Podcasts about rules what

Chapter 1:Summary of First, Break All the Rules"First, Break All the Rules: What the World's Greatest Managers Do Differently" is a book by Marcus Buckingham and Curt Coffman, published by Gallup Press. It is based on extensive research conducted by Gallup, which evaluated thousands of interviews with managers across various industries to understand what distinguishes great managers from average ones. Key Concepts:1. Talent vs. Skills: The authors argue that great managers focus on talent rather than just skills. They believe that employees should be placed in roles that align with their inherent talents, as this leads to better performance and job satisfaction.2. Employee Engagement: Engaged employees are more productive, provide better service, and contribute to the overall success of the organization. The book emphasizes the importance of understanding what engages employees and how managers can foster that engagement.3. The Four Keys to Great Management: The book identifies four key areas that great managers address:- Select for Talent: Recruit individuals based on their potential and natural abilities rather than relying exclusively on experience or education.- Define the Right Outcomes: Instead of dictating how work should be done, great managers focus on setting clear outcomes and allowing employees the flexibility to determine the best paths to achieve those results.- Focus on Strengths: Managers should help employees develop their strengths rather than concentrating on improving weaknesses. This strategy leads to higher morale and productivity.- Find the Right Fit: It's crucial to put employees in roles where they can excel, ensuring their talents are utilized effectively.4. The Importance of a Strong Relationship: The book emphasizes that managers should cultivate strong relationships with their employees. Understanding individual needs and motivations is essential for fostering trust and engagement.5. Questions to Gauge Engagement: The authors suggest that asking a few critical questions, such as whether employees know what is expected of them or have opportunities to use their strengths, can help assess and improve employee engagement. Conclusion:"First, Break All the Rules" challenges conventional management wisdom and encourages managers to think differently about how to lead teams. By focusing on individual strengths and creating an engaging workplace environment, managers can drive better performance and satisfaction. The insights provided in the book serve as a guide for effective management practices that prioritize the unique talents of employees.Chapter 2:The Theme of First, Break All the Rules"First, Break All the Rules: What the World's Greatest Managers Do Differently" is a management book by Marcus Buckingham and Curt Coffman, published by Gallup Press. It is based on extensive research and interviews with managers and employees. Here are some key plot points, character development, and thematic ideas from the book: Key Plot Points1. The Importance of Managers: The book starts with the premise that great managers are crucial to an organization's success. The authors emphasize that quality management can significantly impact employee engagement and retention.2. Break the Conventional Rules: The title reflects the core idea that effective managers often do not follow traditional management wisdom. They focus on what works best for their specific team and circumstances.3. Focus on Employee Strengths: One of the main points is that great managers recognize and cultivate the unique strengths of each employee instead of trying to fix weaknesses. This approach leads to higher engagement and productivity.4. The Employee-engagement Questionnaire: The authors outline a set of questions that can gauge employee...

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1372: The higher you climb in leadership, the more critical it is to focus on strategic elements that drive value, rather than getting bogged down in details. Laura Stack emphasizes the importance of trusting capable employees, fostering their engagement, and providing necessary training. This approach not only boosts productivity and creativity but also enhances overall organizational success by allowing leaders to maintain a strategic, big-picture perspective. Read along with the original article(s) here: https://theproductivitypro.com/blog/2011/07/how-leaders-can-get-more-done-through-others-how-micromanagement-can-kill-productivity-and-creativity/ Quotes to ponder: "Put good people in place, get all those other big-picture ducks in a row, and the little things will fall into line with a minimum of fuss." "Let them take initiative in their work, and let them know that they're allowed to. This requires something of a hands-off attitude, though again, abdication is never a good idea." "Encourage their participation in the company's success. In short, give them an opportunity to grow and flourish, without being stifled by your constant hovering." Episode references: Drive: The Surprising Truth About What Motivates Us: https://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594484805 First, Break All the Rules: What the World's Greatest Managers Do Differently: https://www.amazon.com/First-Break-All-Rules-Differently/dp/1595621113 The One Minute Manager: https://www.amazon.com/One-Minute-Manager-Kenneth-Blanchard/dp/074350917X Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1372: The higher you climb in leadership, the more critical it is to focus on strategic elements that drive value, rather than getting bogged down in details. Laura Stack emphasizes the importance of trusting capable employees, fostering their engagement, and providing necessary training. This approach not only boosts productivity and creativity but also enhances overall organizational success by allowing leaders to maintain a strategic, big-picture perspective. Read along with the original article(s) here: https://theproductivitypro.com/blog/2011/07/how-leaders-can-get-more-done-through-others-how-micromanagement-can-kill-productivity-and-creativity/ Quotes to ponder: "Put good people in place, get all those other big-picture ducks in a row, and the little things will fall into line with a minimum of fuss." "Let them take initiative in their work, and let them know that they're allowed to. This requires something of a hands-off attitude, though again, abdication is never a good idea." "Encourage their participation in the company's success. In short, give them an opportunity to grow and flourish, without being stifled by your constant hovering." Episode references: Drive: The Surprising Truth About What Motivates Us: https://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594484805 First, Break All the Rules: What the World's Greatest Managers Do Differently: https://www.amazon.com/First-Break-All-Rules-Differently/dp/1595621113 The One Minute Manager: https://www.amazon.com/One-Minute-Manager-Kenneth-Blanchard/dp/074350917X Learn more about your ad choices. Visit megaphone.fm/adchoices

Knowing what you know now, what advice would you give to your younger self? Deirdre Booth and Kate Robinette swap professional and personal advice in this fireside chat. If you have advice to share, please post to our social media pages on Facebook, LinkedIn, and Instagram #psmshow! Resources: Burnout: The Secret to Unlocking the Stress Cycle, by Emily and Amelia Nagoski (available on Amazon.)  First, Break All the Rules: What the World's Greatest Managers Do Differently, by Marcus Buckingham (available on Amazon) Citizenship in a Republic (The Man in the Arena), by Theodore Roosevelt Music by RomanSenykMusic on Pixabay. www.pixabay.com 

Former submarine officer Jon Rennie outlines the leadership principles that make people want to follow you. — YOU'LL LEARN — 1) How to deepen your connection with your team 2) Why to let your colleagues fail more 3) Your fastest path to standing out Subscribe or visit AwesomeAtYourJob.com/ep944 for clickable versions of the links below. — ABOUT JON — Jon is the Co-Founder, President & CEO of Peak Demand Inc., a components manufacturer for electrical utilities. He is a former U.S. Navy Nuclear Submarine Officer who made seven deployments during the end of the Cold War. Before starting Peak Demand, he led eight manufacturing businesses for three global companies. He is the author of three best-selling leadership books and hosts the Deep Leadership podcast. • Book: All in the Same Boat: Lead Your Organization Like a Nuclear Submariner • Book: I Have the Watch: Becoming a Leader Worth Following • Website: JonSRennie.com — RESOURCES MENTIONED IN THE SHOW — • Book: Grit: The Power of Passion and Perseverance by Angela Duckworth• Book: First, Break All the Rules: What the World's Greatest Managers Do Differently by Jim Harter, Marcus Buckingham, Gallup Organization• Past episode: 149: Getting Consistently Good Behavior with S. Chris EdmondsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The skills you need as an individual contributor are different than the skills you need as a manager. We hear it time and time again - you promote your very best individual contributor to a supervisory position and they struggle because they aren't equipped with the skills they need. That's why I'm so excited to have Summer Davies, an award-winning leadership development expert with over 15 years of experience, as my guest today. We talk about the 3 basic skills your frontline managers need and how you can develop these skills.▶️ 3 Basic Skills Your Frontline Managers Need with Summer Davies ▶️ Key Points:03:35 Summer's career journey from equine reproduction to an award-winning leadership development expert10:51  Why organizations struggle so much with frontline manager positions03:15 Why frontline managers are so critical to organizations17:37 The 3 basic skills that all frontline managers should have22:48 How to develop these critical skills in your frontline managersResources from this episode:Find the two books Summer recommended belowFirst, Break All the Rules: What the World's Greatest Managers Do Differently by Gallup PressIt's the Manager: Gallup finds the quality of managers and team leaders is the single biggest factor in your organization's long-term success by Jim Clifton and Jim HarterJoin the Nonprofit Learning and Development Collective: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

LINKS:  ⁠Judd's Links⁠ | https://allmylinks.com/judd-karlman Daydreaming about Dragons Merch | https://shopofjudd.threadless.com/collections/daydreaming-about-dragons | Jeremy Toots at me on Mastodon | https://dice.camp/@takeonrules/111246904141892732 Take on Rules: What has me excited about gaming? | https://takeonrules.com/2023/10/16/what-has-me-excited-about-gaming/ Summary: I'm looking forward to starting a new campaign; the creative process of designing situations and providing rumors to those situations. And from there sharing in the gaming experience with a few friends. Take on Rules: Preperation for a Face to Face Campaign | https://takeonrules.com/2023/10/15/preparing-for-a-face-to-face-campaign/ Summary: Some preliminary notes for an upcoming campaign using Ava Islam's “Errant”; including rumors to several opening adventures. Errant by Kill Jester | https://www.killjester.com/products/errantorder Errant is a rules-light, procedure heavy RPG in the vein of the first few editions of that role-playing game and its many imitators and descendants such as Knave, Into the Odd, and The Black Hack.  --- Send in a voice message: https://podcasters.spotify.com/pod/show/daydreaming-about-dragons/message Support this podcast: https://podcasters.spotify.com/pod/show/daydreaming-about-dragons/support

In this episode, Elle and Vee discuss all things boundaries and agreements in open relationships, from the early rules they had when they entered the lifestyle, to how they evolved them.  They get into all the dirty details, including:Boundaries vs Agreements vs Rules: What is a boundary? How do you set a boundary? Elle and Vee give examples of the agreements and boundaries they have in their partnerships. (3:23)Typical Boundaries: What are some common boundaries to discuss when entering the lifestyle? What limits have Vee and Elle pushed throughout their relationships? Sleepovers, showering after sex, emotional intimacy, and other boundaries between couples. (12:43)Breaking Agreements: What happens when you violate your partner's boundaries? Vee talks about not prioritiing J at Hedonism Swing Breakers. AFOG (Another Fucking Opportunity for Growth). Elle shares her learning moments. (30:48)Solo kinkster dating story: how to be safe when a date doesn't respect your boundaries. (40:04)Challenges and Communication: What are the challenges in setting boundaries? Getting curious about emotions. “Emotional Dumping.” What are some good ways to communicate with your partner about boundaries? (45:33)Fighting: Setting boundaries when having an argument. (51:00)The Ethical Slut: Slut skills - setting limits. (54:10)Support the showInstagram: @girlsgonedeeppod Contact: girlsgonedeep@gmail.comWhoreible Life: Get 10% off your pack with code GONEDEEP at whoreiblelife.comWoo More Play Affiliate Link: Support us while you shop!

Trace Blackmore brings back podcast favorite Tim Fulton, President of Small Business Matters, Vistage Chair Emeritus, and Executive Coach back to the Scaling UP! H2O Podcast to talk about being a small business owner, leadership, how to become a better leader, Masterminds, and so much more! Tim Fulton is one of Trace Blackmore's most trusted mentors. It is an honor to have Tim back on the show to talk about a topic that will surely help your business, your employees, and you as a leader. Tim answers: What is Vistage and what is the purpose of Masterminds and Peer-to-Peer Groups? What is Talent Matters and how can business owners keep the talent they already have? What are the 12 questions that employees want to be answered by their employers? What's the importance of a mission statement for a company? Why is it important to have a best friend at work? What can companies do to foster good relationships with employees? Why shouldn't businesses do reviews, and what should they do instead? What can the Scaling UP! Nation take away from how SeaWorld trains their whales?  How can business owners make sure that they have a culture their employees thrive on? What's the most important thing a leader needs to do? What was it like being a business owner in  1992 when Hurricane Andrew hit Florida?  Bottom line: Tim Fulton tells us how to retain top talent today.   Timestamps:  Learning from your mistakes[01:00] Thinking On Water With James  [04:55] Inspiring interview Tim Fulton, President of Small Business Matters, Vistage Chair Emeritus, and Executive Coach [06:14] Closing thoughts on joining a Mastermind and how it helps you create your best self  [57:27]  Upcoming Events for Water Treatment Professionals [1:06:00]   Thinking On Water With James:  In this week's episode, we're thinking about mixing acid and water together.  If you get this wrong, it can be quite dangerous and destructive.  Should you mix acid in water or vice versa?  What happens when you mix acid and water together?  What's the worst that can occur if you get this wrong?  What concerns could you have with feeding acid to a cooling tower, upstream of an RO, or other applications?  Seriously, take this week and think about the proper way of mixing acid and water together and how acid should be fed in various applications.  Your safety and that of those around you may depend upon it.    Quotes: “Companies with strong purpose and strong mission outperform companies whose focus is on revenue and profit - every time.” - Tim Fulton  “Stop the madness. Performance reviews don't work. Instead, do performance previews where we talk about the future.” - Tim Fulton  “So much about leadership is not having all the answers, but asking the right questions.” - Tim Fulton  “As leaders, we need to celebrate success and under-criticize failure.” - Tim Fulton  “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou   Connect with Tim Fulton:  LinkedIn: in/timcfulton   Twitter: @tf_sbm Website: smallbusinessmattersonline.com  Small Business Matters Bootcamp:  smallbusinessmattersonline.com/small-business-boot-camp   Links Mentioned:  Vistage Worldwide, Inc. The University of Georgia: Small Business Development Center 022 The One with Tim Fulton 092 The One About My TED Talk Experience 114 The One Where We Talk Masterminds Small Business Matters Conference Association of Water Technologies' Trainings and Seminars   Events:  Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE  or using the dropdown menu.    Books Mentioned:  First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham et. al Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek Good To Great by Jim Collins     

The "Dominant Director" child you are raising is going to be a leader.  They were born to lead. The question is, what kind of leader are they going to be?  Will they lead by power and control, intimidation and trampling others?  Or will they learn how to be humble and how to treat all people with dignity? Will they learn to value all the other personalities around them?You will learn critical relationship, dynamics, and communication strategies for BLENDING BETTER and BRIGHTER as a cohesive family, even if you are each very different from one another.We're in a four-week series about family dynamics and personality differences called, "Here We Go through Uniquely United 2.0."  It's an eye-opening opportunity to learn how to improve family relationships by discovering the differences between you in how you think. This week we learn about the Sensitive Server. We're examining FOUR COMBINATIONS of personality traits, one combination each of the four weeks.  As we take this tour through the unique family members in your home, we'll look at the following characteristics for each type:✅What they FEAR✅How to MOTIVATE them✅What brings them JOY✅How they view RULES✅What they VALUE✅Their Greatest STRENGTH✅Ways to IMPROVE✅Why they get ANGRY or HURT✅Their Greatest NEEDSWhen we start understanding ourselves and when we start teaching our kids to understand themselves and each other as well, we can really fine-tune our personality, allowing the good parts to SHINE, and allowing the weaknesses to be sharpened.By listening to the Uniquely United series on the Practically Speaking MOM Podcast you are helping your child to be able to shine in a way that is a blessing to others. We're not trying to diminish that personality type, but at the same time, we want them to learn about themselves and be honing their personality to make it something that can mesh with the rest of the family,God has called us to love one another. He's called us to be at peace with one another. He even says, they'll know us by our love, by the way, we love one another.  A big way that we love one another within a family is to be considerate of the other personalities around you and be willing to speak each other's language a little bit more.So hopefully this material can help equip you as mom or dad, to adjust some, and then also equip your children to know themselves and adjust as well.Today we're talking about the fast people combination or the fast emotion combination that we call the Impulsive Impactors.RESOURCESPERSONALITY CHART by Val Harrison- This chart coincides with two of Val's audio projects. 1. Her audio workshop recorded LIVE, "Help! My Home is Full of Difficult Personalities and One of them is Mine!" 2. The four-week podcast series "Here We Go through Uniquely United 2.0," episodes 165-168 of the Practically Speaking MOM Podcast. "Help! My Home is Full of Difficult Personalities and One of them is Mine!" Recorded LIVE Audio Workshop by Val Harrison, The Practically Speaking MOMClash In Your Home: A Game Plan for Cleaning Up the Conflict book by Val Harrison, The Practically Speaking MOM

What would we do without our Careful Calculator family members?!  We need them!!  They are often misunderstood, however.  You will learn critical relationship, dynamics, and communication strategies for BLENDING BETTER and BRIGHTER as a cohesive family, even if you are each very different from one another. We're in a four-week series about family dynamics and personality differences called, "Here We Go through Uniquely United 2.0."  It's an eye-opening opportunity to learn how to improve family relationships by discovering the differences between you in how you think. This week we learn about the Sensitive Server. We're examining FOUR COMBINATIONS of personality traits, one combination each of the four weeks.  As we take this tour through the unique family members in your home, we'll look at the following characteristics for each type:✅What they FEAR✅How to MOTIVATE them✅What brings them JOY✅How they view RULES✅What they VALUE✅Their Greatest STRENGTH✅Ways to IMPROVE✅Why they get ANGRY or HURT✅Their Greatest NEEDSWhen we start understanding ourselves and when we start teaching our kids to understand themselves and each other as well, we can really fine-tune our personality, allowing the good parts to SHINE, and allowing the weaknesses to be sharpened.By listening to the Uniquely United series on the Practically Speaking MOM Podcast you are helping your child to be able to shine in a way that is a blessing to others. We're not trying to diminish that personality type, but at the same time, we want them to learn about themselves and be honing their personality to make it something that can mesh with the rest of the family,God has called us to love one another. He's called us to be at peace with one another. He even says, they'll know us by our love, by the way, we love one another.  A big way that we love one another within a family is to be considerate of the other personalities around you and be willing to speak each other's language a little bit more.So hopefully this material can help equip you as mom or dad, to adjust some, and then also equip your children to know themselves and adjust as well.Today we're talking about the fast people combination or the fast emotion combination that we call the Impulsive Impactors.RESOURCES"Help! My Home is Full of Difficult Personalities and One of them is Mine!" Recorded LIVE Audio Workshop by Val Harrison, The Practically Speaking MOMClash In Your Home: A Game Plan for Cleaning Up the Conflict book by Val Harrison, The Practically Speaking MOM

We're in a four-week series about family dynamics and personality differences called, "Here We Go through Uniquely United 2.0."  It's an eye-opening opportunity to learn how to improve family relationships by discovering the differences between you in how you think. This week we learn about the Sensitive Server. We're examining FOUR COMBINATIONS of personality traits, one combination each of the four weeks.  As we take this tour through the unique family members in your home, we'll look at the following characteristics for each type: ✅What they FEAR ✅How to MOTIVATE them ✅What brings them JOY ✅How they view RULES ✅What they VALUE ✅Their Greatest STRENGTH ✅Ways to IMPROVE ✅Why they get ANGRY or HURT ✅Their Greatest NEEDSWhen we start understanding ourselves and when we start teaching our kids to understand themselves and each other as well, we can really fine-tune our personality, allowing the good parts to SHINE, and allowing the weaknesses to be sharpened.By listening to the Uniquely United series on the Practically Speaking MOM Podcast you are helping your child to be able to shine in a way that is a blessing to others. We're not trying to diminish that personality type, but at the same time, we want them to learn about themselves and be honing their personality to make it something that can mesh with the rest of the family,God has called us to love one another. He's called us to be at peace with one another. He even says, they'll know us by our love, by the way, we love one another.  A big way that we love one another within a family is to be considerate of the other personalities around you and be willing to speak each other's language a little bit more.So hopefully this material can help equip you as mom or dad, to adjust some, and then also equip your children to know themselves and adjust as well.Today we're talking about the fast people combination or the fast emotion combination that we call the Impulsive Impactors.RESOURCES"Help! My Home is Full of Difficult Personalities and One of them is Mine!" Recorded LIVE Audio Workshop by Val Harrison, The Practically Speaking MOMClash In Your Home: A Game Plan for Cleaning Up the Conflict book by Val Harrison, The Practically Speaking MOM

Today we begin a four-week sub-series called "Here We Go through Uniquely United 2.0."  We'll examine FOUR COMBINATIONS of personality traits, one combination each of the four weeks.  As we take this tour through each of the four combinations we'll look at the following characteristics in each of the four combinations:For Each Type: ✅What they FEAR ✅How to MOTIVATE them ✅What brings them JOY ✅How they view RULES ✅What they VALUE ✅Their Greatest STRENGTH ✅Ways to IMPROVE ✅Why they get ANGRY or HURT ✅Their Greatest NEEDSWhen we start understanding ourselves and when we start teaching our kids to understand themselves and each other as well, we can really fine-tune our personality, allowing the good parts to SHINE, and allowing the weaknesses to be sharpened. By listening to the Uniquely United series on the Practically Speaking MOM Podcast you are helping your child to be able to shine in a way that is a blessing to others. We're not trying to diminish that personality type, but at the same time, we want them to learn about themselves and be honing their personality to make it something that can mesh with the rest of the family, God has called us to love one another. He's called us to be at peace with one another. He even says, they'll know us by our love, by the way, we love one another.  A big way that we love one another within a family is to be considerate of the other personalities around you and be willing to speak each other's language a little bit more.So hopefully this material can help equip you as mom or dad, to adjust some, and then also equip your children to know themselves and adjust as well. Today we're talking about the fast people combination or the fast emotion combination that we call the Impulsive Impactors.RESOURCES"Help! My Home is Full of Difficult Personalities and One of them is Mine!" Recorded LIVE Audio Workshop by Val Harrison, The Practically Speaking MOMClash In Your Home: A Game Plan for Cleaning Up the Conflict book by Val Harrison, The Practically Speaking MOM

Today's guest on the Mads Singers Management Podcast is Dr. Erika Michalski, also known as The Consultant Barbie. She is the founder and Chief Encouragement Officer of Strategically Authentic, which loves helping people bring their vision and goals to life. With her unwavering passion for authenticity, she empowers people to show up as they are, see what they can do, what they are capable of, and leverage their skills so that they can move up to their next big thing. Dr. Erika will surely liven up your party as she loves strategic planning and is excited to share it with the world. Strategic planning - a fun party trick that Dr. Erika loves to death, is often put on the backburner by companies and business owners until the very end or when their problems start popping up because they have been ignored for too long. Although it's become a buzzword, being authentic will allow you to impact the people around you and the things you do, while chasing the same carrot as everyone else may seem ideal and more accessible. However, many will not feel satisfied when they reach their end game and feel like they wasted time and effort on something unworthy. Rather than giving in to what society dictates as a measure of success, we should focus on our direction. Often, we look up to other people we admire and try to emulate them, and while there isn't anything wrong with that, we would make much more impact when we show up as ourselves rather than imitating someone else. To be authentic, one needs to show up as they are, don't let others define your success, and while it's not wrong to grind for your goals, ask yourself these questions:  Are you pushing because you want to? Are you moving because you're supposed to? Investing in your people is a must because they are the ones who will drive your business or even sink it. Regardless of whether they decide to stay or leave, it's essential to make people feel valued. Don't fall for trendy and generic professional development that you see being paraded around. Instead, spend time with your staff and see where you can take them from there. But before promoting someone, make sure that you will be able to communicate why you are doing that to provide them value and an opportunity to grow. Even the least interested leader will take up the mantle when given clarity on why they are granted that role. The same goes with delegation. Being given clarity and acknowledged will allow people to flourish more.Key Learning Points: Although it's not new, despite becoming a buzzword today, Dr. Erika says that your contributions will be most effective, and your existence will be most impactful when you show up as yourself, not as a deluded version of someone else. - 03:31 Dr. Erika says that authenticity invites you to be more reflective and intentional about your choices in your personal and professional life. - 04:09 Dr. Erika says that you are the owner of the direction you are going. - 05:21 Dr. Erika adds that authenticity is the decision to learn from other people but not necessarily emulate them. - 05:41 Dr. Erika says we have become weirdly obsessed with the idea of not being content with the things we have. - 09:43 Dr. Erika shares that if you cannot train your brain to the here and now, to be present, you will only be pursuing and not be content with what you have. - 13:32 Dr. Erika says that unhappiness comes when you no longer know who you are because you rely on other people's success metrics rather than your own- 19:34 Dr. Erika says that if your identity is tied to a singular point (being an entrepreneur or being someone's significant other), then it is not sustainable- 27:40 Mads highly recommends that businesses and entrepreneurs invest in their people, especially managers because most people don't develop their managers because they are not provided with the proper training and guidance. - 28:06 Contrary to the famous saying that the best salesman won't make the best sales manager or the best engineer won't make the best engineering manager, Mads believes that if someone has the skills and the personality to learn how to be the best engineer or salesperson, then they can also learn how to become the best manager with the proper training, tools, and support.. - 34:44 Resources Mentioned:First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham and Curt Boffman The Molecule of More: How a Single Chemical in Your Brain Drives Love, Sex, and Creativity―and Will Determine the Fate of the Human Race by Daniel Z. Lieberman and Michael E. LongThink Again: The Power of Knowing What You Don't Know by Adam GrantConnect with Dr. ErikaWebsiteLinkedInInstagram

In this week's Immigration Law for Tech Startups podcast, I'm joined by Jen Holmstrom, the Associate Partner and Head of Platform Services at GGV Capital. With leaders and founders now having access to global talent, Jen believes we now live in the future of work and that companies need to be intentional in the kind of environment they provide to employees.   Based in Silicon Valley, Singapore, and China, GGV Capital is a VC firm and a $9.2-billion fund that invests across multiple sectors. In her role, Jen leads the talent and recruiting support for portfolio companies of the fund. She has also created an amazing leadership program called Founders + Leaders. Today, she talks about its curriculum and how she helps early-stage startup founders and companies from around the world create rapidly scaling, high-value startups across a number of verticals.    Please share this episode with companies, HR and recruiting professionals, startup founders, international talent, or anyone who can benefit from it. Sign up for the Alcorn monthly newsletter to receive the latest immigration news and issues. Reach out to us if we can help you determine the best immigration options for yourself, your company, your employees or prospective employees, or your family whether in the U.S. or abroad. In this episode, you'll hear about: Creating a platform team The impact of the Great Resignation on immigration The frustration around compensation Creating an environment employees want to work in – physically and virtually Looking to intrinsic motivation for retention Leadership management best practices  Psychological contract vs. psychological safety    Don't miss my upcoming conversations with top Silicon Valley venture capitalists, startup founders, professors, futurists, and thought leaders on Immigration Law for Tech Startups. Subscribe to this podcast here or on Spotify, Apple Podcasts, Google Podcasts, or whatever your favorite platform is. As always, we welcome your rating and review of this podcast. We appreciate your feedback!   Resources: GGV Capital  https://www.ggvc.com/ Founders + Leaders https://www.ggvc.com/for-founders/    Books: First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham https://www.amazon.com/First-Break-All-Rules-Differently/dp/1531865208    The One Minute Manager by Ken Blanchard and Spencer Johnson https://www.amazon.com/One-Minute-Manager-Kenneth-Blanchard/dp/0425093980    Living the Remote Dream by Darren Murph https://www.amazon.com/Living-Remote-Dream-Setting-Advancing/dp/1506192130   Redefining HR by Lars Schmidt https://www.amazon.com/Redefining-HR-Transforming-Business-Performance/dp/1789667046 Alcorn Immigration Law: Subscribe to the monthly Alcorn newsletter   Immigration Law for Tech Startups podcast: Episode 16: E-2 Visa for Founders and Employees Episode 40: Due Diligence and Founder Immigration for VCs Episode 41: Investing in Immigrant Entrepreneurs with VC Carmen Pallafox   Immigration Options for Talent, Investors, and Founders Immigration Law for Tech Startups eBook Extraordinary Ability Bootcamp course for best practices for securing the O-1A visa, EB-1A green card, or the EB-2 NIW (National Interest Waiver) green card—the top options for startup founders. Use promotion code ILTS for 20% off the enrollment fee.

The sufficiency of God's Word is featured in section four of this great acrostic psalm in light of the heavy burden of sorrow that often attends our way. The authors of scripture were blessed with a gift none of us today can boast – namely the inspiration of the Holy Spirit to record the very Word of God – they nevertheless were no less dependent on that same Word to provide necessary means to navigate their own weakness of soul. If the authors of scripture were dependent on the scriptures for their spiritual life... how much more ought we to pay heed to this necessary source of strength and resolve for our own trials. So enamored is the author with the covenant revelation of God – He deploys at least 7 terms through the course of this epic song to emphasize the indispensable speech of God. The ESV study Bible defines these terms as follows (most of which appear in each stanza including ours today): Law: Instruction – Testimonies: What God solemnly testifies to be His will – Precepts: What God has appointed to be done – Statutes: What the divine Law-giver has laid down – Commandments: What God has commanded – Rules: What the Divine Judge has ruled to be right – Word: What God has spoken. There is no ambiguity in the authors prescription of the cure, nor in his diagnosis of the soul. The psychological lexicon of the modern age oftentimes obscures these categories with clinical jargon disguising the fact that saints of old were not naive or immune to depression, debilitating sorrow, anxiety, stress, trauma, PTSD, or any number of “mental health” conditions. And for each, ultimately speaking, the prescription remains universal ...The sufficient Word of God. Let us consider its healing power in the soul of our author given his testimony in our text today...

If there is one thing I know we all have in common, it is that we have all experienced relational conflict. Regardless of age, race, gender, religion, our common frame of interpersonal conflict connects us. We are all people who have problems. In most cases, our interpersonal patterns have roots in our family of origin. Our upbringing largely and early experiences significantly impact how we perceive and pursue all other relationships. One way we can begin to explore these patterns is by identifying the roles and rules assigned to us within our families and how they impact our relational and emotional functioning. Within our family system framework, we learn how to communicate, handle stress, cope with strong emotions, and solve conflicts.Reflection Questions that I unpack in this episode:1. Rules: What were the unspoken rules you lived by in your family of origin?2. Roles: What was the role(s) you took on in your family of origin?There are 3 overarching areas of our interpersonal relationships that are impacted by our family of origin or our experiences. Carley breaks each of these down:CommunicationEmotionsConflict… and explains how we can reframe these, using skills and practices found in Scripture, and can begin repairing our relational hurts and renew our outlook on the people around us.Follow Carley:Website | Instagram | FacebookEpisode Image Credit: Getty/Ponomariova_Maria

In this video I will talk about the First, Break All the Rules: What the World's Greatest Managers Do Differently book by Marcus Buckingham and Curt Coffman. Management skills are very important very important regardless of your career. This book teaches you how to be a good manager, and how your manager should treat you as an employee. Twitter: https://twitter.com/AttilaonthWorld YouTube channel: https://www.youtube.com/channel/UCADpTO2CJBS7HNudJu9-nvg

New system: Pubs and restaurants pay the price under tougher tiers | Rules: What will change - and what will stay the same under revamp | Politics liveblog: PM quells Tory rebellion with tier system plans | Oxford vaccine: Phase three results published this morning | Spending review: 'No return to austerity' with £2bn for public services | 'Heart of the family': Cambridges say farewell to Lupo the cocker spaniel | Liverpool 3 Leicester 0: Jason Burt's match report from Anfield | Why Nigella is right: Update your freezer with these frozen food tips | Read all these articles with a Telegraph subscription. Try a free one-month trial - then save 50pc on your first three months. Sign up here.

“When you're a leader, success is about helping other people grow. That's really what we're talking about here with these skills.” Geekery is afoot as Mike and Ethan drop a few Lord of the Rings references while they help managers explore the skills they absolutely need to be practicing. The main message of part two of our series on the Top 15 Management Skills is that your job as a manager is to help your employees grow. As a manager, these 15 skills need to be on your radar if you expect to build and sustain morale, establish trust and respect with your employees, get s*** done and help create the workplaces we all want to be in. Turn on, tune in and drop us a review if you have found any value in this show! Stitcher and Apple Podcasts is the best place to do that. (It helps other people find this show.) The Top 15 Management Skills: 1.       Show caring & respect 2.       Advocate for your people 3.       Communicate, communicate, communicate 4.       Involve others in decision making…be collaborative 5.       Be consistent, fair & equitable 6.       Give autonomy and trust 7.       Ask for (and be open to) feedback 8.       Deal with issues…fix problems 9.       Be approachable 10.   Give recognition and thanks 11.   Hold employees accountable 12.   Be available and responsive 13.   Follow through and follow up 14.   Make your expectations clear 15.   Provide resources and training Resources: First, Break All the Rules: What the World's Greatest Managers Do Differently – Book by Marcus Buckingham and the Gallup Press

This Week’s Episode Is The Triumphantly Awesome Return of Adam Son! Adam Is An Amazing Trainer, Vat of Nutritional Knowledge, and All Around Good Guy! We Start A Conversation That Will Likely Take Multiple Episodes To Get Into Fully, But It’s An Amazing Start of Banter About All Things Food, Fitness, Mindset, Donuts, Cereal, New Beginnings, Checking Your Blind Spots, and A Ton More! Stick Around For The Fun, You Are Going To Love It!  Topics Include… Driving The Struggle Bus Instead of Riding On It Why Adam Is The Hero That We All Need!  Allowing Yourself To Enjoy Life With Food and Still Make Progress Understanding That Everyone Is Different and You Have To Figure Out What Works For YOU Adjusting Your Situation and Circumstances To Best Fit Your Goals and Life Realizing That We All Have Blind Spots In Our Life Having Food Guidelines Instead of Rules…What’s The Difference? A Lot of Success Happens In The Gray Area Trying To Get Mark Zarate To Understand The 80/20 Rule Deep Down We All Know What Eating Like An Adult Is Asking Yourself WHY Am I Eating This? Loving Dogs and How Investing In Them Benefits You When Fitness Adds To Your Life Instead of Takes From It Flower Gardens Explained, Donut Walls, Mices and Mooses, Cereal, and More!  Check Out Adam In All The Following Places… Instagram Facebook  Follow Zarate Fitness Related Content At The Following Places… Website Instagram Twitter Facebook YouTube    ALSO… ARE YOU Interested In Weekly FREE Email Full of Good Reads, Schedules, and A Ton Of Tips, Ideas, and Ways To Increase Health, Fitness, and Happiness Delivered Right To Your Email Instead Of Checking All Over The Place? Me Too!! Sign Up Below And Sit Back and Keep Living The Good Life! http://zaratefitness.us10.list-manage.com/subscribe?u=bd5db6ad085f2ab63066ec43d&id=6af1b1391a

"Some of these other skills you can be challenged in and still be alright, but this one you just have to have if you're a manager." If you're following the plot, you'll remember that in episode #2 Mike got up on his soap box and proclaimed, “skilled managers equal high morale, which equals all those cool things you can't pay for and you can't punish for.” What the hell was he talking about? Tune into this episode where the overly caffeinated Nash team gives a quick and dirty look at some of the top skills that, according to research, are the biggest bang for your buck in terms of managing people effectively. The Top 15 Management Skills: 1.       Show caring & respect 2.       Advocate for your people 3.       Communicate, communicate, communicate 4.       Involve others in decision making…be collaborative 5.       Be consistent, fair & equitable 6.       Give autonomy and trust 7.       Ask for (and be open to) feedback 8.       Deal with issues…fix problems 9.       Be approachable 10.   Give recognition and thanks 11.   Hold employees accountable 12.   Be available and responsive 13.   Follow through and follow up 14.   Make your expectations clear 15.   Provide resources and training Have topics you'd like for the Nash team to tackle? Drop us an email with your questions and they'll take a stab at it! Contact@nashconsulting.com Text the word “LEADING” to 66866 to be added to Nash Consulting's monthly newsletter. Just practical management skills and tips. And just once a month. Pinky swear. For more information on Nash Consulting, visit their website at www.nashconsulting.com Resources: First, Break All the Rules: What the World's Greatest Managers Do Differently – Book by Marcus Buckingham and the Gallup Press Robert Crosby – Founder of the Leadership Institute of Seattle (LIOS)

Today, I am talking to Gwenn Aspen of Anequim, which offers remote assistant, Rent Manager call center, and Rent Manager software consulting services. Also, Gwenn and her husband, Jeremy, own the Wistar Group, a property management company. You’ll Learn... [04:40] How helping a friend, helped property management companies hire employees. [05:20] Currently, 150 employees in Mexico work remotely for property management companies in the United States and Canada. [06:25] Connections and Relationships: Life is all about taking care of and looking out for those you know and love. [06:50] Internal References and Cultural Differences: Holding each other accountable results in low turnover/high retention. [08:20] Managers Managing Remotely: If you manage someone who works remotely, get to know them as a human being. [10:51] Webcam: Teams founded on trust and transparency should be seen and heard. [14:50] For better or worse, Anequim and Wistar Group are unique and original company names that could be patented to prevent being sued. [16:45] Finding a Good Fit: Anequim helps potential clients identify things that they don’t like to do and give them to someone who does. [20:51] Time vs. Energy: Avoid burnout by identifying what fills or drains your energy. [22:20] Onboarding Training: Includes four ways to not die in property management. [26:12] Vetting Team Members: Extensive process of selecting candidates for clients. [29:47] Working in Mexico: No background checks possible or databases available. [34:09] Progress, not Perfection: Help property managers move forward and feel confident in making a commitment. [38:21] Anequim Structure: Assistants, solution agents, and others handle 1,200 units. [42:36] Every business needs systems: Planning, process, documentation, and communication. Tweetables Power of the Webcam with Virtual Teams: Just be there, and be seen. Time and Attention: A manager’s most important resources; use them wisely. Word to the Wise: Keep your clothes on when training employees. Our job is to make sure people are happy with their candidates. Resources Anequim Gwenn Aspen on Facebook Gwenn Aspen’s Email Wistar Group DGS 76: Outsourcing Rules for Small, Medium and Large Companies with Todd Breen of VirtuallyinCredible First, Break All the Rules: What the World's Greatest Managers Do Differently Zoom Myers–Briggs Type Indicator Fair Housing Act Americans with Disabilities Act Culture Index Traction by Gino Wickman SweetProcess Process Street Basecamp Help Scout Intercom Management Time: Who's Got the Monkey? DoorGrowClub Facebook Group DoorGrowLive DoorGrow on YouTube DoorGrow Website Score Quiz Transcript Jason: Welcome, DoorGrow hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you are open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it, you think they’re crazy for not because you realize that property management is the ultimate high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let’s get into the show. Today's guest, I'm hanging out with the fabulous Gwenn Aspen of Anequim. Gwenn, welcome to the show. Gwenn: Oh my gosh, thank you so much for having me. I'm so excited to be here. Jason: I'm excited to have you. It's really fun hanging out with you in the green room and you were showing me your nerd glasses. Gwenn: That I carry around with me everywhere I go because there's always a need. They’re literally nerd glasses, you guys. They're from Hobby Lobby, I got them for an event I had to go to because we were revenge of the nerds and I bring them everywhere because that's how nerdy I really am. But we can have fun too, we can be fun nerds. Right, Jason? Jason: Yes. Maybe. It's probably possible. A lot of people think I wear all these weird, different glasses especially the orange ones. People notice I wear this orange glasses and they always come up to me and they think I'm trying to be so cool. Their like, "Why are you wearing this glasses? Are you trying to be Bono?" Which is funny because Bono wears them to block blue light, right? He's not wearing them just to be cool but he is cool. Way cooler than me. Then I go into this diatribe of why I wear them and how they block blue light and how it helps set my biorhythm patterns, helps me get good sleep, and then they’re just sorry they asked. Gwenn: Well, that's what’s in your nerd shows Jason. Jason: And then they realized they are nerd glasses, so they realize I'm a nerd. Gwenn: Yes, because they bring out your inner nerd when you wear them and people ask about them. Jason: Yeah. So, I got some less orange ones. This are my nerd glasses. This make me look a little bit smarter. Gwenn: I think they look good. I like them a lot. Jason: They're a little yellow to them but I don't have the tape. I have to get the tape and maybe add the tape at some point just to look more nerdy. Alright Gwenn, let's get into this. Give us a little bit background, so you run this company doing remote assistance from Mexico and you said they're not virtual assistance because they're not robots, right? Gwenn: Right. No. They're not. Jason: You manage Rent Manager, the property management back office. You manage Rent Manager's call center, so you have a call center for Rent Manager people. Gwenn: We do. Jason: Then you also have Wistar Group which is a property management company in Omaha, Nebraska. Gwenn: Yes. That's all true. My husband and I started Wistar Group back in 2006 so we've been doing this for a long time. In 2008, a friend of his called him from Mexico because he lived in Mexico before I knew him for five years doing something totally different, transportation and logistics. The friend called and she said, "You think the economy is bad in the United States? Well, you should come down to Mexico. Things are really bad down here and I lost my job. Is there any way I could work for you in some capacity from home?" Because it wasn't only about the economy, but it was pretty dangerous at that time and my husband is the most loyal person you'll ever meet, for better or worse. That's right when VoIP phones came out so we sent one down to her, we figured how to make it work and she started answering the calls for Wistar Group—at that time, it was called Certified Property Management. She's taking the calls and it works awesome. We love it. She loves it. It's great. Then we just started, as we grew, hiring all her friends for all the other jobs that we had. We just operated like that because it works for us for many years and then in 2016, our friends from Boutique Property Management in Denver, we were hanging out with them and they're like, "Hey, this Mexico thing is working out great for you guys. Can you hook us up with people from Mexico?" I was like, "Sure." Then I got them some employees from Mexico and they loved it. My husband and I were like, "Maybe we can help more property managers with this," and so it grown like wildfire since then and now we have almost 150 employees in Mexico working for property management companies across the U.S. and Canada. It's just a win-win for everyone and it's just so exciting and I love my job so much. Jason: Okay, great. This sounds very similar to [inaudible 00:05: 37] who we had in the show except they do the thing in the Philippines. It sounds like a very similar sort of etymology or story behind how you got into this and it really was filling your own need and starting by helping a friend and it grew into helping all these different property managers. That's the interesting thing I've heard from those that have Mexican staff is that they hire one and all of a sudden, all their family and friends start becoming team members too. Gwenn: Yeah. Jason: That must be a culturally different thing, I think with Mexico versus the Philippines. I think they are both very family-oriented, but I think there's something about Mexico that they're like, "Hey, hire my brother." Or, "Hire this family member," and they're connecting people. Gwenn: Oh my gosh. Yeah, the connections that they have, don't we all love that? Isn't that what life is all about? Is connections and taking care of the people that you love, that you know. It's just yet another thing to love about all the people I know in Mexico, is just how much they care for one another and have each other's back and then also hold each other accountable. That's the other things are that we grow a lot through internal references from one employee to another. If someone has a problem and they were the one who referred them, man. They hear it from the other employee. I mean there are that many cultural differences, but that's been a fun one. It really ends up keeping the turnover really low because they are happy, our employees work from home, and they love it, that's a huge advantage. They have this great connection with each other and we have Christmas parties. We're going to have a summer picnic with everybody. It's added a lot of richness to my life, just getting to know the employees as well. Jason: I was going to bring that up. A while back, I read a book called First, Break All the Rules. I believed it's pulled up by the Gallup Organizations that does the pulling. They did a whole bunch of surveying companies trying to figure out what makes a really good team and what creates retention with the team. One of the number one indicators of retention whether somebody was going to stay in the company was whether they have a friend in the business or somebody they are connected to personally on the team. So, that makes a lot of sense. It increases retention, significantly. Gwenn: I would say that's our job. If we’re going to hire someone remotely, if we’re the managers of this person, it's imperative that you get to know them as a human being to get that retention and to get that buy-in and to get them on your same mission going in the same direction. I feel like I know you much better right now just because we are in a Zoom Conference and that doing what with cam... Jason: Now, we're totally homies because we are in Zoom. Gwenn: Yeah, now we’re homies and we have the nerd glasses together, I mean. Those little things add to the relationship so if you make a point, I only communicate with people from Mexico using webcam because we have this amazing connection then and we feel like we know each other better. If you use a webcam, I swear it makes all the difference and getting buy-in from a remote employee. Jason: I absolutely agree. I've done a lot of remote hiring in the past and there's a huge difference, but it got to a point where eventually, I have a policy in our company called the Webcam Policy and everyone is required to have a webcam to be on the team and to communicate and show up and turn on the camera when we do meetings because it ended up being, at one point I remember showing up having team meetings and there's 5-10 people without their webcams on and there's just me putting on the show. Gwenn: I love that. I don't have an official policy, but not that you said it, I'm adding it. But I also have another employee from a totally different industry, he did a lot in banking and he was told to never have his webcam on. It was such a cultural dissonance when he came on the team because we were like, "Put your camera on. I can't see you. I don't know what you're doing. I need to see you." It was hard for him. It's good if you're somebody who requires webcams and state it at the beginning because some people, it takes them a while to get used to it. Jason: Yeah. It is a part of my onboarding process that they have to review the webcam policy and read it. Do you want me to tell you some of it here? Gwenn: Yeah. I think it's so important because whether you do remote employees from Mexico, whether you have someone in the Midwest, you know a lot of people hire people from rural Nebraska to work for their company because it's a lot less expensive. Jason: Alright. I'm going to share an internal secret here. Gwenn: Understanding the power of a webcam is crucial for the relationship working in my opinion. Jason: Alright. Here's our webcam policy for those listening. We are a team founded on the values of trust and transparency. It is important in a virtual team to be able to see one another on our virtual meetings since we often can't meet directly in person. As a team, we don't care about your hair, makeup, clothes, etc.during internal meetings. Just be there. Not having a webcam during internal meetings can feel like talking with someone behind a reflective window. It causes humans to try to assume and guess too much because they lack nonverbal cues we have evolved to rely on. Why address this? And then in bullets: to promote an environment of trust and transparency, to improve the efficiency of company communications and shorten meetings by effectively communicating with the full spectrum of verbal facial expressions and nonverbal cues, to reduce multitasking, right? Because they [...], they're like, "Oh yeah. I'm listening." Gwenn: Right. Totally. Jason: To reduce the anxiety of those speaking on camera, and then having the expectation. It is expected that all team members will join OpenPotion, that's our corporation, virtual meetings on video in order to fully engage in team and one-on-one meetings, this promotes collaboration on multiple levels and it allows each individual to feel heard as they see and receive nonverbal cues from their peers. This also increases productivity and reduces anxiety as ideas are better understood when they're coupled with facial expressions, gestures, and other forms of nonverbal communication. When meeting with clients, we appreciate you doing your best to make yourself and your background presentable, but that is not required. We just want you fully present and visible. Then I have a quote and it says, "The most important thing in communication is hearing what isn't said," Peter Drucker. Gwenn: Oh, I love it. I love it although I would push back on the not caring what you look like because I've had people show up, not very often, but I had a guy and he looked like he'd just been to the club, and just rolled out of bed, and I was like, "Man." Also, you have to know your audience. We have a screenshot and keystroke that we record of everyone that's working for us while they're working not when they're not. We had one guy who was at a webcam conference and he had his hat sideways and my assistant was like, "Is that okay?" If you live in California that might be okay, but if you're with an older team in Omaha and you have your cap on sideways, it just might not work. I was like, "No. They're in California. It's totally fine." She was like, "Oh, okay." You have got to know your audience, better know your audience. Jason: I think it all boils down to what the entrepreneur wants though too. Before the call, I'd ask you what your Myers-Briggs Type was and you're an ENTJ, so you've got that J in the end. Gwenn: So, I’m Judgy? That means I'm judgy, right? Jason: Yeah. You're judgy which means you're a planner. You want things done a certain way. This details matter to you. I'm a P so I'm all over the place. I'm a bit more open-minded and I love taking you Js and cracking you open a little bit to expose you to some things you weren't exposed to before. Gwenn: I need people like you in my life too because I can't be too in the box. It's so nice to have that fresh [...]. Jason: J from the box for sure. Ps have no box and Js look at us like we're crazy. Some of the Ps that are perceiving, that's what the P stands for, they will take in things from all different sources, all different ideas, and to most Js, that's being so open-minded, their brain is falling out. It's how Js kind of view us sometimes but we need each other. All these other different types. I definitely need Js on my team to run my email, handle my calendar, do all the planning stuff that is not fun for me. You do this virtual team thing, how does somebody start with you if they come to you and they're like, "Hey, Anequim." First, where did that name came from? What does this name mean? Gwenn: I'm going to give you the real answer. We used to be a certified property management and then [...] wanted to sue us because they were like, "We have a certified property manager distinction," or whatever. Jason: Designation. Gwenn: Designation. We were like, “Well, we wanted to rebrand anyway,” because we started from nothing and took any piece of garbage that had a roof on it and then as time went on we became more sophisticated, and wanted to take out nicer properties, but in the local market, we were the low end. We already were going to rebrand, but we didn't want to get sued or threatened of a lawsuit again, so we were like, "We have to have something that's totally unique." Well, it's very hard you guys. It's so hard to find something completely unique. My husband's a pilot for fun and so he loves this airplane called Anequim and it means mako shark in Portuguese, anyway that was like a word we could use that was unique. We got Anequim and then Wistar Group. Wistar is my middle name and they were unique enough that my best friend who is a patent attorney approved them. For better or worse we're Anequim and Wistar Group. Jason: There you go. Alright. Portuguese mako shark. Gwenn: It's also an airplane. Jason: Which has nothing to do with Mexico whatsoever. They don't even speak Spanish. Gwenn: But I'm not going to get sued for it, so you know. Jason: No, it's perfect. It's a unique and original name which is helpful in branding, right? Okay, cool. Now, how does somebody get started with you guys. Somebody comes to you and say, "Hey, I’ve got a problem." How do you know that you can help them? Because I'm sure there are clients that you don't take on and there are clients that aren’t a good fit. Gwenn: There are. In fact, there were two clients yesterday that called me and I was like, "You know what? I think you guys just need to wait for a minute." And that is my thing. We don't sell. We try to make a relationship because if I sell you and then it doesn't work for you, then it creates a lot of heartache and drama for me because I want the person in Mexico to be happy and I want the person in the United States to be happy. What happened yesterday was, this one guy was buying another company, and they already had two employees there, but he hadn't really worked with them yet. I was like, "Hmm." He was going to be managing 400 properties. I felt like his people count was good enough for 400 properties, so I said, "Just take on these two new people. Measure processes and procedures together, make sure it works, and then when you get a handle on them then call me." He was like, "Okay. That's a better idea. That's what I'm going to do." If you call me and it's not going to work for you, I might tell you to do a few things first. Then the other guy called me and I thought again that his head count was already too high. I thought you could make more efficiencies in his software because a lot of people only use 5% of the software that they have purchased. If you have five really expensive employees and 400 units, I kind of think you should work on being more efficient first with your software and then call me. Jason: Yeah, right. Gwenn: Unless, you’re going to transition things—but these were obviously, longer conversations, I'm giving you the shortened versions—so if someone calls me and they're like, "No. I need somebody. I'm working my butt off and I need some relief." Then we'll talk about a job description first because I need to find the right person for this role. I need to know what kind of tasks you want. For instance, if you want someone to be doing a lot of cold calling then that's going to be a different person than someone's who's going to be helping you associate the right invoices with the right property and the right owner, right? We have to make sure we have a good job description. Also, your training is going to be better, it’s going to be a smoother onboarding process if you are really clear about what your needs are. Now, a lot of people will call me and they are just overwhelmed and they'll just be like, "I need a personal assistant." A lot of the times I push back on the personal assistant and I say, "Why do you need a personal assistant?" And they'll be like, "I just hate taking the phone calls. " I say, "Okay. Well, let's find someone to take your phone calls." Really, if you want a personal assistant because you are overwhelmed, think about the things that you hate doing that don't bring you joy, that don't fill you up, and let's give those to someone who's a better fit for those roles, that loves doing those things. Usually, it starts with a conversation about what the pain point is and what people really need, who they already have in their team, and what software they are using. We come up with a plan that would actually help them get what they want. That's kind of my goal. It maybe me, it may not be me, but my goal because I come from the property management world is just to prevent burnout from whoever's calling me. Whatever that looks like. Jason: Yeah, so you're helping them a little bit “KonMari” their time, right? Gwenn: Yes. Jason: And you we're talking about that before. Gwenn: Oh my gosh. Well, I love that. Maybe I should use that, but you have so many things that you have to do. Some people are coaches and that's really important to them, their property managers, and their families. Your time and attention are two of your most important resources and everyone on your team needs you to be using those wisely if you’re the one steering the boat. Jason: Yeah. I'm a big fan or proponent of energy management over time management... Gwenn: Yes. Jason: ...and really identifying what energies you as an entrepreneur versus what drains you because we really afford doing the things that energizes us, we have an endless amount of energy. Like our life and our businesses fills us but if we are doing things that drain us, burnout sets in and it's inevitable, it becomes really difficult. I think it's really important for people to pay attention to their time and what really is giving them momentum. I tell property managers all the time, “Anything that's been sitting on your to-do list for more than a few weeks, you're probably not the person that should be doing it. Let's be honest.” Gwenn: Right. Absolutely. There are people like, you and I we are just talking about how our personalities are different. Find someone who you like working with. Who you enjoy spending time with because it isn't actually an employee essentially just living far away that compliments you and can do the things that you struggle doing. Our role is to help people do that and we also train them on the first day so I have very high anxiety. I take care of things that make me anxious. I always go over the four ways people can die in property management on the first day, carbon monoxide poisoning, natural gas explosion, fire, and a technician being mistaken as an intruder and getting shot, and the importance of asking permission to enter. Those are four things we go over, which is really funny because when we turn over the training to the client, my assistant will always be like, "So, what did you learn in training?" And they're like, "How not to die in property management." The clients are like, "What?" I mean, I told them that we were going to talk about that with the agents but people forget and they're caught off guard. Jason: Four ways to die. Gwenn: Four ways to die, but those are really, really important and it really does happen. And our industry, there's been a number of deaths that we're all aware of, and so it's really important whether you're going to hire someone remotely or not to really discuss what bad things can happen, and how to make sure they don't happen in on-boarding training. The other thing we cover is Fair Housing and American Disabilities Act. That really should be trained every year if that's not on people's schedules for training. Domestically, I don't do this with the remotes, but domestically at our property management company, the other one is sexual harassment prevention training. We have a 70-year-old sales guy and then we have a 21-year-old front office lady. When you have multi-generational employees especially what they think is appropriate is totally different. It's important to discuss that because people aren't trying to be jerks, and they're not trying to be bad people, and they're not trying to offend anyone, it's just that what was totally appropriate in 1950 to talk about in the workplace is different. Also, on the 21-year-old side. I mean, 21-year-old sometimes think everyone's their best friend and they’re hanging out at the bar and it's not true. Having that conversation at the beginning of a relationship with any employee is important. Jason: Okay. Fair Housing and Disabilities Act, sexual harassment training, and four ways to die in property management. Gwenn: Yeah. If you're going to be using webcam, here's another thing. I did have a client who thought that it's totally appropriate to train his new employee without any clothes on, so a word to the wise, keep your clothes on if you are going to be training somebody. People, sometimes just don't know, they just don't know. I'm sure it was hot, it was summer, maybe went out to the pool and came back. It was really not okay. It's another thing to keep in mind. Jason: Policies improve overtime. You know there's something interesting if my webcam policies say, "Don't be naked." It doesn't say that yet. We haven't had that come up yet, but if it does happen, we'll definitely have that in. Gwenn: Yeah. Jason: Yeah. Gwenn: I mean, I had no idea that's going to be an issue but... Jason: Right. You never know until it happens. I think that's how all of the property management contracts evolved over time. Like, "Oh, this one's a weird new situation. Let's avoid that in the future and write that into our contract." Gwenn: Right. Jason: Okay. Somebody comes to you, you start them with some of these things, how are you vetting these Mexican employees, these team members? What are some of the things you go through to ensure that you're getting a good match, you're finding somebody who's really a good fit for a position? Help those that are listening feel safer using Anequim to find them a team member. Gwenn: Sure. The first thing is that they have to fill out an application and upload a video of themselves speaking in English about their hobbies. You find out a lot about people when they think it's appropriate in a video to say about their hobbies and how good their English level is. It also demonstrates that they have some technological ability because they have to upload a video. Jason: Right. Gwenn: We get rid of a lot of applicants right there. If they make it through those two steps, then we have them take a personality test. We use the Culture Index, and the Culture Index indicates whether people have detail orientation or not. Generally speaking, unless I'm hiring for marketing position or outside sales or something, we are going to need detail orientation. We look for that. There are few personality types that we just don't hire at all and we also have a logic-emotional continuum. Anyone who's really low on logic also not pass to the next level. After that if the make it there then they do an initial interview and it's a pretty tough interview. Ensures they have the qualifications and the seriousness that we are looking for. Generally, the pool of candidates that we are looking for have worked previously for a large corporation. So, in the towns where we primarily source our candidates, they work for Nissan or GE or Hewlett-Packard or TATA Consulting, and there's some really big names where they've already one through a lot of the training that you wouldn't need to train a brand new person on. But they've already been through it so they know how to talk on the phone, they know how to deal with conflict in a professional manner, and they know how to write an email. We do benefit from all that corporate training many of our folks have already been through. Jason: Okay. Gwenn: If they make it through the interview then we are going to start calling their references and just make sure those show up well. After that, our clients, if they've made it through all the interviews, we’ve decided this person is worth this amount of money. We have a paying scale based on education level, work experience and we know what kind of job they would fit into then we match them with our clients we have who are looking. The clients get to look at three different candidates, and see if this is a cultural fit for them and if this is someone that's going to work on their team, and that they're going to feel comfortable with on a day to day basis. We always do the interviews in threes. Hopefully, we do our job well enough on the first three know exactly who we want, but if you want to do another round, our job is to make sure people are happy with their candidates. The one negative about working in Mexico—and this is going to be with a lot of the country that you would source from—background checks, it's not the same, there's no government database and even if there was it probably won't be accurate in the way that you and I would expect, so there's no background check policy or way to even do that if you wanted to. We rely a lot on internal references and those networks or people want to give us their best friend and then they internally hold them accountable as well. Jason: Yeah. Gwenn: We haven't had any issues with it, but I would suggest with anyone working remotely, you manage your privileges and your software. Rent Manager allows me to obscure social security numbers, credit card numbers, and we have a policy that nobody working from home has access to those, and you have to be in the office if you are going to be taking credit cards or looking at social security numbers. If you have good tight privileges, you don't really have much to worry about by hiring someone remote, and it's just a good policy anyway. Jason: Yeah. Alright. That is kind of the match making process. Gwen: Mmm-hmm. Jason: Then once they pick a candidate, what's the transition like this on the onboarding sort of process and how far does Anequim gets involved? Because I know some property managers are not probably used to having a virtual team member, they are probably going to make some mistakes, they might just say, "Hey, this virtual stuff doesn't work. I don't get it." How do you ensure that the transition is going to be healthy? Gwenn: First of all, we try to get a good plan on before we even get to that place. We have documents on ideal first two weeks of training and talk to them about what that process looks like, talk to them about technology, what kind of phones do you use. We recommend that you listen to calls if you're going to have someone who's the face of your company, and you're not going to be able to overhear them when you walk in the office. Here's a form on monitoring calls and here's the portal so you can see their screenshot and their keystrokes. We try to do all of that before the commitment takes place. Talk about what that looks like, so that when the commitment like, "Yes. I want to move forward," happens they've seen in their minds, "I kind of have an idea what this looks like." We don't want for either the client or the agent to get to a place where it's the first day and they just look at each other in webcam and go, "Okay, what do I do now?" We try to avoid that situation as much as possible, which is why we’re not trying to hard sell anyone. We want someone to be committed to the process and feel somewhat confident. Obviously, you're going to be a little bit nervous if you've never done this before, but that's why we are here to hold your hand, and give you that documentation and talk you through it so that you feel more confident before it actually happens. But then, on the handover meeting you're going to get all of them setup on their computers. You're going to get them to know everybody on your office, taking the laptop around and you're going to say, "Tell us something that people don't know about you." Or, "What are you grateful for today?" You know, a little icebreaker and then you'll get into the tasks. The great thing about working with Mexico is that they're on your time zone. Do you have to be perfect? Do you have to have the perfect documentation? No. Because like any other employee that you hire, you can just say, "Okay. I'm going to show you how to do this." They know it should be written down but it's not, "But you're going to help me write it down because I never had time to do this before. Here's the software where were writing it down. Here's how you're going to get a screenshot using Snagit. I'm going to video record myself going through this process and then make it a pretty process for me and then when it's done and it's all pretty, then you're going to do it." That's possible. Some people are further along in their processes and procedures than others, but by no means you have to have things perfect to move forward to the remote assistance. Jason: Yeah. The Myers-Briggs people with Js a lot of times get really caught up to being perfect before they move forward. They're like, " I have to have every process documented before I could grow my business." Gwenn: No, that's not the real world. I would say progress not perfection, right? I mean, you have to move forward. I'm reading this great book called the Billionaire Coach or the Trillionaire Coach, I think is what’s it called. It's really good. It's on my audible right now. But the guy is like, "Okay. Once you have things down, you have to go, and you have to go fast." I think that sometimes the people who are really into perfection lose sight of go, go fast, so it's always that balancing act. If you're not good at processes and procedures then hire someone to help you do that and just show them on in a video and say, " Okay, for the next three hours you're going to write this down. Okay? Then I'll check in on you in three hours and see how you're doing." Jason: Yeah. Gwenn: That's totally okay. Jason: I like that. Progress over perfection, so what I teach clients is, "Done is better than perfect." It's very similar. Gwenn: It is. Jason: Done is better than perfect. Get it done, you can always redo it later. You can make it better the second time around but having something is better than not having it. The other thing that I'll throw out there, sometimes is that perfect businesses are out of business. So, don't try to make everything so perfect before you move forward. It's the businesses that fail, that make mistakes, that rapidly prototype, that try stuff out and see what doesn't work, they're the ones that move forward faster. Gwenn: And when you have that hard day where things really did fall apart then just go back to the values. Like, "Okay, it fell apart, but I'm suring it up as a value, as a person with values. So, what does that look like?" If you have your values strong and you’re connected to them then when you mess up, if you just go back to that, you'll be fine. Jason: Right. Gwenn: That's how I look at it at least. Jason: That's the foundation. Gwenn: Yeah. Jason: A really strong why and set of values for the business. That's what creates culture in a company. Well, cool. What are some of the questions that property managers ask you that I haven't asked yet? Some of the frequently asked questions, concerns, considerations. Gwenn: The main thing is the role. People are just like, "Okay, everyone's doing VA and I know I should be doing it because I'm just supposed to be more profitable than I am right now, but where the heck do I get started?" Usually, when people ask that, I just tell them because we've been doing this since 2008, how our company is organized because I do feel like we do remote labor as high of a level as you could. You might structure it slightly differently but just to give people an idea because the thing is in people's minds and eyes, they remember virtual assistance. They think, "I need my processes to be perfect. This is someone who can only do route activities, can't think outside the box." All of that is not true. These people from Mexico, can be, if we hire for it, highly educated. We even have some professors on the team. We have some attorneys on the team. Highly-educated people who most certainly are capable of thinking outside the box. Guadalajara, where we source a lot of the people, it's the tech capital of Mexico. When I go to the Christmas Party in Guadalajara, people are speaking Spanish, English, French, Portuguese. It's like an international gathering, like any European city that you'll be at or anything like that. Here's how we're structured. We have 1200 units that we manage. We have three customer service people residing in Mexico who take all the front line calls. We actually call them Solutions Agent instead of Customer Service Agents because they're job is to provide solutions. They don't just read from a script, but they can also talk to tenants about their statement and what it means, what's this maintenance service issue, maintenance charge is for, and help people break a lease, give them information about breaking a lease, changing roommates, tell them if they could have a puppy or not. Actually solve problems that give solutions. They also take all the maintenances services issue and troubleshoot. The great thing is that you don't have a PhoneTree when you call into our office. You just get a person which is a really good customer service. Most property management that I call have a PhoneTree and then you still can't get a hold of everybody. Thinking about what the experiences of an owner calling your main line, and what that feels like, maybe important in many of the markets that people are in. Once someone takes their phone call, any elevated issues will go to the assistant property manager. Let's just take a simple thing, it's not even elevated but like a service issue. We’ll go from customer service agent, we'll take everything from the service issue then it goes to what we call the virgin list, the assistant property manager review that—and we have three of those, by the way, one for each property manager has an assistant who's a true assistant—and they look at all the service issues that come in and decide whether our internal maintenance team can handle it or if it needs to go into a vendor. If it needs to go to a vendor then they're in charge of putting a budget on it, and based on the contract, whatever the owner wants, and then signing it to a vendor and then following up on that. If it goes to our internal team, then another woman in Mexico who's the Maintenance Dispatcher decide whose list it goes on out of the 15 maintenance people that we have. Her job is to manage those guys' schedules and make sure they're busy. Make sure they have work and make sure that they're going to a place that makes sense. Then other people that we have is accounting. We have two people in accounting and collections. They don’t just do accounting but they're also are like, "Why is this maintenance guy going to store three times in a day?" He's like actually analyzing the invoices and saying, "This price doesn't make any sense." We have two people there. We have Applications Underwriter who does the applications in Mexico as well and a marketing person in Mexico. I feel like I'm forgetting somebody. I think that's it. Jason: Anything on the sales BDM side? Gwenn: No. My market, we get a lot of business just coming in the door so we don't have a BDM. We have some sales people that are on a commission basis but we don't have an official BDM role. We actually decided not to get one this year which is weird because sales always pay for itself, but when we look at the numbers in our market, it didn't make sense to get someone at that price point. Instead we’re buying a company in another market and growing that way, but that deal's not totally done yet. Jason: Right. Gwenn: Those are the people that we have in Mexico. Internally, we have a front office lady, a leasing agent, operations manager, a maintenance manager, and right now, we only have two property managers. And then my husband runs the company and puts his finger in everything. That's pretty lean for 1200 units, it's pretty a lean shop. Jason: Yeah, that's really lean. Then you have a pretty decent process documentation, I would imagine as well. Gwenn: We use SweetProcess, where we house our processes and procedures and we’re kind of obsessed with it. We use EOS so we’re using the traction book. We've been doing that for 2 ½ years now and love it. That's how we stay organized and set our goals and priorities and make sure that we don't get lost in the day to day task and know where we’re going on a daily basis. Jason: Yeah. I think every business, eventually, as they evolve, they need a planning system which you had mentioned EOS. Every business also needs a process system, some system for documenting process and leveraging these processes. We use Process Tree internally, which works out really well. Gwenn: And I like Process Tree, but it's more expensive than SweetProcess. It depends on what your needs are, but I would recommend looking at both and determining what's better for your organization. But yeah, I like both those systems a lot. Jason: Every business needs some sort of communication system in the business as well. As a team, we use Basecamp as our communication platform to communicate internally, and then you need a client supporting communication system. A lot of people are using Help Scout or Intercom, or one of these knowledge based support systems. There's probably other systems. I'm forgetting off the top of my head, but business really need all these different systems in place. Once you have these systems in place, it facilitates and enables your team to really do well and communicate and understand where the company is headed and get in alignment with your vision and your goals. It's a big deal. Gwenn: Yes. There's a lot to take on, but again, people don't have to be perfect. Jason: Yeah. Gwenn: Because when you say that it's like, "Oh my god, that's so overwhelming." But it doesn't have to. Jason: One thing at a time. Yeah. Gwenn: One thing at a time, Yeah. Jason: Cool. Cool. Gwenn: That's why I like EOS though because it takes that overwhelming. The, "Oh my god we have 10 million things we have to do this year," and it forces you to say, "Okay. How much energy do we really have and what are the priorities out of my list of million things that I'm going to do in these three months?" It actually helps you get more of that done than you would if you just look at the long list. Jason: Yeah. It has an etymology that's very similar to a lot of business planning systems and most every business planning system has annual objectives, quarterly objectives, monthly, and these things break down and the idea is, "How do you eat an elephant? One bite at a time." Gwenn: Right. Jason: It’s like these elephants, you break them down in a 90 day, 30 days, and then even weekly commitments as a team. But a lot of business don't have any sort of planning system in place, so they're hitting zero objectives because they really don't really have any, and there's no clarity around it. They’re just winging it and the entrepreneur's, they're crazy. Entrepreneurs come into the room and says changes every week, "Hey, guys. I got this great idea." And they lob a grenade in the middle of the room, pull the pin and lob this grenade and walk out. They're excited and pumped out and the team are like, "What are we going to do with this thing?" Having those systems in place can be really helpful especially if you have virtual team members because then it makes a lot of difference for everybody to be on the same page. Gwenn: People, historically, have thought like, "Oh, were going to do all these planning and then we'll tell them later what we planned." But I recommend having the virtual team members in on all of those meetings. Jason: Yeah. Gwenn: Here's one tip that has really helped us. We have the three customer service agents. Every morning at 10 o'clock they meet with the Operations Manager and just say, "Oh, this person is out of the office today. They have a dentist appointment at 2:00 PM and it's whoever's birthday. Our swing thought for the day is people can hear you smile. In the call monitoring, I've noticed that there's not been so much smiling on there, so let's keep that in mind for today. Today's contest for online reviews, we’re still giving $50 certificates to anyone who gets an online review." Whatever you have going on and just touching base for 10 minutes a day makes all the difference for someone whose remote. When you have your weekly EOS meeting, include them and what you're talking about. If they feel included in the process and in your mission, people don't leave. We've had the same employees at Wistar Group for six, eight, I think, is it nine years. I think we have two employees who've been with us for nine years. Jason: Yeah. Gwenn: That's the key to getting the virtual or the remote members totally immersed in your culture. Jason: Yeah. They need to be a part of it, ironically, right? Gwenn: Absolutely. Jason: Yeah. I'm a big proponent of making sure that your team members are involved in outcomes instead of being micromanaged. Give them outcomes and let them innovate and you'll be surprised with what they can come up with. It might not be the way you would do it, it might be better. A lot of times, as entrepreneurs, we think we have it all figured out. We need to tell our team members, "Here are the steps. Do this exactly this way." When it comes to goal setting, goals are outcomes. Assign an outcome to somebody, let them own it, and I think you'll be surprised at the results they can create. Getting your team all involved in it, some of those meetings have been really eye opening for me because I had my set of ideas. I thought this is how the whole world looks and then I went around and asked my team members, "Here's this outcome. What ideas you guys have that can do it?" My graphic designer has a totally different idea than I would have. My head of fulfillment has totally different ideas than I would have. They bring this perspective and all these ideas were really good. I'm like, "Yes. We should do that, maybe not that, that one's great." I think you don't want to be the emperor with no clothes running a company. That's how you do that, is by allowing your team members to have a voice and be involved in the process. Gwenn: I love that. Actually, we teach a version of that on the first day of training. Its form this article that you can get on the internet called Who's Got the Monkey. Jason: Okay. Gwen: It's the number one reprinted article from the Harvard Business Review of all time. I only came across it out of massive failure years ago. Where I took my team members out to lunch and I thought they would tell me how much they love their job and they were like, "No! We don't love it. You guys never listen to us." I was like, "What?" They're like, "Yeah. We don't even bring up ideas to you anymore because you are never going to listen to them anyway." I was like, "Oh my god. This is terrible." I found the article on the internet and we came and have a change management process. We asked our team members to own their ideas. The first steps are people come to meeting and say, "Hey, not all ideas are good ideas, but here's my idea." That allows people to save face and be vulnerable and say what they're afraid to say in the meeting. Then they have to bring everything to the meeting—the subsequent meetings—to move the idea forward... Jason: Yeah. Gwenn: ...so that the decision maker can just say yay or nay. Sometimes, there's a little homework on the decision maker’s part, but we try to make it as minimal as possible. I take it from sale, in sales people are always eternally optimistic and they think everything's going to close. My way of determining if it's going to actually close or not is, "Is your name on the prospect’s calendar for another meeting? If it's not, then your deal is dead." Just black and white. Jason: Yeah. Gwenn: If it's not there, you can revive it, but you better get a meeting out there. Same thing with ideas, "If your name in this meeting is not on anyone else's calendar, your idea’s dead." Just know that because when people feel badly about their job, when they get vulnerable, they say it and their manager is like, "Oh, that's a great idea," and then they wait three months and nothing happens to it, that really hurts morale. Giving them the honest, "Hey, it’s not moving forward if there's not a meeting" Jason: Yeah. Gwenn: And having them own that helps give them agency over their idea. Jason: Yeah, I love it. Cool. Let's wrap this up, Gwenn. I think this has been really helpful. I think we talked about some really cool ideas. I think, hopefully, some listeners are a little bit more open to having some team members that are not sitting in their physical office. How can people get in touch with you if they are interested in learning more? Gwenn: Well, I'm on Facebook. If you want to send me a message at Gwenn W. Aspen, I'd love to meet you there. Additionally, we have a website anequim.net and you can fill out a form, we'll get right back to you there, or you can email me at gaspen@anequim.net. But we love to help people, and like I said, if you just want to bounce ideas off whether this is a good idea or not, we can talk about your specific situation. Jason: Awesome. Gwenn, thank you so much for coming into this show. Gwenn: Thank you, Jason. It's been so fun. I really appreciate you having me. Jason: Alright. We'll let you go now. Alright. Bye, Gwenn. Gwenn: Bye. Jason: So, there you have it. Check them out at anequim.net. For those that are listening for the first time or checking us out, we really appreciate you subscribing. If you’re listening on YouTube or watching on YouTube or listening on iTunes, we would appreciate—if you are on iTunes—you give us your feedback. We would love to hear your real and raw feedback. Again, give us a review on there. It will be really helpful especially if you liked the show. We would love that, that gets us excited. Then make sure you get inside our community which is doorgrowclub.com. This is a Facebook group where you get to hang out with other property management entrepreneurs, all the Door Grow Hackers, connect with us, and see future episodes. We livestream these episodes into that group so you won't miss a beat. Check us out there at doorgrowclub.com. If you are interested in growing your business then reach out to us doorgrow.com. We would love to help you and see if we can help you grow your business. Until next time everybody, to our mutual growth.

Organifi Quah! In this episode of Quah, sponsored by Organifi (organifi.com/mindpump, code "mindpump" for 20% off), Sal, Adam & Justin answer Pump Head questions about if it possible to achieve the same physical AND cognitive benefits of lifting weights by using only bodyweight exercises, if children can be predisposed to being overweight based on genetics and if their parents, grandparents, etc. are overweight as well, their reactions if their significant other wanted to get off hormonal birth control and what 'roid rage is.  A GAME CHANGER when it comes to overall eye health for the modern day lifestyle, Felix Gray. (4:13) The scary outlook for the future. AI tools will make it easy to create fake porn of just about anybody. (10:03) Vegans Want Animal Crackers Banned Because They ‘Make Humans Feel Superior.' (14:43) Progressing unilateral exercises to gain overall BETTER strength! (18:36) What exercises do they suck at? (22:15) How your body is always limited by your weakest link. (24:00) The #1 form of exercise EVERYONE should be doing to carry over to ANY pursuit. (27:30) Organifi: Keeping the guys of Mind Pump regular while on the road. (31:17) Radical Honesty…not all highly productive people have a morning routine. (33:17) How certain companies simply know how to market to their audience & the future of advertising. (39:40) #Quah question #1 - Is it possible to achieve the same physical AND cognitive benefits of lifting weights by using only bodyweight exercises? (42:54) #Quah question #2 – I have read that children can be predisposed to being overweight based on genetics and if their parents, grandparents, etc. are overweight as well. Is this true? Thoughts? (52:57) #Quah question #3 – How would you react to your significant other wanting to get off hormonal birth control? (1:00:22) #Quah question #4 – What exactly is roid rage? (1:06:10) People Mentioned: Chris Kresser M.S., L.Ac. (@chriskresser)  Instagram Joel Kahn (@drjkahn) Instagram Dr. Jordan Shallow D.C (@the_muscle_doc)  Instagram Robb Wolf (@dasrobbwolf)  Instagram Links/Products Mentioned: Felix Gray **FREE Shipping & FREE Returns** Organifi **Code “mindpump” for 20% off** AI used to face-swap Hollywood stars into pornography films Vegans Want Animal Crackers Banned Because They ‘Make Humans Feel Superior' Joe Rogan Experience #1175 - Chris Kresser & Dr. Joel Kahn MAPS Fitness Products First, Break All the Rules: What the World's Greatest Managers Do Differently - Book by Marcus Buckingham Jack in the Box - Jack's Teriyaki Bowls - “Jack's Bowls” Birth Control Pills Affect Women's Taste in Men Get our newest program, MAPS Strong, an expertly programmed and phased strongman inspired training program designed in collaboration with World's Strongest Man competitor Robert Oberst to trigger new muscle building adaptations and get you STRONG.  Get it at www.mapsstrong.com! Get MAPS Prime, MAPS Anywhere, MAPS Anabolic, MAPS Performance, MAPS Aesthetic, the Butt Builder Blueprint, the Sexy Athlete Mod AND KB4A (The MAPS Super Bundle) packaged together at a substantial DISCOUNT at www.mindpumpmedia.com. Also check out Thrive Market! Thrive Market makes purchasing organic, non-GMO affordable. With prices up to 50% off retail, Thrive Market blows away most conventional, non-organic foods. PLUS, they offer a NO RISK way to get started which includes: One FREE month's membership $20 Off your first three purchases of $49 or more (That's $60 off total!) Free shipping on orders of $49 or more How can you go wrong with this offer? To take advantage of this offer go to www.thrivemarket.com/mindpump You insure your car but do you insure YOU? If you don't, and you are the primary breadwinner, you will likely leave your loved ones facing hardship and struggle if you die (harsh reality). Perhaps you think life insurance is expensive, but if you are fit and healthy, you can qualify for approved rates that are truly inexpensive and affordable.  To find out if you qualify for the best rates in the industry, go get a quote at www.HealthIQ.com/mindpump  Would you like to be coached by Sal, Adam & Justin? You can get 30 days of virtual coaching from them for FREE at www.mindpumpmedia.com. Make EVERY workout better with MAPS Prime, the only pre-workout you need… it is now available at mindpumpmedia.com Have Sal, Adam & Justin personally train you via video instruction on our YouTube channel, Mind Pump TV. Be sure to Subscribe for updates. Go to foursigmatic.com/mindpump and use the discount code “mindpump” for 15% off of your first order of health & energy boosting mushroom products. Add to the incredible brain enhancing effect of Kimera Koffee with www.brain.fm/mindpump  10 Free sessions! Music for the brain for incredible focus, sleep and naps! Also includes 20% if you purchase! Please subscribe, rate and review this show! Each week our favorite reviewers are announced on the show and sent Mind Pump T-shirts! Have questions for Mind Pump? Each Monday on Instagram (@mindpumpmedia) look for the QUAH post and input your question there. (Sal, Adam & Justin will answer as many questions as they can)

Megan Roddie discusses being a High functioning Autistic, and we discuss how company and management can take advantage of the unique abilities of those with high functioning autism. Direct Link:  http://traffic.libsyn.com/brakeingsecurity/2018-011.mp3   Matt Miller's Assembly and Reverse Engineering Class: Still can sign up! The syllabus is here:  https://drive.google.com/open?id=1alsTUhGwAAnR6BA27gGo3OdjEHFnq2wtQsynPfeWzd0     SHOW NOTES:   Link to Megan’s slides  Megan Roddie (@megan_roddie Diversity - Why managers should strive for diverse teams - First, Break All the Rules: What the World's Greatest Managers Do Differently Strengths - hire people based on their strengths, not their weaknesses (see StrengthsFinder 2.0) regarding Grant and Lee Megan: 1. Achiever, 2. Learner, 3. Intellection, 4. Focus, 5. Harmony Bryan:  Learner, Ideation, Futuristic, Significance, Focus Amanda: Restorative, Learner, Input, Ideation, Focus Brian: Maximizer, Learner, Responsibility, Individualization, Belief Scores Weaknesses - weaknesses are made irrelevant by the strengths of others.  If one employee has a weakness, you can hire someone who has great strength in that area. Sports teams quote (Slide 6) What is it? (vs. neurotypical) What are weaknesses of HFAs? What are strengths of HFAs? (Slides 17 - 22) HFA One-on-one time is the SINGLE most effective management tool, works with HFAs and neurotypicals alike → guide Examples (Slide 28) Pants Introductions (vendor meet at BSides example) Some (most?) neurotypicals get offended How to manage or work with HFAs Tips (slides 32-34) Structure and Routine → Productivity Clarity → Thorough Work Patience and Understanding → Dedicated & Passionate Employee Needs     #Spotify: https://brakesec.com/spotifyBDS #RSS: https://brakesec.com/BrakesecRSS #Youtube Channel:  http://www.youtube.com/c/BDSPodcast #iTunes Store Link: https://brakesec.com/BDSiTunes #Google Play Store: https://brakesec.com/BDS-GooglePlay Our main site:  https://brakesec.com/bdswebsite   Join our #Slack Channel! Email us at bds.podcast@gmail.com or DM us on Twitter @brakesec #iHeartRadio App:  https://brakesec.com/iHeartBrakesec #SoundCloud: https://brakesec.com/SoundcloudBrakesec Comments, Questions, Feedback: bds.podcast@gmail.com Support Brakeing Down Security Podcast by using our #Paypal: https://brakesec.com/PaypalBDS OR our #Patreon https://brakesec.com/BDSPatreon #Twitter: @brakesec @boettcherpwned @bryanbrake @infosystir #Player.FM : https://brakesec.com/BDS-PlayerFM #Stitcher Network: https://brakesec.com/BrakeSecStitcher #TuneIn Radio App: https://brakesec.com/TuneInBrakesec

Laura caused a minor fender bender and ran into someone wound a little too tight... A guy gave his girlfriend a crazy list of rules for Girls Night Out... Do you have "Rules"? What's your could've been rich story? Brian was one digit away from $23 Million... And which would you rather have... more vacation or more money?

This week we discuss mentorship, searching for an elephant with a flashlight and eating glass while staring into the abyss. Tom Sherman, Exclusive Memory #9 https://www.youtube.com/watch?v=I3YpYWtoM4g Ai Wei Wei teaches at Universität der Künste Berlin https://www.udk-berlin.de/service/presse-kommunikation-der-universitaet-der-kuenste-berlin/pressemitteilungen/pressemitteilungen-2015/chinese-artist-ai-weiwei-to-assume-einstein-professorship-at-the-berlin-university-of-the-arts/ Apple Park (Apple’s new headquarters) https://9to5mac.com/guides/apple-park/ Second City Comedy Studies http://www.comedystudies.com/index.php Upright Citizens Brigade (not fireman’s brigade!) https://ucbtheatre.com/ Vito Acconci, Seedbed (1972) https://www.moma.org/collection/works/109933 Susan Schelle (Jeremy’s first art teacher) http://susanschelle.ca/ First Break All the Rules: What the Worlds Greatest Managers Do Differently http://www.gallup.com/press/176069/first-break-rules-world-greatest-managers-differently.aspx The Slade (Where Kristen went to school) http://www.ucl.ac.uk/slade NYU Tandon (Where Jeremy taught a class on AR) http://engineering.nyu.edu/ Colin Campbell (Jeremy’s first mentor) https://www.youtube.com/watch?v=oKEzRWgih78 California’s multimillion-dollar online education flop is another blow for MOOCs https://www.google.ca/search?q=udacity&rlz=1C5CHFA_enCA727CA728&oq=udacity&aqs=chrome..69i57.6380j0j4&sourceid=chrome&ie=UTF-8#q=udacity+california+failure Miltos Manetas (Rafael’s first mentor) http://timeline.manetas.com/ Books by Stanislaw Lem https://en.wikipedia.org/wiki/List_of_works_by_Stanis%C5%82aw_Lem_and_their_adaptations Elon Musk on eating glass while staring into the abyss https://www.youtube.com/watch?v=yZlHbjxtECg The Innovator’s Dilemma, Clayton Christensen http://www.claytonchristensen.com/books/the-innovators-dilemma/ The Elephant and the Blind Men https://www.jainworld.com/literature/story25.htm 100,000 Followers for Everyone, Constant Dullaart and DIS http://dismagazine.com/dystopia/67039/constant-dullaart-100000-followers-for-everyone/ David Lynch on Twitter https://twitter.com/david_lynch Bill Cunningham, legendary New York Times street fashion photographer https://www.youtube.com/watch?v=NYqiLJBXbss

Do you think signing bigger paychecks will give you more happy employees? It might, but only for about seven percent of them. In this episode, we talk about what makes employees happy – what motivates them to go the extra mile. And it's got little to do with money and some of the other things you probably expect. From a study written in 2014, here are nine top motivators and the percentage of employees who listed each as their first choice: Camaraderie, peer motivation: 20% Intrinsic desire to do a good job: 17% Feeling encouraged/recognized: 13% Having a real impact: 10% Growing professionally: 8% Meeting client/customer needs: 8% Money and benefits: 7% Positive supervisor and senior management: 4% Belief in the company or product: 4% Looking at this list, we figured out one theme that ties almost half of the bullets together. If you want happy employees, you need to understand the insight we discuss on the podcast. It will increase your employee satisfaction and your bottom line. Beyond that awesome insight, we dive into each of these nine categories to help you figure out how to make your business stronger. Let's face it: everyone who has employees is performing a balancing act. In this episode, you'll learn how to balance better so those employees stay happier. Happy employees increase your bottom line. Want to make them happier? Via @RustyLionAcad (Tweet this!) Click play on the player above to get started. Listen to this episode to hear Bill and I talk about making happy employees and more: The top factor that drives employees to go the extra mile (It ain't money.) The best advice I ever got to improve the way I do things. Why Bill left the Army when the Army left Vietnam (HINT: He wasn't a happy employee) The reason your payroll dollars aren't giving you a return. “Venom” created by employees who aren't motivated. The reasons you should learn to talk to unmotivated employees. Simple tactics to build camaraderie on your team (and motivation). Ways to build up employees' intrinsic desire to do a good job. A major reason people quit their jobs. (Pay attention, boss!) Books and resources that can help you make your employees happier: “It's Your Ship,” by D. Michael Abrashoff “First, Break All the Rules: What the World's Greatest Managers Do Differently,” by Gallup Press and James K. Harter “Crucial Conversations Tools for Talking When Stakes Are High,” by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler “The New One Minute Manager,” by Ken Blanchard and M.D. Johnson Spencer Do this next to make your employees happier: Your employees need you to operate at your highest level. Problem is, you may feel it's impossible to unlock all your potential, especially if you still want to have time for a personal life. We care about your potential and your freedom, and for that reason we want to give you a free 30-minute Freedom Breakthrough Session. In your free video call, you'll find yourself face-to-face with Bill or me, Robert. We'll guide you toward unlocking your potential while freeing yourself up for the most important relationships in your life. Click here to get started.

I’m very excited about this week’s podcast because it is different any of my previous podcasts. My guest is Marcus Buckingham, the New York Times best-selling author of First, Break All the Rules: What the World's Greatest Managers Do Differently; Now, Discover Your Strengths, and the recently released StandOut. Marcus is also the founder of The Marcus Buckingham Company, which is a human capital management software and education company. Marcus states that most organizations actually are not ready for the future of work. His rationale being that we still measure things in very antiquated ways, particularly around performance management and talent management. We spend an insightful and engaging conversation on this topic including the inner workings of how ratings and reviews work within organizations, the problems, challenges and solutions. We talk about the trends causing the need for change, why measurement is so ineffective today, competency models and more. Marcus shares the four key questions he believes organizations need to ask regarding evaluating performance, and explains why performance coaching and performance evaluation are two completely different processes. We also get Marcus’ insights about engagement and happiness, his advice to organizations on preparing for the future of work, and what employees can do. Don’t miss this fascinating and unique opportunity to listen to Marcus Buckingham on why most organizations are not ready for the future of work! (Music by Ronald Jenkees)

Episode 38: The Rules   What are the rules an artist needs to follow to get the job done? What are the rules that must be consistently and fiercely broken? Lindsay talks about some of the rules that other writers have shared with the world and what she considers to be her own personal rules for writing. Show Notes Send us your photos! Subscribe to The Theatrefolk Podcast On iTunes. On Stitcher. Episode Transcript Welcome to TFP, the Theatrefolk podcast. I am Lindsay Price, resident playwright for Theatrefolk. Hello, I hope you're well. Thanks for listening. Today we're talking rules. But first, let's do some THEATREFOLK NEWS. Photo call! We want your pictures. If you've done one of our plays, we want to see what you've done and how you've done it. First, I never get to see all of the productions of my plays because they're flung far and wide and seeing my show in a series of pictures just brings me right into the world of the production. I love it. Also, we want to show you off. We want to showcase your pictures on our blog and on our website. I love seeing how different productions interpret the same play. Further to that, pictures are such a great tool for those who are looking at a script and trying to visualize a certain point if they can read the scene and see that moment in a picture, well that's like cake and candy all at the same time. So please, please send us your production photos. You can email them to tfolk@theatrefolk.com. Tell us what we're looking at and let us know that we can use them online. Lastly, where oh where can you find this podcast? We post new episodes every Wednesday at theatrefolk.com and our Facebook page and Twitter. You can also find us on the stitcher app, AND you can subscribe to TFP on iTunes. All you have to do is search on the word Theatrefolk. Episode Thirty-Eight: The Rules I did a blog post recently. I'm doing a lot of blog posts recently because I am stock piling them because I'm going to England and there are no blogging elves that live in my computer and take care of these things. I'm going away. Okay, blogging elves keep things going. See you in two weeks! That would be really lovely. Something I often say and it's the only thing that I, dislike is not the right word, unsettles me, that gives me tension. It's the other thing about being self-employed and wishing I had a 9 to 5 job is that if I had one of those, I could leave the job on Friday and not think about it ‘til Monday. And then if I had one of those and I went away, somebody else, that mind of work would cover things. They would be a temp or a substitute or something. But when you're self-employed, the only time that work happens is when you do it. And you can really fall into a trap of working all the time. Poor dipole! It's Sunday and what am I doing? I'm recording a podcast. There really isn't such a thing as a weekend. But then again, this is not coal mining. It's not really work, it's love. And at the heart of it, I know how to get things done so that I'm not falling into the hamster wheel traps of always, always, always working. You just, you don't think about the big picture about the vast number of things that need to be done. I think about the small picture: one blog post at a time plodding along, one day at a time; one podcast at a time, yes that's what we're doing here, right? So this podcast came out of a blog post that I wrote for the stock pile for England. And it was a post about writer's rules. Not the golden rule, not the Ten Commandments kind of rule, but a collection of so called guidelines that are good to live by to make writing happen. And that's really the only reason to have rules, if they're going to help, if they're going to guide you forward and make writing happen. Rules that hem you in, that trap you to keep that going, it's meaningless. So in that particular blog post, stock pile England, I talked about the writing rules for that Kurt Vonneg...