Podcast appearances and mentions of Robert Fritz

Die meisten Läufer laufen zu schnell und sind zu ehrgeizig. Das ist einer der wichtigsten Erkenntnisse, die der Sportarzt Robert Fritz aus vielen tausend Untersuchungen von Läufern gewonnen hat. Wie man »richtig« läuft, was Laufen mit dem Gehirn macht und wie man auch als sehr übergewichtige Person damit beginnen kann.

Cleber Castro passou mais de quinze anos ajudando líderes e empresas a entender por que continuam resolvendo os mesmos problemas sem nunca resolvê-los de verdade. Professor da FGV e fundador da Cleber Castro Consultoria, ele aplica o pensamento estrutural — baseado no trabalho de Robert Fritz — para identificar os padrões que travam empresas e pessoas em loop. Foi esse raciocínio que ele levou pra fora da consultoria e virou o livro “Quando a vida não sai do lugar”, sobre por que certas situações insistem em se repetir mesmo quando a gente tenta mudar de verdade.=

Wer fit sein möchte, muss nicht unbedingt sportlich sein: Wer anfängt, mehr zu gehen, hat schon viel geschafft. Der Sportarzt Robert Fritz erklärt, wie sich der Körper eines fitten Menschen von dem eines nicht fitten unterscheidet – und warum erstere besser leben, schlafen und mit Stress umgehen können. Die Folge ist erstmals im März 2022 erschienen.Robert Fritz ist Sportarzt und Teil der Sportordination in Wien.  ***Hilf wie 400+ andere Hörer:innen mit, den Podcast zu finanzieren. Danke an alle Unterstützer:innen. ***MACH DEN PODCAST BESSERSchick uns deine Fragen und Wünsche für EpisodenErzähl uns von dir! Mach bei der Hörer:innen-Befragung mit ***NÜTZLICHE LINKS Bewirb dich als Hörer:in des MonatsHol dir Updates zum Podcast per E-Mail, Signal, WhatsApp oder TelegramFolge uns bei Instagram, Tiktok und FacebookAlle Folgen ab Mai 2023 gibt es mit Video auf YouTubeSchau im Merch-Shop vorbeiHier kannst du Werbung im Podcast buchenAndreas' Buch "Alles gut?!" darüber, was er im Kampf gegen Armut auf der Welt beitragen kann ***DAS TEAMMitarbeit: Valentina Pfattner und Thomas PelkmannVermarktung: Therese Illiasch und Stefan Lassnig (Missing Link)Audio- und Video: Andreas Fischer (Sisigrant)Logo und CI: Florian HalbmayrMusik: Something Elated by Broke For Free, CC BYBeatbox am Ende: Azad Arslantas ***Hilf wie 400+ andere Hörer:innen mit, den Podcast zu finanzieren. Danke an alle Unterstützer:innen. ***MACH DEN PODCAST BESSERSchick uns deine Fragen und Wünsche für EpisodenErzähl uns von dir! Mach bei der Hörer:innen-Befragung mit ***NÜTZLICHE LINKS Bewirb dich als Hörer:in des MonatsHol dir Updates zum Podcast per E-Mail, Signal, WhatsApp oder TelegramFolge uns bei Instagram, Tiktok und FacebookAlle Folgen ab Mai 2023 gibt es mit Video auf YouTubeSchau im Merch-Shop vorbeiHier kannst du Werbung im Podcast buchenAndreas' Buch "Alles gut?!" darüber, was er im Kampf gegen Armut auf der Welt beitragen kann ***DAS TEAMMitarbeit: Valentina Pfattner und Thomas PelkmannVermarktung: Therese Illiasch und Stefan Lassnig (Missing Link)Audio- und Video: Andreas Fischer (Sisigrant)Logo und CI: Florian HalbmayrMusik: Something Elated by Broke For Free, CC BYBeatbox am Ende: Azad Arslantas

Meet Robert Fritz: The Artist, Author & Structural Wizard Who Will Change How You Create Your Life Robert Fritz doesn't just talk about creativity — he decoded it. Composer, filmmaker, bestselling author of The Path of Least Resistance, and the genius behind structural dynamics, Robert's work has impacted creators, CEOs, and visionaries around the globe. In this deeply insightful episode of Exit The Matrix, I sat down with Robert to explore what most people completely misunderstand about change, success, and the real reason why we sabotage ourselves — even when we know what we want.

Ausdauertraining gilt für viele als einfache, beinahe banale Form der Bewegung – ein bisschen Laufen, ein wenig Radfahren, vielleicht eine Runde schwimmen. Doch hinter dieser scheinbar schlichten Trainingsform steckt weit mehr als nur die Fähigkeit, länger durchzuhalten. Moderne Sportmedizin zeigt: Regelmäßiges Ausdauertraining beeinflusst unsere Gesundheit tiefer, nachhaltiger und umfassender, als die meisten Menschen vermuten. ​Ausdauertraining wirkt auf den Stoffwechsel, stärkt das Herz-Kreislauf-System, hebt die Stimmung und kann sogar die Lebenserwartung deutlich verlängern. Einer, der diese Zusammenhänge aus medizinischer, wissenschaftlicher und praktischer Perspektive so gut kennt wie kaum ein anderer, ist Sportmediziner Dr. Robert Fritz. Mit ihm sprechen wir darüber, warum Ausdauertraining oft unterschätzt wird, welche enormen Effekte es im Körper auslöst, was die VO₂max wirklich aussagt – und weshalb Ausdauer nicht nur für Sportler, sondern für jeden Menschen ein zentraler Gesundheitsfaktor sein sollte.

In dieser Fit mit 40 Podcast-Folge spreche ich mit Dr. Robert Fritz, Arzt und Sportmediziner, über die faszinierende Wirkung unserer Muskeln – und warum Krafttraining echte Medizin ist.Wir sprechen darüber, 

In dieser Fit mit 40 Podcast-Folge spreche ich mit Dr. Robert Fritz, Arzt und Sportmediziner, über die faszinierende Wirkung unserer Muskeln – und warum Krafttraining echte Medizin ist.Wir sprechen darüber, 

This book was critical in helping become a better business owner and a professional consultant.

Has a book ever reshaped your entire perspective on what you want from life?Robert Fritz's The Path of Least Resistance might sound unassuming, but its insights will revolutionize how you view your past and sharpen your focus for the future. In this episode, I dive into one core idea from the book: the contrast between a reactive, problem-solving mindset and a visionary, creative approach.This isn't another tired formula for “creative solutions.” Fritz offers a clear, practical blueprint to design a life aligned with your deepest vision. A friend recommended this book four years ago, claiming it changed their life. I bought it, only to let it gather dust in a stack of books. Recently, while tidying my room, I rediscovered it—and I'm so glad I did. It's one of the most powerful books I've ever read, rivaling or even surpassing Atomic Habits for its transformative impact.

Sportmediziner, Notfallarzt, Mitgründer der Sportordination und medizinischer Leiter des Vienna City Marathons sowie des Österreichischen Frauenlaufs – Dr. Robert Fritz steht für fundierte Expertise und gelebte Begeisterung für Bewegung. Im Gespräch geht es um körperliche und mentale Gesundheit, die Bedeutung von Sport im Alltag – und warum Erholung genauso entscheidend ist wie das Training selbst.

“The key is to recognise that creativity is not connected to your identity. Whether your creative project succeeds or fails, it doesn’t make you a better (or worse) person. Its not about you. All that matters is the process”. This week’s guest on the Common Creative Podcast is author, composer, artist and filmmaker Robert Fritz. For many, an act of creativity is all about instinct and intuition. But for Robert Fritz, creativity is the result of “structural tension” - the gap between where things are today and how you’d like them to be. It means that creativity is an output of a clearly defined process that aims to close the gap between these two forces. Robert is a multi-award winning filmmaker and composer and author of Your Life As Art, the best seller The Path of Least Resistance and also The Path of Least Resistance for Artists. He is a pioneer in applying creative structure to human development (in the opinion of the show hosts!) a true creative rock star. Tune in to transform the way you think about the process of creativity. LINKS: Robert Fritz- Special Guest LinkedIn: linkedin.com/in/robert-fritz-84a92b48 Website - www.robertfritz.com/wp/ Paul Fairweather - Co-host https://www.paulfairweather.com Chris Meredith - Co-host https://www.chrismeredith.com.auSee omnystudio.com/listener for privacy information.

DAILY FOCUS: OBTAINMENT: There's an automatic process going on in our brains directed by our egoic construct. It's the ongoing desire to obtain. Obtainment by definition is the act of obtaining or acquiring something with voluntary action. Let's unpack and become aware of the fact that we are in full control of creating our current reality.   Resources for today's Rise Up: The Path of Least Resistance by Robert Fritz: https://a.co/d/9IqyFfD   Welcome to the Makes Sense with Dr. JC Doornick Podcast. Makes Sense Mondays is LIVE STREAMED weekly on Mondays at 8am est on Facebook, Linkedin, and Youtube ►Follow the Dr. JC Doornick and the Makes Sense Academy: Instagram: / drjcdoornick   Facebook:  / makessensepodcast   YouTube:  / drjcdoornick   These episodes get edited and cleaned up for the MAKES SENSE with Dr. JC Doornick PODCAST for your listening pleasure. PLEASE SUBSCRIBE/RATE/REVIEW & SHARE. FOLLOW the NEW Podcast - You will find a "Follow" button on the top right. This will enable the podcast software to notify you when a new episode is released each week. Apple: https://podcasts.apple.com/ca/podcast/makes-sense-with-dr-jc-doornick/id1730954168 Spotify: https://open.spotify.com/show/1WHfKWDDReMtrGFz4kkZs9?si=09e1725487d6484e   Podcast Affiliates: Kwik Learning: Many people ask me where I get all these topics for almost 15 years? I have learned to read at nearly 4 times the speed with 10 times the retention from Kwik Learning. Learn how to learn and earn with Jim Kwik. Get his program at a special discount here: https://jimkwik.com/dragon   OUR SPONSORS:  - Makes Sense Academy: Enjoy the show and consider joining our psychological safe-haven and environment where you can begin to thrive. The Makes Sense Academy. https://www.skool.com/makes-sense-academy/about - The Sati Experience: A retreat designed for the married couple that truly loves one another, yet wants to take their love to that higher, magical level. Come relax, reestablish and renew your love at the Sati Experience. https://www.satiexperience.com   I have been using Streamyard for years now and it is simply the easiest and most efficient platform ever for live streaming and recording video content. Check it out. You will be happy you did. https://streamyard.com/pal/d/6657951207522304

Discover essential character goal examples for writers and learn how to craft compelling, multi-layered motivations using the "three choices."

Here's One From the Vault - One of my favorite discussions from the old Rise Up With Dragon Podcast.    This is OBTAINMENT:   There's an automatic process running in our brains directed by our egoic construct. It's the ongoing desire to obtain. Obtainment, by definition, is The act of obtaining or acquiring something with voluntary action. Let's unpack and become conscious of the fact that we are in full control of the obtainment of our current reality.   Resources for today's Rise Up: The Path of Least Resistance by Robert Fritz: https://amzn.to/4hlaWnu    Welcome to the Makes Sense with Dr. JC Doornick Podcast: This podcast covers topics that expand human consciousness and performance. On the Makes Sense Podcast, we acknowledge that it's who you are that determines how well what you do works and that perception is a subjective and acquired taste. When you change the way you look at things, the things you look at begin to change. Welcome to the uprising of the sleepwalking masses. Welcome to the Makes Sense with Dr. JC Doornick Podcast. Makes Sense Mondays is LIVE STREAMED weekly on Mondays at 8am est on Facebook, Linkedin, and Youtube   ►Follow the Dr. JC Doornick and the Makes Sense Academy: Instagram: / drjcdoornick   Facebook:  / makessensepodcast   YouTube:  / drjcdoornick     These episodes get edited and cleaned up for the MAKES SENSE with Dr. JC Doornick PODCAST for your listening pleasure.   PLEASE SUBSCRIBE/RATE/REVIEW & SHARE our new podcast.   FOLLOW the NEW Podcast - You will find a "Follow" button top right. This will enable the podcast software to alert you when a new episode launches each week. Apple: https://podcasts.apple.com/ca/podcast/makes-sense-with-dr-jc-doornick/id1730954168  Spotify: https://open.spotify.com/show/1WHfKWDDReMtrGFz4kkZs9?si=09e1725487d6484e    Podcast Affiliates: Kwik Learning: Many people ask me where i get all these topics for almost 15 years? I have learned to read at almost 4 times faster with 10X retention from Kwik Learning. Learn how to learn and earn with Jim Kwik. Get his program at a special discount here: https://jimkwik.com/dragon   OUR SPONSORS: - Makes Sense Academy: Enjoy the show and consider joining our psychological safe haven and environment where you can begin to thrive. The Makes Sense Academy. https://www.skool.com/makes-sense-academy/about - The Sati Experience: A retreat designed for the married couple that truly loves one another yet wants to take their love to that higher magical level where. Come relax, reestablish and renew your love at the Sati Experience. https://www.satiexperience.com   I have been using Streamyard for years now and it is simply the easiest and most efficient platform ever for live streaming and recording video content. Check itout. You will be happy you did. https://streamyard.com/pal/d/6657951207522304

Hallo, du Liebe!Heute habe ich die besondere Ehre, den Sportmediziner und langjährigen Leiter des Vienna City Marathon Medical Centers Dr. Robert Fritz im Fit mit 40 Podcast zu begrüßen. In dieser Folge erfährst du:Warum  das Training im Sommer in den Wechseljahren belastenderer sein kannOb Hitzewallungen auch direkt während deines Trainings aufkommen könnenWas du machst, wenn du eine Hitzewallung direkt beim Sport hastWas dir wirklich bei Hitze hilftWie du deinen Körper am Besten kühlstWie du dein Training generell optimal an sommerliche Temperaturen anpasstHast du Lust, noch mehr über Robert und seine Arbeit zu erfahren? Dann schau gern auf der Webseite der Sportordination vorbei: https://www.sportordination.com/Ich wünsch dir superviel Freude beim Zuhören!Es ist so schön, dass es dich gibt!

In dieser Episode berichte ich live von einem sehr berührenden, aufregenden, freudvollen und inspirierenden Wochenende in Wien beim Asics Österreichischer Frauenlauf.

How can you make lasting change at your organization? Recruit your friends! In this discussion, Bill Bellows lays out his experience recruiting and working with a small group to make big changes in a large company.  0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunity. Today is episode 21, and the topic is Transparency. Bill, take it away.   0:00:27.1 Bill Bellows: Thank you, Andrew, and welcome to our audience. And I wanna thank a handful of people who have reached out to me on LinkedIn and elsewhere to talk about the podcast, what they're getting out of it, and which has been very interesting meeting people from around the world. And that's led me to a couple opening remarks for clarity on some of the things we've discussed in the past. And then we'll get into our feature topic. And so I say, [chuckle] is that in my early years at Rocketdyne, the Rocket Factory, a few of us started to see the synergy of what we were absorbing and integrating from, primarily from Dr. Deming and Taguchi, not just them, there were others. And we're 10 years away from really beginning to see what Russ Ackoff was able to offer us. At one point, there were eight of us. It started off with one, then another, then another. Next thing you know there's eight of us. We were what Barry Bebb and his cloud model would call advocates. Advocates of a change, of a transformation. We've been using that word. And I started to refer to us as the Gang of Eight 'cause this is the early '90's. And I think in China there was a group known as the Gang of Eight. Maybe that was the '80's. And I remember thinking, "Oh, we're like the Gang of Eight."   0:01:54.7 AS: I thought that was a Gang of Four in China, is that the Gang of Four.   0:01:58.9 BB: Well, there was a Gang of Four, then there was a Gang of Eight. There were both.   0:02:02.4 AS: Okay.   0:02:03.1 BB: But anyway, but I remember hearing that word, and then I thought, "Well, so okay, a gang of eight." We started to meet regularly, perhaps every other week, sharing ideas on how to initiate a transformation and how we operated, again, inspired by Deming. So at first we met quietly, we would meet in another building, not wanting to call attention to our efforts, not wanting to be visible for those who might have been adversaries again to borrow from Barry's model. 'Cause Barry's model was, there's, for every advocate there's a few more adversaries. So we were keeping our heads down. And this is before I knew anything about Barry, but I, we were just kind, a little bit paranoid that people would see what we're doing. And so who were the ones that were the adversary? Well, those were promoting rewards and recognition. Those were promoting individual cash incentives for suggestion programs including, as I mentioned a previous podcast, an individual could submit a suggestion award, get up to 10% of the annual savings in a onetime lump sum. They were giving out checks for $10,000, Andrew. And I would kid people, if the company's giving out checks for $10,000, do you think we've got photographs of me receiving a check for 10,000? You betcha.   0:02:03.5 BB: And there it is in the newspaper, me receiving a check, not that me, [chuckle] but somebody receiving a check for $10,000, a big smile with the President. And it's in the newspaper and did that cause issues? Yes. But anyway, it wasn't obvious for some of us that we might have been, sorry, it wasn't obvious for some time that those we might have considered the adversary to our efforts were very likely not meeting to plan how to stall our efforts. [chuckle] Right. And, but it took a while to realize this, so here we are trying to be very discreet, meeting discreetly. And then it, at some time it dawned on me and some of the others that, those of us that were inspired to learn, think, and work together on transformation efforts as we've been exploring these podcasts, we have the benefits of positive synergy. And the adversaries at best operate without synergy as they're not likely to be inclined to do much more than participate in what some at Rocketdyne called, you ready, "Bill Bellows' Bitch Sessions." [laughter] And they come back from a class with me and they start bitching about me. And then the local people in that area would come by and tell me, and they said, "Anything we can do?" I said, "Yeah," I said, "Ask them what part of Rocketdyne moving in the direction of a Blue Pen Company do they not like." Right? It's just arrrgggggh.   0:02:04.2 BB: And I say, anyway. But once we had more and more results from our efforts, results from applying these ideas with very visible improvements in quality and costs leading to improved profits, it was all the harder for the adversaries to slow our efforts. Again, we were most fortunate to be working on challenges, we had challenges in fighting fires, but we also had challenges in designing hardware that achieved "Snap Fit" status, which translates to dramatically easier to integrate higher performing as well, as we shifted from parts to systems, challenges that required, guess what? A different lens inspired by Dr. Deming. That's, [chuckle] again, listening to the previous podcast, 'cause I thought, "Well, I wanna clarify a few things." Did we have ups and downs, Andrew? Yes, we did. We had days when we're excited, we had days when we were down. But what really worked out well, [chuckle] and the running joke was, there was variation in our excitement.   0:02:04.7 BB: So I may have been down, you'd be up, so you'd lift me up and then when you're down, I lift you up. And so the running joke we had amongst us was, thank God for variation in our moods. Because if we were all depressed at the same time, we'd go off the cliff. [chuckle] But we just took turns as to the ups and the downs. And we're very fortunate to have weekends 'cause that gave us time to not wanna choke some people. So, [chuckle] but come Monday we're relaxed. And then, but another thing that I wanted to point out from things we talked about previous podcasts, years ago, 30, nearly 30 years ago, I met a senior structural analyst from Boeing, Al Viswanathan, who was on the Boeing Commercial side. And he somehow got involved in the commercial side.   0:06:52.1 BB: Well, I don't know if it was the commercial side or military side. Anyway, Boeing had, there were both sides and one side was pro-Deming and the other side was anti-Deming. So he must have been on the defense side. And why would the defense side be pro-Deming? Because the Pentagon was pro-Deming. And so the defense side people would have been watching that. Anyway, Al somehow got involved in studying Deming's work and being a mentor within the organization. And I met him, I know when he worked there, when he retired. Anyway, Al, coming from Al, what I want to share is something he would say relative to Dr. Deming's funnel experiment. There's rule one of the funnel, rule two, rule three, and rule four. So rule one is you have a funnel and you drop marbles from the funnel onto the floor, and you get a pattern of where the marbles lay.   0:07:49.1 BB: And that's called variation. You're holding the funnel, you drop the marble, it lands in a different spot each time. And then rule two is you, if the marble is off a little bit to the right of the target that you're trying to hit, then you move the funnel the other direction. So two and three have to do with compensating. If it doesn't go where you want, then you shift it accordingly. Rule four, remember rule four of the funnel?   0:08:17.4 AS: I don't remember that.   0:08:18.9 BB: And this is... I think it's chapter eight. I know it's in The New Economics. Chapter 8, I'm sorry, rule four of the funnel is wherever the marble lands, position the funnel for the next drop. So in rule one, you keep it where it is and you get a pattern. Rules two and three, you compensate for where it lands. You either go left if it goes right and you compensate. And in compensating, it becomes worse. But what becomes really bad is when you put the funnel in rule four over where the last marble landed, and you end up getting farther and farther from the target leading to, remember the expression Dr. Deming used for that?   0:09:00.9 AS: Well, I remember the word tampering. But it meant when you get way off the target. What was that?   0:09:06.6 BB: He called it going off to the Milky Way. [laughter] And there are computer simulations where if, some people have done, you know, created.   0:09:16.0 AS: You do it in California and you end up in New York.   0:09:17.8 BB: Yep. And you, and you, and you keep getting further and further. Well, so in conversations with Al, and it could have been me and him and Dave Nave, Dick Steele and others, and at some point, Al would say, "How do we know we're not going off to the Milky Way?" Which translates to, how do we know that what we're interpreting from Deming is not getting further and further and further and further away from what he was trying to say? How do we know that we aren't wacky? How do we know? Because we think, "Oh, we're getting, we're understanding this better and better." And what I would say is, how do we know we're not going off to the Milky Way? “Actually,” I say, "We don't know." But part of having a community of people that work closely with Deming, people that know more than me about Dr. Deming's work is you can tap into that community and maybe lessen the chance that we go off to the Milky Way. Now, again, is that a guarantee? No, it's not a guarantee.   0:10:25.9 BB: But I would say, what I appreciate about Al saying that is, it's just a reminder that how do we know that what we're interpreting is true? So we're here, you and I are having these conversations, we're sharing interpretations, lessons learned, are we, is what Dr. Deming would say, "Is this worker training worker?" So, each of us are ignorant, and we think we understand Deming, and we're sharing it with others "well, I know, I know." Now, we can all be right, we can all be going off to the Milky Way. So I just wanted to say that, when I'm talking about diffusion from a point source and getting smarter and smarter and having these conversations within our organization. How do we know we aren't fooling each other? We don't know.   0:11:18.7 AS: I have a couple follow ups here. First of all, the 1991 Washington Post called it the Gang of Eight, as opposed to the Gang of Four, which was before that time, during the Cultural Revolution. And the Gang of Eight included seven men and one woman. And the Gang of Four, of course, included Mao's wife. So there's a little clarification.   0:11:44.6 BB: I wasn't sure if she was part of the four or part of the eight. I knew her name was in there somewhere.   0:11:49.0 AS: And the second thing you talked about the volatility of your feelings, your moods, right. And I just wanted to introduce the concept of volatility in finance, which is that volatility in itself is not bad. What's bad is correlation of volatility. So if all of you are upset on the same day, then it's just an absolute crash. But if one's upset on Monday and another one's happy and productive on Monday, then it starts to balance. And that's what we do in the world of finance is we combine correlation with volatility. And Harry Markowitz got a Nobel Prize in economics for coming up with the concept that risk can be reduced by understanding the correlation between assets and adding a highly risky asset to a Portfolio could, in fact, reduce the risk of the Portfolio overall, if the correlation between that asset and the Portfolio was, let's say negative or very low.   0:12:55.5 BB: Wow what you're talking about is the benefit of not being synchronous, being asynchronous.   0:13:04.2 AS: Correct.   0:13:05.1 BB: So you're up, I'm down, and I'm up, you're down, and then we can get through these periods. And yeah, and that's exactly what we're talking about. But you're right, I'm glad you brought that up because I've heard people talk about that as well. But that's exactly the point we're trying to make is, so for all those who think we ought to shrink variation to zero, I'd say, well, maybe there's value in variation, value in diversity of opinions. And also I have had people in the past say, "Well, so a Blue Pen Company is a bunch of people that go along to go along." I said, "No, it's a bunch of people that have strong disagreements on things and they share those disagreements."   0:13:49.5 BB: Now, at the end of the day by Friday, we've got to make a decision as to releasing this album whatever it is, because we've gotta ship. And we may arm wrestle, we may vote however we're gonna do it. So there can be disagreement. We have the ability to articulate where we're coming from. Borrowed from Edward de Bono, we can use a black hat and I can give you reasons why you don't think it'll work. You can call me on it and say, "Bill, how do I know it's your black hat and not what de Bono would call your red hat, which is my intuition."   0:14:26.4 AS: So if I say it doesn't work, you could say, "Bill, is that you don't feel it'll work or you know it won't work?" And I say, "Andrew, you're right. I have a bad feeling about it." I say, "Well, let's just be honest about it." But again, at the end of the day, we may vote. But we're gonna move forward. And what's not gonna happen is if you decide to take however we decide to make that decision, what there won't be a lot of room for is a bunch of "I told you so."   0:14:58.8 AS: Right.   0:15:00.4 BB: And we just we just dispense with that and just say this time, maybe the idea I had, we'll just have to wait till later and we're just gonna move on. So it's not to say it's a bunch of happiness and we're always in agreement. No, very strong relationships can have very strong disagreements. They just don't result in a civil war. Years ago, when my wife and I got married, she said I was just, it was lucky for me that she liked cats. I said that was non-starters. I said liking cats was a requirement. [laughter]   0:15:44.3 BB: So there's a few things that were non-starters. And if she didn't like cats, I'd have had a hard time with that. But on everything else, there's things we can disagree with. That's okay. All right. So given that I wanna talk about tonight is something that's come up in some other conversations recently. And it's about transparency. And then I have a quote that I've used in the past. I've once in a while attributed to Peter Senge, because I can't remember is actually Robert Fritz, a close associate of Peter Senge. And Fritz's comment is, “It's not what the vision is that is important. It's what the vision does.” And what I like about that is if you have a shared mental model of a Blue Pen Company. And I just began to appreciate how powerful it is that we have a shared vision. And relative to transparency, what I was sharing with some people is the transparency that exists in a Blue Pen Company, a Deming organization, a WE organization, an All-Straw organization and the transparency that which is as simple as me saying to you.   0:17:05.5 BB: Well, I say let's talk about the lack of transparency. I can meet a requirement, as we've talked about, an infinite number of ways to meet any set of requirements. And the letter grade is not A plus. It is not 100. It could be a D minus. I could leave for you the bowling ball on the doorway. And in a non-Deming Organization. I could meet any requirement you give me, Andrew, with the minimal amount of effort. Because all that we're measuring is that it met requirements. And so I give it to you and, and all you do is you look at the measurement and it says, "Yep, the car has gas." You're like, "Hey, I'm excited."   0:17:45.2 BB: Well, the black and white thinking allows me to hide a whole bunch of things. So if I said the car has gas. And you complain because it only has a quarter of a tank, I said, "Andrew. It has gas." But I thought in a Deming organization, I don't think we're gonna play those games. I think we're gonna have a lot more transparency relative to when I meet a set of requirements. Am I gonna leave the bowling ball on the doorway for you unilaterally? I don't think so. Maybe once I learn my lesson because I'm a new hire. I'm bringing something from where I used to work. But I think in a Deming environment, I think the transparency is gonna bring out the best in us.   0:18:33.8 BB: So I just want to throw that, that's part of where I'm coming from with transparency. You know, we don't have this murkiness as to, you know, where are they coming from? And. also we're going to be, you know, as Ackoff was, we're going to go to great lengths to be precise with language, and understand that efficiency is not effectiveness, that management is not leadership. And I think the better we have that clarity, I think that's a trademark of what that environment is about.   0:19:02.2 AS: It's interesting because, you know, the ultimate clarity is doing a run chart or a control chart on a process and seeing the outcome. And that's transparent and clear. And I've done a lot in my own management career by just getting data into a format that people can, you know, go back to and look at and think about. And just the transparency of that data can make a huge difference to the way people interpret what's going on in that unit.   0:19:38.9 BB: You're right. As opposed to the transparency of two data points, quality, I'm sorry, I think I've used this example. You can remind me of, you know, when I was at Rocketdyne once upon a time, and there was a meeting where the safety metrics, number of accidents, per employee in the first quarter was a certain level. Then in the second quarter, it went down. And I mean, the number of accidents per employee went down. Safety got better. And as you know, in this meeting with a bunch of directors and the VP and somebody says to the VP, why is safety improved? And their response was, because “We've let them know safety is important.” Well, who's the we? Who's the they? So, and, but imagine the transparency for somebody hearing that we've let them know. That's a way of saying, so you're, you're believing that because it went down, it's because of things we said, and they're not interested in safety.   0:20:45.3 BB: And then if it goes the other way, we're going to claim what? That they're not listening? So you're right. I mean, the ability, the transparency of looking at a set of data on a control chart and the realization that the process is in control. Then we look at the ups and downs and say, no reason for alarm here.   0:21:12.2 AS: The other thing that I thought relates to transparency is fear. In the sense that what is fear? Fear is, you know, a concern that something is going to happen is about to happen is in the process of happening, or, you know, something's happening to you and you're not being able to see, you know, what's going on. So I was just thinking, you know, another angle on transparency is, you know, reducing fear in an organization by being, you know, let more transparent.   0:21:41.5 BB: Yes. And, and I can even imagine, what's funny is that, a co-worker in my office, once upon a time. And. And she was upset with a decision made by the president at that time was my boss. And so she, so for about two years or so, she reported to me, lovely lady, lovely friend, great friend. So anyway, she was upset. She comes in. Did you hear the decision made? And I said, no, I didn't know. And she says, and she was really upset. And I don't know what it was that she was upset. And at some point she said something like, “I don't know what I'm going to do. I just don't know what I'm going to do.”  I turned to her and I said, if I were you, I would take this personally. Which caused her to laugh. And when I told her, again I get back to transparency, I said, "I may not agree with a decision, but I may never know the choices he had." And so in that situation, Andrew, there may be situations in a Deming company where for whatever reason, there is no transparency, we don't know the options, we don't know what was on the table, all we know is the outcome, and it could be because of, you know, Security and Exchange issues relative to, you know, stock prices, there's, there's all kinds of reasons we may not know.   0:23:03.4 BB: But in that environment, we may, we have to live with it. We just have to say, well, and when I look at it as, and I'm glad you brought that up. Because when I look at it as, there may be decisions, we don't know the choices, we don't know the criteria, we may never know. Instead of agonizing over it, I'd like to think that if we were in the room and knew what they knew and the options they had, we might well make the same decision. And that's something that I became excited about at Rocketdyne was, I didn't have to be in the room for a bunch of decisions, a whole bunch of decisions, I didn't have to be in the room. And what I thought was, if I can help people develop a better and better sense of what a Deming organization, how that operates. And then, and then practice, perhaps, you know, how might they handle a given scenario, and in fact, Kevin's mom, Diana Deming Cahill reached out to me in the late '90s, you know, late '90s, and asked if I would resurrect a Deming Study group for Los Angeles, which existed when Deming was alive, they used to meet at the LA Times.   0:24:51.4 BB: They had invited speakers. And after Deming died it dissolved, and she saw what we're doing within the Boeing sites and asked if I would, you know, work with her to resurrect that. I said sure, I said but here's the deal. When she explained to me how it used to work, invited speakers every month and I thought, that's a lot of work finding a speaker every month. And I said, and it's so easy to be, you know, sit in the back of the room and watch somebody talk I thought. I'm not, I'm not, I don't like that format. And so, a few of us spent a good deal of time coming up with a format. And we went from three hours to two hours and, and then came down to a really neat format that we held for a couple years. We met in two different sites. We met in Canoga Park. We met in the other group met in Huntington Beach where Diana would show up we first we looked at a location there LAX, that wasn't going to work. So we spent the first hour talking about reflections how we're seeing the world through a Deming lens, things that had happened since the last month that we're seeing, that we're seeing differently.   0:26:08.6 BB: That's the first hour. And then the second hour someone would introduce a topic and the topic would be, "How would a Deming organization do X." And what was neat was just to brainstorm. How would a Deming organization go about doing something, that may be way beyond our, our personal responsibility and it just allowed us to play in this space. And, and just, you know, wonder what is, what is going on there. And I throw that out in the spirit of transparency is, it was just to me it was just fun to just practice. How would you deal with, how would you deal with, how would you deal with. And that's what got me thinking that, now going back to, I think that if you get a diverse enough group of people with different experiences and perspectives I think the better they understand, yeah, where Deming and the others are coming from.   0:27:02.5 BB: I think we're going to see a lot of common decision making. And that was for me was very relaxing, that I didn't have to worry about "now they're going to make the right decision." I just thought, if they understand the process, and they use, you know, Edward de Bono's ideas to go through ideas. I thought, the best I can do is say, how did you reach this conclusion, what options did you consider who was involved in the decision making? I can ask those types of questions. I can ask, you know, did you include the supplier did you include... I can ask that. And once I understand that I'd say, if I trust the process. Then I have to trust the result, which goes back to transparency. So I no longer. I mean, that's what parents do - you trust. You raise your kids in a way that you help them develop a sense of a process. And then you just have to live with the results.   0:28:00.8 BB: And same thing as sports. You, I've seen coaches. When I was a youth referee, they're trying to micromanage every minute of the game and I thought it's too late for that you've got to do that at practice. And then once they're playing you just let them go. And that's a demonstration of how well you've prepared them.   0:28:21.6 AS: That's a great, you know, a great one. It's so, it's so amazing to see a team in action and a coach being able to kind of sit back and say now it's up to you. And, you know, I've trained you and everything I can. How would you, how would you wrap this up and provide people with how a Deming organization would apply transparency and maybe give, you know, some one or two ideas about how someone can leave this conversation and bring more transparency back to their organization.   0:29:00.8 BB: I think it's, goes back, to me it goes back to, as a point source within your respective organizations, listening to our podcast, you know, reading articles on, I mean, watching things on DemingNEXT and learning more. And, and yeah. Reaching out and finding people that are, you know, perhaps more knowledgeable than you about Deming's work or Ackoff work. And then Deming once said something about everyone's entitled to a master or mentor or someone, and I was very fortunate to be associated with some brilliant people that worked closely with Deming and Ackoff, and Ackoff himself and Taguchi. I would say, one is, what can you, what can you be doing to improve your understanding, with the appreciation of going off to the Milky Way.   0:29:51.6 BB: And then how can you then practice sharing that with others? Like we did going back to this Gang of Eight and what can be done within your respective organizations to create this group of one, group of two, group of three, group of four. And how might you work together to better appreciate what you think Dr. Deming and Ackoff and others are saying, how you might apply them? How can you support one another? And then, and at least, again, you're gonna have ups and downs, but I don't think there's any substitute for that. And many people I've mentored are solo people within their respective organizations. And what I keep telling them is you've got to find someone else to help you. You can't be the only one in that meeting lobbying for working on things that are good when everybody else is working on things that are bad.   0:30:46.4 BB: It's just gonna sound foolish but imagine being in a situation where you're lobbying for working on something which is good because you want to prevent it from going bad or improve integration. And then someone hears that remark and says, Bill, with all these challenges we have, I can't believe you're going off and doing that. Then imagine you're there in the meeting. And then after that person tries to sidetrack it, you say, "Bill, is that what you were trying to say?" And I say, "no, Andrew, that's not at all what I was trying to say." So you can come to my rescue. And when I'm being shoved aside, I've been in those sessions where I get shoved aside and it takes someone like you to be able to step in and say, Bill, did you say you wanted to do that? I don't think that's what you said.   0:31:10.5 BB: And that's what I would say is, increase the transparency amongst a small group, and then try to increase that transparency. And what becomes a lot of fun is, there are a handful of people at Rocketdyne, we can go into an office of any number of people and take turns exchanging things and reading. And we could see where things are going. And two of us, two or three of us can have a room of 10 and change the course of that conversation because we were incredibly transparent amongst each other. So I just leave it with that, Andrew.   0:32:21.8 AS: Well, Bill, on behalf of everyone at The Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. If you want to keep in touch with Bill, just find him on LinkedIn. As you can see, he responds. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. People are entitled to joy in work. And, are you enjoying work?  

Seit 5 Jahren ist er der Renn-Arzt vom Vienna City Marathon: Dr. Robert Fritz. Am Sonntag des größten Lauf-Events des Landes ist der Sportmediziner zu Gast in Ö3-„Frühstück bei mir“, spricht über neueste Erkenntnisse in Sachen Bewegung, warum Krafttraining viel grössere Bedeutung bekommen hat und welche Krankheiten durch Bewegung geheilt werden können. Der 47jährige "Dr. Marathon" erklärt, warum die Reihenfolge von Lebensmitteln beim Essen einen Unterschied macht, gibt Tipps zum Abnehmen und erklärt, warum Frauen doppelten Output bei gleichem Training wie Männer haben (dieser Beitrag begleitet das Ö3-"Frühstück bei mir" vom 21.4.2024 von 9-11 im Hitradio Ö3).

In Folge 3 dreht sich alles um das Thema Gesundheit und wie du in nur 12 Wochen fit werden kannst. Erstmals mit einem besonderen Gast im Studio: Dr. Robert Fritz, der Experte auf dem Gebiet Sportmedizin und Prävention. Du erfährst, warum Laufen so gesund ist und welche positiven Auswirkungen es auf dich, deinen Körper und deine Seele, haben kann. Sei gespannt auf die Veränderungskraft des Laufens! Außerdem sprechen wir über den Frauenlauf und starten mit dem "Fit in 12 Wochen - Programm", bei dem du kostenlos mitmachen kannst. - Anmeldung zum ASICS Österreichischen Frauenlauf: https://www.oesterreichischer-frauenlauf.at/de/asics-oesterreichischer-frauenlauf/anmeldung- Fit in 12 Wochen: https://www.oesterreichischer-frauenlauf.at/de/training/frauenlauftraining/Fitin12Wochen- Sportordination: https://www.sportordination.com/- Website des ASICS Österreichischen Frauenlaufs: https://www.oesterreichischer-frauenlauf.at/de- Instagram: https://www.instagram.com/oesterreichischer_frauenlauf/- Facebook: https://www.facebook.com/OesterreichischerFrauenlauf- LinkedIn: https://www.linkedin.com/company/12861972/admin/feed/posts/- Strava: https://www.strava.com/athletes/115470088- Host: Florian Reiter, Website: https://www.reiterflorian.at/podcast/ Hier geht es zur Website des ASICS Österreichischen Frauenlaufs: https://www.oesterreichischer-frauenlauf.at/de

Hallo lieve luisteraars, het is weer eens tijd voor een bonusaflevering met host Berthold en producer Diede. We blikken terug op de afgelopen tijd en kijken vooruit. Berthold reflecteert op alle gesprekken die hij gevoerd heeft en Diede leest (met iets te veel plezier) negatieve feedback voor van luisteraars. Verder gaan we uitgebreid in op de vraag: hoe ga je om met een negatief zelfbeeld?  En deelt Berthold een gouden boekentip. De aflevering is trouwens sowieso doorspekt van tips, dus alleen al daarom de moeite waard om helemaal te luisteren.Heb je vragen, meningen of gewoon iets leuks te melden na het beluisteren van deze aflevering? Mail ons via contact@omdenken.nl. Dat waarderen we zeer!

In der heutigen Podcast Episode ist der Sportmedizner Dr. Robert Fritz zu Gast - er führt in seiner Sportordination in 1080 Wien regelmäßig Leistungsdiagnostiken auf dem Rad oder Laufband durch.

Chapter 1 What's The Path of Least Resistance Book by Robert Fritz"The Path of Least Resistance" is a book written by Robert Fritz. It was first published in 1984 and has since become a popular guide for individuals looking to create a more fulfilling and successful life.In the book, Fritz explores the concept of structural tension and how it can be used to create the desired outcomes in different areas of life, such as career, relationships, and personal development. He argues that people often get stuck in patterns of behavior and thinking that hinder their progress and limit their potential.Fritz introduces the idea of working on "structural tension" rather than applying force or pressure to achieve desired results. He explains that by understanding the underlying structure of a particular situation and identifying the leverage points, individuals can make small changes that have a significant impact.Throughout the book, Fritz provides practical examples, exercises, and case studies to help readers apply the concepts to their own lives. He also delves into topics such as creativity, self-confidence, and the importance of taking ownership of one's life."The Path of Least Resistance" is a guide for individuals who are looking for a new approach to personal growth and success. It is widely regarded as a valuable resource for those seeking to create positive change in their lives by understanding and leveraging the natural forces at work.Chapter 2 Is The Path of Least Resistance Book A Good BookOpinions on whether a book is "good" can vary greatly depending on individual preferences and needs. Nevertheless, "The Path of Least Resistance" by Robert Fritz is generally well-regarded and has received positive reviews from many readers. The book explores the concept of creative tension and provides principles and strategies for overcoming obstacles and achieving desired outcomes. It is particularly helpful for those seeking to enhance their creative capabilities and improve their problem-solving skills.Chapter 3 The Path of Least Resistance Book by Robert Fritz Summary"The Path of Least Resistance: Learning to Become the Creative Force in Your Own Life" is a self-help book written by Robert Fritz. The main premise of the book is that individuals have the power to shape their own lives and achieve their goals by understanding and utilizing the principles of creative thinking.Fritz argues that traditional goal-setting methods often lead to disappointment and failure because they focus on the end result rather than the creative process of reaching that result. Instead, he suggests that individuals should focus on their core desires and aspirations, and then take small steps towards manifesting those desires by aligning their actions with their vision and values.Fritz introduces the concept of "structural tension," which is the gap between a person's current reality and their desired reality. He emphasizes the importance of embracing and utilizing this tension to propel oneself towards their aspirations. By constantly assessing their current situation and adjusting their course of action accordingly, individuals can overcome obstacles and achieve their goals in a more organic and fulfilling way.Throughout the book, Fritz provides examples and practical exercises to help readers apply the principles of creative thinking to their own lives. He encourages readers to question their beliefs, think outside the box, and challenge conventional wisdom in order to break free from limiting patterns and reach their full creative potential.Overall, "The Path of Least Resistance" is a guidebook for individuals seeking to tap into their own creativity and shape their lives in a

Robert Fritz is an accomplished composer, filmmaker, also an organizational consultant for some of the largest companies in the world. He is the author of many books such as “the path of least resistance” and he has developed the creative process. In today's conversation it's all about:

Katharina arbeitet seit über 20 Jahren als zertifizierte Structural Consultant, im 1:1, mit Coaches aber auch Strategie Arbeit in Organisationen und co-leitet die “Fundamentals of Structural Thinking” Seminare von Robert Fritz, und bildet angehende Structural Consultants aus. Im heutigen Gespräch geht's um:

In this episode of the Impostor Syndrome Files, we talk about relationship building. While relationship-building tends to happen more naturally than we think, many of us hesitate to reach out and build connection with others due to self-doubt and other fears. My guest this week, Ingrid Goldbloom Bloch, excels at relationship building. Here she shares insights and practical tips to help us feel more comfortable building relationships.About My GuestIngrid Goldbloom Bloch is a sought-after career development leader, trainer and speaker with 20+ years of experience working at the intersection of design thinking, cognitive psychology, career counseling, and coaching. Through her business, Mosaic Careers, Ingrid has helped over 5,000 people transform their careers and expand their businesses. Her sweet spot is helping people see patterns and possibilities where they hadn't before, leading to career and business transformation.Ingrid works with a globally diverse population of clients across a wide range of backgrounds and sectors. When working with individuals she helps them identify and secure meaningful work, manage difficult work situations and create career growth opportunities within or outside of an organization. When working with organizations, she helps leaders engage, inspire and retain their workforce.Ingrid is not a typical career counselor, trainer and coach. In addition to her business training, she is an internationally recognized artist with a specialty for giving new life to recycled/upcycled/everyday items. Her ability to transform objects into something entirely new, is the same process she uses coaching clients on creative ways to reimagine their careers and businesses.Ingrid holds a Master's degree in counseling psychology from Lesley University and a dual, bachelor of science degree in communication arts and psychology from the University of Wisconsin-Madison. She received advanced graduate training in career development from the John F. Kennedy School and is trained in structural consulting from Robert Fritz, Inc. She is also MBTI certified and Master Certified in TypeCoach. ~Connect with Ingrid:LinkedIn: https://www.linkedin.com/in/ingridgoldbloombloch/ ~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/Learn more about the Leading Humans discussion group:https://www.kimmeninger.com/coachingJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

Reading is a huge passion of mine as I am really interested in the insight of others. I love to learn about people's stories and their lives.  I'm driven to read due to a fascination of people's journeys. In this episode I am sharing with you my must reads for this summer, in my view these books are interesting, insightful and provide much food for thought – I hope you will agree! I have also suggested some YouTube videos & podcasts, both are a valuable resource to me and provide access to some great minds and points for discussion. So lay back on your sun lounger and enjoy working your way through my recommendations, and don't forget to let me know what you think.  You can email me at hello@theretirementcafe.co.uk or use the links below to connect. USEFUL LINKS How They Succeeded Life Stories of Successful Men Told by Themselves, by Orison Swett Marden (98p on Kindle) https://amzn.to/46q0t50  The Path of Least Resistance: Learning to Become the Creative Force in Your Own Life, by Robert Fritz (on Audible) - https://amzn.to/3Xu40uU  A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market, written by Edward O. Thorp - https://amzn.to/3CRUEzJ  Change Your Brain: Neuroscientist Dr. Andrew Huberman | Rich Roll Podcast, on YouTube: https://youtu.be/SwQhKFMxmDY  Walter Isaacson Elon Musk Twitter Space FULL – Video on YouTube: https://youtu.be/-yhuiovST4A  Steve Jobs: The Exclusive Biography, by Walter Isaacson - https://amzn.to/44j7V0x  Leonardo Da Vinci, by Walter Isaacson - https://amzn.to/3Ny36sJ  Practical Tax Planning For Property: Jargon-free advice for investors and developers, by Alan Pink - https://amzn.to/46qnswN The Essays of Warren Buffett: Lessons for Corporate America, by Lawrence A Cunningham, Warren Buffet - https://amzn.to/3NUiuRy  Podcast: The Diary of a CEO with Steven Bartlett, on Apple Podcasts - https://podcasts.apple.com/gb/podcast/the-diary-of-a-ceo-with-steven-bartlett/id1291423644  CONNECT WITH ME Thanks for checking out my YouTube channel - I'm Chartered and Certified Financial Planner Justin King and I help people to retire successfully.

DAILY FOCUS: OBTAINMENT: There's an automatic process going on in our brains directed by our egoic construct. It's the ongoing desire to obtain. Obtainment by definition is The act of obtaining or acquiring.something with voluntary action. Let's unpack and become conscious of the fact that we are in full control of the obtainment of our current reality.   Resources for today's Rise Up: The Path of Least Resistance by Robert Fritz: https://a.co/d/9IqyFfD   JOIN THE RISE UP CHALLENGE: - Wake Up at 5am est - Read for 15 min - Journal for 15 min - Shower, get dressed and check in live at 8:00am est here for Rise Up Focus   Awakening each day is no longer a luxury. It's critical.   Sponsors: * Karmaminds Podcast: Get into the float state with Karmaminds meditation and gear. https://podcasts.apple.com/.../karmaminds.../id1548914205 * Arkana Spiritual Center: Number one rated Healing Center rated by AyaAdvisors https://www.arkanainternational.com #arkanaspiritualcenter #ayahuasca FOR LIVE STREAMS: - FB: https://www.facebook.com/riseupwithdragon - IG: @DrJCDoornick

TODAY'S GUEST   David Peter Stroh is the bestselling author of Systems Thinking for Social Change: A Practical Guide for Solving Complex Problems, Avoiding Unintended Consequences, and Achieving Lasting Results.   For the past 40 years, David has helped leaders to apply systems thinking to organizational strategy, and achieve breakthrough, sustainable change. He is a founding partner of the influential consulting firm Bridgeway Partners, a faculty member of the Academy for Systems Change, and a charter member of the Society for Organizational Learning.   EPISODE SUMMARY   In this conversation we talk about: How he was exposed as a child to both natural and urban complexity growing up in Inwood, at the very northern tip of Manhattan, NY. How he fell in love with transportation systems, but ended up studying Organization Development at MIT. How his search for greater impact and a seat at the table led him down the Systems Thinking path, and eventually to founding a consulting firm alongside Charlie Kiefer, Robert Fritz, and Peter Senge, later of The Fifth Discipline fame. We also discuss: What's a system, and what's systems thinking? Why do complex systems often yield unintended consequences? What are the benefits of systems thinking, especially in the world of impact? What does it tell us about wealth inequality and poverty? And why David has come to see systems thinking as an almost spiritual practice?   David's book and his blog are must reads for anyone interested in making deep and lasting positive impact, and avoid undesirable consequences. And this conversation can serve as a good, and I think, exciting intro to the topic.   So let's jump right in with David Peter Stroh.   TIMESTAMP CHAPTERS   [3:34] Life During Covid [6:00] The Advantages of Various Points of View [12:17] The Birth of Innovation Associates [18:05] Defining Systems Thinking [22:57] The Role of Intent In Systems [33:32] The Benefits of The Systems Thinking Approach In Creating Change [42:56] The Spiritual Aspects of Systems Thinking [59:03] A Sermon for Those Who Wish to Create Change   EPISODE LINKS David's Links

Rosalind Fritz had a successful career in the performing arts as a singer, went on to build her own psychotherapeutic practice, to then in the 80s join Robert Fritz's company - who became her husband - and till today they work together. Rosalind is a master structural consultant and director of the Structural Consulting Certification Program. "The most unselfish thing to do is live a life based on truth." - Rosalind Fritz In today's conversation she warmly invites us:

If you ever get into an oscillating back and forth pattern just when you think you will make forward progress, this episode can help. The problem can't be fixed by working harder but by looking first in the mirror. Books and Essays:Your Life as Art, by Robert Fritz. Especially Part III which deals with "Structural Imprinting." He makes some difficult concepts much easier to understand."Miswanting: Some Problems in the Forecasting ofFuture Affective States"CitationGilbert, D. T., & Wilson, Timothy D. ”Miswanting: Some problems in the forecasting of futureaffective states.” In Thinking and feeling: The role of affect in social cognition, edited by JosephP. Forgas, 178-197. Cambridge: Cambridge University Press, 2000.Permanent linkhttp://nrs.harvard.edu/urn-3:HUL.InstRepos:14549983Terms of UseThis article was downloaded from Harvard University's DASH repository, 

In de Omdenken Podcast blijken onder veel problemen uiteindelijk hardnekkige negatieve zelfbeelden te liggen. Veel podcastgasten vinden zichzelf diep van binnen dom, egoïstisch, lui, waardeloos en nog veel meer verschrikkelijke woorden. Waar komt dat door? En hoe kom je erachter wat jouw pijnwoord is? En hoe ga je daar vervolgens mee om? In deze speciale editie van de Omdenken Podcast bespreken we stap voor stap hoe je daar antwoord op krijgt.Shownotes:

Um das Immunsystem zu stärken, greifen besonders im Herbst und im Winter viele Menschen zu Vitaminpräparaten, etwa in Form von Vitamin C, Vitamin D oder Zink. Doch die Wunderpille, die das Immunsystem boostet und uns gesünder macht, gibt es nicht, sagt der Sportmediziner und Ernährungsexperte Robert Fritz in einer neuen Folge von "Besser leben". Er erklärt, wann eine Supplementierung tatsächlich sinnvoll ist, wie man die Präparate richtig einnimmt – und womit man jetzt sein Immunsystem tatsächlich unterstützen kann.

In today's episode we will get a better handle on the worst kind of pressure -- the self-inflicted kind. What makes this kind of pressure so bad is that you can often believe it is being created by others but again, it is the guy or gal in the mirror who is the culprit. Please listen and use these suggestions. I also referred to Robert Fritz, Your Life as Art, p. 189.

The Netflix juggernaut, Stranger Things, is built around the concept of the Upside Down – a dark, twisted reflection of our world. Yes – today, we're talking CONTRAST. In his first book, Maps of Meaning, Professor Jordan Peterson describes how contrast motivates us. "Our most fundamental maps of meaning – maps which have a narrative structure – portray the motivational value of our current state, conceived of in contrast to the hypothetical ideal, accompanied by plans of action." If you need to read that twice, go ahead. The insight is simple. Our actions are relentlessly driven by the contrast between where we are and where we want to be ... whether what we want is a coffee, a new job or a new relationship. Robert Fritz (who I mentioned in post 4) calls this imbalance "structural tension". This is why the best business storytellers, influencers and persuaders understand that they are in the contrast creation business – the real world versus the Upside Down. What would you prefer? Your life as it is, versus your life with this new product, position, knowledge, talent, ability, respect or status? Remember, great business stories FLOW towards audience action. Flow is powered by TENSION. Tension can be engineered by asking questions and creating clear contrast. But there's something else going on here, something hinted at in Peterson's words above ... It speaks to the foundational power of storytelling, and we'll get into it tomorrow ... Nick ------------------- The Stories Mean Business podcast with Nick Warren. One Idea A Day, Every Day. Get deeper into business storytelling: https://storiesmeanbusiness.com/storybusiness/ https://storiesmeanbusiness.com/podcast

Business storytelling techniques: 4/30 - Tension Yesterday, we saw the power of FLOW in storytelling. Without it, we sacrifice momentum and persuasion. But what creates flow? According to award-winning filmmaker and creative consultant, Robert Fritz, it's the force that powers all change. Tension. "A basic principle found throughout nature is this: Tension seeks resolution. From the spiderweb to the human body, from the formation of the galaxies to the shifts of continents, from the swing of pendulums to the movement of wind-up toys, tension-resolution systems are in play." As we've seen, strong stories begin with a TRIGGER that throws the world out of balance. At the start of Casablanca, Ilsa walks into a bar owned by the man she loved and abandoned. Cue huge tension. Over the next 100 minutes the tension ebbs, flows, builds to a climax and finally releases with one of cinema's all-time greatest lines. It's a brilliantly constructed story, but IN BUSINESS STORYTELLING, we do it differently. Great business stories – emails, presentations and speeches – build to their climax and leave the tension right where it is. Because when we seek to influence or persuade, we want the final resolution to be in the hands of our AUDIENCE. Along with a simple promise. If you do this thing, your tension will release. Which is why ENDINGS are so important. And why we'll get to them tomorrow. — This is Business Storytelling Technique 4/30. Follow me to get the daily series. Question: If Fritz is right, every action we take (from getting our coffee to choosing our soulmate) is driven by tension. Is that true?

This was 10 years ago where I covered sales structure as written by Robert Fritz, the author of "The Path of Least Resistance". --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/321takecontrol/message Support this podcast: https://anchor.fm/321takecontrol/support

Join my Momentum Makers Inner Cirlce - Click HERE      Robert Fritz is an accomplished composer, filmmaker, and writer, and he is also an organizational consultant for some of the largest companies in the world.    Robert began to see that the very same process that creators use to create music, painting, sculpture, dance, drama, film, poetry and literature could be applied to the way people live their daily lives, that it is possible to approach the life building process in exactly the same way – as if it were a work of art. He went on to develop his first course to teach people to use the creative process in their lives and later began to train instructors in his approach. Since then, more than 80,000 people throughout the world have taken trainings developed by him.   His first book, The Path of Least Resistance, became an international bestseller. A true classic, it details how a person can utilize the creative process and the knowledge of structure to create their life according to their highest aspirations and deepest goals. You can see my notes & recap on Robert's book Your Life as Art HERE.  Key Takeaways  Your life is art, go create it.  Your life structures determine your outcomes. We do not choose what we love but you need to build the foundation of your life around your true desires.  You must face reality and see it clearly.  Please don't waste your time trying to like what you don't like. Instead, make strategic choices about what's more important to you, and what's less important to you.  Clarity about what you want to bring into being simplifies your life, while opening a source of strength to tackle all the secondary choices that may be needed to accomplish your goal. How do you reach such clarity? You decide for yourself what you will let your life be about. You have the prospect of bringing out the highest potential in the circumstances of your life, even when the situation may be difficult at first.  Episode in one sentence: Understand what you want to create • Know reality • Establish structural tension • Eliminate the concepts you have built into your life. You Unleashed Course  50% off You Unleashed is an online personal development course created by Sean DeLaney after spending years working with an interviewing high achievers.The online course that helps you ‘Unleash your potential'! You Unleashed teaches you the MINDSETS, ROUTINES and BEHAVIORS you need to unleash your potential and discover what you're capable of. You know you're capable of more and want to bring out that untapped potential inside of you. We teach you how. Enroll Today & Receive 50% off by using code “WGYT”- Click Here Subscribe to my Momentum Monday Newsletter Connect with us! Whatgotyouthere TikTok YouTube Twitter Instagram   

Robert Fritz is an accomplished composer, filmmaker, and also an organizational consultant for some of the largest companies in the world. He is the author of many books such as “The Path of least Resistance” and has developed the creative process, a revolutionary program for creating anything, from a functional kitchen to a computer program, to a work of art. In this conversation Robert Fritz looks back on almost 80 years of life & shares:

Ab wann darf ich nach einer Corona Infektion wieder Sport betreiben? Was genau darf ich machen? Welche Risiken gibt es? Diese Fragen beschäftigen Menschen, die sich viel bewegen, natürlich sehr. Endlich gibt es wieder Wettkämpfe, es juckt uns in den Füßen, an diesen wieder teilzunehmen und dann...Ist dein Corona Test positiv. Wann und wie du wieder in dein Training einsteigen kannst, beantwortet dir heute der Sportmediziner Dr. Robert Fritz. • Mehr zu Dr. Robert Fritz: https://www.sportordination.com/team/dr-med-univ-robert-fritz/ • Der Artikel zur Episode: https://www.beatrice-drach.com/sport-nach-corona Mehr von und zu meiner Person: • Das Buch 'Wirf die Waage in den Müll': https://bit.ly/3fYFvQC • Das Buch "kleine Fußschule": https://t1p.de/crlb • Die Facebook-Gruppe: https://bit.ly/3dLW3cG • Der YouTube-Kanal: https://t1p.de/6bpd • Instagram: https://www.instagram.com/drach_beatrice/

Do you ever get cold creatively? Do you ever get burned out? From time to time everyone does. This happens more when you don't know to build a fire and keep the fire going in your creative process  So today I want to teach you how to NOT QUENCH THE FIRE WITHIN YOU.Creating by Robert Fritz is a great book for learning more about this and other helpful concepts. 

One of the ironies of productive, goal-oriented people is that we can lose focus very easily. And when that happens it is easy to feel like we don't quite know what to do next.  Today's episode will help you create momentum, imagination, and energy. Creating, by Robert Fritz is an excellent book on this topic. it can be hard to understand but is worth the time you invest. 

Wer fit sein möchte, muss nicht unbedingt sportlich sein: Wer anfängt, mehr zu gehen, hat schon viel geschafft. Der Sportarzt Robert Fritz erklärt, wie sich der Körper eines fitten Menschen von dem eines nicht fitten unterscheidet - und warum erstere besser leben, schlafen und mit Stress umgehen können.Robert Fritz ist Sportarzt und Teil der Sportordination in Wien. Zur entgeltlichen Einschaltung: Mehr Infos auf aspirin.at Musik: Something Elated by Broke For Free, CC BYfür deep dive: A Human Being by Andy G. Cohen, CC-BYBeatbox am Ende: Azad Arslantas

In their first podcast of 2022 Scott and Greg sit down and talk about Scott's impressions about the new USFL and the news conference he attended in Birmingham for the hub city in season one of the fledgling league. After which, Scott and Greg talk with PFRA and CFL historian Ryan Christiansen to discuss his newly published book Border Boys, about the men who brought Winnipeg their first Grey Cup championship. Available in both the United States and Canada, the book details the history of Canadian football prior to the official start of the CFL when rugby unions governed the sport and how Canadian football evolved and was influenced by American innovations. With an in-depth discussion of how football on the continent evolved, Ryan introduces readers to the American and Canadian matchups that predated the NFL/CFL exhibitions of the 50s and 60s. Further, the book details the football legacy and traditions of North Dakota State University, Concordia College, Minnesota State University Moorhead, and University of North Dakota, and the contribution of the "Swede Belt's" Robert Fritz, Fritz Hanson, Bud Marquardt and Herb Peschel to the total Canadian/American team effort that was the 1935 Grey Cup champion Winnipeg Winnipegs of the Manitoba Rugby Football Union.

In their first podcast of 2022 Scott and Greg sit down and talk about Scott's impressions about the new USFL and the news conference he attended in Birmingham for the hub city in season one of the fledgling league. After which, Scott and Greg talk with https://twitter.com/borderboysbook (PFRA and CFL historian Ryan Christiansen) to discuss his newly published book https://borderboysbook.blogspot.com/ (Border Boys), about the men who brought Winnipeg their first Grey Cup championship. Available in both the https://www.amazon.com/dp/B09QG55V9K (United States) and https://www.amazon.ca/dp/B09QG55V9K (Canada), the book details the history of Canadian football prior to the official start of the CFL when rugby unions governed the sport and how Canadian football evolved and was influenced by American innovations. With an in-depth discussion of how football on the continent evolved, Ryan introduces readers to the American and Canadian matchups that predated the NFL/CFL exhibitions of the 50s and 60s. Further, the book details the football legacy and traditions of North Dakota State University, Concordia College, Minnesota State University Moorhead, and University of North Dakota, and the contribution of the "Swede Belt's" Robert Fritz, Fritz Hanson, Bud Marquardt and Herb Peschel to the total Canadian/American team effort that was the 1935 Grey Cup champion Winnipeg Winnipegs of the Manitoba Rugby Football Union.

Q and A with Laurel and Laurel Answering questions from listeners this week! How does this work help to address issues such as major changes? How do you address fear and loss with these life transitions? AND “It's Not My Problem” “How can we not jump in when it's not our problem?” Moving consciously through life change, how to deal with the emotions that changes can stimulate or trigger, and learning to stop over-functioning in relationships - we speak into these challenging issues that many of us encounter as we live into the beautiful work. Links mentioned: Laurel Holland recommended the book, The Path of Least Resistance by Robert Fritz. The email to send questions to Laurel Boivin is laurel@fluxflowcoaching.com and for Laurel Holland - laurel@liveyourinnerpower.com Cohost/Guest Info Laurel Holland's mission is to help connect individuals with their own deep inner peace. As a meditation and Tai Chi instructor she spent years guiding students in the practices of internal relaxation, mindfulness and empowered choice. Through Life Coaching Laurel helps her clients remove the inner chains holding them back so they step into their power and consciously create the lives they desire. Her book, Courageous Woman, and her publication, Live Your Inner Power, the Journal, teach women the eight foundational practices that she believes are the main tools in creating transformation from the inside out. Laurel loves gardening, creating beautiful, sacred spaces and showing you the beauty that lives inside of your soul. Laurel Boivin, life coach and founder of Flux+Flow Professional Coaching, helps high-performing professionals overcome overwhelm and disillusionment by increasing self-awareness and shifting perspective to improve performance, increase personal contribution, and experience a greater sense of fulfillment and purpose. Laurel began coaching after a 30-year corporate career. A Reiki master and yoga practitioner, collector of sea glass and antiques, she lives in New Hampshire and summers in Maine.

This milestone, fiftieth adventure is taken in the company of Taylor’s friend and mentor In creative orientation, William Whitecloud, the international bestselling author of three books including his latest, ‘The Secrets of Natural Success’, which gives you the secrets to succeed with your natural innate talents, ability and genius. The pair have a hero’s journey of a conversation about adventure, self-discovery, self-expression and how to create your own destiny, your own life using alchemical principles and creating as an orientation. KEY TAKEAWAYS There is some kind of obvious need to physically go further than what you know. We’d never have evolved from the valley we were in of we weren’t curious. Technologically, geographically and biologically – how we’re grown and how strong we are – we’ve developed that through adventure, curiosity and exploration. Every human being has something in common, we’re all born on the wrong track in life. By that I mean we come into life, have experiences and figure out what it is, we also have negative experiences and learn to avoid them. Those ideas will cause us to take on an idea of who we should be, to protect ourselves, but that’s not in line with who we really are. We get our need of danger, excitement and risk from jumping out of an aeroplane, watching a horror movie. It’s quite easy to get your thrills vicariously in this modern world. You can get a great sense of satisfaction from following a sports team, when they lose, you’re upset but when they win, you’re the hero despite not ever playing for them. The hero’s journey: A child is born of a powerful lineage and get lost/hidden from who they are, living a mediocre life until they are restored to live out their greatness. We’re not meant to stay on the wrong track in life. But most people don’t live out their journey, most are living out their shadow life, accommodating their ego. Often the painful, torturous experiences of initiations, which look horrible and cruel. But, whatever happens was to drive in the teaching of the group, so you never forget the teaching. BEST MOMENTS ‘I still think the biggest adventure is the adventure of oneself.’ ‘Men would rather go to war, kill or be killed, than face what is dysfunctional or limited about themselves.’ ‘The refusal of the call is the conditional nature of taking on the adventure. You’re not in control of the circumstances.’ ‘You need to understand the nature of what you’re going through to better go through it.’ ‘If you want to make people unhappy and unsuccessful in life, just give them a list of people they should look up to and ways they should be.’ VALUABLE RESOURCES The Adventures Of Self Instagram: https://www.instagram.com/the.adventures.of.self/ Facebook: https://www.facebook.com/The.Adventures.of.Self ABOUT THE GUEST William Whitecloud was born in a small African country called eSwatini, where his parents were carving a 35,000 acre sugar and citrus estate out of virgin bushland. Growing up in such a wild and remote part of the world was to influence his character and personality in many ways, but the most enduring effect that time had on him came from being immersed in the supernatural worldview of the tribes people around them. William seemed to live in an enchanted world where a host of entities and elemental forces wrestled each other for control over the fate of every living thing. He says: Life for me was an endless romp in the Garden of Eden, until I was eight years old, when I was packed off to a succession of Christian orientated boarding schools in the colonial education system. It was forcefully impressed on me that my free spirited nature and heathen superstitions were of no value to the socio-economic machine I was being conditioned to fit into. Ten years later I left school, cured of my innocence and wonder, and thoroughly convinced I had no choice but to find my place within the rational order of Western civilization. But my heart was never in it. I was a conscript, not a volunteer. His first real job was working for a South African commodity trading company, where his indoctrination into the perception of capital as the prime mover behind life was sealed. In 1983, he immigrated to Australia and switched from trading physical commodities to speculating on global financial money markets. Ironically, his trading mentor in Australia was a highly successful analyst and trader given to using profoundly esoteric methods for predicting market movements. Having his eyes opened to the supernatural phenomena that held sway over these giant markets re-ignited his childhood fascination of hidden forces at play in the world. Yet this window into the mystical nature of the universe did nothing to free William from his disillusionment with an existence that seemed designed solely to fulfill societal expectations. In quick succession he developed substance abuse problems, lost all his money, his marriage broke down, and he was diagnosed with a supposedly incurable life threatening illness. With his life at rock bottom, his attention turned from merely observing phenomenon at work outside of himself to seeking ways in which he could practically apply magic to create what he truly wanted: a life rich in health, wealth, love and creative expression. This search brought William into contact with the alchemical principles of Hermetic Philosophy and the ideas of Robert Fritz, founder of Technologies For Creating. Both modalities pointed to the premise that we subconsciously create our own reality and that there is a way in which we can direct the subconscious mind to create the reality we choose. As he delved into these superbly effective principles for reconnecting with and manifesting what is truly important to the human spirit, he made the most startling discovery: that the sad story I just told you about myself was just that – a story. It all really did happen, but it was simply the unfolding of a script he himself had written. Thankfully, this was not the sum total of his revelation. He also discovered that he could make up a new story, one that reflected his true potential. Watching every area of his life rapidly healing and prospering, as he applied his new understanding, confirmed to him what he had believed as a child. Life is magic. In 1996, inspired by the momentum of my own self-transformation, William founded a program called Living From Greatness, a personalized course dedicated to empowering participants in discovering and living their authentic nature and potential. While continuing to be involved in the LFG program, and more lately the Natural Success project, he has worked one-to-one with thousands of people, coaching them in bringing their dreams into reality. His twenty five-year search to discern the essence of what it takes for people to connect with and live effortlessly from their creative spirit forms the basis of his three books, The Magician’s Way, The Last Shaman and Secrets of Natural Success. He now live in Santa Monica, California, where he devotes hus time to writing and developing movies, enjoying his family and letting life unfold by magic. https://naturalsuccessacademy.com/ Instagram: @williamwhitecloud ABOUT THE HOST Taylor Roark is the founder of Galliant Trainings, which guides and facilitates individuals and organisations in Creative Purpose. He has worked variously as a school bus driver, a blacksmith, a Wall Street lawyer and a developer of offshore wind farms. He has lived on 3 continents, travelled to more than 50 countries and currently resides in London, England. Taylor is a keen cyclist, an amateur photographer, an alchemical writer, a weekend DJ and a Taoist at heart. He chooses to live life as a mythical adventure. “The adventure you seek in life is yourself!” CONTACT METHOD Website: https://www.galliant.life/ LinkedIn: https://www.linkedin.com/in/taylor-roark-a852169/ Instagram: https://www.instagram.com/thetaylorroark/ Clubhouse: https://www.joinclubhouse.com/@galliant.lifeInstagram: https://www.instagram.com/the.adventures.of.self/See omnystudio.com/listener for privacy information.

Are you curious how great coaches think, what they listen for and how they decide what questions to ask? In this episode, Michael dialogues with veteran professional coach Floris Rommerts about how he uses dialogic coaching, storytelling and Robert Fritz's theory of Structural Dynamics in his coaching practice. In the process, Floris shares a fascinating glimpse of what goes on in the mind of a coach during a coaching conversation.

Evan Smith is the principal and CEO of Metamorphosis Management Group. He's a catalyst, trusted advisor and coach to senior leaders. In this show you can learn lots of practical change ideas and leadership hacks including: How the pace of change is unlikely to slow down Why comfort stifles curiosity and creativity The importance of shifting conventional thinking Why compassion is essential for future change leadership Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Evan below: MMG Website https://metamg.com/ Evan on LinkedIn https://www.linkedin.com/in/cesmith/ Evan on Twitter https://twitter.com/cesmith_   Full Transcript Below ----more----  Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Joining me on the show today is Evan Smith. He's the principal and CEO of Metamorphosis Management Group. He's a catalyst, sleeves rolled up trusted advisor and coach to senior leaders and executives. But before we get a chance to speak with Evan, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: For many of us, 2021 feels really hopeful. It's a new year, we have opportunity and presents itself with us to have a reset and a fresh start. And although it's really important to be positive and upbeat, we need to keep moving forward. Leaders however, still need to be managing teams, have different perspectives and different emotions through times of crisis. And therefore, we've got to foster that agility in team resilience to roll with the punches. As the “Twitterverse” puts it. We're not just working from home. We're working at home and during a crisis trying to work, and over the past year, crisis mode has become business as usual for most of us, even the most fortunate among us, maybe struggling in some way and knowing this, good leaders everywhere still are under pressure to fix situations for their teams. Well, guess what? You can't fix this crisis and that's okay. Even if you don't have control over the conditions or the fallout from the ongoing public health emergencies, the apparent social justice around the world, the economic crisis, you do have control over building and supporting your own team and your own personal resilience. In an article for entrepreneur, Shelley Osbourne calls a number of ways to be a good leader in an ongoing crisis, and I've called out five. One, acknowledge you can't solve everything. Many leaders are stressed out knowing that their teams feel isolated and anxious and may be grieving or stretched thin through work, childcare, homeschooling, looking after elderly friends and family. The fact that you know, what your team members are struggling with, means you know, you can be constantly checking in with them and that's a job well done. Although you can't fix how they are feeling, the very act of asking how they're feeling can create the space for one-to-one and meetings with them. It is supportive and effective and will help them figure out how to problem solve. So rather than trying to solve every problem, having ensuring emotional intelligence will go a really long way. Check out Daniel Goleman work by the way, on Emotional Intelligence, it's still mega. Number two, support a psychologically safe working environment. A psychologically safe environment is one where employees and colleagues and coworkers feel safe, comfortable, included, and can share perspectives and challenges without the fear of repercussions in making mistakes. Amy Edmondson, Harvard Professor and author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Links psychological safety to innovation and business success. In addition, feeling secure to speak one's mind in particular is really important today for helping individuals cope with different ways of what's going on in the world. For example, a safe place makes it all right for someone to say, I need a break. I'm too upset. I need help. Team members will not perform, will not do-good work if they're feeling under pressure. And therefore, it's really important to clearly communicate to your team how wellbeing and mental and physical health is a top priority. The last one I've called out, number three, create the space to learn through challenges. For me learning is a way to process challenges and is my path forward during uncertainty. Unfortunately, with everything going on with organizations around the world, many employees, either feeling like they don't have time to set aside for learning, or they need to look too busy, you felt they can't take a break to learn. Fear about furloughs or cut backs, permeates either through the healthiest of businesses. Learning shouldn't be thought of as a break, but as an essential part of a career. Signaling value can go a long way in creating time for space, for learning with teams. As a leader by you modeling that learning behavior as part of the job, you create a great learning environment. Have a think every day, what have been your wins and what have been your learns? And if you ask each of your team the same question as a leader, you can gather great momentum and great learning cultures and foster a great learning culture. So, the leadership lesson here is to remember that you don't have to be the font of all knowledge and you don't have to have all of the solutions and therefore creating a culture of learning, inclusivity and communication, or really help people work through what it is they're dealing with in this ongoing period of change. That's been The Leadership Hacker News. If you do have anything that you want our listeners to hear that you think could be fun, interesting or insightful, please get in touch.   Start of Podcast   Steve Rush: I'm joined on today's show by Evan Smith. He's the principal at Metamorphosis Management Group. He's a keynote speaker, a team member of the world-renowned Kotter Inc. The firm founded by John Kotter. He's also a program leader with Box of Crayons. Evan, welcome to The Leadership Hacker Podcast. Evan Smith: Steve, thank you. It's a pleasure to join you today. Steve Rush: Really looking forward to getting into the world of change and what that really means for us from a leadership perspective, but also internally as an individual. But before we get into that, perhaps you can give our listeners a little bit of a backstory as to how you've ended up doing what you're doing? Evan Smith: Sure, and it's a story that really starts at the beginning of my professional career. I was good with math and science. Ended up completing university degree in engineering and ended up inside of renowned fortune 500 company doing information technology and I.T. work. In that early experience, and I don't know if you or your listeners might remember that moment where you step out into the world for the first time. Steve Rush: Sure. Evan Smith: New in your career as a professional person. Steve Rush: I remember it well. Evan Smith: Hopes and aspirations for the future, uncertainty, et cetera. I was carrying all of that with me and stepped inside this organization with great hopes. And within three weeks was in the pit of despair, convinced I've made a terrible choice. Our organization didn't work very well. Lots of conflict internally, conflict externally. We weren't doing a very good job delivering for customers and long story short. It was a moment of discovery for me. I was entirely, both sort of grappling with what I should personally do next, but also grappling with, why wasn't this working? in this well-resourced professional clearly top tier organization. Why wasn't it working better? It sorts of sent me off in a direction that I did not expect. Steve Rush: And was it that observation that you had at that time that gave you that spark or that curiosity to pursue what you do now? Evan Smith: Absolutely, it led me into looking at what is it that helped some organizations in some circumstances to perform really well, really capably, where individuals and teams and organizations at a whole. Where they rose to the occasion, and it just did unbelievable things. And then on the other side, why in certain instances with all of the right assets, other people, teams and organizations, really didn't perform at all. Really missed the mark, it became a point of exploration really that has set the course for the rest of my career from that point. Steve Rush: And often entrepreneurs have that little epiphany that goes on that sends them in a different direction. Evan Smith: Yes. Steve Rush: You are now the principal of The Metamorphosis Management group or MMG. Tell us a little bit about what the focus is of the key work that you do now and the work that you do with some of the partners you work with? Evan Smith: Yes, thanks. So, we are involved in helping support, change and transformation in organizations. And I would say leaders who are involved in that. So, I spent about the first half of my career after that sort of pivotal moment with that leading from working inside organizations in a variety of roles, working my way up to some leadership positions. So, I spent about the first half of my career there. Second half has been in consulting, coaching and change work. And our focus now at MMG is really around helping leaders who are facing a big change with their organization, helping them to get in the game, to both design and carry out an effective change effort, but also to really experience and model the same sort of change and learning that they're asking others to undertake as the work unfolds, we help people see patterns, help people respond to those patterns and ultimately make changes in your individual behavior as a leader that help you get this sort of outcomes in the organization that you need to get. Steve Rush: I don't know if you find this, but certainly in my work, it never surprises me that change has been constant forever. I think it was Heraclitus the famous Greek philosopher 500 BC that said nothing is more constant than change. That was two and a half thousand years ago. And yet still, we seem to get surprised at the pace of change or when things like the pandemic happen. We're almost in shock rather than anticipation that this is something that's always going to be present. What is it that causes that? Evan Smith: Well, I totally agree with the observation that this has always been with us. I am of the mind that the rate at which we're experiencing, not just sort of structured change, but disruptive change is accelerating and has been accelerating for a few decades now. I recently was reading the book, Exponential Organizations and I believe the author there was making the observation that there's a series of technologies now that are coming to the fore in our corporate and professional life, in our organizational life, including things like bioinformatics and solar technology and drone technology and things like that. When you look at any one of those by itself, it has the potential to be a Gutenberg printing press level of impact. But what we have are a dozen or more of these types of massive changes and they're happening in a coincident period of time, lot of integration, overlap complementarity. People are facing change on more fronts than I think we, as a species have ever experienced it. Steve Rush: I think it's a really fair observation and one that I absolutely concur with, it's also probably fair to suggest that it's going to continue to ramp up. That pace of change is going to continue to grow. Evan Smith: I totally agree with you. Yes, I don't see that slowing at all. Steve Rush: So, I'd love to get into some of the things that can help our listeners deal with some of that as we go through that. But before we do that, I'm keen to learn from you having, being able to learn from some of the very best scholars and academics that you've worked with. John Kotter and others who are leading in their field of change. If you had to maybe just narrow that down to one of the biggest learnings for you personally, what would you say that would be? Evan Smith: Yeah, the single greatest observation for me has been that it is really not possible to disconnect your personal experience and journey presence as a leader from whatever the larger context is. We try to do that often or we do it inadvertently, I guess. The biggest observation for me, has been both be privileged to watch and work with leaders who are in the midst of their own transformation while working with their teams and others. Watching that work is really a moment of magic. Steve Rush: Yeah, sure is. And we often forget, don't we? As leaders and as change agents are taking individuals and organizations through change that they're dealing with themselves, and sometimes it could be quite healthy to just remember that we're all processing this different spaces, different times. Evan Smith: Yeah, very much agree with that too. And there's a great sort of irony that comes up for all of us, right? Whether you're leading a team or an organization, or whether you are a front-line worker. Over time we learn what it takes to perform. And as we learn what it takes to perform, we get better and better at delivering in a certain structured setting and we get more and more comfortable. And the more comfortable we get, the less actual learning we're doing, we are effectively creating a set of patterns and habits that are leading us to be more oblivious, less curious, more patterned, more rote. And the sort of opportunity I think is for everyone, is to be persistently looking to be in that place where there is a sense of discomfort. Because in that place, learning is going on, we all need to be sort of leaning forward to find that rather than sort of looking for, in pursuit of comfort. Steve Rush: Yeah, a hundred percent agree with that. I'd love to get into this a little bit deeper with you. So, this whole principle of learning is in itself is a habit, isn't it? But then there's also this almost an oxymoron that suggests the more habit forming and the more processes and the more consistency you have, you stifle innovation and creativity. So how do you square that off? Evan Smith: Well, I agree with you. The great set of questions, and here again, I guess you ask about the work of some of my partners and I love to give a shout out to Michael Bungay Stanier and some of the work he's done. Focused on coaching and curiosity. I think the remedy, the approach for any given person on any given day is to be stepping into a stance of curiosity, to ask are the outcomes that I'm experiencing and that I'm creating. Are they the ones that I want to be creating? And what is it ultimately that I want, you know, want to be doing? And is this work that I'm doing, is this my greatest work? Am I fulfilling my greatest work, my purpose? And depending on how you answer those questions, you might decide, I need to make some shifts in the pattern of my day, the things I say yes to, the conversations I have and the way I have those conversations. What I'm doing with others, versus what I'm asking others to do, et cetera. Being in the place where you're sort of perpetually querying what it is you want and what outcomes you're creating and making intentional structured adjustments in your patterns to move towards that, I think is the opportunity that we all face in a world that's moving faster and faster like we've discussed. Steve Rush: And I remember from the last time we spoke; you were really quite passionate about the whole principle of, in order to change. You have to shift those conversational patterns. So, if I was a leader listening to this, how would I recognize what those patterns are? Evan Smith: That's a great question. To invite people to do often in the work we do together is I invite them to do the, asking each other more questions and different questions, even in those situations where he or she believes they know the answer. And the benefit of asking those questions and listening to others is that you get to hear whether the set of assumptions, the mental model of the world that I'm carrying as a leader does, how does that line up with the mental models and the assumptions that the people I'm working with are carrying? Where are they similar and resonant and consistent, and where are their observations or assumptions that are different? It's recognizing those places where we might have less than ideal alignment that that are an opportunity then to dig in a little deeper. Steve Rush: We all have assumptions. And we all come to work with different experiences because it's based on our belief system, which is also based on our upbringing and lots of other things that play out to that, how challenging is it to then face into you being really candid and really honest and aware of your own assumptions versus other people's biases? Evan Smith: It can be really challenging to do that, especially if some of those assumptions are core to my identity to go back to some ground, we covered earlier about the way that we all sort of learn to perform in the roles that we inhabit. Part of what comes with learning to perform is a lot of positive reinforcement, right? Steve Rush: Right, yeah. Evan Smith: You get promoted or you get recruited for the next big job, and everybody's telling you how great this is going, questioning some assumptions. Again, you know, when you're in a situation where you're questioning some of those assumptions and might cause you to question whether some of the patterns and habits you've engaged in over the first decade or so of your career are the same ones that should drive the second and third decades of your career. That's, that's really core work. And it might be difficult. It might be uncomfortable and there might be some dark times as you sort of figure out how you're going to reinvent yourself. But that process of reinvention is absolutely personal reinvention on its perpetual basis, I think is what's required. Steve Rush: And an assumption is that it's likely to be challenging because it's coded into the way you behave. And it's formed in some part of the unconscious mind that we have maybe learned to behave that way for many, many years, but that in itself is an assumption, right? Evan Smith: It is for sure. Some of the work that the B.F. Skinner did. And in terms of contemporary researchers, I love the work that BJ Fogg is doing now, related to tiny habits. But if you look at a pattern reinforcing cycle, which is how we get to the place where we build repetitive ways of operating, there's always a reward. And part of what we need to be identifying is what triggers me to step into behaving a certain way with a certain person in this moment. And then what do I get out of engaging in my pattern behavior? And if I was to do something different, if I was to consider responding in a different way, what's the reward that comes to me from that, what would be in it for me? And ideally in it, for them in it, for my team in it, for the organization, if I can shift the way that I show up, I think that's sort of the opportunity at a really micro behavior level. Steve Rush: Yeah, sure. If we think about habits, it's fair to say that in the last 10 months, we've all maybe had to unlearn and relearn some really new habits in this crazy and more remote world that we're now living and working in. So, if we want to think about the way that we need to start engaging our audience differently, what are some of the habits that you've experienced or observed in others that are helping them maybe holding people back? Evan Smith: One that it's really, really tops of mind and it might seem small. But I think it's really significant in terms of our ability to connect with each other. You know, we're all spending so much time these days on Zoom and Microsoft Teams and other web conferences. And part of what I observe is, there are ways to be intentionally in those web conferences. And there are default ways that many of us show up in those. And you can look at some of the things that happen and ask yourself whether they promote connection, engagement, empathy, or whether they stand in the way of it. And one of the things that I see people doing, you know, when it works, it works really well for people to show up with their cameras on and with their eyes looking at the camera. And for many of us, our physical structure of your machine, your laptop, your webcam, the picture on the screen might not be in the same place as where the camera lens is. That might be one of those things, that sort of a simple adjustment, but where we can sort of look each other in the eye, even though we're on Zoom. That is something that affirms our connection and it's going to go a long way to improving our ability to understand and work together. It's a really small example, but I think it's an important one. Steve Rush: It is, isn't it? And it's one of the earliest forms of communication that whole facial expressions. And before we could speak, we would use our eyes and our facial expressions to communicate. And that still holds true today, doesn't it? Evan Smith: It sure does, yes. Steve Rush: How do you see the pandemic impacting on the future of work? Evan Smith: Yeah, I love that question. I think there are so many dramatically different experiences that leaders are having in exploring for themselves and their organizations at this time. So, I think it was Dan Cable from the London business school. I heard him on a podcast recently and he said, there's never been a moment since the beginning of the industrial revolution where so many assumptions about how people work, how work is organized, what performance management means, how we do it, and what our work as leaders is. There's never been a time since the beginning of the industrial revolution where so many of those assumptions were challenged. In fact, thrown out of the window on such a large scale. Steve Rush: Very true, yeah. Evan Smith: It's a massive, it has been a massive experiment and it's been intriguing about how much we've learned about what it really takes. I'm amazed and I know many leaders have been amazed as well about what has really worked. A lot of the new organization around remote work. There's a lot that people have found to like about it. There are clearly massive challenges still around it. There's clearly, remaining needs to improve connection and group cohesion that even if people are able to address the line of sight, eye to eye sort of issues, that opportunities that we were talking about earlier. Steve Rush: Yeah. Evan Smith: There are challenges for supporting group cohesion. But I do think the world, I mean, part of what is here in front of us right now is, there are some businesses and business models that are going to face really dire challenges and face amazing dramatic needs for reinvention. And that is going to take people in those organizations, bringing their absolute best, their best ideas, new thinking, et cetera. And the question for some, for many of us, if you're a leader in a situation like that, is how do you bring that? How do you stimulate, invite, engage people to bring their best in service of our collective future? Steve Rush: It's interesting that what you've almost just described is what we talked about earlier. We'd form these habits over 10, 20, 30 years of working with technology, but we'd form habits and using it that way. Now we've had to unlearn those habits and relearn some new habits to really embrace the opportunity this now presents. Evan Smith: Exactly, that's exactly right. Yes, yeah. We have been confronted in many ways, organizationally and personally. Steve Rush: Yeah, so if you had to cast your crystal ball, look to the future, what do you think will be the, maybe the one or two things from a change perspective that you will see that will continue to be present? Evan Smith: I think what's going to continue to be present in the larger environment are new demands. And part of what I think we are going to have to discover are ways to build resilience, play the long game in terms of inventing new business models that will work in the world that we have today and tomorrow. And it's going to mean real personal work around personal change and adaption and learning and growth like we talked about earlier. And I think alongside of all of that, a heap of compassion. Steve Rush: Yeah, sure. Evan Smith: Because one of the things that happening when you're in that learning space is you are going to make mistakes. I make mistakes. I make them every day. And the interesting question is, what am I learning from the mistake I just made? How do I want to use that in service of, you know, my work with the team or our collective work together, what am I going to do differently next time? Personally, I don't know about you. I hate making mistakes. I've always, you know, I was a good student in school and being in the place where, sort of, you can turn and look fully at something that's gone sideways and see all of what's in it for you and be in a place where you can be in conversation with others about what was in it for you and what was in it for them. That's really the opportunity we face really day to day.   Steve Rush: You mentioned compassion and compassion, we need to really dial up on the basis that we aren't going to be pushing more people into facing into their assumptions and perhaps ever before, if we want to really be adaptive for the future. And I think that's going to take a lot of crafted conversations from leaders of all levels and all shapes and sizes, right?   Evan Smith: I couldn't agree with you more. And just to tie back to the last little bit, we're going to find ourselves as leaders' sort of stepping forward into those conversations with feeling a lot of uncertainty and not sure what the right way to do it is. And recognizing in some cases belatedly about, you know, not doing it right or in fact making mistakes, making significant mistakes. And the question for all of us is, you know, like we said, how do you examine that for corrective guidance that's going to help you? How do you let go of whatever the emotional baggage is that doesn't serve you? And how do you do it again? How do you step forward again? Repetition is the mother of skill. How do you step forward into trying it again? Inviting that conversation again, or pushing to the next level so that you can get to where you need to get to around it. Steve Rush: I love that phrase, by the way, repetition is the mother of skill. Not heard it before. Just love it. It really resonates that if you want to ever be good at anything, however, skillful and knowledgeable you are today, it's that hitting the repeat button that makes you become more successful, right? Evan Smith: Yes, yeah. I think that's really right. It's not original, I can't claim authorship of that. And I don't know where I heard it originally. One of the things that stuck with me from early in my career was some guidance from a man named Robert Fritz who wrote a book called Creating. Something he said that has stuck with me is he says, you know, we often hear that anything worth doing is worth doing right. His observation was anything worth doing is worth doing wrong until you get it, right. Do it again. Do it again. Do it again. Steve Rush: Awesome, love it. Now we get to turn the leadership lens on you. And this is the partnership I love the most, where I get into hack into your leadership mind. If you could distill all your years of leadership and experience and helping others down to your top three leadership hacks, what would they be? Evan Smith: I would say it's three specific behaviors. The first is cultivating for yourself, a stance of curiosity, and that is sort of actively questioning assumptions, reading outside of your professional domain, taking team leadership on a team that you know, not very much about. But stepping into a place where you're in that learning zone, a zone of curiosity, and you're putting yourself in learning mode. That's one, the second would be, especially if you're somebody who's leading a team, leading an organization, leading a change initiative, I would find a handful of people. You are close to who will give you absolutely unvarnished feedback and want to do that. Not just one person, not someone who's a direct report. Someone who's going to give you honest, unvarnished, clear feedback about your work and how you're showing up and what their experience of you is. All of us need that. And a lot of us, especially in leadership roles, don't get enough of it. Frequently enough, real time. Steve Rush: Very true. Evan Smith: The third thing is, I would recommend building a practice around explication, this process of describing your thinking out loud and what I would say around that is, it's really useful if you can do that with a discussion partner with your team, like we talked about earlier, testing assumptions out loud so that you can see what you're learning from that and what makes sense. I would say it's useful, even if you're doing it while you're driving in your car or standing in front of the bathroom mirror in the morning, hearing yourself speak out loud, it elaborates your thinking in a way that just writing something down or thinking about it mentally does not do. There's actually some research on that, that was done by a good friend of mine. But I think this process of hearing ourselves. Describe our thinking out loud is incredibly useful for getting unpacking assumptions and thinking about what's driving our behavior. There're three things for you. Steve Rush: Awesome, love them. And of course, questions are the only way to really unpack those assumptions. Better to ask yourself those questions first, to get a real candid via, love it. Evan Smith: Yeah. Steve Rush: The next part of the show we call Hack to Attack. So, this is where a situation has occurred in the past. Maybe screwed up, hasn't gone well, maybe even been some adversity, but as a result of the experience, you now use that experience in a positive in your life or your work. What would be your Hack to Attack? Evan Smith: Yes, well, I already described to you, my early in career sort of moments of despair, my very first job out of college. I was not very good at choosing companies, but there was another moment that was pivotal for me. At one point, I was the global head of quality for a chemical company. And the short story around it is, I was the first head of quality for this chemical company. As we were moving to a global organization from what had been a very, very sort of localized, you know, national organization, we had operations in more than 40 countries and I was effectively, I was not very popular in that role. A lot of my colleagues didn't understand why we were changing and what was going on around it. At the end of the day, while I did everything, I knew how to do, I was working terribly hard. I was traveling the globe. I was entirely physically, mentally, emotionally. I was entirely spent by the work that I was trying to support. And it didn't work out, at the end of the day, my colleagues' sort of rejected the shift towards a more global federalized structure, and I was effectively fired. And in that moment where my boss told me he no longer cared what I thought and what I had to offer. There was a moment where I had some distinct realizations about opportunities I had missed. Things I had overlooked, assumptions I hadn't questioned. It was a difficult moment, and it was an incredibly rich moment in terms of considering what I might, you know, facing an opportunity like that, what would I do differently in different circumstances? And how would I respond differently to stimuli and provocations and people and relationships? So that was a moment that I think it was a very sort of dark moment of disruption, but it was also incredibly, incredibly rich and sort of landing on my feet. Taking away all the things that bubbled out of that learning experience for me have stayed with me for the last 20 years. Steve Rush: A really rich learning experience in the face of adversity. And that's what managing and leading through change is all about, Isn't it? It's about, we're going to be facing into stuff. It isn't the stuff that we face into it. Is how do you learn from it and how you react and respond? Evan Smith: Yes. Yes. Steve Rush: Awesome. Evan Smith: Totally. Steve Rush: The very last thing that we'd like to do is to do a bit of time travel. You get the chance now to meet Evan at 21, and you now have the chance to give him some advice. What would your advice to him be? Evan Smith: My advice to him would be to push boundaries sooner, to ask questions sooner, to not be quite as polite. To be more uncomfortable, more quickly in situations, right. Rather than sort of sitting back. As someone who was a good student in school and sort of knew how to do that. I was not a boat rocker early enough, and I think I would encourage Evan at 21 and almost everyone early in career to be pushing those learning boundaries as early and as soon as possible in service of your own learning and that of people around you. Steve Rush: That's awesome advice. I often found that, you know, certainly in my earlier career, I wouldn't do that, but the more experienced I got, more mature I got, the more I realized my own limitations or capabilities. The more I was comfortable to do that because I had to reframe that from being provocative, to being a learner. And I think that's the difference, isn't it? Evan Smith: It is, it is. That's right. Steve Rush: Awesome. Evan Smith: It's in service of something bigger. Steve Rush: Yeah. Evan Smith: And how do you do that? Yeah. Steve Rush: Definitely, so. So, folks listening to you and I have a chat about lots of different things, all of which I'd love for them to continue the conversation with you on, beyond our talk today. Where's the best place beyond today that you would like us to send our listeners to meet up with you. Evan Smith: Thank you. Yes, so I am at evan@metamg.com, that's email address. The website is metamg.com for Metamorphosis Management Group. I'm also on LinkedIn, that's a primary professional platform we're active I'm active. Steve Rush: Great. Evan Smith: And I would welcome the chance to hear about a particular challenges and reactions that some of the folks listening might have. Steve Rush: And we'll make sure all of those links are in the show notes so that we can continue the conversation beyond today. Evan Smith: Thanks, Steve. Steve Rush: It's just left for me to say thank you, Evan, for taking time out of your day to come and join us on the show. It's been super listening to you and I'm delighted we've connected. We share a lot of similar passions and a lot of similar thinking. So, I'm hopeful that we'll continue the dialogue way beyond today. Thanks for being on The Leadership Hacker Podcast. Evan Smith: Thank you. It's been a real pleasure to dig into this with you. Steve Rush: Thanks, Evan.     Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.  Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

This week our guest is Zach Arend of Create Purpose Coaching! Zach is a former transportation executive and current business coach who helps leaders and top performers overcome obstacles and focus on what matters most. Zach and I discuss leadership, Zach's journey through freight and into coaching, and how recruiting impacted that process for him. The two books Zach recommends that have helped him on his journey are: The Happiness Trap - Russ Harris The path of least resistance - Robert Fritz