Podcasts about phil you

「あなたも誰かに「これ、いいよ！」と熱く語りたくなるものがありますよね。今回は、トモヤとアンドレアが自分たちの「推し」を英語で紹介する方法をシェア！声だけで楽器の音を完璧に再現する韓国のビートボクサー「ウィング」の驚異的なパフォーマンスや、世界の食を旅するNetflixシリーズ「Somebody feed Phil」の魅力を熱く語ります。さらに、英語で自然におすすめを伝えるフレーズも大公開！「You might like it too」や「Why don't you try?」など、あなたの推しを外国人にも伝えられる表現が満載です。あなたの「推し」を英語で語れるようになりませんか？」エピソード紹介文

For three decades, both Phil Koopman and Steve Wilson have been working in AI. They joined us on Making AI Work for You for a conversation about health tech safety and security.    With exceptional backgrounds and unparalleled experience, they share their perspectives on: Why cybersecurity is an “arms race” How safety standards differ from machine learning testing The considerations about the level of agency you give an AI system Why there needs to be a human “captain of the ship” Struggles with the software supply chain Why it's critical to have rigorous engineering processes   Phil is an associate professor at Carnegie Mellon University, is the originator of UL 4600, and has been working on self-driving cars for 30 years.    Steve is CPO of Exabeam, is an author, a member of the TTIC, and is an expert in machine learning, LLMs, and cybersecurity. He's been working in AI since 1992.    Topical time codes: 1:47 - Phil - The importance of humans in autonomous technology  5:10 - Phil - You need a captain of the ship for safety 7:04 - Steve - Agentic systems  11:09 - Steve - Software supply chains 15:39 - Phil - The challenge of making sure software is safe  17:54 - Phil - Testing doesn't prove safety 20:27 - Phil - The purpose & value of UL 4600 23:06 - Phil - You can't wait until something is on fire to put out the fire 24:16 - Steve - Culture of the Product environment  25:27 - Steve - Need for focus around safety and security for good decisions 26:07 - Phil - In embedded AI, there are real people on the other side  27:36 - Steve - Cybersecurity is an arms race 29:38 - Phil - People short-cut safety when they're in a rush    Connect with Phil Koopman: https://www.linkedin.com/in/philip-koopman-0631a4116/  Learn more about UL 4600: https://ulse.org/ul-standards-engagement/autonomous-vehicle-technology Connect with Steve Wilson: https://www.linkedin.com/in/wilsonsd/  Learn more about Exabeam: https://www.linkedin.com/company/exabeam/  Connect with Sherri Douville: https://www.linkedin.com/in/sdouville/   Learn more about TTIC: https://medium.com/@news_52674/about 

Siggi og Lovísa á sínum stað í Popplandi. Árni Matt fór með hlustendur undir yfirborðið eins og alltaf á þriðjudögum. Allskonar nýtt íslenskt efni og eitthvað utan úr heimi, plata vikunnar á sínum stað: Hlið A, Hlið B sem Hreimur var að senda frá sér. BERNDSEN - Supertime. Baltimora - Tarzan boy. Collins, Phil - You'll be in my heart. BILLIE EILISH - What Was I Made For. Carlile, Brandi, John, Elton - Never Too Late [Clean]. PRINCE - 1999. NÝDÖNSK - Nostradamus. Una Torfadóttir, Leikhópur úr sýningunni Stormur - Málum miðbæinn rauðan. Fontaines D.C. - Favourite. CORNELIA JAKOBS - Hold Me Closer (Svíþjóð). Tinna Óðinsdóttir - Words. Snorri Helgason - Borgartún. 10CC - The Wall Street shuffle. Teddy Swims - Guilty. FIRST AID KIT - My Silver Lining. Mendes, Shawn - Heart of Gold. Hildur Vala Einarsdóttir - Þú hittir. Perez, Gigi - Sailor Song. BARAFLOKKURINN - I don't like your style. Viagra Boys - Man Made of Meat. Sigríður Beinteinsdóttir, Celebs - Þokan. Bjarni Arason - Aðeins lengur. THE EMOTIONS - Best Of My Love. Helgi Björnsson - E?g stoppa hno?ttinn með puttanum. Jón Jónsson Tónlistarm., Una Torfadóttir - Vertu hjá mér. Moses Hightower - Nýfallið regn. GEORGE EZRA - Blame It On Me. Páll Óskar Hjálmtýsson, Benni Hemm Hemm - Allt í lagi. Thee Sacred Souls - Live for You. NINA SIMONE - My Baby Just Cares For Me. FRIÐRIK DÓR - Í síðasta skipti (Söngvakeppnin 2015). CHRIS STAPELTON - Tennessee whiskey (radio edit). Mumford and Sons - Rushmere. Jungle - Let's Go Back. VÆB - Róa. John, Elton - Who Believes In Angels?. NICK CAVE - Into my Arms. ELÍN HALL - barnahóstasaft. STEREOPHONICS - Have a Nice Day. HREIMUR - Hinum megin við. FLEETWOOD MAC - Hold Me. KAKTUS EINARSSON & DAMON ALBARN - Gumbri. GDRN - Áður en dagur rís (feat. Birnir)

To be a great leader, you need to truly believe you are there for your team, and not the other way around. It's called Servant Leadership. And very few people understand and have lived the principles of servant leadership as intentionally and as deeply as today's guest.Phil Sponsler has spent more than 20 years as a driving force for continuous improvement while building teams at Orbitform. In one of the first episodes of The Clarity Advisors Show, he and host Ken Trupke talked about servant leadership. Phil's wisdom and insights were so valuable that we're sharing them again in today's show.Timestamps(02:59): Some of the lessons from Phil's twenty-two years at Orbitform(04:39): "Do's and don'ts" of  having people feel safe(06:49): Eighteen years of improvements to make Orbitform a secure place to work(08:29): How to cascade processes down through an entire organization(12:17): Creating and selecting mid-level leaders with high levels of courage to do the right things(15:25):  Stratospheric results come from having leaders, mentors, and mentees aligned with the organization's purpose and values(16:51): Pivoting the organization, introducing new products, and thriving during the pandemic(25:15): Phil's best advice to young leaders on how to think about, build, and grow their team(26:44): Fundamental books people need to read if they want to become a leaderEpisode Quotes“Leadership is something that has to be cultivated and grown, and great leaders end up providing safety and security for their folks.” (Phil)“We are all human beings, so the team is built of human beings, not robots.” (Phil)“Being a leader, you have to have a high level of courage to do the right things.” (Phil)“You have to grow your mind.” (Phil)“Everybody talks about having a networking process. Be somebody that people want to network with you.” (Phil)Recommended readingExtreme Ownership by Jocko WillinkWe Were Soldiers Once… and Young by Harold Moore and Joseph GallowayThe Go-Giver by Bob Burg and John David MannThe Culture Code by Daniel CoyleLeading Jesus' Way by Mark DeterdingAtomic Habits by James ClearGrit by Angela DuckworthFollow/Connect with Phil Sponslerpsponsler@orbitform.comPhone: 517-206-8217Phil Sponsler on LinkedIn

How should I put myself out there as a screenwriter in 2022? If you follow me on social media, you know I constantly give people that advice, "just put yourself out there." Well, this week on Screenwriter's Need To Hear This, we discuss where "there" is and how to put yourself out "there."Show NotesMichael's Online Screenwriting Course - https://michaeljamin.com/courseFree Screenwriting Lesson - https://michaeljamin.com/freeJoin My Watchlist - https://michaeljamin.com/watchlistTranscriptions are Auto-GeneratedMichael's Online Screenwriting Course - https://michaeljamin.com/courseFree Screenwriting Lesson - https://michaeljamin.com/freeJoin My Watchlist - https://michaeljamin.com/watchlistTranscripts are auto-generatedMichael:You know, there's not a lot of demand. There's not a strong demand for, for poor to mediocre scripts. And I think some people think well, but that show on TV that show's terrible. Can I do that? Mine is just as bad. It's like, well, we, we can talk about why that's bad or you know how it's unfair that their bad show is on the air, but, and your a bad show, your equally bad show is not. We could talk about that, but I think your odds, it go up exponentially by doing something great. You're listening to screenwriters. Need to hear this with Michael jam.Michael:Hey everybody. This is Michael Jamin. And welcome back to screenwriters. Need to hear this, the podcast for screenwriters who need to hear this. And today we are talking about the title's episode is when put, when putting your work out there, where is there? Because I, I say that a lot. I say, Hey, just put your work out there. And people, one guy was like, Hey, well, we have a where's there. Where is there? Which is a fair thing to ask. And so my answer to that, Phil is anywhere, put your work out anywhere. So whatever you got going on, if you've got nothing going on, which is fine, then putting out your work out there means giving it to somebody else. You know, if you're only, if you only read person, who's read your script or you seen your project is your mom. Show it to one other person.Michael:Now you've doubled the number of people. And now you may think that, okay, but that's not enough. Okay. There are other things you can do. But so many people think like, you know, when you're putting your work out there, is there a website? Is there a contest? Is there someone's door stop? Is it me? I'm not the gatekeeper. The gatekeeper is not what you think it is. You know, when I first started in the business, I was just a dude who wanted to be a writer. And I teamed up with another dude who wanted to be a writer. There was nothing special about us. We didn't have connections. We were just two dudes and we were, we became friends. Right? And that's how a lot of partnerships or, you know, that's just a lot about how opportunities, not even just partnerships, it's people who are friends, just doing things together because they both have a similar goal.Michael:And so putting your work out there means finding people like you, because making it in Hollywood is climbing a mountain. And when you climb a mountain, you don't start at the top. You don't, you know, you don't show up to Netflix with your script. Hey, get, you know, it doesn't work that way. I mean, maybe it has for one person and, but don't kid yourself for everyone else. You have to climb your way up the mountain. That means starting at the bottom, not starting at the top. And so where do you start at the bottom? The bottom is anything more. But if you've got this going on in your life, which is nothing, then do something, which is a little more than what you have. If your neighbor's shooting something and their backyard, that's more than what you got going on. It just because they don't have the universal studios backing them doesn't mean it's not worthy of getting involved in them, you know, and whatever they're doing, because those people, people with similar interests tend to do things and they rise up and you wanna be part of that.Michael:A simple thing to do, a very simple thing to do is if you live in a city, go to your local film school, like how, you know, a lot of cities have, or towns have film schools. And every semester they have they usually have like film festivals, like to, to air the kids' work, their projects. And no one's going to those things be, who's gonna go to that. Like just their mom and their dad, and maybe the roommate go buy a ticket. It'll be $5. It's not gonna be much. If anything, maybe he's free. Go sit through these movies and go watch them. And at the end, mingle with the, these kids and find something nice to say, even if they're terrible, there's, I'm sure you can find something nice to say about something. Go up to the director. I love the way you lit that scene in the alley.Michael:Go up to the writer. I love the way you wrote that, that wonderful, the triplet, you know, in the bedroom scene. I love that. I love that. Go up to the actor. You play that so wonderful. Even if it's terrible, even if like the whole thing as a whole, isn't great. I know you can find things to like about it. And just go up to those people and say, Hey, I love what you just did. Consider myself a fan. I'm a fan of your work. Now, a young kid who hears that is gonna freak out because imagine a stranger saying that and that kid, maybe they can't collaborate with some on something now, cuz they're in film school, but they'll be at a film school in a year or two or whatever. And now you are part, you know, now you're hanging out with people who want the same thing and, and maybe you collaborate.Michael:Maybe you'll work together on something. Maybe you won't, maybe they'll have an opportunity to, you know, to hire you on something. But those people are gonna go up and you wanna build that base. You wanna build that circle. And that's honestly, you know, that's one of the advantages. So we have this, this, you know, screenwriting course. And one of the advantages is that we have a private Facebook group and I see the people in this FA the private Facebook group, they've gone to my course, they've learned all the lessons and now they start, they're ha they're collaborating. Some people are teamed up. Some people are they're doing table reads together. You know, they're socializing in the, and I think that's fantastic. I'm not doing, I'm not organizing any of that. They're organizing it on their own. They're having table reads. They're helping each other out, which is so smart because that tide rises, man. You, you know, they help each other out. People are already doing great things in that, in that group. Good for them. And they don't need me. I, I don't need to, you know, prod them. They're doing it on their own. These are the fact that they're doing it on their own. These are people who are, who want it, who want, who will make something happen, cuz they want it. You know? Yeah. I've always hanging out with those people.Phil:I've always described that group as a, as kind of, there's a barrier to entry there. And I think that, you know, you and I have talked about this too. There's a price on your course and there are a lot of people like, well, why are you charging for a course, if you, why are you giving this away? And I'm the one who pushed for the price on the course because I have experienced enough. And I've invested enough in myself in many ways in the business world and the marketing world. I continue to do this. I've paid for most screenwriting courses online because the people who will appreciate it the most are the ones who will pay for it and you're giving away important information. Yeah, but that also is important to those of us who are in that private Facebook group because all of us are showing we are committed to making this work. And that means when people are asking for notes, they're asking for help. They're asking for feedback. The value that is being shared in that group is, is extremely high. And I've been in a lot of free screenwriting groups. It's people who understand, they think about it the same way. And they're just as committed to the, to making this work and making crew out of this as I am. And as the Dave Crossman's are and the mic, everyone, everyone is,Michael:They got skin in the game. You gotta put skin in the game free. If it's Free's worthless and it's not worthless. So put skin in the game and that'll keep and, and, and that'll keep your, you know, motivated. , you're investing in yourself. You're gonna be motivated to make something happen. And, and yeah, so anyway, I would, that's one thing I would do. I'd go up to those film schools and start socializing with those kids. I would, if you're in a town in the middle of nowhere, I would go to your community theater, local theater, and you'll find people, actors, writers, directors, who wanna be involved, who want maybe they want to be involved in your next project that you write. They just wanna act in it. And so that's your little circle. I mean, and there's amazing things that can be done.Michael:Remember everyone who got like, who breaks into the business? We we're, no one's beforehand. There's nothing. It's not like we had signs over, had future success. It's, you know, we're just people. And so that's what I would do. And, and a couple of a couple weeks ago, maybe it was months ago, I don't remember, but some, some kid reached out to me from film school. He wa he was looking for an actor in his fifties to, to be in his, you know, student production. Now wasn't really interested in that. But if I were an aspiring actor, you better believe I would've said yes to that. I would've you know, yeah. I'll, I'll do that because those kids are going places and now you're building out your network. And so there's just no, like where is here? Here is anywhere. Just put it out anywhere, do whatever, you know, that that's, I mean, that's what opportunity looks like opportunity. Doesn't look like someone handing you a check opportunity, looks like you making things and doing things, you know? And, and they always, one thing leads to another. It just does, you know?Phil:Yeah, absolutely. I mean, you've put yourself out there over the last year on social media and you. Yeah. Right. And that platform, you know, we had a podcast recently talking about, like, if you were trying to break in, what would you do? And you would do this. You would be putting yourself out on social media. Mm-Hmm podcast. I think I look at that and I think, okay, I am not a produce screenwriter. Why would I write a podcast? Why would I have a podcast about screenwriting? I don't know that I would, if I weren't here with you, because I'm very aware that there are a lot of Charlas and snakes oil salesmen, trying to get ahold of people and make them think they're an expert. And they're pretending to be something right. If you're interviewing experts, that's a different story. If you're providing value in getting access for a different way, that's a different story. But that doesn't mean you need to be putting yourself on social media as a screenwriting expert, if you are not. I think what you're saying is you should be showing everyone what you have. You should be giving it away for free. You should be putting it out there so that people can easily get access to the special thing that makes you a talented person who can write act direct, produce, whatever it is you're doing.Michael:And you've had some opportunities just because of your you're doing this, or people know you and people, you know, come up to you just because of this, because you're putting yourself out there. You know? So, and you know, we talked about some things off all on the side. Things, opportunities have kind of come your way as a, just because of what, just because you're here now, you know, mm-hmm, and you're showing up, you know, even on the, even on the job you were currently working in, you're showing up. Yeah. So yeah, don't I guess don't be so literal in terms of like, people say, well, you know, how do I get my show on HBO? Well, you start at the bottom. That's how, yeah. You know it, you know, I don't, I, I, I certainly did. I certainly it's so odd that people, I don't know, I guess they getting its information on the internet, but like, like they're like, how do I sell a show on HBO or, or any network really?Michael:Right. And well, I'll tell you how I did it. I started at the bottom so I can go in and I can pitch them and it's not easy. And I certainly, it's not a guarantee I'll sell anything, but I can, I can get the session. I can, I can get the pitch, but it's because I've earned it. And they've, they trust me now with that I'll do a good job if they want it. And that, you know, I know how to make it, but so a stranger, they don't just come off the street. They're not, what do they, they're not gonna just trust someone who hasn't done anything before. Why would they, would you, I mean, would anybody, you know, you're not gonna hand over a check for a couple hundred thousand dollars to someone who hasn't done anything before, that would be nuts.Phil:That message is something that separates you from every other guru in the, in the world. Not that you call yourself a guru, but there are a lot of people who claim to claim to be, and there's selling the dream. And when we started putting the course together and we started putting this stuff out there, that was one thing you were adamant about. I cannot sell the dream. I can't be the guy who goes out and tells them you're gonna make it buy my course, rah, rah, you're gonna make it. And there was a lot of pushback on putting a price tag on the course. And I said, you need to, because they're gonna need to value it. And we have to figure out a way to not to not sell the dream and your way of doing that is being so real with people.Phil:That, that seems to be the thing that stands out for you. That's the thing, time and time again, people say ouch needed to hear this. Thank you so much for being real about this because you're taking people down from cloud nine, have done real expectations that I might have had of being an nickels fellowship winner. On my first script I put in, or an Oscar winner on the first thing that gets produced, whatever it is, whatever delusions of grand or that I had to have to give me to where I am today, that dose of reality is very important because it does two things. One, go ahead.Michael:Well, no, please go, please finish.Phil:Let's say it does two things. One, it makes you take a dose of reality to take a step back and say, Hey, how committed do I need to be to this? And do I have what it takes to actually commit to doing this with the belief that I will get better at the more at bats that I have, or right. The other option is, man, this is not for me. I think I'm gonna go back and I'm gonna be in tech sales. I'm gonna make a pretty good living there, enjoy my life and just enjoy film and television,Michael:Right? ThatPhil:Possible. It's a valuableMichael:When we talk about, you know, living the dream, we're selling the dream, like to me, the dream is, and this, but I made clear about the course is the dream is I will help you become a better writer. I will help you express yourself. And hopefully right at the level, that was, that is required for you to get work. But you know, that's, that's what I can do for you. I can help you cuz you know, there's not a lot of demand. There's not a strong demand for, for poor to mediocre scripts. And I think some people think well, but that show on TV that show's terrible. Can I do that? Mine is just as bad. It's like, well, we, we can talk about why that's bad or you know how it's unfair that their bad show is on the air, but in your a bad show, your equally bad show is not. We could talk about that, but I think your odds go up exponentially by doing something great. You know? And that's, you know, that's all I can help you with. You know, I can't promise you anything other than that. So,Phil:But, but what else do we want? Like what, what more could we ask of you, right? That no one's gonna make it in this world until they happen. Like, and unless you make it happen for yourself, you cannot rely on other people to give you anything. Self reliance is the term. We call that in any other aspect. And I think there's a level of self reliance we need to have. And what you're telling people is you need to do the work. You need to sit down, you need to write mm-hmm , you need to understand the craft. You need to have those practice at bats. You don't have to go out in front of a major league ballpark and try to hit a home run. You can put in the daily singles that we've talked about early on this podcast. What can I do today to get ahead? And that's it, that's all is required as daily singles.Michael:And I'd like to also add, you know, the, the barrier entries is actually quite different than it was when I broke in many years ago. I, I, I would describe myself and this is a weird thing to say, but I, I, at this point I'm calling, I'm kind of a Hollywood insider. I've been doing it for 26 years. So when I pitch a show, you know, I'm, the guy you'd think that would they, they would buy a show from, I have 26 years of experience. Who else do you think they're gonna buy a show from? If not someone like me, right? So I guess I'm kind of an insider, but the last three shows that I've worked on were from, that were created by Hollywood outsiders, Hollywood outsiders. And so that would be Maron, re link and Tacoma FD. These are people who didn't come in through the Hollywood system and they just created something special on their own and became success, made it so big and built up a big following and, and a fan base because they just did it themselves because they didn't ask permission. And then because of that, they got so big that they needed to hire people like me to help, to help them with their TV shows.Michael:Hey, it's Michael Jamin. If you like my videos and you want me to email them to for free join my watch list. Every Friday I send out my top three videos. These are for writers, actors, creative types. You can unsubscribe whenever you want. I'm not gonna spam you. And it's absolutely free. Just go to Michael jamin.com/watchlistMichael:There's room out there for people like there is create your stuff and make it great. I mean, you still have to be great that there's there's that little matter you have to get over, but but isn't that isn't not the way it should be. I mean, should shouldn't it have to be great. I mean, yeah, that seems reasonable.Phil:I think so tying this back to what we've been talking about across the board, you practice practice, like yeah, you don't go out and become an NFL player. And again, we've, we've talked about the statistic about slightly more NFL players than there are slightly more working writers than in the NFL. Is that right? Yeah. Right. So we've talked about that quite a bit. So the odds are not great for most of us to be professional writers, but I can tell you what improves your odds. Yeah. Working out every day, getting faster, getting stronger practice, throwing the ball, practicing and, and drilling tackles and, and learning the playbook. All of those things that you would do to be a professional athlete. You gotta do 'em as a writer too, you need to come, right? If you show up every day, you need to practice coming up with ideas.Phil:You need to sort through the wheat and the Shaf to find the good stuff you gotta, right? You gotta break stories. You need to figure out when you break a story, why it doesn't work, you need to do your outlines. You need to figure out why it doesn't work in the outline, but it did. It felt like it worked in the other one. You need to write the first draft. You need to finish the first draft, which is hard for most people to do. Then you gotta do the hard part, which is share that really bad draft and know that it's bad with people who are gonna give you good feedback on it. Then you have to take those notes and you have to dust off what works, figure out how to make it better, send it out. Then you gotta do it again and again and again and again and again.Phil:And then you, when you finally have something that's good enough, you gotta put it away or send it out. And then you gotta do that again. And you gotta show it again, this whole process over and over again. And most people do not have the fortitude to do that because it's hard work, but no one's gonna do it for you. No, one's gonna get up at an hour earlier to help you sit down and write for an hour every day. No one's gonna have no, one's gonna send that email to your friend. Who's a writer and say, Hey, can you read this and give me notes? No, one's gonna sit down and get the notes and then apply the notes. No one's gonna do it. You have to do that.Michael:So my partner and I, we have a, we have a project set up an animated project set up at, at peacock now, but we also just pitched a project that didn't sell a, it was a live action project. Didn't sell. We were willing, took out into a few networks and whatever they weren't interested, which is par for the course. So my partner texts me today goes, well, when do you wanna start on the new idea? So, alright, Tuesday. So on Tuesday we start this project, this process, again, of coming up with an idea and then going out and pitching it, knowing full well that the last time I did this, I didn't sell it. And this is par for the course. So I don't just stop. I don't just think, well, I don't just have this one idea and I don't beat it down every door and, and beg people, whoa, whoa. You know, when it didn't sell, I'm like, it's done. It's done well, can find somebody. No, it's done time. Something else come up with something else.Phil:So, so major league baseball, right? We talk about at bats and swinging, you can go to bating practice. You can take swings, you can practice, practice, practice, but look at the best batting average. And in, in, yeah, the major leagues. And I'm not, I'm not a, a huge baseball fan by any stretch. I love sports and I love watching a good game and I'll sit down and I'll go to a Dodgers game or wherever I am to enjoy a game. But it's like 303. Hundred's amazing. Yeah. ThatMichael:Means, yeah. If you get on, if you get a hit, once every three times you are and I go into the hall of fame, basically.Phil:Yeah. You literally imagine. Imagine if, imagine if babe Ruth or Mickey mantle or whoever went up, struck out and said, that's it guess this isn't for me. I better walk away, better hang up the, the cleats and hand the glove off to that kid. Cuz I am not gonna make it. No, it is striking out and striking out, striking out until you finally hit one. And that makes you amazing. So yeah, none of us are gonna be perfect the first time how we talked about like the fact that if you were to start over and try to break in, you would be digital. Like you would go digital and try to put this out there. I received an email from someone in the course. I received an email from someone who was like, I don't think they're in the course. They emailed the support email.Phil:And I said, Hey. And there was to me. So they obviously listen to the podcast. So if you're listening to this, hopefully my advice was helpful. But they said, I am looking to get a short film produced. And I was just wondering like, what are the distribution? How do I get that out there? What, what should I do to make this the best possible? And my advice to them was before you put a dime into producing a project, you need to make sure you have a good script because yeah. A mediocre script shot very well, does nothing. So I would help absolutely take the time to make sure that what you have is worth shooting before. You're gonna go through the time and expense of making that thing happen. Right? Because although it's good experience for everyone involved to get out and short sort through the sound issues that inevitably come up and check, test your lenses and realize that you didn't have the audio on in the cameras. You can't sync your audio, et cetera. All those things are valuable lessons. It's much cheaper to make that mistake on paper and in your final draft or whatever you're writing with before you get on the camera before you have the record for the red. Yeah.Michael:Because what if you, yeah. What if you shoot it? And it's just media. If like the script is no good. So who cares? How well lit it is and how, how it looks like a movie and look who cares about the special, if it, if the story's boring, who cares? No, one's gonna be impressed about you, the, how you framed his scene or how the camera flew in or you know the who no, no, they're just gonna be bored. No, one's gonna say, wow, look at that sweeping camera shot. No one's gonna be impressed by the drone footage you put up there. Everyone has drone footage who cares is the story good? You know, that's all the people wanna carePhil:About. So what I said was I would, I mean, first recommendation was to invest in the course because you're gonna learn how to tell a good story once you're done with that. Yeah. You have a group of people who you send it to get notes, give feedback. And they're gonna tell you from the lens of proper story structure, what's wrong with this. And then you can hone that in. I even offered to read the script. I said, send it to me. I'll read it. I'll tell you if it's good or bad from my limited perspective. But I can say that now with a little bit of pride and say I'm at a higher level than I was a year ago. I'm at a higher level than I was six years ago when I graduated film school. Yeah. So at least what I'm gonna give you is closer to what a Michael Jamin note was gonna be on this project.Phil:Yeah. But that's the, that's the value you get when you're interacting and you have this group of people who are putting in the work and the time and the effort and they're doing it. Yeah. This, this is like, to me, this is like golf, right. We recently just did the Tacoma cup. We all went out and golfed. And I Mike rep, who was one of the writers on the show and I placed dead last. We were the worst on the team, right? He had to play in 15 years. I hadn't played in five years, but we were out there in a foursome, all teeing off, all hitting, all, supporting each other. But it's an individual game. I can't blame Mike rep for his bad shot. I have to take accountability for knocking a tree limb down on a tree, which actually happened. I don't know if I told you that, right. That's funny. But, but that's an individual sport supported by the people in my, for. And we had a great time. They coached me when I made mistakes. This is the same thing. So a lot of sports references today, but ultimately you have to get out, you have to take that bats. You have to strike out and you have to do that over and over and over again until you get incrementally better every single day,Michael:Look at the people, how they broke in and how they started. And you know, I certainly was humble. I did a post and I talked about something and and someone said like, well, Quentin Tarantino doesn't have to. And I'm like, are you Quentin Tarantino? Do, when you show up to the, the Ivy in your Maserati, do they mistake you for Quentin Tarantino? You know? No. So the rules, even though he does it one way, you're you haven't earned that right. Yet may, maybe you will. But right now you're not. And so start a little lower, start a little lower, you know?Phil:Yeah. I think being very aware self-awareness goes right along with self-reliance. I need to understand the facts of my situation. And that's that takes some time alone to journal and ask the questions. Where am I? Mm-Hmm what are my skillsets? If qu Quent Tarantino is a 10 and I want to be Quent Tarantino, realistically on a spectrum, where am I like?Michael:Yeah.Phil:Take account accounting of where you're at with the skill sets you need recognize where you need to shore up and where you need to focus and improve. Because if you're a 10 in coming up with the idea and you're a one on the execution, your average here is still pretty bad, right? Yeah.Michael:And it's a long road. So if one step at a time know that it's going to take years. That's okay. Is you're getting closer and closer with every step you take. So yeah.Phil:When you, you pointed, when you said it's like climbing a mountain is step by step. It was like, Everest has base camp. You have to there'sMichael:Yeah. They start, they start. Yeah.Phil:You have to get, you gotta camp, you got rackMichael:For your start.Phil:Then you start,Michael:Then you start,Phil:Right. Where are you on the journey? Where do you need to improve? Put in the time, energy and effort. And either way you'll, as you always say, you get to be creative, you get to be yeah. Centered and focused. And that alone is worth the effort and energy you're gonna put out.Michael:Yeah. Yeah. Because right. You're spending your time doing something you love. And if you don't love it, then don't do it. And if you're only doing it for the money, there are other ways to make money,Phil:You know, go sell or easier ways to make it you'll make. Yeah. You'll make a lot more money selling stuff.Michael:Yeah.Phil:So, soMichael:Michael, you wanna be a creative, this is how to do it. Yeah.Phil:My, I think, I think a very powerful episode today. I know it's a pretty short episode.Michael:I, yeah. Do the work. Yeah. Don't get ahead of yourself. Just, just start doing the work. Yeah. Yeah. But you don't have to write your Oscar speech yet that time.Phil:Yeah. Hey, you guys all want my social medias at Phil Hudson hit me up. I run a digital marketing agency on the side. I help some pretty influential people. Get their message out there. Yeah. Happy to answer questions. Just message me. Yeah. We'll talk about it. Okay.Michael:Yep. Yep. And that's it. All right. Everyone. Couple announcements. So I'll be touring with my show, paper orchestra. If you wanna come see me to your city and you wanna know where I'm gonna be go to Michael jamin.com/live, and I'll let you know where, where I'm coming to next. We're going to Boston next is my next city. And then back in LA for two shows in December. But we'll be, we'll be going other places as well. All right, everyone. Thank you so much. And until the next time.Phil:ByeMichael:Bye.Phil:This has been an episode of screenwriters. Need to hear this with Michael Jamin and Phil Hudson. If you'd like to support this podcast, please consider subscribing leaving a review and sharing this podcast with someone who needs to hear today's subject for free daily screenwriting tips, follow Michael on Instagram, Facebook and TikTok at Michael Jamin writer. You can follow me on Instagram, Facebook and TikTok at Phil Hudson. This episode was produced by Phil Hudson and edited by Dallas crane until next time, keep riding. 

Building and growing a secure team plays a vital role in fostering a result-driven culture in an organization. With large teams, being in-tune with the organization's purpose and values, and striving for continuous improvement, can result in exponential growth and results. Today's guest, Phil Sponsler, has spent the past 22 years at Orbitform building teams as the driving force for continuous improvement. On this episode of The Clarity Advisors Show, Ken and Phil talk about effective team building and cultivating leadership.Rather than approaching team building from a top-down perspective, Phil advocates for servant leadership, encouraging leadership on all levels within the organization. To that end, Phil discusses how he affected change within Orbitform, the importance of alignment and engagement across the team, and he gives his advice to younger leaders who are looking to grow their own teams.Episode Highlights: Servant leadership is the greatest form of leadership.One of the biggest attributes of a great leader is courage.Alignment and engagement is critical for creating stratospheric results.Timestamps:[02:44] Some of the lessons, good or bad, from Phil's 22 years at Orbitform.[04:24] Do's and Don'ts about having people feel safe.[06:34] 18 years of improvements to make Orbitform a secure place to work.[08:14] How to cascade processes down through an entire organization.[12:02] Creating and selecting mid-level leaders - leaders with high levels of courage to do the right things.[15:10] Stratospheric results come from having leaders, mentors, and mentees aligned with the organization's purpose and values.[16:36] Pivoting the organization, introducing new products, and thriving during the pandemic.[25:00] Phil's best advice to young leaders on how to think about, build, and grow their team.[26:29] There are some fundamental books that people need to read if they want to become a leader.Episode Quotes:“Leadership is something that has to be cultivated and grown, and great leaders end up providing safety and security for their folks.” (Phil)“We are all human beings, so the team is built of human beings, not robots.” (Phil)“Being a leader, you have to have a high level of courage to do the right things.” (Phil)“You have to grow your mind.” (Phil)“Everybody talks about having a networking process. Be somebody that people want to network with you.” (Phil)Episode Resources:·          Extreme Ownership, by Jocko Willink.·          We Were Soldiers Once… and Young, by Harold Moore and Joseph Galloway.·          The Go-Giver, by Bob Burg and John David Mann.·          The Culture Code, by Daniel Coyle.·          Leading Jesus' Way, by Mark Deterding.·          Atomic Habits, by James Clear.·          Grit, by Angela Duckworth.Follow/Connect with Phil Sponsler:Psponsler@orbitform.com517-206-8217 

Emotional intelligence leads to a better level of awareness. These forms of resistance, which are rooted in your amygdala patterns and sociocultural boundaries, will result in inspiring leadership. Energy physics is the answer to drama, turmoil, and conflict. Stop squandering your energy and increase your awareness. The Master Businesses Leadership's Phil Johnson joins us today to discuss the value of emotional intelligence.   Remarkable Quotes: Phil: We need the ability to feel the fear and anxiety that change, and innovation always create in us.  Travis: People don't buy for need; they buy for want they buy for that desire.  Phil: You can't fake being authentic. You can't fake being real. Phil: If your employees don't feel engaged, neither do your customers.   Highlights: {01:33} The Master of Business Leadership {02:00} Three things we need to know about outputs {03:00} Emotional Intelligence {04:20} Benefits of stretching your comfort zone {10:00} How to work through the fight-flight-freeze  {29:00} What the world would look like if everyone had emotional intelligence   Phil Johnson bio: Phil was born in Brantford, Ontario Canada on December 1, 1953. His family lived in a small 2-bedroom post-WWII bungalow where his mom and dad raised 3 boys. Phil was the youngest and quite surprised as his mother was in her early 40s when I was born. Three boys in one small bedroom with a coal-burning furnace with no air conditioning. Phil was born 6 weeks prematurely, weighing approximately 4 pounds. His first 6 months were spent in an incubator at the local Brantford General hospital. Phil has dyslexia. It is a neurological disorder he was born with. He failed Grade 3 and Grade 5 and was labeled as a “slow learner”. Phil started working when I was 9 years old pulling copper wire out of factory dumpsters and selling it for 5 cents a pound. By the time Phil was 12, he had a part-time job working in a production factory loading boxcars and working as a caddy at the local golf course. On December 3, 1967, Phil's mother died from cancer. It was two days after Phil's 14th birthday. Phil made a decision that was to change the trajectory of his life. It was a snowy January night around midnight and Phil was taking his dog Duke for a walk. Standing behind a local factory Phil decided to “go for it”. He was going to see what was on the other side of the hill and come back and help his friends that had already given up on life. That decision began the 54-year journey that continues today. Phil became an “A” student throughout the rest of grade school and high school. His dad died in May 1974 as he was completing Grade 13. Four years later he graduated at the top of my class from the De Groote School of Business at McMaster University in Hamilton Ontario, Canada. He also played football and basketball.  Phil spent 5 years studying Electrical Engineering while beginning what turned out to be a 20-year career in the semiconductor industry. By the time his career in that industry had ended, he had become a corporate executive. He was traveling over 60,000 miles per year throughout North America and the Pacific Rim. Phil eventually decided to leave corporate America, breaking away from the herd to lead it in a better direction. A short time later he turned down two Vice Presidential roles so that I could begin the creation of what has become the Master of Business Leadership program. For the past 21 years, I have been an executive coach assisting executives and organizations to bet on themselves by developing their emotional intelligence.   Connect with Phil MBL Newsletter ==> https://lnkd.in/dqxVrFZK PhilJohnson@bell.net https://www.linkedin.com/in/philipjpjohnson/   Nonprofit Architect Podcast Links More Episodes http://nonprofitarchitect.org/blog   Ultimate Podcast Guide https://nonprofitarchitect.org/ultimate-podcast-guide/   Ultimate Podcast Course fully WASC accredited https://envisageconnect.com/education-training/partner-products/synergy-learning-institute/   Subscribe and Leave a Review https://podcasts.apple.com/us/podcast/nonprofit-architect-podcast/id1481292481   Get Fully Funded with Sharing the Credit https://mpro.sharingthecredit.com/appointly/appointments_public/form/DBF73E8A-7D93-438E-B42C-6683022EE380

Emotional intelligence leads to a better level of awareness. These forms of resistance, which are rooted in your amygdala patterns and sociocultural boundaries, will result in inspiring leadership. Energy physics is the answer to drama, turmoil, and conflict. Stop squandering your energy and increase your awareness. The Master Businesses Leadership's Phil Johnson joins us today to discuss the value of emotional intelligence.   Remarkable Quotes: Phil: We need the ability to feel the fear and anxiety that change, and innovation always create in us.  Travis: People don't buy for need; they buy for want they buy for that desire.  Phil: You can't fake being authentic. You can't fake being real. Phil: If your employees don't feel engaged, neither do your customers.   Highlights: {01:33} The Master of Business Leadership {02:00} Three things we need to know about outputs {03:00} Emotional Intelligence {04:20} Benefits of stretching your comfort zone {10:00} How to work through the fight-flight-freeze  {29:00} What the world would look like if everyone had emotional intelligence   Phil Johnson bio: Phil was born in Brantford, Ontario Canada on December 1, 1953. His family lived in a small 2-bedroom post-WWII bungalow where his mom and dad raised 3 boys. Phil was the youngest and quite surprised as his mother was in her early 40s when I was born. Three boys in one small bedroom with a coal-burning furnace with no air conditioning. Phil was born 6 weeks prematurely, weighing approximately 4 pounds. His first 6 months were spent in an incubator at the local Brantford General hospital. Phil has dyslexia. It is a neurological disorder he was born with. He failed Grade 3 and Grade 5 and was labeled as a “slow learner”. Phil started working when I was 9 years old pulling copper wire out of factory dumpsters and selling it for 5 cents a pound. By the time Phil was 12, he had a part-time job working in a production factory loading boxcars and working as a caddy at the local golf course. On December 3, 1967, Phil's mother died from cancer. It was two days after Phil's 14th birthday. Phil made a decision that was to change the trajectory of his life. It was a snowy January night around midnight and Phil was taking his dog Duke for a walk. Standing behind a local factory Phil decided to “go for it”. He was going to see what was on the other side of the hill and come back and help his friends that had already given up on life. That decision began the 54-year journey that continues today. Phil became an “A” student throughout the rest of grade school and high school. His dad died in May 1974 as he was completing Grade 13. Four years later he graduated at the top of my class from the De Groote School of Business at McMaster University in Hamilton Ontario, Canada. He also played football and basketball.  Phil spent 5 years studying Electrical Engineering while beginning what turned out to be a 20-year career in the semiconductor industry. By the time his career in that industry had ended, he had become a corporate executive. He was traveling over 60,000 miles per year throughout North America and the Pacific Rim. Phil eventually decided to leave corporate America, breaking away from the herd to lead it in a better direction. A short time later he turned down two Vice Presidential roles so that I could begin the creation of what has become the Master of Business Leadership program. For the past 21 years, I have been an executive coach assisting executives and organizations to bet on themselves by developing their emotional intelligence.   Connect with Phil MBL Newsletter ==> https://lnkd.in/dqxVrFZK PhilJohnson@bell.net https://www.linkedin.com/in/philipjpjohnson/   Nonprofit Architect Podcast Links More Episodes http://nonprofitarchitect.org/blog   Ultimate Podcast Guide https://nonprofitarchitect.org/ultimate-podcast-guide/   Ultimate Podcast Course fully WASC accredited https://envisageconnect.com/education-training/partner-products/synergy-learning-institute/   Subscribe and Leave a Review https://podcasts.apple.com/us/podcast/nonprofit-architect-podcast/id1481292481   Get Fully Funded with Sharing the Credit https://mpro.sharingthecredit.com/appointly/appointments_public/form/DBF73E8A-7D93-438E-B42C-6683022EE380

 Holy Shit, I can't, Horrendously Hilarious, Budget Xanadu, Teethy Time, these are the words we are using to describe this weeks pick. Welcome to episode sixteen of season 6 of Flicks XRayed, this week we are rendering and are reviewing Bad CGI Sharks. Host, Rendering Shark Tony is joined by co-host The Author of “I was better off with my vibrator” Ryan and guests Unusually Large Seahorse Sarah, Best Chums Darcy, and Phil You're gonna need a bigger throat. This week we play a game of Release Year of Monster Movies, The Price is Right and The Flicks Awesome Lodge Word Game for the coveted pretty princess crown. So tune in as we discuss at length about Our Favorite Sharks, Bad CGI, Budget Films, and sooo much more. 

PHIL: You've heard over and over how bad lying is in your relationship, but telling the truth can be hard. Society operates with social graces, inhibitions and taboos. Two big ones are money and sex: try asking a stranger what … Why You Need to Trust and Speak Your Truth in Relationships Read More »

Phil Rosenthal is the host of Somebody Feed Phil and the creator of Everybody Loves Raymond. To offer your own advice, call Zak @ 844-935-BEST TRANSCRIPT: ZAK: Today on The Best Advice Show, I talk to a dream guest, Phil Rosenthal. Phil is the host of the Netflix show, Somebody Feed Phil. It's a food/travel show and since we can't travel right now, the closest I get to travel is watching Phil's show. You should watch it too. Phil also created a little sitcom that you may have heard of, it's called Everybody Loves Raymond. Today on the show, we talk about TV and creativity and of course, food. It's Food Friday. PHIL: The best single piece of advice I ever got was from an old show-runner named, Ed Weinberger who I asked for advice from when I was writing the pilot for Raymond and he said this, "Do the show you want to do because in the end they're gonna cancel you anyway." It's a way of life. Not just about the sitcom. We all get cancelled one day. hahaha. So live your life. ZAK: And what's the alternative? What's the flip-side of that advice? Not making the show you want to make. What happens to you then? PHIL: You take all the notes from the studio and then you're dead anyway because you took their notes and they made it terrible but they don't take the blame. They blame you. Sorry. Either way you're out of luck. Most things don't get on the air so they're gonna cancel you anyway. If you're not gonna get on, why do what they want? ZAK: How do you think that advice applies to folks that don't make TV. PHIL: Once you're in a position where you can call the shots a little bit. Where you've already worked on other people's things. You've worked for other people. If you were opening a store and it was finally your store and you saved up enough money, right? Would you take advice from everybody on what should be in that store? You might listen to everyone but at the end of the day, you put in that store what you want to put in that store! What you want to sell in that store. If you're making sandwiches, you're gonna make the sandwich the way you think it should be made. Not the way that guy thinks it should be made unless you agree that that's better. But if you don't think that that's better, why would you listen to that guy!? It's your store! It's your sandwich. Do the show you want to do because you're probably gonna fail anyway which is the joke part. The joke part is because they're gonna cancel you anyway, right? But it's only half a joke because most of the time businesses, all businesses don't make it. And it's rare to have wonderful success. But you don't have a chance at wonderful success if you take everybody's advice that goes against your own. ZAK: So that leads me to my final question is, what is the greatest sandwich you've ever eaten. PHIL: Ooooo, that's a very good question. The first thing that pops in my head is Howlin' Ray's hot chicken, fried chicken sandwich. It might be the best fried chicken I ever had. It might be the best sandwich I ever had. That's in LA. You know, sometimes it's the sandwich that you're having right now that is the best. People say, you say this is the best all the time. Yes! It is the best. I'm having it right now which makes it the best. ZAK: My wife always makes fun of me for that. She says "You say every movie is the best." But that's an aspiration! Why wouldn't you want that? PHIL: It is the best. It's the best of that thing. Right? Of course there's qualifiers but it's the best of that at this moment in my life. I can't judge it ten years from now or ten years ago. I'm judging it right now! Not it's the best. Warren Zevon went on David Letterman when he was dying of cancer. He knew he was dying. Letterman knew he was dying. The audience knew he was dying. We knew this was gonna be his last appearance. Here's another piece of great advice. Letterman said, "Do you have any advice being in your position?" And he said, "Dave, enjoy every sandwich."

How did a goat lead to a sporting disaster for over sixty years? Is Fall Guys the ideal way to decide who is best at religion? Was Thomas Edison's first film really called "Two Lasses Doing Some Kissing In The Bare"? Where is the best place to buy bees? And what did Bruce Springsteen pull out of in 2007? All these questions amazingly will be answered in the first episode of a brand new series of weekly trivia and stupidity podcast "Don't Lets Chart" with Ben Baker and Phil Catterall. There's also room for Curses, Air Bud Rules, farmin' rock, Kermit 16:9, Klingon Sex, the use of Parrots in Divorce, Badmington for Christ, two and Half Imperial Tons Of Cats, Cliffism, another Elizabeth Taylor wedding and who REALLY did the murder in Agatha Christie's "The Mousetrap". Plus everyone's favourite new comedy robot P.I.S.S.2! [we're not calling it it that - Phil] You can contact the show or send in a short recording of you asking a question via @dontletschart on twitter or dontletschart@gmail.com And if you want episodes early, along with a lot of extra shows, outtakes and bonus stuff (alongside supporting us making it!) then please visit: https://www.patreon.com/dontletschart

Phil’s guest on this episode of the IT Career Energizer podcast is James Quick. Founder of Learn Build Teach.  He is a self-taught Web Developer who is addicted to learning and has a passion for teaching.  He speaks at community events, participates in Hackathons and builds continuously.    In this episode, Phil and James discuss the importance of investing in yourself and talk about effective ways to do this. They also discuss the need to regularly check progress with your manager. As well as how to sail through the appraisal process and get properly rewarded for your work. James shares how he works to effect change and engages with the IT community to help others and ensure his skill stay sharp and relevant.   KEY TAKEAWAYS: (2.45) TOP CAREER TIP Invest in yourself. James had a great mentor who taught him to set aside some money each year to spend exclusively on himself.   You can use that cash to buy hardware, get extra training or travel to meetups. Basically, anything you need to further your career. In the podcast, James shares some great examples of how he has invested in himself monetarily.   (4.52) WORST CAREER MOMENT One year, while working as a Microsoft evangelist, he got a really low bonus. Yet when he questioned why that was, he was told he was doing a decent job and was not given any areas to improve on.   For James, this was both frustrating and disappointing. Missing out monetarily felt bad, but not knowing where he was supposedly failing and how to improve was worse. It was very frustrating. James goes on to explain how he now works to ensure that negative experience is never repeated.   (7.34) CAREER HIGHLIGHT When James joined FedEx he was worried that his programming skills were too rusty. Yet, he was able to build the entire front end of the 2nd application he worked on basically by himself.   That achievement demonstrated to him that he was still a good developer. Getting promoted to an architect at FedEx, a year ago was also a highlight.     (9.37) THE FUTURE OF CAREERS IN I.T The fact that there is always something new to learn is exciting. As is the fact there are so many different ways to contribute. A positive situation James cannot see changing any time soon.   (11.14) THE REVEAL What first attracted you to a career in I.T.? – For some reason, when he was asked which major to take he said computer science. So, his journey into I.T. was a happy accident. What’s the best career advice you received? – His dad encouraged him to always do the right thing for him, especially careerwise. What’s the worst career advice you received? – Accept things the way they are. If things are not being done properly, always work to change that. What would you do if you started your career now? – He would get as much hands-on experience as possible, while still studying. James shares several practical ways to do this in the podcast. What are your current career objectives? – Having more of an impact at FedEx and broadening his brand. What’s your number one non-technical skill? – Speaking Spanish and being outgoing has opened up several opportunities for him. How do you keep your own career energized? – James finds that creating new stuff and investing in the IT community re-energizes him. What do you do away from technology? – James and his wife love to travel. They are also very sports orientated.   (23.17) FINAL CAREER TIP Relationship management is the key to success. You never know where a chance meeting is going to take you.   Building genuine, strong relationships with others can open up all sorts of opportunities. But, you have to be genuinely interested and engaged, with others.   BEST MOMENTS (2.47) – James - “Every year, invest monetarily in yourself as a way of growing your career faster.” (6.46) – James - “Throughout the year, clearly communicate with your managers, so you can be sure you are doing things right.” (7.12) – James - “When someone gives you positive feedback make a note of it. You can use those notes during your appraisal.” (9.27) – Phil - “You don’t necessarily have to go down a management route to progress and grow your career.”  (19.25) – James - “Broaden your brand, doing things like public speaking will make career progression much easier.” (23.31) – James - “Relationship management is the key to success.”     ABOUT THE HOST – PHIL BURGESS Phil Burgess is an independent IT consultant who has spent the last 20 years helping organisations to design, develop and implement software solutions.  Phil has always had an interest in helping others to develop and advance their careers.  And in 2017 Phil started the I.T. Career Energizer podcast to try to help as many people as possible to learn from the career advice and experiences of those that have been, and still are, on that same career journey.   CONTACT THE HOST – PHIL BURGESS Phil can be contacted through the following Social Media platforms:   Twitter: https://twitter.com/philtechcareer LinkedIn: https://uk.linkedin.com/in/philburgess Facebook: https://facebook.com/philtechcareer Instagram: https://instagram.com/philtechcareer Website: https://itcareerenergizer.com/contact   Phil is also reachable by email at phil@itcareerenergizer.com and via the podcast’s website, https://itcareerenergizer.com Join the I.T. Career Energizer Community on Facebook - https://www.facebook.com/groups/ITCareerEnergizer   ABOUT THE GUEST – James Quick James Quick is the founder of Learn Build Teach.  He is a self-taught Web Developer who is addicted to learning and has a passion for teaching.  He speaks at community events, participates in Hackathons and builds continuously.   CONTACT THE GUEST – James Quick James Quick can be contacted through the following Social Media platforms:   Twitter: https://twitter.com/jamesqquick LinkedIn: https://www.linkedin.com/in/jamesqquick/ Website: https://www.learnbuildteach.com/    

Phil Gerbyshak is the Chief Connections Officer of Digital Selling Strategies. He’s also an award winning speaker, trainer and coach who has been using digital strategies to build business for nearly 20 years. When he’s not helping others with their online sales strategies, he can be found having a conversation with someone interesting on his Podcast: Conversations with Phil, or walking on a beautiful Florida beach.   In This Episode The long road to making a profit on the internet. The addiction to Ego Why repeating the message is worth it Conversations With Phil Tips for using the internet far more effectively   “The social part of social media is the lost art” - Phil “People can feel your intentions across the Internet” - Phil “We still crave the personal connection, the real touch” - Phil “You don’t get paid in likes” - Phil “Get it out there and get feedback, and then iterate and make better” - Phil  

Guest Bio: Daniel Bryant is a technology specialist with expertise in the design, development, and deployment of enterprise-grade software applications and platforms.  Daniel also excels in leading teams that build these systems, and regularly shares his knowledge by presenting at international conferences and writing for well-known technology websites.   Episode Description: In this episode, Phil talks with Daniel Bryant about the benefits of working in a variety of areas across IT and business and how it can help you figure out the work you’re best at and will enjoy the most, as well as just taking in a wide range of new experiences. Daniel also stresses the importance of a strong and supportive community of peers, as well as the need to make sure your foundational learning is a priority.     Key Takeaways:   (1.24) Phil opens things up by asking Daniel to tell a little more about himself and what he does. Daniel explains that he actually started his career as an academic but fell in love with consulting while working on his Ph.D., emphasizing that academia was all theoretical and that he wanted to actually build things.   (4.37) Phil asks for Daniel for a career tip and Daniel recommends trying many different things, explaining how he’s worked on everything from coding to racking and stacking servers as well as on hiring teams and in positions of leadership. He says that all these different things helped him learn to empathize with people in all areas of business and IT as well as helping him discover what kind of work he enjoys most and is best at.   (5.31) Dan admits that while there is a comfortable level of stability in doing just one thing, you’re unlikely to find something you are both good at and enjoy on the first try, and that the different jobs someone does, the roles they play, and the people they meet will have a huge impact on shaping them as a person.   (6.47) Phil follows up by asking Daniel about his worst IT experiences, to which Daniel replies that he thinks his biggest mistakes include not doing due diligence in learning more about a company before signing up to work there, as he has found himself at several companies whose values did not line up with his own. In that same vein, he goes on to say that he has a problem with not thinking ahead and rolling into new positions or jobs without fully considering whether or not it’s the best idea.   (9.50) Phil then switches things up by asking Daniel to talk about what successes he has experienced. Daniel describes joining communities of people with shared interests and career paths and getting involved with them, specifically citing the London Java Community as a group that has provided him with friends, mentors, and career opportunities.   (13.16) When Phil asks Daniel what he finds exciting about the future of IT, he responds that it would be easier for him to list what DOESN’T excite him, since almost everything these days involves computers and technology and there are so many ways to be a part of it. In particular, though, he is excited to see developments in AI and augmenting human abilities with machines.   (15.08) Then, Phil enters the rapid-fire question round, with Daniel explaining that he was first attracted to a career in IT because he loved building things and wanted to help people and that the best career advice he ever received was to find mentors and to be a mentor.   (15.26) Daniel goes on to say that if he had to begin his IT career over again now, that he would nearly the same things that he already does, but with more of a focus on AI, and that his current career objective involves learning more business-specific skills so that he can help organizations solve both tech and business problems. Daniel also tells Phil that public speaking and writing have been the most useful non-tech skills he’s ever learned.   (16.12) Finally, Phil asks Daniel for some parting words of advice, which are to learn the fundamentals. Daniel reiterates that variety and learning lots of different things is important and useful, but advises to not skimp on making sure you know the basics and not to get too distracted by exciting new things to learn that you don’t get the fundamentals down.   Best Moments:   (4.08) Phil: “You certainly seem to be quite diverse in the things you do.” Daniel: “One of my sort of founding values, I guess, is I always enjoy learning and I kind of want to know everything.”   (5.31) Daniel: “There is a sort of stability with doing one thing, but what're the chances that we actually find something we like and are good at first off?”   (6.33) Daniel: “The world is genuinely a massive place and there’s so many different things we can do. I think having some of those experiences and conversations will help you find your niche.”   (14.48) Daniel: “Technology impacts politics, it impacts the markets, it impacts social stuff we do. What’s not to love?”   (17.21) Daniel: “Learn many different things, talk to many different people, read many different books, but be conscious of ‘are you learning fundamentals or are you learning the latest hotness?’ and try and mix in a bunch of those things.”   Contact Daniel Bryant Linkedin: https://www.linkedin.com/in/danielbryantuk/ Website: https://www.infoq.com/profile/Daniel-Bryant Twitter: https://twitter.com/danielbryantuk Github: https://github.com/danielbryantuk  

How many times do we feel like we're "stuck" in our career? Or as though our personal growth has plateaued? On this episode, we spoke with Traci Dolan who shares her success as the former CFO of ExactTarget. She offers three, practical tips to launch your career to the next level. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/35aeAfZ ---- Show Notes: MATT: As we approach the 10-year mark since the 2008 financial collapse - as a global market, we're still picking up the pieces. However, the economic comeback we're seeing across the United States shows favorable conditions for both new business creation and corporate development - which in turn means better chances for your start-up business's success or that big promotion. On this episode, we're talking with a CFO who offers some practical tips for professional growth. The sun is rising on our financial landscape. How will we make the most of it? Let's get to the podcast. (The ROI Podcast Music) MATT: Good morning, and welcome to another episode of the ROI Podcast presented by the Indiana University Kelley School of Business. I'm your host, Matt Martella, broadcasting from the downtown Indianapolis campus with my special guest, associate dean of academic programs, Phil Powell. Hey Phil… MATT: Now Phil, we're only a few months away from the 10 year mark since the horrible 2008 financial collapse, that many experts are calling the worst implosion the global market experienced since the Great Depression… leaving so many families in turmoil and creating a highly conservative approach to the way both businesses and families spend their money. However, the global markets over the past few years indicate a sort of “bounce back.” PHIL: You're right! The confidence people have in the economy in recent years is really reflected in the strength of our current global market. And that's breathing new life into the start-up business environment as well as expansion and growth in corporations. Simply look at the recent trends. According to the Bureau of Labor Statistics, start-up firms were at an all-time low in 2010 following the collapse. Jump to 20-17 and we saw the number of new business creations grow by close to 100-thousand since 2010. Just last year, start-ups gained 1.7 million jobs since 2016... and the growth seems to continue. MATT: And major corporations seem to be reaping the benefits too. In fact the U-S Bureau of Economic Analysis are calling the first quarter of 20-18, just the first quarter ALONE, an all-time high for corporate profits since 1950. U-S corporations have profited close to 1-hundred-ninety billion dollars this year. That's some serious spending power if you're sitting in the executive suite to grow your corporation. PHIL: And this should also give those of us who have been kicking the bucket around, waiting for the right time to start a business some hope and encouragement to finally take the leap. MATT: Let's talk about that for a moment. Following the 2008 financial collapse, we experienced a MAJOR slow-down in small business creation. In fact, new business start-ups fell by almost one-hundred-50-thousand, going from just over 6-hundred-thousand new businesses in 2006 to barely crossing the 4-hundred-fifty-thousand mark in 2014, according to the U-S Census. What do potential entrepreneurs need to do to overcome their fear and take advantage of this incredible economic growth? PHIL: Well it's simple to hear, but hard to implement. The bottom line is they need to be confident. They need to trust the economic trends and plug themselves into this financial growth our country is experiencing. Starting a business will always come with uncertainty, fear of the unknown, and will most definitely push a new business owner's comfort-level, no matter how the market is doing. But seeing how far we've come since 2008, I feel if there was ever a time to take that chance for your new business, that time is now. MATT: One of our marketing professors, Kim Saxton, sat down for an interview with former CFO of ExactTarget, Traci Dolan, who most certainly can speak about pushing personal comfort levels. Not only did she rise to the CFO of a tech company WITHOUT a technology background, but as CFO of a different company, she led the decision to take a public company private. That alone would create a huge level of uncertainty. She says that no matter where we are, whether we're about to start a business or on the tip of the spear for making uncomfortable business decisions that ultimately could affect our career, we have to be comfortable BEING uncomfortable. Traci Dolan: “You can't be paralyzed by fear - my greatest achievements in my professional career have been because I put myself out there a little bit, outside of my comfort zone, either applying for a job that I really didn't know if I was qualified for, or taking the lead on some project that I might've not had the skill-set and knowing it wasn't going to be perfect. I often see people struggle with decision-making because they're fearful of making a mistake, and it's paralysis to an organization if that happens.” PHIL: This is not simply for those of us trying to start our own business either - this can apply to those of us in the corporate world who have sites on upper management positions, director roles, or even the big “C-level” office. Those looking to grow themselves in the professional world have to constantly push their comfort levels. I'm not saying we make radical decisions without doing our research first, but we cannot expect to grow ourselves as a corporate professional OR an entrepreneur by staying complacent. If we're struggling with complacency and don't know what to do, the best advice I can offer is find those people who have succeeded. We have to surround ourselves with those who have our dream jobs, our dream business, or are successful in an area we want to succeed. Take them out to coffee and simply listen. Find out their personal habits, see what they're reading, ask them what their success looks like, ask them about their failures, but more importantly, ask them how they overcame defeat. This will help us lay down tracks for our own professional goals without having to “re-invent the wheel” so to speak. MATT: And if we're in a position that affords us the power to hire, Traci says to surround ourselves with the best, then GET OUT of their way. Traci Dolan: “Hire people smarter than yourself, let them grow and develop, and hopefully [they'll] take the role you were sitting in so you can keep growing too. Often times people are less inclined to do that, they're either micromanaging or they're somewhat concerned that someone's going to "up-stage' them - I think that's [the] absolute wrong way to look at it. By bringing on the smartest people you can find and actually trying to fill the gaps that you yourself don't possess is the greatest way to keep growing, developing, and ending up in the C-suite.” MATT: The beauty of these principles Traci shares is they're scalable for entrepreneurs and corporate professionals. Because no matter what our title or where we fall in the corporate chain, we will have to make decisions. Some decisions will affect our organization, but MOST of the decisions we make will affect us personally. PHIL: That's a good point. Because even unmade decisions – decisions we are afraid to make or decisions we chose to avoid, are in fact a decision. In those moments, no decision BECOMES our decision. And people around us see that. And a lot of that stems simply from a fear of failure. As American's, we have a culture of “winners” and “losers”. If our decision succeeds, we turn a huge profit, hire the perfect candidate, or get ahead of our competitors, we're a winner. Yet, if we fail, we decide that person doesn't fit our company's morals, lose short-term profit, or get some bad press, we become a “loser”. And that's what business leaders have a hard time navigating through - they simply don't know how to let go of that winner/loser mentality. MATT: And for many, it's that fear of being viewed as a “loser” that prevents people from even trying in order to stay in their comfort bubble. But that view has to change because no matter what, life always guarantees us failures. It's not about winning or losing in business, it's about growing or stagnating. If Traci let her failures define her, I would bet my money that she would simply be crunching numbers as a public accountant still. However, she took a different approach when it came to failures… Traci Dolan: “I'm sure my life is full of failures, but I just kind of dust myself off and don't look at them as that way. I look at them with learning because tomorrow I'm going to fail at something - I'm not sure what it'll be, but it won't be what I failed at today because I will have learned and picked myself up to keep going.” MATT: And what better example of how to navigate through failure then watching Mark Zuckerberg, CEO of Facebook, deal with some poor business choices recently. Let's study Facebook for a moment. Here we have a multi-billion dollar company, make some poor business choices that affect us, the consumer, on a very personal level. We're talking about a lot of people's personal information not valued the way we would expect. We even find Zuckerberg having to testify before Congress, gaining the attention of major national media outlets. For most, this would destroy their reputation, profits, and potentially their company. And who knows, this could still blow up in their face, but at the moment, their stock price indicates quite the opposite. So, what if Zuckerberg let fear overtake how he leads? What if he let the failures or his anxiety cripple his decision making process? PHIL: It would be corporate suicide. Despite all that's still stacked against the future of Facebook, they're essentially turning their lemons into lemonade. Sure it's coming with a high financial price tag - and I guarantee Zuckerberg feels the anxiety of his decisions, especially with the microscopic scrutiny of the media. But the BIG take-away is, he's still making decisions and moving forward. And even though they may not all be the right ones to make, the fact that they're made gives investors the confidence they need to put their money back into stocks. Despite their bad press, they closed at $207.23 per share on July 16th. That's the highest they've been since they went public! So if you're one to become overwhelmed with anxiety in the midst of making decisions, one practice to build your confidence is to know what's going on in your department or your organization as soon as possible and make the best choice with what is known.  Traci Dolan: “I think the sooner I can come up to speed on what's going on in the organization, the more effective a decision-maker I will be. I haven't been mentored to do that, per se, but just by career history, it's just evolved.” PHIL: Fear of failure and the anxiety that comes with decision-making put serious growth stoppers in our path to professional success. We have to remember that these emotions are normal for everyone. What separates those who are successful from those you are stuck are, they learn how to overcome them instead of being overcome by their emotions. MATT: Finally, it's extremely important that we don't limit ourselves by saying it cannot be done. In order to be a leading business owner or a top-level executive, we have to let go of the “we can't do this” mentality. Traci quickly learned her focus as a public accountant had to expand past the numbers and spreadsheets. This shift in seeing the big picture and how to make uncomfortable choices ultimately landed her the coveted “C-Level” position.  Traci Dolan: “What becomes really important is being a strategic business partner - once you establish yourself as that, and understanding the business and trying to find ways to say yes so that the answer isn't, "No, you can't do it," but it's, "No, you can't do that, but let's figure out how we can do this so that it's a win for the business.” —BUTT TO — “In fact, if you're not working with the business and you're sitting in your office cranking on spreadsheets, pretty soon no one is going to want to talk to you, and you've lost your strategic value to the company.” || MUSIC PLAYS || MATT: So let's recap. The key is to start. Start the business, start learning your organization, start finding a mentor, or start embracing the uncomfortable growth necessary for success. Next it's about shifting our perspective of failure - whether in fear of failure or anxiety of decision-making - we have to see failure as fertile grounds for personal growth. Finally, we CANNOT limit ourselves with a “can't do” attitude. We have to figure out ways to make it work so our business and we ultimately succeed. || MUSIC PLAYS || MATT: Thanks for tuning in this week. As always, thank you Phil for being here today. If you enjoyed this podcast and want to discover more, check out our archived episodes and don't forget to subscribe. While you're there, tell us what topics you would like to hear, leave a review, or just say hi. I'm Matt Martella and this has been another edition of ROI Podcast presented by the Indiana University Kelley School of Business. || MUSIC FADES OUT ||

更多英语知识，请关注微信公众号: VOA英语每日一听 Todd: So, you were saying you went to Laos, you went to Thailand, by any chance did you go to Malaysia?Phil: Yeah, I spent, I spent some time in Malaysia. The first stop, we went there from Singapore, just taking a bus and we ended up in Malacca. Stayed about five days in Malacca. Malacca's nice. There's a lot of history there. We learned a lot about the colonization of Malacca, the Portuguese and then the Dutch, and then the English and then the Japanese, and, yeah, it was a really interesting place. There was old St. Peter's Church. There are several Mosques. It's a good place to spend for a few days. From there we went to Kuala Lumpur. We didn't really spend much time in Kuala Lumpur. We had spent a week in Singapore and were pretty tired of cities. so we only spent I believe two or three days in Kuala Lumpur, just visits from shopping malls, the KLCC, the Petronas Towers, and yeah, that's basically what we did in KL, and then we went to the Cameron Highlands, and if you like hiking, the Cameron Highlands is a great place for you. I don't know, they might have 16, 17 different marked trails. There's a whole lot of unmarked trails. We spent a month there. I think I only went on only six hikes maybe during that month but once again we were being lazy, and yeah, if you're an avid hiker then you're certainly going to enjoy the Cameron Highlands.Todd: Yeah, actually, I did the hike in the Cameron Highland once, and foolishly I started my hike at about 4 o'clock and I thought I could make the loop of the trail at the time, and the sun started to go down, and I was in the jungle, and I was worried about getting back, and I just made it back, but I was pretty scared for a while.Phil: You were lucky. Some people don't make it back.Todd: Really?Phil: Well, Jim Thompson. Maybe you've heard of him.Todd: Yeah, actually, why don't you tell the people about Jim Thompson?Phil: Jim Thompson was a trader. I think he was maybe based in Hong Kong, but I'm not sure. Maybe it was based in Malaysia. He went hiking. I believe it was 1967, in the Cameron Highlands, and no one has seen him since. He's just vanished from the face of the earth. So, be careful if you go hiking there. Watch your step.

Create the culture, add a great service, and you have a recipe for success. In this episode of The ROI Podcast, listen to Counterpart's Chief Strategy Officer, Drew Linn, on how their culture and innovation has helped them become one of the most successful software development companies in Indianapolis. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: (The ROI Podcast Music) Shane: Welcome in, everyone to another episode of The ROI Podcast presented by the Indiana University Kelley School of Business on the IUPUI campus in downtown Indianapolis. I'm your host, Shane Simmons. I've got the associate dean of academic programs for the Kelley School, Phil Powell, with me once again – and today, we're going to jump into company culture – and the critical role it plays to innovation. Phil: You're right and here is the irony. In a technology company, we think the fundamental driver of value is things like artificial intelligence, the coding, the electronic circuity, but it's not. In the end, it's people, just like in any other organization. And what motivated people is the culture that they work in.  Shane: Today – you're going here from Drew Linn, chief strategy officer at Counterpart – a custom software development firm based in Indianapolis. Phil: And what Counterpart does is they help organizations around the state to innovate… That's their job – and software is that vehicle. Drew: There are a couple different things: companies need to innovate, and software can help make that happen very quickly. Phil: But as the Chief Strategy Officer at Counterpart, Drew says the company has been so successful throughout its existence because of the culture it has created. It's a tech company – and as we know – tech companies are really disrupting the traditional work environment – and that works for Counterpart which helps them deliver a better product. And that starts with the right team. Drew: The first is we've got to have the right team: personalities aren't all the same, but we all rally around a common goal - some of us are closer than others, but we all have a mutual respect for each other. So the members of the team are a challenge, and what's interesting is we have several that are founder-level age, [who are] a great resource and they all spend time mentoring, and then we have this new, younger, under-30 group that looks at things differently but mesh well. Phil: The right people are in place. There's a mix of age groups which bring experience and new ways of looking at projects, issues, and solutions. And one of the ways they're able to keep up that culture that works for them is through flexible work hours – which Drew says only enhances the quality of work they produce. Drew: You've got to make sure that the dynamics, the chemistry that's in our environment is solid. We also not only check the time but other than client meetings, you can work from anywhere you want. We're about to move into a brand new office that we hope will create that environment that would encourage the collaboration and the time together, but if you want to work from home, because that's what works for you -- in fact, we have a couple that comes in once every week. Dealing with that dynamic, it's hard to build relationships when you aren't together. What we're trying to do is allow each individual to, Yes, whether it's how much they're going to deliver to this client every week, it gets down to when you're hired, you're just given a budget, and you go buy whatever technology you want. Then every two years you get another allotment to go upgrade it or replace it, and then it's yours. It's how you want to do it - we try to embrace the personality because not everybody's the same. I'm typically in the office around 8 until late, and we've got some that come in at 11, and then they work until 7, 8, or 9. Phil: Shane, we're starting to see this type of environment more and more – the freedom to work from home or on your own schedule, but making the employees hold themselves accountable to completing their projects. And Drew says that's a big selling point and why people want to work for them. Drew: One of the biggest things has been just embracing the talents, strengths, and expertise of the members on your team, and not trying to control them - you hired that person, you brought them in to do a responsibility on your team, let him/her do it. The culture is really what I'm talking about, you've got a team that's willing to do what you need them to do, and you want them to do it well, otherwise, with us being so close to our team and community, it's going to go around town and that's not going to be helpful with your business model. Phil: We've flexible work hours, letting the employees manage themselves and their areas, and bringing in a mix of people from different age groups and backgrounds – but Drew says just as important as all those factors are transparency. And we've seen this with other companies we've interviewed like One Click Ventures in Greenwood – and what Drew said about transparency was really interesting to hear. Drew: Like I said earlier, transparency on all levels [is important], the company does well if everybody knows how it's doing. You can be running a marathon, but if you don't realize you're going to end halfway through because you're out of energy, you're not going to survive. What we've done is not only on the financial transparency from the salary-standpoint, where everybody can have access to know what everybody's making, it's also on the company performance. Not only do we do fully transparency P&L balance sheet performance sessions every week, over-arching all of this, we also have an employee profit-sharing program. Everybody benefits this quarter because we invested [and] brought on a couple new people - we also chose to invest in one particular client project that won't have profit-sharing. Now second and third quarter, we're primed for significant profit-sharing, so everybody's aware of what's going on and where the money's being spent, it just brings you a sense of a common goal. We understand what sacrifices are going to happen - some get involved in all of it, some don't, I think that's been a real motivator to keep us all aligned. And it's not a money thing, it's also the impact thing. Phil: Impact – remember when we discussed social impact investing in last week's episode? We're seeing this reoccurring theme. More companies are considering the impact their making on the community, in the case for Counterpart, helping other companies innovate and grow, while having a positive impact on their employees and being completely fair and transparent with them. And Drew says their main goal is community impact: (Closing Music) Drew: I know that sounds cliché, but you know, we're in this community together - we can do great things, but if the community around us isn't thriving and surviving, then we're not going to thrive very long. (ROI Podcast Music) Shane: Close out the podcast

What if you could increase profits and help the community and environment all at the same time? Social and environmental strategy isn't just charity, they can produce real profits for organizations. In this episode of The ROI Podcast, Jay Geshay reveals how to skyrocket profits through social impact investing. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: Shane: We are in the midst of a global shift – and have been for the past few years. Millennials and Gen Z consumers care more about where their products come from and how they are produced – with an emphasis on global sustainability… More and more investors are putting their capital where it aligns with their social objectives – and this is changing the game as we speak… Let's get to the podcast! (ROI Podcast Music) Shane: Hey everyone! Shane Simmons here and welcome into another episode of The ROI Podcast presented by the Indiana University Kelley School of Business. We are recording this from the IUPUI campus in downtown Indianapolis on a beautiful spring day. I've got the associate dean of academic programs, Phil Powell, here beside me once again. Phil, how are you? Phil: (Response) Shane: Let's talk about social impact investing. Phil, I feel like when this topic was discussed previously, it wasn't as attractive as it is today… Phil: Some would say the social impact is simply charity in disguise and it's going to cost the stockholders value and try and broaden the scope of a for-profit organization… But according to Jay Geshay of United Way, an expert in social impact investing, companies who are investing in socially positive practices have reaped a multitude of benefits. Jay: In a traditional view of capitalism, you could definitely say that's the case - when you take your eye off the ball, when you get off your hedgehog idea, you consider that would dilute revenue and profitability. I think what you're seeing in missional companies - companies that are created to solve problems that are social in mind, whether it's around education or healthcare - when a company is missional, the social impact is embedded in it. What research is finding is companies that are doing this social good retain their employees more, are actually able to maintain or improve profits, and if you look at companies that are over 100 years old and you do a study of those, you'll see that a successful company are those that bring in the community and help as part of them, solving their issues, and not just using them for profits. Phil: Now, some people may have some preconceived notions in their head of what social impact investing is – and may get it mistaken for charity… Jay breaks down this misconception. Jay: If you look at a charity, it's basically high social impact, but -100% in ROI. Charities outstand ably, philanthropy plays a huge role in our society. If you look at social impact, it's really changing measurable outcomes in our community for the better. But when you look at social impact investing, yes, it's changing the social impact outcomes, but it's also returning a percentage on the financial side. If you look at many reports and research that has come out, they're showing that social impact funds, like Colorado Impact Fund, for example, are actually achieving market rates of return. Phil:  So what has happened over the past two decades. Why are we seeing this shift to social impact investing? Jay: I think the traditional view twenty years ago is if I want to make money, I do things like venture capital and private equity, but if I want to do good, I give to United Way - those two do not cross. But we learn through experience, by seeing success in those that are trend-setters and are on that edge of learning. We've learned that you can do both, and that social impact investing can return a market rate of return. Shane: But society is also changing… Values have shifted, especially with generations like millennials and gen z… Phil: That's true… And there are companies out there who are making social responsibility the backbone of everything they do. Rather than looking at profits, they're looking at the impact on people and their community. And Jay says talks about some of those organizations he's seen. Jay: Eli Lilly, although they would never say they were a social impact company, I think by the way they operate and work within the community with United Way, we worked strategically with them on early childhood and was able to advance that in our state. I think about all the good that they do in our community and what their stock does as well through Lilly Endowment. But if I were to look at some companies that aren't as well-known, I would probably look to Endova, they're out of Chicago and they're a start-up company funded by another social impact fund called the Impact Engine. They do education for prisoners, on a tablet, and their goal is to help recidivism be reduced so that when they exit out of prison, they can do that. Another [idea] that I find very interesting is an app that is on your phone for food stamps, called EBT Fresh , and what it allows is it shows food stamp recipients where they can use it and how much is on their card, because you might only be able to learn about your balance by calling an 800 number. Those are great products that are raising capital to expand - they don't want grants, they're actually issuing equity - because they know capitalism is the way to sustain and the scale rapidly. Phil: So if you're a young manager out there – and you're wanting to make sure your company's social and environmental values are aligning with this notion of social responsibility – you're probably asking, “What can I do? How can I play a part?” Jay answers that here: Jay: I would caution a young manager to try to move an organization towards a social Enterprise status. Because the social enterprise, the heart of it, really needs to come from the top and come from the founders or the owners of the organization. I would encourage a young manager to think more in terms of corporate social responsibility. Because I think you can do corporate responsibility and combat it more from retaining employees, the brand lift of an organization. And I think that organizations that aren't missional focused on social impact can still look at CSR… And they can say, “Yes. It is helpful if our employees can do volunteer work in the community. It is helpful if we can run a United Way Campaign, it is helpful if we do these things well in the community because the value back to the company is measured by employee engagement and satisfaction and brand lift. Rather than come at it from a social impact side, I'd probably come at it from a CSR side, unless you can convince the owners otherwise, but typically I think it would be hard to shift the missional focus of an organization. Phil: You know, Shane, like all great ideas, the application of them evolves over time. What we are seeing now is something fundamental. A convergence between profit, and a sense of social mission or social impact. In the past, in many ways, our business models and our charity models made those mutually exclusive, as you've said. But innovation and newness of thought and change in social values now make that one in the same. And the good news is, the more those converge, the more good we have for everyone. (ROI Podcast Music) Shane: (Closing Remarks)

Manufacturing in the United States is thriving. Outputs are high, the workforce is in demand, and students who are considering a career in manufacturing have high hopes. In this episode of The ROI Podcast, Gregg Sherrill, executive chairman of Tenneco, talks about the evolution of manufacturing and the role it has played in the United States. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes:  (ROI Podcast Music)   (Manufacturing sounds) Shane: Welcome back! Phil, you think the sound effects at the beginning of the show gave away clues about what we'll be discussing today? Phil: You know, Shane, here in Indiana we are in the manufacturing heartland of the United States. We are the most manufacturing-intensive state in the country.  Shane: Who better to discuss the state of manufacturing than the special guest we have on today's show – we're talking with Gregg Sherrill, executive chairman of Tenneco, a fortune 500 company manufacturing company. Phil – you know Gregg very well – give us some background on this Kelley Evening MBA Alum. Phil: Today, we're coming full circle for Gregg, who's seen several shifts in manufacturing – most notably in the technological advances… So I asked Gregg about his impression of what manufacturing was when he first entered the industry, versus where it is today… Gregg: When I look back now, in particular, because I can visualize the plant floor at Ford Motor Company 40 years ago, it bears less resemblance to the plant floor today. 2:39 The plant floor today looks more like an operating room, and that has been this enormous technology influx and to how we manufacture, not only how we engineer things as well, it all comes together on the manufacturing floor. It's been exciting and challenging for me, I've always said about [the] automotive [industry that] when it gets in your blood, it's in your blood. It went through a lot of years getting beat up around this country, but it was never beaten up around the world! Shane: I want to pause there for just a second, Phil, because I was just reading an article and the manufacturing industry led job gains for the month of March here in 2018 – and those numbers seem to continue trending upward, according to the Bureau of Labor Statistics. Phil: And just a few years ago during the economic crisis of 2008 and 2009 – many people were writing off manufacturing – thinking it had its day in the sun… But here in Indiana, manufacturing is thriving, as it is all around the country and the world. Gregg weighs in here. Gregg: I look at a lot of things with a historical perspective – unfortunately, I'm old enough to be a big part of 40 years of history now, so it's not just historical, it's one that I've lived through! To a great extent, when I really step back and can look at it, manufacturing never went away – we were talking about it earlier, the actual manufacturing output as a percentage of GDP has been constant for 50 years. It is true that the output comes with a much different and reduced total employment level because of productivity and the technology, but the overall output has always been there. Phil: The bottom line: Times are changing. Technology is changing. This shifts the landscape of manufacturing, but it reemphasizes the importance of high-skilled labor. We're seeing more and more requirements of manufacturing employees – and that's where the United States has a great advantage globally. We produce high-skilled talent and labor. And our innovation is what drives our success, according to Gregg. Gregg: I still think innovation is the vast majority of that, [and] the business climate now is helping. Gregg: We are always going to need things, you can't digitize everything, such as the chair you're sitting in, the table you're leaning on, and the car you're driving – we will need manufacturing. It is in the thrusts of tremendous technological change that is exciting, and the careers and challenges are tremendous. We are going to need to get the best and the brightest, and that's the message we need to get out there, that every bit as rewarding as any of those other industries we mentioned a moment ago, and going forward, it is very much on the forefront of change going on around the world, and both driving and utilizing every technology that you can and can't imagine out there. (Closing music)  

Often times, organizations view regulations as a hindrance to business, limiting what a company can or cannot do. However, Julie Manning Magid, professor of business law at the Indiana University Kelley School of Business says organizations who build regulations into their business strategy create extraordinary results. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: (The ROI Podcast Music) Shane: Hello everybody! Thanks for joining us once again on The ROI Podcast presented by The Kelley School of Business on the IUPUI campus in downtown Indianapolis. Hopefully, you are having a spectacular day – and we're here to help BOOST your business knowledge through actionable insight! And joining us on this journey is my co-host, Phil Powell, who's the associate dean of academic programs for the Kelley School. Phil – what's going on? Phil: (Replies) Shane: Well, today we're going to somewhat pick up where we left off last week when we were talking to professor Kim Saxton about equal pay for equal work. But today, we're going to be speaking more from a strategy standpoint – and how gender equality will actually increase growth and revenue. I can tell you this is a very interesting discussion. Julie: One of  the things that we see in the current climate is that there are real consequences to not focusing on and working toward an equitable workplace, a place where people feel they can be heard and appreciated, and understanding the importance of having everybody at the table to do their very best in your organization. Phil: That was Kelley School of Business Professor Julie Manning-Magid. Julie is a professor of business law and she's the executive & academic director of the Randall L. Tobias Center for Leadership Excellence. And in our discussion with Julie, she mentioned the legal consequences that organizations need to be aware of when it comes to creating an equitable work environment. Julie: Certainly there are consequences in terms of legal consequences, legal claims are something that we're hearing a lot about now, but there are also major public relations issues when you do this wrong - we're certainly seeing that as well. There is a certain numbers game that you have to think about, and if your numbers do not reflect well [from] the community you're drawing them from, there's a problem in your organization and that problem could lead to anything from corporate activism, to your government structure, to large claims that are class-based, to single claims - and even if it is just a single claim here or there, it adds up in terms of time, money, and morale. It's not a good work environment if you're getting a lot of these sort of claims. Phil: As as we watch the news, read the papers, sometimes we wonder: How can such dynamic, well-managed organizations not catch these claims and issues beforehand? How do they not see this happening? Julie: It is complicated, [and] I don't want to downplay this requires attention and work and that not every organization that has been challenged is doing something wrong, but it is challenging and something that you have to pay attention to and focus on in a way that says, “Are we being truly inclusive of everyone in our organization and community?” Shane: I'm gonna pause there for a moment because I really like how Julie breaks this down. Sometimes, we as humans can overcomplicate and over analyze, and in the case of this subject, by stepping back and asking that question “Are we being truly inclusive of everyone in our organization and community?” That can cause some deep reflection, right? Phil: (Response) Shane: And let's talk about FMLA for a second… While this is a protection, there's still a caveat there that can negatively impact women and their family. Julie: So in the FMLA, you are protected for pregnancy after working a year for the employer. That works to the negative for women in a way it doesn't negatively affect men because pregnancy is hard to time. If you think you might become pregnant sometime in the next year, you cannot change employers, because you will not have protection for leave to give birth. It's something that doesn't enter people's minds until it becomes the reality of, “I can't look for another job because we're thinking of starting a family.”  Again, this isn't something that only negatively affects women, because it has a ripple effect on families, [and] it impacts men and how they are able to create a two-income family. Shane: Let's talk about this from a strategic angle. Yes, if complaints are filed and investigations are conducted around these issues, it's going to cost the organization on the bottom line… But what about the impact it has on human capital? Phil: You know, Shane… That's an excellent point. The cost this has on your workforce is far greater than anything else… And Julie dives into to the specifics on the cost of this in today's environment. Julie: Right now, we're at historically low unemployment rates, [and] it's hard to get good workers in your workplace. If you're an organization that does not treat people fairly, has poor morale, that doesn't handle these issues well, you won't have people working there – you certainly won't have the best people working there. It's a competitive market, and there are consequences to being a difficult place for women to work, and it's not just women in of itself, it also is the fact that families are impacted by these decisions that are negative to where women work, and that has consequences as well across the board. Julie: Law and ethics are such an important thing to think about in terms of business management. Many organizations and executives want a lawyer to handle anything legal-related, so it doesn't become their problem, but then you're having somebody else run what are some of the most important business decision that you'll make. Executives know that there are legal implications to almost every decision they make, and the ethics that that implicates. That has to be something that you embrace as a manager or an executive, or you'll make poor decisions by having somebody else worry about one of the major issues businesses deal with, legal compliance. Shane: So what Julie's saying is the best organizations are seeing a shift in the role of chief counsel… Rather than being somebody who solely protects there organization and quote keeps the governor off their back”, the chief council becomes an important part of an organization's strategic core. Julie: Recognizing that regulations and complying with them have to be part of your strategy decisions is the way that you better prepare your organization for excelling. As we've been talking about, that law pushes you to be very inclusive of people in your organization and part of your strategic decisions. Shane: And let's remember – there have been organizations who have not taken this strategy previously – and it caught up with them. Phil: So if we're to summarize what we've discussed today – we've made some progress for women in the workplace, but there's a lot of work that remains to be done. Whether it be in programs to help women climb the corporate ladder, tweaks to FMLA, or just being more inclusive – we need to look at the law not as regulation, but as guidance and a start to what we should be doing – and that's taking a strategic approach and implementing the law to that approach. Julie: The job of managing people is never done - it is a day to day practice that good managers engage in because people are their most important asset, and that's how they should be treated and thought about.

The year was 1963 when President John F. Kennedy and Congress passed the Equal Pay Act, prohibiting gender-based wage discrimination in the United States and mandating equal pay for equal work. Yet, research indicates that women are still being paid less than men for the same work. Why is this? What can organizations do to ensure they are not discriminating based on gender or race? Kelley School of Business Professor Kim Saxton explains in episode 35 of The ROI Podcast. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: Shane: Before we start today's episode I want to bring up something that's no secret and is going to revolve around our discussion today and that's the issue of equal pay. So I was online the other day and I read an interesting study that found 83 percent of women believe men are paid more than women for the same work – compared to 61 percent of men who believe that statement… So where are we today with equal pay in the workplace? Where did it all begin? That's what we'll be discussing today. (ROI Podcast Music) Shane: It's time for episode 35 of The ROI Podcast presented by the Kelley School of Business on the IUPUI campus here in downtown Indianapolis… Of course, I'm one of your hosts, Shane Simmons. And I've got my friend, Phil Powell, who's the associate dean of academic programs at the Kelley School, sitting beside me co-piloting the podcast. How are you today, Phil? Phil: (Replies) Shane: As our listeners heard in the opening of this show – we're talking about a topic that's hard to believe we're still having to have this conversation and that's pay equality. Phil, as a dean to a business school, as a scholar, and as a person in general, when people are paid unequally, doesn't it hurt our economy? Phil: (Replies) Kim: Great question and I don't know if the MeToo initiative is giving rise to this, but it's something first, people need safe working conditions, but in addition, they ought to be the same people being paid for the same work, irrespective of gender or race. We know it's an issue, so if I were talking to a man, the first thing I would say is just own up that it exists. There's still some people who are debating whether in fact this gap exists – study after study, done as rigorously as possible, controlling for all different kinds of factors does show that there is a gap. We need to recognize that it's there, first of all, and why has it gotten there? The other thing about the gap is that it's not a new gap, it's been around for a long time. If you pull up articles from the ‘60s, there were talking about equality of opportunity for women in 1961. Phil: And if we go back to 1963, President Kennedy passed The Equal Pay Act which made it illegal to differentiate pay based on skills, effort, responsibility, or working conditions in the U.S. Kim: And yet, we still have a big pay gap. How does that happen? Well, there are systematic differences that are occurring that are difficult to control for. First of all, one of the ways that pay does get differentiated is based on experience – remember I said skill, effort, responsibility, and working conditions. Experience is a valid reason to differentiate pay. Women tend to take time out of the workforce, therefore, they tend to have less experience – so that's one thing that people can justify is, “I should pay him more because he's been working at this longer”. The second thing is that women tend not to negotiate for their pay, while men do - women just don't ask that question. Personally, with a group of women that I mentor, I encourage every one of them who is changing jobs to ask for something. It's really shocking got me that many of them would say, “Oh, I love this offer, it's exactly what I wanted!” - I said, “Now pretend you're a man, what would you want?” One hundred percent of them have gotten more than what they were asking for at the start. That tells me that companies are used to people negotiating, and if women are negotiating, it must be the men who are. But some companies are trying to take these steps to fix this! Phil: But before we get into what some companies are doing to combat this issue of gender pay equality, there are still the behavioral economics that some would argue are embedded within us – even if we don't think we're biased… Shane: Kim said something that I did not realize, and that plays into this whole conversation, and that's when men and women are judged on their performance, both men AND women will evaluate the same performance from a man as better than the performance from a woman. And so when you have pay being based on performance, you can see how this causes an unfair reality for women. Phil: You're right, Shane. And Kim explains how some of these experiments worked to give us a better idea. Kim: Some of it was looking at objective performance – maybe you would look at a group of people and say, “Subjectively, how do I evaluate their performance?”, and then we might look at some objective criteria like the time it took, number of errors, those kinds of things. There's been some research where they had violin players play a piece, and when the audience could see what the gender was, they rated the men more highly - when they couldn't see what the gender was, they rated them equally. Occasionally, some studies have actually found the women's performance was better when you didn't know who it was! Phil: Harvard actually sets this test up in the classroom with a case and Kim discussed these eye-opening results. Kim: Yeah, so this was an interesting case that they did where they took the profile of a really good networker - someone who created connections out in Silicon Valley, an actual real person - and had jobs that moved towards creating these connections with technology and venture-capital firms. They gave the case to half the students where it was a man, and the other half got a woman. Before they came into class, they had to fill out a survey about things like, “how much do you like this person”, “how much would you be willing to work for this person?” When the group that had the person as a woman was always significantly rated lower than the man. It was like, yes, they're an effective networker, but no I wouldn't want to work for them, and no, I don't like them. Kim: I think there are maybe three or four things we could do, or that I would think about doing if I was a male CEO looking at this situation. First of all, you need to have a periodic review - where are we? Let's lay everything out by skill, effort, responsibility, and working condition, and let's just see, are we paying people equally? Salesforce did this in 2016 and 2017, and each year, they had to adjust pay by $3M, women were being underpaid. Now, I would say on an annual basis, $3M out of $11B is probably not a bad investment, but it repeated the next year! Even in one year, they saw it creep back in, so you have to have a periodic inspection of it. The second thing is, we make assumptions about what people are interested [in] and willing to do. Maybe there's an overseas assignment, and you look around and say, “Who should we give this overseas assignment to? Well, she's a woman and she's got kids, she's not going to be able to travel.” Why are you making that choice for her? Instead of making assumptions as to who would be interested in what, open the playing field - give everybody a chance at all the promotions, let themselves select if they want that kind of responsibility or that work life. Being mindful that you are eliminating people is important. The third thing is you have to actually ask yourself who's not at the table – the easiest thing is that we tend to support people who are like us: white men tend to support white men, white women tend to support white women. Ask yourself, do I have a diverse team? Who's not been invited? Find those people – it's not that they don't exist, it's that they don't occur to you to invite them. Every time I step back and ask that question, I find somebody and I say, “Wow, that person is a great asset, I wish I had thought about that!” - those are little promotions that add up to bigger ones. Phil: And lastly… Kim: The last thing is, and back to that periodic thing, we know that the wisdom is that people respect what you inspect. Some people are really excited about the latest news out of Iceland about equal pay - and really, it wasn't so much the equal pay, because they already had that in place, they knew it wasn't working. What Iceland did is they put in an annual certification for employers with more than 25 employees that they have to prove that in fact, they're paying them equally. In your own organization, set up annual inspection of the strategic outcomes that you want to accomplish, and people will perform to them! Shane: So if we were to step back and explore what we can do is managers in an organization when it relates to these issues – we've talked about some different things to look out for… But where do you start? Phil: Kim sums up some practical steps that an organization can take immediately. Kim: The first thing is, look around and ask yourself, are we biased? If there are awards, who's winning the awards? Are people of color or women winning awards at the same rate men are? Promotions? Leaving? Just observe! Many organizations and managers never ask the question, “Do we have a bias?” The first most important thing is to sit back and ask if we have a bias, maybe get some data and see if there are any. What helps for me is I have someone who keeps me accountable – because I know these biases are natural, my significant other will actually be objective and ask, “Now, are you saying that because of that person's gender or race? Or is that what you're really thinking?” So it causes me to step back and ask myself, “Am I being biased?” I don't always like how I answer, but I like that the question got asked. (The ROI Podcast Music) Shane: We'd like to thank professor Kim Saxton for taking the time to chat with us about a topic that's so important in our world… Of course, we'd be honored if you subscribed to The ROI Podcast and leave us a review on iTunes… That really helps us out and gives us some feedback on how we're doing. And Phil, next week we'll be continuing this conversation from a legal angle with professor Julie Manning-Magid so be sure to look out for that episode next week. Have a great day and thanks for listening!

Those who are invested in the stock market are looking into 2018 with optimism. GDP growth is up, profits continue to rise and the economy's in a good place. But what changes could impact the markets in the coming year? And are the tried and true investment strategies of the old days still relevant? We sat down with associate professor of finance Rob Neal to discuss these topics. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: Shane: Happy New Year to all of you – hopefully your 2018 has gotten off to an outstanding start! And now it's the time to think about what this upcoming year has to bring – and how you can dominate it and accomplish your goals. With this being a new year, there brings new opportunities and challenges in business – none more pressing than the financial markets. So in this episode of The ROI Podcast – we'll be talking outlooks for the markets – and how you can maximize your returns in the stock market. (The ROI Podcast Music) Shane: It's a new year and a new episode of The ROI Podcast presented by the Kelley School of Business on the IUPUI Campus in downtown Indianapolis. I'm Shane Simmons and the associate dean of academic programs here at the Kelley School, Phil Powell is next to me. How's it going, Phil? Phil: (Response) Shane: Today we're taking a look at the 2018 financial markets – and also giving our listeners some tips when it comes to investing, especially when it comes to retirement. Phil: You know, when we look at the financial markets and where they're at and where they may be going, I think back to the mid-2000s where we had a massive segment of growth before the markets collapsed. According to Rob Neal, associate professor of finance at the Kelley School of business on the IUPUI campus, when looking at the markets there are certain factors we look at. Rob: When we think about what drives the markets and stock prices, usually we focus on three factors: corporate earnings, interest rates, and measures of market ratios. When we look at the earnings part, what we saw was from roughly 2014-16, that three year period, earning growth is pretty much flat, save for the S&P 500. Now in 2017, it's rebounded, it's up about 10% for the calendar year so far, which is above its long-term average. Our forecast going forward for next year are slightly higher, about 11%, so that's good news for a market forecast. On the interest-rate side, the current federal funds rate is sitting about 1.25% - the expectations going forward are that we're going to see another interest rate increase 25 basis points in December, and probably another 2 or so in 2018. That's going to take the interest rates up to about 2%, which are still relatively low, certainly on a historical basis. Phil: And you heard Professor Neal mention earnings as one of those three factors that really drives the markets and stock prices. Recently, we just saw productivity growth rate over the last two quarters surpass 3 percent. Shane: And for some of our listeners out there – define productivity growth rate. Phil: (Defines Productivity Growth Rate) Phil: So my questions to Professor Neal was this: Is productivity growth going to be one source that could drive extraordinary earnings growth? Rob: Any time you can do a better job of utilizing resources to produce your products you're earnings are going to benefit.  Rob: my hunch is if we're successful on the corporate side of trying to keep our tax rates more inline with worldwide global averages, then it is going to have a net positive impact on productivity going forward. We've got some demographic changes that we are working against us in productivity and are probably scaling back our long-term productivity estimates, but from my perspective I see a lot of positive developments on the technology side. A lot of innovation going on. Internet of things developments. New censors being able to monitor workflow, and even being able to get traffic patterns to improve. Rob: I think were on the cusp of a lot of potential innovation that's going to have a positive impact. Phil: So some of you out there listening may be thinking this is interesting and has a very positive outlook – but let's not forget what happened to so many people during the crash of 2008 – losing thousands of dollars. Some may say the stock market is like the lottery or like gambling in Vegas. If you're afraid to put your money in the stock market because of that – here's what Professor Neal has to say. Rob: It's definitely NOT the same thing as going to Vegas. You might think about buying a lottery ticket. Alright, all of you listeners out there, don't buy lottery tickets, please. Your payoff to a lottery ticket is about 50 cents on the dollar. Now if you want to blow your money, go to a casino. You can play the slot machines and your payoff there is going to be 90-95 cents on the dollar. Now if you keep on doing this, the probability that you're going to be broke is essentially 100%. But it's going to last a lot longer if you gamble in a casino versus doing it with a lottery ticket. Now in contrast, when we look at the equity markets, on average stock prices go up on an inflated-adjusted basis about 7 percent per year. So you've got that working for you. One of the big risks investors face, and we face it right now and you might think the market is expensive and you want to get out, but being out of the market long term is highly risky and it's a guaranteed failure rate. So you're never going to be able to grow your resources enough to do what you want to do in retirement or down the road. Phil: And Professor Neal says one of the best financial decisions he made was during the crash of 2008. Rob: One of the best investment decisions I made was during the financial crisis. I'm always getting calls from neighbors asking what do I do? The best investment decision I made was to do nothing. So I just stayed put. I rode it out, and for everyone else, you've got to understand that if you get to 7 percent annual rate of return, it's not going to be without risk. There are going to be times when you are going to lose a bunch of money. But what you want to do is focus on where you are likely to be 30 years from now. 20 years from now. 40 years from now. And what's the best plan for getting there? Phil: And another tip, that may seem obvious but a lot of people still don't do this – is contribute enough to your 401k that your employer can reach its maximum match contribution. Rob: From a retirement perspective, this is something that everyone should do. If you have an employee match, be sure to contribute enough to get the maximum match from your employer. That's free money and you're never going to see a rate of return like you get on that investment. So that's rule number one. Rule number two is thinking about an investment in an index fund, it doesn't have to be U.S. funds, in fact, I would encourage a certain amount of global diversification. If you look at European markets they tend to look more attractive on a valuation basis than American markets do. But our historical rate of return on inflation-adjusted dollars is about 7 percent per year on the market. (Closing Music) Phil: Bottom line is the economy is looking pretty good next year, markets are looking good, there are always questions about it. But in terms of your investment strategy, put it in an index fund and just don't do anything else. Rob: put the money in, leave it. And hope for her best, based on the info we have, that's probably the best strategy. (The ROI Podcast Music) Shane: So wrapping this up – it looks like going into 2018 we are in pretty good shape. And we're looking at returns on equities to be positive, but maybe just below that 7 and a half percent average over the past 50 years… Phil: (Response) Shane: That's going to do it for us. Thank you to professor Rob Neal for his insight. And for all of you listeners out there be sure to go to iTunes, Subscribe and Leave us A review – we'd love to get your feedback on the podcast. We'll talk to you all next week!

When you step to the table for a negotiation, do you feel confident you can come to a solution that's mutually beneficial to all parties? We've got you covered. In this episode of The ROI Podcast, Kelley School professors Stephen Hayford and Tatiana Kolovou discuss the ins and outs of negotiation and how you can master the art. ---- Do you have a question? Looking to get help on a business decision? Know a great guest for our show? Email roipod@iupui.edu so we can help your organization make better business decisions. ---- Ready to take your next step? Check out if a Kelley MBA is right for you: https://bit.ly/3m2G6D5 ---- Show Notes: Shane: It's been said by Deborah Tannen that communication and dialogue is a dance, not a boxing match. What does that mean you might be asking? Well, in order to get what you want in business, or in life, you HAVE to be a great negotiator… And after listening to this episode of The ROI Podcast, you'll have the tools of a powerful negotiator. Let's do this! (The ROI Podcast Music) Shane: WELCOME BACK!!! Episode 29 of The ROI Podcast is here… 29 episodes, Phil… It's hard to believe, isn't it? Shane: Phil… I want you to think of something… How important is a negotiation, and communication in general, in our lives? I mean, think about it. When you're a kid you negotiate with your parents for that new toy or to stay out past curfew. At work, you negotiate a higher salary or an idea you've pitched. Even things we don't think about like negotiating where you and your spouse will have dinner… We do this often times subconsciously. 11:05 Steve: In today's dynamic business and professional world, you cannot predict outcomes - you can't even predict relationships at all times. But if you master process, if you understand how to play the game of negotiations, then that process skill set emboldens you to realize that you'll find the answer. 11:33 You don't need to know the answer at the beginning - if you master process, you'll recognize the answer when you find it. Phil: You just heard from Stephen Hayford, Professor of Business Law at the Kelley School of Business. He's an expert in negotiation and conflict resolution… Steve: I've learned to recognize the people who do and don't understand the process – those who don't understand the process, when they find themselves in conflict, negotiating a contract, or solving a problem, tend to focus on arguments on who's right and who's wrong. They [also] tend to focus on overuse and overreliance on power – power and the merit of ideas are both very important aspects of negotiated decision-making, but when one recognizes and understands the importance of process, you have a playbook you can consistently use. Can I add one thing here to what Steven is saying: sometimes we get in trouble or we do a bad job with negotiating or we don't get as much out of it because we hurry up the process. Phil: And that was Tatiana Kolovou, Senior Lecturer at the Kelley School of Business. Tatiana's expertise also falls within negotiation and conflict management. We're not patient enough to try to learn more about the other person, to try to build rapport, and maybe be able to use the information, not in a bad way, but to use it to build the relationship further. If we try to hurry it up and think that it's a transaction, like putting gas in your car at the gas station, you're not going to be able to be successful. What Stephen teaches is all of those signs and signals and having faith in the fact that this process exists and you have to walk the path. Shane: I'm going to pause there for a second and let's talk about this process, which is so important. What is this process? Where do you start? Phil: So Stephen and Tatiana say it starts before the negotiating ever begins. Stephen: I think the real key at the front end is listening. This idea of diagnosing the relationship, for example, if I'm dealing with you as a supplier and you are my customer, and I know that you have three viable alternatives to working with me, that's going to make a big difference in the way I present myself to you contrasted with the circumstance where I know that I am your only alternative. There is no what we call “BATNA”, Best Alternative to a Negotiated Agreement - if I know that you are an impatient negotiator, I understand from the beginning that I'm going to have to slow you down and show you the benefit of methodical approaches, as opposed to shooting from the hip. My experience has taught me that mindfulness, being alert, being patient, diagnosing the circumstance before I begin to act always pays off. Phil: And from a communication standpoint… Tatiana: First, you have to exude confidence, and I'm not talking about the over-confidence, sort of the aggressive “I'm going to take you down!” type of confidence, but a sense of calm and collectiveness that people have when you see them, you think, “This person has their act together”. It goes from how you sit at the table, how you make eye contact, how you learn and listen, or how you mirror the body language of the person you're interacting with. If you are to be patient and calm, your body has to speak that as well. Sometimes our students don't see that – they are in a certain channel of operation, and no one has stopped to say to them, “You tend to frown a little too much when you're listening, and it may look like you're not accepting what the other person is telling you!” I've done this quite often or videotaped people, and they have these big awareness “aha!” moments where they realize they may not be coming across as being open listeners to what the person is saying. Even from a body language - I'm reading a lot on power cues and in general, use of gestures – you want to be able to communicate that confidence, but you also want to read your audience. Phil: So that's step 1 of this negotiation process. The next step is starting the conversation and Steve: Focusing on process, I think the first substantive  step is to bifurcate the issues at play into what we call distributive issues, those that involve these resource allocations - zero-sum, thick sum kind of decision-making, like cost, time, the available technology perhaps - and separating or delineating them from what we call the integrative issues where the parties' goals are not in a conflict where it's not a zero-sum game where we can create value. In that first distributive side, those issues are all about claiming value, and that's an important part of the negotiation. If I'm a supplier, I want to maximize the price I achieve for my product or service. At the same time, it's important that we move the process toward the value-creation side, which is integrative bargaining; we create value by identifying our mutual, non-conflicting goals and the interests that underpin those goals for each of us, and then we focus the process on serving those interests. Tatiana: As we've said earlier, at this point, listening, paraphrasing, and clarifying is important so that you show that you have invested interest in being there with your counterpart in the negotiation - that, again, is an opportunity to build rapport. How you do that is probably more with non-verbals than with verbals - you even want to nod and make strong and good eye contact. We talk about remembering people's eye color, doing that intentional of eye contact so that you are not distracted by anything or people around you, obviously not any technology and being a good listener. In some cases, you want to show that depending on the situation or where you are, that you're pacing with the person that you're negotiating with. If the person seems to talk a little faster or seems to want to decide or speak to one specific topic, that you're mirroring some of that, you don't completely follow your style of communication. You dance with them, if you may say, so that you can be more in that equilibrium that Stephen was talking about. That doesn't mean that you're not direct or precise in your wording – as a good communicator, we recommend you pick your topic and your theme and you keep going back to that. Phil: So we've got the trust being built, we've begun to use our non-verbal's to move the conversation forward… Next, we have to look for the nonverbals the other person is giving us to let us know whether we can move and push the conversation even further. Tatiana: The head-nodding, the eye contact, the open body language – all of that kind of tells me that I can move forward. If the person starts their shuffling papers, or if you start looking at your watch or distracted by what's going on behind you, that just doesn't give the signal that you have the patience to move forward to the next step with the person that you're working with. Phil: But as I'm sure we've all experienced… We are human and we make mistakes… So we asked Tatiana and Stephen what are some common mistakes they see in negotiation and how can we correct them? Steve: I think inadequate preparation is one of the big ones that I see. I think the failure to manage the expectations of one's constituency before you get to the table, so as to define was a truly acceptable outcome is. Tatiana: I want to quote the author Deborah Tannen that talks about “communication and dialogue is a dance, it's not a boxing match”. If you go into it thinking you're going to shoot, they're going to shoot, you're going to be playing offense and defense all the time, you can't be a good listener because you're just waiting for them to slip so that you can get your point across. you have to learn to flex your style if you're going to be a good negotiator. When we don't, that's a big mistake – we have to adapt. Phil: So to wrap this up – when you're heading into a negotiation situation: Prepare, know the process and the agenda you're wanting to accomplish, but also be flexible – because as Tatiana said: Negotiation is a dance, not a boxing match. (ROI Music) Shane: Negotiating can be one of those topics that can be uncomfortable for us in the beginning, but what I really picked up from Stephen and Tatiana is it's not nearly as intimidating if you go in prepared and set some clear expectations. Shane: And that's going to do it for this episode of the ROI Podcast. Thank you to Kelley professors Tatiana and Stephen for sharing their expertise with us. And both of them will have a course opened up to the business community in the coming months. We'll post more about that when it becomes available. Phil: And don't forget to subscribe to the podcast and leave us a review on iTunes. Shane: And we'll be right back here next week on the ROI Podcast!

This episode is unlike any I've done before, and it turned out terrifically well. If talking about sex makes you uncomfortable, then this episode is especially for you. Especially if you're a woman. I talked to Kit Murray Maloney, CEO of O'Actually. O’actually celebrates sexually stimulating content, products, and knowledge that focuses on enhancing and stimulating women’s sexual pleasure. The company is dedicated to changing the landscape of adult entertainment to prioritize women’s arousal by distributing new types of film, audio, visual arts, and literature. O’actually also shares sexual enhancement knowledge and recommends products that promote female pleasure. Kit bared her soul (no pun intended) to talk honestly about the importance of women's orgasms, why masturbation is ok, and why porn and pleasure are at opposite ends of the spectrum. On Porn, Masturbation and Pleasure Phil: Welcome to the show Kit. Tell us why you started O’Actually. Kit: We are here to remind women to owning their own pleasure that is often missed we are here to remind everyone involved that it is important. There’s a real lack of awareness around women's pleasure, and most porn is made purposefully for men. It isn’t made for real life. Phil: Are you telling me porn isn’t real life? Ha! Kit: With the persuasiveness with porn in mainstream life it gets real muddled with entertainment and reality, with the age a young man first sees porn has dropped from 11 to 8. Adults can realize that porn isn’t reality but if you are introduced at a young age to sexuality through porn, you’ll wind up confused. Not to mention that porn is adult entertainment and made for men to enjoy alone and they are geared towards that stimulus. Because it’s all we have, it gets turned into education or that's thinking that’s what women's bodies are meant to look like. Phil: How do we introduce that subject without it being that weird story of the stork or odd story of the birds and bees? Kit: It does seem we have these extreme porn stories with sex and none of its real.  We need to be open and honest factual and truthful. We need to talk about pleasure and we need to be honored. Pleasure is this wildly missing word with sex educators. I’d like to ask my audience and yours for anyone that has used that word when talking about sex. That used the ‘p’ word. Share this: Pleasure is this wildly missing word with sex educators. @KitMalo http://bit.ly/2cRWIxO I’d like to celebrate anyone I really think they need to be honored and thanked for bringing that in. We really focus on prevention, prevention of disease, prevention pregnancy, what we don’t want to happen, we are lacking the potential the focus and exploration of all the great things of sex and sexuality. Phil: How did you get introduced to this? Kit: Back when I was 18 and I was about to go to college and I got affected by the rates of sexual assault on college campus knowing this was arena I wanted to be involved. I went to my college and I was I couldn't hold this negativity into and during this time I experienced my own sexual trauma that I only started sharing.  A couple of years ago I realized pleasure is completely missing from the conversation. Heal the trauma A space where we can we all be honest Phil: Kit, what is your background? Kit: I was Engaged in Social Activism for about 20 years, accidently picked up a women's study minor. I earned a masters in social economics and gender studies.  From there, I got involved with a few early stage businesses and startups. Phil: You have a podcast. Tell us about that. Kit: The podcast has been a gift and it combines the things that I intuitively love doing. And I love doing it and learn so much. I’ve had beautiful conversations and it’s been such a gift and I’ve taken it anywhere that I have had questions or been curious. There have been no taboo topics Phil: Take us through the services that you provide and the products you sell. Kit: Please keep checking out our site, we are about to have a lot more there it has to be highly curated. Which is hard.  And there’s some exciting stuff to come. There is a surprising amount of women who love to write erotica and I love to give them a space to contribute and to be present and active. Phil: It’s not something people talk about.  Why do we think it’s such a taboo subject?  Kit: We tell ourselves so many stories as a society and individuals. About sex. And I think we really put sex and women's sexuality into prude and whore dynamic and it’s really hard to navigate what’s in the middle where are the boundaries. And who am I? I don’t live up these clichés? I don’t live up these expectations of people with people who give themselves permission for sex If you are going to call me a bad name or something, that usually has something to do with the other person than with me. Phil: Why is it so challenging? Kit: We are just so ingrained to never talk about masturbation or solo-sex. If we look at sitcoms there is an abnormal amount of jokes around male masturbation and none around about women. I have a great group of women friends and I would have said that we don’t have any taboo topics and then I realized we do have those taboo topics; we don’t talk about solo sex or adult entertainment. When we create the space to listen and hear and be honest ourselves we are allowing others to give back to us in that same manner and that’s what I found with close with whether it be friends or family. It’s been great for me, I get to ask all those questions. Phil: That’s kind of scary, right? Kit: Once we get past that initial uncomfortable part, we get to the business sense. There is the depth and soul to it. and the the genuine holistic part and the importance of orgasms in your daily routine. So many entrepreneurs don’t talk about sex, they don’t consider it in self care or routines and I am one of the few entrepreneurs that includes it in my talk about self care and routines who has awareness of sex. I disdain the term work hard play hard. I want to love my work, love my play. I want to genuinely love my life. Now don’t get me wrong, I have my bad days, I am human. It’s not yet truly in the mainstream, to think that. It’s a mind shift on things, for sure. It doesn’t have to be extravagant. Allow yourself to enjoy it. Share this: I disdain the term work hard play hard. I want to love my work, my play. I want to genuinely love my life. @kitmalo http://bit.ly/2cRWIxO It is deeply important to me and I prioritize things and things comes to fruition for me. Really cool things are possible when you focus on them.  And, you have to make choices. There is a balance and trade-offs. Phil: How can women get started on the path on finding their pleasure? Kit: We talk about triggers in self development, we can have pleasure triggers. We can pleasure triggers that infuse happiness and pleasure.  Just identify one pleasure trigger. It could be anything, and it could change. More from Kit and O'Actually O'Actually website - learn more about their very important mission Check out the Pleasure with O'Actually podcast Continue the conversations with O'Actually on Facebook

In this episode, Phil is joined by William Powell, The Leadership Advisor, and an expert in human flourishing and on imposter syndrome. Show notes from William Powell - on Human Flourishing and the Imposter Syndrome    Phil: You are an expert in Human Flourishing, which I don't know anyone else even knows about. What is it and why does it matter?  William: Comes from the Greek, focus on the whole person including the environment, when in the work environment when management focuses on the whole person including the environment the whole idea is that human is going to flourish and be profitable  I’ve been applying that across all aspects of my life, my family my business the interconnectedness of everything, how we flourish of our environment .  Phil: How did you get into this, Human Flourishing?  William: I grew up in a poor background, the narrative I told myself and I chased things as a young man that I probably didn’t need and more disruptive than i needed and a I met people that were key in changing the direction  I wrote a book, a kindle book, Personal Ecology, about self leadership and ecology and how the environment around influences you and how you influence it. Fell into it and how can i help other people and how can i help other people manifest it  Phil: Let's talk about imposter syndrome. I suffer from this sometimes. You've publicly said you do too. Let's talk about it.     William: Grew up poor challenging and frustrating, my mom was disabled, grew up in the trailer park getting beat up at school for being the poor kid that wore the same clothes and to have such a clear understanding of poverty at a young age.  Creating the narrative in my head that made sense to me, even if it wasn’t accurate.  But to get here… the biggest challenge to get here wasn't to get here wasn’t to make the money but to overcome the narrative i had developed form that sense of challenge, that was my biggest obstacle. It is my biggest anxiety and even now it still wants to creep out. It isn’t the narrative that I want.    Phil: Let's talk about how you cope, what are the strategies you use that are successful or even the ones that don’t work and suck?   William: Overcompensate, lizard brain, of course, over coping mechanisms to try deflect and get people to try and cheer you on…. For me, that is my is go to place, when i don’t have to take responsibly. For me it’s about being aware that i am feeding myself a false narrative. It may be differ for other people, understanding what’s your go to place then developing the right place and what's the good self leadership for this, how do I lead the guy in the mirror? Phil: What are the roadblocks for making things simple?  William: Pace is a big deal.  The more I have on my plate the more productive.  Legitimately understanding my capacity. For me it was about pace and capacity. The distance between stimulus and response and it may be different for others, you need to know what that trigger is, and no one can say what that is?  Phil: What is the imposter syndrome?    William: Imposter syndrome is defined by what’s the lie in your narrative and we all have that narrative in our brain that it keeps feeding us. Inside that narrative that you start to tell yourself. Self conscious does not understand sarcasm or self deprecating ways. One of the reasons negative self talk can be so destructive.    Be honest. Admit when you aren’t equipped, be willing to be transparent and vulnerable.  You aren’t allowing others to flourish by not admitting your vulnerabilities. Admit when you aren’t good at something.   Phil: One bit of advice for leaders to get started down the path of flourishing and really building others around them better ecology.  William: Look at your organization or team If my people were plants and our culture were environment our process would be the climate they have to exist in would we get fined by the epa or not? Would this help them flourish as a human being? Would this find creative outlets for their passion and develop their skills, well rested and contribute to their organization?  More from William Powell Connect with William Powell on Twitter Get a copy of William's book Personal Ecology Human Flourishing, the 21st century definition of success Human Flourishing Blog