Podcasts about portland pod

On this episode, BJ and I talk about my trip to Portland, where I sang with an old friend's band, saw the Blazers at the new Moda center, got to see my nieces, whom I really like (when they aren't being mean.) One niece won a state championship in basketball, one won a state championship in Gymnastics and the one who was the biggest winner of all, got to hang out with me! Update on Mom's stroke recovery and Valory's cancer journey, a few travel tips and hidden gems, and more!  

Today – the topic is Stumptown! I am not sure if anyone actually calls it that, but we went to Portland Oregon to see family and friends! BJ helps ne navigate the tales and the headline is we got very little rain and Mt Hood was out almost every day! I saw cousins and nieces and nephews and lots of friends. Met up with David Walker (27:25) for some inspiration and started scheming to exploit his success, had a Village People / Greased Lightning reunion with some old friends at Hooligans' (49:00) and caught the number 1 girls basketball team in the state of Oregon win a tournament game! (35:25 and 1:17:00) The Best Western Pony Soldier Inn made my son sit outside in 34 degree weather in only a T-shirt because… well… they were stupid and lazy (got to hear that story) and had almost everything on the Elmer's menu! 

About the guest:     Matias Rodsevich is a PR specialist and author of the book: The PR Paradox: Mastering the art of PR for startups and scale-ups. Matias has vast years of PR experience, from managing PR for IBM and Google in Argentina to founding his PR agency in the heart of Amsterdam, Netherlands. His agency PRLab works with some of the fastest-growing tech startups and scale-ups in Europe, providing an integrated marketing approach. Not only handling PR for their clients but also branding services to align missions, visions and values, in order to create a compelling story that places these blossoming startups in a strong position in the saturated tech market. Rodsevich also founded the first PR community in the Netherlands; establishing a platform for marketing and communication professionals to share their knowledge, insights, and expertise with other professionals.   In the episode:     After starting his PR career working for companies like IBM and Google, Matias Rodsevich changed gears to bring his experience and knowledge to startups. From strategy to media relationships, Matias explains how he works with clients and journalists in a field where there is constant change. Matias offers tips for working with startups and shares some of the differences between working with startups and established brands, such as building their reputation. 2:10 – Matias talks about how he got his start in PR with companies like IBM and Google. 3:36 – Matias shares why he was interested in doing PR for startups. 7:40 – Matias explains the long-term benefit of PR for startups. 12:43 – Matias describes the steps he takes to develop PR strategies for his clients. 16:55 – Matias shares how important media training is for clients. 19:25 – Matias explains how he builds long-term relationships with journalists. 26:47 – Matias lists a few media training tips. 29:33 – Matias talks about the benefits of thought leadership. 31:50 – Matias shares how to scale up your PR strategies as you scale up a business. 34:35 – Matias gives his tips for crisis communications and how communications during COVID-19 are different.   Quote: “I think ultimately journalists really like when you provide them with fresh insights.  We're always conducting little surveys through our newsletter, for example. Just start a conversation with them and keep in touch.” - Matias Rodsevich, CEO and founder of PRLab   Links: PRLab: https://prlab.co/ The PR Paradox by Matias Rodsevich: https://www.amazon.com/PR-Paradox-Master-Startup-Scale-up/dp/9090337113/ref=sr_1_1?dchild=1&keywords=The+PR+Paradox&qid=1610383926&sr=8-1 The Portland Pod: https://portlandpod.com/ Message Map Mastery Course: https://prmaven.com/message-course/ Why It's Invaluable When People Say 'I've Heard Of You': https://www.forbes.com/sites/forbesagencycouncil/2020/11/03/why-its-invaluable-when-people-say-ive-heard-of-you/?sh=57126b0c37e8   Listen to Nancy solocast on message mapping. Listen to Steve McCausland's PR Maven® Podcast episode on crisis communications.   Activate the PR Maven® Flash Briefing on your Alexa Device.  Join the PR Maven® Facebook group page.    Looking to connect:           Email: matias@prlab.co LinkedIn: https://www.linkedin.com/in/mat%C3%ADas-rodsevich-12964043/

About the guest:     Shane Leketa is a Navy veteran of 11 years and is currently working full time as an area manager for a cell phone company acting as a business consultant to private owners. He has a wife of 18 years, a son of 15 and a dog of 7. Shane started his podcast about three years ago as he was working on the mental side of losing weight through blogging and journaling and then recording his audio thoughts. His podcast, CoffeeTalk with Liquidshano1973, has gained a hearty following, surpassing 175k downloads and over 1.75 million plays. Shane's vision and mission are to inspire, motivate and encourage others to truly become their authentic and true selves. Believe in yourself, see your self-worth and then, at the end of the day, put the work in going for your goals and dreams.   In the episode:     Shane Leketa, also known as Liquidshano, shares how he passes along positivity in this episode. Shane talks about each of the ways he is trying to make a positive impact and how doing so has increased his podcast and social media followings. From waking up in the morning, looking in the mirror and describing what he is grateful for to joining TikTok to share positivity and creating avatars for people in exchange for donations that he uses to tip restaurant and bar workers, Shane is always spreading the power of positivity. 3:38 – Share explains what motivates him to motivate others. 5:04 – Shane talks about being able to share his message around the world, right from his living room. 6:05 – Shane defines the Oprah Effect. 10:31 – Nancy and Shane talk about building your network around your authentic self. 15:58 – In addition to his podcast, Shane shares where you can find him on the internet. 24:27 – Nancy asks where the name for Shane's podcast came from. 27:22 – Shane talks about some new projects he is working on. 33:43 – Shane describes what he attributes his success to. 37:53 – Shane shares how COVID-19 has impacted his life and how he is trying to positively impact others. 43:35 – Shane describes where he sees himself in five years. 45:29 – Shane shares some resources that have helped him.   Quote “Whether it's through brand recognition, whether it's just trying to build a business or whether it's just spreading positivity, it doesn't matter. Just go out there and be a positive influence. That's all we need to do in this world. We need it right now.” - Shane Leketa, host of CoffeeTalk with Liquidshano1973   Links: CoffeeTalk with Liquidshano1973: https://www.coffee-talk.net/ TikTok: https://www.tiktok.com/en/ Gary Vee: https://www.garyvaynerchuk.com/ No Finish Line Nation: https://www.facebook.com/groups/nofinishlinenation Weight Watchers: https://www.weightwatchers.com/us/ Grow Your Audience, Grow Your Brand by Nancy Marshall: https://www.amazon.com/Grow-Your-Audience-Brand/dp/B088JS6YL4/ref=pd_lpo_14_t_0/131-4386658-2623321?_encoding=UTF8&pd_rd_i=B088JS6YL4&pd_rd_r=1e8e34bf-db12-41f8-bb6f-4189602723e1&pd_rd_w=d8a8f&pd_rd_wg=9LLP6&pf_rd_p=7b36d496-f366-4631-94d3-61b87b52511b&pf_rd_r=YST38MAWEA2SV06NMG51&psc=1&refRID=YST38MAWEA2SV06NMG51 StreamYard: https://streamyard.com/ The Portland Pod: https://portlandpod.com/ Nonesuch River Brewing: https://nonesuchriverbrewing.com/ Cowbell Grill & Tap: https://www.cowbellmaine.com/ O'Reilly's Cure Restaurant & Bar: https://www.oreillyscure.com/ Make Your Bed by Admiral William H. McRaven: https://www.amazon.com/Make-Your-Bed-Little-Things/dp/1455570249   Procreate: https://procreate.art/   Listen to John Lee Dumas' PR Maven® Podcast episode   Activate the PR Maven® Flash Briefing on your Alexa Device.  Join the PR Maven® Facebook group page.    Looking to connect:           Email: Liquidshano1973@gmail.com Twitter: @liquidshano1973 TikTok: @liquidshano Instagram: @liquidshano1973 Facebook: https://www.facebook.com/shane.leketa

It's been a long week.  It started with two familiar foes in conflict with each other.  If only they could work together, the sky would be the limit, but one side is so obsessed with the other, that they seem to have lost their own way.   Of course I'm talking about radio and podcasting.On Monday, iHeartMedia laid off another bucket of local radio employees. (Edit: More came Thursday.)  It's no secret that the radio industry has been hard-hit by the pandemic, and radio revenue is way down.  In a vacuum, you can understand the tough decision to have layoffs.  In 2020, that's not unique to radio.  But consider this.  Last week I told you that iHeart just bought Voxnest - rumors have the price tag around $55 million.  Voxnest is big in podcast analytics, and also owns the Spreaker platform.  Once iHeart filed bankruptcy in the face of its $22 billion debt, it freed them up to re-work their business ventures.Radio's strength has always  been its personality -the ability to connect to listeners.  And a big part of that is its on air talent.  But when a company decides its priority is to invest in podcasting, and keep slashing radio assets, that tells you where their priorities are.  I just hope they don't destroy podcasting like they did radio. iHeart owns the most shows in Top 200 podcasts, according to Podcast Business Journal, largely because they pimp them out across their radio network.https://podcastbusinessjournal.com/media-monitors-iheart-is-1/Stitcher launching new app.  Instead of Favoriting a show, you'll follow it to subscribe.Magellan's AI Blog tracked the Election, and how the Biden and Trump campaigns utilized podcast advertising. https://www.magellan.ai/blog-posts/how-have-the-presidential-candidates-used-podcast-advertising-in-the-election?utm_source=podnews.net&utm_medium=email&utm_campaign=podnews.net:2020-10-30Nielsen has more data about host-read podcast ads being more effective: https://www.nielsen.com/us/en/insights/article/2020/host-read-podcast-ads-pack-a-brand-recall-punch/Finally, two great courses I took this week in my professional development.Tom Kelly from Clean Cut Audio did a "Beginner's Guide to Equalization for Podcast and Voiceover on Udemy: https://www.udemy.com/share/103H9oAEASdFhTR3gJ/Tanner Campbell's "Learn to Edit Your Own Podcast" on AppSumo. https://appsumo.com/learn-edit-your-own-podcast/?utm_source=sendfox&utm_medium=email&utm_campaign=this-week-in-podcast-editingBoth courses were very helpful as I work to improve my skills in Compression and Equalization.

E80   After having 64 jobs and 4 businesses win and fail Tanner is here to talk through where he’s been and what he’s up to now. Today we are joined by Tanner from Portland Pod based in South Portland, ME. Tanner has grown his own podcasts and now works everyday to help others to the same.   He speaks through his story and we talk on a lot about that. Being resistant to the issues that come your way and enjoying the process. Understanding your audience and making connections while still working on your craft to form a the marriage between the two. We all search for meaning and have expectations on when it should be delivered. Let’s talk about when and how that should look. Creative service business, creative life, and getting creative to make that life a reality COVID and beyond.   In This Episode We Cover Resilience Enjoying the process Understanding your community Searching for meaning Changing with the move Ethical choices in business Creating luck Creating the vibe Knowing when it will work Skills gathered from previous roles Success isn’t linear Short cuts aren’t good Business owner verses Entrepreneur   Quotes   “People don’t like cockroaches but when the nuclear bomb hits they’re the only life left.” - Host Dave Swillum   “You have a path, it’s not destined for you, its the path that you have and you don’t really have a choice about that path but you have choice about what you do with the things that happen to you when you’re on it.” - Tanner Campbell   “There is success and there is prolonged, sustained, feelings of security which is to me what I think success really is.” - Tanner Campbell   Tanner’s Links   Website https://portlandpod.com/ Twitter/Instagram @theportlandpod   Facebook facebook.com/portlandpod   Tanner’s Recommended Resources   Community Texting Software https://www.community.com/get-a-number   Gary Vaynerchuk https://www.garyvaynerchuk.com/   Waking Up From Work Podcast Links   Website www.wakingupfromwork.com   Instagram/Twitter/Tik Tok @davewakeup   Merch To Support Us! https://wakeup.itemorder.com/sale?fbclid=IwAR30nyVXdpFaax0mN0CRcC_mVjNzafbMo0spds82eoG-GMo01HG6Uq0dvzw   Patreon (If you want to support the show check out our sweet offers for you) https://www.patreon.com/wakingupfromwork   Facebook Community to connect to creatives https://www.facebook.com/groups/wakingupfromwork/about/   Email wakeupfromworkpodcast@gmail.com   Youtube Channel https://www.youtube.com/channel/UCJeddF25VuWn8Eg3Fhy13fQ?view_as=subscriber   For audio advice and more in depth music content from Dave www.crawlspaceaudio.com   Dave’s Indie Rock Band Broadwing www.broadwingband.bandcamp.com

About the guest:     James Carbary is the founder of Sweet Fish Media, and co-host of B2B Growth, a daily podcast for B2B marketing leaders. James is a contributor for Entrepreneur & Business Insider, and he's the author of Content-Based Networking: How to Instantly Connect With Anyone You Want to Know. In the episode:     1:37 – James talks about the football game that changed the course of his life. 5:23 – James explains the concept of content-based networking. 7:50 – While some people think that relationship building can result in one party taking advantage of the other, Nancy and James describe how they don't think of it that way and why friendship needs to be used in business more often. 11:25 – James describes how to create a repeatable process when building relationships, starting with your goals. 15:44 – Nancy and James talk about how their podcasts help convert listeners and guests into customers. 19:28 – James explains his mindset for building relationships. 24:31 – James gives a few tips to build relationships for introverts. 30:20 – James explains how the Sweet Fish Media named formed out of his affinity for Swedish Fish. 32:21 – James shares how to grow a podcast audience, emphasizing on the importance of the name of your show. 37:25 – James gives an African proverb from his TED talk and explains its importance. 41:11 – James shares some ways to use content to help you stand out. 43:44 – James talks about the resources that help him maintain relationships. Quote “I don't think we use the term friendship enough in business. I think this strategy of content-based networking, creating content and collaborating with the people that you want to know is allowing me to initiate friendships with people that otherwise would be really hard to connect with.” - James Carbary, founder of Sweet Fish Media Links:          Sweet Fish Media: https://sweetfishmedia.com/ Content-Based Networking by James Carbary: https://www.amazon.com/Content-Based-Networking-Instantly-Connect-Anyone-ebook/dp/B082VWVQRY B2B Growth: http://B2BGrowthShow.com Profitable Podcasting by Stephen Woessner: https://www.amazon.com/Profitable-Podcasting-Business-Expand-Platform/dp/0814438288 Sell with Authority by Drew McLellan and Stephen Woessner: https://www.amazon.com/gp/product/B0862FTC6K/ref=dbs_a_def_rwt_bibl_vppi_i0 Agency Management Institute: https://agencymanagementinstitute.com/ The Marshall Report: https://marshallpr.us2.list-manage.com/subscribe?u=8fc57edfd1d2e4504b22f7f64&id=a5db0af424 Nancy's Forbes Column: https://www.forbes.com/sites/forbesagencycouncil/people/nancymarshall1/#5f764cb74485 The Joe Rogan Experience with Joe Rogan: http://podcasts.joerogan.net/ The Marketing Book Podcast with Douglas Burdett: https://www.salesartillery.com/marketing-book-podcast The Garyvee Audio Experience with Gary Vaynerchuk: https://www.garyvaynerchuk.com/podcast/ Simon Sinek: https://simonsinek.com/ Noah Kagan: https://okdork.com/podcast/ The Portland Pod: https://portlandpod.com/ Fabriq: https://www.ourfabriq.com/   Listen to Stephen Woessner's PR Maven® Podcast episode Listen to Drew McLellan's PR Maven® Podcast episode Listen to Emma Dimock's PR Maven® Podcast episode Listen to John Lee Dumas' PR Maven® Podcast episode   Activate the PR Maven® Flash Briefing on your Alexa Device.  Join the PR Maven® Facebook group page.    Looking to connect:           Email: james@sweetfishmedia.com LinkedIn: http://linkedin.com/in/jamescarbary

FIVE MINUTE BARK LISTENER SPECIAL! FIRST FIVE LISTENERS TO CLICK THIS LINK GET A FREE PODCAST EDIT! http://Portlandpod.com/bark Entrepreneur and Podcast Editor & Engineer Tanner Campbell drops in on the 5-Minute Bark Studio to talk business podcasts. We cover why your business should have a podcast, how exactly it should be leveraged, who exactly it should serve, and how you can grow your podcast audience consistently and reliably once it goes live. If you’re looking to hire a podcast editor, learn more by visiting wwwportlandpod.com Find the article Tanner mentions at his blog: www.medium.com/portlandpod Follow Tanner on Twitter @portlandpod and on Instagram @theportlandpod

En NotiPod Hoy Spotify Technology acaba de anunciar una función que permitirá que creadores “seleccionados” desplieguen videos junto con su audio. Tanto los suscriptores gratuitos como los de pago tendrán acceso a los "video-podcasts". Google Meet, la nueva app de videoconferencia, se integra con Gmail en Android por medio una pestaña dedicada que muestra reuniones programadas en Google Calendar con las duraciones de tiempo.  ¿Cómo Spotify y Tiktok  vencieron a sus imitadores?  Una podcaster comparte las  6 mejores lecciones de podcasting después de haber alcanzado 6 millones de descargas en cuatro años. Westwood One se suscribe al servicio Magellan ‘AI Podcast Advertising Insights’. Lo que debes saber sobre la propiedad intelectual en podcasting. ¿Cuáles son los anunciantes que más han aumentado el gasto de pódcast? El estudio de podcasting “The Portland Pod” comparte  los resultados de una estrategia que hizo de anuncios por Facebook de $5 por día  para aumentar la audiencia de dos podcasts. Pódcast recomendado WPCommerce Fácil. Es un pódcast para sacarle partido a tu tienda online, sobre todo ahora que la mayoría de las tiendas físicas están acelerando su presencia online en medio de esta crisis. Es conducido por Julio de la Iglesia y Fernando Portomeñe.

When a workplace injury happens, it is an indication that something within the organization didn’t function the way it was supposed to.  If your organizational goals are set up well, then you can readily identify where the failure was and address it.  Specific, Measurable, Agreed On, Realistic, Time Based - SMART goals are one way to help you and your organization develop a road map for safety success.  On this Episode of the MEMIC Safety Experts Podcast, I talk with Randy Klatt, CSP, Director for Region 2 Loss Control at MEMIC, to better understand how SMART goals can help you stay on the path for safety success.  Peter Koch: Hello, listeners, welcome to MEMIC Safety Experts podcast. Today, we're recording from the studios of Portland Pod. If a full service podcast, recording and production studio right here in South Portland, Maine. And if this podcast sounds good to you. Get a hold of Tanner. Down at PortlandPod.com. My name is Peter Kotch and I'm the host of the MEMIC Safety Experts podcast. I've worked for a number of different organizations and small businesses over the years. And if I've asked the person in charge of safety was important to them and their organization, the answer that they had was always yes. And I was considering that the other day, preparing for this podcast. And I took that question one step further. So what did I understand the safety goal for those companies I worked for, to be? The answer for many, was some form of. Well, nobody gets hurt or everyone goes home at the end of the day. Those really, truly aren't lofty goals, but under more scrutiny. None of those organizations consistently achieve them. Don't get me wrong. These were great companies to work for [00:01:00] and successful in many, many ways. And they consistently achieve the goals that they set. However, that safety goal remained elusive for most of them. Looking back, I realized that even in companies that had safety as a goal or priority, I, along with my co-workers, made choices or engaged in tasks that could have, should have and sometimes did put me in situations where I might have been and sometimes was injured. And in speaking to others, I found that there were similar experiences and responses. Yes, the company I worked for has a safety goal. They don't want me to get hurt. No, I don't always work safely, though. And if they took the question even further and explored what backed up the safety goal, I found that in many cases there was no organized plan or they use their insurance loss run to track progress or the goal was just way too general. Sometimes it was a fairly specific goal and everybody was responsible for it. So [00:02:00] effectively, if everyone's responsible, then no one's responsible. And in one organization, the goal was very specific. But it was never achieved. And the same goal was set year after year after year with we need to do a better job working safely. As the sendoff. So I don't think that my experiences is really unique. So I want to get all you listeners to take a challenge right now. Do you know what the safety goal is at the business or organization that you work for? Don't take too long. They should come to mind fairly quickly. Now, think about the following questions. With that safety goal that you have in mind, how are they measured and when does it get reviewed? Is there a timeframe for that goal? Is the goal, General, or does it target something specific? Who is responsible for that goal? Has your company ever even achieved that goal? You might be surprised, as I was, that the answers to those questions weren't as easy to find as you [00:03:00] thought. So why does it matter? Why can't the goal be that everybody goes home at the end of the day and then leave it at that? Well, it's fine if everyone does that all the time, without exception. But I don't know many organizations that don't have at least one workplace injury a year and often more than one when an injury happens. It's an indication that something within the organization didn't function the way it was supposed to. And if the goals are set up, well, then you can more easily identify what went wrong and address it. If not, then you're in the Spray and Pray School of Workplace Safety, and that's not a functional place to be Today, I'm speaking with Randy Klatt, CSP and director of Region two Lost Control at MEMIC. To better understand how smart goals can help you stay on the path for safety success. Randy's career spans emergency medicine and active duty Navy pilot, commercial airline pilot and aviation safety instructor at the university level. Randy [00:04:00] is the current director of Region two loss control at MEMIC, leading a team of consultants serving the central Maine and southern Maine areas. Randy, welcome to the podcast. Randy Klatt: Thank you, Peter. It's great to be here. Peter Koch: Awesome. Great to have you in the studio today, Randy. So let's jump right into it. You've had quite a bit of experience in large organizations where goal setting was an integral part of work life. So I guess the question to you to start things off is why set goals at all? Randy Klatt: So as a roadmap, as a method of reaching the end, whatever that end might be, we better have some goals along the way so that we know where we're going. We have people who understand what the responsibilities are going to be, how do we measure when we're there, all those sorts of things. So I just look at it as someone sent on a long trip with no compass. How do you figure out where you're going if you don't set it, especially with workplace safety? Because it is an elusive target. [00:05:00] It's a moving target and it takes a lot of work to get there. So if you're not organized and have a strategy and understand if you're failing or if you're winning, it's pretty hard to make any meaningful changes. Peter Koch: So let's talk specifically about safety goals, because in many organizations, the goal of safety is really no one gets hurt but to have a good goal and safety if we have a functional goal and safety. How can that really positively impact the organization overall? So what's the positive impact of a good, solid safety goal? Randy Klatt: Well, again, if you if you set a goal and you achieve it now, you know that you've made progress. And in the world of safety, of course, that goal is to prevent workplace injury. I understand when people say my goal is to have no one hurt. Safety is number one. You know, all those things are said. And I think they are genuinely. They come from the heart. People do believe that that's what they want. They don't want people hurt. But the real benefit [00:06:00] comes when you have a structure around that desire. We all want a lot of things in your personal life as well as your business life. And you know, you will not achieve them unless you have a goal set to do so. And then a structure around that to make it happen. And there's a lot of study out there about the human brain and what goals do for us, what it actually does to motivate behavior. And so back to your question about what does that do for an organization? Well, it actually helps you achieve that goal of getting no one hurt. Now, it may not be possible based on the size of a company and how much exposure you have to go from 100 injuries in one year down to zero the next. That's probably not going to happen. But a progressive improving program that is measurable and that is agreed upon by everybody in the strategy has been put [00:07:00] in place to achieve it. Certainly we pick away at those incidents as they occur and we learn from them and we set new goals. And eventually you find yourself in a place where a son of a gun. We actually did reduce injuries considerably and we've met our goal for the year. Now, we probably need another goal for next year and we'll continue that process, continual improvement is what it's all about. That's the way safety is. It never really ends. You know, as we know, safety never takes a holiday. So you have to continually work on it to make it better and better and better. And of course, the benefits, we could talk about that for a whole podcast. But the cost involved in human suffering and the way people feel when they're injured in the way it inhibits their lifestyle, it's just there are numerous benefits to having a safe and healthful workplace. Peter Koch: Sure. So let's take that concept a little further and talk about how there's obvious benefits if I can achieve the goal [00:08:00] of fewer injuries there. There is a cost benefit. There is a culture benefit. There's an employee health benefit that is overall healthy for the company. But there is also a consistency in habit establishment there. If you are able to set a goal and you're able to go back to it all the time and consider what makes the goal achievable, what you have to do to do that, if you're doing that consistently, it builds those habits. So if you go from a culture that has, take your example, 100 injuries a year and you want to bring it down to half of that in the first year or a quarter of that in the first year, you want to go to 50 injuries or 25 injuries. You got to change something. And in order to make those changes, you've got to identify what the change and then you have to consistently do those things. So if you do it over a year and you keep going back to that, you could pretty much establish some fairly good safety based habits, which, [00:09:00] again, you know, what gets expected is inspected. So if we do those things, we will achieve the goals, hopefully. Randy Klatt: Right. And I think all of that you just said can be summed up in the word culture. You use that a few times. It is the culture of my organization that we shall not have injuries. And I'm going to do everything as the company owner or the CEO or the general manager to make sure that happens. But simply saying that to people. Doesn't really make it work. So hanging up the banner in the facility that says safety is number one. Doesn't make safety happen. What makes it happen is the culture of the organization that supports that message or that goal at all levels. Not only supporting it, but actively doing something about it. As you said. If we don't change anything, nothing's going to change. There [00:10:00] are a lot of companies out there that have great safety records for a period of time. But when we really drill into it, they just got lucky because eventually that comes back to bite them. And they have a really poor year or several poor years or a catastrophic incident. There are other companies that aren't performing very well from a safety perspective, but have huge programs in place. But it's mostly compliance and it's fill in the blank. And it's lip service. And when we really get down to what's happening, the floor level, it isn't really significant for safety improvement. So that's why these goals have to be not only lofty and on the executive level. This year, we're going to reduce injuries by whatever. But they have to work their way all the way down to the newest new hire in orientation to talk about safety. And this is our goal for our company and this is the goal for [00:11:00] your department. You're going to and this is what your supervisor will expect you to do for your safety each day.  And this is what we're going to do at every level through the organization. And it's all going to be measurable and it's going to be assigned to people and they're going to be held responsible for it. And when all that happens at all levels, son of a gun. Now we do make change and injuries, like all other aspects of a business, turn out to be manageable for the vast majority of them. Peter Koch: That's a great point. Being able to establish behaviors and habits by looking at the corporate goal and then breaking it down so that corporate goal makes sense to each part of the organization, no matter how high up in the seats we are, how low on the totem pole that new hire might be so that they all understand what their responsibility is as [00:12:00] part of the success of that goal. Randy Klatt: Oh, that's clear. And we see it as safety consultants. We see it almost every day. We go into businesses and you sit down with the owner and he thinks safety is great or you meet with the safety committee and they're all eating their doughnuts and very happy and safety is doing well. But when I walked into that safety committee meeting, I walked by three hazards that were obvious in the hallway or, you know, the fire extinguishers are never inspected. The emergency exit was blocked. There's electrical cord that's damaged. There's material that people are trying to lift by hand when there's a hand truck or a forklift or a pallet jack to use. Everyone's in a hurry. They're rushing around. And if they're not being hurt, they're just lucky at that point. It's inevitable it's going to happen. So everything has to translate down to the daily activity. And again, a culture will support that. But if you want to look for a structure to put around that, something that will help everybody [00:13:00] understand how to set those goals, then we need some kind of template. And I think that. The smart goal template, which we are about to talk about here, is the way to go because or at least a way to go. I won't pretend to be the expert on all goals or all a psychology or even all safety. But I found these to be very helpful and make it easier for people to set goals that are actually going to be attained. Again, the owner will say there's not going to be any injuries. That's my goal. And I applaud that. And I say, yep, that's the way it should be. But that's not the way it's been for the last 20 years. Somebody got hurt every year. So you're, as you said earlier, you not reaching that. So what are we going to do to actually reach that goal? And that's when we can talk about S.M.A.R.T. That acronym. To help people understand it. There is some criticism out there like there is on [00:14:00] most things that I guess our goals are outdated or it's not what it's cracked up to be. It's not the magic bullet. Well, you're right. Absolutely it isn't, because it's not the acronym that's going to make things change. It's the people who understand what it means and how to use it and actually formulate proper goals and processes to make those happen. That's what's going to make the difference. So it's a tool like any other tool in the safety toolbox that I think will help people but it in of itself. Doesn't do anything. Peter Koch: No, you've got to take action in order for something to happen. It's not it's not the Alexa thing. Hey, Alexa, make me a goal. Randy Klatt: Yeah, it's not a smart speaker. Peter Koch: Thank gosh. It's done great. We can move on with our lives now. Someone else would take care of it. No, if you have the goal when you're speaking there, I was thinking that goals give you a reason for change. Like, if you don't have that goal, then there's no reason to change the behavior or the habit or the culture that might be causing [00:15:00] the circumstances for the injury to happen. So like you’re talking about, you go to talk to the safety committee and they're excited about what's happening there. They're the safety committee. We've just done this. But you've walked through and I've had that same experience walking through with the safety committee and in the stairway that's narrow enough to begin with. They have boxes stored on it, a propane tank stored on it and other equipment stored on it so that there's no way to actually get out of the office that's upstairs without going through all this stuff. There's got to be a reason to make that change. And if the goal is set appropriately, the goal then gives you a reason to change the behavior, to not walk past that, to understand that I can now take action and not that I can just take action, but I must take action because that's our goal. So it is a call to action if they're set correctly. Randy Klatt: Yup well said. And I [00:16:00] think this format can be used at any point in an organization's development. It can be used by any individual. And we can talk about long term goals, short term goals, business goals, personal goals. You want to lose weight this year. You want to lose ten pounds. Okay, there's a goal. What are you going to do to achieve it? Well, I'm going to hope I lose 10 pounds. Peter Koch: That's my goal. Yeah. Yeah. I hope. Randy Klatt: It doesn't work. Well, it may. It probably won't. And it won't last unless you actually have an action plan to put in place. You have something that is specific. Let's just say it's specific, measurable, attainable, realistic and timely. Peter Koch: There you go. Oh, here we go. Randy Klatt: Yeah. And there's your smart acronym. Peter Koch: So before we jump into that, can you talk a little bit about the pitfalls that companies will stumble into when they're setting goals that make those goals unachievable or [00:17:00] they make those goals so complex that they can't? So what are some of the pitfalls that you see companies falling into when they're setting goals? Randy Klatt: Two or three things come to mind right away. One is that the goal is too lofty a goal or too general a goal. Again, the top guy, nobody gets hurt. Now, you all carry that plan out for the year. It's not realistic for most cases. So the goal has to be realistic enough that it can actually be achieved. So we try to, we set people up to fail. If we do not set a goal, that is actually something that has a good chance of succeeding. The second problem is, even if it's a realistic goal, I often see that it doesn't translate to the lower levels of the organization or through all levels of the organization. It is a goal and it's been set by the safety committee or it's been set by management [00:18:00] or the general manager or the owner. But it doesn't get to the floor level. It doesn't get to the new hires. They don't understand it. I'm continually amazed when I do training with companies and I have a group in a room and I say, what's your safety goal for the year? Usually I get the deer in the headlights look. And then somebody says, well, nobody gets hurt. And we have that whole discussion about specific goals. But if I go ask someone on the floor or in a production area or on the job site or in the back office, what the safety goal is for the company. They don't even know if there is one. They've never even considered it. So your administrative support person in, say, a manufacturing company. It's just as important for that person to understand the goals, be in on that planning. Be part of the solution. And help the company to reach their goal [00:19:00] as it is for anyone on the floor. Because how many times have you seen the largest claim, the worst injury in a business is administrative support person with carpal tunnel syndrome or the back injury that occurred when they slipped in the parking lot on the way in, when they deal with hazardous materials and heavy machinery and all that all day long and no one is hurt there but someone else is with some mundane task of walking through the hallway that happened to be wet and they slipped and fell. So these goals have to be. Disseminated through the whole organization, and everybody has to be part of it. So clearly set a realistic goal. Advertise it. Publicize it. Make sure everybody understands it. And then put a structure in place where everyone is involved and everyone understands it. Every person in the building should be able to answer the question. What's your safety goal? You know either for the year or the day or the week or whatever you're asking them about. [00:20:00] If they just look at you like, well, I don't know. Or you can say what's who's on your safety committee? Who's your representative? And if they say, I didn't know we have a safety committee, well, there's your problem. So those lofty goals that have been set by the committee that they're all excited about have not made their way into where it really needs to go, where people will actually change or modify or train or replace equipment or inspect or hold people accountable for any and all of those things to actually make things change and to be safer. So set good goals and communicate it and have a structure in place to make it happen. Peter Koch: Perfect. So a good guide, one guide, because as we establish before, it's not, this is not the only road map to setting goals, but it is a pretty decent road map to setting goals and gives you almost a step by step way to outline [00:21:00] a goal that should function well for your company. And that's the S.M.A.R.T Acronym. So we talked about it before. Specific, measurable, assignable, realistic, time based. And we can get in the E.R part later on, but evaluated and reviewed. So let's break that right down and talk about each of those bits and pieces separately. So let's start with specific. What does it mean to set a specific goal? Randy Klatt: Just as it says, we have to be specific enough so that we can then understand what actions have to be taken to reach it. If it's too broad a goal to overarching. People aren't going to really know where to start with it. And we might not be sure that we've met it because it's too nebulous. So let's get a very specific goal. And when we talk about this S.M.A.R.T Acronym, you ask me about specific, we'll talk about the rest here as we go. But some of those letters can change. It depends on which version [00:22:00] you read. It can be updated. Typically, I don't think I've ever seen anything other than specific for the S and measurable for the M. Those are pretty universal and the T is always time associated in some way. It's either timely. Time related. Time framed. Something like that. The A and the R. Those can be a little bit different, depending on which version you read or which one would work best for you. I've seen Assignable, which I really like. That's the original from back in 1981 when this was first published. So assignable is good because that means it's someone is going to be held accountable for that goal, but it can also mean agreed upon. I've seen attainable, used very much like realistic could be relevant. I've seen a few other words for that letter as well. So sorry I got off track a little bit on you there. But in the end, it doesn't matter as much. Which one you use [00:23:00] as long as you use one. And it makes sense to you. And you don't leave one of those off if you leave off time framed or timely. Now, we don't really know when that ends. It's a continual process, and I know it is. But we have to know if we've made it at some point, probably end it and start over. But you can't leave it off if you leave off assignable or it's not realistic. Well, obviously, things aren't going to happen. Peter Koch: Yeah, it makes it harder. So if we if we roll back to specific and we talk about a phrase that we've used a number of times, like no one gets hurt or everyone goes home at the end of the day in one piece. That's kind of specific. Like no one gets hurt. So nobody here gets hurt. So, OK, but like you said, that's a fairly lofty goal, depending on what industry you're going to be in. Is it actually realistic to do that? And is it truly specific enough like that might be the objective for the organization to have zero injuries, but [00:24:00] a goal that supports that objective might have to be more specific. You might need to look at where your injury trends are. So I go back historically and look at my lagging indicators. And while these are the areas where most of the injuries are coming from, so maybe I need to set some goals in those areas to be more specific about what might be causing those injuries or what the challenges are. So once we find that specific topic, that area that we want to improve on, let's then talk about measurable. So measurable is another one of those pitfalls that we might think we know how to measure, but we might not have a mechanism in place. Who can you speak a little bit about what different ways there are to measure goals? Randy Klatt: Sure. Well, we're talking about workplace injuries here, of course. So I would stick to that area. So are we going to talk about OSHA recordable injuries, lost work time injuries, anything that requires a worker's comp claims, or are you going to talk claims in general? Or [00:25:00] we can talk incidents which are, of course, really important to identify. Go back to Heinrich's pyramid and find a three hundred incidents out there for every few injuries and one serious injury. So it depends on where you're forming these goals and what your area is. But at some point it has to be safety related and measurable. Now, that's when we're talking specifically about injuries. So let's take an example of a company that forms a goal of reducing OSHA recordable injuries by 10 percent for the next calendar year. So we've fulfilled the smart goal, assuming that we have assigned this to people to carry out. We've fit in the blocks. But as we mentioned earlier, simply forming that goal doesn't make it happen. So now what are we going to do? Well, now we have to set another goal and probably a whole bunch [00:26:00] of goals to follow this on in shorter timeframes and smaller overall view points. So let's go to each department and form goals that will support this. Let's form quarterly goals that will support this. Let's go to each supervisor and talk about site inspections. And you have to do one of those every week. OK. We can form a smart goal around that activity. Make sure that happens and then that will support the overall goal. So when we started with a smart goal that talked about reducing injuries, what we end up with is multiple goals that don't say anything about injury but are preventing injury. Their goals related. They're actually activities that are proactive. There are things that we are going to do to prevent the injury. So our overall smart goal is about measuring how many people were hurt. But to support that, we better come up with a whole lot of goals. That [00:27:00] are all about activities designed to prevent those injuries. Peter Koch: And that's a pretty interesting point because the initial goal uses a lagging indicator as a measuring tool. So you're going to go back to that the OSHA log to determine whether or not you had 10 percent less injuries last year over this year, which assumes that you're actually recording. Of course, the injuries on the OSHA log, which is goes back to that measurable discussion. So what mechanisms do we have to actually measure the injuries that come in which might actually look into a different corner of your business? Do we have a mechanism to report injuries? Then do we have a mechanism to track those injuries, not just have them on the show log, but how are we actually looking at those? So the discussion about the S.M.A.R.T goal can take apart or unravel parts of your business to look a little [00:28:00] bit deeper, to see if you actually have mechanisms to manage the goal that you have. And then the beautiful part about what you said is, if done right and the overall goal of reducing injuries for your company gets pushed down to the different levels and departments within the company. Then we start measuring the leading indicators. Are you doing training in those areas where you might find those injuries? Is there injury reporting training going on even at that, the basic level? And is there technical training being done to help support engaging in the risk, the risky behaviors or the risky tasks that the individuals might have to deal with? Or even the non risky ones like you talked about before, parking lot, someone slipping and fall in the parking lot or the administrator who spends all day at their desk getting carpal tunnel. They're not engaging in the hazardous activities that their co-workers are on the factory [00:29:00] floor. But if they're needing to meet the goal, they have to make some change there as well. So there needs to be some leading indicators that can get measured for them. That's a that's a really great they really great thing about the S.M.A.R.T goals is it allows you to look more deeply within your organization to see what you're doing, measure what you're doing, and then look to see if you've actually achieved that. Randy Klatt: Correct. And if you're using the A as assignable, then you have held someone accountable for that goal. So often we see a failure in safety because basically no one is held accountable for it. The owner says there'll be no injuries everybody says Yep. Good idea. We all agree. Let's go do our work. Someone gets hurt and they go, oh, gosh, that's too bad. I'm sorry that happened. No one is held accountable for that injury. And again, I'm not looking for blame. That's not what it's about. It's causal factors. And these things happen for a reason. We [00:30:00] investigate. We find out the reasons. And that has to be. Ninety nine percent of time. It's a human failure of some kind. It's a failure of supervision. It's a failure of training it's a failure of equipment. It's something that should have been fixed, should have been assignable to someone. And then you hold people accountable for that so it won't happen again. So if my evaluation has things on it like productivity and sales and widgets going out the door and customer service and, you know, I'm a great guy to work with and yep, that's teamwork is wonderful. Those are all things that typically people are rated on. But you also have a safety piece of that in there that you were assigned these goals. And we use this format and you know about it. And you didn't do it or you did. Congratulations. Thank you. We did have a great safety year. So it helps to keep everybody. Focused on the goal? Peter Koch: Yeah, I think you're right. And then the [00:31:00] the individual or departments or a group of people who are assigned responsibility for that particular goal. Then when they know they're responsible, they can take responsibility for it. It's like the cord that's laying across the walkway. It's not my cord. It's not your cord. And I don't know whose cord it is, but everybody's walking across it. And I'm not responsible for picking it up until somebody falls across it and falls down and breaks something. Now, everybody's responsible for it because we didn't achieve the goal. But if someone was responsible to make sure the walkways were clear, now we can look to see were we successful. And can we celebrate or do we need to do some remedial training if we weren't successful? So that accountability or assign ability is a key part. Along with realistic, too. If I'm assigned a goal or a team is assigned a goal or a responsibility for it and it's not realistic, that has a really degrading quality to the [00:32:00] morale. As you look forward, if I'm assigned a goal that's not achievable, not realistic, then it doesn't help the safety situation or the safety culture whatsoever. Randy Klatt: It does not. And in fact, when I see that a common way that I see that is when there is actually a safety director or a safety coordinator, you know, someone's been assigned in the company, which, you know, generally speaking is a good step to take. Someone should lead that program. But the problem then becomes everybody's is, oh, well, that job is the safety director's job. And when things go badly, he or she is the one that gets the blame for it. When, in fact, in reference to everything else we've talked about today, it's an organizational effort. There are S.M.A.R.T goals that should be formed for every one that safety director cannot be will not be in all places at all times watching. All people cannot realistically be held accountable for everything that happens. Now, [00:33:00] it is very specifically in their job description, I'm sure, and in their evaluation, because they're a safety person and that should be that way. But in order to attain company wide or organization wide goals, they need help and they need everyone's help to do that. So the owner will come down hard on the safety director because they've got way too many injuries when in fact, I can look back to the owner and say, wait a minute, where were you last week? When was the last time you walked through the facility and noted the issues? Have you ever stood on the top rung of the ladder as a foreman when you knew you shouldn't you have responsibility in this program? So those are the things that would really help to have this format in place, keep everybody on the same page, support that safety director. And when things go well, everybody can take credit for it because it is a team sport. Peter Koch: Let's [00:34:00] pause for a moment and take a quick break. The MEMIC Safety Experts podcast is dedicated to discussing, describing and even debating workplace safety across all industries and applications with industry leaders, top executives and safety experts at MEMIC. Today, we've been speaking with Randy Klatt, director of Region two loss control at MEMIC, about S.M.A.R.T goals and how they can be used to help create a path to better safety performance. However, this S.M.A.R.T goal concept is only part of the roadmap to a successful safety culture. Do you lead people in your company, in your department, or maybe even in your work group? Then you'll want to check out our first episode with Randy Safety Leadership Walking the walk to find out more about how leaders can be successful and create a balance between safety, quality and productivity. You can find Randy's episode and more at MEMIC.com/podcast or check [00:35:00] us out on your favorite podcast platform and then subscribe since we drop new episodes every two weeks. You won't be inundated with notifications, but you'll never miss a new episode. Now let's get back to today's episode. Peter Koch: So to support that team, like with anything else, it needs to be or the goal needs to be refreshed in people's minds time after time after time. You think about any other goal that gets set in a company, whether it's a financial goal, a productivity goal, quality goal. You talk about those things sometimes daily, many times weekly, definitely quarterly and always annually. But from a safety standpoint, if you only look at that goal once a year, that might not be. That might not be appropriate for you. You might need to put it in front of you more frequently. So that time based [00:36:00] part of the Smart Goal acronym is a pretty key part. And not just to say, yep, we're going to look at it annually or it's going to be within this year. That's fine. But then when are you going to go back to it? How are you going to measure it so that we know where we are and can forecast where we're going before we actually get there? Because then you can make relevant change in stride instead of having to wait to the end of the year using the measurements of our lagging indicator and go, oh, we didn't make it. We got to be safer next year. So everybody be more careful. Thank you very much. Randy Klatt: Yeah, that that and that's exactly what we see most of the time. Even if a company has a goal for the year, which I think you have to set, I think that's important. Before you know it, 11 and a half months have gone by. And we look back at the goal and we say, oh, we didn't make it ah well it's because you didn't do anything differently. You didn't do anything to support that [00:37:00] overall overarching goal. That was a year long, even using the S.M.A.R.T format. You're never going to reach that goal simply by setting that goal. It has to be supported by multiple other goals with shorter terms. So, yes, let's review that overall goal every quarter or every month and then let's support that further by having the safety committee meet every month or having a team meet. Let's support their efforts by doing weekly facility inspections. Let's support it by doing tailgate talks or tool box talks every week on Monday mornings. Let's support it by doing quarterly all hands meetings, let's et cetera, et cetera, et cetera. So. The timeframe is important. All those things I just measured mentioned are measurable. If I do it at once a week, we should have 52 of [00:38:00] them. All right. Let's do a couple of vacation this take a few holidays. All right. Let's we're going to do forty five of them this year. There's your assignment. So now there's there are people that have very specific, measurable, attainable, assignable, realistic, timely goal. Just one. That fits the format, that will help support the overall goal of injury reduction. That goal in and of itself still isn't enough. That's one person doing some training once a week. We have to do some other things, too. So every company is different. But I do know the universal truth is that if you have injuries and you don't change something, you'll continue to have injuries. So let's get this S.M.A.R.T goal format and in big into the company and make it a part of our DNA. And you can use this on a daily basis. I always ask people how much of your to do list. Did you get done today? Peter Koch: Oh, [00:39:00] I got it all done. Randy Klatt: Yeah, sure. Peter Koch: Because I only set one thing. Randy Klatt: Yeah, well, at least it was realistic. Peter Koch: It was it was very realistic. Randy Klatt: But that's the point, of course, that, you know, S.M.A.R.T goals are not just that overall annual goal for safety. And these other things that we've talked about, but it can be used on a daily basis. I have a to do list. Am I going to get that to do list done today? Probably not. And that leads to frustration. It's we are in a society where we're trying to do more with less quite often. So you're never going to get it all done. So let's take the bites out of it that we can actually chew and let's break it down. Use the S.M.A.R.T goal format. So today I'm going to be very specific. I can do these three things and the measurable part is today if it's done or not. I'm assigning it to myself. I'll make it realistic. I could do only those things. And of course, time is today. So boom there is a S.M.A.R.T goal. I've taken my long to do list [00:40:00] and made it something that I can actually manage and then I'm going to feel better at the end of the day when I can check off that block that I've actually accomplished something. It feels pretty good. In fact, I'll even sometimes write down things on my to do list that I did. I forgot to write it down. I did. I write it down, then check it off. Peter Koch: Just so you could feel good? Randy Klatt: It feels so good. Peter Koch: Because sometimes it's the only thing that you've got done on your to do list. Randy Klatt: Well that that can be the case. And I understand environment can interrupt all this in a heartbeat. But if you don't start with a plan, if you don't have some kind of structure around it, you'll just be treading water forever. So I think this will really help everyone. Peter Koch: So let's talk a little bit about the ER part of S.M.A.R.T-ER goals, because those are two words tacked onto the end of the original acronym that hadn't always been there. But I think are fairly relevant to talk about, especially today and how fast paced business goes. So it's evaluated and reviewed. So [00:41:00] did you want to talk a little bit about the meeting of those two in the context of the smart goal? Randy Klatt: Sure. And it makes perfect sense once you've reached the end of that timeframe. So you've done S.M.A.R.T. Maybe we should do something else to evaluate how well it went if we made it or not. If the goal was successful or not, it's probably a good idea to evaluate the process. Did we learn anything along the way? If we did. Let's incorporate it into future training so that we can be even more successful down the road. So we should have an appraisal of our goal and how well it went and what we had to do to get there or perhaps why. We didn't make it. So that's the E in the evaluation process. And then the review is in a similar vein. Let's reflect upon it and we can adjust next year's goal. We've done some evaluation. We learned these things. Now as [00:42:00] we review and plan for next year or next month or next quarter, maybe we do need to change some things to make it a more realistic goal. Or we can push a little bit harder. Maybe we can be a little bit more aggressive because we learned this was actually achievable. So it's a good thing to add. Make it a smartah goal. That's how we say it in Maine there is no R. So that makes it a little bit tough, but it makes for a more closed loop process that we've now come full circle around and we're ready to go again for next year. Peter Koch: And I think that's a good framework for when I was listening to you about talk about evaluated. I thought about it could uncover those unintended consequences of your goal setting, like you might set a goal that excellent for the company. But as it trickles down into some of the different departments. There was an unintended consequence that was not healthy for the company. [00:43:00] It might have triggered a cultural change someplace where because of the way the goal was established or it was for lack of a better term, sold in that department to the people. It didn't go over very well. So that caused people to maybe not report injuries because they felt that they were going to be the ones that were going to make the company not achieve the goals. So they pulled it back. They didn't want to do that. So they let things go instead of being more open in their discussion, in their reporting. So evaluation can help, especially if you don't achieve the goal, can help look at or uncover those unintended consequences. And even if you do achieve the goal to look back and say, all right, so these are the reasons that we achieved it, that's really good. And then reviewing it to see if we can use those same tools again for next year and maybe, like you said, push a little harder or pull back a little bit and say, yeah, it wasn't really [00:44:00] realistic to say that we're going to go from one hundred injuries a year to 10. So we need to do something else for next year. So we're going to look at it in a little different way. And we only made it down to 80 injuries. So let's say we can take it now down to 50 instead of all the way back down to five. So it's a good, like you said, closed loop. It's a really good way to make sure that you are cycling your S.M.A.R.T goals or cycling your goals, that they are part of the company's overall health. And part of the company's overall success. They should always be part of that. If you're not, they're not there to help your company be successful, then it's not the right goal to have. Randy Klatt: Right. And if you as you evaluate and review, you may find some things that weren't great and other things that didn't you might have met your goal. But we can still eliminate some of the things that didn't work very well and replace them with something that did when you were talking there. The thing that came to my mind was back belts. Let's give everybody [00:45:00] a back belt because then we're going to reduce back injuries. Great. That's our S.M.A.R.T goal. Everybody's going to get one. It's measurable because they have it or not. It's assignable, each individual. It's realistic because we just bought it and we gave it to you its timeframed I guess in that sense that you're going to wear it all everyday, all the time. We find out later that didn't work. So maybe we should have evaluated and reviewed a little bit more often to really decide if that was a good idea. So pieces of equipment, particularly, we think they're going to be great and well, turns out maybe they weren't. So that evaluation process might be really important. Peter Koch: Yeah, very true. So just to recap here, before we get into our last section is a S.M.A.R.T goal, has a segment that's specific. It's measurable. It's assignable or achievable depending on what a you use. It's realistic and it's time related or it's in a box of time. It starts and it ends there. It's not one that just keeps going forever and ever and ever. And [00:46:00] then when you get to the end of that timeframe or you're within that cycle, there's an evaluation period and then there's a review period for it. So you can keep that goal going so that you can achieve the health of your company. So specific, measurable, assignable, realistic time related, evaluated and reviewed is the S.M.A.R.T.E.R acronym and just the review. Did I miss anything in there? Randy Klatt: No, I think you sum that up quite well with the last thing. The last statement we should try and make there is that it is not merely setting those goals to guarantee your success. It actually takes work. It's not a panacea here. So set the goals. And if. If you don't make it, if you set a goal with the S.M.A.R.T format and you don't make it, it's not really a failure of the model. It's a failure of what you implemented. So let's rework that in that. Make it S.M.A.R.T.E.R for next year or next quarter, next [00:47:00] week. And I think you'll find continual success if you continue that process. Peter Koch: It is interesting. I'm just reflecting back on a couple of conversations we had before the podcast. And we're talking about working with safety committees and setting S.M.A.R.T goals. And you get done with a smart goal and there's a sigh of relief. It's done. We set the goal. Yeah. But now the work starts. This is the time. What you've done is you set the roadmap for success. It's like getting, you know, putting your destination into Google Maps and then sitting in your driveway going. I hope I get there. No, you've got to actually follow the path. Follow. Take action. Follow the path and make sure you're always looking back at the goal so that the action is targeted. And that's a really important part to remember. Randy Klatt: Perfectly said. And that prompted my thought of safety committees, because I see a lot of them and most of them are failures. And it's because they come to a meeting. [00:48:00] They talk a little bit about safety and then they don't do anything until the next meeting and they do that twelve times a year and nothing really changes or happens. So if I were the leader of a safety committee, I would say, let's meet today. And in this meeting, we are going to assign a S.M.A.R.T goal project to every one of you. So in the next month, there's a time part of it. I want you to do this, this and this. So it's specific, measurable, assign it to you it's realistic, timely for the next meeting. And those are all activities that you are going to conduct in the workplace. And there are millions of them that we could think of but report back next month as to how those things went. And that might be actually a successful safety committee. Peter Koch: Yeah. Randy Klatt: It's not about the doughnuts that you get at eight o'clock in the morning on that one Monday a month. It's about what you do between the meetings and using the S.M.A.R.T format will really help people understand what to do. Peter Koch: Yeah, really good point. [00:49:00] Which brings us to our challenge. So I think that our listeners out there take this challenge. So go home or go back to your place of business and make a S.M.A.R.T goal. Find something that you want to change. Might be something at work. Could be productivity or quality based. Something at home. Might be something on your to do list and make a smart goal for that. Make it specific. Figure out a way to be able to measure it throughout the time that you're going to measure it. It's going to be assigned to you. Or maybe if you're a supervisor, you might assign it to someone within your team. And then as you talk to your team or think about it yourself, if it's your goal, is it truly realistic for you to do that? So make that smart goal and then follow through with it. Take action to see if you can achieve it, see if using this can actually make your goal setting process a little bit easier. Or at the very least, a little more structured so that you [00:50:00] can come up and actually be successful. One of the comments I make when I talk with business owners is it's great for you to have this goal of having fewer injuries. Fantastic. And if we get to next year and we're sitting here successful, that you've had fewer injuries. But you look back and you can't figure out why you got here or how you got here, then it's an exercise in futility because you can't replicate it. So a smart goal will help you to be able to replicate success if the smart goal is created correctly. So take that challenge. And if you've done that and you want to share your story, your success with us, go back to the MEMIC.com/podcast and leave us a comment there about what the S.M.A.R.T goal was and how successful you are with that. And we'd love to see how many responses we get from that. So please take that challenge and see how it functions for you. So, Randy, the last part for [00:51:00] you. Where can our listeners find some more resources about smart goals or developing goals overall? Randy Klatt: Well, certainly I would be remiss if I didn't recommend MEMIC's Web site and our safety director, which has hundreds of documents in there related to projects, checklists, inspection information, all sorts of tools that can be used to help you formulate your own goals. If you really want to just know more about S.M.A.R.T, well, do what everybody does. Go to your computer and type in S.M.A.R.T goals in your Web browser and you'll earn your search engine. You'll find plenty of information about it. Some of the different formats, S.M.A.R.T versus S.M.A.R.T.E.R, and those other letters that sometimes represent other words like attainable or achievable or is it assignable and make it fit for you. There's plenty of information out there about it. Bottom [00:52:00] line is, I want you all to figure out a way to make it work for your business, for your activities, personal or business. And make this place a little bit safer. One goal at a time. Peter Koch: Excellent. Randy, thanks. So that about wraps up our Safety Experts podcast. And thank you, Randy, for being here today and sharing your expertise with us. Randy Klatt: My pleasure. Peter Koch: Today, we've been speaking with Randy Klatt, CSP director for Region two loss control at MEMIC about S.M.A.R.T goals and its effect on workplace safety on the MEMIC Safety Experts podcast. If you have any questions for Randy or we'd like to hear more about our particular topic on our podcast. E-mail us at podcast@MEMIC.com. Also, check out our show notes that MEMIC.com/podcast where you can find links to resources for a deeper dive into this topic. Check out our Web site, MEMIC.com/podcast where you can find our podcast archive. While you're there, sign [00:53:00] up for our Safety Net blog so you never miss any of our articles or safety news updates. And if you haven't done so already, I'd appreciate it if you take a few minutes to review us on Stitcher, iTunes or whichever podcast service that you find us on. If you've already done that. Thank you. Because it helps us spread the word. Please consider sharing this show with a business associate friend or family member who you think will get something out of it. And as always, thank you for the continued support. And until next time, this is Peter Koch reminding you that listening to the MEMIC Safety Experts podcast is good, but using what you learned is even better.              

How does a podcast editor compete as apps like Descript become better at doing our jobs? What is it that you’re really offering? Tanner shares his insight on the future of podcast editing and why accountability as service is critical for survival.    Required reading for this episode: https://medium.com/portlandpod/accountability-as-a-service-aaas-the-only-future-for-podcast-editors-794265ba024b (Accountability As A Service (AAAS): The Only Future For Freelance Podcast Editors). Tanner Campbell of https://portlandpod.com/ (The Portland Pod) bootstrapped his way from working at home serving independent creators to full-on studio space serving corporations and brands looking for an all-in-one solution.  A prolific writer, Tanner often posts his content on https://medium.com/ (Medium). His article on the future of podcasting caught our attention. He points out that it’s not enough anymore to simply edit. You must offer something more to succeed in this business. A lot more than https://www.descript.com/ (Descript) can offer. He gives us an insiders look into his business model, his perspective on the future of editing, and even some of the things he STILL struggles with today.  Highlights How Tanner got started with his first client and what his business does now What Tanner charges and how he determines when to bring on a new team member The shift from serving indie creators to businesses The value of a great business coach The conversation about rates Tanner’s perspective on the future of podcast editing What will Spotify look like in the near future and why that matters to us Accountability as A Service-- what that means and who needs to adopt it in Tanner’s opinion The role of quality assurance Tanner’s onboarding and editing process and dealing with legal reviews Offering the marketing piece to clients Guest EditorThis episode was edited by https://www.instagram.com/alecarbono/ (Alejandro Ramirez) of http://yayapodcasting.com/ (YaYa Podcasting).  Interested in being a guest on the show?If you're a podcast editor, we'd love to see if you'd be a fit for a future episode. https://podcasteditorsmastermind.com/be-a-guest/ (Fill out this form )to let us know you're interested and we'll contact you to see if it's a good fit. Resources:https://portlandpod.com/ (The Portland Pod) http://www.goodboydesign.me (www.goodboydesign.me) https://www.cleancutaudio.com/ (Clean Cut Audio )(we might need to change our name to the Tom Kelly Fan Club) https://learn.portlandpod.com/ (Tanner's couses) portlandpod.com/free15min https://mikekim.com/ (Mike Kim) https://medium.com/@tannerinmaine (Tanner on Medium) https://www.descript.com/ (Descript)  https://www.marshallpr.com/prmaven/podcast/ (PR Maven Podcast) (you kinda should be into that kinda thing) https://www.themountainpassway.com/ (Tanner's Business Coach) Appearing in this episode:Tanner Campbell: https://portlandpod.com/ (https://portlandpod.com) | https://twitter.com/PortlandPod (@portlandpod) Daniel Abendroth: https://rothmedia.audio (https://rothmedia.audio) | https://twitter.com/rothmedia_audio (@rothmedia_audio) Carrie Caulfield-Arick: https://yayapodcasting.com (https://yayapodcasting.com) | https://www.instagram.com/carriearick/ (@carriearick) Bryan Entzminger: https://toptieraudio.com (https://toptieraudio.com) | https://twitter.com/@toptieraudio (@toptieraudio) Yeti of the Chat (and the person keeping Carrie in check) Jennifer Longworth: https://bourbonbarrelpodcasting.com/ (https://bourbonbarrelpodcasting.com) https://twitter.com/KYPodcasting (| @KYPodcasting) This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

In the last episode I continued our exploration of the Cycle of Change using the analogy of a card game which was first introduced to me by iPEC Coaching. If you have not listened to the first two episodes covering the Cycle of Change, I recommend you go back to the episodes. They are titled How to Process These Unexpected Changes and Contemplating Your New Normal, respectively. These are quick episodes and will catch you up on The Cycle of Change as it looks during the COVID-19 pandemic, or really any time of crisis. I mentioned in Contemplating Your New Normal that when you move into the Shuffle Phase you require more time to reflect and begin researching different options for the future. You start doing some research and reaching out to others who know more about whatever it is you are exploring. In the Shuffle phase you don’t have a lot of information yet, so you are thinking and gathering, exploring ideas, imagining different possibilities that could play out in the future. The Cycle of Change Phase 2: Deal (Preparing/Developing) The next phase in the Cycle of Change, using that card game analogy, is The “Deal” phase. The Deal phase is marked by an increase in activity – this will include active networking, testing out interests or experimenting, training and skill building. The plan that was developed in the Shuffle phase is beginning put into action! You will have more energy and a more positive attitude because now you can actually do something. You are following a path; you have a direction to go in. You’re open to new experiences, new people, and preparing yourself for the intensity of the next phase. When you are in the Deal phase you are more optimistic, seeing life as an opportunity, and you experience more confidence in this stage than in any other. You are the proverbial adventurous student of life eager to stretch, learn, and grow in new directions. Think about it. When you’re playing a card game and the cards are being dealt, there’s so much opportunity. It’s anyone’s game at this point. When you first enter this the Deal phase in life, you will shy away from making commitments. Remember, this is the phase of experimenting and because of this you’ll tend to want to keep your options open and take things “one step at a time.” What’s important in The Deal phase is your ability to move to the point where you can make a choice to move forward with commitment and make something happen. You may not know how it’s all going to turn out but you are ready to execute your plan. Here you’ll also be looking around for allies, mentors and guides who can help to see you through the next phase successfully. You’re now developing a plan that will take you into the next phase, beyond networking and experimenting. You will identify one or more goals for the next phase, and thus the work at the end of The Deal Phase is to have a strategy and a plan formed that lays out the steps that will take you to your goal. Anticipation, excitement and energy will increase as you gain more clarity around all of these pieces. There is also fear of failure or success, likely a combination of both, but you will be poised for action. The Deal Phase During COVID-19 You may have experienced the full cycle of change during the COVID-19 pandemic in certain areas of your life. There is no definitive length of time that you need to spend in each phase, what’s important is that you are doing the work in each phase. You may have found that with some things in your life you felt grieving and despair, a longing for what was. This may have passed relatively quickly as you contemplated and absorbed the changes. You may have then found yourself reaching out to others to see what they were doing or going to Google or Youtube to find ideas for how to do things differently. Before you knew it, you may have found yourself experimenting with your new ideas and noting what worked and what didn’t work. And not long after you found yourself saying, “This is what I’m doing. I’m all in.” For other things in your life, you may find yourself still in the Toss In, unable to accept that things won’t be the same, at least not anytime soon. What will be helpful to you in the Deal phase is: Having a vision of what success will look like in the next phase. This will not only get you excited for what’s to come but may also help to identify any gaps in resources or training that you will need to set you up for success. In the last phase you were identifying your core values and how you wanted to live your life. Here, it’s also important to know what brings you alive, what value you want to bring and at least a sense of what your purpose or mission is. If you can connect your goals to these things it will fuel your fire. However, don’t overthink it, experiment with what you want to bring forth in this phase. For instance, in my case I can boil down my purpose to the statement, “my purpose is to wake people up to how awesome they already are so they can get on with their purpose.” That is clearly tied to the goals I have for Women Taking the Lead and yes, it fuels my fire. It motivates me on the days when I can’t see progress or I just don’t feel like it. Start with the change you’d like to see in the world and let it unfold from there. If you are externally motivated, find an accountability partner or and accountability group. This will help you keep up momentum. That’s not to say you cannot pivot based on what you are learning from your networking and experimenting. Forward movement coming from informed decisions is what you are looking for here and the accountability will help ensure that this is what’s happening. Also, having trusted advisors who have your highest good at heart and who can listen intently, cheer you on, and help you clarify your next steps is priceless. If you have someone like this who is also great at setting priorities and making a plan, especially if this is not your forte, that’s a bonus! If you are in this phase and you have not yet read my book Accomplished: How to Go from Dreaming to Doing I’m going to strongly encourage you do so. A lot of what you need to do to navigate The Deal phase successfully is in this book.   From creating a vision of success, to getting at your core values, your purpose and mission, Superpowers, and even creating goals and designing a plan are in this book. It’s a tool you do not want missing from your toolkit.   You can find the paperback and kindle version of Accomplished in Amazon, and as soon as I can get into the Portland Pod recording studio once again, I will have the book recorded, mastered and uploaded into Audible for your listening pleasure as well. Stay tuned for that!   If you have read Accomplished and you are finding yourself in The Deal Phase, read it again. This book is a process that will take you to new levels of knowing yourself and finding success with each reading.   Okay, that’s The Deal phase. We only have one more phase to cover, Playing the Game phase and I’ll be covering that in next week’s episode.   As always, I hope this was of value to you and here’s to your success!   Thank You to Our Sponsors! Zebralove Web Solutions: Your website tells a story about your business! At Zebralove Web Solutions, Milly and her team are going to make sure your website tells the story you want your customers to hear. Connect with Milly at zebralovewebsolutions.com to create the impression you want to make! Resources Private Facebook Community: Chat, share and collaborate with other women listening to the podcast! Accomplished: How to Go from Dreaming to Doing: A simple, step by step system that gives you the foundation and structure to take your goals and make them happen. Create Goals that are Worthy of you: If you are done with either pursuing vanilla goals, suffering through the struggle of goals that are not aligned with your strengths, or dealing with heartbreak of an unattainable goal this course is for you!

Tracy speaks with Tanner Campbell of Portland Pod to hear how audio engineering has developed over the years.Links: https://portlandpod.comhttps://www.otelco.com 

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

About the guest:     Carolann Ouellette joined the Maine Department of Economic & Community Development (DECD) in September 2018 to lead the newly created Office of Outdoor Recreation. Before her current position, she was the Executive Director of Maine Huts & Trails, a non-profit that operates a hut-to-hut system of four year-round back-country ecolodges and 80 miles of trails that are open to the public, year-round, for hiking, biking, paddling, skiing & snowshoeing. Prior to her time at Maine Huts & Trails, Carolann was Director of the Maine Office of Tourism at DECD. Under her leadership, Maine benefited from multiple years of consistent growth in tourism. A graduate of Cornell University's School of Hotel Administration, Ouellette was the chef/owner of an award-winning Maine restaurant. She has a strong background in outdoor recreation as a former Whitewater Guide and operations manager for New England Outdoor Center, and lodging manager at Sugarloaf Resort. In 2015, she was named by Maine Magazine as one of “50 Mainers Boldly Leading Our State.” Carolann has been involved in many organizations in board or advisory member capacity over the years including U.S. Travel Association, Maine Woods Consortium, Discover New England, Maine Tourism Association and University of Southern Maine School of Tourism & Hospitality. She is a ski, snowmobile, snowshoe, hike and paddle enthusiast. She is also working on her mountain biking, fishing and hunting skills, and loves the exploration and discovery of travel.   In the episode:     3:04 – Carolann talks about how her career started, from visiting Maine as a child and going to college for hospitality to how her network has helped her career. 6:10 – Carolann shares what interesting and impactful work is being done throughout Maine that many may not know about. 8:43 – Based on her extensive tourism experience, Carolann describes how public relations helps the tourism industry and businesses, including how Instagram helps attract visitors.   14:56 – To measure success, Carolann tells what she looks at, whether it is the number of followers or engagement. 16:32 – Carolann explains how outdoor recreation impacts Maine's economy. 18:50 – Carolann describes the benefits of outdoor recreation to tourism in Maine. 26:19 – Nancy shares a listener line question. 27:40 – Although it was not a conscious effort, Carolann shares how she has built her network. 32:19 – Even though she didn't think she would like it, Carolann has found LinkedIn to be a useful resource as well as Slack and Zoom. 37:25 – Carolann emphasizes Maine's heritage and connection to the outdoors.   Quote:  “We often think of outdoor recreation as needing to be really active, but it's really about being in the outdoors and enjoying what you love to do.” – Carolann Ouellette, director of the Maine Office of Outdoor Recreation   Links:           Maine Office of Outdoor Recreation: https://www.maine.gov/decd/programs/maine-office-of-outdoor-recreation CAN-AM Crown International Sled Dog Races: https://can-am-crown.net/ AMC Lodge-to-lodge Skiing: https://www.outdoors.org/lodging-camping/maine-lodges/lodge-to-lodge-skiing-program-details Trek Across Maine: https://action.lung.org/site/TR/Cycle/ALANE_Northeast?pg=entry&fr_id=18638  Peaks to Portland: https://ymcaofsouthernmaine.donordrive.com/index.cfm?fuseaction=donorDrive.event&eventID=520  Maine's Bicentennial: https://www.maine200.org/ L.L. Bean: https://www.llbean.com/ Flowfold: https://www.flowfold.com/ Via Advertising: https://theviaagency.com/ Teens To Trails: https://www.teenstotrails.org/ Winter Kids: https://winterkids.org/ Sail Maine: http://www.sailmaine.org/ Outdoor Sport Institute: https://www.outdoorsi.org/ Blaze Partners: https://blaze-partners.com/ Outdoor Retailer: https://www.outdoorretailer.com/ Live and Work in Maine: https://www.liveandworkinmaine.com/ Maine & Co.: https://maineco.org/ Maine International Trade Center: https://www.mitc.com/ Maine Huts and Trails: https://mainehuts.org/ Carrabassett Valley Academy: https://www.gocva.com/ The Portland Pod: https://portlandpod.com/ The Emerald Mile by Kevin Fedarko   Activate the PR Maven® Flash Briefing on your Alexa Device.   Join the PR Maven® Facebook group page.     Looking to connect:            Email: carolann.ouellette@maine.gov LinkedIn: https://www.linkedin.com/in/carolann-ouellette-b373a515a/ Phone: (207) 624-9824

The mission of Modern Dadhood is to meet and learn from dads whose fatherhood experiences are different than our own. In this episode, guest Stephen Stratton gives us some new perspective and helps us realize the transgender taboo we grew up with doesn't exist in the same way for our kids. If we can bypass the stubborn notion that we might offend someone by asking the wrong question, we might find there’s a ton we have in common simply by being present, engaged dads.Adam begins Episode 12 by recalling the recent “sweetheart dance” he attended with his kindergarten-aged daughter, and how it differed from their first time attending last year. The guys introduce guest Stephen Stratton, a stay-at-home father of one, who happens to be transgender. Stephen  shares his compelling story from his childhood as a “tomboy” in rural Connecticut, through planning his own family, becoming a father, and raising his son with his partner Josh. Stephen candidly answers questions about his own story, about his son who was assigned female at birth but now chooses “he/him” pronouns, and about how to have a conversation with a transgender person without  being disrespectful, pissing them off, or sounding like a dope. Topics include:•  Getting past the instinct to avoid people who are different than you•  Language and questions that are appropriate (or inappropriate) regarding transgenderism•  Discovering as a teen that the feelings Stephen had been experiencing had a name, and that it was an option he could pursue•  Stephen’s desire to be a parent, and his personal goals surrounding fatherhood•  Being a pregnant man (without turning heads!)•  How a transgender person handles discovering the sex of his baby•  How to talk to our kids about sex/gender/the transgender community•  Our children don’t have the same baggage that we have from our childhoods when this was considered much more tabooThe show wraps up with a riveting “So That’s a Thing Now” (spoiler alert... the twin boy toddlers are fighting! When will it stop?) and the guys gush about Marc’s cherished  Hopsulator Trio by BrüMate. Turns out, Modern Dadhood listeners can get 15% off your first order by using the code “DADHOOD”. So use it!Thanks to Tanner at Portland Pod for hosting and engineering our session with Stephen. Links:Stephen Stratton's blogBrüMate (use code DADHOOD at checkout!)Portland PodRed Vault AudioCaspar BabypantsSpencer AlbeeBubby Lewis

###Helpful Links to create your own music-centric itinerary + Show Notes:Belfast, Maine Waterfront -https://www.belfastmaine.orgAll Roads Music Festival - http://allroadsmusicfest.orgMaven Seats - Our sponsor! -https://www.mavenupholstery.comColburn - America's Oldest Shoe Store - https://www.colburnshoe.com Bell The Cat Cafe - http://bellthecatinc.com/menu-classic The Crosby Center - https://thecrosbycenter.com Skowhegan, Maine - https://www.skowhegan.org/ LaunchPad Arts Incubator - http://wearelaunchpad.org Bangor Arts Exchange - http://bangorartsexchange.org Port City Music Hall - https://www.portcitymusichall.com Belfast, Maine Creative Coalition - https://belfastcreativecoalition.org Belfast, Maine Community Radio - https://belfastcommunityradio.org The Errant Path - Jon Fishman's Radio Show - https://belfastcommunityradio.org/show/the-errant-pathBangor, Maine - http://www.downtownbangor.com/discover Colonial Movie Theatre - https://colonialtheater.com Rollie's Bar and Grille - https://www.rolliesmaine.com Three Tides & Marshall Wharf Brewing - http://www.3tides.com  (CLOSED!)The Gull Motel - https://gullmotel.com Belfast Bay Inn - https://belfastbayinn.com The Lucky Stone Retreat - https://www.airbnb.com/rooms/2123194?guests=1&adults=1 ###Be sure to follow us on social media:Instagram: https://www.instagram.com/kyle_lamontFacebook: https://www.facebook.com/GoodtoGoStudios ###Thank you to these Maine Bands: Capture the Sun - https://music.capturethesunband.comSpose - https://www.sposemusic.com The Mallet Brothers Band - http://www.mallettbrothersband.com Ghost of Paul Revere -https://www.ghostofpaulrevere.com Seepeoples- http://www.seepeoples.com Katie Matzell - http://www.katiematzell.com  ###Credits and Special Thanks: Meg Shorette and Everyone at All Roads Music FestivalMaster by Portland Pod - https://portlandpod.com Sponsored by Maven - https://www.mavenupholstery.com Mark Tekushan - http://mfxs.com/###Concert Cast the Podcast is a Good To Go Studios Production - Watch and Listen to more work here: http://goodtogostudios.com/###Created by Kyle Lamont and Made on the Coast of Maine

About the guest:     Greg is the perfect guest for today's episode because in addition to his role as an account supervisor at Marshall Communications, he is also one of the producers for The PR Maven® Podcast. In his role, he helps schedule the guests we have on the podcasts, plus he helps Nancy with media pitching and schedule coordination to appear on other popular podcasts from around the country.  If you're looking to be on more podcasts in 2020 to grow your personal brand, Greg is here today with some really helpful tips on how to make that happen.  Greg was on the podcast in 2019 and if you want to learn more about him and his background, be sure to listen to episode 28 of the PR Maven Podcast.     In the episode:         3:00 – Nancy and Greg discuss what you should do before being a podcast guest, including finding your target audience and discovering podcasts in your area of expertise.   5:23 – Greg suggests that potential guests listen to at least one episode of the podcast they are pitching.   8:24 – Nancy and Greg talk about scheduling programs and how guests can sign up.   11:48 – Greg shares that regular podcast guests should create a show sheet to provide in advance of the podcast, as well as have a professional headshot and well-written bio.   21:07 – Based on his experience, Greg shares the importance of having good equipment while podcasting.   26:11 – To make sure you are prepared on the day of recording, Greg suggests that you block off time to clear your head, review notes, and know how long the interview will be.   28:06 – Greg provides of list of what guests can do before a podcast.   29:14 – Following the podcast, Greg recommends that guests help promote the episode, whether by sharing it on social media or in newsletters.     Quote:  “Don't schedule yourself around another appointment. I really would suggest blocking the day for it, just because you need a clear head, you need to prepare, you need to be mentally ready.” Greg Glynn, account supervisor at Marshall Communications    Links:           RINGR  Portland Pod   Marshall Communications     Activate the PR Maven® Flash Briefing on your Alexa Device.   Join the PR Maven® Facebook group page.      Looking to connect:            Email: nancy@prmaven.com   LinkedIn:  www.linkedin.com/in/nancymarshall/   Twitter: @PRMavenNation   Facebook: www.facebook.com/PRMaven/      Email: gglynn@marshallpr.com   LinkedIn: www.linkedin.com/in/greg-glynn-apr-b7406416/   Twitter: @GregGlynn  Facebook: www.facebook.com/Greg.Glynn.profile 

About the episode:   Closing out 2019, this episode includes the top ten podcast episodes of the year. Covering a wide range of topics and featuring guests from around the country, this podcast provides a description and a clip from each top ten episode. Reminisce on the year past and get excited for the year ahead, full of new and exciting PR Maven® Podcast episodes!      In the episode:        10. Episode 62 with Kurt Kleidon: In this episode, Kurt talked about overcoming the obstacle of convincing clients to offer something unique, which draws the attention of a target audience. Listen at 1:41.   9. Episode 57 with Megan Crowder: In this episode, Megan shared how important social media is for both client and personal growth. Listen at 2:49.   8. Episode 55 with Alf Anderson: In this episode, Alf explained how public relations and social media can be used to create brand loyalists. Listen at 3:44.   7. Episode 64 with Patrick Breeding: In this episode, Nancy connected Patrick's personal mission with personal branding, and they talked about how the University of Maine is helping to prevent Maine's “brain drain.” Listen at 5:34.   6. Episode 59 with John Iannarelli: In this episode, John spoke about his career and how people can stay safe online. Listen at 7:31.   5. Episode 63 with Jim Peacock: In this episode, Jim and Nancy discussed finding the right career path and how Jim helps guide others toward their ideal career. Listen at 8:40.   4. Episode 54 with Michelle Hood: In this episode, Michelle shared the resource she used to help Northern Light Health grow, which she called The Chart. Listen at 10:02.    3. Episode 61 with Sean Riley: In this episode, Sean told a story of how he learned how to use Snapchat and how the platform has helped him connect with the younger generation. Listen at 14:34.   2. Episode 56 with Chip Carey: In this episode, Chip and Nancy reminisced about working together at Sugarloaf, including when Chip taught Nancy how to use photos and videos to get Sugarloaf on the Weather Channel. Listen at 15:56.   1. Episode 60 with Tim Cotton: In this episode, Tim shared how he got the position of managing the Bangor Police Department's Facebook page. This episode was recorded live at the PR Maven® One-Year Anniversary Party. Listen at 17:41.     Links:          Kleidon & Associates  Bar Harbor Chamber of Commerce   Lobster Unlimited   FBI John  Peak Careers  Northern Light Health  Maine Course Hospitality Group   Bangor Police Department   Portland Pod  Marshall Communications    Looking to connect:           Email: nancy@prmaven.com   LinkedIn:  www.linkedin.com/in/nancymarshall/  Twitter: @PRMavenNation  Facebook: www.facebook.com/PRMaven/    Activate the PR Maven® Flash Briefing on your Alexa Device.   Join the PR Maven® Facebook group page.   

In this episode, Greg sits down with Peter Anastos, a prolific developer who has shaped both the residential and commercial real estate landscape in Maine. Peter and his businesses have been recognized numerous times both locally and nationally for their business and charitable contributions, including the Maine Business Hall of Fame and the 2013 Award for Extraordinary Contributions to Affordable Housing.Produced by Trail Marker Productions http://www.trailmarkerproductions.com/Recorded/engineered by The Portland Pod https://portlandpod.com/ 

This week, Greg chats with his brother Joe Boulos. Joe is the owner of Boulos Asset Management which manages over 4,000,000 square feet of real estate mostly in the state of Maine.  He is also the founder of The Boulos Company which is Northern New England's largest commercial real estate firm.   Over his career, Joe has developed and built more than 2,500,000 sf of commercial property, mostly in the Greater Portland area.  Produced by Trailer Marker Productions: http://www.trailmarkerproductions.com/Engineered by The Portland Pod: https://portlandpod.com/

About the guest:  Angela Ferrari is an artist and children's book author/ illustrator based in Portland, Maine. She is the creator and host of the Story Spectacular podcast.   Angela grew up in the mountains of western Maine. Living in a rural setting, she developed a talent for finding creative ways to play and captivate her imagination.  After graduating with a BA in studio art from the University of Maine, Angela moved to Portland. She was accepted into the Assets for Artists program, which focuses on business finance for creative entrepreneurs. After completing the required training, Angela received matching grant funds for working capital. She then became a successful painter.  She has since expanded her artistic endeavors, writing and illustrating five children's books: Digger's Daily Routine, An Extraordinary Book, What Do You See?, The Shape Escape, and Lawrence the Lighthouse. Angela has also launched Story Spectacular, a children's story podcast that features original stories and classic retellings.     In the episode:      2:17 – Angela shares how she decided to expand her creativity by transitioning from a landscape painter to a children's book author and illustrator.   3:33 – After deciding to self'publish, Angela shares how she founded her podcast, Story Spectacular, to self'promote.   5:53 – Angela shares that she would have placed more of a focus on marketing if she had it to do over again.   8:42 – Rather than looking at other podcasters as competition, Angela shares how she collaborates with other podcasters.   9:53 – Angela shares how she has overcome nervousness during podcast interviews with dance.   12:11 – Nancy and Angela discuss the quirky turkey and how it connects to content marketing.   19:22 – Nancy tells a story about getting tuxedos at Ferrari Brothers.   20:38 – Angela shares how she uses social media to connect and share content to help others.   22:56 – Angela measures success by hearing from her listeners and how they connect to her characters.   25:52 – Angela talks about how she gets parents to post about her storytelling events on social media but that it is the in'person connection that creates a lasting memory.  29:13 – Through her network, Angela learns new things and does the work that she cares most about.   31:44 – One of Angela's most valuable tools is YouTube, enabling her to learn new skills.   32:52 – Angela shares her one piece of advice for career success.   34:17 – Angela challenges listeners to create, create, create.     Quote:          "I feel like you have to not just hit the pavement, but hit the keyboard. So, I've tried to find ways where I can do both at the same time.” —  Angela Ferrari, Children's Book Author/Illustrator/Podcaster at Story Spectacular            Links:         Website: storyspectacular.com  Podcast: Story Spectacular   Adventures of Baby Foodie   Lawrence the Lighthouse  Lithgow Library   Hug Your Haters by Jay Baer  Portland Pod  Malcolm Gladwell     Looking to connect:          Email: angela@storyspectacular.com   LinkedIn:  www.linkedin.com/in/angela'ferrari'13690a132/   Twitter: @storytacular  Facebook: www.facebook.com/groups/storyspectacular/  Instagram: www.instagram.com/storytacular/ 

This week, Greg chats with Joe Soley, CEO and Founder of Monopoly, LLC and Lincoln Center Property Management.   Produced by Trailer Marker Productions: http://www.trailmarkerproductions.com/ Engineered by The Portland Pod: https://portlandpod.com/

About the guest:   Patrick is a biotechnology entrepreneur currently serving as project manager at Lobster Unlimited, where he works to identify, validate and commercialize biomedical and cosmetic applications of lobster-processing waste byproducts. He is also a co-founder of KinoTek, an innovative sports performance startup using motion capture and virtual reality to visualize, analyze and communicate biomechanical information to decrease risk of musculoskeletal injury.    He earned his B.S. in biomedical engineering in 2017 and recently completed his M.S. in biomedical engineering from the University of Maine. He is passionate about biotechnology research and commercialization in various fields, spanning drug development, skin care, marine bioresources, medical education and sports performance innovation and enjoys participating in regular K-12 outreach experiences, motivating and mentoring students for careers in STEM.       In the episode:     3:38 – Nancy and Patrick talk about how they met at a Mainebiz event where Patrick led off by mentioning that he uses lobster blood to treat eczema.   9:22 – Patrick shares that his love of Legos and his father's cancer diagnosis led him to the engineering field.   11:54 – Patrick shares how his interest in entrepreneurship started through his capstone project.   17:13 – Patrick describes how he helped Dr. Bob Baer educate people on lobster anatomy.   19:30 – Patrick describes how lobsters have an amazing ability to ward off diseases, heal wounds and make their limbs fall off if they get scared.   22:53 – Nancy asks about Patrick's father's battle with cancer and Patrick shares how it impacted his life.  27:25 – Patrick shares how his work with lobsters helped his father's quality of life by reactivating his salivary glands.   31:20 – Nancy connects Patrick's personal mission to personal branding and how the University of Maine is helping to prevent the “brain drain” in Maine.   33:31 – Nancy shares how she is also from Connecticut and asks Patrick his opinion on the concept of never really being a real Mainer.  38:00 – Listener line question.   43:07 – Patrick describes the different companies he has started.   49:26 – Patrick shares how they plan to launch Damaris.     Quote:          "Dance in the rain. It sounds cheesy, but if you know what it means, it means something to you. It's really powerful.” — Patrick Breeding, Project Manager at Lobster Unlimited            Links:         Lobster Unlimited  Manufacturers Association of Maine  Libre Foundation  Score   Maine Startup & Create  Portland Pod  SoPoCo  Big Gig   Fusion Bangor   Focus Maine     Looking to connect:          Email: p.b.lobsterunlimited@gmail.com   LinkedIn:  https://www.linkedin.com/in/wpb/ 

In this episode I sat down with Tanner Campbell at The Portland Pod. Tanner has been a huge help getting this podcast up and running. We talk about how he came to Maine, how he started Portland Pod and how he can help you start a podcast.You can get more information or contact Tanner by going to www.PortlandPod.com.Check out video episodes on YouTube at www.YouTube.com/MakeMaineYourHome. Be sure to subscribe, like, share and tell your friends.To contact Doug you can call or text to 207-838-5593, email to doug@makemaineyourhome.com or check out www.MakeMaineYourHome.com.

Produced by Trailer Marker Productions: http://www.trailmarkerproductions.com/Engineered by The Portland Pod: https://portlandpod.com/

Episode 4 of The Maine Experience features a conversation with James LaPlante, owner of Sputnik Animation and SoPo Coworks. James discusses the artistic challenges of animating for documentaries and his career arc from a young person inspired by a film to running an Emmy nominated animation studio in Maine. He also chats about his love of Maine and his co-working space in South Portland.  Learn more about Sputnik Animation here.  Learn more about SoPo Coworks here. The Maine Music feature this episode is a song called “Coastal Route” by The Gainers, a band from the midcoast area of Maine. Their new E.P. released this year is available here. The Maine Soundscape features sounds recorded on The Eastern Trail in Scarborough, ME.  Thanks so much to The Portland Pod for hosting The Maine Experience Podcast. Learn more about The Portland Pod here. Follow The Maine Experience Podcast on Facebook, Instagram, and Twitter

In this episode, Chris and Phil head over to the Portland Pod to record because they have not one, but two guests (Geoff Sparrow and Fred Greenhalgh of Revision Energy) to talk about Solar Storage! With lithium ion batteries hitting the market at ever more affordable prices, perhaps you've considered adding them to a project. The whole gang will sip fancy sunny cocktails and talk about the pros and cons of solar storage, when to consider them, and your options for installation.

NotiPod Hoy con Aracely y Melvin Rivera Velazquez ☑️ Según Tanner Campbell de Portland Pod la clave de la monetización de los podcasts está en la sindicalización de la industria y en la exclusividad de los podcasts. ☑️ Podcast Days, es un nuevo evento auspiciado por MadPod que organizó las JPOD 2018 que fueron muy exitosas. Podcast Days se llevará a cabo en el Teatro Luchana de Madrid los días 4 y 5 de octubre. ☑️ ¿Soundcloud está fuera del juego para la industria del podcasting? ☑️ Claves para construir un mundo convincente en tu podcast de ficción. ☑️ Selena Gomez será la primera invitada del nuevo podcast de Coach. “Dream It Real” el podcast semanal de esta marca. ☑️ RNE Solo en Podcast, un espacio diseñado por Radio Nacional para escuchar contenidos nativos. ☑️ Los miembros de Gimlet Media han anunciado que ya tienen un sindicato reconocido y que la compañía ya está legalmente obligada a reconocer la organización. ☑️ Si grabas podcasts, ya habrás notado que tu voz no se escucha igual en las grabaciones. ☑️ Ya puedes compartir tu contenido de Spotify y Netflix en tus Historias de Instagram para que todos sepan lo que escucha. Podcast recomendado: Motorpasión México. Para los apasionados de los autos, llega este podcast en el que se habla sobre actualidad, reseñas y todo lo relevante a este la automoción. En el capítulo #01 se ha hablado sobre las novedades más relevantes del Auto Show de Shanghái, sobre la nueva generación del Nissan Versa y sobre la experiencia al volante del Renault Kwid. Se publicará un episodio cada jueves.  

This is an interview with Laura Benedict, who owns The Red Barn in Augusta, Maine. Her story has been featured locally and national media such as The Boston Globe and Forbes Magazine. To date she has raised over $3 million dollars for various charities. https://www.facebook.com/TheRedBarnMaine Recorded at The Portland Pod, LLC

Rudi Dornemann interviews author Anoud about her short story "Kahramana" in the anthology Iraq + 100, editor Ra Page about why Comma Press commissioned and published the anthology, and reader (and futurist) Anna Simpson about why she picked up the book and what interested her in it.  Music for Why Why Why is by Cathode Ray Tube.  You can find more of their music on CRTMusik.com.  The episode was edited and mastered by the Portland Pod, Maine's first commercial podcasting studio. Find them at PortlandPod.com.

Leah Hurley discusses how her company, Craft, helps her clients focus on a values based approach to marketing. Her approaches challenge owners and entrepreneurs to ask the "why" on a number of different topics such as core values, beliefs, mission and vision. Thank you to Tanner Campbell and Portland Pod for the recording and editing of this episode.

After two blockbuster interviews with Senta Scarborough and Gerald Jones, Jen and Liz recover from a taco emergency to discuss what it's like to podcast for a year, how freaking awesome our listeners are, and what's in store for the next 52 shows. Oh, and we also live-streamed the recording on Facebook and IGTV, which led to some serious high hilarity. Jen's Digital Distrations eBook: https://www.jenmcfarland.com/ebooks/ Facebook Live link: https://www.facebook.com/jensmcfarland/videos/317002508951148/ Tacoma, WA (is not code for taco coma): https://en.wikipedia.org/wiki/Tacoma,_Washington Zoom H6: https://amzn.to/2XG52Vx Chatcolab: https://www.chatcolab.org/ Tim McCain episode: https://www.jenmcfarland.com/transformational-journey-make-you-better-leader/ Brian Fowlie episode: https://www.jenmcfarland.com/how-to-release-yourself-from-limitations-with-brian-fowlie/ Wayne’s World - camera one, camera two: https://getyarn.io/yarn-clip/74817417-548a-4325-aceb-c70605434402 Tea Time with Tajuana: http://teatimewithtajuana.libsyn.com/ Women with Moxie: https://www.womenwithmoxie.com/ eWomen Network: https://www.ewomennetwork.com/page/homepage Tanner Campbell, Portland Pod: https://portlandpod.com/who-are-we/