Podcast appearances and mentions of Robert I Sutton

In this episode, Steve Fretzin and Susie Pontefract discuss:Evolving leadership across generational landscapesEmbedding purpose-driven organizational strategiesBuilding cultures of human potentialPersonal values shaping leadership impact Key Takeaways:Leadership requires letting go of ego and creating intentional space for others to step in, lead, and grow through a foundation of trust, mutual respect, and genuine empowerment.Effective leaders must prioritize understanding and supporting their team's holistic development by recognizing individual potential, nurturing personal growth, and creating environments that transcend traditional workplace boundaries.Organizations should transform their approach from treating employees as human capital to cultivating human potential by embracing each individual's unique strengths, aspirations, and capacity for meaningful contribution.Successful leadership demands continuous learning, deep empathy, and adaptive strategies that bridge generational differences, foster inclusive communication, and create collaborative environments where diverse talents can flourish. "If you want to be a rainmaker out there doing your own thing, then give your people the power to get the rest of it done and make sure you're giving them the kudos and credit when they do." —  Susie Pontefract Unlock the secrets of the industry's top rainmakers with Be That Lawyer: 101 Top Rainmakers' Secrets to Growing a Successful Law Practice. Grab your ultimate guide to building a thriving law firm now on Amazon: https://www.amazon.com/dp/B0F78HXJHT Thank you to our Sponsors!Rankings.io: https://rankings.io/Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/ Episode References: Good Boss, Bad Boss by Robert I. Sutton: https://www.amazon.com/Good-Boss-Bad-Learn-Worst/dp/0446556076 About Susie Pontefract: Susie is a dynamic and results-oriented leader and mentor with over 20 years of demonstrated success in strategic leadership, team management, and value delivery across a wide range of industries and company sizes. She is recognized for empowering teams, inspiring leaders, and building strong, collaborative partnerships across all organizational levels—from front-line employees to executives, board members, and external stakeholders. As the founder of Cohearence Consulting, Susie is dedicated to helping small to mid-sized companies strengthen their organizations through cohesive strategies, aligned teams, and exceptional execution. Connect with Susie Pontefract:  Website: co-hear-ence.comEmail: susie@co-hear-ence.comLinkedIn: https://www.linkedin.com/in/susiepontefract/ & https://www.linkedin.com/company/cohearence-consulting Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911 Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Chapter 1:Summary of The No Asshole Rule"The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't" by Robert I. Sutton explores the impact that toxic individuals can have in the workplace and advocates for the elimination of such behavior. Sutton defines "assholes" as individuals who consistently demean and belittle others, creating a hostile work environment.The book outlines several key points:1. Consequences of Toxicity: Asshole behavior can lead to decreased productivity, increased turnover, and a toxic corporate culture that affects overall morale and performance.2. The Rule: The central premise is to implement a "No Asshole Rule" in organizations to foster respectful and civil interactions among employees. Sutton argues that allowing such behavior to persist can have detrimental effects not only on individuals but also on the organization as a whole.3. Identifying Assholes: Sutton provides strategies for identifying toxic individuals and suggests ways to deal with them, including addressing issues directly, setting boundaries, and promoting a culture of respect.4. Organizational Culture: Creating a civilized workplace requires leadership commitment, clear policies, and encouraging positive behavior through hiring practices and employee training.5. Personal Responsibility: Sutton also emphasizes the importance of individual responsibility, encouraging readers to reflect on their own behavior and its impact on colleagues.Overall, Sutton's work serves as a guide for organizations seeking to cultivate a positive work environment while addressing the challenges posed by difficult employees. It champions the idea that everyone deserves to work in a respectful space, and that organizations can thrive when they prioritize civility.Chapter 2:The Theme of The No Asshole Rule"The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't" by Robert I. Sutton is not a fictional narrative but a non-fiction book that explores the impact of toxic individuals in the workplace, particularly focusing on the behaviors of "assholes" and how they affect organizational culture, productivity, and employee morale. Here are some key points, character development (in terms of concepts rather than fictional characters), and thematic ideas from the book: Key Plot Points1. Definition of an "Asshole": Sutton defines an "asshole" as someone who intentionally behaves in a way that hurts others. He discusses the characteristics and behaviors that define such individuals, emphasizing the negative impact they have on their colleagues and work environments.2. The Cost of Tolerance: The book discusses how allowing toxic behavior to persist can lead to serious financial and emotional costs for organizations. Sutton provides evidence and case studies illustrating how poorly managed behavior can destroy teams and diminish productivity.3. The No Asshole Rule: Sutton introduces the concept of the "No Asshole Rule," advocating for a clear policy of zero tolerance towards toxic behavior in workplaces. He argues that organizations should actively cultivate a respectful and supportive workplace culture.4. Strategies for Implementation: Sutton offers practical strategies for organizations to identify toxic individuals and ways to manage or eliminate their influence. This includes hiring practices, performance evaluations, and promoting a culture of open feedback.5. Coping with Toxicity: He discusses how to deal with an asshole if you're stuck in a workplace that tolerates one. This includes maintaining personal well-being, seeking support from colleagues, and finding constructive ways to cope with the toxicity. Character DevelopmentWhile there are no fictional characters in "The No Asshole Rule," Sutton does explore various archetypes of workplace...

In this episode of the Just Schools Podcast, Jon Eckert interviews Rachel Johnson, the CEO of PiXL in the UK. They discuss PiXL's mission to improve student outcomes by supporting leaders in schools and highlight key challenges faced by school leaders today. Johnson shares insights into overcoming people-pleasing tendencies, setting boundaries, and creating ownership. The conversation covers practical tools for healthy communication and empowering leaders to think deeply and make transformative changes in their schools. The Just Schools Podcast is brought to you by the Baylor Center for School Leadership. Each week, we'll talk to catalytic educators who are doing amazing work. Be encouraged. Join us for Just Leadership on February 3rd at Baylor University, a one-day professional learning event for school administrators – from instructional coaches to superintendents – that focuses on catalyzing change as a leadership team. Register Now! Connect with us: Baylor MA in School Leadership EdD in K-12 Educational Leadership Jon Eckert LinkedIn Twitter: @eckertjon Center for School Leadership at Baylor University: @baylorcsl   Jon Eckert: Today we are here with Rachel Johnson, a friend that we've made through mutual friends in the UK who's doing amazing work. And I just want to jump right in to what you're learning and then we'll back into more of what you do. So what are you learning through PiXL? So you can give us a quick introduction to what PiXL is and then what you're learning from the leaders that you're supporting. Rachel Johnson: Yeah. So PiXL stands for Partners in Excellence. We work with two and a half thousand schools across the UK. And what we're learning is how important leadership is in the conversation in school improvement. So we believe in improving life chances and outcomes for every young person irrespective of background or status or finance. But behind all of that is the ability for brilliant people in schools to lead well. And that's the conversation people want to have now more and more than perhaps they ever have because people are fascinated with how they can be better, how they can thrive, what's stopping them thrive. And that is the attention that I've been giving a lot of my work recently around that issue. Jon Eckert: So love that mission. We always push at the center for moving from some students to all students and now to each student, what does it mean to do that for each student so that thriving for each student is powerful. In order to have those thriving students, you have to have thriving leaders. So what are some of the things, I think you mentioned you have 3,200 people in leadership courses, what are some of those takeaways that are keeping people from thriving that you're finding? Rachel Johnson: Yeah, we're finding a lot of very common things. And actually it doesn't matter what level they are in school leadership, it's the same issues. So things like people pleasing, which is getting in the way of leadership and decision-making, not being able to hold a boundary, sometimes not having a boundary. So there is no difference between work and life. There is no stopping. We just carry on going. I think that's a real issue. We're finding people not really knowing are structured to have difficult conversations or as I like to call them, crucial conversations. They shouldn't be difficult, but the lack of confidence in having those conversations. And then I think other things like how to create buy-in, how to get momentum, how to have that very delicate balance as Jim Collins calls it, between the brutal facts and the unwavering hope. So what does that actually look like on the ground? How can I do both at the same time without going for hopium where you're drugging people on things that can't actually happen or being so honest and brutal that nobody wants to follow you because it sounds so depressing? So what does the reality of that look like in school leadership? And what we are finding is across nearly three and a half thousand people on our leadership courses, they're all struggling with those kind of issues. Jon Eckert: No, that's powerful. I think one of the questions that I'm always asking leaders because it's a hard one is, and I think it comes from Patrick Lencioni, but I'm not sure. It could be from another theorist, they all start to run together a bit. I don't think it's John Maxwell, I don't think it's Jim Collins, but is for who are you willing to make enemies? What ideas are you willing to make enemies over? So what are those things that like, "Hey, this is a non-negotiable for me." And I think a lot of educators don't think about that because we have a people pleasing sense of what we want to do. And so that's a really hard conversation to have because I agree, we tend to lean toward hopium. I think that's a great term for what we do. And so how do you get people into those crucial conversations? I like that reframe as well. But how do you get them into that when you know that there's kind of a natural resistance among a lot of educators to those kinds of conversations? Rachel Johnson: It is really difficult, but not having the conversation doesn't make the issue go away. And I think as soon as people realize, "It's actually making me miserable. My department is underperforming, therefore young people are underperforming all because I'm not courageous enough to have the conversation." And what we find using Susan Scott's model of fierce conversations is when you give them that seven-part model of how to have the conversation in one minute where you say your peace but you stay in adult, as Transactional Analysis would call it. So you're not giving it a kind of sly interpretation. You're not giving a mean tone to your voice. You're being absolutely clear and absolutely kind, but absolutely straight, then people respond usually really well. But I think one of the things that is most disconcerting for leaders and educators is you have to listen to what the other person says. It isn't just about us delivering our truth and how we perceive things. It's about being quiet long enough to hear what they're saying and maybe more importantly what they're not saying. And so it's fascinating to me that what is stopping us sometimes is the courage. But this is really affecting our schools. And certainly in the UK, in a recent survey that one of our big agencies did called Teacher Tapp, 64% of teachers said they had worked or did work in a toxic environment in school. That's a lot of people calling their environment where we should be seeing young people thrive, and our leaders and our teachers are saying it's toxic. So something's going wrong somewhere. And what stops us dealing with this I think is the lack of courage and the lack of tools to be able to know how to approach it, which is why that's where we put our weight in the practical tools that can help people unlock this. And people say things like, "We feel liberated, transformed. It's like a weight off and we feel like we can do it." And that is the kind of feedback we get regularly. And I think that is really very, very important that people are helped to do these difficult things. Jon Eckert: Really, really good stuff there. It reminded me of two things in what you said because you've shared a lot. And I love how much we've into right here off the bat. The book High Conflict by Amanda Ripley. I don't know if you've seen that book. It came out in 2021, so it's been out for a while. She introduces this concept, which I think is what you're getting at in that one minute conversation a little bit in the way we listen. So it's not her idea again, but this is where I came to the idea. It's the idea of looping, that when you're in conflict with someone, the key is when you're receiving the feedback from the person where they're telling you how they feel, where they're upset, where they're disagreeing with you, you have to listen, then you have to distill what's being said. Then you have to check for understanding and then question, "Did I get it right?" So that you're repeating back. Because I think sometimes, at least in the United States, some of the conflict is due to poor communication, and that looping provides an opportunity to correct that communication error and it's a form of empathy because it's taking on that perspective, did I hear you right? Now, just active listening, you can really alienate people with active listening skills without being genuinely curious. So that's one of the things when you're doing that, you can't do it in a formulaic way that feels like you're just jumping through hoops because that's really alienating to the person doing it. Does that square with what you found or am I thinking about something differently than you are? Rachel Johnson: I think what's fascinating is that, and this is what I do really for my job now, is I take lots of different things like that from High Conflict from Chris Voss and his hostage negotiation techniques, crisis communication that we have over here with a fierce conversation and I kind of mush it all together in one model. And so what all of these people are saying, including Nancy Kline who's written brilliant work on listening and thinking is we mustn't overdo it when we talk to people. We mustn't kind of interpret what they're saying and then tell them what they're thinking. We have to ask great questions. We have to be comfortable with silence and let the silence do the heavy lifting. Most of us are not comfortable with that. We have to summarize like you've said and say at the end, "Is that right?" And if the person says, "No, that's not right," that's the opening of the conversation, not the end of it. That's when we say, "Okay, great. What did I not summarize well? What have I not understood? Tell me?" We've got to be more curious and less judgmental. But because I think educators are so used to making judgments, because that's literally our job a lot of the time is making judgments on grades, on behavior, on progress, to not make judgments on fellow adults, it's sometimes really hard. Jon Eckert: I always say educators are way more gracious with students than they are with each other. And- Rachel Johnson: Or themselves. Jon Eckert: Yeah. Oh. And typically that lack of graciousness to others is because of the lack of graciousness to self. I think one of the key points you said, and you mentioned earlier in tone when you asked that question, "What did I not get right?" You can say, "What did I not get right?" In a very curious way. Or, "What did I not get right?" With the eye roll. And then you've either closed off the conversation or you've opened it. And I think the tone and the facial expression goes a long way to that, which is why I think we have to have this interpersonal connection. If you're doing this over text or you're doing it over email, it's pretty doomed to fail. I don't know. Would you agree with that, that this has to be kind of face-to-face as much as possible? Rachel Johnson: Yeah. I think a lot happens on Zoom these days or on Teams, which is difficult. And I think that is manageable if you get your tone right, if you get your eye contact right. I think one of the most damaging things in communication with anybody is the not listening, as you've mentioned, and the tone. So making it sound like a judgment. But the other thing I think is really difficult is when we speak in ulterior transactions. So the conversation we're having is not the conversation we're thinking. And people can smell it a mile off, can't they? I think of all kinds of situations at home where I say to my children like, "Oh, did you not have time to tidy your bedroom?" And what I'm actually saying is, "You're absolute slobs. You round here making a mess of my house." And they can hear the criticism and then they say, "Are you having a go at me mum?" And then I go, "No, I don't know what you're talking about." And that's dishonest. And I think we fall into that a few times when we are not courageous enough to have the real conversation. So I think that's another trap we can fall into. Jon Eckert: Right. I think I had a couple of those conversations with a daughter and a wife this weekend potentially, so that I need to go back and do some correcting. So thank you for that. One other thing you mentioned earlier was, and I think it's a chapter in, I think it's in your first book, about getting buy-in. One of the things that I've been pushing on here, and I'm curious to hear if there's a cultural difference here potentially. I found Gen Zs and millennials in the US, they do not want to buy-in to things because it sounds like an idea is being sold that they're just supposed to get on board with. And they don't do that. And I almost say that to their credit because they want to co-own what they're doing. And so buy-in is not something that they're interested in. They want to own it with you sometimes in ways that make it way better if we do that. Do you find that in the UK that there's less interest in buying in and more of an interest in kind of co-owning the work? Or is that still something that works relatively well in the UK, trying to get buy-in? Rachel Johnson: I think you're absolutely right, and I think this new generation are very different and I think they don't want to do it the way we did it. We wore tiredness and exhaustion like a trophy, like a medal. "Look how knackered I am, look how late I was up doing all my work." They look at that and go, "I don't want that. I want to have a sabbatical. I want to have a life. I want to go to the gym. I want to do what I want to do." So I think the way we are talking about buy-in needs to change. But I also think the way we get buy-in needs to change. We, I think have thought buy-in means, "Here's my idea, here's what we are doing, join me in what I'm doing." And that isn't really genuine buy-in. Buy-in is saying, "What is the problem we're trying to solve? Let's get people around the table, listen to really healthy conflict within a boundary where we feel safe to be able to disagree." All that psychological safety stuff by Amy Edmondson, it's crucial. It's not easy, but it's crucial. And then I think people do buy-in when they're heard. I think all these things we're talking about are linked. If I'm ignored, I'm not going to buy-in whether it's a great idea or not, because you're not hearing me. So I think we have to create more time to be heard and to hear. But I think one of the issues we have in leadership, particularly in education is we're always in such a rush. That hurry-up driver like, "Let's get everything done yesterday driver," can stop us really engaging and listening. And so where we can go fast, we sometimes do, and I think we lose a lot in that, especially this new generation who want to be heard, want to think things through, want to be well-researched. Great, that can really benefit us, but we have to give it time. Jon Eckert: Well, and again, leadership's always going to be messy and it can either be messy on the front end where you all own, where you're going together or it's going to be messy on the back end. So I'd much rather have it be messy on the front end. That just takes some patience and some ability to avoid falling victim to the tyranny of the urgent where we constantly throw one change after another at people in a way that doesn't actually produce what we want because we're too impatient to see it happen. So I'm curious how you got to this work. So this amazing work that you're doing through PiXL, which we can get more into PiXL in a little bit, but you personally, how did you end up writing these books, doing the podcasts, building out being a catalyst at PiXL to do this kind of work with leaders, but where did that come from? Rachel Johnson: So I think it started fairly young really when I was, my dad led a church and he was a leader in schools and so was my mom. So I watched all of that all of my life. But I was kind of old before my age really, and I always wanted to lead something. So I did Sunday school when I was 10, teaching three-year olds. I always took on more responsibility. And so what I wanted when I was 13 and 14 was to work out what does leadership look like? How can I be a better version of me? How can I make change happen? And apart from reading people that you've mentioned, like John Maxwell, there wasn't an awful lot for people my age. And so I never had anything age appropriate. So I read all the adult stuff. And I was looking back at my old journals actually yesterday. I was clearing out the loft and I look in my journals at me at 13 and go, "There she is, there's the person I am now. There, I can see her so clearly when I look." But it wasn't usual back then. And so I was a bit different and did different things, but I was absolutely committed to leadership. And so from that point on really, wherever I was I wanted to lead. And it wasn't that I was bothered about promotion or position or title or money. I'm not bothered about any of those things. I want to go where I can be to make the biggest difference. And so for me, leadership is where you make the biggest difference, where you could have the agency to make the difference. And for me, that has become the driving force really to try and do good in the world, to try and help people create their own change. So yes, that's where it started, very young. Jon Eckert: Love that. And so now at PiXL, what do you try to do organizationally? You gave us a little bit of what PiXL stands for, but how are you doing that and what different avenues in different countries? I know you have a number of ways you're trying to serve leaders who want to become the kind of leaders you wanted to become as a young person. Rachel Johnson: Yeah. So we do conferences, we did big conferences in the UK and those are hugely attended. We work with different types of leaders. We have two podcasts, PiXL Pearls, which are just 10 minutes leadership reflection. So not heavy, but just a moment of reflection to think about our own leadership. And then we have the PiXL leadership book club where we take non-educational school books because that's another really important thing of mine, to look outside of education, not always within. And so I interviewed two school leaders about a non-educational leadership book and how they've applied those messages into their context. And that's the kind of thing I'm interested in. I'm interested in looking at what other people in the world are doing and how we can take that from marketing or that from branding or that from hostage negotiation and how we can turn our schools around based on the lessons that've been learned elsewhere. So that's become a really big thing. Now I write all kinds of things on that. The books which I wrote that two have come out already, the chapters in those are all of the things that I asked our leaders, "What do you struggle with?" And that's what they said. And so I wrote the chapters for them really to try and help us all get a little bit more unstuck. Because we all get stuck and sometimes it's too difficult to find a great big book and read all the way through it when you haven't got time. So it's really short, bite-sized chunks to help get us unstuck. And so with that and working and with how we have resources and strategies, a whole range of things to help school leaders get the support they need. But I think one of the most important things we've just started doing is named after the book, we have something called Time to Think where leaders are able to book time with my team to just think a few ideas. We're not going to talk, they're going to book 15 minutes, 30 minutes, 45 minutes. And that time is for them to talk through their ideas, for us to ask questions to help them get clarity, but for them to leave more empowered than they came in. And what school leaders are telling us is they don't have enough time to think. It happens on holidays, in the mornings, in the middle of the night. And it shouldn't happen then, it should happen in working hours too. But sometimes people need a bit of a helping hand to get there. So that's one of the most exciting things we're doing at the minute, creating that time to think and walking with people as they do that. Jon Eckert: I love that. I tell people when they start masters or doctoral programs at Baylor that the biggest gift we're giving you is time to think through what you're doing with the kinds of books that you're talking about. I totally agree, we need to look at education, but we need to look beyond education. So I love that conversation you're having with school leaders about books. Everything you described from the PiXL Pearls to everything else is trying to give people this catalyzing force to spend more time thinking and just carving out that space is a huge gift. So I think you mentioned that you primarily work in the UK, but that you have some connection into 46 different countries. Are there things you're seeing that feel like they work cross-culturally, like, "Hey, everyone is dealing with this." Because I know most of our listeners are in the United States and we can spend way too much time navel-gazing at our challenges and opportunities here. I'm wondering those conversations that you've had where they identify challenges that leaders have, are there any things there that you're like, "Hey, this feels like a common challenge. It does not matter where it is. This is..." Maybe it's the Time to Think, but if it's something other than that as well. What are some of those challenges you're seeing that cut across contexts? Rachel Johnson: Well, how I would kind of evidence that really is it's the podcasts that have gone all over the world in different countries. And we haven't really pushed those out. We've had them in the UK and they've gone everywhere through Apple or Spotify. But the ones that are most listened to, that's what's really fascinating. The biggest episodes are Dare to Lead with Brené Brown. So clearly if that's our leading episode, it's because people don't have courage like we've touched upon. The other one that is massive is the People Pleasing one, which is based on a book by Emma Reid Terrell called Please Yourself and is around the real problems of people pleasing. That's been another massive hitter. And then the third one, which has been a really big hitter, is based on Cal Newport's work on Deep Work and Time To Think. So if that's the three places where people are going across all of the people who listen to our podcasts. And I think in total there's about 195,000 downloads now maybe. I think that says something about where people's attention is, that's what they're craving. And I think we should listen to that because I think these things are quite deep-rooted and I think people don't find solutions to how to handle those three things either. Jon Eckert: Well, I love Brené Brown, I love Cal Newport. I need to read the people pleasing book, so. Rachel Johnson: Wonderful. Jon Eckert: I'm getting good recommendations. Yeah. The Slow Productivity by Cal Newport that just came out is kind of the latest manifestation. I still think Deep Work is his best book, but Slow Productivity I've worked into some of my classes because I do think this idea and his premise there is that we do less things, work at a natural pace and obsess over quality. That's how we provide the human value that is going to become increasingly value as AI and other things automate other pieces. It's what are we uniquely suited to build and do? And that's really to me, the extension of deep work. That's the critical component. And you have to have time to think because- Rachel Johnson: Yeah, you have to have time to think. And then you kind of think, why are we not doing deep work? Why are we overstretched? And I think it comes down to what I would call now toxic productivity. I think when you have a profession full of people who love to be efficient and love to-do lists and tick things off and feel great about themselves, the danger is we become addicted to productivity. We can't rest, we can't stop, we can't switch off. We have to be doing something productive. We even monetize our hobbies for goodness's sake because we can't do them for free, because that's a waste of time. It is quite astonishing. And we are obsessed with adding things, not taking things away. So I don't speak to many leaders who say, "We're reducing our efforts by half because we don't think it's working. So these five things are going and these five things will replace them." They should add more things. No wonder we're all frazzled, so. Jon Eckert: Well, and social media has turned us into the product. So our attention is what is demanded and that is what is being sold. And that's new and I think devastating for especially adolescents who are coming into leadership, those 13-year-olds that dreamed about leading the way you do. "Oh, I can do that through my followership on this as I sell products for someone else." And so you become a conduit for other corporations to grab other people through you. It's not real leadership. And so I worry about, I do not want this to happen, but my email box, I worry that I will be getting AI-generated emails into the box. I will then have AI-generating responses, and I'll just be a spectator watching AI talk to AI which by definition, Darren Speaksma says this all the time. AI is consensus because all it is scraping from large language models. It is not wisdom. To get wisdom, you need the human. And that's the point of deep work. How do we pursue joy through truth and love? How do we do this and this? And AI just, that's not what AI is designed to do. It can summarize, it can collect, it can scrape. But that's the part that I'm like, "Oh." And that's the life-giving work. And so Greg McCown, UK guy, Essentialism, that was the book. And then it became how do I? I've reduced all the small rocks out of the jar and I've just got big rocks and now the rocks are too much. And I feel like that's where we're at. So I love his work as well. So based on all that, those common challenges that we see, where do you see hope? Where are you most hopeful? Rachel Johnson: I'm hopeful that people want the conversation. I'm hopeful that in a room of thousands of leaders, I can say, "Put your hand up if you're a people pleaser." I've been a recovering people pleaser since 2020. I often say to people, I went into recovery in March 2020 when I read that book, Please Yourself by Emma Reid Terrell. And thought, "Oh my goodness, I don't want to be that." She says, you can either be an authentic person or a people pleaser. You cannot be both. And I was really convicted by it because I thought, I want to be the best kind of leader, but if I'm people pleasing, I can't be. This has got to change. And I am with roomfuls of people now virtually and in person who are embracing this, who say, "I want to go in recovery too. Enough. I realize it's holding me back." And wherever there are people who are willing to change and are up for the work and up for the debate about it all, I think there's always hope. And when we face our own brutal facts and we believe we can change, then I think there's always hope. And that is the kind of message we want to talk about in education in the UK and further afield, that we are not stuck. We don't have to be stuck. Human connection, human understanding, human wisdom, as you mentioned, these things that we can learn to be better and overcome our stuckness can change our lives first and foremost before we change anybody else's, but then help other people to change. And I think there is a great deal of hope. I think sometimes we have to look hard for it because social media and the news don't talk hope, they talk despair. And so we have to be very open and vocal about the hope. But that's one of the things that I hope to always be, the voice of hope. Not ignoring the brutal facts. We mustn't do that, but always saying, "We'll find a way if we think about this. If we invest, we will find a way." Because I believe we will. Jon Eckert: Love that. The next book I'm working on right now is "Gritty Optimism: Catalyzing Joy in Just Schools." How do we build on what we know can change in schools and what they can be? Because there's so many great stories out there and there's so many ways to do it. So this conversation has been super encouraging that way. So I'm just going to end us with a quick lightning round here. You've already given me at least one book recommendation I need to read. I'm just curious, in the last year, what's a book that you've read from any field? It doesn't have to be from education, that you would recommend to me and to us? Rachel Johnson: I'll give you two, Ruthlessly Caring by Amy Walters Cohen about the paradoxes in leadership and the Friction Project by Robert I. Sutton and Huggy Rao. Jon Eckert: Yes. So I have been reading pieces of the Friction Project, remarkable. Have not read Ruthlessly Caring, so I've got to get on that. Thank you. All right. What is the worst advice you've received or given as a leader? And then follow that up with the best advice you've either given or received. Rachel Johnson: The worst advice I've ever been given is that humility is putting yourself last. Because it's not true. Jon Eckert: That's good. Rachel Johnson: That's a very blunt and terrible definition. The worst advice that I've probably given would be in my early years of leadership when I was first new and basically said to people, "Maybe don't cause a fuss about that." Because I was a people pleaser, I didn't want to make a fuss. And so sometimes I told other people not to make a fuss and that was a mistake. Jon Eckert: That's good. So if you were, oh, so I had a quick break on the connection. So our connection broke there a minute. So don't make a fuss, that's also bad advice. Correct? Yeah. Rachel Johnson: Yeah. Jon Eckert: So what's the good advice that you've received or given, what's the best advice you've either given or received? Rachel Johnson: The best advice I think I would give is make sure when you have any interaction that you are okay and you're seeing the other person as okay. And what I mean by that is that we're not coming with an attitude of judgment or superiority or anything that someone can sniff, which is going to put their back against the wall immediately. So be an adult, be in control of yourself. And if you're not in control of yourself, be vulnerable, but don't do it and create a mess in front of somebody else when it's going to damage them. I think that is unfair. Jon Eckert: That's great advice. Love that. What is one word, if you had to describe the schools you work with right now, what would be one word you'd use to describe the schools or the leaders of the schools that you serve? Rachel Johnson: Resilient. Jon Eckert: Love that. Love that. No, that's right. If we're still in education right now, we're resilient people, so good word. And then what would be one word you would hope would describe the next year in the schools that you serve? Rachel Johnson: I'd hope, it's a dramatic word, but I'd say transformational. Because I think if people can grasp this stuff, if they can make the time to think, if they can put themselves on their thinking tank first, I honestly believe we'll overcome challenges that we didn't think were possible. And I hope that in turn doesn't transform PiXL. It's not about that. It's about transforming them first and then transforming the way that they lead because that, I believe, unlocks everything else. Jon Eckert: That's a great word to end on. Well, Rachel, this conversation has been great for me. Huge encouragement. Thank you for the work you're doing and thanks for spending the time with us. Rachel Johnson: Thank you so much. I have loved speaking to you.  

We're rounding out our deep dive on organizational AGI with Aaron De Smet, a Senior Partner at McKinsey & Company who helped identify "The keys to organizational agility" with colleagues back in 2015. As we discussed in our first episode on organizational AGI, agility is a key component to making the journey feasible. Aaron has been exploring organizational AGI for years and connects the dots between organizational longevity and the technologies associated with AI. This conversation examines the ways our very idea of work is steeped in outdated beliefs and strategies from the industrial revolution and how companies that will survive and thrive in this new era will have to reshape themselves. Learn more about how to create and orchestrate AI agents: https://onereach.ai/ai-agents?utm_source=soundcloud&utm_medium=social&utm_campaign=agi_in_organizational_agility&utm_content=1 Jim Collins, BHAG: https://www.jimcollins.com/concepts/bhag.html The Friction Project by Robert I. Sutton and Huggy Rao: https://www.bobsutton.net/book/the-friction-project/ To learn more about our bestselling book that began the conversation we continue in this podcast: https://onereach.ai/invisiblemachines/ #OAGI #AGI #singularity #LLMs #agile #corporatelongevity #longevity #AIagent #genai #McKinsey #invisiblemachines

Every organization is plagued by destructive friction—the forces that make it harder, more complicated, or downright impossible to get anything done. Yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become “friction fixers,” so that teams and organizations don't squander the zeal, damage the health, and throttle the creativity and productivity of good people—or burn through cash and other precious resources.  Sutton and Rao kick off the book by unpacking how skilled friction fixers think and act like trustees of others' time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, which ranges from reframing friction troubles they can't fix right now so they feel less threatening to designing and repairing organizations. The heart of book digs into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. Sound familiar?  Sutton and Rao are here to help.  They wrap things up with lessons for leading your own friction project, including linking little things to big things; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process (while still trying to clean it up).***The Burleson Box is brought to you by Retainer Club:Realize new revenue in your practice this year with Retainer Club! Upgrading your retainer program has never been more straightforward. Patients want online and easy. You want simple and profitable. Retainer Club gives you both. Built by dental professionals, Retainer Club's technology platform is built to manage everything about your retainer program including billing, retainer fulfillment, KPI data and more.Retainer Club's customized Smile Care Plan allows you to offer a flexible membership program that brings 5 new revenue streams to grow your practice. Retainer Club's platform gives patients access to easy, fast, affordable online retainer ordering 24/7, and regular retainer replacement without ever having to call your office.On average, a Smile Care Plan can increase your practice revenue by $100,000 annually. We have built our program with first-hand industry insights to support the needs of practices and DSOs from the ground up. From on-boarding and client success planning to tech-enabled marketing solutions to support new patient growth, Retainer Club has you covered. Get started today at RetainerClub.com***Resources Mentioned in the Episode with Bob Sutton:Subtract by Leidy KlotzBobSutton.netThe Friction ProjectEd Catmull at PixarAndy Grove at IntelIdeo'Armeetingeddon' at DropBoxJAMA 2019 study on doctor time allocation***Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, exclusive study guides, special edition books each quarter, powerpoint and keynote presentations and two tickets to Dustin Burleson's Annual Leadership Retreat.http://www.theburlesonbox.com/sign-up Stay Up to Date: Sign up for The Burleson Report, our weekly newsletter that is delivered each Sunday with timeless insight for life and private practice. Sign up here:http://www.theburlesonreport.com Follow Dustin Burleson, DDS, MBA at:http://www.burlesonseminars.com

Within any business, although we typically aim for efficiency and ease, we often end up with systems, processes, and norms that create friction. Friction can slow us down and negatively impact both progress and morale. Dr. Robert I. Sutton, Stanford professor and co-author of the recent book, The Friction Project, has studied friction within enterprises and has accumulated significant wisdom around this concept. In this Tugboat Institute® talk, Bob explores the different types of friction, the common causes of friction, and some effective remedies for removing bad friction from our work. While not all friction is negative, the majority of it is. Happily, Bob and his co-author Huggy Rao have identified some effective tools and strategies to help find and neutralize it. Contrary to what our instincts tell us, the best approach is not thinking about what we can create or add to combat friction, but rather what we can take away. Watch and be inspired to look for and eliminate friction within your organization.

Why resistance isn't always a bad thing.Friction — that's Professor Huggy Rao's metaphor for the forces that hamper workplace efficiency. But as he says, some friction can be helpful — if you know how to use it.In his book, The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, Rao and coauthor Robert I. Sutton explore how operational obstacles show up in the workplace and, more importantly, what we can do about them. Through what Rao calls “friction fixing,” leaders can “take out the bad friction to make the right things easy to do [and] put in good friction to make the wrong things harder [to do].”As Rao discusses with host Matt Abrahams on this episode of Think Fast, Talk Smart, leaders can eliminate bad friction through good communication. “Communication matters a lot,” he says. “The simple rule is, make sure a 10-year-old can understand it on the first try.”Episode Reference Links:Huggy Rao: Website Huggy's Books: The Friction Project, Scaling Up Excellence, & Market Rebels Huggy's Successful Communication Recipe - “Ah! Aha! Haha!” by Ramji Raghavan Ep.14: Be Better at Work: How to Communicate Better with Coworkers and Employees: Website / YouTubeConnect:Email Questions & Feedback >>> thinkfast@stanford.eduEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn Page, Instagram, YouTubeMatt Abrahams >>> LinkedInStanford GSB >>> LinkedIn & TwitterChapters:(00:00:00) IntroductionHost Matt Abrahams introduces guest, Huggy Rao, and his latest book on the importance of focusing on friction to become our best selves.(00:01:24) Scaling Mindsets and CommunicationInsights on scaling excellence and the critical role of simple communication in fostering the right mindset.(00:04:28) AstraZeneca: Scaling SimplificationA case study on simplification efforts at AstraZeneca & the gift of time that they gave their employees.(00:08:49) Understanding Friction: Terrible and WonderfulThe dual nature of friction, highlighting its role as both a hindrance and a catalyst for decision-making. (00:11:05) Jargon MonoxideComplicated jargon's impact on organizations, and the need for simplicity in communication.(00:13:03) The Art of StorytellingThe benefits & goals of storytelling, creating moral elevation & emotional connection.(00:15:12) Job Titles and AccountabilityAn experiment on the impact of personalized job titles on team performance and accountability in tech startups and the introduction of “good friction”.(00:17:57) The Final Three QuestionsHuggy shares his strategy for reducing friction in his life, a story about the communicator he most admires, Saul Alinsky, and his three ingredients for a successful communication recipe, Aah! Aha! Ha-Ha!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What is “destructive friction”? Bestselling authors Robert I. Sutton and Huggy Rao say that every organization is plagued by destructive friction; yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Join us as Sutton and Rao teach people how to become “friction fixers.” Sutton and Rao say skilled friction fixers think and act like trustees of others' time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, from reframing friction troubles they can't fix right now, so they feel less threatening, to designing and repairing organizations. Sutton and Rao dig into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. Sound familiar? Sutton and Rao are here to help. Don't miss their appearance at Commonwealth Club World Affairs, where they will give lessons for leading your own friction project; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process. This program contains EXPLICIT CONTENT. Learn more about your ad choices. Visit megaphone.fm/adchoices

https://passionstruck.com/passion-struck-book/ - Order a copy of my new book, "Passion Struck: Twelve Powerful Principles to Unlock Your Purpose and Ignite Your Most Intentional Life," today! Picked by the Next Big Idea Club as a must-read for 2024. In this episode of Passion Struck, we dive into the world of organizational dynamics with the remarkable guest, Robert I. Sutton. As a distinguished Stanford professor and bestselling author, Sutton has reshaped contemporary business thinking. In his new book, "The Friction Project," co-written with Huggy Rowe, Sutton explores the concept of friction in organizations and how it can either hinder or enhance productivity.  Full show notes and resources can be found here:  Sponsors Brought to you by Function Health. Take control of your health. Visit FunctionHealth.com today. Use code PASSIONSTRUCK to skip the nearly 100,000-person waitlist. This episode is brought to you by BetterHelp. Give online therapy a try at https://www.betterhelp.com/PASSIONSTRUCK, and get on your way to being your best self. This episode is brought to you By Constant Contact:  Helping the Small Stand Tall. Just go to Constant Contact dot com right now. So get going, and start GROWING your business today with a free trial at Constant Contact dot com. Brought to you by Nom Nom: Go Right Now for 50% off your no-risk two week trial at Try Nom dot com slash PASSIONSTRUCK. https://www.trynom.com/passionstruck  --► For information about advertisers and promo codes, go to: https://passionstruck.com/deals/ From Bad to Good Friction: Strategies for Success with Robert I. Sutton Join us as we uncover the secrets to becoming a friction fixer and learn practical strategies for managing and reducing friction in the workplace. Get ready to unlock the power of intentionality and become a more effective leader. All things Robert Sutton: https://www.bobsutton.net/  Catch More of Passion Struck My solo episode on Why We All Crave To Matter: Exploring The Power Of Mattering: https://passionstruck.com/exploring-the-power-of-mattering/ My solo episode on The Art Of Managing Toxic Family Using The Mosquito Principle: https://passionstruck.com/the-mosquito-principle-overcoming-toxic-family/ My episode with Dr. Mark Hyman On How Personalized Medicine Is Revolutionizing Healthcare: https://passionstruck.com/dr-mark-hyman-personalized-medicine/ Discover my interview with Dr. Anthony Youn On How To Feel Great And Look Your Best: https://passionstruck.com/dr-anthony-youn-how-to-feel-and-look-your-best/ Listen to my interview with BJ Fogg On How Tiny Habits Can Transform Your Life: https://passionstruck.com/bj-fogg-on-transforming-lives-with-tiny-habits/ Catch my other Interview with Dr. Jud Brewer On Breaking Anxiety Shackles And Rewiring Habits: https://passionstruck.com/dr-jud-brewer-on-breaking-anxiety-shackles/ Discover my interview with Dr. Will Cole On How To Restore Your Gut-Feelings Connection: https://passionstruck.com/dr-will-cole-gut-feelings-connection/ Listen to my interview with Dr. Amy Shah On How You Can Control Your Food Cravings: https://passionstruck.com/dr-amy-shah-you-can-control-your-food-cravings/ Catch my Interview with Dr. Kara Fitzgerald On How To Become A Younger You By Reversing Your Biological Age: https://passionstruck.com/dr-kara-fitzgerald-become-younger-you/ Like this show? Please leave us a review here -- even one sentence helps! Consider including your Twitter or Instagram handle so we can thank you personally! How to Connect with John Connect with John on Twitter at @John_RMiles and on Instagram at @john_R_Miles. Subscribe to our main YouTube Channel Here: https://www.youtube.com/c/JohnRMiles Subscribe to our YouTube Clips Channel: https://www.youtube.com/@passionstruckclips Want to uncover your profound sense of Mattering? I provide my master class on five simple steps to achieving it. Want to hear my best interviews? Check out my starter packs on intentional behavior change, women at the top of their game, longevity and well-being, and overcoming adversity. Learn more about John: https://johnrmiles.com/ 

Robert I. Sutton is an organizational psychologist and professor emeritus of Management Science and Engineering in the Stanford School of Engineering. Hayagreeva “Huggy” Rao is the Atholl McBean Professor of Organizational Behavior at the Stanford Graduate School of Business and a fellow of the Center for Advanced Study in Behavioral Science, the Sociological Research Association, and the Academy of Management. In this conversation with Stanford lecturers Ravi Belani and Emily Ma, Sutton and Rao discuss their new book, “The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder,” and offer advice and insights from their years of research and observation.

On this episode of the Live Greatly podcast Kristel Bauer sits down with organizational psychologist and Stanford professor, Robert Sutton, to discuss his new book, THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, which Robert wrote with Hayagreeva “Huggy” Rao.  Kristel and Bob discuss what is bad friction at work, how leaders can create an optimal work environment, Bob's no asshole rule, how to better recieve feedback and more.  Tune in now! Key Takeaways from This Episode: A look into THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder A look into Bob's No Asshole Rule What is bad friction at work? Some keys for leaders to navigate friction at work The importance of savoring How to build self-awareness as a leader A look into addition sickness An example of a get rid of stupid stuff campaign Why having a thick skin is important as a leader Bob's take on some keys to Adam Grant's success What kind of feedback should you be looking for in the workplace? ABOUT ROBERT SUTTON: Robert I. Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries, and served on numerous scholarly editorial boards. Sutton's work has been featured in the New York Times, BusinessWeek, The Atlantic, Financial Times, Wall Street Journal, Vanity Fair, and Washington Post. He is a frequent guest on various television and radio programs, and has written eight books including The Friction Project, and two edited volumes, including the bestsellers The No Asshole Rule; Good Boss, Bad Boss; and Scaling Up Excellence. About the book THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder (St. Martin's Press; January 30, 2024), bestselling authors and Stanford professors Robert I. Sutton and Hayagreeva “Huggy” Rao present a decade's worth of research on what ought to be easy and what ought to be hard in organizations, and how to change things for the better. Based on their research, case studies, and hundreds of engagements with top companies, the authors reveal just how widespread this affliction is, and provide a roadmap for readers to take up the mantle and blaze a path out of the muck. Sutton and Rao tease out the most common and destructive forms of friction, and share proven tactics, tools, and practices that can help us avert these traps and move forward. Ultimately, THE FRICTION PROJECT makes the case for a new philosophy that empowers us to build positive, productive, and humane organizations that make life better for their people and those they serve. Website:  https://www.bobsutton.net/  Order the book, THE FRICTION PROJECT - How Smart Leaders Make the Right Things Easier and the Wrong Things Harder: https://www.bobsutton.net/book/the-friction-project/  Social Media Links: LinkedIn: https://www.linkedin.com/in/bobsutton1/  Twitter:  https://twitter.com/work_matters   About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness expert, popular keynote and TEDx speaker, and the host of top-rated podcast, “Live Greatly,” a show frequently ranked in the top 1% for self-improvement. Kristel is an Integrative Medicine Fellow & Physician Assistant with clinical experience in Integrative Psychiatry, giving her a unique perspective into optimizing mental well-being and attaining a mindset for more happiness and success in the workplace and beyond. Kristel decided to leave clinical practice in 2019 when she founded her wellness platform “Live Greatly” to share her message around well-being and success on a larger scale.  With a mission to support companies and individuals on their journeys for more happiness, success, and well-being, Kristel taps into her unique background in healthcare, business, and media, to provide invaluable insights into high power habits, leadership development, mental well-being, peak performance, resilience, sales, success, wellness at work, and a modern approach to work/life balance. Kristel is a contributing writer for Entrepreneur and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. A popular speaker on a variety of topics, Kristel has presented to groups at APMP, Bank of America, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. She has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine, has contributed to CEOWORLD Magazine & Real Leaders Magazine, and has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC and Ticker News. Kristel lives in the Chicago area with her husband and their 2 children.  She can be booked for speaking engagements worldwide. You can learn more at https://www.livegreatly.co/  To Book Kristel Bauer as a speaker for your next event, click here. You can view Kristel Bauer's speaking reel here.  Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

In this conversation we unpack workplace Friction with Hayagreeva 'Huggy' Rao. Friction can be both good and bad in a workplace, knowing how to use it and how to eliminate it when it's doing harm is critical.The Friction Project is the latest book by Huggy Rao and Bob Sutton and is The definitive guide to eliminating the forces that make it harder, more complicated, or downright impossible to get things done in organizations.THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder is written by bestselling authors and Stanford professors Robert I. Sutton and Hayagreeva “Huggy” Rao. It presents a decade's worth of research on what ought to be easy and what ought to be hard in organizations, and how to change things for the better. Based on their research, case studies, and hundreds of engagements with top companies, the authors reveal just how widespread this affliction is, and provide a roadmap for readers to take up the mantle and blaze a path out of the muck. Our episode today with Huggy Rao unpacks this book and the incredible research conducted to help you discern between good and bad friction, and what to do about it.Huggy Rao is the Atholl McBean professor of Organizational Behavior at the Stanford Graduate School of Business and a fellow of the Center for Advanced Study in Behavioral Science, the Sociological Research Association, and the Academy of Management. He has written for Harvard Business Review, Business Week, and the Wall Street Journal. He is the author of Market Rebels and coauthor of the bestselling Scaling Up Excellence.Praise for The Friction Project:“Sutton and Rao have given us a thousand gems, each an invaluable insight on its own, reinventing management as the art of ensuring that things get done as they should without unnecessary struggle. Marshalling the crucial insights from classic works, as well as from the very latest studies, they make a convincing case for friction as a vital focus and offer countless practical suggestions that you can apply in your work. I guarantee that their profoundly humane arguments will win your hearts, change your behavior, and transform your companies.”—Amy C. Edmondson, Professor, Harvard Business School, Author, Right kind of wrong: The science of failing well (Atria, 2023)“I have found every place I've been to be filled with people who REALLY CARE about doing the right thing for the company. Sutton and Rao show how leaders who pay attention to friction - which kinds arehelpful and which are not—can equip these people with the right tools, build their trust, and make incredible progress as a result.”— Ed Catmull, co-founder of Pixar, former President of Pixar and Disney Animation Studios, and author of Creativity INC: Overcoming the Unseen Forces That Stand in the Way of True Inspiration Hosted on Acast. See acast.com/privacy for more information.

Nghe trọn sách nói Đối Phó Với Những Tên Khốn Tài Ba trên ứng dụng Fonos: https://fonos.link/PodcastFonos--Về Fonos:Fonos là Ứng dụng âm thanh số - Với hơn 13.000 nội dung gồm Sách nói có bản quyền, Podcast, Ebook, Tóm tắt sách, Thiền định, Truyện ngủ, Nhạc chủ đề, Truyện thiếu nhi. Bạn có thể nghe miễn phí chương 1 của tất cả sách nói trên Fonos. Tải app để trải nghiệm ngay!--Đã bao nhiêu lần bạn phải chứng kiến những hành vi bắt nạt tại nơi công sở; hoặc chẳng may, chính bạn là nạn nhân của những kẻ ti tiện, chuyện giẫm đạp lên người khác để đoạt lấy danh lợi và quyền lực? Hãy tin rằng, bạn không hề cô đơn! Trong sách nói Đối Phó Với Những Tên Khốn Tài Ba, Robert I. Sutton của Đại học Stanford sẽ chỉ cho bạn cách tốt nhất để đối mặt với điều này và lý giải nguyên nhân vì sao chúng có thể tàn phá tổ chức của bạn khủng khiếp như vậy.Sách nói này sẽ cung cấp cho bạn:- Chiến lược để xác định và loại bỏ ảnh hưởng của lũ người ti tiện- Dẫn chứng những ví dụ cụ thể từ các công ty lớn trên thế giới- Một bài kiểm tra “chuẩn đoán” và một chương trình để tầm soát “tên khốn nội tâm” trong bạn.Những kẻ xấu sẽ gây tổn thương nặng nề cho nạn nhân, cho những người ngoài cuộc chịu phản ứng dây chuyền, cho hiệu quả của tổ chức lẫn chính bản thân kẻ đó. Sách nói này sẽ dành cho cả những nạn nhân và cả những người sếp, quản lý đang muốn cải thiện môi trường làm việc của công ty mình.Ngoài ra, trong sách nói sẽ có những điểm nhấn nổi bật khác như: Đưa ra một cái nhìn trực diện về những tên khốn trong môi trường làm việc, chỉ mặt đặt tên và dũng cảm thoát khỏi sự ảnh hưởng của lũ người ti tiện; Nguyên tắc “nói không với lũ khốn”; Mô tả chi tiết đặc điểm và những chiêu thức hạ đẳng của những tên khốn; những ảnh hưởng ghê gớm đối với văn hóa doanh nghiệp và hiệu quả kinh doanh của những công ty chỉ rặt những tên đê hèn; cùng với cách để nhận diện "tên khốn nội tâm" của bản thân và không để hắn làm ảnh hưởng tới môi trường làm việc của bạn.--Tìm hiểu thêm về Fonos: https://fonos.vn/Theo dõi Facebook Fonos: https://www.facebook.com/fonosvietnam/

Novas tecnologias, como a Inteligência Artificial, ampliaram o déficit de mão de obra qualificada em todo o mundo. Para superá-lo, Evandro Barros, fundador e CEO da Data H e Matheus Theodoro, cofundador da Synkar, propõem um caminho alternativo ao ensino formal, treinando scientists as a service._____LINKS DO EPISÓDIOO livro “Potencializando a Excelência”, de Robert I. Sutton e Hayagreeva RaoO filme “Pad man”, no NetflixO filme “O menino que descobriu o vento”, também no Netflix O livro “Disrupting the Game”, do Reggie Fils-AiméO livro “Futuro presente: O mundo movido à tecnologia”, de Guy Perelmuter_____FALE CONOSCOEmail: theshift@b9.com.br_____ASSINE A THE SHIFTwww.theshift.infoShow Less

In this month's episode of First Friday Feedback, Phil is joined by Cannon's own Sarah Jones, Executive Producer of podcasts and Marketing Manager. Together, they kick off Cannon's special series celebrating Women's History Month. Listen in as they unpack and discuss the next steps to the recent LinkedIn poll question, “How is your firm working to attract and retain female clients?” Resources: The Knowing-Doing Gap, Jeffrey Pfeffer and Robert I. Sutton https://jeffreypfeffer.com/books/the-knowing-doing-gap/   Please send Comments, Questions, and Feedback to: mojo@cannonfinancial.com Please send First Friday Feedback submissions to: mojo@cannonfinancial.com

Welcome to today's episode of the Create a Life You Love video podcast!   Marie Gettel-Gilmartin is the founder of Fertile Ground Communications LLC, is a writer, podcaster, and marketing communications consultant who loves to help her clients communicate clearly and painlessly.   She dropped some fabulous tips on how you can embrace your resiliency and really THRIVE! Fertile Ground Communications is a certified women-owned business enterprise, disadvantaged business enterprise, and emerging small business, dedicated to creating a kinder, more sustainable, and just world.   We had so much fun digging into topics such as:  The importance of building community BEFORE you need them  Seek out help when needed  Follow the No A$$Hole Rule  and so much more!     You can connect with Marie at: www.fertilegroundcommunications.com https://www.facebook.com/marie.gettelgilmartin https://www.instagram.com/marie_miracles/ https://www.linkedin.com/.../fertile-ground-communications/ https://twitter.com/FertileGroundCo     Her two podcasts are: Finding Fertile Ground, which is about personal stories of grit, resilience, and finding career fertile ground https://www.fertilegroundcommunications.com/finding-fertile-ground-podcast Companies That Care, featuring business leaders and companies working to make a better world for all https://www.fertilegroundcommunications.com/companiesthatcarepodcast     Get her freebie, Sparkle in Your Bio at: https://www.fertilegroundcommunications.com/freebie     Books Mentioned: The Girls in the Wild Fig Tree by Nice Leng'ete https://amzn.to/3gk5RxP The No Asshole Rule by Robert I. Sutton https://amzn.to/3L2tskJ Loving What Is by Byron Katie https://amzn.to/35xaW3w     The host of the podcast, Chantal Cox, is the author of "Create a Life You Love: 10 Healthy Habits to Transform Your Life Now," and founder of Create a Life You Love Coaching. She specializes in helping women connect with their purpose so that they can live an aligned and fulfilling life of impact. You can find out more at https://createalifeyoulovecoaching.com   If you got value out of this episode, please share it with someone that you think would benefit from it. Also, leaving a podcast review is always so very appreciated. You can quickly and easily leave a review from any device by going to RateThisPodcast.com/calyl Catch all past and future video episodes of The Create a Life You Love Video Podcast within the free Facebook Group: Create a Life You Love Community. Create a Life You Love Community Enjoy the Journey, Chantal  CreateaLifeYouLoveCoaching.com

Do you struggle with your coworkers, employees or your boss? It’s not an uncommon problem. Personality conflict at work has the power to turn even the most awesome job into a terrible one. When Dr. Amy Hahn, graduated dental school and started working at her father’s practice, she discovered this the hard way. It turned out that dealing with employees was a serious challenge that she hadn’t been taught to handle in any of her classes. So she took a page out of the Everyday Lessons playbook and picked up a couple of books filled with workplace advice for dealing with difficult coworkers and staff members.  What she learned from those books helped to shift her perspective and transform her office. She even created a required reading list for her staff to read. While it wasn’t an overnight change, the lessons she and her team learned from those books have helped her to create a workplace filled with positivity. Referenced in this episode: Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst by Robert I. Sutton The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't by Robert I. Sutton What I Know for Sure by Oprah Winfrey The Four Agreements: A Practical Guide to Personal Freedom by Don Miguel Ruiz

“You know, getting down to brass tax here, something isn’t going to help your work unless you put the effort in, unless you make a commitment and that’s hard. So one thing you have to realize is there is going to be days when you really don’t feel like sitting down and doing this but you’re going to try and make yourself do it anyways because you know it’s going to help you.”-Antonia Stephen MD, Surgeon, Massachusetts General Hospital    Tune in this week as we dive into all things dealing with meditation and mindfulness with Dr. Antonia Stephen MD.    In our first episode on meditation and mindfulness we learned how it can make you a better physician. That sounds great, so now let’s delve into how to fit meditation and mindfulness into a busy schedule. Dr. Stephen is a surgeon and Surgical Director of Wellness at Harvard Medical School and Massachusetts General Hospital. In this episode, Jill sits down with Dr. Stephen to discuss how to make time for meditation and mindfulness.   Dr. Antonia Stephen received her medical degree from Harvard Medical School, completed her general surgery residency at Massachusetts General Hospital, and her surgical fellowship at the Cleveland Clinic, before joining the surgical staff at Massachusetts General Hospital in the Division of Surgical Oncology, where she specializes in surgery of the thyroid, parathyroid and adrenal glands.   Books mentioned in the show:   “There’s Not Enough Time: …and other lies we tell ourselves” by Jill Farmer  https://amzn.to/3fJaVwB   “Wherever You Go, There You Are: Mindfulness Meditation in Everyday Life” by Jon Kabat-Zinn  https://amzn.to/3dFdD3x    “The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action” by Jeffrey Pfeffer and Robert I. Sutton  https://amzn.to/3wGdohx     Excerpts from the show:   “We can learn about it all we want. It sounds really good and all that but really to see the benefits and make it happen you absolutely need to start a regular practice. It’s hard when you’re really busy and it’s hard when you have a million other things that you feel like you should be doing. So I would say that the number one thing, which we touched on a little bit in our prior podcast, is to start small. Start real small. What if you challenged yourself to do five minutes once a week? It sounds so absurdly small that it’s kind of almost silly not to do it. But I think you know setting a really small goal and then having somewhat of a plan to keep you on task with it. A small journal or a little reminder on your phone. I would say the second thing, which is a relatively new thing, meditation and mindfulness has been around for a while but having an app on your phone and having a guided meditation where you fire up the app and it’s ten minutes or it’s five minutes, it’s whatever you know it is and that way it’s sort of all set up for you. Then you don’t have to worry about setting your own time or worry about keeping yourself on task because somebody is there sort of helping you do that. So I would say that those are two of the the things that I think are most helpful for busy people when they’re starting this type of practice. Number one, start really small and have an accountability system and download an app on your phone.” Dr. Antonia Stephen     “Can you give us the simplest explanation of the difference between meditation and mindfulness and how those two things are either different or similar to each other?”- Jill Farmer   “Yes, that’s a great question. Mindfulness is really the ability to be present in the moment of being here. Not in the runaway train mind. Not in the past thinking about what happened yesterday and what you would have said differently. Not thinking about your plans for the future. Not thinking about all the things you have to get done. Not thinking how angry you are at a colleague or a family member. It’s actually just being, and sometimes being present is feeling angry or whatever it is but you’re here, you’re in the moment. And when you’re that, you can really be anywhere but caught up in your thoughts. So you can feel your toes, you can feel your breath, you can look at the person in front of you and really look at them. You can hear the sounds coming from outside. That’s really being mindful.”- Dr. Antonia Stephen   “To be mindful, that’s the practice and that’s the meditation practice. The way that it was put to me, and this was actually directly from Jon Kabat-Zinn, is that you know obviously being present and being focused is a great thing. We all want to do that. I think that’s great but just calling upon yourself to do that when the stakes are high and when the pressure’s on and when you’re tired or sleep deprived or stressed or feeling threatened in any way, it’s too strong, you’re not going to be able to do it. By sitting and practicing meditation so that meditation is the practice so that you can be mindful that you are actually forming new neural pathways in your brain that are going to allow you to be mindful throughout your day and your life. Another way I’ve heard it described, which I absolutely love, is that our brain has ruts. We fall into those ruts because they’ve been there for many many years and reformed over time and to try to climb out of those ruts can be very difficult and even demoralizing and discouraging. So you have to form new ruts and those are the new neural pathways that you’re forming when you’re practicing meditation for those ten or twenty minutes or even that one minute and then those new ruts are there for when the time gets tough.”- Dr. Antonia Stephen   DocWorking believes the time has come to prioritize the health and wellness of physicians. Professional coaching is transformational. Elite athletes, award-winning actors and top-performing executives all know this, which is why they embrace coaching to achieve such extraordinary success. Leading corporations also know this, which is why they encourage coaching for employees at every level. Smart leaders leverage the power of coaching to achieve outcomes that are meaningful, measurable, and attainable. Our Coaches Will Show You How!   We have exciting news! Our live course, STAT: Quick Wins to Get Your Life Back is coming soon! Life is too short to be stretched so thin. Do you want more time to focus on what matters most to you? Our power packed plan fits easily into your busy day! Coaches Gabriella and Jill have taken all their best strategies from coaching hundreds of physicians over multiple years and folded them into one efficient course. You can easily practice these bite-sized strategies on your timeline: anytime, anywhere. Are you ready to invest in yourself, reclaim your time and minimize stress? Click here! https://docworking.com/stat-interest   To learn more about DocWorking, visit https://docworking.com   Are you a physician who would like to tell your story? Please email Amanda, our producer at Amanda@docworking.com to apply.   And if you like our podcast and would like to subscribe and leave us a 5 star review, we would be extremely grateful!   We’re everywhere you like to get your podcasts! Apple iTunes, Spotify, iHeart Radio, Google, PlayerFM, ListenNotes, Amazon, YouTube, Podbean   Some links in our blogs and show notes are affiliate links, and purchases made via those links may result in small payments to DW. These help toward our production costs. Thank you for supporting DocWorking: The Whole Physician Podcast!   Occasionally, we discuss financial and legal topics. We are not financial or legal professionals. Please consult a licensed professional for financial or legal advice regarding your specific situation.   Podcast produced by: Amanda Taran

Yep, you read the title right . . . Robert Sutton gives you guidance on how to identify people in your life (including evaluating yourself and how you treat others) and how to deal with "jerks" in your life. Any organization needs to make sure that they have everyone rowing in the same direction, and if anyone is disrupting that flow, they need to be dealt with. Sutton gives us all tips on how to organize our programs to get everyone on the same page. Enjoy!!

Building a Civilized Workplace and Surviving One that Isn’t How do you react when you meet a mean-spirited person? If you’re anything like author Robert Sutton, you probably think: “Wow, what an asshole!” Maybe you call them something else, like bullies, creeps, jerks, tyrants, or egomaniacs. But overall, asshole seems to best capture the fear and loathing you have for these nasty people. Unfortunately, most of us have to deal with assholes in the workplace, and Sutton aims to show how destructive these people are to their colleagues and organizations. You’ll learn how to keep these types of jerks out of the workplace as well as how to handle the ones you are stuck with. As you read, you’ll learn the total cost of assholes in business, why emotionally distancing yourself is key, and how sometimes being an asshole can be effective. Do you want more free book summaries like this? Download our app for free at https://www.QuickRead.com/App and get access to hundreds of free book and audiobook summaries.

Saya membahas buku The No Asshole Rule karya Robert I. Sutton. Buku ini membahas bagaimana menciptakan lingkungan kerja yang bebas dari orang menyebalkan atau Robert menyebutnya sebagai assholes. Secara evolusi, manusia pernah melalui fase di mana orang yang paling kuat dan kasar, biasanya menjadi pemimpin di jaman dulu. Namun, di era sekarang, sifat agresif dan kasar pada posisi yang lebih tinggi malah kontraproduktif.

Hacia una teoría general sobre los hijos de puta. Slowdown, Danny Dorling. Empty Planet. Steven Pinker. Hans Rosling. Jason Hickel. Carlo Maria Cipolla: Leyes fundamentales sobre la estupidez humana. Relativismo moral. Lapse on civility. When reason goes on holiday - Sesardic. Assholes - Aaron James. Carl Panzram. The no asshole rule - Robert I. Sutton.

Building a Civilized Workplace and Surviving One that Isn’t How do you react when you meet a mean-spirited person? If you’re anything like author Robert Sutton, you probably think: “Wow, what an asshole!” Maybe you call them something else, like bullies, creeps, jerks, tyrants, or egomaniacs. But overall, asshole seems to best capture the fear and loathing you have for these nasty people. Unfortunately, most of us have to deal with assholes in the workplace, and Sutton aims to show how destructive these people are to their colleagues and organizations. You’ll learn how to keep these types of jerks out of the workplace as well as how to handle the ones you are stuck with. As you read, you’ll learn the total cost of assholes in business, why emotionally distancing yourself is key, and how sometimes being an asshole can be effective. *** Do you want more free audiobook summaries like this? Download our app for free at QuickRead.com/App and get access to hundreds of free book and audiobook summaries.

In this episode, I interview John Groom, the founder and previous CEO of Acrodata. In 2006, aged 39 and a year after getting married, John jumped from senior corporate life and started his first business which specializes in document security and management in the small market of Tasmania, Australia. A year later, their first of three children arrived, and a year after that, the global financial crisis hit, causing his business to lose a new and large government contract.  They however pivoted quickly to find new customer segments and recovered within three months, growing from 2 full-time employees to 9 when he exited the business nine years later, and at over $1 Million in annual sales. The business still continues to grow and be profitable to date. He admits that in the beginning he underestimated the size of the market for their services locally and would do a lot of things differently if he could redo it.  John believes the hardest thing in growing a small business is funding and managing people, and the advice he would give himself on day one is, “Strap yourself in. Be ready. Build your resistance. Look after yourself. Stay healthy. Expect bumps in the road and expect to make mistakes.” Stay tuned to learn from his incredible entrepreneurial journey. This Cast Covers: An amalgamation of things he learned in senior positions at different businesses. Introducing digital workflow into government entities, businesses, organizations. Transitioning from a corporate career into entrepreneurship. There’s no roadmap that’s 100% in business ownership, one has to experience it hands-on. Running a business and taking care of a young family simultaneously. Being agile and innovative for a business to survive during a crisis. Creating the business ready for growth and achieving $1 Million in revenue and 9 full-time employees. The importance of a business founder paying themselves a cost-effective salary to allow for the business to grow from internal funds. The value of being a risk taker and having some self-belief while also taking the advice of more experienced advisors. The pride of achieving great milestones with the business and what success looks like. A business owner has to be totally involved and focused on their business. Taking on investment funds from friends and family, and no government funding. The most stressful moment in his small business growth journey. The challenges of entering business for the first time and proper cash flow management 101. Taking on an equity partner and how it can help take a business farther. Having a mindset of making tasks easier and more efficient no matter what the task is. Character versus technical skills when it comes to productivity and adding people to the team. Leading in creating a fun, decent, and tolerant culture that delivers excellent customer service at a profit. Networking, taking formal personal development, always having an open mind to learning, and surrounding himself with people smarter than him. John’s experience and advice on successfully exiting a business. The hurdles of self-funding a business and the benefits of seeking funding externally. The power of proprietary software, Excel, and Salesforce in growing a small business.   Additional Resources: No AssHole Rule By Robert I. Sutton The Subtle Art of Not Giving a F*ck By Mark Manson The Alchemist By Paulo Coelho Music from https://filmmusic.io "Cold Funk" by Kevin MacLeod (https://incompetech.com). License: CC BY (http://creativecommons.org/licenses/by/4.0/

In this episode, I’ll have a conversation with James Cuda, CEO, Co-Founder and Creative Director of Savage Interactive, the company behind the hugely successful iPad app, Procreate. The multi-award-winning art app is designed to free creatives from their desks and encompasses a powerful suite of tools for illustrators and designers at any skill level, and contains everything one needs to create inspiring sketches, gorgeous paintings, and stylish illustrations.  James came up with the idea for Procreate in 2009, but it wasn’t until 2011 that he got serious with it. He has to first shut down his fairly thriving branding and web development agency and pivot it all into building Procreate into being the number one paid creative app on the Apple app store. Currently, with 40 staff and generating more than $30 Million in annual revenues, the only investors in the business are James and his wife, who’s in charge of the company’s strategy and finances.  Their funding has all been from cash flow even during the early transitional years when they were moving from an agency model to one app. Down to their last $20,000 in the bank, they invested heavily in culture and only hiring A the best which worked wonders for them. James believes the hardest thing in growing a small business is the mindset of money versus services or products. He believes one should focus everything they’ve got into making the most exquisite product they can. Tune in as he shares the incredible Procreate story and his tons of wisdom for every small business owner who’s looking to win big with their business.  This Cast Covers: The thriving Hobart tech scene and how James came up with the idea for Procreate. The pricing conundrum when they launched on the Apple app store and how they overcame it. The start of something ambitious with Procreate. The experience James had with shutting down his previous business. Turning over $30+ Million a year with 40 employees and millions of customers worldwide. How app stores make money from listing apps and Apple’s $2 Billion revenue from its app store. Starting a software company with only $20,000 in cash and bootstrapping to success. Trying to change an industry with the best products in the world. Growing the company in Hobart despite no government support. The importance of anticipating fast growth and planning for it. Maintaining tenacity even when things in business are bad. Viewing employees as the biggest asset and making sure they have everything they need to do their job as best as possible. Hiring 101: Getting the A players on the bus Building a growth-oriented company culture and the best personal development a small business owner can get. Creating an amazing product before focusing on the revenue generation. Growing a small business with a humble spreadsheet. Incorporating influencer marketing as the core of their marketing strategy.  Additional Resources: The No Asshole Rule By Robert I. Sutton Built to Last By James C. Collins and Jerry I. Porras The Magic of Thinking Big By David J. Schwartz   Music from https://filmmusic.io "Cold Funk" by Kevin MacLeod (https://incompetech.com). License: CC BY (http://creativecommons.org/licenses/by/4.0/

Hãy tải ứng dụng Waves để cập nhật những tập podcast mới nhất và có những trải nghiệm miễn phí tuyệt vời nhất: iOS: https://apps.apple.com/gb/app/waves-podcast-player/id1492378044 Android: https://play.google.com/store/apps/details?id=com.waves8.app Tác giả gọi những ý tưởng mới trong cuốn sách này là “kỳ quặc” hầu lôi kéo sự chú ý của bạn đọc. Suy cho cùng, những cách quản lý không ai ngờ tới, thậm chí quái lạ, lại lý thú và đáng nhớ hơn những ý tưởng cổ lỗ, nhạt nhẽo. Nhưng còn một lý do khác khiến những ý tưởng này có vẻ ngược đời: Để đổi mới, các công ty phải làm được những việc mà biết chắc là sẽ “va” với cung cách quản lý lâu nay mọi người vẫn quen, “va” với niềm tin phổ biến nhưng sai lạc, rằng làm việc gì cũng phải “đúng cách”. “Ý tưởng kỳ quặc tạo ra đột phá” (Weird Ideas That Work) là một sự sáng tạo ngoạn mục trong tư duy quản lý, giúp mọi doanh nghiệp cân bằng giữa duy trì công việc hiện tại và khích lệ các ý tưởng mới. Để thành công, ta phải vừa làm theo chuẩn mực mà cũng phải vừa khác biệt. Hãy đón nghe quyển sách này để tìm một lối tư duy khác trên con đường sự nghiệp và kinh doanh của bạn! Kênh podcast của mình đến từ Waves - nền tảng âm thanh trực tuyến cung cấp audiobooks, podcasts và âm thanh trực tuyến bằng Tiếng Anh và ngôn ngữ địa phương tại Đông Nam Á. Hãy truy cập vào Waves8.com để đón xem nhiều chương trình khác của chúng tôi hoặc liên hệ nếu bạn muốn cùng chúng tôi tạo ra những podcast riêng của riêng mình! Cuốn sách này đem đến cho các bạn bởi Coconut! #ytuongkyquac #dotpha #nghethuatkinhdoanh #waves #tomtatsach #bookaster #sachkinhdoanh Từ khóa: ý tưởng kinh doanh, đột phá kinh doanh, tư duy mới, nghệ thuật kinh doanh.

After binge-watching the powerful HBO miniseries Chernobyl: https://www.hbo.com/chernobyl my thoughts turned to our country and the ongoing issue with Boeing’s 737 MAX. What’s common to both events? A single word: Transparency. Or, the lack of it. The first episode of Chernobyl highlights — at the individual and at the organizational level — consequences of not sharing information, or the truth, especially at the beginning of an accident. Any viewer of the series will be struck by the breathtaking denial of the reactor core explosion, and how many lives, such as those of the firefighters in the first episode, will later horribly end in an isolated Moscow hospital due to massive radiation poisoning. Let’s turn to the 737 MAX events. After two overseas fatal accidents, both during takeoff, many questions arose about similarities leading to the crashes. Following a series of articles in the Wall Street Journal, it quickly becomes apparent that not everyone at Boeing was sharing vital design details, such as the Angle of Attack sensors and related flight control systems. Alarmingly, it appears not even Boeing test pilots knew these critical design details: https://www.wsj.com/articles/boeings-own-test-pilots-lacked-key-details-of-737-max-flight-control-system-11556877600 While the magnitude of these two events are quite different, there are disturbing commonalities. First, critical design details were not known by those who operate the systems. Second, and perhaps even worse, the basis for design decisions appeared to be short-sighted considerations such as cost, which, in the end, were given higher priority than basic safety. With Boeing we are still in the consequences stage as the design and software issues are being addressed in real time. One can only wonder what it will take for Boeing to recover the loss to their integrity and brand after this event. What changes will be required so this does not happen again? Once again we can turn to Jeffrey Pfeffer and Robert I. Sutton’s Knowing-Doing Gap: https://www.choinque.com/the-knowing-doing-gap We’ve all encountered a bureaucratic organization or call center from hell where we endlessly repeated requests and it appears nothing we say is listened to, captured, stored, or responded to. Organizations that ignore knowledge, or treat it as something to be acquired, stored, and often protected or hidden will never cross the Knowing-Doing Gap. As a result, individuals in such organizations will be unlikely to Do The Right Thing, even when they know what the right thing to do is. Often they won’t even know. Just like Chernobyl and just like Boeing. We learn from Pfeffer and Sutton that the rare organizations that cross the Knowing-Doing Gap treat knowledge differently, we could say with radical transparency. What is required to do that? Brave and secure leaders who willingly accept feedback and that pursue continuous improvement. If you have a chance to see the Chernobyl series, it’s a haunting experience. Let’s keep an eye on Boeing as well, watching how their leaders respond. Great Leaders Are Transparent.

Les grosses brutes existent et elles peuvent se retrouver dans n'importe quel milieu de travail. Par contre, en tant que gestionnaire, peut-on se faire un gardien de nos équipes et les éviter? Peut-on les détecter au moment de l'embauche? Dans cet épisode, je propose les meilleures pratiques pour contrôler les comportements toxiques et aider les employés à composer avec la présence de grosses brutes en m'inspirant du livre de Robert I. Sutton "No Asshole Rule". Ordre du jour 0m23: Introduction et présentation du livre The No Asshole Rule 5m38: Définir les grosses brutes 18m35: Les vertus des grosses brutes 26m25: Les règles à mettre en place et comment les appliquer 31m22: Détecter les grosses brutes avant l'embauche 36m01: Aider le personnel face aux grosses brutes 44m30: Se détecter soi-même en tant que grosse brute et réflexions personnelles Pour encore plus de détails et t'abonner au Rendez-vous des Ambitieux, consulte la page web de l'épisode

This past week we held our annual Academy Leadership Conference in south Florida. A lot happens over three full days, and we usually leave very energized. One of the reasons for this is that we share knowledge with each other. This brings to mind Jeffrey Pfeffer and Robert I. Sutton’s The Knowing-Doing Gap, in that we frequently seem to focus much more on knowledge than doing, exemplified by a passage on page 16: “But the view of knowledge taken by many consultants, organizations,
and management writers is of something to be acquired, measured,
and distributed — something reasonably tangible, such as patents.” Administrative knowledge seems an accurate term for this, and we may often presume, that once possessed, this know-how will be used effectively, which in practice often does not happen. Think of most common initiatives undertaken focusing on cloud computing and data warehousing and support software installation, and the rise of corresponding organizational structures. The usual result: Adding technology without changing behaviors which only extends the Knowing-Doing Gap. Pfeffer and Sutton emphasize the use of the word knowledge as a process rather than a thing as a helpful habit well worth developing. Or put another way, most companies: “Overestimate the importance of the tangible, specific, programmatic aspects
of what competitors, for instance, do, and underestimate the importance
of the underlying philosophy that guides what they do and why they do it.” What they do and why they do it. So, what energized our Academy Leadership team this past week? We shared stories about things that we did, ways we engaged with our clients, and most significantly, we captured the stories from our Leadership Excellence Partner award winners. These were the amazing testimonials, shared from the heart, by leaders who are transforming their organizations while working with an Academy Leadership facilitator, or partner. There’s an analog here worth reflecting on. We can likewise envision leadership, both term and practice of, as a verb, or as an action or process, rather than a noun or title. At the end of the week, the first cohort of our new Academy Leadership Advanced Leadership Course regrouped for our fourth day. We were processing day three at a coffee shop, and as with the conference just finished, the team was sharing stories, asking themselves how to focus on what really mattered in order to realize their developing future vision. It was a great opportunity to share knowledge from the conference completed two days before. During the conference, we held a panel sharing best practices when facilitating development of a Personal Leadership Philosophy. One of the elements of a leadership philosophy, and often overlooked is our leadership priorities. In short, what’s important, and in what order. A member from the panel shared how they ask a group, especially one typically juggling everyday distractions and interruptions (think about a culture of doing more with less): “What are the two or three balls in the air which cannot be dropped?” Fantastic answer and a fantastic story. The cohort immediately connected with the analogy, and we went further. The group then challenged each other whether or not these two or three priorities were mentioned in their respective leadership philosophies, and then whether or not the priorities were aligned. That’s communication. That’s breakthrough. That’s leadership. Leaders cross the Knowing-Doing Gap.

It’s easy to look at the news every day and feel like the world is quickly becoming a meaner, more dangerous place. Whether it’s clients, co-workers, bosses, or other people in our lives, it often feels like we’re surrounded by jerks, and are powerless to change things. However, as Dr. Cyndie Courtney shares today, we have incredible power to reshape our view of the world and to make our practices, communities, and the world, friendlier, and more inspiring places. Dr. Courtney practices at Grand View Animal Hospital in Missouri, as well as hosting the Veterinary Viewfinder Podcast and working on her passion project, The Jerk Project. She is an expert in more areas than one and is sharing her techniques on how to deal with disenfranchised grief, as well as her tips on her ability to respond to negative reviews with confidence, competence, and compassion. We take a humble look at ourselves, our flaws and how we can work together to build each other up on today’s episode, which we recorded on the floor of the AVMA Conference in Denver recently. What do you do in your daily life to make your world a better place? We’d love some new ideas, so let us know in the comments on the show notes page!   In This Episode A peek inside Dr. Courtney’s passion project: The Jerk Project How to help your peers grow through open communication and feedback Dr. Courtney's path to achieving balance by stopping saying yes to everything Tools to deal with challenging people in your life How to know if you are being a total jerk and need to change your behavior   Quotes “Knowing that the information I found can help other people, one of my taglines is ‘making the world less mean’. And if I can make the world a less mean place for [my son] to live in too, I think that's also something that's really worth doing.” (22:52) “I feel like every time I turn around one of my classmates is doing something awesome. And I honestly think that a huge part of why that is, is because we had a critical mass of very positive people. And actually I’m not sure I was one of those people, but we had this critical mass of positive people who really believed in lifting each other up and if we were successful we would help each other be successful.” (25:51) “I know its hard, but get up early on Saturday morning and go to that wet lab. I know you want to sleep in, I know you are gonna worry you might not have enough time to study, but that hands-on experience is worth its weight in gold and it's really hard to get it, especially once you graduate.” (26:43) “We often blame, we say ‘that person is toxic, that person is a jerk, they are just a bad person, and more often than we know, its the situation that person is in, or sometimes they just don't have the same expectations.” (37:41)   Links Enjoying these stories? Consider supporting Podcast A Vet on Patreon & check out our awesome patron-only perks! Veterinary Viewfinder Podcast Veterinary Viewfinder Facebook Page   Vet Changes World Blog Follow Vet Changes World on Facebook | Instagram   The Jerk Researcher The Voices of Veterinary Medicine Podcast The Social DVM Cyberbullying Support for AVMA Members   Book Recommendations Mastering Civility by Christine Porath The Cost of Bad Behavior by Christine Pearson and Cristine Porath The No Asshole Rule by Robert I. Sutton The Asshole Survival Guide by Robert I. Sutton So You’ve Been Publicly Shamed by Jon Ronson   Find the full show notes here Keep up with everything Podcast A Vet Follow Podcast A Vet on Facebook | Twitter | Instagram Join our free community of dedicated vet professionals looking to improve their practices and lives in our free Facebook community! We'd love it (and you) if you would take 1 minute and leave us a review on iTunes!

The Total Tutor Neil Haley will interview New York Times Best Selling Author Robert I. Sutton. Among the six management books award-winning Stanford professor Robert I. Sutton has authored, The No A--hole Rule is perhaps his most imoactful. A New York Times and Wall Street Journal bestseller, its focus was to help readers build civilized workplaces by identifying unsavory environments. The response was overwhelming, but readers wanted more. They wanted to know, “Ok, I'm dealing with an a--hole, now what?”  THE A--HOLE SURVIVAL GUIDE is Bob's answer, tailored for people who are tired of the jerks in their lives, from their bosses, to their family members, to those who govern them. He helps the reader diagnose the problem, and then he offers field-tested, evidence-based—and sometimes surprising—strategies for dealing with a--holes. Bob offers a lighthearted, accessible approach to serious explorations in behavioral science and business management.  ROBERT I. SUTTON is a Stanford University professor and author of six management books, including the New York Times bestsellers The No A--hole Rule and Good Boss, Bad Boss. He is an IDEO Fellow and cofounder of the Stanford Technology Ventures Program and the Stanford Design Institute.   

Susan Sontag, The Rolling Stones, and “rock, paper, scissors” as a conflict resolution strategy. In this episode I talk to Jill Vialet, CEO and Founder of Playworks, a national non-profit that believes in the power of play to bring out the best in every kid. They strive to create safe, inclusive school environments that allow kids to thrive and discover their own superpowers.   Music Show Opening Mix: Brand New – Salt-n-Pepa Brand New – Pharrell Williams (with Justin Timberlake) Brand New Key – Melanie Brand New – Kanye West (feat. Rhymefest)   Can’t You Hear Me Knocking – The Rolling Stones   Show Closing Mix: Brand New Funk – DJ Jazzy Jeff & The Fresh Prince Brand New You’re Retro – Tricky Brand New Me – Dusty Springfield Brand New Me – Isaac Hayes   Reading List The Ambiguity of Play - by Brian Sutton-Smith  Lateral Thinking: An Introduction - by Edward de Bono Experience And Education - by John Dewey The Volcano Lover: A Romance – by Susan Sontag Scaling Up Excellence: Getting to More Without Settling for Less - by Robert I. Sutton and Huggy Rao Recess Rules - by Jill Vialet   Watch List Jill’s TEDMED talk: Why play matters Headspace meditation site and app John Oliver on the Supreme Court   ** If you like my show, please subscribe and review in iTunes, or wherever you get your podcasts. For more information, visit brandnewways.com --> Find the show on Twitter: @brandnewways_ --> Send me an email: show@brandnewways.com