Podcast appearances and mentions of Rosabeth Moss Kanter

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: On Owning Our EA Affiliation, published by Alix Pham on August 5, 2024 on The Effective Altruism Forum. Someone suggested I name this post "What We Owe The Community": I think it's a great title, but I didn't dare use it... Views and mistakes my own. What I believe I think owning our EA affiliation - how we are inspired by the movement and the community - is net positive for the world and our careers. If more people were more outspoken about their alignment with EA principles and proximity to the EA community, we would all be better off. While there may be legitimate reasons for some individuals to not publicly identify as part of the EA movement, this can create a "free-rider problem". If too many people choose to passively benefit from EA without openly supporting it, the overall movement and community may suffer from it. Why I think more people should own their EA affiliation publicly I understand why one doesn't, but I'd probably not support it in most cases - I say most cases, because some cases are exceptional. I'm also not necessarily saying that one needs to shout it everywhere, but simply be transparent about it. The risks These are the risks - actual or perceived - that I mostly hear about when people choose not to publicly own their EA identity: People don't want to talk to you / take you seriously because you are affiliated with EA You won't get some career opportunities because you are affiliated with EA And I get it. It's scary to think two letters could shut some doors closed for some potentially incorrect reasons. A prisoner's dilemma But I think it hurts the movement. If people inspired or influenced by EA are not open about it, it's likely that their positive impact won't get credited to EA. And in principle, I wouldn't mind. But that means that the things that EA will get known for will mostly be negative events, because during scandals, everyone will look for people to blame and draw causal paths from their different affiliation to the bad things that happened. It's much less attractive to dig out those causal paths when the overall story is positive. I'd believe this is a negative feedback loop that hurts the capacity of people inspired by the EA movement to have a positive impact on the world. Tipping points It seems to me that currently, not publicly affiliating with EA is the default, it's normal, and there's no harm in doing that. I'd like that norm to change. In Change: How to Make Big Things Happen, Damon Centola defines the concept of "tokens", e.g. for women: [Rosabeth Moss Kanter] identified several telltale signs of organizations in which the number of women was below the hypothesized tipping point. Most notably, women in these organizations occupied a "token" role. They were conspicuous at meetings and in conferences, and as such were regarded by their male colleagues as representatives of their gender. As tokens, their behavior was taken to be emblematic of all women generally. They became symbols of what women could do and how they were expected to act. We need more people to own their affiliation, to represent the true diversity of the EA identity and avoid tokenization. On transparency On a personal level, I think transparency is rewarded, in due time. On a community level, one will get to be part of a diverse pool of EAs, which will contribute to showing the diversity of the community: its myriad of groups and individuals, that all have their own vision of what making the world a better place means. It would solve the token problem. An OpenPhil-funded AI governance organization I am in contact with has chosen a long time ago to always be transparent about their founders' EA affiliation and its funding sources. Long-term, they benefited from proving high-integrity for not leaving out some details or reframing them. After the OpenAI...

Join Juliette Mayers in an invigorating episode for leaders and aspiring leaders. Her distinguished guest Rosabeth Moss Kanter, is the Ernest L. Arbuckle Professor of Business at Harvard Business School and a prolific author, shares invaluable insights. Her latest bestseller is "Think Outside the Building."As a trailblazer in academia, Rosabeth often stood as the lone woman in her field. She attributes her success to a tireless work ethic and task-orientation. Drawing from her journey, Rosabeth champions solutions that unite, emphasizing the power of action and uplifting others.Tune in to hear Rosabeth urge leaders to embrace a mission that benefits all, providing the flexibility and meaning essential for success. Episode Highlights:14:06 - That doing nothing, being passive is depressing, and it only gets you more tired, less energetic, et cetera. But doing something, anything, taking a step can be so gratifying and rewarding. And if it's the wrong step, you have a chance to correct it and start again, but doing is my solution. Doing and uplifting others, those two things inspire me.16:20 - My goal is, I said earlier, is uniting everybody. It's a world in which people feel included. It's a world in which everyone has opportunity to thrive. And it's great that we're talking about opportunity now and encouraging leaders to think not just about hiring people for jobs, but giving them opportunity.27:41 - If you want to be a leader, if you aspire to be a leader, one thing you have to do is, these days, especially during the pandemic, I wrote a blog that said CEO should stand for Chief Empathy Officer. That is, you had to understand what your people were going through if you wanted their full support. To help keep the company alive, you had to keep them alive.Contact Links Juliette MayersLinkedInWebsiteJuliette's BooksInspiration Zone Newsletter Sign-UpRosabeth Moss KanterHarvard Business SchoolTwitter

In this episode of Sticky From The Inside, you'll hear from Jeff Jackel, an expert in automating employee recognition and engagement. Host, Andy Goram, initially had doubts about the relevance of talking to a "gifting guy," but quickly realized the links between recognition, automation and the hybrid work environment. Jeff, the co-founder of Client Giant, is a trailblazer in the field of technology-driven employee recognition and engagement. The pair discuss that by embracing automation and creating a positive work environment, businesses can enhance employee morale, retention, and overall organizational success at scale. If you're a business owner or leader who wants to improve employee engagement and loyalty, this episode is a must-listen. ----more---- Key Takeaways The power of employee recognition and how it can boost morale and productivity. The role of automation in employee recognition and how it can streamline processes and improve efficiency. How to create personal connections in a hybrid environment and foster a genuine sense of belonging. The benefits of automating employee recognition, from time savings to increased accuracy and fairness. The power of genuine recognition in creating strong, lasting relationships with your employees. ----more---- Key Moments The key moments in this episode are: 00:00:10 - Podcast Introduction 00:01:20 - The Importance of Employee Recognition 00:02:16 - Automating Thoughtfulness 00:03:00 - Introduction to Jeff Jackel and Client Giant 00:08:28 - Loving Employees Before Clients 00:14:43 - The Importance of Caring 00:15:46 - The Impact of the Hybrid Environment 00:18:43 - Opportunities for Building Relationships 00:21:01 - The Consequences of Neglecting Recognition and Caring 00:28:28 - The Role of Automation at Scale 00:29:53 - How to Automate Thoughtfulness 00:35:23 - Balancing Automation and Personal Touches 00:41:50 - The Importance of Personalisation 00:44:06 - Going Above and Beyond for Employees 00:46:11 - Sticky Note Summary 00:48:45 - Conclusions ----more---- Join The Conversation Find Andy Goram on LinkedIn here Follow the Podcast on Instagram here Follow the Podcast on Twitter here Follow the Podcast on Facebook here Check out the Bizjuicer website here Get a free consultation with Andy here Check out the Bizjuicer blog here Download the podcast here ----more---- Useful Links Follow Jeff Jackel on LinkedIn here Follow Client Giant on LinkedIn here Follow Client Giant on Facebook here Find out about Rosabeth Moss Kanter here ----more---- Full Episode Transcript Get the full transcript of the episode here

Join Juliette Mayers in an invigorating episode for leaders and aspiring leaders. Her distinguished guest Rosabeth Moss Kanter, is the Ernest L. Arbuckle Professor of Business at Harvard Business School and a prolific author, shares invaluable insights. Her latest bestseller is "Think Outside the Building." As a trailblazer in academia, Rosabeth often stood as the lone woman in her field. She attributes her success to a tireless work ethic and task-orientation. Drawing from her journey, Rosabeth champions solutions that unite, emphasizing the power of action and uplifting others. Tune in to hear Rosabeth urge leaders to embrace a mission that benefits all, providing the flexibility and meaning essential for success. Episode Highlights:14:06 - That doing nothing, being passive is depressing, and it only gets you more tired, less energetic, et cetera. But doing something, anything, taking a step can be so gratifying and rewarding. And if it's the wrong step, you have a chance to correct it and start again, but doing is my solution. Doing and uplifting others, those two things inspire me.16:20 - My goal is, I said earlier, is uniting everybody. It's a world in which people feel included. It's a world in which everyone has opportunity to thrive. And it's great that we're talking about opportunity now and encouraging leaders to think not just about hiring people for jobs, but giving them opportunity. 27:41 - If you want to be a leader, if you aspire to be a leader, one thing you have to do is, these days, especially during the pandemic, I wrote a blog that said CEO should stand for Chief Empathy Officer. That is, you had to understand what your people were going through if you wanted their full support. To help keep the company alive, you had to keep them alive.Contact Links Juliette MayersLinkedInWebsiteJuliette's BooksInspiration Zone Newsletter Sign-UpRosabeth Moss KanterHarvard Business SchoolTwitter

One of the leading business thinkers in the world offers a bold, new theory of advanced leadership for tackling the world's complex, messy, and recalcitrant social and environmental problems. In this episode we have the pleasure of speaking with Harvard Business School's Rosabeth Moss Kanter. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to "think outside the building" to overcome establishment paralysis and produce significant innovation for a better world.More About Rosabeth:Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been named to lists of the "50 most powerful women in the world" (Times of London), and the "50 most influential business thinkers in the world" (Accenture and Thinkers 50 research). In 2001, she received the Academy of Management's Distinguished Career Award for her scholarly contributions to management knowledge, and in 2002 was named "Intelligent Community Visionary of the Year" by the World Teleport Association.She is the author or co-author of 18 books. Her latest book is SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, a manifesto for leadership of sustainable enterprises. SuperCorp is based on three years of research and more than 350 interviews in 20 countries.

Guest: Rosabeth Moss Kanter. Professor Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change. She is the author or co-author of 20 books, including her latest, Think Outside the Building: How Advanced Leaders Can Change the World, One Smart Innovation at a Time. She is the former chief editor of Harvard Business Review and has been repeatedly named to lists such as the 50 Most Powerful Women in the World and the 50 Most Influential Business Thinkers in the World. Overview: Business management fads come and go. But truly effective leadership applies tried-and-true principles in innovative ways that solve complex problems, inspire team members, and Make BIG Happen for the whole company. On today's show, Prof. Cantor discusses the enduring qualities of great leadership and how to deal with the BIG challenges facing companies today.  

In Part Two of our conversation with Cynthia Bemis Abrams, host of the “Advanced TV Herstory” podcast, we continue our discussion of feminism in American culture and its effect on television as we delve into sports, politics, female stereotypes – and the unsung feminist heroes of Hollywood's mysterious “Secret Sisterhood”. THE CONVERSATIONWOMEN IN THE WORKPLACE: What stereotypes were women assigned when they made their way into the offices of America in the 1970s? (“The Seductress” and “The Iron Maiden” are just two…) and how to avoid the pitfalls of the workplace.And then – what 4 archetypes do female sitcom characters often portray?The Unknown Dinah Shore – everything you never knew, and then some…How did the passing of the Civil Rights Act in 1964 and Title IX in 1973 change everything for women – and how the failure to pass the Equal Rights Amendment after 50 years is still holding us back…The “Secret Sisterhood” in Hollywood: Does it exist? And if so -- how does it work?What is known and unknown about abusers in the industry…What happened when Susan convinced her science teacher to coach the girl's soccer team – even though her teacher knew nothing about soccer!Why can't you find the actual film of the 1973 Billy Jean King/Bobby Riggs “Battle of the Sexes” anywhere? Sharon has a theory…So join Susan and Sharon and Cynthia as they talk Lena Horne, “Grace & Frankie” – and Cynthia's upcoming projects, including a non-fiction graphic novel!IN MEMORIUMWe salute some 80s ladies we've recently lost: Tina TurnerJacklyn ZemanEileen SakiBarbara BryneGarn StevensCarol LocatellElizabeth HubbardN'Neka GarlandRita LatkinEmily MarshallSharon AckerAUDIOGRAPHY“Men and Women of the Corporation” by Rosabeth Moss Kanter on Amazon.“TV Female Foursomes and Their Fans: Featuring The Golden Girls, Designing Women, Living Single, Sex and the City, Girlfriends, Cashmere Mafia and Hot in Cleveland” by Wendy Burns Ardelino - on Bookshop. Cynthia Bemis Abrams podcast “Advanced TV Herstory”STOP THE HATE: PROTECT TRANS & QUEER RIGHTSTake action at Aclu.org and ACLU map. Teen Vogue info and support for the Trans community. Help kids and families in Texas.https://www.northtexasgivingday.org/organization/transkidsandfamiliesoftexasHelp LGBTQ+ in the South.For transcripts and more, visit 80sTVLadies.com.Don't miss out. Sign up for the 80s TV Ladies mailing list!Help us make more episodes and get ad-free episodes and exclusive content on PATREON.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5585115/advertisement

Az evosoft és az Onlife bemutatja: A hatalom törvényei. Az Onlife Pódium 2. epizódja, most podcast formában is elérhető.A tartalomról — Hatalom: a modern nyugati világ mocskos kifejezése. Elkenjük, tagadjuk, tiltjuk. Száműzött kifejezés lett belőle, vezetői tréningeken és képzéseken harapni lehet a csendet, ha szóba kerül. Az evosoft támogatásával most megtörjük ezt a csendet. Az Onlife Pódium 2. epizódjában közel 1,5 órában nézzük végig a hatalom 7 törvényét. Szeretném, ha az előadás végére több hatalmat akarnál – és azt meg is kapnád. A videó elkészítésében partnerünk az evosoft Hungary Kft. volt.https://www.evosoft.hu/A Pódium létrejöttét az Onlife Kör tagjai támogatták. Lépj be te is a hazai menedzserek tudásközösségébe: https://onlife.academy/kor/ A mikrofonnál: Ungvári Péter, az Onlife társalapítója*** A Pódium elkészítéséhez használt források ***Rosabeth Moss Kanter, “Power Failure in Management Circuits,” Harvard Business Review 57 (July-August 1979): 65. o.https://www.metmuseum.org/art/collection/search/435908Jordan Peterson: Túl a renden – Újabb 12 szabály az élethez, függelék, 7-es lábjegyzetAbraham Zaleznik and Manfred F.R. Kets de Vries, Power and the Corporate Mind (Boston: Houghton Mifflin, 1975), 109Pfeffer, Jeffrey. Managing With Power (p. 18).Pfeffer, Jeffrey. Managing With Power (p. 23). Festmény: The Tower of Babel by Pieter Bruegel the Elder (1563)Greene, Robert. The 48 Laws of Power (p. 346). Penguin Publishing Group. Kindle Edition. Festmény: François Gérard - L'Histoire par l'image [1], digital version produced by Agence photographique de la Réunion des musées nationaux [2]Festmény: Edgar Degas: The Rehearsal Onstage (1874)Jeanne M. Brett, Stephen B. Goldberg, and William L. Ury, “Designing Systems for Resolving Disputes in Organizations,” American Psychologist 45 (1990): 162–170;**Bejátszók** (Trója, Trónok harca)

Rosabeth Moss Kanter is a professor of business administration at Harvard Business School and the director and chair of the Harvard University Advanced Leadership Initiative. She has authored and co-authored around 20 books, with her latest work being “Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time”. Professor Kanter shares her current undertakings at Harvard University and her thoughts about the subject of leadership while looking at examples such as today's world and business leaders. --------------------- Companies with better employee experiences have more engaged and productive workers, higher profits, and the ability to attract and retain talent. In today's competitive talent landscape, companies can't afford not to invest in employee experience. Download your copy and start creating better experiences for your employees and customers today! --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Kanter's law states that everything looks infinitely harder when you are in the middle. It was coined by Rosabeth Moss Kanter, a professor at the Harvard Law School. In this episode, we discuss this law through the lens of franchising. Just every new thing, when buying a franchise, you'll be very excited about the idea of starting a new project. On the other end, a great exit is something all entrepreneurs look forward to. However, there will be lots of lumps and bumps in the middle. There will be lots of hard work. At some point, you may even feel like giving up. Applying Kanter's law in fitness or anything else in life prepares us for the difficult part in the middle. If you want to do anything meaningful in life and business, you must be prepared for the hard part in the middle. Tune in to hear more details on how you can apply Kanter's law in your fitness business and life. Key Takeaways- What is Kanter's law (02:27)- Applying the Kanter's law in fitness franchising (03:43)- Steeling for the difficult middle part of a project (06:29)- It's not a linear progression from start to finish (08:50)- How to embrace the middle (14:52)Additional Resources:Alloy Personal TrainingLearn About The Alloy Franchise Opportunity---------You can find the podcast on Apple, Google, Spotify, Stitcher, or wherever you listen to podcasts.If you haven't already, please rate and review the podcast on Apple Podcasts!

Welcome to Day 1863 of our Wisdom-Trek, and thank you for joining me. This is Guthrie Chamberlain, Your Guide to Wisdom A Powerful Vision – Daily Wisdom Welcome to Wisdom-Trek with Gramps.  We are on Day 1863 of our Trek, and it's time to explore another nugget of wisdom, which includes an inspirational quote along with some wise words from Gramps for today's trek.  Wisdom is the final frontier in gaining true knowledge.  So we are on a daily trek to create a legacy of wisdom, seek out discernment and insights, and boldly grow where few have chosen to grow before. Hello, my friend; this is Gramps.  Thanks for coming along on today's trek as we increase Wisdom and Create a Living Legacy.  https://www.biblegateway.com/passage/?search=Proverbs%2016%3A16&version=NLT (Proverbs 16:16)  How much better to get wisdom than gold, and sound judgment than silver!    If you apply the words you hear today, over time, it will help you become more healthy, wealthy, and wise as you continue your daily trek of life.  So let's jump right in with today's nugget: Today's quote is from Rosabeth Moss Kanter, and it is: A powerful vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more. A Powerful Vision To accomplish much at all in life, we need a vision.  That vision must be powerful enough to allow a plan to be designed to move forward towards that vision.  The plan must be detailed and compelling enough to foster execution because vision without execution is just a hallucination.  The result must become an appeal that will enable you to better yourself and become more than you were previously.  In my role caring for aging parents, I have seen first-hand the unfortunate side effects of advancing dementia and Parkinson's disease, which causes very realistic hallucinations.   They can cause significant fear where the person is in fear of their lives, and at other times, the hallucinations are people familiar to them but have long since died.  The visions that come from age-related issues are not real but are not all that much different than those who have a vision for the future but are unwilling to invest the resources necessary for those visions to become a reality.  Both of them are outside the scope of reality.   If you want to see your dreams and visions come true, they must be powerful enough to force you to plan and then execute that plan to the end.  The vision must also go beyond the status quo to the improvement of yourself and those you impact.  You must reach new heights to be all that God intended you to be.  God will guide you, but you must step out with your vision. https://www.biblegateway.com/passage/?search=Proverbs%2029%3A18&version=NLT (Proverbs 29:18) When people do not accept divine guidance, they run wild.  But whoever obeys the law is joyful. As you ponder this nugget of wisdom for yourself, please encourage your friends and family to join us and then come along tomorrow for another day of ‘Wisdom-Trek, Creating a Legacy.' If you would like to listen to any of our past 1862 treks or read the Wisdom Journal, they are available at Wisdom-Trek.com.  I encourage you to subscribe to Wisdom-Trek on your favorite podcast player so that each day's trek will be downloaded automatically.  If you would also like to receive our weekly newsletter called ‘Wisdom Notes,' please email me at guthrie@wisdom-trek.com. Thank you so much for allowing me to be your guide, mentor, and, most of all, your friend as I serve you through this Wisdom-Trek podcast and journal. As we take this Trek together, let us always: Live Abundantly (Fully) Love Unconditionally Listen Intentionally Learn Continuously Lend to others Generously Lead with Integrity Leave a Living Legacy Each Day I am Guthrie Chamberlain….reminding you to 'Keep Moving Forward,' ‘Enjoy your Journey,' and ‘Create a Great Day…Everyday'!...

Bom dia! Essa semana me recordei de uma palestra que assisti ainda nos meus dias de HSM com Rosabeth Moss Kanter, uma das principais professoras de liderança e gestão de mudança da Harvard Business School. Nessa palestra, a professora conta a história de uma equipe americana de futebol que tornou-se popular pelo fato de nunca conseguir vencer seus adversários e adotou uma postura determinada para buscar sua primeira vitória. Diversas iniciativas foram tomadas nesse sentido sendo que a mais importante foram as intensificações dos treinamentos. Cada atleta investiu uma tremenda energia em busca de sua superação e o esforço para alcançar esse objetivo foi reconhecido por toda a comunidade que viu ali um exemplo de determinação. Partida após partida o objetivo se tornava mais próximo. As derrotas já não eram tão fáceis e começaram a surgir os primeiros empates. Porém, nada de vitórias. Com a evolução da equipe seus adversários começaram a respeitar mais seu potencial, pois reconheceram no grupo uma determinação importante, diferenciada. O comprometimento do time com o alcance de seu objetivo era inequívoco, impossível de passar despercebido. Pois, depois de meses de tentativa e trabalho duro, a primeira vitória chegou. Como não poderia deixar de ser diferente foi uma vitória magra, dura, conquistada com muito suor e defendida até o último segundo do jogo. As comemorações foram incríveis. Toda a comunidade congratulou-se com a equipe e seus heróis ficaram extremamente populares. Finalmente o esforço daquele grupo foi premiado e o tão sonhado objetivo alcançado. Os jogadores, inebriados pelo sucesso, sentiam-se totalmente realizados e as festividades continuaram por dias. Excelente, não é? Nem tanto. No próximo jogo a equipe entrou confiante, certa de que tinha encontrado o caminho para o sucesso. Resultado? Uma estrondosa derrota. O adversário não deu nenhuma chance a confiante equipe e o que se viu foi um grupo de jogadores apático, sem foco e determinação. Parece que algo se perdeu no caminho. Todos ficaram atônitos diante de uma equipe com uma atitude muito diferente daquela que estavam acostumados mesmo nos momentos quando as vitórias não vinham. O mesmo ocorreu na 2ª, 3ª, 4ª partida e assim por diante. Todos se perguntavam: afinal, o que aconteceu com nossos heróis? A resposta estava diante dos olhos de todos. Ao atingir seu principal objetivo, o grupo “baixou a guarda” e achou que a batalha estava ganha. Pensando assim abdicou de seu principal trunfo: a determinação em sua superação e o envolvimento pleno nos treinamentos. Como a equipe já havia atingido o patamar desejado imaginou-se que não seriam mais necessários os sacrifícios nos treinamentos buscando o “algo a mais”. Como sempre, esse raciocínio é o começo do fim, pois leva a uma atitude de arrogância, prepotência que, via de regra, traz como conseqüência o fracasso. A maior armadilha do sucesso é o próprio sucesso. O grupo confundiu fim com meio. O principal objetivo não era o de vencer uma partida. Na realidade o foco deveria estar centrado na formação de uma equipe vitoriosa capaz de conquistar diversas vitórias de forma sustentável e perene. A primeira vitória não deveria ser encarada como o fim e sim como o meio para conquista de confiança e para a iniciada da caminhada rumo ao verdadeiro objetivo da equipe: a formação de um grupo vencedor. Boas lições para nosso dia a dia nos negócios, você não acha? Quantas vezes nossas vitórias corporativas não nos transmite a percepção de que estamos preparados para tudo? Quantas vezes não confundimos um êxito pontual com a conquista de nosso objetivo principal sem nos dar conta que pode ter sido apenas o início de todo processo e não o seu fim? Lembre-se sempre: não existe atalho para o sucesso.

Concludes the presentation of a professional development workshop hosted at the 2021 Annual Meeting of the Academy of Management on female scholars whose works are often overlooked. Includes presentations Maja Korica on Rosemary Stewart, Maria José Tonelli on Isabel Menzies Lyth, and Lisa Cohen on Rosabeth Moss Kanter.

Amazon Is In For a Rough Ride Did you know that Amazon has a new CEO? I remember back in the nineties; I pledge that I would never use Amazon again because they filed and were awarded a patent on technology everybody was using.  Jeff Bezos is out of a job. [00:00:19] This is a guy that grew a company that all they did initially really was book sales, and they had a warehouse the size of the Amazon, right? Because they wanted to represent everybody. They had every book ever published, and to a large degree. They did. They had a whole lot of bucks, and then I've expanded, of course, beyond that. [00:00:47]And beyond that, to the point today where they are doing some well, again, shady things I mentioned in the intro that I was concerned about what Amazon was doing with pat. They got a patent on this one-click purchase. Now I have been a fan of patents for a long time. I do not like the patent law as it exists today. [00:01:14] And in fact, I haven't liked it for quite some time, but this patent law where you don't have to show that there was no prior art and frankly, the prior art does not matter at all. I think that's huge. And I've had a number of patent attorneys on my show, talking about it and talking about what we may want to change. [00:01:37]Jeff Bezos grew it to today, where it really is the number one provider of online services is. You might, in fact, almost certainly are using Amazon's services, whether you realize it or not to go to most, any website, any of the big ones they're probably using Amazon's web services. They're probably using Amazon storage, and Amazon has dozens and dozens of different services. [00:02:09] So it's a very big deal. And Jeff Bezos, who's the guy that started all of that, sat down stepped on. I should say. Now it's rare that the founder of a company ends up taking the company public. Public, basically, that just doesn't really happen because all of a sudden, when you're public, your whole job changes, and no longer can you make a decision, a snap decision about something, and then go ahead and do it. [00:02:37] You've got to be very careful about what you do when you do it, how you do it, you have to announce it and everything, but just an amazing man being able to take it—all of that. And by the way, he have the largest settlement, a divorce settlement in history with his ex-wife. It's amazing, but he is still the world's richest human. [00:02:59] Now he has this company called blue origin, which is his rocket company. He's got the Bezos earth fund, and he's still chairman of Amazon's board. So he's not going anywhere. However, we've got this new guy, Andy Jassy, who has stepped in as the CEO of Amazon. He was the head of Amazon's online services, which is absolutely huge. It's their most profitable arm by far. So he's taking this whole thing over when Amazon, frankly, is in a lot of trouble. Now they're basics of, Hey, there, the money that they're making, their profits and everything, that's all well and good, but there are ongoing antitrust investigations. [00:03:52] There's a battle with labor. And we're talking about, of course, big labor here—the unions. There's increased competition in the cloud space. Just look at what happened with the US military in there. I think it was at least a billion dollar. I can't remember the exact number, a cloud contract because Amazon was battling Microsoft Azure and it was awarded. [00:04:20] And then just a couple of weeks ago it was pulled back again. They're also seeing increased competition in their online services from Google. And I use some of those Google services. In fact, if you go to Craig peterson.com, it's actually right now using some of those Google services. So they are really getting nailed from a whole bunch of different directions. [00:04:45] And this guy Jassy has worked there since 97. But he may be the perfect person to guide Amazon through. W really now we're talking about the middle-aged, that's the time when you're supposed to buy your convertible, buy your motorcycle, et cetera. The middle aged years. And in this case, there's some problems. [00:05:10] Here's a quote I want to read from this Yahoo article is actually I think AP yeah. Yahoo finance. This Yahoo article and it's from Harvard business school, because we've got regulators who are circling, and this may be the main reason Jeff stepped down. I don't know, but quote, you may want somebody who has the confidence of the chair. [00:05:35] And the board you want somebody who understands the strategy and was part of it and knows where the bodies are buried and the mistakes that have been made and how to move forward. This is from Harvard business school, professor of business administration. Rosabeth Moss Kanter, and I think she's right. [00:05:58] Absolutely because this road ahead for him is going to be tough. But the fact that he ran their most profitable division tells you something, it tells you a lot and he might be the exact right guy to be able to do that. Amazon's now got a market capitalization of about $2 trillion, which is huge. [00:06:20] And it's certainly enough to get some of these regulators. Paint a lot of attention to what's going on. We've got the Washington DC attorney general, who has accused them of violating the district of Columbia's antitrust act. And that has to do with, for bidding third-party resellers, from offering cheaper rates for their products on competing sites. [00:06:43] Cause remember what Amazon does. About half or more. In fact, I think now of their products are not actually sold by Amazon. They're certainly not Amazon products. They are products from resellers who are just selling on Amazon. They're using Amazon is their platform. And that way Amazon will manage the inventory. [00:07:06] It'll warehouse a little ship it out. It'll handle the returns. Yeah. What Amazon is doing is charging these sellers for the space in the warehouses, which is perfectly legitimate and taking a percentage of the deals. Are there other websites that might give these sellers or resellers or stuff they're importing from China or wherever. [00:07:31] Might there be other sites that give them better deals? Will you bet there are sites out there. So that's why she's suing them. Federal regulators look like they might be coming in as well. The federal trade commission's newly appointed chairman. She's a fierce critic of the. Amazon way of doing business and she made herself a name by publishing an article for Yale's law journal titled Amazon's antitrust paradox. [00:08:01] So before she was even appointed to the federal trade commission, she was already calling for changes in the current antitrust regulatory framework. And that might be widely invited administration has appointed her, but there's six antitrust bills. Targeting big tech right now that are working their way through the house of representatives. [00:08:24] And we've talked about some of those already, and, I do not like these huge tech companies that are making crazy profits and using those profits to keep other people out. And Amazon's one of the largest employers in the country. And after years of complaints from somewhere house workers, we've got the labor unions now in the mix trying to take action. [00:08:49] Now, I don't have a single problem with labor unions while at some of their tactics, I have problems with, I don't have a problem with the labor union. In the private space. I have a huge problem with I'm in government space. And we could talk about that at some point, but I don't have a problem with them trying to organize inside Amazon. [00:09:12] So the international brotherhood of Teamsters. Yeah. I remember the guys that drive the horses. They announced that they're going to begin working to organize Amazon workers. So that might succeed. There was another one in Alabama that had failed. So are you getting the hint here? This is huge. It's huge. [00:09:32]By the way, Amazon's offering warehouse workers starting pay at $15 per hour plus benefits. So that doesn't seem too bad. If you ask them. But again, with the pandemic, all of the stuff going on there been a lot of calls for Amazon to quote, treat its workers better. So we'll see. We'll see what happens. [00:09:53] Other problems with Amazon that we've talked about before are things like fake reviews. You and I, we look at the reviews, it's critical in us buying things. Isn't it. We look at the reviews and say, oh, wow. Jeepers. There's 500 reviews here and it's four and a half stars. Okay. So I can have confidence that this product is good. [00:10:17] It's going to work. And yet some of these sellers, what they're doing is bribing people to give a good review. So they'll say, Hey, you buy my product. And then they send the product in with, along with the product is a little note saying, Hey, if you give me a review and send me a link, I'll send you an extra battery or whatever it might be. [00:10:39] That has been a real problem for Amazon, even worse than that, because at least those people might give an honest review, right? Worse than that is that some of these reviews are paid for. So some of the sellers it's alleged are going out there. They are hiring. People and paying them to give reviews. Now, those ones are very obvious. [00:11:04] If you look at the reviews, so don't just look at there's 500 and the average is 4.5. Look at some of the reviews in the wording. So I've seen reviews where it was for a massager, and there was talking about what a great. A set of wheels that has on it. And they work really well. And it's very smooth when you're out, riding it on the trails. [00:11:27] Wait a minute wait, we're talking about a massager here. We're not talking about a bicycle, so that's one of the ways to tell if the reviews are fake, they're don't even talk about the product at all, or any of its real features. The other one is look at the wording because most of these fake reviews. [00:11:45] Don't use English, so good. All right. Okay. Thanks for being with me. I want to make sure you stick around and visit me online. In the meantime, go to Craig peterson.com. If you sign up for my free newsletter, you'll be getting that every week with all of the details. I'll try and catch you up and you can listen to my podcast, right from there. [00:12:09] CraigPeterson.com. That's Peterson with an O.

2021-07-17 1122 Craig Peterson (2): Reporting on your neighbors is something you would expect from a socialist government, right? A communist government, a fascist government, any form of a socialist government. Now Facebook is doing exactly that, and it's going to interfere with our lives. [00:00:16] Facebook has now confirmed what it's calling a test of its "do-you-know" an extremist prompt, and that's got me really rather worried. [00:00:28] And it has a lot of other people worried as well. I was talking to a friend of mine who was also in the media biz, who was saying just over the last couple of weeks. He's received this a bunch of times. And I mentioned this to another friend of mine who is not in the media business. And he said that he got it as well. [00:00:48] And he said it was: are YOU an extremist? Which I think is interesting. First of all, an extremist is not defined. And of course, with these people who are monitoring accounts on Facebook, announce where their definition of extremist is going to be. The definition of an extremist by the government going to very political parties is going to Berry very, and we're talking about this anti-extremist prom, not just asking you if you are an extremist, like my friend said he got, but it's asking if you know someone else who is an extremist or who may become an extremist. [00:01:28] That is absolutely amazing to me. Amazing. It's bad enough that the government has picked winners. It has this whole section to 10, you've heard about before in the FCC rules that say we know if you're Facebook or Google, no one can Sue you for anything that you do. That is absolutely insane as far as I'm concerned, but there will be lawsuits on this they've already been filed. [00:01:58] Why would Facebook block thought that it didn't think was appropriate? The whole idea behind the first amendment? It isn't just that it applies to the federal government. It is a code of conduct for all of us. It's a code of conduct for these massive multimedia platforms. We should be allowing all kinds of speech, and we should not allow people to hide because what they've done now is they've moved to other platforms. [00:02:29] They don't do this kind of monitoring, and they are currently carrying on their speed. If someone comes out and says something that is racist, that is violent, that is, is threatening to commit a crime. We know about it. If it's out there in the open, we all have the crazy neighbor that everybody in the neighborhood knows about because they are, and they're saying it, Facebook is starting to block it. [00:02:55]We're just not going to know. And then what do they do? If you report someone who is saying some things that you think might be extreme, things like you should check voter ID at the voting booth. There are people that think that's extreme, and they report to you what's likely to happen. We know already that one of the things that many people who have been doing online is reporting people. [00:03:22] They don't like someone who is posting things that are violent or extreme and getting their stuff blocked and demonetized in some cases, but just plain old blocked. It's a great little tool for people to shut up. Other people, just shut them down, shut them up. They can't say it anymore just because they disagree with the content that's already in place. [00:03:48] Now, what's going to happen. If someone is reported as being not an extremist or on the road to extremism, what liability is there on Facebook's side? What liability is there with, for instance, the FBI or local one force. There are obvious things that should be reported to law enforcement. If someone's saying they're going to harm themselves or harm someone else, then we need to have a closer look at that. [00:04:14] If you actually have the belief that they will and can do that. I was a mandated reporter for 10 years because I was in emergency medical services. If I thought someone was trying to commit harm to themselves or someone else, I was mandated to report, but I have to think that I can't just use the reporting tools as a way to shut up my political opponents. [00:04:43] So someone reports another person as being an extremist of Facebook; Facebook then sends it to who are they going to send it to the FBI? What's the FBI going to do well. The FBI is mandated to report again in their reports and investigate. So what are they going to do for the investigation? It needs to rise to a level of the FBI thinks that this might be an illegal activity so that they can investigate it. [00:05:11] They can hopefully stop something before it happens. Something violent, something nasty. But what does the investigation take ground? I'm taking you all the way down the road here. The investigation is going to include them having a look at what you said, looking at the people who are within your social network. [00:05:32] So who do you. Two. Who do you follow? Who follows you? They may start looking at your phone. Who are you calling? What SMS messages are you receiving? Where are you hanging out? Where's your phone going every day? Who goes to that bar that you like to hang out at? Oh my goodness. You went to a gun range. [00:05:50] Who's at that gun range and so very quick. The investigation is all of a sudden roping everybody and all of your family members, all of your closest friends, anybody that might've liked something that you had said recently, even though it might not have been extremist. And so now, by having Facebook looking for extremists and people who might be on the road to extremism and counting on you to report them, they have opened up a can of worms. [00:06:22] Huge can of worms and remember too, with the FBI and with others, including the NSA and the CIA, they have this multi-hop rule. I think it's three hops now. So if they suspect you of something and what is suspect you, is it the fact that someone reported you as being an extremist, just because they disagree with you politically, they disagree with your religion. [00:06:48] Is that enough for them to suspect it. So now they can monitor not just your stuff, but anyone that has talked to you or liked you and anyone that has talked to them or It doesn't take long. I think that whole Kevin bacon thing, right? Everybody in Hollywood's within five degrees of Kevin bacon. In fact, I think everybody in the United States is within five degrees of Kevin bacon. [00:07:12] In other words, they can hop through opt to five people and connect to anyone in the country. That is absolutely huge. Absolutely huge. According to the verge. Facebook is doing this in response to the Christ church call for action campaign Christchurch. Remember in New Zealand, and there was an atrocity that was committed there. [00:07:41] These hate and dangerous organizations. That's what they're up to. They're trying to stop all of this. And it went back to March 2019. I think it was this attacking Christchurch. Obviously a terrible thing. People knew about this person and their radical approaches. The police have been informed, but nothing happened. [00:08:05] So now we want even more monitoring to go on. At least Facebook does. This is really a problem. There are all kinds of bad behavior online. We hide behind our supposed anonymity. Look at the terrible thing. Some people say online about you name it, right? Different people, kids in high school, either people in other walks of life. [00:08:33] It is terrible. So Facebook has this support page titled what I can do to prevent rattling? Radek  radicalization. There we go. I knew I could say it. It's a really good question. Yeah. They've got links on that page to the life after hate exit USA program, which Facebook says help people find a way out of hate and violence. [00:08:57] I'm all great with that. I think that's a good thing. It's not a bad thing, but now having them report people that someone. In their non-inferior wisdom, decides might be hate speech or might be on the road to extremism because remember anybody that voted for Donald Trump is considered to be someone who's on the road to extremism or is an extremist. [00:09:22] For voting for him, the worst president ever. How many times have you heard that sort of thing? It has happened all of the time. And so we've got to be very careful about these open reporting things that are online. We have to be careful about reporting. Other people, it brings to mind two things. [00:09:41] One is two TV shows. One is one. That apple produced and you can watch, and it's all about this guy. You were a reporter, a news anchor, and he was supposedly sexually harassing someone, and yeah, he was to a degree, but the crime and the punishment were just totally out of whack. And one of my wife's favorite shows It was the good wife, and now it's a good fight. [00:10:12] That's what it is in season five, episode three. It is delving into this in a very big way. What happens when you report someone? Should they be reported? You've got to think twice about that. Even when, again, I was in EMS, what happens if I report someone potential neglect potential child abuse here, they can go through hell. [00:10:37] So be very careful. I don't like this move by. But you probably figured that out already, right? Hey, you stick around. We've got a lot more to talk about today, and I also want to encourage you. If you haven't already, go to my website, sign up for the newsletter. Craig peterson.com/subscribe and get all of the latest and most important technology news in your mailbox. [00:11:04]Craig Peterson: We're all excited about the upcoming Olympic games. And so are the hackers. Oh my goodness. I just finished reading a report by the cyber threat Alliance about what they're expecting to happen at these Olympic Games in Tokyo.  [00:11:22] The Olympics have always been a huge target when it comes to the bad guys. [00:11:28] You might remember there have been abductions at the Olympics before where some of the Olympic competitors were held at gunpoint. Of course, we're not going to forget that one anytime soon. And looking back through the last few Olympics, there have been many different types of attacks, some more successful than others, frankly, but looking at this report, they were talking about the 2008 Beijing Olympic. [00:11:56] The attacks then were relatively limited. There were about 12 million cyber alerts per day. Now, this is part of the problem with cybersecurity. You get so many alerts. What do you do? How do you? Bond and none of those 12 million cyber alerts per day resulted in a successful attack. Now that was back in 2008; there were some scams like ticket scams are always are, but nothing big. [00:12:27] The next one was the London Olympics. In 2012 and the London Olympics, they had pretty much low-level attacks, and they didn't result in any real high-impact cybersecurity event. And the most significant event back in 2012 was evidence. The credible cyber threat against electrical infrastructure. That was, of course, in place for those Olympic games. [00:12:55] There was a distributed denial-of service attack on the power systems. Nothing much really happened, no real impact. Then 2016 Rio de Janeiro. They were starting to pay more attention to cybersecurity for very good reasons. Frankly, there was a large-scale denial of service attack that was carried out by this botnet. [00:13:21] Let me explain what that is. A denial of service attack is where you might have a website, for instance. Providing service to your customers that might be going there to look at your catalog, maybe buy some things. It might be a government agency. It might be an important part of the Olympics in this case and their critical infrastructure. [00:13:42] So denied service means you either knock it off the air, or so people can't get it. Or there's also the distributed denial of service attack. Now DDOS are the distributed ones where you have hundreds or thousands of computers out on the internet, all over the place that are trying to get to maybe the home page, maybe the purchase page. [00:14:09] And because they coming from all over the internet, they're very hard to shut. And that's where we have the botnets coming in, too. Botnets are groups of computers that have been compromised by hackers. So what they do now is they command, for instance, you're a home computer that you don't even know is under the control of one of these bad guys, your home computer now, issues or requests. [00:14:37] Hey, yeah, give me the home page of Olympics 2020. And off it'll go dutifully and try and get the homepage. That's all well and good. Suppose the load on the server is what they're expecting. You've been to sites, right? You hear something mentioned on the radio and like Craig peterson.com now, because I mentioned my website, Craig Peterson, S O n.com. [00:15:03] And there are people listening. Some of you guys are going to go to my website. Now the normal traffic of having dozens of new people go to my website is not going to bring the site down. However, here's the other side of this? What happens if maybe two or three times as much traffic as I expect is going to come to the site? [00:15:27]I've compensated for that. We should be able to handle that just fine. But what happens if all of a sudden it's a thousand times what we're expecting because there are 20, 30, 40,000 cases. Peter is out there that are trying to get my homepage or, in this case, the Olympic. Homepage. Obviously, the server's not going to be able to respond, and it's either going to crash or and I'm sure they set this up the right way. [00:15:53] It's going to deliver a message saying the servers overloaded right now. Try a little bit again. And by the way, if you get that message on a website saying, Hey, try it in a few minutes, please try it in a few minutes. Don't just hit reload because that's going to put even more load on that poor little overloaded server. [00:16:15] Now what they had here coming in 2016 at the Rio de Janeiro Olympics was a staggering 540 gigabytes. Per second worth of people requesting homepages. That is insane. That is a lot of bandwidth. And the fact that they apparently had that much bandwidth available coming in is also amazing, but also remember people are looking at videos. [00:16:46] Am I. To get the insider scoop, add some stuff happening behind the scenes. Now, many of the attacks in 2016 started before the Olympic games even. And what they were doing is attacking different parts of the Olympics infrastructure operationally. So it's a problem. It's a very big problem. They survived that whole thing. [00:17:14] And by the way, the Brazilian government ended up trying to protect the world cup back in 2014 as well by spending a whole lot of money and time on this. But remember, Even back in 2008, we were talking about 12 million cyber alerts per day. How can you staff up for that back then? It was back then. [00:17:37] We're seeing some of our clients being hit with hundreds of cyber attacks a minute and multiple per second, sometimes 10, 20, 30 per second. It's just incredible. What happens? In fact, divide those numbers out 12 million divided by how many seconds in a day. It just shows you how amazingly huge it is. [00:18:01] Now we have seen time. Past where a country like North Korea, for instance, doesn't like what Sony pictures are doing. So North Korea then attacks Sony pictures. And in the case of Sony, they downloaded a bunch of confidential information. They released it. They embarrassed some people now; hardly anybody got fired. [00:18:21] It's absolutely amazing. But anyway, What's happening right now is Russia. Think about all of the Russian attacks against our businesses and our critical infrastructure as a country; they have been huge, massive attacks. We have now Russia at a point where they are getting massive amounts of.  built up. [00:18:50] Why? Because they submitted doped samples in 2019 to the Olympic committee. Yeah. So this was a the McLaren report released by the world anti-doping agency. Describe what we're really systematic effort by the Russian government to really undermine the drug testing process. We've also seen the Russians in the past because they've been caught doing this. [00:19:19] And the Chinese as well, putting in some of the competitors, particularly into things like gymnastics that were too young to compete based on the Olympic rules that were in place. So we had all of this happen during and after the 2014 Sochi winter Olympics. Guess what? Those restrictions on their athletes are still in place, and in place in a very big way; they will not play the Russian national Anthem at the ceremonies at the Olympics. [00:19:53] And they will not allow the Russian flag to be carried. In fact, their athletes have to carry a neutral. Flag. So expect some serious attacks from Russia against the Olympics. And remember the Olympics. There are no spectators. Everybody's going to be watching this thing on a line. So it's going to be interesting. [00:20:19] We'll keep an eye and let you know how things go. Stick around. Visit me online. Craig peterson.com. [00:20:27]We have really in front of us a critical warning. We're trying to figure out what we should do or to stop people from attacking us. That's a problem. What should we do? Many of us have gone out to managed services providers, and now they have let us down.  Did you hear about the Kaseya hack? [00:20:47] It has been a huge impact on people. It's absolutely crazy. Or you heard about a thousand companies that got together, and they have hired a negotiator in order to negotiate the ransom with the bad guys that have ransom there. It is huge. It's huge. But let's talk about why this happened, because I think there are many things that you and I have overlooked here over the years; this ransomware God guy, gang called REvil, R E V I L has targeted cause say, or customers through. [00:21:32] Say, but it isn't just kissy customers. It's really cause, say, it is customers for the most part. Now your head might be spinning a little bit, but here's what's happening. I'm a business owner. You guys know that right now. Let's say that I don't do cybersecurity for businesses. That's what I do. [00:21:52] But let's say I make a widget. I was a widget maker, do not have enough knowledge about computers, to really do it myself. So let's say I've grown and I've got 20 employees. The odds are very good that my office manager is the one in charge of the computer. The office manager probably orders. [00:22:17] Computers probably tries to figure out what's going wrong. By the time of it at 50 computers or 50 employees, I've probably got a full-time it person who goes around and tries to take care of things. But before I've got that full-time IT person I'm probably going to outsource it. And by the way, a lot of companies, it's more like a hundred to 200 employees before they get someone who's really dedicated to it. [00:22:46] So then that awkward teenage stage between where the office managers trying to do it. And finally the office manager can try and hire an it professional. Is where they go and outsource it. You talk to various types of companies. What are in the industry called break, fix shops. That's usually the first stop which is calling them up saying I've got a broken computer. [00:23:12] Can you fix it? And maybe they can, maybe they can't. And then a lot of break fix shops have tried to level out their income so that they have predictable monthly income so that they can hire the right number of people for the number of customers that they have. Although I've got to say most of them are badly overbooked. [00:23:32]Now that they've hired those people, they this outsource break fix shop. They come in and say, okay here's what we can do for X amount per month per computer or employee, we will take care of those computers for you. One of the things that they'll promise to do is that they will take care of your cybersecurity for you. [00:23:53] Now, cybersecurity is frankly, a specialty. It is not something that everybody can do. Even if you're using some of the best stuff in the world, like what we do, we have Cisco hardware, we have Cisco software that we run advanced malware protection. So that's the best of the top of the line. [00:24:13] Most smaller businesses aren't going to want to pay for it, even though they might be able to afford it. Push those people out right now, because we're talking about, you were talking about a smaller business. So what does that outsourced it provider do for you? They might change their name and call themselves a managed services provider. [00:24:34] And that's all well and good, but they need help as well. So I'm making widgets. I have this break fix shop that came in and fixed my computers a few times. And now they're handling my cyber security. Isn't that wall well, and goods was wonderful. So now they're handling, supposedly my cybersecurity. But they know they can't do it themselves and it would be too expensive to do it because they went cheap. [00:25:01]You bought the least expensive option or, close to the least expensive option. So wait, and by the way, cheap in this case means that it's under $150 per. Person slash workstation per month. That's what it costs to get this stuff done. So you might be paying 25 or maybe even $50. They can't do it for that. [00:25:25] So what do they do? They go to a company like. Now they also have some others. They have what are called arm AMS that keep track of some basic stuff for you, but they go to Garcia and say, okay, Casia we want you to monitor the computers, keep them up to date, et cetera for. Now did I, the widget manufacturer go ahead and hire  to take care of stuff. [00:25:51] Did Kasiah even do it themselves or did they outsource it? Do I even know the Kaseya exists because it's really Kaseya that is managing my computers doing. We have, there has a software that doing the upgrade on my computers. This is a real problem because the widget maker, Nope, I didn't hire KSA. I didn't even know they existed. [00:26:17] I trusted my local. Your local guy is not taking care of your cybersecurity. Almost completely guaranteed. There's very few companies like mine out there that we actually do it ourselves because we have looked at Kaseya. We've looked at all of these platforms. Every last one of them has had major problems. [00:26:40] So here comes Casia with over a hundred thousand customers that gets hacked and distributes the hack to all of its customers that are running some of these on-premise devices that are trying to manage the networks for not Cassias clients, but for KSA as clients, client. Okay. Do you see how this is the level of indirection? [00:27:03] You see how this is going to affect? This is a huge problem. And Casia not only have we warned some of these companies, like Kaseya about major design flaws in their software, but cause say his own engineers apparently about three years ago, warned Cacia about major design flaws in the software that they were using. [00:27:29] So they knew about this. They were warned months, if not years in advance about it. So what does it say you do? They're concerned about profit and features, so they just keep adding features as alleged by their former employees instead of fixing the security problems. Cause it would be too hard to fix, take too long cost too much, and it isn't going to increase our revenue. [00:27:54] Are you sitting down? Can you believe this is one of the major operators out there, major operators that is, is behind your manager services provider and your break fix shop that's who's doing it out there. So there are probably far more than that this thousand Kaseya clients that have gathered together to try and negotiate the ranch. [00:28:25] And I got to say, I, I would be extremely disappointed if Kaseya customers didn't gather together and Sue them in a very big way. Curly sins, people claiming to be former Cacia employees are saying they warned the company about major flaws in their software. And that is what hit all of Cassias customers. [00:28:52] Customers. This is incredible here. This is a much different style of relationship that companies have typically, right? Yeah. Okay. Law firms they'll outsource stuff, right? So let's say there's some maritime law. They'll go to a maritime law firm. They'll outsource it. So yeah, there are some models where this is done, but this is done routinely. [00:29:17] In the cybersecurity space. It's not something we do. We stuck our toe toes into that pond and we didn't like it. We didn't want our customers to be hurt by this sort of thing. But anyways, there you have it. Okay. There, you have it all about profit and not about you. And by the way, it's also about how much you're willing to pay. [00:29:41]Did you know that Amazon has a new CEO? I remember back in the nineties, I pledge that I would never use Amazon again because they filed and were awarded a patent on technology everybody was using.  Jeff Bezos is out of a job. [00:30:00] This is a guy that grew a company that all they did initially really was book sales and they had a warehouse the size of the Amazon, right? Because they wanted to represent everybody. They had every book ever published and to a large degree. They did. They had a whole lot of bucks and then I've expanded of course, beyond that. [00:30:28]And beyond that, to the point today where they are doing some well, again, shady things I mentioned in the intro that I was concerned about what Amazon was doing with pat. They got a patent on this one click purchase. Now I have been a fan of patents for a long time. I do not like the patent law as it exists today. [00:30:55] And in fact, I haven't liked it for quite some time, but this patent law where you don't have to show that there was no prior art and frankly, the prior art does not matter at all. I think that's a huge. And I've had a number of patent attorneys on my show, talking about it and talking about what we may want to change. [00:31:18]Jeff Bezos grew it to today where it really is the number one provider of online services is. You might in fact, almost certainly are using Amazon's services, whether you realize it or not to go to most, any website, any of the big ones they're probably using Amazon's web services. They're probably using Amazon storage and Amazon has dozens and dozens of different services. [00:31:50] So it's a very big deal. And Jeff Bezos, who's the guy that started all of that sat down stepped on. I should say. Now it's rare that the founder of a company ends up taking the company public. Public, basically, that just doesn't really happen because all of a sudden, when you're public, your whole job changes and no longer can you make a decision, a snap decision about something, and then go ahead and do it. [00:32:18] You've got to be very careful about what you do when you do it, how you do it, you have to announce it and everything, but just an amazing man being able to take it. All of that. And by the way, have the largest settlement, a divorce settlement in history with his ex wife. It's amazing, but he is still the world's richest human. [00:32:40] Now he has this company called blue origin, which is his rocket company. He's got the Bezos earth fund and he's still chairman of Amazon's board. So he's not going anywhere. However, we've got this new guy, Andy Jassy, who has stepped in as the CEO of Amazon. He was the the head of Amazon's. [00:33:06] Online services, which is absolutely huge. It's their most profitable arm by far. So he's taking this whole thing over when Amazon frankly, is in a lot of trouble. Now they're basics of, Hey, there, the money that they're making, their profits and everything, that's all well and good, but there's ongoing antitrust investigations. [00:33:33] There's battle with labor. And we're talking about, of course, big labor here. The unions. There's increased competition in the cloud space. Just look at what happened with the us military in there. I think it was at least a billion dollar. I can't remember the exact number, a cloud contract because Amazon was battling Microsoft Azure and it was awarded. [00:34:01] And then just a couple of weeks ago it was pulled back again. They're also seeing increased competition in their online services from Google. And I use some of those Google services. In fact, if you go to Craig peterson.com, it's actually right now using some of those Google services. So they are really getting nailed from a whole bunch of different directions. [00:34:26] And this guy Jassy has worked there since 97. But he may be the perfect person to guide Amazon through. W really now we're talking about the middle-aged, that's the time when you're supposed to buy your convertible, buy your motorcycle, et cetera. The middle aged years. And in this case, there's some problems. [00:34:51] Here's a quote I want to read from this Yahoo article is actually I think AP yeah. Yahoo finance. This Yahoo article and it's from Harvard business school, because we've got regulators who are circling, and this may be the main reason Jeff stepped down. I don't know, but quote, you may want somebody who has the confidence of the chair. [00:35:16] And the board you want somebody who understands the strategy and was part of it and knows where the bodies are buried and the mistakes that have been made and how to move forward. This is from Harvard business school, professor of business administration. Rosabeth Moss Kanter, and I think she's right. [00:35:39] Absolutely because this road ahead for him is going to be tough. But the fact that he ran their most profitable division tells you something, it tells you a lot and he might be the exact right guy to be able to do that. Amazon's now got a market capitalization of about $2 trillion, which is huge. [00:36:01] And it's certainly enough to get some of these regulators. Paint a lot of attention to what's going on. We've got the Washington DC attorney general, who has accused them of violating the district of Columbia's antitrust act. And that has to do with, for bidding third-party resellers, from offering cheaper rates for their products on competing sites. [00:36:24] Cause remember what Amazon does. About half or more. In fact, I think now of their products are not actually sold by Amazon. They're certainly not Amazon products. They are products from resellers who are just selling on Amazon. They're using Amazon is their platform. And that way Amazon will manage the inventory. [00:36:47] It'll warehouse a little ship it out. It'll handle the returns. Yeah. What Amazon is doing is charging these sellers for the space in the warehouses, which is perfectly legitimate and taking a percentage of the deals. Are there other websites that might give these sellers or resellers or stuff they're importing from China or wherever. [00:37:12] Might there be other sites that give them better deals? Will you bet there are sites out there. So that's why she's suing them. Federal regulators look like they might be coming in as well. The federal trade commission's newly appointed chairman. She's a fierce critic of the. Amazon way of doing business and she made herself a name by publishing an article for Yale's law journal titled Amazon's antitrust paradox. [00:37:42] So before she was even appointed to the federal trade commission, she was already calling for changes in the current antitrust regulatory framework. And that might be widely invited administration has appointed her, but there's six antitrust bills. Targeting big tech right now that are working their way through the house of representatives. [00:38:05] And we've talked about some of those already, and, I do not like these huge tech companies that are making crazy profits and using those profits to keep other people out. And Amazon's one of the largest employers in the country. And after years of complaints from somewhere house workers, we've got the labor unions now in the mix trying to take action. [00:38:30] Now, I don't have a single problem with labor unions while at some of their tactics, I have problems with, I don't have a problem with the labor union. In the private space. I have a huge problem with I'm in government space. And we could talk about that at some point, but I don't have a problem with them trying to organize inside Amazon. [00:38:53] So the international brotherhood of Teamsters. Yeah. I remember the guys that drive the horses. They announced that they're going to begin working to organize Amazon workers. So that might succeed. There was another one in Alabama that had failed. So are you getting the hint here? This is huge. It's huge. [00:39:13]By the way, Amazon's offering warehouse workers starting pay at $15 per hour plus benefits. So that doesn't seem too bad. If you ask them. But again, with the pandemic, all of the stuff going on there been a lot of calls for Amazon to quote, treat its workers better. So we'll see. We'll see what happens. [00:39:34] Other problems with Amazon that we've talked about before are things like fake reviews. You and I, we look at the reviews, it's critical in us buying things. Isn't it. We look at the reviews and say, oh, wow. Jeepers. There's 500 reviews here and it's four and a half stars. Okay. So I can have confidence that this product is good. [00:39:58] It's going to work. And yet some of these sellers, what they're doing is bribing people to give a good review. So they'll say, Hey, you buy my product. And then they send the product in with, along with the product is a little note saying, Hey, if you give me a review and send me a link, I'll send you an extra battery or whatever it might be. [00:40:20] That has been a real problem for Amazon, even worse than that, because at least those people might give an honest review, right? Worse than that is that some of these reviews are paid for. So some of the sellers it's alleged are going out there. They are hiring. People and paying them to give reviews. Now, those ones are very obvious. [00:40:45] If you look at the reviews, so don't just look at there's 500 and the average is 4.5. Look at some of the reviews in the wording. So I've seen reviews where it was for a massager, and there was talking about what a great. A set of wheels that has on it. And they work really well. And it's very smooth when you're out, riding it on the trails. [00:41:08] Wait a minute wait, we're talking about a massager here. We're not talking about a bicycle, so that's one of the ways to tell if the reviews are fake, they're don't even talk about the product at all, or any of its real features. The other one is look at the wording because most of these fake reviews. [00:41:26] Don't use English, so good. All right. Okay. Thanks for being with me. I want to make sure you stick around and visit me online. In the meantime, go to Craig peterson.com. If you sign up for my free newsletter, you'll be getting that every week with all of the details. I'll try and catch you up and you can listen to my podcast, right from there. [00:41:50] Craig peterson.com. That's Peterson with an O. [00:41:56]If you look into buy a used Google pixel for a I got some news for you. The FBI has been very busy and they've conned the con man. I love this story.  The FBI has, been trying to track bad guys for a very long time and there've been a number of ways they've done it. [00:42:19] We know obviously about phone taps, right? We've seen those before the old days. I don't know if you've ever been to one of the original. Telephone switching stations, all not even original, but the types they had in the late sixties, early seventies. I remember going to see one and all of these switches were just going [00:42:40] People were dialing the phones and everything. It was just so cool. And back then, in order to trace a phone call, what they had to do is find the original. Sore. So they would go to that row, that column, that exact little unit that was hooked up directly to your phone. And then they would see, okay, this is in position this, and then go to that next switch. [00:43:04] Okay. Position that next switch, position that and go all the way through. That's the really older days, not the old days where you had somebody that was at a switchboard doing it. Nowadays, of course, it's all done by computers. The telephone company turns your voice into a digital signal and it's usually done right in your local neighborhood. [00:43:26] It isn't even done at the central office anymore. So by the time your voice is outside the central office, it's digital it's hauled on nowadays, even partially an internet protocol. Network. They used to use different protocols back in the day. And so it makes it quite easy for them to tap your line. Now, of course, there's the legal side of this. [00:43:50] Do they have the legal right to do it to the need a court order or what kind of a court order? Do they need right. All of that stuff. But that is side. It's very easy to find out where call went, where it came from and to listen in because it's just digital. Data's completely completely copyable with absolutely no particular problems at all in copying it. [00:44:14]Last month. The FBI and the Australian federal police acknowledged that they had indeed been working on this encrypted device. And the company was called a nom, which is a fake company and a nom sole. 12,000 smartphones to criminal syndicates around the world. That's the wording that the police used. [00:44:42] So these were being sold as secure devices. They did things like they removed the cell leader, modem functionality they'd changed the boot ROMs. They removed the GPS. So the idea was, Hey, you missed your badge. You can use one of our Anom phones and it's using a special version of the Android operating system and you can send messages back and forth. [00:45:07] It's a completely secure messenger service end to end encryption, right? Like we're always being promised. And so what happened is bad guys started referring. Bad guys to this, right? Cause if they wanted to talk to the other guy, they both needed these Anom phones. Otherwise they wouldn't be able to talk to each other. [00:45:28]And so they were recommending the use of these phones, to their friends that were in the illegal businesses as well. So this I'm just chocolate is so great. So the FBI weaponized. Android phones, at least this particular model of it. And there's a whole community in the Android world. It doesn't exist in the iPhone world because this is much harder to do in the iPhone world, but they call themselves the model. [00:46:00] Community. And so they'll get a phone from some vendor. They'll make some changes to it that led to maybe change networks or do other fancy things. So they, after BI used some of this technology. The modding community and did some just amazing things with this custom rom. Now you're going to love this part. [00:46:21] Okay. So when you boot this phone up, this is according to ARS Technica. The phone will have of course, a little boot screen and. The highest custom rom here, which is the boot loader as well as other things, but it showed an arcane, oh, S boot screen that's the name, arcane O S and every place, the normal Android distribution that comes from Google with the. [00:46:48] B I's arcane. Oh, west green. It's just absolutely phenomenal that these guys would do this and would fall for it. So the FBI told the criminals, Hey alleged criminals, Hey, these are secure devices, the really focused on security and there is a pin scrambling fee. What would happen is on your phone? [00:47:11]You might enter pin some phones, you might use a fingerprint, or he might use a face ID. This was a security feature. And what happened is normally you've got what, 1, 2, 3, 4, 5, 6, 7, 8, 9, 0. And you type in your pin and off you go, what this did, is it scrambled it? So it might be nine to. [00:47:31]Just the scramble of the digits up so that when you enter your pin, you're not always touching the screen in the same place so that people could not guess your code from the fingerprints you're leaving behind. Now, this is also interesting. It, this is a great way to do it. If you're doing it for real, having to run an anonymous phone, they had two different interfaces on the phone and it a different one would pop up depending on. Pin you typed into the lock screen. So the first pin would show a bunch of non-functional apps that are pretty popular in the app store, like Tinder, Instagram, Facebook, Netflix, candy crush games. [00:48:15] So if somebody is checking out your phone, forcing you to unlock it, they're not going to find budge. And by the way, none of those things work. But. I would have, if I had designed it, I would have made them so that they would work. So you can fool some of us trying to Rob you and steal your phone. [00:48:28] The second pin that you could enter in, tell you chose your pins, but it was supposed to be the secure section. She didn't have the phone. So it had a clock, a calculator, and the settings. But the calculator app actually opened a login screen to a nom as an anonymous. And that, again, the bad guys are told all that's a secure, encrypted way to chat. [00:48:54]This is just amazing. So they will do use that. So they go into the calculator app and now allowed them to chat with their friends. But what they did not realize. Is, it was actually sending all of the messages also un-encrypted to the FBI. Okay, absolutely amazing. Amazing. So now some of these bad guys are selling their phones online. [00:49:25] I remember I warned you at the very beginning. If you're going to buy a pixel for a you want to listen to this first because the bad guys are selling. Their phones online. And so a number of people have been trying to figure it out. Some posts on Reddit and elsewhere. You guys know how to deal with this arcane. [00:49:44] S how can I reset this? What should I do? Okay. A lot of confused people. How do I fix this thing? You're not going to be able to fix it. Okay. By the way, this thing I think is really cool because the guy who he bought it legit guy bought it use. You said the installed operating system is arcane O S 10. [00:50:03] The system updater says that Archana, YC 11 is available for download, but I don't want to do it in case it makes something even harder to fix. So maybe the FBI is bad. At sending out updates and fixes, then most of the Google Android vendors that are out there and I'm just laughing all the way through here. [00:50:24]So there are some things that a tech savvy user should know. So I want you guys to pay attention to this, particularly if you're using an Android device. So the first thing is when you start up a newer Android phone, when it's made in the last few years, The first thing that happened is that Google runs something called verified boot, and that makes sure the operating system has not been modified. [00:50:55] So the operating system from the manufacturer of the device will be signed using a cryptographically secured. What was happening here is these devices were failing verified boot of course, because FBI had modified the boot ROMs. And if your device fails, verified boot, your Android device either could be an unlocked boot loader or a relaunch boot loader with tampered software. [00:51:24] It's going to show a message. And in, in this case, the FDA FBI devices just have a message that says your device is loading a different operating system, complete with their yellow exclamation point icon and a link for Google support pages. Absolutely phenomenal. And by the way, the article I'm sending this out in my newsletter, but it says. [00:51:51] How resistance changes. Google has an order. So it sent them to the legitimate Google support. So there you go. There's a really good little piece of advice right now. The FBI changed a lot of the Android operating systems, tripped out a whole bunch of Android settings that might've revealed something about the fact that it really was a spy device system settings for app storage and accounts have been removed. [00:52:19] So pay attention, right? If the machine, if your machine boots up, plane's about the bootloader, you've got a problem and it isn't just Android. Obviously apple will do that. The newer versions of windows are starting to do that as well with TPMS and windows 11 is really going to bring a lot of that to the forum. [00:52:41] Hey, you're listening to Craig Peterson and you can find me online. Craig peterson.com. Check it out and stick around. [00:52:50]Work from home is a very big deal, especially for a couple of segments of our society. And I want to talk a little bit about that now, as employees are returning to work, should they be returning to the office? [00:53:06] There is a great article here this last week in Forbes magazine by Dana Brownley. And it was one of their editors pick and it was picked I think for very good reason. And that is so many of us have been working from home. And for many of us. [00:53:24] Bennett godsend. I've worked from home now for over 20 years. And for me, it's been a godsend because my priority was helping to raise our eight children. And it's hard to do that, and it's hard to homeschool to them if you are not at home. So that's what I had done. And I was very privileged to be able to do that. [00:53:45] And our kids have all turned out amazingly. Many people are caregivers and it isn't necessarily just of kids. But right now I'm looking at a survey that was conducted. It's called the Prudential May, 2021 pulse of the American worker survey. And they're showing the 2000 respondents that 38% identified themselves as caregivers with nearly 40% of those providing care. [00:54:16] For school, age children when you are starting to look at benefit packages, it is important for many families to be able to have some form of childcare. And what has snuck in because of the lockdown is that many of us actually can work from home. Many of us have been more productive at home. And then on top of it, all we can take. [00:54:43] Of our family. So let's look at the stats. We told you about school age children. That's about 40%, 32% are taking care of young children. And this is the 40% of all workers. Okay. People 30% are caring for someone with a disability, some sort of a health issue. And 23% are taking care of an older adult. [00:55:10] That's 40% of the workforce. That is a lot of people. A lot of people, 38% is the exact number. So there, many of these care givers are returning. Really a traditional work environment where they're going to the office, but they have very unique needs. And I think every last one of us have to consider that and have to look at it and figure out how can we make things work. [00:55:41] And when we look at the numbers again for the caregivers, 45% say that they've considered leaving the workforce entirely. Due to personal demands. And 53% are saying that they would retrain for a career in a different field or industry. If they had the opportunity, we have some of our best people out there that are taking care of our kids of our loved ones. [00:56:12] Our parents. And again, look at mine, a situation here where I was at home helping to take care of our kids along with my wife. Neither one of us could have carried on a regular job and homeschooled, eight kids. Neither one of us could have done that. What kind of talent might we be losing? By squeezing these people out of our workforce, particularly when we've now proven that most businesses can allow their workers to work from home. [00:56:48] Now they found in the survey that there were three primary types of support caregivers and these types are looking for different types of flexibility. Number one, they're saying that 42% wanted increased workplace flexibility. No, that makes a whole lot of sense, right? So they can work from home. [00:57:11]Maybe some of your best employees or people who want to work in another part of the country. I have a friend, his brother-in-law is a real good programmer in this one particular type of programming. I think it's sales and he is living there now in a completely different country on the other side of the world. [00:57:33] And yet. He's still doing programming for these people here in the United States, talking about workplace flexibility. He is sitting over there not far from China and is enjoying himself. He loves it there. And of course his costs are much lower, et cetera, et cetera. So consider that, not just that there might be working from home, but maybe they want to take the kids over to Europe, live there for six weeks. [00:58:01] There's a lot of things people want. So that's 42% of our people that are working. Okay. Increased workplace place. Flexibility. The number two increased paid time off 38%. Again, something we got to seriously consider. Now I know how hard it is to be able to fill in for someone that's on vacation or. Maybe they're caring for a loved one. [00:58:28] Maybe they just had a baby, et cetera, but it's very important when you get right down to it. Because again, who's better for raising our children, us, or a stranger who's going to more or less warehouse them. You have to keep a look at that. There's a great article from the Harvard business school. [00:58:50] It's titled. COVID killed the traditional workplace. What should companies do now? That's a very good question because now the lockdown is mostly behind us. Executives can't expect the offices to run the same way they did people to come in and do the same things that they always did. But in reality, Harvard business school, faculty members are saying there are ways to keep our employees happy and productive. [00:59:22] And that is exactly what we're talking about. No for many caretaker takers caregivers, I should say paid time off is more valuable than a pay increase. And that's particularly true for those who are at the higher end of the pay scale. It gives them a lot more flexibility. They can get away sometimes from all of their responsibilities and obligations, which is just so important. [00:59:48] There's here's another one. This is a job list survey from CNBC. The articles entitled here's how much money workers would give up for better. Life balance. And they go in, in that particular article and say that the average worker who says they currently have work life balance, it would take an extra $10,000 in pay per year for them to give up their personal time. [01:00:11] I'm not sure that's right. I think it would be a lot more than that. And it also says just 30% of workers said, they'd give up part of their pay for better work-life balance. And the threshold varies by the type of worker that's where we, I think really get into it now. So those are the first two, the third one is 37%. [01:00:32] So these are all within 4% of each other. Greater commitment to health and wellbeing. Now I've seen studies before that are saying businesses that put in a gym and put in workout rooms, et cetera. They never actually see them use. The way they expect for them to be used. And I don't think that's what people are talking about here, but we really are thinking a lot more about health and wellbeing since so many of us have been scared because of the COVID outbreak, but maybe I should be paying more attention to our health. [01:01:07]But we also have the mental health look at all of the problems we've seen from so many mental health issues because of the. Down. So Harvard again, came out and said for employers, it means that we need to signal the health of facilities. It's crucial to attracting people back. So again, The right kinds of air filters, right? [01:01:30] Kinds of lighting, make sure people feel safe while they're in the office and maybe cut back the number of days that they have to be there. Hey, stick around. We'll be right back. We got a lot more to cover. You're listening to Craig Peterson, of course, and visit me online. Craig peterson.com. [01:01:50]Hey, we got another emergency patch out from our friends at Microsoft. And in this case, it has to do with printers and remote printer access. Do you have employees working from home? [01:02:05] Microsoft has their big monthly patches that they release. They also have weekly patches that they released that are for slightly more critical vulnerabilities. And then they have. Patches that are released because there is a severe problem going on right now while that's what we are staring down. [01:02:31] There is a vulnerability called print nightmare, and this is located in the windows print. Spooler serve. Now the windows print spooler services, what it sounds like. This is the service that handles all of your print jobs. So if you are using this service, Turns out there's a serious bug and Microsoft tried to patch it once and failed. [01:03:01] And they've got another patch out right now seems to be working, but organizations are really urged to deploy these patches as soon as possible or deceased. Inbound remote printing until they can be applied. So that's why I said, if you have people who are working from home, because many of us turned on remote desktop and you better make sure that's properly patched up so that people could. [01:03:28] Then and get a desktop. Although Microsoft has an interesting solution that is going to be announced in early August about having your own windows machine there in their cloud. So it looks like you'll be able to have windows machine for about 35 bucks a month. Microsoft will have to keep it up to date. [01:03:47] I think that's a very cool thing, but they're coming out with that here very shortly. Within the next month or so, we'll see what happens, but this is a problem because if it's exposed to the internet, We're expecting to actually already be seeing active exploit. Now here's the problem Microsoft's trying to solve. [01:04:10] We have three different types of patches. You have the monthly patches that they release. You have your, which of the patch Tuesday. You also have patches that are released every week, which are more critical. And then these types of patches, these are patches for what are called. Zero day attacks. There is nothing normal out there, a regular stuff that would catch this and stop it. [01:04:37] Now, the advanced malware protection that we use from Cisco, it will catch this sort of thing, but it'll only catch it after it's been seen a few times and then identified, obviously by now it's been identified. So it's pretty darn cool. So Microsoft's monthly updates. Last month included a patch for another vulnerability in the windows print spooler service. [01:05:02] And it was initially called a local privilege ex escalation issue. That means that you had to be on that computer in order to gain access to these advanced privileges and features. Turns out that it wasn't entirely just local. And now there is a new one where it can be exploited to get remote code execution and not just privileged privilege, escalation. [01:05:30] That means that they can now run programs on your computer. And with privilege escalation, they can run those programs as whomever they might want to do. So this is pretty big Blackhat USA conference coming right up and they are going to be hosting one of their talks called diving into spooler and what they did to discover these local and remote. [01:06:00] Vulnerabilities in the windows print spooler Hey, it's definitely a problem. There is a proof of concept exploit out there, and that means that the bad guys are not too long from coming up with their own. So there you go. Again, patch it up close and remote access, at least for the time being. To your print spooler because it could be a very big deal. [01:06:25] Another thing you could do is disable the prince Pooler service. You can just use stop service dash name spooler dash force, and that will. Pop it right on down. Okay. And then by the way, in case your machine reboots, you probably wouldn't do a set service dash named spooler dash start-up type disabled in order to make sure it doesn't restart, but there'll a lot to worry about right now, a whole lot, frankly, to worry about right now because of the Russians are coming. [01:06:57] Here's another one. This is Chevy bolt. Now, I have had some major complaints about Tesla and the way Tesla has these door handles that recess in entirely and how it has happened that during an accident, those door handles don't pop out and people cannot be extracted from cars. And the biggest problem you have in an accident with a car full of batteries is. [01:07:24] Of course the high voltage and current that's stored in the batteries that now when they, it out, it starts a toxic fire. Very nasty. Just this week, the national highway traffic safety administration issued an alert for all 2017 to 2019 Chevy. Owners now I know a lot of these bolt owners are actually government agencies. [01:07:50] They're not individuals, but I thought I'd bring it up. Anyways. There was a fire in a Vermont state representatives. Car's name's Timothy Brown. And his Chevy bolt decided it was going to catch on fire. Now, there was a recall by GM of these Chevy volts that had this problem, and apparently it doesn't entirely. [01:08:17] Fix it, they are still plaguing GM. And man, in this particular case this rep of course in Vermont being a I don't know, leftist, I have to assume, but a fan of electric cars, his car. Sad they're burning, which is pretty bad, ironic, but this happened when was this? Oh, it looks like this happened just a couple of weeks ago. [01:08:43] He's the state chairman in Vermont of the house committee on energy and technology. I've been supporting electric vehicles go sponsor bills relating to electric. And plug-in. So now his 2019 Chevy bolt course caught in fire, caught on fire, and there are others out there. 68,000 cars. All right. So two phases to the recall first phase is a temporary solution. [01:09:11] The second one is a more permanent one. Apparently this has to do with the batteries spontaneous. Catching fire. So this isn't something that's related to a car accident. It's a spontaneous combustion problem. That's not too good. It's a defect in the LG chem battery packs that are in these cars. So here you go. [01:09:34] If you drive to work every day and you charge your Chevy bolt every night, the United States, federal government is telling you to stop doing that. Yes. If you have a Chevy bolt, they're advising you to not charge it at night. I'm not sure when you're going to charge it. Cause the idea is you charge it at night. [01:09:54] You drive in the day, right? So they're saying there's, you can't do that. If you have to charge it at night, make sure you park the car away from any structures and definitely do not park your Chevy volt. That might be part of this. Recall inside a garage. How's that for bad, the original recall, by the way, came out in November, 2020 for potential fire hazard in the, again, the high voltage battery pack, those cells could possibly heat up and ignite internally. [01:10:26] Yeah. And if that fire spreads of the rest of the car and spreads to the building it's parked in or nearby building. Yeah. So keep an eye out. If you have a Chevy bolt, this is the type of problem in a phase as we start more and more to move into the electric vehicle realm. Yeah. Eventually it'll all get worked out, but it isn't perfect today. [01:10:48] Hey, visit me online Craig peterson.com and keep up with the latest in what you have to do with technology. [01:10:56]We talked earlier about Amazon and how much trouble they're in right now, Google apparently is in a similar boat. We had just this week, dozens of state attorneys, general suing Google on antitrust grounds. [01:11:13] You can reach me online. Just me. M E Craig peterson.com or what most people do is they just hit reply to my newsletter. [01:11:22] Hopefully you're on my newsletter, right? That goes out every week. If you're on that newsletter you can just hit reply and ask me questions. Any questions you want? I'm more than glad to answer them. I know most of you guys, you're not business people. I am still glad to answer your questions for you to keep you on the right track. [01:11:39] The whole idea here is it's to keep you going. Safer. And if you're a business person, what the heck, maybe I can help you out as well while the here is a problem. And it's a very big problem. We have these absolutely huge companies that are using their market position in order to really control the entire world. [01:12:06] Now it's a very big problem because you have companies that are sitting on billions of dollars in cash who can and do keep their competition out of the market. Now, one of the ways that keep them out, and I've mentioned this before, Microsoft has done this multiple times as lost lawsuits about it, particularly over in Europe, but they find somebody who might be a competitor and they basically squeeze them out of them. [01:12:35] Even though they're not necessarily even a direct competitor. One of the things Facebook does is they buy companies for 10, a hundred times sometimes more. Then they're actually worth, would you take 50 million for your company? That's worth 50 million? You might not. [01:12:53] Would you take 500 million for the company? How about a billion dollars? That's where it starts becoming very questionable about what they're doing. One of the things that Google is allegedly doing right now is preemptively squashing com competing app stores. When you look at Google and the Google Android ecosystem, who sells the most Android devices out there, right? [01:13:21] The high-end devices, the number one seller of Android phones is of course, Sam. And Samsung started to put a store too. An app store. So you could buy Samsung, Sam sung apps now, apple and Google, both charge about the same rates as a general rule. It's 30% for these bigger companies that they have to pay the app store, okay. I'm okay with that. They both spent the time to build the platform, to monitor it, to try and keep the app store clean and guides. That's definitely worth something. But what if Samsung came along and said, okay, we're only going to charge 10% royalty. In our app store and the apps will run on all of our Samsung Android phones. [01:14:10] So it's still using the Google operating system. It's still Android. It will probably run on other than Samsung phones as well. That's the whole nature of, but that hasn't happened. And why hasn't it happened? These state attorneys general are saying that what has happened is the Samsung galaxy store got squashed by Google. [01:14:38] So it could maintain its monopoly on Android app distribution. So it says that Google engaged in a bunch of different anti-competitive practices. They offered large app developers, profit share, and agree. In exchange for exclusive exclusivity. Okay. I can see that the apple iPhone came out. Do you remember this exclusively on ATN T's network? [01:15:05] Is that a problem? They're saying also the Google created unnecessary hurdles for what's called sideloading. So sideloading is where you might go to another app store in order to install something. Or maybe it's something that you want to put on your site. It's not fully approved by the Google play store. [01:15:26] So that's the basics of what the side loaning is all about. So saying that they made that even harder. Okay. From Google standpoint, do we really want to. Allow anything to run on our phones. And here's the question, here's why, right? What do I do for living cyber security? What is one of the things you have to do for cybersecurity? [01:15:48]You've got to put in special routers, special firewalls and software on servers and computers. Whoever touches a computer last owns the next problem. That's been my mantra forever. So if we installed some software on a computer or we had the customer installed some software on a computer, and there's a problem who they get. [01:16:11] They're going to call me, right? Because I was the last one to touch their computer. And at that point now I have to show, okay, it wasn't me. It was this other piece of software. QuickBooks is a piece of junk, you know what, whatever it is, I'm going to have to justify it. And frankly, I'm probably going to have to fix it. [01:16:30] So Google is saying. We don't want all of these app stores that might have apps that are not secure apps, that crash apps that might cause problems with the Android ecosystem. I think that's perfectly legitimate. Apparently these state attorneys general don't think it is. And here's the last one. This is a. [01:16:53] Attempting to buy off Samsung to limit competition from the Samsung galaxy app store. Now, Google is saying that this lawsuit is merit lesson. I can see a whole bunch of legitimate argument on their part. They also said, quote, and this is an article from ARS Technica. It's a strange, it's strange that a group of state attorneys general. [01:17:18] Chose to file a lawsuit, attacking a system that provides more openness and choice than the others. In other words, are taking a jab at apple because

Haven Cockerham already failed at retirement once. He lives on a golf course though he doesn't play golf! Why did he fail? He doesn't have time. Haven is continuously pushing himself to learn new things, be surrounded by new thinking, soak up ideas from younger generations and living in a community that challenges his mind and provides beautiful mountain and ocean landscapes. Haven is a true change agent and a great storyteller. Haven tells us how he started in HR working with amazing mentors and Harvard professors. He blazed a trail in the automotive industry and showcased HR as a strategic, value-added business partner. As a young man, Haven had to decide if he would move away from North Carolina and take a job at GM in a very conservative Indiana. Not many in his family moved away but his mom said “you need to follow where ever the opportunity takes you”.  He did just that and has taken on challenges and risks during his career.  Throughout it all, he learned and saw every opportunity as a moment to grow and expand. He draws on his courage and resilience to help him and also has a beautiful ability to be vulnerable and humble. Haven founded Cockerham & Associates in Chicago in 2005 to provide strategic consulting and technology services in Human Resources and, Talent Management and Diversity & Inclusion. A distinguishing feature of Cockerham & Associates is its web-based Diversity & Inclusion solutions that enable clients to develop, aggregate and report the impact of its diversity strategies and operating plans for employee/business resource groups.Prior to forming Cockerham & Associates, Haven was the Chief Human Resource Officer for R.R. Donnelley where he played a key role in the transformation of the company's operating model and culture. He led the transformation of the human resources function to become a true business partner, focusing on high value processes and reducing delivery costs of human resource services. Additional corporate leadership roles include Chief Human Resources Officer for DTE Energy in Detroit and the Senior Human Resources Executive for Fisher Guide Division of General Motors.Prior to his executive leadership positions, Haven held key assignments in manufacturing, labor relations, EEO, and executive compensation, policy development, employee relations and leadership development. Haven owned and operated a Chevrolet Dealership in South Carolina and has an MBA from the Michigan State Advanced Management Program.Connect with Haven to learn more about him and his background:LinkedIn = https://www.linkedin.com/in/haven-cockerham-6b692a/Cockerham & Associates website = https://www.cockerhamassociates.com/The Change Masters by Rosabeth Moss Kanter  https://www.amazon.com/Change-Masters-Rosabeth-Moss-Kanter/dp/0671528009Sign up for our newsletter at https://abbraccigroup.com/. Please subscribe, leave a review and tell your friends about our podcast. Learn more about the CHARGE® model by purchasing the book, The Way of the HR Warrior. Let us know about the moments for you that changed your life trajectory. Drop us a note via our website. 

Este episódio é dedicado à inovação nas organizações. Curiosamente, socorre-se de uma iniciativa societal - os Orçamentos Participativos - para apontar algumas falhas comuns na forma com a inovação é posicionada nas organizações. Ana Neves fala das aplicações e plataformas de apoio à inovação e aponta o dedo a algumas das fragilidades ou lacunas mais comuns. Inspirada por Rosabeth Moss Kanter, conclui de forma humorada com as 15 regras que deve seguir para travar a inovação na sua organização. Clique aqui para ver a página deste episódio Referências neste episódio: Avaliar ideias embrionárias (março 2009) Web 2.0, ferramentas sociais e plataformas sociais corporativas - episódio 7 da série C do podcast KMOL (maio 2021) Regras de inovação organizacional (fevereiro 2010) Livro “The Change Masters” de Rosabeth Moss Kanter, 1983 Podcast KMOL em https://kmol.pt/podcast Sugestões, comentários, questões? Escreva-nos para editor@kmol.pt ou deixe-nos uma mensagem de voz através de https://anchor.fm/kmol/message

I like to begin today's episode with a question. What has been your hardest, transition in order to make a needed transformation?  The  Holy Spirit whispered a statement , I need to transition you from something to transform you to something! So, let's check out the definition of transition, as a "noun" it is the process or a period of changing from one state or condition to another, for example losing your job, a spouse, or a home.A biblical example can be found in Matthew 26:50 (AMP), Jesus is speaking, "Friend do what you came for". this is a sign of betrayal but also a transition and transformation Jesus knew about. Just like God knew about the covid19 virus, our transition and transformation of who we are called to be doesn't stop because of a pandemic.   Now let us check out the definition for transformation or transform, as a verb it means to make a thorough or dramatic change in form, appearance or character, and as a noun it says a RULE for making a transformation, so we see here that there are rules or laws to transformation...WOW!A woman by the name of Rosabeth Moss Kanter said, there were ten reasons people resist transition or change,  here's five (5). Loss of control, Excess uncertainty, Concerns about competence, such as can I do it? and Past resentments, and the final one is Surprise, surprise! decisions imposed    on people suddenly, with no time to get used to the idea.This makes me thing about a quote from William Bridges about transition, he said, "It is when we are in transition that we are most COMPLETELY ALIVE! And Bryant McGill says this regarding transformation, "Real transformation requires real HONESTY. If you want to move forward---GET REAL WITH YOURSELF!Talk about transition to transformation in this 11th episode, speaks parallels to mine. I invite you to purchase my book to read about from greyhound to a cap and gown is a true faith transition and transformation.  I am not talking about the transition from the terminator to the governor of California, but the transition from what I use to be to the person God created me to become here on earth.SPIRIT HELP NOTE:Matthew 26:50, "Friend, do what you came for".

Chris Loker is the founder of https://Moksha.biz, a company that had its genesis as a wellness business encompassing a yoga studio, clothing line, retreats, international teaching, teacher training and workshop, and has evolved in time to an advocate and provider of the concept of “Leadership Yoga”. Leadership yoga has been advocated by Rosabeth Moss Kanter who specialises in strategy, innovation, and leadership for change at Harvard Business School. Interestingly, Moksha also offers interim executive services, something that I was particularly intrigued about in our conversation. Chris is a wise, thoughtful, considered leader and I really enjoyed our connection and discussion. Moksha.biz · Connect with Chris on LinkedIn · MikeStopforth.com · Connect with Mike on LinkedIn · Follow Mike on Twitter · 48h crisis communication consultancy

Chris Loker is the founder of https://Moksha.biz, a company that had its genesis as a wellness business encompassing a yoga studio, clothing line, retreats, international teaching, teacher training and workshop, and has evolved in time to an advocate and provider of the concept of “Leadership Yoga”. Leadership yoga has been advocated by Rosabeth Moss Kanter who specialises in strategy, innovation, and leadership for change at Harvard Business School. Interestingly, Moksha also offers interim executive services, something that I was particularly intrigued about in our conversation. Chris is a wise, thoughtful, considered leader and I really enjoyed our connection and discussion. Moksha.biz · Connect with Chris on LinkedIn

Glenn Parker is an internationally recognized facilitator and leadership development expert having authored 16 books; joined too by his son, Michael Parker, Managing Director of Rockefeller Capital Management. Between them they wrote the best-selling book: Positive Influence leader. In this show learn about: What a positive influence leader is The four types/styles of a positive influence leader How negative experiences can still be a positive influence Why self-awareness is a massive contributor to positive influence Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Glenn and Michael below: Positive Influence Leader - Website https://thepositiveinfluenceleader.com Glenn on LinkedIn https://www.linkedin.com/in/glennparker/ Michael on LinkedIn - https://www.linkedin.com/in/parkermichaelp/   Full Transcript Below   ----more----    Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   Delighted to announce, we have two special guests on today's show. We have father and son duo Glenn and Michael Parker. Michael is a managing director for Rockefeller Capital Management and Glenn is an internationally recognized facilitator and leadership development expert having authored 16 books. And before we get a chance to speak with both Glenn and Michael, it's The Leadership Hacker News.   The Leadership Hacker News   Steve Rush: In the news today, we're going to consider the notion of influence and feeling positive. But of course, as leaders, it's our absolute responsibility to demonstrate positivity and help influence people in the right way. But how much of that focus do we really turn on ourselves? When was the last time you were a positive influence on you? As leaders we'll be coaching her colleagues, helping them find new ways of working and unlocking their potential. The one coach that I'd like you to pay attention to today is the one that you wake up within the morning, that's the voice in your head. It's the first voice you listened to when you wake up and it tells you to go to the bathroom, brush your teeth or whatever your routine is. It's also the last voice you hear when you go to sleep. Telling you what's hanging over from the day or what you can look forward to tomorrow and rather scarily, it's also the voice in your head that you'll listen to last when you leave this mortal planet. So, we need that voice in our had to be a positive force in our life and our work. So, take a deep breath, open your eyes, look up, smile. Everything's going to be all right. Positivity and self-talk can really unlock great positive influence in ourselves, which infects others around us. But this notion is easier said than done. We have to practice; we have to be disciplined and we have to train. And I wanted to share a story with you of something I've shifted in my life this year in response to the environment and the lockdown, has been a real positive influence in the way I do things. My morning routine for 2021 has really shifted. I wake up 45 minutes earlier than I did in 2020. And in that time when I wake up, I spend 10 minutes or so in yoga and stretching, I spend a further 10 minutes in meditation, often 15 minutes, and then I read some positive interviews or articles or a flip through a few pages of my book that I'm currently reading. Then I skip into the next part of my routine to take my dog Casper for a 30 to 40 minute walk every day, this 90 minute or so of my morning schedule has completely reformed how I think. And it's definitely helped become a positive influence, not just for me, but for those around me, what I also then noticed is in me feeling positive, it helped me with random acts of kindness and insights and help and support that may not have been quite natural to me prior to my new routines. So, with the random act of kindness week, having just passed, it's now time to go outside of your comfort zone, be loud with yourself, positivity and your kindness to others. By focusing on yourself first, everything is not going to be just fine. Everything is going to be amazing and explore the good in you. That's been the Leadership Hacker News. Love to hear your stories, insights information, so please get in touch.   Start of Podcast   Steve Rush: Joining me on the show today is a father and son duo, Michael and Glenn Parker. Michael is a senior executive of 25 years, is a global thought leader. Currently managing director for Rockefeller Capital. Glenn is an author of 16 books. Who's internationally recognized as a thought leader, leadership facilitator and consultant, and collectively they've written the book Positive Influence. Michael, Glenn, welcome to The Leadership Hacker Podcast. Glenn Parker: Great to be here, looking forward to the conversation. Michael Parker: Thank you Steve, appreciate the opportunity. Steve Rush: So as a father and son duo, you are our first father and son duo on the show and delighted that we have the opportunity to speak with you today. What drew you together in this moment to put pen to paper? Glenn Parker: Well, actually. I had something happened to me that was kind of a seminal moment, a man who had been a client of mine for almost 20 years, which as you know, Steve is quite unusual to work with someone for that long. But I notice that he had passed away and it was going to be a Memorial for him. And so, I was sort of stunned, then I started to think about our relationship and the impact that he had had on me. And I realized that he had been a very significant, positive influence on my life and my career. I went to the Memorial; I knew his family somewhat because later we became friends. And I got a chance to share some of the stories about him and they all said to me, oh yeah, that's Bill, that's exactly him. And so, I thought a little bit about it and I thought I can't be the only person that's had a person in their life that's been a significant positive influence. And I said, gee, I think there's a book there. There's something I would like to write. I'd like to research it, and I think I'd like to write it. So, I came home and the first person I called was Michael. Who's obviously not only my son, but somebody that, you know, I'm very close with. And I respect a great deal for his experience and knowledge. And he's very much in tune with the literature of leadership and management and organizations. And I ran this idea by him and he said, I'd read that book. And I said, hmm, how would you like to write that book with me? And he said, I would love it. And that's how we got started on this journey. So, it's been, you know, it's been a wonderful, it's been a wonderful experience and happy to share that with you Steve. Steve Rush: Awesome, yeah. And Michael, from your perspective, this was your first attempt at writing with somebody alongside you who's got loads and loads of experience in writing. How was it for you? Michael Parker: Comforting. Full disclosure, Steve, the timing was great because I needed something to do. I was on a garden leave, just very recently was entered into a garden leave for about six months. So, the timing was outstanding and I'm pretty sure I wouldn't have done this on my own. It takes a lot of courage. I've learned a lot from the whole experience. And of course, on top of it being able to do with my father, who's one of my influences, positive influences and someone I admire, as he said, we're very close. And of course, on top of that, I loved the idea and the concept. So, you know, there were, you know, six or seven or eight things that just came together as a real positive and a great opportunity and timing was outstanding, so I was excited about it. Steve Rush: Awesome, that's great news. And what wonderful thing to have as a legacy between father and son as well. So, I congratulate you on that. Glenn Parker: Thank you. Michael Parker: Yeah, thanks. Steve Rush: So, the book Positive Influence focuses on the various elements of what it takes to be a positive influence leader. So as a starting point Glenn, maybe you can give us a sense of what is a positive influence leader? Glenn Parker: Let me answer that question by telling you a story, another sort of personal story. And by the way this gives you a hint as to what the heart of the book is. It's a series of stories from which we drew very specific conclusions. So, I take you back to my very first job out of graduate school, my very first boss and my very first performance evaluation meeting. So, I'm meeting with Larry and the meetings going well, he thinks I've done a good job. And I should say, parenthetically that my job essentially involved doing research and writing reports, pretty boring stuff, but, you know, God, I was good at boring. And so, we get to a point in the performance appraisal, where you talk about your development plan, what are you going to do going forward? So, he says to me, Glenn, you know, what's in the future for you? What would you like to do? Well, I had been seeing and listening to the group across the hall who were doing leadership training for the organization, and they seem to be having lot of fun. They were traveling all over and coming back with stories of what happened in these programs and of course travel stories. And I thought, gee, that would be a lot of fun. So, I said, what I'd like to do is to be able to observe a class and as part of my development plan. So, Larry said, well, as a matter of fact, I'm traveling next week and I'm going to be conducting two of these leadership training workshops. Why don't you come along with me? He said, the one thing though, Glenn is that I really can't justify your travel experiences unless you teach something. I said, teach something? Well, you know, my lip started to quiver and I thought, well, Larry, I don't know anything. How could I teach something? He said, don't worry, we'll figure it out. And he did, and we did. And I did, and it went very well. I only taught two hours on the afternoon of the second day. So, it was a pretty secure kind of experience. And essentially what Larry did is he kind of positioned me to be successful. And I thought to myself at the end of this, this is what I want to do. So, what Larry had done in the way of being a positive influence leader was to helped me find my true morph, my purpose, this is what I should be doing. He saw something in me, Steve, that I didn't see in myself, there was something there that I could do and I could do it pretty well. And so, he essentially became, I didn't realize that at the time what he was doing, but it was profound upon reflection as we thought about these kinds of experiences. So, yeah, that was a good example. It's a good example of one of the types of positive influence leaders that we've come upon. Steve Rush: And it's a great story, and I quite liked the whole thing that it doesn't have to be a transformational moment. It doesn't have to be this seminal moment of inspiring people. It just needs to be somebody that puts you into a place that allows you to be successful, right? Glenn Parker: Exactly, and I love to hear your story, Steve, you know, a person in your life, but the key thing is, and I think this is sort of important is that he did position me to be successful. He didn't say to me, which he could have. Glenn, look, why don't you teach this two-day workshop? I'll sit in the back of the room, observe, give you feedback. No, he didn't do that. Because that would have been way too much, and I wouldn't have been ready for that. He recognized that again and put me in a position to be successful, giving me something that I knew, I knew well, I do could do. And it was a limited experience and I could get that aha moment. So, but Steve, maybe you've had someone in your life that did something similar may not have been this, but something where somebody was supportive or they taught you something that you needed to know. Steve Rush: Yeah, it's a great prod and I love to share it with you. So, I had my first leadership role when I was 24 years old and my first team were all very, quite misogynistic, white males, all old enough to be my dad. And none of them really want it to be in the business I was leading. And I've just been very successful in my financial services role. And as a result of taking the new role had to take a back step. So, there was no commission and bonuses. It was was now back to a salary and I was in a leadership space and I'd done my math on how much money I needed to earn to replace and what my sales figures needed to be, and my quality figures needed to be. And I felt presented with this real solution of I'm going to fail at this. I'm never going to be able to achieved this. And I went in to see my new boss who just joined the business at a very similar time, his name is Ted Wood. And I said to Ted, I've just worked my numbers through Ted. And with this bunch, I need to do 176% of sales plan. I need to do 150% of this. I need to do 130% of that, and you know what? I said, I think I've been really, you know, tucked up here. And his words to me was, Steve you wanted to be a leader, go lead. And it kind of shocked me because I wasn't expecting this, this solution. I was expecting to feed me with loads of ideas and ingenuity. And he said, just go away and work out a plan. So, I came back a few days later with my plan. I said, here you go Ted, I've worked it out. In order to do this 176% of the plan, I'm going to have to do these things, these things, these guys have never done it before, it's impossible. He said, so how are you going to do those things? I haven't work it yet. He said, go in, work that out. I come back a couple of days later. And I said, right, in order to do these things, I need to do all of these other things. And he kept pushing and prodding me back into my place of, until I got to that level of thinking that really unlocked the specific daily tasks and activities and things, I needed to do to really make a difference. And Ted won't know this. In fact, you know, if he listens to this, you'll probably feel surprised at that, but that was the biggest learn in a very early leadership lesson for me, because it's about being really thoughtful and really granular at the small things that you can do to enable the big things and long story short, 18 months later, this bunch of diehards who didn't really want to be there, all but one, we're having a great time. And the one that wasn't there, we decided that it wasn't right for him either. They were all hitting their numbers and their sales plans. And we had a fabulous relationship together as a team of a new rookie leader, you know, and that's my example of that positive influence. Glenn Parker: Yeah, that's a great story. It's a good example where a person doesn't necessarily, they kind of teach what you need to know, push you to come up with the answers yourself. And so, you have that, you have that moment where you realize, yeah, this is what I really should be doing. So, you know, again, to us, that would be somebody we would call a teacher positive influence leader. Kind of teaches you by sort of that kind of Socratic method of self-discovery and figuring it out for yourself. Does that make sense, Michael? Steve Rush: Yeah. Michael Parker: Indeed. Steve Rush: And Michael you come up with lots of research to find that there's not just this one type of positive influence, but there are actually four. Maybe between you, you can spin through what do they mean how would we know which one of a positive leader I've either been influenced by or could be? Michael Parker: There's a story behind how we got to the four types that we can get into. But to bring it to your point, there are in fact, I think going into it, we thought there might be, Steve had a hypothesis. There may be just one universal style of positive influence leadership, but in fact, it's all four. One is supportive, and that's the, you know, the person or the leader that says I'm here for you. I believe in you; I've got your back and they get you to believe that you can do it. And they allow you to do things yourself but they need to be encouraged. And we have a number of examples of that, you know, successful person who says that their mother encouraged, nudged, pushed them, pushed her and got her to believe in herself and do the things that they never dreamed of doing. Who said, you know, don't let anyone stop you from doing something that you've never done before. And there are a number of stories that we unearthed through the interviews. And the interviews that we did throughout, but supportive is, is one example. The teacher, in fact. I just came across an article about Kobe Bryant, where a number of players were fortunate enough to be invited to a special camp that he put on for a subset of young elite up and coming players. And many of them talked about what a great teacher he is, that he brought them inside of his training methodology and how he became the great player. So, the teacher leader is someone who teaches you, the things you need to learn, but they also create in you a desire to learn. And my first boss was like that. He did not, at that time, it wasn't enough for him to be supportive. He looked at me and said, you really don't know what you're doing. I need to teach you how to do this job. And so, they teach you the skills and the knowledge, but also how to do things the right way. And so, as I mentioned, Mike, who was a former boss of mine, the first boss I ever had, who said, you know, he had to show me sort of the roadmap step by step of how to really function in a job I hadn't never done before. So that's the second, the teacher. The motivator or the motivating leader is, is the third. And that's someone who inspires or pushes or maybe even pulls you to take action to find your purpose or your true north, you know, Martin Luther King was one of these motivating, great motivating leader, who helped people take action around their purpose. That part of people that are essential to who they are. The motivator, I think, sees something in people that they oftentimes don't see themselves or maybe they weren't ready to see it. So, I think that's the third. And then role model is the fourth, and that's a person who provides a great example, a powerful example from which we can learn how to be successful. And you may choose to try to closely emulate the person or by extracting certain traits, integrating them into your style. I mentioned Kobe Bryant, interesting to bring it together. Kobe Bryant said that Michael Jordan was his single biggest influence in life. And he said, he wouldn't be here. Wouldn't have made it the way that he did without him, but yet he didn't meet him until he was a successful player. And what he said was, I grew up wanting to be him. I tried to copy everything that he did and everything that I saw and, you know, it turned out, he Jordan had influenced an entire generation of players just as a role model, not as a teacher, but it really has a role model. They wanted to be him from their childhood. Steve Rush: Right. Michael Parker: So, the effective role model is just very aware that people are watching is my favorite part about doing research for role model is, that the effective role model is aware that people are watching and they're aware that their actions must be aligned with their words. They walk the walk, talk the talk, so those are the four Steve. Steve Rush: I guess not everybody can be as lucky, as fortunate as us in having those positive experiences. And there'll be people that have maybe had a few leaders in their life who have been less positive and more negative influences. How do you deal with that? Glenn Parker: Yeah, we came across a number of people who told us about negative experiences, some of them were horrendous. I mean, some of them were really hard to believe and hard to realize that they could be overcome. For example, Jerry. He actually went on to have a long career as an engineer in engineering management. Engineering manager with GE, but he told us about an experience when he was in high school, where he went to talk to the career counselor about what he wanted to do. And he's told her, he said, I want to go to college and I want to have a double major in engineering and economics. And she gave him that look, like really, you. Now, I should say that because this is, you know, in some part of his story is that he's an African-American man. And he said, yes, I do. And he went onto college. He graduated with a double major in economics and engineering, went on to have a long career as first as an engineer with General Electric, and then as an engineering manager. And I said to him, Jerry, do you think that she said that to you or she gave you that look because you're African-American? He said, no. She was just bad at her job. Steve Rush: Right. Glenn Parker: And I said, did you ever go back to school? Some people go back, you know, Alumni day and so on, and speak to her. He said, no. He said, I didn't need to. So, one of the coping strategies that we got from Jerry and a number of other people was, they went set out to prove the person wrong. The person that said, you'll never make it, you know, you're not very good in math. You know, not many women make it in that field. Their strategy is to say, yeah, you know what, I'm going to prove you wrong. And a number of people had that, a certain amount of grit involved in that strategy. Sometimes you're in a negative experience and you cannot extract yourself from it. Steve Rush: Yeah. I guess the negative experience is still a positive influence, right? Glenn Parker: Yeah, you can learn from it and go on to turn it into, as you say, a positive influence. Your parents are your parents, and sometimes parents are not that positive or you're in a job and you can't afford to leave that job. You don't have another option. So, you've got to deal with this particular boss. In one instance, Mindy, someone we interviewed for the book, her first real job was in a women's health clinic. And the boss consistently fostered conflict among the employees. She also rarely listened to any ideas for many employees about how to improve services for the women that were coming to the clinic. It was a difficult and bad experience, but Mindy could not afford at that point to leave. So, she took it all in and later when she got a chance to run her own organization. She now, by the way runs a very successful program for women who have been physically and sexually abused. She took all of that in and said, when it's my turn to become a leader of an organization, I'm going to do exactly the opposite. So, you learn by saying, no, I want to do it completely opposite. And a number of people learn from that type of experience, and there's three or four other ways of dealing with negative influences that we describe in the book, which you get some idea that people were able to develop coping strategies that got them through the experience and actually made them better coming out the other end. Steve Rush: I guess, one thing that I perhaps want to explore with you, and maybe it's one for you Michael. In the corporate world that you're in today. How much of this do you put down to just having high levels of self-awareness first around how you're impacting on others in the leadership space? Michael Parker: How much of this is about self-awareness? Steve Rush: Yeah. Michael Parker: It's a big part, if not everything, you know, I was just thinking about, towards the end of the year we're talking about, you know, compensation and promotions and rewards and recognition. I try to remind myself, you know, on a regular basis that every opportunity I have to give away the credit to the people on our team who are really doing a lot of the heavy lifting but get very little of the recognition reward because, you know, if I recognize or go out of my way to put the success of the team out in front, I'll get the credit anyway. I don't need to go after the credit myself, because people around me are successful and they're doing great work and we highlight them as the leader, you get the credit anyway. So, I think there's a good example of being aware, because the people that are doing a lot of the hard work, make the leader look good, quickly become resentful, even if they're being paid well for not being recognized. And that's a great example, this time of year, we just be aware of what kind of leader you are and setting that example. That's a great example of being a role model. I have a great individual contributor on my team who is trying to emerge as a leader. And that was an example of something that I passed on to her. I said, now you have people reporting to you. But I can't tell how they're doing. You never promote them. You don't talk about them. Steve Rush: Yes. Michael Parker: There's a good example of awareness that fits into one of our styles as a role model. Steve Rush: Yeah. Glenn Parker: Michael wasn't Mark say to you, one of the things that he lives by is take all the blame and none of the credit. Steve Rush: Yeah. Michael Parker: Yeah. I think that's a good leadership hack too. Let's give away the credit where you can, and certainly, you know, assume the blame when you have to, but I bring that up to you, Steve, just because we just could have passed through this period of time where those opportunities we're literally being teed up. It's an easy one, frankly, to be a great role model when you're giving away credit and highlighting the people around. Steve Rush: Yeah, absolutely right. So, if I'm a leader and I'm setting out on my journey and I want to have much more of a positive influence in my team, is there somewhere that you would direct me in terms of where should I start this journey? Michael Parker: Read our book. Glenn Parker: [laughing], read the book and there's a number of things in the book and I'll start with one simple thing. An organization that I know they love the book a lot and the person gave it to everybody on their team. And what they're doing is reading it in sections, reading it by chapter and at the end of every chapter. And you may have noticed this Steve, there review questions to help people reflect on what they learned from the chapter and how they can apply it to their current work situation. So, what this person is doing is every week, the members of the team are expected to read a chapter, and then they come in prepared to discuss those particular four or five questions that are at the end of each of the chapters. So, they're doing this kind of slowly.  A more robust kind of way of learning, how to be a positive influence leader is at the back of the book is a self-assessment survey that where you can answer a series of 18 items and you get a score for which of the four styles that Michael described is your primary style. And so that will tell you what you're particularly good at now. And it may also tell you some areas that maybe you want to improve on and build on. What we know from this approach is that all of us have the capability of being and utilizing all four of the styles. We just happen to use one or perhaps two more often than others, something that we call your primary style. At the same time, we're also about to publish a 360 version of that survey so that you can, in a team building class or in a leadership development program, you can do your self-assessment, but also give the 360 version of it to colleagues, people on your team, your bosses, your peers in the organization, other stakeholders, and they fill it out on you, how they see you, how they perceive your style, how they perceive your strengths, how they perceive the areas that you might want to improve upon. And you use that as part of a self-development plan. You can do it with a coach. You can do it with a team. You can do it as part of a leadership development class. So yeah, there's lots of ways that you can learn how to be, to first understand who you are and then learn how to be a more effective, positive influence leader. And we've provided not only the book, but supplementary materials that support that effort. Steve Rush: Awesome, that's great idea. And also, of course, it's not just as easy as saying, I'm going to do some reading. I'm going to do some reflecting. I'm going to put some things in place. You are only of course, a positive influence if somebody's in receipt of you and your experiences tells you, you are. So that whole kind of closing that feedback and re-evaluating and setting and going again, I suspect this part of that, right?   Glenn Parker: That's exactly right. Steve Rush: So, this is the chance of, and part of the show for me to hack into your superb leadership minds and thinking. So, I'm going to ask each of you in turn to tell me what are your top three leadership hacks. So, I'm going to kick off with you first, Michael. Michael Parker: Yeah, the one I just said, which is give away the credit. Steve Rush: Yeah. Michael Parker: This is a big one, I think, as you mature as a leader, when you go from sort of contributor to leader, it's a tough one, depending on how you're wired. But if you give her, if she reports to you, you get the credit for her anyway, all right. If you care that much about praise and your people do really well, you'll be praised because of them. You chose them, you develop them, you cultivated relationships, you built them up as great performers. You get the credit anyway. But more importantly, I think there's a greater reward. And seeing the people around, get rewarded, get recognized, promoted, and credit, so that a big one. When I look at our group, you know, core principles, one of our core principles Steve is, focused on results, not on activity. We say this up front when we're interviewing people and we naturally will turn some people off, which is good. I say this to folks in interviews that are considering an opportunity with us and compensate for results and outcomes, not effort in our mind is a table stake, it's not a differentiator. Effort is expected, I don't need to be reminded how hard people work. I know they're working hard because I expect them to work hard. It's the result that matters more than their effort. That doesn't mean we don't appreciate the journey. The journey is one of the great rewards, but it's results versus effort, and activity I'll take results. Those are the two most important.  Third I'd say with each member of our team, we try to find out what motivates people by getting to know them. So, we find that they fall into a variety of categories. Monetary reward, recognition, promotability, being included in key decisions. In the absence of knowing what motivates people. It's really hard to know how to lead and manage them because you may or may not be pushing the right buttons. And if you push the right buttons, you get people to rise to the occasion and follow you, so those are my three. Steve Rush: Awesome. They're really great hacks and great learning. So, thank you for sharing Michael. Glenn how about you? Glenn Parker: I'm going to focus on teams because I think as you know, Steve. Steve Rush: A lot of your work, right? Is on teams. Glenn Parker: Yeah, a lot of work was on teams, building teams. I start with the basics, which is goals, objectives, and plans. Set goals, develop specific objectives and develop plans to achieve those goals and reach those objectives. Number two, involve the team in that process. Plan is only as good as the involvement and the commitment of the team to those plans. And the only way to really get that is to involve them in the process. So, it becomes their plan, their goals. And the third is very much related to that. And it is empower the team, empower the employees so that once the goals are set, the objectives are in place, the plan has been developed. There's a budget for it, empower the team to take action within the scope of all of that, so that they are taking responsibility for the achievement of that. And that is, you know, I belief in them that I think tracks to a lot of the things that Michael said on his hacks. Steve Rush: Great stuff, love it. The next part of our show, we call this Hack to Attack. So, this is typically where something hasn't worked out at all well, maybe even screwed up and it could be in your life or your work, but as a result of the experience and the learning that's come from it, it now serves you as a positive in your life and work. What would be yours Michael? Michael Parker: You know, this one I'm not sure is the perfect fit to your question. But I just think because I am in it, its fluid and it's happening in our lives and maybe significant things is the pandemic. So, one of the things that happened in our businesses, we learned how as individuals and as teams and as a company to adapt. The entire world was hit with this, so everyone's impacted. Businesses are impacted, some of them much more severely than others. I work in New York and ordinarily, I still go in once a week and I see the damage that's been caused, and what I think is the greatest city in the world. And it's disheartening to say the least, but we work. We're fortunate, we're in a business where we can not only survive, but we can thrive. We didn't know that when the pandemic began to take hold, we had no idea. We were in a panic like everyone else, but here's the specific thing that we learned, Steve, which was, how to optimize, sophisticated but previously underutilized technology? Still maintain and build relationships and our business. So, we were hit with this crisis. It's still going on, it's fluid, but now we're at a place where if it never changed, like if it never worked out materially better, and I know it will, we could continue to run our business and thrive. We're in a people business, a relationship business, but we can actually continue to run and grow a business, utilizing people, process and technology in spite of a of an unforeseen crisis and pandemic. Steve Rush: It's all a learning, isn't it? And at the time when you're in the crisis, you in that moment, it often doesn't feel like learning. It just feels like existing or getting through or coping, but it is a learn, right? Michael Parker: The only unfortunate thing is, as I say that, I also know, as I mention being in New York. I also know that not every business is afforded the same ability, which is really unfortunate. Steve Rush: Get that, yeah. Glen, how about you? What's your Hack to Attack?   Glenn Parker: So, I'm going to make my personal and take you back to my early years when I was just entering college. I had ended up having a pretty bad experience initially because I had the idea that I was a great basketball player and I did nothing but play basketball. I practiced, I played and then I watched other games and that's pretty much what I did for most of my freshman year in college. So as a result, I ended up being on academic probation at the end of the first semester. It was a, you know, it was a horrible experience, but I had this view and I loved playing basketball. I loved watching bad. I love practicing basketball. I'm probably just not a college student. This college is not for me. And I think I'm going to quit and do something else. You know, I told my mother and my mother said, no, you're not, you're not going to do this. So, she said, no, you're going to go back to college. You're going to limit the amount of basketball you play. I don't want to take this away from you, but you're going to go back to college and you're going to go to class, because I wasn't going to class and I wasn't studying. And as a result, I did very badly. So, what I learned from this whole experience was, that I could do both. And so, it really had a profound experience impact on me because, you know, my mother would not let me, just give up on things because my mother happened to be a teacher. So, she knew that I was smart enough to do this work. It took me a long time to get my grade point average up to where it was reasonable enough that I could even think about going to graduate school, which I eventually did, but it was a long haul up. You know, I learned some things, actually I can talk about when you're, you know, your question about what would be advice to my 21-year-old self. Steve Rush: Lets go about it now. Glenn Parker: You cannot succeed unless you put the work in, you cannot succeed unless you put the work in. I was not only a good basketball player, which I really wasn't. I really wasn't that good, but I also thought I was a very good student and didn't have to study and I could still get good grades. What I realized from that experience, in order to be successful, you need to put the work in. And the other thing that I learned was you can bounce back from adversity. You need resilience, you need support. You need to be what we now all call grit. You need to have that something within you. One of my favorite quotes is from Rosabeth Moss Kanter, who's wrote a book called The Change Masters. And when she says everything looks like a failure in the middle, everything looks like a failure in the middle because she said, you know, there's rah-ra. It just feels great when we're kicking off a project or releasing a product or starting a new business. And at the end we celebrate the results of it. It's kind of like college, you know, looking forward to college and at the end we graduate and there's a lot of celebration. In the middle, it's pretty tough. The people who are really successful are the people that can get through, and over, and under, and deal with those obstacles that come up. And this is something that Michael and I share a lot, which is, I might not be the smartest person in the room, but there's nobody in that room that's going to outwork me. Steve Rush: Yeah. Glenn Parker: Am I right Mike? Michael Parker: Indeed. Glenn Parker: Yeah. Michael Parker: The one thing you can control, right? Is effort. Steve Rush: Yeah. Glenn Parker: Yeah. Steve Rush: And if you look at all of the historic really successful leaders and whatever size business, whatever type, whatever sector, you cannot substitute hard work for anything else, right? Michael Parker: Yeah. It's the one thing in your control, but most people don't do it. Steve Rush: Yeah, so Michael, what would be your advice to you at 21? Michael Parker: Yes, this one is of interest because it's also a current topic. I just went through a process of interviewing about 15 different candidates, roughly that age. It had been a while since I interviewed people of this age. And so, I was struck by the number of things. The majority of the candidates that I interviewed first came from very good schools, in some cases, top schools and of those, they largely had very good grades and of those they had, you know, just enough on their resume, in terms of extracurricular activities. That if I looked at those three things, I couldn't really tell any of them apart, which was unfortunate because they worked very hard to get into great schools, to get great grades. They've done things outside of school and because they're all following the same, I guess, formula, you couldn't tell apart. So now you have the interview that may be the last thing that you can use, but it's material to differentiate. And I would say, here are the three bits of advice, and I'm changing your question a little bit, here's the advice I would give to a 21-year-old interviewing for a job. Steve Rush: Yeah. Michael Parker: Because I know this is what I wish someone would have told me this when I was that age. But I would want to know this. I think number one, if you're going to interview with multiple people for a job, make sure you know who that person is that you're speaking to. It's a simple Google exercise. I can do it, anyone could do it, right. It's not that complicated, and I was struck by how little they actually knew about me. Glenn Parker: Right. Michael Parker: And I don't view that as narcissistic. I mean, you're speaking to someone who's has an influence over whether you got a job or not, I want know who they are. Two, is as also struck by how little they actually knew about the company. And I don't mean balance sheet information. I mean, just basic, what's the proposition of the company. What do they do? And what's their differentiator? What's their value proposition? Still highly educated, very bright people who didn't do the work. And then three, when I would turn the interview around to ask the candidate, what questions do you have for me? In large part, the questions were, what can we do for them? How will we help them and their careers? It's sound like JFK quote opportunity. To me, I see it very differently. I think you should be asking the question; how can I help you? What help do you need? How could a candidate like me help you? Like, what is it that you need? And how could I help fill that opportunity? Because I mean, the truth be told, what do I really care about what we can do for their career? If I'm interviewing and I'm trying to fill a need. The opportunity will help your career. Don't manage it, right. It'll organically help you. So those are my three things. Steve Rush: Brilliant stuff. So final thing for us is to make sure that we can help folks connect with you so that you can carry on the conversations. Where would you like us to send them? Glenn Parker: Well, there's a website for the book it's www.thepositiveinfluenceleader.com, thepositiveinfluenceleader.com, you can email us there. We're both on LinkedIn and we've been posting a great deal on LinkedIn about positive influence. Like we just posted a wonderful review in the OD network journal of the book that was quite extensive and very powerful. If you want to get the book, it's available in paperback and also Kindle version on Amazon, of course, we also would love to hear your stories of positive influence. Kind of things, examples that we gave you here. We'd love to hear your stories cause we're collecting them now. And when you go to the website, thepositiveinfluenceleader.com, you'll see, there's a blog called stories of positive influence. We'd love to hear your story. Again, email either one of us, you know, you can send in your story couple of hundred words to your experience with a positive influence leader or a negative influence leader and how you overcame or coped with it. Steve Rush: Awesome. We'll also make sure that all of those links are all in the show notes as well. So literally as people are finished listing, they can click in and connect with you as well. It just goes to me to say, honestly, it's been a delight to have you both on the show. Glenn Parker: Yes. Steve Rush: Michael, Glenn, thank you ever so much for being on The Leadership Hacker Podcast. Michael Parker: It was a privilege. Thank you, Steve. I appreciate the opportunity. Glenn Parker: Yeah, thanks for the opportunity, Steve. This was a wonderful conversation. Steve Rush: Thank you very much both.   Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

In this weeks episode of Live From the Vault we discuss the importance of embracing change. If there's one thing 2020 has taught us, it's that we must expect the unexpected. However, the fear of change can paralyze us, and create even larger issues than the unforeseen circumstances that are affecting our business. Contemplating this dilemma, host Chad Coleman encountered the work of Harvard Professor, Author and Change Expert, Rosabeth Moss Kanter. Specifically her essay Ten Reasons People Resist Change, DeAndre and Chad discuss this work with their patented keep-it-real candor. Chad also shares his methodology for deciding what changes are right to implement within your company. One Cool Thing:Have you ever been frustrated trying to find something specific on a particular website? On-site search tools are often poorly made and don't help you find what you're looking for, so in this week's One Cool Thing, Chad shares how you can use the power of Google to find anything on a particular website. Business News with DeAndré Dowell:Uber Acquires PostmatesPortland Strip Club Lucky Devil Creates Boober Eats the Striper Food Delivery ServiceCOVID Continues to Affect Small Businesses Based on a New Study from the SBANew Restaurants Opening in Denver Despite COVID that Sound Awesome.

The following is a conversation between Rosabeth Moss Kanter, Professor at Harvard Business School and Author of Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time, and Denver Frederick, the Host of The Business of Giving. My next guest believes that the leadership paradigm of the future is the ability to "think outside the building," to overcome establishment paralysis and produce significant innovation for a better world. She is Rosabeth Moss Kanter, the Ernest L. Arbuckle Professor of Business at Harvard Business School and the Author of Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time. Key Points from This Episode Rosabeth's POV on some of the world's biggest issues and how it is progressing [01:01] The importance of thinking beyond conventional assumptions and closed networks [03:13] Success requires breaking out [04:22] The inspiration behind the Advanced Leadership Initiative [05:18] The power of vision [07:29] Rethinking the nature of buildings [10:15] What keeps us from imaginative thinking [10:58] The best way to attack a castle [13:26] Radical change requires establishing ideas, conservative moves [14:20] Don't lose sight of the big vision [15:06] The other secret of radical change [16:49] Ray Jetson's big idea - Metamorphosis [18:42] Doug Rauch's Daily Table [22:19] Torsten Thiele Global Ocean Trust [26:13] Kanter's Law - Everything can look like a failure in the middle [27:32] The story of the two entrepreneurs who brought solar lighting to West Africa [28:46] Changing the world one smart innovation at a time [31:50]

Sometimes we need to think differently. Kevin sits down with Roger L. Martin, author of When More is Not Better – Overcoming America's Obsession with Economic Efficiency. In his latest book, Roger explains how more is better for a while until we become obsessed. Roger and Kevin tackle leadership as it relates to models and working in silos. The job of a good leader is to not only encourage but make sure communication is happening across departments. Systems aren't complicated, just complex. We need to consider how things work together and have real discussions about the pieces of the puzzle for more robust decisions. Roger also shares the big picture of economic efficiency and how we as leaders and individuals play a role in the system. This episode is brought to you by… Unleashing Your Remarkable Potential, Kevin's free weekly e-newsletter. It's full of articles and resources to help you become a more confident and successful leader. Additional Leadership Resources Book Recommendations: When More Is Not Better: Overcoming America's Obsession with Economic Efficiency by Roger L. Martin Social Limits to Growth by Fred Hirsch Connect with Roger L. Martin: Book Website | Twitter Related Podcast Episodes: The Efficiency Paradox with Edward Tenner. Thinking Outside the Building with Rosabeth Moss Kanter. Reframing Problems with Thomas Wedell-Wedellsborg. Subscribe to the Podcast Don't miss an episode! Subscribe to this podcast through the options below. iTunes Stitcher TuneIn Soundcloud RSS Or your favorite podcast app. Join Our Facebook Group Join our Facebook community to network with like-minded leaders, ask us questions, suggest guests and more. We welcome your wealth of experience and hope you will join us in sharing it with others on their leadership journey. You can join the group here: facebook.com/groups/RemarkableLeadershipPodcast/

Melanie and I continue our chat, and this time we speak exclusively about Leadership. She cites and gives great credit to Rosabeth Moss Kanter's 6 Keys to Leading Positive Change. We also start a chat about the 21 Irrefutable Laws of Leadership by John Maxwell. Other Links: Strengths Finder Snapology Grapevine --- Send in a voice message: https://anchor.fm/whatacuriousidea/message

Change can often be a “bad” word. It can be human nature to resist change for several different reasons. Rosabeth Moss Kanter, professor at Harvard Business School, wrote an article for the Harvard Business Review and listed reasons as to why we resist change. She noted that we resist change because it makes us feel we’ve lost control, and we don’t like the uncertainty that follows. Although change can be difficult, the Bible tells us how to view change and the benefits that can come when we no longer resist change but walk in it as the Lord leads us.

Episode 12 (Season 2) of the Empowering Women Podcast GUEST: Barbara Trautlein, Change Intelligence, Change Catalysts BIO: Barbara Trautlein has a PhD in Organizational Psychology and is the founder and principal of Change Catalysts, LLC. Their mission is to catalyze successful and sustainable change by partnering with clients to plan, execute, and enhance organizational, team, and individual performance, through their deep expertise in Change Management and Leadership Development.   Barbara is the author of Change Intelligence and  was also the keynote speaker at the inaugural 2019 Empowering Women in Industry conference.    Notable Episode Quotes:   “I believe we are all change leaders, regardless of tenure, title or role.”   “The definition of Change Intelligence is: the awareness of our style of leading change, and the ability to adapt our style across people and situations… People tend to lead change from four different focus areas -- Head, Heart, and/or the Hands...”   “The more options we have, the more power we have.”   “What looks like resistance is really a powerful source of information that we can use, as change leaders, to change the only think we can, which is ourselves -- to reframe what looks like resistance from our enemy to our ally.”   “Relationships get results.”   “Change is threatening when done to us, exhilarating when done by us.”  -Rosabeth Moss Kanter   “The higher you go in any organization, the harder it is to get any feedback at all, let alone real time and actionable feedback.”   “What you see depends on where you sit.”   Recommended Books: Change Intelligence by Barbara Traulein, PhD The Change Masters by Rosabeth Moss Kanter  The Five Dysfunctions of a Team by Patrick Lencioni 

Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change. Her strategic and practical insights guide leaders worldwide through teaching, writing, and direct consultation to major corporations, governments, and start-up ventures. She co-founded the Harvard University-wide Advanced Leadership Initiative, guiding its planning from 2005 to its launch in 2008 and serving as Founding Chair and Director from 2008-2018 as it became a growing international model for a new stage of higher education preparing successful top leaders to apply their skills to national and global challenges. Author or co-author of 20 books, her latest book is Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.

The entrepreneurial spirit is alive and well in America, but it’s easy for successful organizations to get comfortable and stop innovating to avoid disrupting their success. We see this across industries, as well as in government and the nonprofit sector. Rob and Jackie discuss advanced leadership and the importance of continuous innovation with Rosabeth Moss Kanter, Ernest L. Arbuckle professor of business at Harvard Business School and author of Thinking Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.MentionedRosabeth Moss Kanter, Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time (PublicAffairs, 2020).Rosabeth Moss Kanter, Change Masters (Free Press, 1985). Rosabeth Moss Kanter, Move: How to Rebuild and Reinvent America’s Infrastructure (W.W. Norton & Company, 2015).

Build Your People, Build Your Business: Bangun Orangmu, Bangun Bisnismu! "Perhaps People is more sustainable resource in organization", tulis Rosabeth Moss Kanter, profesor bisnis di Harvard Business School. Hanya saja, mengurus manusia adalah urusan yang paling PELIK! Paling sulit, paling menguras energi! Tapi, ketika urusan orang tidak beres, bisnis pun banyak yang bermasalah. Karena itu, kita akan menjawab pertanyaan: bagaimana perusahaan dan organisasi membangun orangnya? Bagaimana orang-orang bisa punya hati untuk mendukung organisasi kita? Apa tipsnya? Kali ini bersama narasumber tamu Bp. Saripin Taidy, yang berpengalaman membangun bisnis dan melatih orang, akan sharingkan rahasianya untuk Anda! --- Send in a voice message: https://anchor.fm/anthony-dio-martin/message

In Today's episode, Kristian explores the work of Rosabeth Moss Kanter on how great companies think differently.Last weeks episode I wrapped up with the six facets of institutional logic which radically alter leadership and corporate behaviour. These facets underpin the research of Rosabeth Moss Kanter and today we will explore them together in more detail.Instead of being mere money-generating machines, great companies combine financial and social logic to build enduring success.Live with purpose,Kristian Livolsi

Rosabeth Moss Kanter joins Talking Business Now host Kelly Scanlon to talk about her latest book "Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time" and how experienced leaders and aspiring entrepreneurs can apply their knowledge to some of the world's most pressing social, economic and environmental problems. Professor Kanter is one of the foremost names in leadership and business. The former chief editor of Harvard Business Review, Kanter has authored or co-authored 20 books. She holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation and leadership for change. She works with leaders around the world through her teaching, writing and speaking. She is also a consultant to major corporations, governments and start-up ventures. More than 10 years ago, Kanter co-founded Harvard University’s Advanced Leadership Initiative, which became an international model for a new stage of higher education that works with successful top leaders to apply their skills to national and global challenges. Tune in to discover: What it means to "think outside the building"—and why it's so powerful for overcoming establishment paralysis and producing significant innovation for a better world. How to identify the right allies, lead through persuasion, and influence without authority. Why it's important to tell inspiring stories. How to tune into and awaken your purpose and passion for social change. Techniques for noticing gaps that can be filled by new approaches. Resources "Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time" is available for purchase through Amazon and other outlets. Read the full transcript of this episode. Connect with Rosabeth Moss Kanter Facebook: Rosabeth Moss Kanter Twitter: @RosabethKanter Learn more about your ad choices. Visit megaphone.fm/adchoices

In an hour long talk with Leon, Rosabeth Moss Kanter, who hold the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change, draws from her award-winning research and her new book Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time as she speaks to what she thinks organizations should be doing during and after the COVID-19 crisis. Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change. Her strategic and practical insights guide leaders worldwide through teaching, writing, and direct consultation to major corporations, governments, and start-up ventures. She co-founded the Harvard University-wide Advanced Leadership Initiative, guiding its planning from 2005 to its launch in 2008 and serving as Founding Chair and Director from 2008-2018 as it became a growing international model for a new stage of higher education preparing successful top leaders to apply their skills to national and global challenges. Author or co-author of 20 books, her latest book is Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.The former chief Editor of Harvard Business Review, Professor Kanter has been repeatedly named to lists such as the “50 most powerful women in the world” (Times of London), and the “50 most influential business thinkers in the world” (Thinkers 50, and in November 2019 received their biannual Lifetime Achievement Award). She has received 24 honorary doctoral degrees, as well as numerous leadership awards, lifetime achievement awards, and prizes.Amongst many of her books, MOVE: Putting America's Infrastructure Back in the Lead, a New York Times Editors' Choice, is a sweeping look across industries and technologies shaping the future of mobility and the leadership required for transformation. Her book The Change Masters was named one of the most influential business books of the 20th century (Financial Times); SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, one of the ten best business books of the year by Amazon.com; Evolve! Succeeding in the Digital Culture of Tomorrow, one of the five best books of the year by the Toronto Star. Her book Confidence: How Winning & Losing Streaks Begin & End, a New York Times bestseller (also a #1 Business Week bestseller), describes the culture of high-performance organizations compared with those in decline and shows how to lead turnarounds, whether in businesses, schools, sports teams, or countries.She speaks widely, and has shared the platform with Presidents, Prime Ministers, and CEOs at major events, such as the World Economic Forum in Davos, Switzerland, and national industry conferences in over 20 countries. Before joining the Harvard Business School faculty, she held tenured professorships at Yale University and Brandeis University and was a Fellow at Harvard Law School, simultaneously holding a Guggenheim Fellowship. Her Ph.D. is from the University of Michigan.If you're interested in tuning into the live webcasts, please visit https://peo-leadership.com/. Tune in to our new podcast, Snippets! In short segments, Leon Goren brings together business leaders to share stories, best practices and learnings with the rest of the community. Available on Apple podcasts or wherever you get your podcasts, https://podcasts.apple.com/ca/podcast/snippets-with-leon-goren/id1510439127. 

Hoy venimos con personajes como Clayton M. Christensen, Rosabeth Moss Kanter, Henry Mintzberg, David Allen, Eckhart Tolle, Charles Handy, Jonas Riddersträle y Kjell Nördstrom, Edward de Bono, Buda y Confucio.

Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, specializing in strategy, innovation, and leadership for change and is Megan’s guest in this episode of Cause Talk Radio. Professor Kanter co-founded the Harvard University-wide Advanced Leadership Initiative, guiding its planning from 2005 to its launch in 2008 and serving as Founding Chair and Director from 2008-2018.Author or co-author of 20 books, her latest book is Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time which is the subject of the conversation in this episode.Megan and Professor Kanter discuss how individuals can break through the status quo of established organizations to create bold and innovative systems change that make a meaningful impact in the world, how to influence without authority and where people most frequently get stuck in their efforts to make meaningful change.This episode is sponsored by Audible. Get your free audiobook and start your 30-day trial today!Links & NotesThink Outside the Building on Amazon (affiliate link)Think Outside the Building on Audible — Get it for FREE with an Audible trialFollow Rosabeth Kanter on TwitterAbout Rosabeth Moss Kanter — Harvard Business School

How do you learn how to be a truly innovative thinker and leader? It is possible to “think outside the building” as Harvard Business School Professor, Rosabeth Moss Kanter, Ph.D, invites leaders to do in her new book? How do we mobilize leaders to solve our most pressing challenges, from pandemics to climate change, from fear in the workplace to social connectedness? With real-world examples and a dash of “Ubuntu,” one of the top management thinkers in the world inspires us to be more innovative leaders.

The happiest people are tackling big problems, not just complaining about them. Rosabeth Moss Kanter's goal is to give folks the skills to move to action, whether personally or professionally. Rosabeth is the author or co-author of 20 books, including her most recent Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time. Rosabeth and Kevin discuss change and innovation and she shares examples of folks moving ideas forward. The size of your idea does not need to be tied to the size of your bank account. Some big ideas grow with many small asks. She cautions that moving ideas are messy and those small asks help build your community. Not only does this community keep you going, but they can also offer perspective. Don't be afraid to propose a new solution. Sometimes nothing happens. Sometimes that idea can grow and if you don't act you will never know. In this episode, Rosabeth discusses 1. What is “Outside the Building”. 2. Small asks. 3. Kanter's Law (Roadblocks in the middle). This episode is brought to you by... From Manager to Remarkable Leader, Kevin's flagship workshop based on his proven leadership model. Learn more: https://remarkablepodcast.com/manager  Additional Leadership Resources Book Recommendations: Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time by Rosabeth Moss Kanter Merchants of Truth: The Business of News and the Fight for Facts by Jill Abramson Connect with Rosabeth Moss Kanter: Website | Twitter | Facebook Related Podcast Episodes: The Excellence Dividend with Tom Peters. Leading Through Disruption with Tony Hunter. Leading in a Changing World with Dr. Jeffrey Hull.

Professor Rosabeth Moss Kanter is renowned for strategy, innovation and leadership for change. Her insights guide leaders worldwide through teaching, writing and direct consultation to major corporations, governments and startup ventures. She is either the author or co-author of 20 books. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to “think outside the building” to overcome establishment paralysis and produce significant innovation for a better world. Kanter is convinced that positive change is possible, and she'll discuss how that philosophy can have real impact on some of today's biggest problems—from climate change to gun safety to inequality to racial issues. Come hear Kanter's advice on finding an innovative approach to improving both your life and the world. Learn more about your ad choices. Visit megaphone.fm/adchoices

SPEAKERS Rosabeth Moss Kanter Professor, Harvard Business School; Founder, Harvard’s Advanced Leadership Initiative; Author, Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time Evelyn Dilsaver Chair, Commonwealth Club’s Board of Governors; Former Executive Vice President, Charles Schwab; Former President and CEO, Charles Schwab Investment—Moderator This program was recorded in front of a live audience at The Commonwealth Club of California in San Francisco on March 3rd, 2020.

When traditional approaches are inadequate or resisted, advanced leadership skills are essential. Over a decade ago, renowned innovation expert Rosabeth Moss Kanter worked with successful professionals and young entrepreneurs to identify the leadership paradigm of the future: the ability to “think outside the building.” With insight from her book Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time, Kanter provided extraordinary accounts of purpose-driven men and women whose convictions drove them to take action and affect positive change. A former Trader Joe’s executive who navigated business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker who used the power of persuasion (not position) to find novel financing for improving the health of the oceans. A Washington couple who enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist turned entrepreneur who closed social divides by giving fifty million social media users access to free local education and culture. Kanter showed us how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners and innovate for a brighter future. Rosabeth Moss Kanter is a professor at Harvard Business School (holding the Ernest L. Arbuckle Professorship), specializing in strategy, innovation, and leadership for change. She is also chair and director of the Harvard University Advanced Leadership Initiative, a Harvard-wide innovation she co-founded in 2008 to help successful leaders at the top of their fields confront national and global challenges and build a new leadership force for the world. Presented by Town Hall Seattle. Recorded live in The Forum on February 17, 2020. 

Following a successful career in finance, Torsten Thiele has devoted himself full-time to the challenging cause of ocean conservation and stewardship. Harvard Business School professor Rosabeth Moss Kanter and Thiele discuss how changing the narrative is imperative when looking for ways to solve big problems.

Over a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard's Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to "think outside the building" to overcome establishment paralysis and produce significant innovation for a better world. Kanter provides extraordinary accounts of the successes and near-stumbles of purpose-driven men and women from diverse backgrounds united in their conviction that positive change is possible. A former Trader Joe's executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving fifty million social media users access to free local education and culture. When traditional approaches are inadequate or resisted, advanced leadership skills are essential. In this book, Kanter shows how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners across challenging cultural, social, and political situations and innovate for a brighter future.

In studio interview with Caterer Steven Perricone, joined by phone by Dolphin great John Offerdahl, discussing Super Bowl food and a taste of the NFL. Wine news with Jacqueline Coleman featuring special guest brewer and beer expert Albert Rivera. Restaurant news with Lanie Doss Recorded interview with Rosabeth Moss Kanter, discussing sustainable and affordable foods, and her new book "Thinking Outside the Building" Quick Fix Dinner in Minutes at the end!

Hugh Johnson, Chairman and CIO of Hugh Johnson Advisors, on how investors should react to the increasing risk-off sentiment. Drew Armstrong, Team Leader for U.S. Health Care at Bloomberg, on containing the coronavirus. Rosabeth Moss Kanter, thought leader and Professor at Harvard Business School, discusses her new book, "Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time." Richard Chambers, President and CEO of The Institute of Internal Auditors (The IIA) to discuss corporate governance concerns surrounding Boeing, the Business Roundtable, and others. Hosted by Lisa Abramowicz and Paul Sweeney.

Rosabeth Moss Kanter, professor at Harvard Business School, believes the world demands a new kind of business leader. She says so-called “advanced leaders” work inside and outside their companies to tackle big issues such as climate change, public health, and social inequality. She gives real-life examples and explains how business leaders can harness their experience, networks, innovative approaches, and the power of their organizations to solve challenging problems. Kanter is the author of the book "Think Outside the Building: How Advanced Leaders Can Change the World One Small Innovation at a Time."

Ellen Kossek is the Basil S. Turner Professor at Purdue University’s Krannert School of Management and the Research Director of the Butler center for Leadership Excellence. Ellen is an internationally recognized thought leader on employer support of work and personal life integration, gender, diversity, human resource innovation, and social change. She has won a Work-Life Legacy award for helping to build and advance the work-life movement. She has also won the Rosabeth Moss Kanter work-family research excellence award and the Sage Scholarly achievement award for advancing understanding of gender and diversity in organizations. Prior to becoming a professor she worked on human resource issues for major corporations in the U.S., Asia, and Europe. Ellen is the first elected President of the Work-Family Researchers Network. In this episode, Stew and Ellen discuss the various ways by which we manage interruptions or negotiate boundaries across different domains of life; some people tend to integrate or blend, some tend to be separators, and others cycle between these two strategies. They talk about other factors such as how work-centric or family-centric or dual-centric we tend to be and also how much control we have over our boundaries. These three factors -- boundary management, identity or orientation, and control -- all affect our happiness and our productivity. In her article, Managing Work-Life Boundaries in the Digital Age, Ellen provides a diagnostic tool you can use to assess your own preferred strategy. They also discuss research on ways universities are addressing burnout and strain induced by conflict between work and other parts of life. See acast.com/privacy for privacy and opt-out information.

In this episode of the 5 Leadership Questions podcast, Todd Adkins is joined by Brad Lomenick, past leader of Catalyst and author of H3 Leadership. During their conversation, they discuss the following questions: What is one thing you've read recently that has had an impact? What are you listening to? What is one tool or resource you've started using recently? Who is one person who has influenced you recently? What is one lesson you've learned recently? BEST QUOTES “The reality is everyone of us would say there are 20somethings on our teams who would be the opposite of what the research shows." "He inspires me to think, what can I do with what influence I have?" "Fifteen minute conversations twenty years removed always remind you of who you are and where you came from." "We have no idea the influence we have on somebody's life that we will never even meet through somebody that we pour into and develop." "Living a life of gratitude is both helpful for that person to encourage them but also makes you more grateful." "Should you be doing this at all? And how much more powerful will it be if you are intentional in how you approach it?" "If you don't change the environment, the system, the habits, the natural rhythms you have, you will never hit your goals." RECOMMENDED RESOURCES LifeWay Leadership Podcast Network H3 Leadership by Brad Lomenick 5LQ Episode 4: Brad Lomenick 5LQ Episode 291: Brad Lomenick Deep Work by Cal Newport The Soul of a Team by Tony Dungy Simon Sinek The Millenial Question video Growing Leaders with Tim Elmore The Culture Translator from Axis A Beautiful Constraint by Adam Morgan and Mark Barden Change Masters by Rosabeth Moss Kanter "Illusion of Control: Why the World if Full of Buttons That Don't Work" Essentialism by Greg McKeown TrendWatching The End of the Beginning Follow You Anywhere by Passion Craig Groeschel Leadership Podcast Business Wars Podcast The Pitch Podcast Unedited with Cameron Strang Podcast The Memory Palace Podcast Morning & Evening Podcast with C.H. Spurgeon Podcast The Albert Tate Podcast Blueprint Coaching Genius Scan Scan & Translate Pro DIRECTV App GifGab App Cinemagraph App Over App Blake Mycoskie announcing initiative to end gun violence Craig Groeschel series on Habits Atomic Habits by James Clear 5LQ Episode 313: The 4 Disciplines of Execution The Power of Habit by Charles Duhigg

EPISODE 13: 'He's So Homosocial' This week our Chief Feminist Operative reads her latest article ‘He’s So Homosocial’, and talks to Chief Managing Feminist Erin Whiteley. We discuss the toxicity of men who do not like women, the importance of female friendships for all genders, and whether these attributes are learnt or inherent in the male biology. In this short podcast we hope to teach our listeners to open up conversations about the role of genders in friendships, to question the toxicity of Homosocial men & influence those to truly appreciate the women in their life. Badass article by our Chief Feminist Operative Anna Quick- Palmer ‘He’s So Homosocial’: https://www.verveup.com/shesaid/hes-so-homosocial More on Rosabeth Moss Kanter who coined the term ‘Metaphorical Homosocial Reproduction: https://en.wikipedia.org/wiki/Rosabeth_Moss_Kanter More on Michael Flood, Sociologist mentioned by Anna in her blog: https://en.wikipedia.org/wiki/Michael_Flood More on Tim Winton who Anna recites at the end of her blog: https://en.wikipedia.org/wiki/Tim_Winton Documentary Erin mentions on ‘Gender-Free’ kids: https://www.bbc.co.uk/programmes/b09202jz VERVE social links: Website: https://www.verveup.com IG: https://www.instagram.com/verve_up/ Twitter: https://twitter.com/verve_up FB: https://www.facebook.com/verveup/ Speaking: Anna Quick-Palmer - VERVE Chief Feminist Operative Erin Whiteley - VERVE Chief Managing Feminist Helena Burton- Jones - VERVE Podcast Manager & Editor Music Intro & Outro: Jamie Masterson - Freelance Music Producer (insta: jaytmasterson) Speaking over Intro & Outro music: Anna Quick- Palmer - VERVE Founder & Chief Feminist Operative

** IF YOU'VE ENJOYED THIS PLEASE LEAVE A SHORT REVIEW** 1.30 – Pedro on his purpose and career – 3.00 – There’s a clear trend towards a focus on developing leaders – 4.28 – Focusing on staff to get the most for customers – 5.15 – ‘Irresistible Leaders’, emotional bonds and empowerment – 8.45 – ‘Inspirare’ – breathing life into teams  – 10.30 – Leadership is easy, the ‘practice’ of leadership is the hard bit – 12.20 – Being happy failing and failing quickly - 16.30 – Don’t just look for process followers, look for problem solvers – 17.45 – Bring customer experience to life in the day-to-day - 18.30 – Leader’s role in creating an engaging workplace – 23.00 – Stories, culture and purpose – 24.15 – Staff bringing purpose to life in Disney – 26.10 – Great leaders are great story tellers – 26.40 – Change, Rosabeth Moss Kanter and communication – 28.40 – The 4P’s of change – 30.00 – Lack of clarity impacts performance – 31.08 – Pedro’s advice for his 20 year old self.

News, views and reviews from the world of business. Heather Noble & Tracy Jones present The Business Community on Calon FM, Episode 15. Find out more about this show, the presenters, Calon FM and previous episodes at www.thebusiness.community.

Values, Purpose, Meaning, and Expectations: Why Culture and Context Matter

When CEO Jeffrey Dunn took over Sesame Street in 2014 and made a licensing arrangement with HBO, many people were skeptical this would take the program in the right direction. But with a new mission to, “Make kids smarter, stronger, and kinder,” and a lot more innovation, it seems the opposite is in the works. Harvard Business School professor Rosabeth Moss Kanter, who wrote the case with Harvard Business School professor Ryan L. Raffaelli, talks about reversing a losing streak with new partnerships and in the process determining how to answer foundational questions like, “Who are we if we make this deal?”

America’s crumbling and obsolete infrastructure is a $2 trillion problem. Everyone agrees it needs a fix. So why can’t politicians make it happen? It’s a failure of leadership, says Harvard’s Rosabeth Moss Kanter. She explains why, and we visit the Brent Spence Bridge between Ohio and Kentucky, a poster child for American political dysfunction over our roads and bridges.

Join Dmitrijs and Pedro for a first summary duo! as they highlight the key points from Episode 17 on Tokenism by Rosabeth Moss Kanter. If you haven't listened to the episode yet, we really encourage you to do so as this is an important topic and our guest, Dr Deborah Brewis, was absolutely great at explaining the nuances of gender relations in organizations.

More on gender, tokenism, sexuality, and all things different in organizations! Join us and our Special Guest Dr Deborah Brewis for the conclusion of Episode 17 on “Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women” (1977) by Rosabeth Moss Kanter!

In this episode we are joined by Dr Deborah Brewis to discuss a classic paper by Rosabeth Moss Kanter on gender in organizations - “Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women” (1977). In this article, Kanter explores how interactions within a group or an organization are affected by the different numbers of people from distinct social types. In particular, she focuses on groups with skewed gender ratios: a high proportion of men and a small number of women – the tokens. The study is based on observations and interviews with sales teams that recently began to incorporate women in their workforce, and shows how structural factors stifled the potential of their female members.We discuss challenges of gender integration, the theoretical underpinnings of Kanter’s framework and the relevance of the concept of tokenism in contemporary research and practice, among other things.

G'day and welcome to episode 13 - and the start of the third month of the show.Time to changes things up a little bit, especially this week and next. I also want to wish you all Happy Diwali! Diwali is an ancient Hindu festival, the biggest and brightest festival in India. It is also celebrated by Sikhs and Buddhists. Diwali celebrates the victory of light over darkness, knowledge over ignorance. It is a celebration of enlightenment. Enlightenment is a great theme for a lot of what we have been talking about here Beyond the Black Stump. Encouraging reasoning, progressive thinking and a reduction in dogma have been common themes with a number of the guests. From the outset I have tried to have this show offer a different perspective on the idea of Thought Leadership. The idea that thinking is a social process, that conversations are the real place in which thinking is developed. The hope is that people take and adapt ideas that have been formed in these conversations – and in that way the discipline continues to grow and evolve. Some of you will know that I often reference the work of Rosabeth Moss Kanter, primarily because she has produced some good work over her career but also to encourage risk and BC folks to read outside the discipline. If we want to become relevant to Executives we need to be able to speak their language – and reference the people they read. In a 2011 article, which I will reference in the show notes, Kanter talks about the power of convening – and in particular how Bill Clinton uses that power. She makes the point that anybody can convene – we can do it to start collaborating with other disciplines to build resilience, we can do it to network and learn. Here are Kanter’s three tips to make it effective; Think big – make the issues and the promise of action compelling. You want active engagement not passive compliance. Think beyond the usual suspects – need to cut across existing discipline and cultural silos. Go back and listen to the piece in last weeks show with Phil Wood about Groupthink in Communities of Practice. Get to action – this is where change happens. Next week I am heading to London for the BCI World Conference. There are some sessions I am keen to hear, but more importantly I am looking forward to meeting and discussing ideas with a range of people. If you are there let me know, I would love to hear what you are thinking and doing. I had a quick chat with Deborah Higgins from the BCI about the main things she is looking forward to next week – and the ideas she hopes to hear discussed. She is hoping to have conversations around Resilience, the future of practice – how things are going to change and adapt going forward. I might join in a few of those conversation myself. Have you heard that November is National Novel Writing Month? This is an annual event where people are encouraged to write a novel, from scratch, in a month. I will link the community site for this in case you are interested – it features tools to track your progress and get some peer support. The target is to write 50,000 words in 30 days. That is a pretty big ask, and I am not suggesting that we all need to go out and write a book this month.But there is something I think we can do – what is stopping you from reading a book this month? Anybody up for the challenge of READING 50,000 words this month? Come over to the Black Stump LinkedIN Group and state your intent – and you can keep us updated on your progress. We do not read enough in this discipline – and we certainly do not read enough beyond case studies and “how to” guides. Reading, and reading on a wide range of subjects is a great way to open our thinking.I have been influenced a lot by Robin Ryde’s book "Thought Leadership". In that book he tells a great story about limits on our thinking - using the analogy of raindrops running down a windscreen, how they seem to follow the track of the drop before. This is a quote from Ryde’s book "We have a limited range of thinking styles that we are pulled towards with almost gravitational force, and we find ourselves stuck in the channels of thinking already created, either by others in the course of conversation to though our own habits." One book you might want to read to expand your thinking options is "Addicted to Performance" by John Bircham and Heather Connolly. It is related to the BC and risk industry and it is based on a series of case studies so not too far removed from our staple fare. Addicted to Performance is also the Black Stump book of the month and will be featured in the Book Club episode of the show on November 27th. If you want to know more about that book, or you just want the free extract from Phil’s book we discussed last week, sign up for the Book Club mailing list. Next week the Black Stump podcast will come to you live from the floor of the BC World Conference and Expo in London – who knows the people who may feature or what they will be talking about. As I said at the top of the show, a little difference this week.Until then, remember that resilience is a journey. It starts with that first step.

Talking Leadership in the Digital Age as Glenn speaks with Rosabeth Moss Kanter, a Harvard Business School Professor and the author of Supercorp -- a book that takes a look at how a new generation of values-driven businesses do well by doing good.

Rosabeth Moss Kanter, Harvard Business School professor and author of the HBR article "Enriching the Ecosystem."

Featuring the ideas of Tom Davenport, Rosabeth Moss Kanter, John Baldoni, and Annie McKee.

Principles are fundamental and moral, and they abide. Professor Kanter from the Harvard Business School, author of renowned leadership and strategy books such as The Change Masters and When Giants Learn to Dance, has a new book titled America the Principled. In it and in this talk, she "offers a positive agenda for the nation, focussed on innovation and education, a new workplace social contract, values-based corporate conduct, competent government, positive international relations through citizen diplomacy and business networks, and national and community service."

Rosabeth Moss Kanter, Bill Taylor, Herminia Ibarra, Paul Hemp, Tammy Erickson, and Tom Davenport, suggest New Year's resolutions for business executives.

Rosabeth Moss Kanter, Harvard Business School professor. Also: "How to Manage Urban School Districts."

Experts once predicted that as the world grew more modern, religion would decline. Precisely the opposite has proven true; religious movements are surging and driving “alternative globalizations” across the world. Two leading thinkers offer a penetrating view of how and why religion of all kinds is shaping the global economy and political order.

➡️ Like The Podcast? Leave A Rating: https://ratethispodcast.com/successstory  Today we'll take a journey through the remarkable story of Howard Schultz and Starbucks. We'll see how a kid from Brooklyn's housing projects grew up to transform the way the world drinks coffee. We'll explore the highs and lows of Starbucks' growth, from its humble beginnings to becoming a global powerhouse. Along the way, we'll look at how Schultz's childhood experiences shaped his unique approach to business, blending profit with social responsibility.We'll dive into some of Starbucks' game-changing moves, like offering health insurance to part-timers and free college tuition to employees. But it hasn't all been smooth sailing - we'll also tackle the controversies and criticisms Starbucks has faced. By the end, we'll reflect on what Schultz and Starbucks can teach us about leadership, corporate responsibility, and the evolving role of business in society. ➡️ Sources:Starbucks Books:Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time (1997): https://www.amazon.com/Pour-Your-Heart-Into-Starbucks/dp/0786883561Onward: How Starbucks Fought for Its Life without Losing Its Soul (2011): https://www.amazon.com/Onward-Starbucks-Fought-without-Losing/dp/1609613821Other Books:Working Identity: Unconventional Strategies for Reinventing Your Career by Herminia Ibarra: https://www.amazon.com/Working-Identity-Unconventional-Strategies-Reinventing/dp/1591394139Grit: The Power of Passion and Perseverance by Angela Duckworth: https://www.amazon.com/Grit-Passion-Perseverance-Angela-Duckworth/dp/1501111108Leading Change by John Kotter: https://www.amazon.com/Leading-Change-New-Preface-Author/dp/1422186431The Human Equation by Jeffrey Pfeffer: https://www.amazon.com/Human-Equation-Building-Profits-Putting/dp/0875848419Good to Great by Jim Collins: https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996SuperCorp by Rosabeth Moss Kanter: https://www.amazon.com/SuperCorp-Vanguard-Companies-Innovation-Profits/dp/0307382354Studies:Seery, M. D., Holman, E. A., & Silver, R. C. (2010). Whatever does not kill us: Cumulative lifetime adversity, vulnerability, and resilience. Journal of Personality and Social Psychology, 99(6), 1025–1041. https://www.buffalo.edu/news/releases/2010/10/11868.htmlBeutel, M. E., Tibubos, A. N., Klein, E. M., Schmutzer, G., Reiner, I., Kocalevent, R. D., & Brähler, E. (2017). Childhood adversities and distress - The role of resilience in a representative sample. PLoS One, 12(3), e0173826. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5351992/Mumford, E. A., Copp, J. E., & MacLean, K. (2022). Childhood Adversity, Emotional Well-Being, Loneliness, and Optimism: a National Study. Journal of Child & Adolescent Trauma, 15(4), 1133-1146. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9684794/Benefits of Youth Sports (2020). President's Council on Sports, Fitness & Nutrition Science Board. https://health.gov/sites/default/files/2020-09/YSS_Report_OnePager_2020-08-31_web.pdf➡️ Show Linkshttps://successstorypodcast.com  ➡️ Watch the Podcast On Youtubehttps://www.youtube.com/c/scottdclaryAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy