 15:02 Navigating Toxic Management 18:02 The Manager Method Book Launch 20:36 Self-Discovery Through Writing 22:22 The Importance of Continuous Leadership Development 23:38 AI: A Tool for Human Connection 26:57 Using AI to Enhance Team Dynamics 29:14 The Human Element in Performance Reviews 32:07 Evolving as a People Leader 34:44 The Positive Side of HR 35:54 Navigating the Future of Work 37:43 The Journey of Entrepreneurship 39:16 Defining Success in Work and Life

KI schreibt Texte, beantwortet Fragen – und lügt. In Experimenten haben KI-Agenten ihre eigene Leistung systematisch zu gut berichtet, Budgetforecasts bewusst manipuliert und sogar Daten gefälscht, um eigene Ziele zu verfolgen. Was klingt wie Science-Fiction, ist bereits heute in Testsettings beobachtbares Verhalten – mit weitreichenden Konsequenzen. Wenn KI-Agenten künftig Reporting-Aufgaben übernehmen, Forecasts erstellen oder gar eigenständig Entscheidungen treffen sollen, braucht es ein Management Control Framework. Zu Gast: Prof. Dr. Matthias Mahlendorf – Frankfurt School of Finance and Management. In dieser Episode: Warum KI-Agenten in Experimenten systematisch zu gut reporten, Budgets strategisch falsch einschätzen und wie das Entdeckungsrisiko ihr Verhalten beeinflusst.  Welche vier Ursachen stecken hinter dem Fehlverhalten autonomer KI-Agenten  Wie kann ein Management Control Framework für KI-Agenten aussehen.  Warum sollte das Controlling die treibende Kraft bei der Steuerung von KI-Agenten sein – und diese Verantwortung nicht der IT überlassen. 

Delegation is broken — and it's costing you growth, engagement, and retention.On this week's episode of the Build a Vibrant Culture Podcast, Nicole sits down with Brad Federman, author of Never Delegate Again, and together they  dismantle outdated leadership thinking that no longer works in today's world.Brad explains why company life cycles have shrunk, why skills now expire in just a few years, and why leaders must shift from “managing performance” to coaching development. He shares his Growth Matrix, his Five Stages of Change model, and a powerful Culture Character framework that reveals why so many organizations struggle.If you care about building a vibrant culture, retaining top talent, and staying relevant in an AI-driven world—this episode is a must-listen.Vibrant Highlights:04:44 – Why traditional delegation models (including the Eisenhower Matrix) are outdated in today's fast-moving, specialized economy00:07:05 – Growth is the new psychological contract between employers and employees23:49 – Why most organizational change efforts fail (and how leaders sabotage them unintentionally)30:12 – The Five Stages of Change: No Way, Maybe, Get Ready, Act, Routine38:48 – The Culture Character Model: Balancing people and results to create a thriving organization42:45 – Two small leadership shifts that dramatically improve retention and performanceConnect with Brad:Book https://a.co/d/01Kovd2JWebsite https://www.bradfederman.com/Business: https://www.performancepointllc.com/Email: bfederman@performancepointllc.comLinkedIn: https://www.linkedin.com/in/bradfederman/Business LI: https://www.linkedin.com/company/performance-point-llc/Also mentioned on this episode:Marshall Goldsmith "Feedforward": https://youtu.be/tFX74GIxca4?si=jIMfzHazW8y1Mcv2The Path by Laurie Beth Jones: https://a.co/d/03uwtZ6PThe Tilt Model: https://www.tilt365.com/aboutIgnite your culture. Elevate your leaders. Activate your people.Nicole Greer delivers transformational keynotes and trainings that spark clarity, accountability, energy, and lasting results.Ready to light it up?Visit: vibrantculture.comEmail: nicole@vibrantculture.comWatch Nicole's TEDx Talk: vibrantculture.com/videos

What does a city government owe its residents? Host Stephen Goldsmith speaks with Eyal Feder-Levy, CEO of Zencity, to explore how GenAI is fundamentally transforming the way cities measure, understand, and respond to resident needs. For decades, performance management in government has relied on operational metrics like crime numbers, pothole repairs, traffic flow. But what happens when the data looks good, yet residents feel less safe? When efficiency improves, but trust declines? In this episode, Feder-Levy argues that citizen satisfaction and perception should be the true North Star for city government. Using social sentiment analysis, AI-powered data agents, and real-world examples, he explores how GenAI is cutting response times, revealing hidden patterns, and closing the gap between statistics and lived experience. Listener Survey: bit.ly/datasmartpod Music credit: Summer-Man by Ketsa About Data-Smart City Solutions Data-Smart City Solutions, housed at the Bloomberg Center for Cities at Harvard University, is working to catalyze the adoption of data projects on the local government level by serving as a central resource for cities interested in this emerging field. We highlight best practices, top innovators, and promising case studies while also connecting leading industry, academic, and government officials. Our research focus is the intersection of government and data, ranging from open data and predictive analytics to civic engagement technology. We seek to promote the combination of integrated, cross-agency data with community data to better discover and preemptively address civic problems. To learn more visit us online and follow us on LinkedIn.

KI schreibt Texte, beantwortet Fragen – und lügt. In Experimenten haben KI-Agenten ihre eigene Leistung systematisch zu gut berichtet, Budgetforecasts bewusst manipuliert und sogar Daten gefälscht, um eigene Ziele zu verfolgen. Was klingt wie Science-Fiction, ist bereits heute in Testsettings beobachtbares Verhalten – mit weitreichenden Konsequenzen. Wenn KI-Agenten künftig Reporting-Aufgaben übernehmen, Forecasts erstellen oder gar eigenständig Entscheidungen treffen sollen, braucht es ein Management Control Framework. Zu Gast: Prof. Dr. Matthias Mahlendorf – Frankfurt School of Finance and Management. In dieser Episode: Warum KI-Agenten in Experimenten systematisch zu gut reporten, Budgets strategisch falsch einschätzen und wie das Entdeckungsrisiko ihr Verhalten beeinflusst.  Welche vier Ursachen stecken hinter dem Fehlverhalten autonomer KI-Agenten  Wie kann ein Management Control Framework für KI-Agenten aussehen. Warum sollte das Controlling die treibende Kraft bei der Steuerung von KI-Agenten sein – und diese Verantwortung nicht der IT überlassen. 

Orga Design wird gerade überall diskutiert – Führungsspannen, Mittelmanagement, Jobbands. Aber was bedeutet das eigentlich konkret für HR? Anjuli und Annika nehmen in dieser Folge das Thema bewusst anders an: Sie gehen die Employee Journey entlang – von Hiring über Entwicklung und Performance bis hin zur Trennung – und fragen an jedem Schritt: Was kann HR hier im Orga Design wirklich gestalten und beeinflussen? Das Ergebnis ist eine der praktischsten Folgen der Staffel. Denn Orga Design ist eben nicht nur ein Schaubild im Strategy Deck, sondern zeigt sich in jeder Einstellungsentscheidung, jedem Karrieregespräch und sogar darin, wer im Unternehmen ein Einzelbüro kriegt.

Ready to see how much cash is hiding in your business? Get your free Financial Health Check now: coltivar.com/check Financial Intelligence Toolkit Working 60 hours a week. Missing dinners. Grinding nonstop. And still losing money. Steve shares a story about a frustrated president who was doing everything he could to turn around his division, but nothing was changing. The harder he worked, the worse it felt. The real issue was not effort. It was a lack of clarity around what actually drives results. When you confuse activity for outcomes, you burn out. When you focus on the few levers that truly move the numbers, everything starts to shift. If you feel like you are pushing hard but not getting traction, this one mindset change can completely alter your business and your life._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.com

Controlling-Prozesse vollautomatisch durchführen – von der Datenanalyse bis zum E-Mail-Versand fertiger Reports. Kristoffer Ditz von der Hanseatic Business School zeigt im Performance Manager Podcast, wie KI-Agenten das Controlling fundamental verändern. In dieser Episode erfahren Sie:  Was KI-Agenten sind und wie sie sich von ChatGPT oder Excel-Makros unterscheiden  Wie mehrere KI-Agenten mit unterschiedlichen Rollen zusammenarbeiten  Praktische Umsetzung ohne Programmierkenntnisse mit Python und kostenlosen Tools  Konkrete Controlling-Beispiele: Umsatzanalyse, automatisierter Versand, Audio-Erstellung  Welche Aufgaben sich für KI-Agenten eignen und welche nicht  Kritische Grenzen und warum blindes Vertrauen der größte Fehler ist  Zukunft des Controller-Berufs – was bleibt, was ändert sich  Unser Gast: Kristoffer Ditz ist Gründer und Trainer bei der Hanseatic Business School, bringt jahrelange Controlling-Erfahrung aus Unternehmen wie Puma AG und Budnikowsky mit und hat über 30 Fachbücher veröffentlicht, darunter „Controlling mit ChatGPT". Als regelmäßiger Autor im Controller Magazin beschäftigt er sich intensiv mit dem praktischen Einsatz von KI im Controlling.

Compassion and accountability are often seen as opposites in Organizational Behavior Management, but we believe they work best together. We break down how OBM, at its core, is simply ABA applied to organizations and how it can be implemented in ways that feel supportive rather than cold or purely data-driven.We discuss how assessments, data analysis, and feedback can prioritize clarity, honesty, and relationships. From pairing with reinforcement when entering an organization to involving staff in problem-solving and aligning expectations with real-world barriers, we share practical ways to move performance management away from compliance and toward collaboration.We also highlight the importance of values, authentic reinforcement, and listening as foundations of compassionate leadership. When staff are viewed as humans and not just performers, it becomes possible to reduce burnout, increase job satisfaction, and build systems that truly support long-term success.What's Inside:Why compassion and accountability are not opposites in OBMHow to apply core ABA principles to organizations at multiple levelsPractical strategies for compassionate performance managementUsing values, relationships, and authentic reinforcement to drive changeMentioned in This Episode:Compassionate ABA: Enhancing Social Skills, Tolerance, and Trauma-Informed CareEpisode 224: Beyond Compliance: Why Relationships Are the Heart of Compassionate ABAHowToABA.com/joinHow to ABA on YouTubeFind us on FacebookFollow us on Instagram

Summary In this conversation, Amas Tenumah and Bob Furniss discuss the complexities of performance management, particularly focusing on forced distribution and its implications on employee evaluation and coaching. They explore alternative approaches to performance evaluation that prioritize individual performance over comparative scoring, emphasizing the importance of quality conversations in coaching. The discussion highlights the detrimental effects of scoring systems on employee morale and the need for a shift in focus towards meaningful feedback and development.   Forced distribution can hinder team dynamics and employee morale. Performance should be evaluated based on individual contributions, not relative rankings. Coaching conversations should focus on quality and empathy rather than scores. Removing scores from evaluations can lead to more productive discussions. HR policies often prioritize consistency over individual performance nuances. Employees are aware of compensation disparities and may leverage offers from competitors. Quality conversations can improve coaching outcomes significantly. The focus should be on the overall experience rather than just numerical scores. Feedback mechanisms should be separated from compensation discussions. A shift in focus can lead to better employee engagement and performance.  

Hochleistungskultur in Teams zu entwickeln und wie viele Führungskräfte diese (unbewusst) sabotierenHochleistungskultur klingt nach Sport, Medaillen und noch mehr Output. In der Tech-Realität endet es aber oft in Druck, KPI-Angst und Teams, die lieber schweigen, statt Probleme offen anzusprechen. Genau dann wird es gefährlich, weil wir scheinbar Performance steigern wollen, in Wahrheit aber psychologische Sicherheit abbauen und damit die Organisation in eine Angstzone schieben.In dieser Interview-Episode holen wir uns dafür Verstärkung von Philip Klasen-Schwidetzki, Coach und Organisationsentwickler sowie Gründer von Troody. Wir nutzen das Modell von Amy Edmondson, psychologische Sicherheit plus Accountability, und übersetzen es in den Alltag von Engineering Teams, Performance Management und Leadership. Du hörst, warum mehr Messen nicht automatisch besser ist, wie du Ziele sauber rahmst, wie Caring und Daring Leadership zusammengehören und welche Sabotagemuster Führungskräfte häufig triggern, zum Beispiel Verantwortung an sich ziehen, Konflikte zu schnell entscheiden oder Teams in eine Komfortzone oder Angstzone kippen lassen.Zum Mitnehmen gibt es Kontrollfragen für ein Selbstassessment, konkrete Formulierungen für Mandate und Pushback im Middle Management, plus ein paar sehr alltagstaugliche Mikrosituationen, die über Team Performance entscheiden.Bonus: Am Ende wartet sogar ein kostenloses Lernprogramm rund um Caring und Daring, Link in den Shownotes, aber nur, wenn du bis dahin nicht schon aus der Komfortzone weggedöst bist.Unsere aktuellen Werbepartner findest du auf https://engineeringkiosk.dev/partnersDas schnelle Feedback zur Episode:

Das Burj Khalifa in Dubai: 828 Meter hoch, das höchste Gebäude der Welt. Während alle fasziniert nach oben blicken, übersehen sie das wahre Meisterwerk: 200 Betonsäulen, 70 Meter unter dem Meeresspiegel. Ohne sie? Keine 828 Meter. Bei BI-Projekten ein ähnliches Bild: Alle wollen in die 163. Etage – schicke Dashboards, Self-Service, KI. Aber nur wenige denken ans Fundament. Das Ergebnis: Die Fassade glänzt – aber die Datenstrategie steht auf Sand. Wer direkt mit Dashboards startet, bastelt schnelle Provisorien. Wer mit Datenstrategie, Architektur und Governance beginnt, baut stabil. Fundament vor Fassade.

In this episode of Success Leaves Clues, Robin Bailey and Al McDonald sit down with senior HR and People & Culture leader Dunja Vujovic for a candid conversation about what “people first leadership” actually means, and why most organizations get it wrong. Dunja shares why simply declaring your company “people first” is not enough, and how values must show up in real decisions, especially when budgets tighten and pressure rises. She explains why her team shifted from saying “people first” to “do right by people,” and how that subtle change drives clearer accountability, stronger performance conversations, and healthier cultures. The conversation explores vulnerable leadership, why leaders do not need to have all the answers, and how raising your hand first to admit mistakes builds real trust. Dunja challenges traditional leadership models that reward ego and certainty, and instead advocates for hiring people smarter than you, investing in middle management, and normalizing hard conversations early. Robin and Al also unpack how leadership expectations have evolved, why assumption is the enemy of communication, and how culture either lives in daily behavior or dies on the office wall. This episode is a practical and grounded guide to culture transformation, accountability, and building a workplace where people thrive without lowering performance standards. You'll hear about: What “people first leadership” really means in practice Why cutting benefits first is a cultural red flag The difference between “people first” and “do right by people” Why accountability and hard conversations are part of empowerment Vulnerable leadership and admitting mistakes as a strength Hiring people smarter than you and overcoming leadership ego Why middle management is where strategy lives or dies How values must be operationalized, not just displayed Assumption as the biggest communication breakdown in leadership Creating psychological safety without lowering standards We talk about: 00:00 Introduction and welcome 01:00 What “thought leadership” really means in practice 03:00 Vulnerability versus traditional leadership models 05:00 Testing whether a company is truly people first 06:30 What happens when budgets tighten 08:30 Why benefits matter to employee performance and focus 11:00 Accountability inside people first cultures 12:30 Why values often fail in organizations 14:00 The values bootcamp and operationalizing culture 17:00 Assumptions as the enemy of leadership clarity 18:00 Generational shifts and communication challenges 20:00 Redefining leadership expectations 23:00 Admitting mistakes and building trust 26:00 Hiring people smarter than you 28:00 Why middle management is critical to culture 30:00 Planting trees for future generations of leaders Connect with Dunja LinkedIn: https://www.linkedin.com/in/dvujovic/ Website: https://dunjavujovic.com/ Connect with Us LinkedIn: Robin Bailey and Al McDonald Website: Aria Benefits and Life & Legacy Advisory Group

In dieser Episode teilt Peter Bluhm die wichtigsten Erkenntnisse aus vier intensiven Gesprächen mit Entscheidern und Experten: von der AXA Schweiz über einen mittelständischen Maschinenbauer bis hin zu akademischen Spezialisten für Unternehmensplanung und Data Governance. Die 5 zentralen Learnings: Datenstrategie entwickelt sich in Phasen – nicht als Big Bang  Der Pareto-Ansatz bei Datenqualität: 80/20 statt 100% Perfektion Datenqualität ist kontextabhängig – ohne Verwendungszweck keine sinnvolle Messung Erwartungstreue Planwerte statt ambitionierte Wunschszenarien Data Governance – der größte Fehler ist, nichts zu tun  Zentrale Erkenntnisse aus den Gesprächen: Die AXA Schweiz entwickelte ihre Datenstrategie über 10 Jahre – von explorativen Ansätzen mit einem Server unter dem Schreibtisch bis zur Data Mesh-Architektur. Learning by Doing statt Masterplan. Mehrer Compression startete mit 80 Prozent Datenqualität und verbesserte iterativ. Das Ergebnis: Die Liefertreue stieg von 77 Prozent auf über 95 Prozent, ohne jahrelange Datenbereinigung. Erfolgreiche Datenarbeit erfordert keine Perfektion, sondern eine realistische, pragmatische Herangehensweise. Themen:  Business Intelligence | Datenstrategie | Data Governance | Datenqualität | Unternehmensplanung | KI-Projekte | Controlling | Performance Management Die Gesprächspartner:  Dr. Kathrin Braunwarth, Mitglied der Geschäftsleitung, AXA Schweiz  Jens Elfert, Bereichsleiter Finanzen, Mehrer Compression  Prof. Dr. Werner Gleißner, TU Dresden  Dr. Christiana Klingenberg, IDIGMA  Prof. Dr. Christine Weber, TH Würzburg-Schweinfurt 

In this episode of the HR Leaders Podcast, we sit down with Ilja Bitterling, VP Skills Intelligence & Performance Management at Deutsche Telekom, to unpack how large organizations can finally make skills data usable, trusted, and decision ready.Ilja explains why skills intelligence is not about inventories, but about creating a shared language that connects workforce decisions, performance outcomes, and future readiness. He breaks down how Deutsche Telekom moves from fragmented skill signals to clear, comparable insights leaders can actually act on.Most importantly, he shares why performance management and skills cannot live apart anymore, and how organizations that connect them move faster, allocate talent better, and avoid betting the future on outdated role assumptions.

Der Congress der Controller feiert 2026 sein 50-jähriges Jubiläum – und bleibt dabei hochaktuell. Unter dem Motto „Prepared for Uncertainty" trifft sich am 27. und 28. April 2026 die Controlling-Community in München, um aktuelle Fragen zu diskutieren: Wie setzen wir KI konkret im Controlling um? Wie navigieren wir durch wirtschaftliche Unsicherheiten? Und wie wird Finance zum echten Performance-Treiber?  Der Performance Manager Podcast ist live vor Ort – und vorab spricht Peter Bluhm, Geschäftsführer von ATVISIO Consult mit dem Vorstandsvorsitzenden des Internationalen Controller Vereins (ICV), Matthias von Daacke.  In dieser Episode:  Jubiläums-Highlights: Was macht den 50. Congress der Controller besonders? Von neuer Sitzordnung bis Party-DJ – Innovation trifft Tradition.  3 Themenzentren im Fokus: KI-Umsetzung im Controlling, Krisenfrüherkennung & Unsicherheiten, Finance als Performance-Treiber  Hochkarätige Speaker: CFOs teilen Praxiseinblicke  Awards & Excellence: Albrecht-Deyle-Award für Controlling Excellence und ICV-Péter Horváth Green Controlling Preis  Networking neu gedacht: Wie der ICV Generationen von Controllern zusammenbringt – vom Young Professional bis zum erfahrenen CFO  Praktische Infos: Kosten, Early-Bird-Rabatte, Mitgliedschaftsvorteile und warum sich der Trip nach München lohnt.  Link zur Anmeldung: https://bit.ly/4qsSHjE

Die Südwestdeutsche Stromhandels GmbH wurde mit dem ATVISIO Award 2025 ausgezeichnet! In dieser Folge des Performance Manager Podcasts erfahren Sie, wie SüdWestStrom seine Business Intelligence-Lösung erfolgreich neu aufgestellt hat und sich damit gegen über 100 Projekte durchsetzen konnte. Das Projekt im Überblick:  Neuausrichtung der Analyse- und Steuerungsinstrumente Implementierung der BI-Lösung Jedox für Reporting und Planung Coaching-orientierter Ansatz statt Großprojekt Eigenständige Steuerung eines Handelsvolumens im Milliardenbereich Von GuV-Steuerung über Deckungsbeitragsanalysen bis Windpark-Reporting Pragmatische Einzellösungen wie interne Tools zur Lastgangdaten-Analyse  Die Herausforderung:  SüdWestStrom stand vor typischen Controlling-Problemen: Hohe Kosten, eingeschränkte Anpassungsfähigkeit und aufwändige manuelle Prozesse in Excel. Die bisherige Qlik-Lösung erlaubte zwar Analysen, war aber nicht flexibel genug. Die Lösung: Zusammen mit ATVISIO wurde eine integrierte BI-Lösung aufgebaut, die GuV-Steuerung, Kostenstellen-Controlling, Deckungsbeitragsanalysen und energiewirtschaftliche Auswertungen wie Windpark-Reporting vereint.

In this episode of Hiring to Firing, hosts Tracey Diamond and Emily Schifter use the Netflix hit America's Sweethearts: Dallas Cowboys Cheerleaders as a lens to examine best practices in providing effective employee feedback. Joined by Ann Hart, vice president of human resources at ampliFI Loyalty Solutions, they unpack what the show gets right — and wrong —about challenging performance discussions, from high-stakes cuts from the team to real-time coaching.The discussion explores how to turn feedback into a tool for growth, how to leverage annual performance reviews and ongoing dialogue, and how to use performance improvement plans in good faith rather than as mere paper trails. Tune in for concrete strategies to help managers deliver clear, timely, and compassionate feedback that supports employees, strengthens culture, and reduces legal risk.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Gemeinkosten machen in vielen Unternehmen einen erheblichen Anteil der Gesamtkosten aus – doch ihre Verrechnung und Steuerung gilt als kompliziert und fehleranfällig. Das Problem: Falsche Zuschlagssätze verzerren Kalkulationen, ungenutzte Kapazitäten belasten die Profitabilität und Verwaltungskosten wachsen schneller als der Umsatz. In dieser Folge des Performance Manager Podcasts spricht Peter Bluhm mit Prof. Dr. Andreas Hoffjan, einem der Herausgeber der Fachzeitschrift Controlling, über das Schwerpunktthema der aktuellen Ausgabe 1/2026: Gemeinkostenmanagement. Themen dieser Folge: Was bedeutet „Kalkulations-Hygiene" und warum werden Zuschlagssätze in der Praxis so selten auf Korrektheit überprüft? Wie können Leerkosten durch ungenutzte Kapazitäten präzise ermittelt und gesteuert werden – besonders in volatilen Zeiten? Welche Potenziale bieten moderne Technologien wie Process Mining, BI-Tools und Künstliche Intelligenz für ein besseres Gemeinkostenmanagement? 

Widersprüchliche Berichte aus verschiedenen Systemen, unklare Zuständigkeiten bei Stammdaten und endlose Diskussionen über die „richtige" Zahl – viele CFO, Controller und IT-Verantwortliche erleben diese Herausforderungen täglich. Daten werden als „das neue Öl" bezeichnet, doch im Alltag herrscht oft Chaos statt Strategie. Genau hier setzt Data Governance an – als strukturierter Rahmen für den professionellen Umgang mit der Unternehmensressource Daten. Zu Gast: Dr. Christiana Klingenberg - Leiterin Data Management Center of Excellence bei iDIGMA und Prof. Dr. Kristin Weber - Vizepräsidentin für Digitalisierung und CIO der TH Würzburg-Schweinfurt. In dieser Episode: Warum Data Governance eine „Journey" ist – kein klassisches Projekt mit Anfang und Ende. Wie das qualitätsorientierte Framework auf drei Ebenen aufbaut: von der Strategie über Rollen und Kultur bis zur technischen Infrastruktur. Wie man Datenqualität messbar und die versteckten Kosten schlechter Daten sichtbar macht. Welche Rolle Data Governance bei KI-Anwendungen spielt und konkrete erste Schritte für den Einstieg. Beide Autorinnen bringen rund 20 Jahre Erfahrung aus Beratung, Forschung und Praxis mit und haben kürzlich die zweite Auflage ihres Fachbuches „Data Governance - Der Leitfaden für die Praxis" im Hanser Verlag veröffentlicht.

Widersprüchliche Berichte aus verschiedenen Systemen, unklare Zuständigkeiten bei Stammdaten und endlose Diskussionen über die „richtige" Zahl – viele CFO, Controller und IT-Verantwortliche erleben diese Herausforderungen täglich. Daten werden als „das neue Öl" bezeichnet, doch im Alltag herrscht oft Chaos statt Strategie. Genau hier setzt Data Governance an – als strukturierter Rahmen für den professionellen Umgang mit der Unternehmensressource Daten. Zu Gast: Dr. Christiana Klingenberg - Leiterin Data Management Center of Excellence bei iDIGMA und Prof. Dr. Kristin Weber - Vizepräsidentin für Digitalisierung und CIO der TH Würzburg-Schweinfurt. In dieser Episode: Warum Data Governance eine „Journey" ist – kein klassisches Projekt mit Anfang und Ende. Wie das qualitätsorientierte Framework auf drei Ebenen aufbaut: von der Strategie über Rollen und Kultur bis zur technischen Infrastruktur. Wie man Datenqualität messbar und die versteckten Kosten schlechter Daten sichtbar macht. Welche Rolle Data Governance bei KI-Anwendungen spielt und konkrete erste Schritte für den Einstieg. Beide Autorinnen bringen rund 20 Jahre Erfahrung aus Beratung, Forschung und Praxis mit und haben kürzlich die zweite Auflage ihres Fachbuches „Data Governance - Der Leitfaden für die Praxis" im Hanser Verlag veröffentlicht.

In meiner ersten Podcastfolge in 2026 machen wir gleich ein Fass auf ;-) Ich spreche mit Arina Zonner, HR-Expertin mit über 20 Jahren Berufserfahrung über zukunftsfähige Personalstrategien. Denn genauso heißt ihr Buch - und das Thema wird 2026 (und weiterer Zukunft) sehr relevant. Wir sprechen über HR als strategischer Partner, Regulatorik, KI, Performance Management, Führungskräfte, Personalabbau in Krisenzeiten und einiges mehr. Arinas's Fazit: HR muss 2026 nicht mehr nur operativ, sondern strategisch, vernetzt und datengetrieben agieren – mit Mut, Selbstbewusstsein und ökonomischem Verständnis. Oder wie sie es ausdrückte: "Mit geradem Rücken und starken Schultern in Diskussionen gehen – nicht nur mit Menschen, sondern auch mit Zahlen und ökonomischen Argumenten.“ Ich bin gespannt, wie Du das siehst und freue mich auf den Austausch. Ihr Buch „Zukunftsfähige Personalstrategien“ findest Du natürlich bei allen gängigen Buchhändlern.

Wissen Sie, was IKEA zum größten Möbelhersteller der Welt gebracht hat? Es waren definitiv nicht die günstigen Preise. Es war ein simples Prinzip: Alles passt zusammen. Das Regal zum Schrank. Der Schrank zur Kommode. Standardmaße, die überall funktionieren. Unendlich erweiterbar. Ein echtes System. Und genau das fehlt den meisten Unternehmen bei ihrer Business Intelligence. Das Controlling bastelt in Excel. Der Vertrieb hat sein eigenes Dashboard. Die Produktion frickelt in Power BI. Jeder hat sein eigenes System – aber nichts passt wirklich zusammen. Bis die Geschäftsführung plötzlich verlässliche Zahlen braucht. Dann gibt es drei verschiedene Umsatzwerte. Vier Datenquellen. Fünf Definitionen von „Kunde". Sind wir ehrlich: Das ist Datenchaos pur. Im Podcast erzählt Peter Bluhm, wie ein Verpackungshersteller aus Süddeutschland aus diesem Chaos ein BI-System entwickelt hat, das wirklich funktioniert. Das mitwächst. Das nicht bei jedem neuen Report neu erfunden werden muss. Sozusagen: Das IKEA-Prinzip für Business Intelligence.

Einzelperson mit ChatGPT schlägt klassisches Zweierteam. Bei Geschwindigkeit. Bei Lösungsqualität. Bei emotionaler Resilienz. Das zeigt eine Harvard-Studie mit 776 Fachkräften bei P&G. Was bedeutet das für das Controlling? Darüber spreche ich mit Prof. Dr. Nicole Jekel im aktuellen Podcast. Wir diskutieren KI als Teammitglied im Controlling, konkrete Prompts für die Datenprüfung und warum ChatGPT keine Silos kennt. Controller werden nicht ersetzt – aber ihre Rolle verschiebt sich vom Zahlenabwickler zum Denkanstoßgeber.

Summary In this episode, Andy talks with Barry Wolfe, author of It's All In Your Head: Why Psychology Doesn't Help Your Workforce Deliver Value - And What Can. Barry is a seasoned HR executive and business leader who has built a reputation as one of the rare "HR guys who actually has a head for business." In this frank and eye-opening conversation, Barry challenges many of the tools and ideas we've come to rely on in leadership and management. Andy and Barry discuss why frameworks like Maslow's hierarchy may be doing more harm than good, how personality assessments can become limiting narratives, and why our obsession with "fit" often backfires. But this isn't just a critique. Barry offers an alternative in the form of Value-Centric Leadership, a model that reframes how we think about work, leadership, and results. You'll learn about tools like The Same Page and the 4C's of leadership that can help you lead with more clarity and purpose. If you're ready to challenge what you think you know about managing people (and want practical tools to lead more effectively), this episode is for you! Sound Bites "Most of the hiring tools we use today are only marginally better than chance." "We act like we're selecting with science, but we're often just rationalizing our preferences." "Maslow never created a pyramid. That was a marketing add-on, not a scientific insight." "Psychology gave us language, but somewhere along the way, it became the product." "What do I want to pay people to do?" becomes "What results do I want to buy from them?" "We pay people to do activities, but it's because we want to buy results." "Nobody buys verbs. People buy nouns." "Maslow had no interest in actually validating his model. He just threw it out there." "If you get married and someone asks, what are you looking for in a spouse? Would you really say the upper left box?" "The guy who created the DISC assessment was also the creator of Wonder Woman." "Given the choice between thinking hard and spending money, most business leaders would rather spend money." "Part of the problem with these tools is you're learning about science through something called marketing." "We've got strategic plans, core values, mission statements. What's missing is being on the same page." Chapters 00:00 Introduction 01:45 Start of Interview 02:00 Barry's Early Career Influences and Business Perspective 06:42 Why Leaders Rely So Heavily on Assessments 09:25 The "Yes, Buts" of Psychological Tools 15:20 What We Get Wrong About Maslow's Hierarchy 19:00 From Paying for Activities to Buying Results 23:30 Connecting Project Work to Real Value 24:00 Introducing The Same Page 28:47 The Most Overlooked Element of Leadership 33:47z Looking Ahead at AI, Automation, and the Future of Work 41:22 End of Interview 42:03 Andy Comments After the Interview 45:19 Outtakes Learn More You can learn more about Barry and his work at ArgosHR.com. For more learning on this topic, check out: Episode 473 with Jeffrey Hull & Margaret Moore. They have rigorously researched what it takes to lead, and I think you'll find their approach and findings to be a nice complement to today's episode. Episode 417 with Mary Crossan and Bill Furlong. They have deeply researched 11 dimensions of character, which has some nice alignment with the 4 C's that Barry talked about. Episode 47 with Henry Mintzberg. If you haven't been with us since the early days, it would be easy to have missed this episode with one of the foremost curmudgeons of management. I think you'll find his insights in episode 47 to be a helpful addition to what Barry talked about in this episode. Help Passing the PMP Exam If you or someone you know is thinking about getting PMP certified, we've put together a helpful guide called The 5 Best Resources to Help You Pass the PMP Exam on Your First Try. We've helped thousands of people earn their certification, and we'd love to help you, too. It's totally free, and it's a great way to get a head start. Just go to 5BestResources.PeopleAndProjectsPodcast.com to grab your copy. I'd love to help you get your PMP this year! Join Us for LEAD52 I know you want to be a more confident leader—that's why you listen to this podcast. LEAD52 is a global community of people like you who are committed to transforming their ability to lead and deliver. It's 52 weeks of leadership learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Learn more and sign up at GetLEAD52.com. Thanks! Level Up Your AI Skills Join other listeners from around the world who are taking our AI Made Simple course to prepare for an AI-infused future. Just go to ai.PeopleAndProjectsPodcast.com. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, People Management, Business Psychology, Strategic HR, Hiring, Performance Management, Personality Assessments, Organizational Culture, Project Value, Team Development, Employee Experience, Decision Making The following music was used for this episode: Music: Summer Morning Full Version by MusicLFiles License (CC BY 4.0): https://filmmusic.io/standard-license Music: Energetic Drive Indie Rock by WinnieTheMoog License (CC BY 4.0): https://filmmusic.io/standard-license

Send us a textWork Slop: Why AI Shortcuts Are Costing Teams More Than They SaveEver get an email, doc, or deck from someone and instantly think, “This is… not it”? In this episode, we're digging into the rise of work slop—the vague, messy, low-quality output that shows up when AI is used as a replacement for thinking instead of a tool for support.Kendra sits down with Sue Justice, founder of Emory HR, to talk about why this isn't just an AI problem—it's a performance, communication, and leadership problem that businesses can't afford to ignore. We explore:What “Work Slop” Is (and Why It's Growing)How AI-generated work becomes unclear, incorrect, or incompleteWhy “slapping something together” shifts work to the next personThe difference between using AI as an assistant vs. letting it do the job This Isn't a Tool Issue—It's a Behavior IssueHow people have always “phoned it in,” but AI makes it faster and more visibleWhy audiences and teammates can sense when work lacks human touchThe real question leaders must ask: workload problem or character problem?What Leaders Should Do About ItWhen to coach and when to treat it as a performance issueWhy a Performance Improvement Plan (PIP) matters before cutting tiesHow industry risk, trust, and legal exposure shape your response Where AI Helps—and Where It Shouldn't LeadUsing AI for brainstorming or templates vs. high-stakes decisionsWhy contracts and policies need human tone, context, and accountabilityThe risk of letting AI output become “authority” without review Sue's Biggest Marketing LessonWhy business owners shouldn't try to do everything themselvesHow doing the wrong work wastes more time than it savesThe sustainability link between delegation and quality Whether you're leading a team, outsourcing work, or using AI in your own business, this episode is a clear reminder: AI can save time, but only if humans own the standard. If the quality drops, the cost doesn't disappear—it just lands on someone else. “AI is meant to be an assistant… not the end-all ‘I'll do it for you' solution.” – Sue Justice 00:00:00 Introduction to Sue Justice and why HR belongs in this conversation 00:02:06 What “work slop” is and how it shows up at work 00:03:39 Why AI misuse is really a people/performance issue 00:06:53 Skill gap vs. character flaw: how to tell the difference 00:09:57 When work slop becomes a firing-level problem 00:13:05 Transparency, AI policies, and setting clear standards 00:19:01 AI adoption is everywhere—whether companies admit it or not 00:23:04 Sue's biggest marketing lesson as a business ownerConnect with Sue Justice:LinkedIn: https://www.linkedin.com/in/susanajustice/Website: https://emeryhr.com/ Looking to leverage AI? Want better results? Want to think about what you want to leverage?Check and see how I am using it for FREE on YouTube. From "Holy cow, it can do that?" to "Wait, how does this work again?" – I've got all your AI curiosities covered. It's the perfect after-podcast snack for your tech-hungry brain. Watch here

Die AXA Schweiz gilt als Vorreiter beim Thema Datennutzung in der Versicherungsbranche. Seit 2015 verfolgt das Unternehmen eine klare Datenstrategie. Heute generiert es aus seinen Daten einen Wert, der die Investitionen um ein Vielfaches übersteigt. Aber wie schafft man das konkret? Wie bringt man IT und Business wirklich zusammen? Im Performance Manager Podcast spricht Peter Bluhm mit Dr. Kathrin Braunwarth, Mitglied der Geschäftsleitung der AXA Schweiz und Leiterin des Bereichs Data, Technology & Innovation. Sie erzählt, wie die AXA ihre Datenstrategie in drei Phasen aufgebaut hat. Von ersten Experimenten bis zur unternehmensweiten Skalierung. Sie erklärt, warum man sich bewusst gegen ein zentrales Data Warehouse entschieden hat. Und wie sie Datenverantwortung in die Fachbereiche gebracht haben, ohne die zentrale Steuerung zu verlieren. Kathrin Braunwarth teilt ihre Erfahrungen und zeigt, welche fünf Faktoren bei der AXA den Unterschied gemacht haben. Vom Rückhalt der Geschäftsleitung bis zur einheitlichen Datenbasis.

Die AXA Schweiz gilt als Vorreiter beim Thema Datennutzung in der Versicherungsbranche. Seit 2015 verfolgt das Unternehmen eine klare Datenstrategie. Heute generiert es aus seinen Daten einen Wert, der die Investitionen um ein Vielfaches übersteigt. Aber wie schafft man das konkret? Wie bringt man IT und Business wirklich zusammen? Im Performance Manager Podcast spricht Peter Bluhm mit Dr. Kathrin Braunwarth, Mitglied der Geschäftsleitung der AXA Schweiz und Leiterin des Bereichs Data, Technology & Innovation. Sie erzählt, wie die AXA ihre Datenstrategie in drei Phasen aufgebaut hat. Von ersten Experimenten bis zur unternehmensweiten Skalierung. Sie erklärt, warum man sich bewusst gegen ein zentrales Data Warehouse entschieden hat. Und wie sie Datenverantwortung in die Fachbereiche gebracht haben, ohne die zentrale Steuerung zu verlieren. Kathrin Braunwarth teilt ihre Erfahrungen und zeigt, welche fünf Faktoren bei der AXA den Unterschied gemacht haben. Vom Rückhalt der Geschäftsleitung bis zur einheitlichen Datenbasis.

Most business owners don't avoid structure because they don't need it—they avoid it because it forces honesty. In this episode, Simone pulls back the curtain on why burnout, underperformance, and constant firefighting are almost always symptoms of unclear expectations and avoided leadership. If your team can't step up and your business still depends on you for everything, this episode will show you exactly why—and what must change before 2026. A self-managing business isn't built through hustle or hope—it's built through clarity, standards, and performance leadership. This episode challenges the habits you've normalized and calls you into the CEO role your business actually needs. Key Takeaways Why entrepreneurs resist structure—and how avoidance keeps them stuck in burnout. The hidden connection between unclear expectations and doing everyone else's job. How lack of performance standards drives away A-players and protects mediocrity. Why avoiding feedback and accountability conversations erodes trust and culture. The real cost of waiting too long to address underperformance. Why "good enough" leadership creates bottlenecks instead of scale. The core components of a true CEO Operating System—and why they're non-negotiable for 2026. How AI supports structure and clarity without replacing leadership. If this episode made you realize your business is running on improvisation instead of intention, it's time to install a real operating system. The AI Business Scaling Blueprint shows you how to build clarity, accountability, and a self-managing team—now with weekly Q&A support and a private community to help you implement. https://aibusinessscalingblueprint.com/

Everyone knows performance management is broken—but we keep doing it anyway. Why? For decades, organizations have poured time, money, and emotional energy into performance management—even though almost everyone agrees it's broken. Annual reviews take hundreds of hours, distort real feedback, collapse development into compensation, and leave both managers and employees frustrated. Worse, they often lower performance rather than improve it. And yet most companies keep doubling down on a system that was never designed for how people actually grow, learn, or work today. In this episode, Rodney and Sam rethink performance management from the ground up. They unpack why traditional systems fail, which psychological dynamics make feedback so fraught, and what a truly useful approach would look like if we started from scratch. From separating the four conflated “jobs” of performance management and designing for real development, to using AI as a feedback partner rather than a faster paperwork generator—they explore practical ways to build a process that actually helps people get better at their work. -------------------------------- Ready to change your organization? ⁠⁠⁠⁠Let's talk.⁠⁠⁠⁠ Get our newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sign up here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠ Follow us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ -------------------------------- Mentioned references: "performance management makes performance worse" ASSCATS ("Anything to Stop, Start, Continue After This Session?"), first discussed in BNW Ep. 65 with Alastair Steward "stress-performance curve" "Meta performance management with AI" "Josh Bersin episode" Granola 00:00 Intro + Check-In: Why is Sam still on the podcast when he left The Ready? 03:01 The Pattern: Performance management SUCKS, but we keep doing it 06:10 It's trying to do too many jobs 07:54 We're lied to about the purpose 11:19 It's time consuming 14:10 The charade causes psychological harm and stunts growth 17:00 Rethinking PM from the ground up 18:14 Center the user 20:30 Easier process more frequently 23:15 Vary the size and type of feedback 26:09 Actually define what good ACTUALLY looks like by outcomes 29:21 Feedback in the context of an individual's journey 32:59 AI's role in future of performance management 46:02 AI's role in the performance management of teams 50:30 Wrap up: Leave us a review and share the show with a coworker! Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

In dieser Folge sprechen wir über die Grundsätze ordnungsgemäßer Planung (GOP 3.0), die der Bundesverband Deutscher Unternehmensberatungen (BDU) 2022 veröffentlicht hat. Während es in der Buchhaltung seit Jahrzehnten klare Standards gibt, herrscht in der Unternehmensplanung oft „Freestyle". Die GOP wollen diese Lücke schließen und zeigen, welche Mindestanforderungen eine professionelle Planung erfüllen sollte. Besonders relevant wird das Thema durch das StaRUG (Unternehmensstabilisierungs- und Restrukturierungsgesetz), das seit 2021 alle haftungsbeschränkten Unternehmen zur Krisenfrüherkennung verpflichtet. Unser Gast: Prof. Dr. Werner Gleißner - Vorstand der FutureValue Group AG - Honorarprofessor für Betriebswirtschaftslehre (Schwerpunkt Risikomanagement) an der TU Dresden - Vorstand der EACVA (European Association of Certified Valuators and Analysts) - Vorstand der Deutschen Gesellschaft für Krisenmanagement (DGfKM) Key Learnings  - Planung braucht Struktur: GOP setzen klare Mindeststandards für eine ordnungsgemäße Unternehmensplanung. - Ganzheitlichkeit ist Pflicht: GuV, Bilanz und Cashflow müssen integriert geplant werden. - Ziel ≠ Erwartung: Erwartungswerte für Entscheidungen, Zielwerte für die Steuerung. - Krisenfrüherkennung ist Pflicht: StaRUG gilt für alle GmbHs seit 2021. - GOP als gesetzliche Basis: GOP-konforme Planung ermöglicht wirksame Krisenprävention. - Auch für den Mittelstand machbar: Eine schrittweise Umsetzung ist realistisch. Rechtlicher Hinweis Die in diesem Podcast geteilten Informationen dienen ausschließlich zu Informationszwecken und stellen keine Rechts-, Steuer- oder Unternehmensberatung dar. Für konkrete Fragestellungen wenden Sie sich bitte an einen qualifizierten Berater.

In this podcast episode, Dr. Jonathan H. Westover talks with performance management, workplace dynamics, and employer liabilities. Mark F. Kluger practices exclusively in the area of labor and employment law on behalf of employers. For ten years, before founding Kluger Healey, LLC, he was Chairman of the Labor and Employment Department of one of New Jersey's oldest law firms. Mark is a frequent speaker and writer on sexual harassment and discrimination avoidance, workplace diversity, performance management, union avoidance, and a myriad of other employment-related subjects and regularly conducts training sessions for employers on these critical topics. In addition, Mark has extensive experience in counseling employers on issues involving discipline and discharge, reductions in force, mergers and acquisitions, compliance with wage and hour, disability, COBRA, and family and medical leave laws. He regularly drafts all forms of employment policies and handbooks, severance agreements, employment contracts, non-competition and confidentiality agreements, and affirmative action plans. Mark also represents employers in collective bargaining, grievance arbitration, NLRB proceedings, and picket line issues. Mark graduated from Vassar College in 1984 and Cornell University Law School in 1987. He was an Adjunct Professor at Seton Hall Law School from 1991-1996 and served as a member and President of the Board of Education in North Caldwell, New Jersey from 2002-2008. Check out all of the podcasts in the HCI Podcast Network!

In dieser Folge sprechen wir über die Grundsätze ordnungsgemäßer Planung (GOP 3.0), die der Bundesverband Deutscher Unternehmensberatungen (BDU) 2022 veröffentlicht hat. Während es in der Buchhaltung seit Jahrzehnten klare Standards gibt, herrscht in der Unternehmensplanung oft „Freestyle". Die GOP wollen diese Lücke schließen und zeigen, welche Mindestanforderungen eine professionelle Planung erfüllen sollte. Besonders relevant wird das Thema durch das StaRUG (Unternehmensstabilisierungs- und Restrukturierungsgesetz), das seit 2021 alle haftungsbeschränkten Unternehmen zur Krisenfrüherkennung verpflichtet. Unser Gast: Prof. Dr. Werner Gleißner  - Vorstand der FutureValue Group AG - Honorarprofessor für Betriebswirtschaftslehre (Schwerpunkt Risikomanagement) an der TU Dresden - Vorstand der EACVA (European Association of Certified Valuators and Analysts) - Vorstand der Deutschen Gesellschaft für Krisenmanagement (DGfKM) Key Learnings - Planung braucht Struktur: GOP setzen klare Mindeststandards für eine ordnungsgemäße Unternehmensplanung. - Ganzheitlichkeit ist Pflicht: GuV, Bilanz und Cashflow müssen integriert geplant werden. - Ziel ≠ Erwartung: Erwartungswerte für Entscheidungen, Zielwerte für die Steuerung. - Krisenfrüherkennung ist Pflicht: StaRUG gilt für alle GmbHs seit 2021.  - GOP als gesetzliche Basis: GOP-konforme Planung ermöglicht wirksame Krisenprävention. - Auch für den Mittelstand machbar: Eine schrittweise Umsetzung ist realistisch.  Rechtlicher Hinweis Die in diesem Podcast geteilten Informationen dienen ausschließlich zu Informationszwecken und stellen keine Rechts-, Steuer- oder Unternehmensberatung dar. Für konkrete Fragestellungen wenden Sie sich bitte an einen qualifizierten Berater.

The Office of Personnel Management is requiring all federal supervisors to enroll in a new training program on performance management. A new memo says the mandatory training will cover how to both reward and discipline employees, as well as how to create effective performance plans. All supervisors are required to complete OPM's new training by February 9, 2026. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Natalie Tincher is the General Manager of Talent, Skills and Performance Management at Delta Air Lines and has led Delta's ambitious journey to build a companywide skills strategy from the ground up. In this episode, Natalie shares how Delta developed its “Talent Hub” to empower employees to own their growth, foster internal mobility, and create clearer career paths across the organization. She also discusses the challenges of change management, the importance of keeping things simple when transforming HR processes, and the role of AI in shaping the future of skills-based talent management. LinksNatalie's LinkedIn: https://www.linkedin.com/in/natalie-d-katz/Skills Strategy Discussion Group: https://www.linkedin.com/groups/12994338/ 

Budgetierung: Planung oder Verhaltenssteuerung? Beides geht nicht. Die klassische Budgetierung steht vor einem fundamentalen Dilemma: Sie soll realistische Planung ermöglichen UND gleichzeitig ehrgeizige Ziele für variable Vergütungen setzen. Zwei Aufgaben, die sich widersprechen. Im Performance Manager Podcast spricht Peter Bluhm mit Prof. Dr. Thorsten Knauer von der Ruhr Universität Bochum über das Schwerpunktthema der aktuellen Ausgabe der Fachzeitschrift Controlling: - Wie gehen über 300 deutsche Unternehmen damit um?  - Was zeigen Labor-Experimente über "Budgetary Slack"? - Können KI-gestützte Simulationen helfen, Manager zu realistischerer Planung zu bewegen? Brauchen wir einen komplett neuen Steuerungsansatz?

I'm Josh Kopel, a Michelin-awarded restaurateur and the creator of the Restaurant Scaling System. I've spent decades in the industry, building, scaling, and coaching restaurants to become more profitable and sustainable. On this show, I cut through the noise to give you real, actionable strategies that help independent restaurant owners run smarter, more successful businesses.In this episode, I dig into one of the toughest parts of leadership: firing. I explain why it isn't a failure but a form of maintenance that protects your team, culture, and long-term success. You'll learn how to identify performance issues early, make fair and informed decisions, and create a system that supports accountability without losing empathy.  TakeawaysFiring should be seen as maintenance, not failure.Keeping mediocre managers can be more costly than firing them.Performance management is about diagnosing issues before dismissing employees.Not every performance problem is a people problem; sometimes it's about systems.Clarity, capability, and care are key factors in employee performance.Firing protects standards and culture, not just punishes individuals.Every firing should lead to a review and improvement of systems.Documenting what broke helps prevent future issues.Refining roles is more important than simply refilling them.Share insights about firing practices to help others in similar situations.Chapters00:00 Introduction to Restaurant Success Strategies01:02 Understanding Employee Performance Management05:44 Implementing Effective Firing PracticesIf you've got a marketing or profitability related question for me, email me directly at josh@joshkopel.com and include Office Hours in the subject line. If you'd like to scale the profitability of your restaurant in only 5 days, sign up for our FREE 5 Day Restaurant Profitability Challenge by visiting https://joshkopel.com.

In this episode, Dave West sits down with Darrell Fernandes, executive advisor at Scrum.org to explore the The AI Teammate Framework: A Four-Step Framework for Product Teams, featured in a new whitepaper. They discuss how to treat AI like a true teammate—onboarding it with context, guiding interactions through user stories, and establishing governance to manage performance.Darrell emphasizes the importance of structured AI adoption, comparing it to onboarding human team members, and highlights how a disciplined approach can improve efficiency, reduce costs, and even protect jobs. From writing AI job descriptions to building prompt libraries and governance strategies, this episode offers actionable insights for teams navigating the evolving AI landscape.Listen now to learn how to bring AI onboard as a true teammate.For more, there is a live webcast coming up next week that will also be available as a recording. Learn more. Topics covered:Introduction to the AI Teammate FrameworkWhy a framework?The need for a structured, holistic approach to AI in teamsAI as a Team MemberTreating AI like a teammate rather than a toolThe importance of onboarding and providing contextComparing AI onboarding to human onboardingThe Four Steps of the FrameworkIdentify AI's Role – defining the problem and writing an AI “job description”Onboard with Context Management – giving AI access to product, customer, and process contextInteract Using User Stories – structuring collaboration through clear, outcome-based interactionsGovernance and Performance Management – ensuring accountability, compliance, and efficiencyChallenges of Working with AIContext management and maintaining prompt librariesBalancing AI experimentation with structureCost, scalability, and efficiency concernsLessons from the Early Days of Cloud ComputingParallels between the AI adoption curve and cloud evolutionThe shift from unregulated enthusiasm to disciplined governanceFuture of AI in Product TeamsThe importance of a disciplined, thoughtful approachHow structured AI collaboration can enhance — not replace — human workActionable Next Steps for TeamsRead the white paperAssess current onboarding and management practicesApply the four-step framework to integrate AI effectively

In this episode, Ray Sclafani discusses the critical importance of having a well-defined compensation philosophy in financial advisory firms. He highlights the common pitfalls of compensation planning without a clear strategy and emphasizes the need for a structured approach that aligns pay with performance, culture, and profitability. The conversation covers the essential building blocks of a strong compensation philosophy, how to implement it effectively, and the impact it has on employee engagement and trust in leadership.Key TakeawaysMore than half the industry lacks a clear compensation strategy.Clear pay philosophies lead to lower turnover rates.Transparency in compensation processes fosters trust among employees.Regularly review and adapt your compensation philosophy to align with business changes.Involve team members in defining key performance metrics.A strong compensation philosophy reflects the firm's values and leadership style.For more information click here to visit the Best in the Business Blog.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMIONAmazon to announce largest layoffs in company history, in AI push. WHO DO YOU BLAME?Former CEO Jeff BezosAICovid (This wave of layoffs results from overhiring during the pandemic)Executive Chair and largest shareholder Jeff BezosF5 Expects Revenue Hit From Cyber Attack. F5, a $20B billion technology company with impressive gross profit margins of 81%, experienced a cybersecurity incident involving unauthorized access to certain company systems by a sophisticated nation-state threat actor. WHO DO YOU BLAME?The Risk committee: Dreyer, Klein, Montoya, Budnik*Chair Marianne Budnik is deemed to have Cybersecurity experience because she serves as a Chief Marketing Officer in the cybersecurity industryPeter Klein was the CFO at Microsoft for less than 4 years, then was the CFO for WME for 6 months and then has only been a director since 2014.Risk committee member Michael Montoya specifically. F5 revealed that the director mysteriously resigned in the same filing it disclosed the cyberattack, despite having served for only 4 years. According to the proxy, had “extensive experience as an information security executive.” Following his resignation from the Board, Mr. Montoya continued his service with the Company and has been appointed as F5's Chief Technology Operations Officer.The entire board, for doing dumb modern day board things: announced that CEO François Locoh-Donou, would assume the additional role of Chair of the Board following the Company's next Annual Meeting of Shareholders 12 days after they announced the cyberattack.Investors. 98% YES average this year: 7 over 99.2%, including Risk Committee Chair Marriane Budnik with 99.6%. Nobody feels like they have to work hard to impress anyoneF5! It's a god damn cybersecurity company!How climate change is fueling Hurricane Melissa's ferocity. WHO DO YOU BLAME?Exxon CEO Darren Woods because he sued his own shareholders last year: Arjuna Capital, LLC and Follow ThisExxon CEO Darren Woods because just yesterday: Exxon sues California over new laws requiring corporate climate disclosuresExxon CEO Darren Woods because gas and oilClimate ChangeOpenAI says U.S. needs more power to stay ahead of China in AI: ‘Electrons are the new oil' WHO DO YOU BLAME?The fear-and-spending geniuses behind the original Cold War: Truman, Stalin, ChurchillPeople who historically ignored Eisenhower and his statements on the U.S. military-industrial complex when he explicitly warned that defense contractors and the military could exert undue influence on government policy. Sound familiar?Anyone who empowered the board to not be empowered when they tried to fire Sam Altman for such reasons as:Conflicts over OpenAI's rapid growth and direction, especially the tension between aggressive AI deployment vs. safety oversight.Power dynamics between Altman, key researchers, and board members — some may have felt he had too much unilateral control.The college that let Sam Altman drop outSammy Altman Citi's Jane Fraser consolidates power with board chair vote — and a $25 million-plus bonus to boot. WHO DO YOU BLAME?The entire Compensation, Performance Management and Culture CommitteeThese two long-tenured Compensation, Performance Management and Culture Committee membersDiana L. Taylor* 10 other directorships: Brookfield Corporation, Accion (Chair), Columbia Business School (Board of Overseers),Friends of Hudson River Park (Chair), Mailman School of Public Health (Board of Overseers), The Economic Club of New York (Member), Council on Foreign Relations (Member), Hot Bread Kitchen (Board Chair), Cold Spring Harbor Lab (Member), and New York City Ballet (Board Chair)Peter B. Henry*8 other directorships: Nike, Inc., Analog Devices, Inc., National Bureau of Economic Research (Board), The Economic Club of New York (Board), Protiviti (Advisory Board), Biospring Partners (Advisory Board), Makena Capital (Advisory Board), and Two Bridges Football Club (Board)The lowest common denominator effect of bank compensation committees:Wells Fargo CEO Charlie Scharf: ~$30M special equity grant tied to becoming Chair as well as CEO (3 months after meeting)Goldman Sachs: CEO David Solomon & COO John Waldron ~$80M each (retention RSUs vesting in ~5 yrs)KeyCorp: CEO Chris Gorman & four other senior execs: ~$8M for Gorman; ~$17M combined for the five NEOsThe passive ownership (re: management-friendly) of BlackRock, State Street, and Vanguard (combined 22%): without their votes at Goldman then Say on Pay was nearly tied, which might have dissuaded the year of one-off bonuses for banking CEOs??The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO [Sunny Verghese, CEO of food and ag company Olam Group] says. WHO DO YOU BLAME?The world's top 28 richest people (those worth ~$160 B each) together would equal $4.5 trillionThe world's greatest sycophant Tesla chair RobynDenholm: “On the pay package specifically: “It's not about the money for him. If there had been a way of delivering voting rights that didn't necessarily deliver dollars, that would have been an interesting proposition.”Any two of these basically redundant techbro companies' market caps would sufficeNvidia ~$4.2 trillion Microsoft ~$3.8 trillion Apple ~$3.1 trillion Amazon ~$2.4 trillion Alphabet ~$2.2 trillion Meta Platforms ~$1.8 trillion Broadcom ~$1.3 trillion Taiwan Semiconductor Manufacturing Company ~$1.2 trillionBill Ackman. Because he's a douche.MATTTarget is eliminating 1,800 roles as new CEO Michael Fiddelke gets set to take over the struggling retailer - WHO DO YOU BLAME?Current CEO Brian Cornell, who's “stepping down” to the role of Executive Chair - which is basically still CEO, just on the board and doesn't have to talk to employees anymore, so he can eliminate 1800 jobs and then fade away into a multimillion dollar unaccountable board roleFuture CEO Michael Fiddelke, who starts February 1, 2026, but is current COO and was forced to send the memo to employees telling them 8% of the workforce will be cutMonica Lozano, chair of the compensation and human capital management committee of the board, who's also on the BofA and Apple boards and is the most connected board member at a highly connected board - does the chair of the human capital committee have to weigh in on firing?OpenAI - the memo makes zero mention of the fact that part of Target's problem is that it shit on gays and blacks because of a feckless internet toad named Robby Starbuck, but feels very written by AI which would account for phrases like:“Adjusting our structure is one part of the work ahead of us. It will also require new behaviors and sharper priorities that strengthen our retail leadership in style and design and enable faster execution so we can: Lead with merchandising authority; Elevate the guest experience with every interaction; and Accelerate technology to enable our team and delight our guests.”Does anyone know what that word salad actually means? Doesn't it just mean “you're fired because we basically sucked at our jobs”?Hormel recalls 4.9M pounds of chicken possibly 'contaminated with pieces of metal' - WHO DO YOU BLAME?The audit committee, the closest committee responsible for enterprise risk (ie, metal in chicken) - Stephen M. Lacy, William A. Newlands (also lead director), Debbra L. Schoneman, Sally J. Smith (chair), Steven A. White, Michael P. ZechmeisterThe governance committee - James Snee, the now retired CEO who retired somehow in January but the company still hasn't found a permanent replacement 9 months later - so they're being run by Jeff Ettinger, interim CEO? Chair Gary C. Bhojwani, Elsa A. Murano, Ph.D., William A. Newlands (also lead director), Debbra L. Schoneman, Steven A. WhiteThe one black guy on the board - Steve White - who works at Comcast, is somehow qualified to be on Hormel board, and is on BOTH the audit committee AND governance committeeThe conveyor belt that spit pieces of metal as large as 17mm long into “fire braised chicken” sent to hotels and restaurantsCervoMed appoints McKinsey veteran David Quigley to board of directors - WHO DO YOU BLAME? Board is 2 VCs, a longtime biotech CFO, and five MD/PhDs. And among those 8, there are just two woman - the co-founder/wife of the CEO and a VC. And when they did their search, they could only find a longtime professional opinion haver - a consultant from the big three?Nominating committee for lack of imaginationEx or current McKinsey, Bain, and BCG employed directors - the opinion industrial complex - make up a whopping 4% of ALL US DIRECTORSAmong boards with MULTIPLE ex opinion directors: Kohl's is 25% consultantStarbucks is 27% consultantDisney is 30% consultantsWilliams-Sonoma is 38% consultantCBRE is 40% consultant!Nominating committee chair Jane Hollingsworth, for not looking around the room and saying, “hey dudes, can we add, like, maybe, ONE other lady?”Co founders Sylvie Gregoire and John Alam (also CEO) who own 17.3% of voting power - add in Josh Boger, board chair and 12.3% voter, and you basically have the CEO daddy and his buddy Josh with 29.6% of voting controlSylvie and John's bios, which neglect to mention they're married to one anotherWe are all terrified of the future - which headline is worse for your terror? WHO DO YOU BLAME?The world is about $4.5 trillion short of securing a sustainable food supply for the future, global food and ag business CEO saysBill Gates Says Climate Change ‘Will Not Lead to Humanity's Demise' - ostensibly because billionaires in bunkers will, in fact, survive on cans of metal-filled Hormel chili.Sorry, Yoda. Mentors are going out of styleMan Alarmed to Discover His Smart Vacuum Was Broadcasting a Secret Map of His HouseJennifer Garner's baby food company is going public on the NYSE — should investors be putting their eggs in this basket?Woman Repeatedly Warned by Canadian Exchange Not to Transfer Crypto, Gets Scammed AnywayOpenAI completes restructure, solidifying Microsoft as a major shareholder - MSFT owns 27%, the non profit which controlled the company “for the benefit of humanity” now will only control it for 26% of humanity?Tesla risks losing CEO Musk if $1 trillion pay package isn't approved, board chair says - IF MUSK LEAVES, WHO DO YOU BLAME?Robyn Denholm, board chair, whose job it is to manage Musk, but does it like an overwhelmed permissive mother who parents with chocolate and Teletubbies when the kid has a tantrumKimbal Musk - I was told by a bunch of directors and institutional investors at a conference, no joke, that Kimbal was still on the board (ie, not voted out) to control his brother's ketamine intake and crazy episodes. So if he throws a tantrum and leaves, isn't it bro's fault? This is a binary trade - Musk gets extra pay/control, stock goes up and isn't de-meme'd. Musk doesn't, he leaves and the stock is de-meme'd and drops arguably by 66% or more to be more like a car company with some tech. So do we blame investors, no matter what they do? They meme'd the stock in the first place, he couldn't get a trillion extra dollars if they hadn't pumped up the stock - and now they could vote with humanity (no pay) or meme capitalism (pay)!Techbro middle school conservatism - is this Ben Shapiro and Joe Rogan's fault? A Yale economist paper suggests that Musk's politics cost between 1 and 1.26 million Tesla car sales… Would we even be worried if Musk stayed out of politics? Wouldn't the market have just paid him whatever?Pop quiz: which directors stay on the board if Musk leaves in a tantrum?Jeffrey StraubelKimbal MuskRobyn DenholmJames MurdochKathleen Wilson-ThompsonIra EhrenpreisJack HartungJoe Gebbia

Story of the Week (DR):Citi's Jane Fraser consolidates power with board chair vote — and a $25 million-plus bonus to boota one-time equity award (the Award), consisting of Restricted Stock Units (RSUs) with a grant date value of $25 million and 1.055 million Citigroup stock optionsthe Compensation, Performance Management and Culture CommitteeDuncan P. Hennes (Chair)*Peter B. Henry*Other directorships: Nike, Inc., Analog Devices, Inc., National Bureau of Economic Research (Board), The Economic Club of New York (Board), Protiviti (Advisory Board), Biospring Partners (Advisory Board), Makena Capital (Advisory Board), and Two Bridges Football Club (Board)Renée J. JamesOther directorships: Oracle Corporation, Sabre Corporation, Vodafone Group Plc, President's National Security Telecommunications Advisory Committee (Member and Prior Chair), and University of Oregon (Trustee)Gary M. Reiner*Diana L. Taylor*Other directorships: Brookfield Corporation, Accion (Chair), Columbia Business School (Board of Overseers),Friends of Hudson River Park (Chair), Mailman School of Public Health (Board of Overseers), The Economic Club of New York (Member), Council on Foreign Relations (Member), Hot Bread Kitchen (Board Chair), Cold Spring Harbor Lab (Member), and New York City Ballet (Board Chair)Casper W. von KoskullCommittee Meetings in 2024: 15Citi elected CEO Jane Fraser as ChairJohn Dugan, who served as Chair of Citi's Board since 2019, will become Lead Independent DirectorCEO armies MMElon Musk Wants ‘Strong Influence' Over the ‘Robot Army' He's BuildingIn a Tesla earnings call Wednesday, the world's richest man pondered the future of his company's Optimus robots—and his control over them.“If we build this robot army, do I have at least a strong influence over this robot army?” he told investors. “Not control, but a strong influence… I don't feel comfortable building that robot army unless I have a strong influence.”His repeated use of the word “army” certainly stands out, suggesting the robot could eventually be used as a weapon. Is Musk considering having his robots be deployed as soldiers?Elon Musk Threatens to Leave Tesla if Shareholders Don't Approve His Trillion-Dollar Pay Package – Warns, “Which Other Automotive CEO Would You Like to Run Tesla Because It Won't Be Me”Secret Plans Reveal Amazon Plot to Replace 600,000 Workers With Robot ArmyThe ongoing CEO/Trump Oligarchical BromanceTrump pardons convicted Binance founder Changpeng ZhaoZhao, who is widely known as CZ, had pleaded guilty in 2023 to enabling money laundering while CEO of the huge cryptocurrency exchange.Zhao's plea was part of a $4.3 billion settlement Binance reached with the DOJ in 2023.The pardon of Zhao, widely known as CZ, came two months after The Wall Street Journal reported that the Trump family's own crypto venture, which has generated about $4.5 billion since the 2024 election, has been helped by “a partnership with an under-the-radar trading platform quietly administered by Binance.”NBC News, citing a public disclosure filing from Monday, reported that Binance in September had retained the services of the lobbyist Charles McDowell, who is a friend of the president's son, Donald Trump Jr.Trump calls off planned 'surge' of federal forces in San Francisco after talking to Jensen Huang and Marc BenioffHere are the donors contributing to Trump's White House ballroomIn summary: techbros, oil, tobacco, cryptoCorporationsAltria Group, tobacco (donated $1 million to Trump's 2025 inauguration fund)Amazon (donated $1 million to Trump's 2025 inauguration fund)Apple (donated $1 million to Trump's 2025 inauguration fund)Booz Allen HamiltonCaterpillarCoinbase (donated $1 million to Trump's 2025 inauguration fund)In February, the SEC dropped a pending case against the firm.Comcast Corporation (donated $1 million to Trump's 2025 inauguration fund)Google (donated $1 million to Trump's 2025 inauguration fund)$22 million toward the ballroom came from a settlement Trump reached with the Google-owned video site YouTube, ending a lawsuit he brought over the company's 2021 decision to suspend his account in the wake of the Jan. 6, 2021, attack on the U.S. Capitol.Hard Rock InternationalHP Inc.Lockheed MartinIn an emailed statement, the company said it was “grateful for the opportunity to help bring the President's vision to reality and make this addition to the People's House, a powerful symbol of the American ideals we work to defend every day.”Meta Platforms (donated $1 million to Trump's 2025 inauguration fund)In January, Meta agreed to pay $25 million to settle a 2021 lawsuit brought by Trump that alleged the company's suspension of his social media accounts after the Jan. 6, 2021, attack on the U.S. Capitol amounted to an act of censorship.Micron Technology (donated $1 million to Trump's 2025 inauguration fund)MicrosoftNextEra Energy (donated $1 million to Trump's 2025 inauguration fund)Palantir TechnologiesHas won hundreds of millions of dollars in new and expanded business since Trump's second term began, including contracts at the FAA, CDC, and further contracts with the U.S. military.Ripple (donated $4.9 million to Trump's 2025 inauguration fund)In March, the company's CEO announced that the SEC would drop its long-running litigation over whether its cryptocurrency is a security.Reynolds American, tobacco company.T-MobileTether AmericaThe company, which has ties to Commerce Secretary Howard Lutnick, is the issuer of the world's largest stablecoin, a type of cryptocurrency designed to hold a steady value.Union Pacific RailroadIndividualsStefan E. Brodie: an American businessman, convicted felon, and political donor known for co-founding The Bro-Tech Corporation (Purolite Company), a chemical manufacturing firmHarold Hamm: the billionaire oil executive played a key role in helping Trump raise funds from oil industry donors during the 2024 electionBenjamin Leon Jr., the health-care company founder was nominated as U.S. Ambassador to Spain in March.The Lutnick Family: Commerce Secretary Howard Lutnick is a billionaire and former Wall Street executive.Isaac “Ike” Perlmutter: former Marvel NEO who donated over $25 million towards the 2024 Republican campaign.Stephen A. Schwarzman: Blackstone CEO who donated $40 million to Republican organizations for last year's election.Konstantin Sokolov: private equity investor.Kelly Loeffler and Jeff Sprecher: Loeffler is head of the Small Business Administration; Sprecher is CEO/CHair/founder of Intercontinental ExchangePaolo Tiramani: founder of prefabricated homes company BOXABL Cameron Winklevoss and Tyler Winklevoss: co-founders of crypto platform Gemini.Activist investor group that includes Travis Kelce aims to revive struggling Six FlagsTravis Kelce is part of an activist investor group (with JANA Partners and others) that has acquired roughly a 9 % economic interest in Six Flags. The group's stated intention is to engage with Six Flags' management and board to improve performance, guest experience, marketing, etc. In the reporting by Reuters, it explicitly says that “Consumer executive Glenn Murphy and technology executive Dave Habiger … could, along with Kelce, serve as potential board nominees.”Goodliest of the Week (MM/DR):DR: Hundreds of Power Players, From Steve Wozniak to Steve Bannon to Richard Branson, Just Signed a Letter Calling for Prohibition on Development of AI Superintelligence"Nobody developing these AI systems has been asking humanity if this is OK."The letter cites recent polling from FLI, which was cofounded by the Massachusetts Institute of Technology professor Max Tegmark, showing that only five percent of Americans are in favor of the rapid and unregulated development of advanced AI toolsMM: Linda McMahon mixed up AI and A.1. — so of course now the steak sauce is all over itAssholiest of the Week (MM):Robot armies DRSecret Plans Reveal Amazon Plot to Replace 600,000 Workers With Robot ArmyElon Musk defends $1 trillion pay package: ‘I just don't feel comfortable building a robot army here and then being oustedMeta tells some employees their jobs are being replaced by tech: read the memoAWS Outage That Took Down Internet Came After Amazon Fired Tons of Workers in Favor of AIUS firm's Star Wars-style humanoid robot soldier brings sci-fi to battlefield2024: What Is a ‘Clanker'? New Slur for Robots Catches On (it's also from Star Wars)Fake retirementJeff Bezos Says He's the 'Least Retired Person in the World'...And He'll 'Never Retire Because Work Is Too Much Fun'In our data, there are 251 US board chairs that are executives at the company, WERE the CEO, but are NOT the CEO now - that's 251 Jeff Bezos' who get paid like a CEO to work how they want without any accountabilityThey don't give press conferences or earnings callsThey don't answer to the CEO, they answer to themselvesThey control the board without having to answer to it122 of them are NOT family or founder firms - meaning they were just the CEO and they're sticking aroundThat includes Donald Umpleby at CaterpillarAt Schwab, Charles Schwab is a CO-chair with ex-CEO Walter Bettinger II, and the board has a THIRD CEO on it in Richard WursterThe average TSR performance of these people is .477 - below averageIn zero situations is it worth having any of these people on the boardBoysTrump says Jensen Huang and Mark Benioff helped convince him not to send troops to San FranciscoCiti CEO's $25 Million Bonus Is Excessive, Top Bank Analyst Mike Mayo SaysElon Musk got feisty about his $1 trillion pay package in the final minutes of Tesla's earnings callMicrosoft CEO Satya Nadella's annual pay jumps to $96.5 millionPalmer Luckey says he told Anduril investors they can't complain if he takes time off to be on 'Survivor'Elon Musk Accuses Head of NASA of Being “Gay”Bill Ackman calls Trump the 'most pro-business president we've ever had'Integrity for sportsWhile the Trump Administration inserts itself in every crypto venture with no oversight, openly insider trades, and Congress does the same, heaven forbid it happen in sports… Chauncey Billups, others arrested in FBI probe linking NBA to Mafia gambling ringHeadliniest of the WeekDR: Airbnb CEO Brian Chesky has one question he likes to ask every entrepreneur: ‘Why does your company deserve to exist?'MM: SPEED ROUNDTesla recalls over 63,000 Cybertrucks due to the front lights being too brightMosquitoes found in Iceland for first timeCracker Barrel CEO Says Logo Update Wasn't 'Woke' — Just Easier to ReadReading IS woke!McDonald's CEO says he eats at the chain '3 or 4 times a week'Who Won the Week?DR: obviously JaneMM: MosquitosPredictionsDR: In 2070, future MetaSoul (née Facebook/Meta Platforms) CEO August Zuckerberg has one question she likes to ask every non-AI human: ‘Why do you deserve to exist?'MM: McDonald's CEO Chris Kempczinski goes from his reported weight of 158lbs to 220lbs inside a year

Tammy J. Bond shares her frustration after hearing a story from a middle manager dealing with a chaotic environment. The core issue: senior leaders are prioritizing being liked and showing misplaced "compassion" over actual leadership, accountability, and clear expectations. This episode is a fierce examination of how this dynamic demoralizes middle managers, promotes a culture of mediocrity, and actively destroys team trust and performance. Tammy challenges both senior leaders to put on the "boss hat" and middle managers to lead down and courageously speak up. Key Takeaways for Leaders (At All Levels) Chaos is Contagious, and so is Mediocrity: When leaders above the middle manager avoid difficult decisions (like performance termination), they model that mediocrity is acceptable, frustrating the rest of the high-performing team. Friendship is Not a Strategy: Prioritizing feeling liked or showing "compassion" in a performance issue is a destructive leadership failure. Compassion for hurt is necessary; compassion for unacceptable performance is enabling. The Cost of Circumvention: When a senior leader oversteps a middle manager (e.g., going directly to the employee or giving them assignments) it shows a break in trust, a lack of respect, and a disconnect that breaks down the entire organizational structure. The 90-Day Rule: Leaders must be slow to hire and quick to fire. Performance issues should be addressed and resolved (via performance plan or termination) well within the initial 90-day evaluation period. The Middle Manager's Survival Guide Middle managers are often stuck: managing up, communicating down, and balancing two sides with no support. Here's how to navigate the tension: Lead Down and Pull People Closer: When the top is failing, focus your energy on your team. Allow a three-minute "whine 101" for them to voice frustration. Acknowledge, "Heard, understood," and then ask, "And now what?" to shift to solution mode. Courageously Manage Up: Do not suffer in silence. Use curiosity to address boundary violations with your boss. Try framing your question like this: "I'm just curious, help me understand what's missing in my management style that's causing you to go around me directly to my staff? Here's what it feels like, and here's how it impacts the team." Know When to Escalate: If the unhealthy and destructive behavior of your superior continues, you have a right to go to HR to have a conversation about the negative impact on the team and your ability to lead. A word from Tammy: I unapologetically ask bold questions and challenge assumptions to help leaders rethink what they thought was true! If this episode resonates with you and you need help having this conversation with your boss, reshare this episode, tag me in your post, and I will reach out to discuss a role-play strategy.

Friday October 17, 2025: In this episode of Future Ready Today... The Wall Street Journal reports that SHRM's invitation to anti-DEI speaker Robby Starbuck triggered outrage across HR circles. Jacob explains why boycotting the event might reveal more about HR's fragility than its values. Then, a Times of India report shows nearly half of U.S. employees are secretly using AI tools at work — a growing “shadow AI” movement that exposes weak leadership and poor communication. Reuters highlights how Citigroup's AI copilots now save 100,000 hours per week, while Unleash.ai and Gallup reveal deep workforce divides: only one in three workers feel future-ready and just 40% have a “quality job.” Finally, HR Canada Magazine finds that Gen Z workers feel more comfortable talking to ChatGPT than coworkers — and Harvard Business Review questions if CHROs should abandon performance improvement plans. Each story uncovers one truth: the future belongs to leaders who can handle discomfort, embrace AI, and rebuild trust in the workplace. Get my new book here: 8EXLaws.com

Renee Troughton: The Hidden Cost of Constant Restructuring in Agile Organizations Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Trust and safety are the most fundamental foundations of a team to perform. And so you are just breaking the core of teams when you're doing this." Renee challenges us to look beyond team dysfunction and examine the "dirty little secrets" in organizations—leadership-driven anti-patterns that destroy team performance. She reveals a cyclical pattern of constant restructuring that occurs every six months in many organizations, driven by leaders who avoid difficult performance management conversations and instead force people through redundancy rounds. This creates a cascade of fear, panic, and victim mindset throughout the organization. Beyond restructuring, Renee identifies other destructive patterns including the C-suite shuffle (where new CEOs bring in their own teams, cascading change throughout the organization) and the insourcing/outsourcing swings that create chaos over 5-8 year cycles. These high-level decisions drain productivity for months as teams storm and reform, losing critical knowledge and breaking the trust and safety that are fundamental for high performance. Renee emphasizes that as Agile coaches and Scrum Masters, we often don't feel empowered to challenge these decisions, yet they represent the biggest drain on organizational productivity. Self-reflection Question: Have you identified the cyclical organizational anti-patterns in your workplace, and do you have the courage to raise these systemic issues with senior leadership? Featured Book of the Week: Loving What Is by Byron Katie "It teaches you around how to reframe your thoughts in the day-to-day life, to assess them in a different light than you would normally perceive them to be." Renee recommends "Loving What Is" by Byron Katie as an essential tool for Scrum Master introspection. This book teaches practical techniques for reframing thoughts and recognizing that problems we perceive "out there" are often internal framing issues. Katie's method, called "The Work," provides a worksheet-based approach to introspection that helps identify when our perceptions create unnecessary suffering. Renee also highlights Marshall Rosenberg's "Nonviolent Communication" as a companion book, which uses language to tap into underlying emotions and needs. Both books offer practical, actionable techniques for self-knowledge—a critical skill for anyone in the Scrum Master role. The journey these books provide leads to inner peace through understanding that many challenges stem from how we internally frame situations rather than external reality. We have many episodes on NVC, Nonviolent Communication, which you can dive into and learn from experienced practitioners.  [The Scrum Master Toolbox Podcast Recommends]

In this episode of Elevate Care, host Kerry Perez dives into the dynamic world of healthcare leadership with Cory Geffre, MSMSL BSN, RN, Executive Vice President of Hospital Operations and Chief Nursing Officer at Altru Health. Cory takes us on his inspiring journey from bedside nursing to the executive suite, sharing hard-earned lessons and actionable insights along the way.Discover the five essential pillars of leadership—developing people, managing performance, building teams, improving operations, and achieving results—and how they can transform not just your leadership style but your entire organization. Cory also opens up about the power of self-awareness, the importance of empathy, and why continuous learning is the secret sauce for staying ahead in the ever-evolving healthcare industry.Whether you're a seasoned leader or just starting your journey, this episode is packed with wisdom, real-world strategies, and a refreshing dose of honesty about the challenges and opportunities in healthcare leadership. Chapters:00:00 Introduction to Healthcare Leadership03:00 From Bedside to Boardroom: Cory's Leadership Journey05:58 The Five Pillars of Leadership Excellence08:59 Developing People: The Heart of Leadership11:54 Building Resilient Teams That Thrive15:04 Fixing Broken Systems: Improving Healthcare Operations18:05 Driving Results Through Accountability21:55 Soft Skills That Make Hard Impacts25:00 Leading with Empathy: Why It Matters28:01 Lifelong Learning: The Key to Staying Ahead30:54 Wrapping Up: Key Takeaways for Healthcare LeadersAbout Cory GeffreCory Geffre, MSMSL BSN, RN, is the executive vice president of hospital operations and chief nursing officer at Altru, providing executive leadership for the organization and oversight of nursing practices, clinical services, and evidence-based patient care services. Geffre's passion is building dynamic, diverse and engaged teams that deliver consistent high-quality healthcare to patients. Geffre has over 22 years of experience in healthcare leadership, business development and operational efficiency. Sponsors: We're proudly sponsored by AMN Healthcare, the leader in healthcare staffing and workforce solutions. Explore their services at AMN Healthcare. Learn how AMN Healthcare's workforce flexibility technology helps health systems cut costs and improve efficiency. Click here to explore the case study and discover smarter ways to manage your resources!Discover how WorkWise is redefining workforce management for healthcare. Visit workwise.amnhealthcare.com to learn more.About The Show: Elevate Care delves into the latest trends, thinking, and best practices shaping the landscape of healthcare. From total talent management to solutions and strategies to expand the reach of care, we discuss methods to enable high quality, flexible workforce and care delivery. We will discuss the latest advancements in technology, the impact of emerging models and settings, physical and virtual, and address strategies to identify and obtain an optimal workforce mix. Tune in to gain valuable insights from thought leaders focused on improving healthcare quality, workforce well-being, and patient outcomes. Learn more about the show here. Connect with Our Hosts:Kerry on LinkedInNishan on LinkedInLiz on LinkedIn Find Us On:WebsiteYouTubeSpotifyAppleInstagramLinkedInXFacebook Powered by AMN Healthcare Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of The CX Tipping Point Podcast, host Martha Dorris sits down with Christopher Mannozzi, Director of Performance Management, and Jim Schaefer, Director of Surveys at the Department of Veterans Affairs' Veterans Health Administration (VHA).Together, they lead the Survey of Healthcare Experiences of Patients (SHEP) program, which is transforming how the VA listens to and improves care for veterans.The conversation explores how SHEP:Uses surveys to capture veterans' experiences across all types of careAnalyzes data to highlight what's working well and pinpoint opportunities for improvementLeverages automation and monthly reports to deliver fast, actionable insightsThey also share what's ahead for the program, including:Enabling veterans to complete surveys directly from their phonesComparing VA care to community care to better understand the full patient journeyExploring AI and natural language processing for deeper analysisProviding training to staff on turning feedback into meaningful actionAt its core, SHEP's mission is simple yet powerful: to improve healthcare quality and satisfaction, helping veterans live healthier lives. By surfacing common challenges and spreading best practices, the team is driving positive change across VA facilities nationwide.Congratulations to the SHEP team on receiving the 2024 Service to the Citizen® Award!Thank you for listening to this episode of The CX Tipping Point Podcast! If you enjoyed it, please consider subscribing, rating, and leaving a review on your favorite podcast platform. Your support helps us reach more listeners! Stay Connected: Follow us on social media: LinkedIn: @DorrisConsultingInternational Twitter: @DorrisConsultng Facebook: @DCInternational Resources Mentioned: Citizen Services Newsletter 2024 Service to the Citizen Awards Nomination Form

I'm Josh Kopel, a Michelin-awarded restaurateur and the creator of the Restaurant Scaling System. I've spent decades in the industry, building, scaling, and coaching restaurants to become more profitable and sustainable. On this show, I cut through the noise to give you real, actionable strategies that help independent restaurant owners run smarter, more successful businesses. In this episode, I dive into the critical aspects of restaurant marketing, the value of hiring top talent, and how to build a high-performance culture inside a restaurant. I break down why clear roles and defined outcomes are essential, how to financially justify investing in A players, and the role leadership plays in shaping team performance. I also share practical insights for restaurateurs who want to strengthen their operations and elevate their team dynamics. Takeaways:Most restaurant marketing fails because it's built on guesswork.I've never seen an underperformer turn into an all-star.Early stage restaurants win by acquiring A players.We need to get clear and define roles around outcomes.Rescuing underperforming employees has hidden costs.A players are cheaper than B players in the long run.Your culture is what you tolerate, not what you preach.Every time you keep a C player, you teach A players that excellence is optional.Run the rehire test on your bottom 10%.Give your leaders a number to focus on and improve.Chapters00:00 Introduction to Restaurant Marketing Challenges01:45 The Importance of Hiring A Players04:39 Defining Roles and Outcomes in Restaurant Leadership07:31 Creating a High-Performance CultureIf you've got a marketing or profitability related question for me, email me directly at josh@joshkopel.com and include Office Hours in the subject line. If you'd like to scale the profitability of your restaurant in only 5 days, sign up for our FREE 5 Day Restaurant Profitability Challenge by visiting https://joshkopel.com.

Send us a textIn this action-packed episode of the Joey Pinz Discipline Conversations podcast, Joey dives deep with Mike Psenka, CEO of Moovila, as they explore how discipline, probability, and automation intersect to revolutionize project management for MSPs.