Podcast appearances and mentions of Russell Reynolds Associates

Born in France almost 50 years ago, Decathlon has grown into the world's largest sporting goods retailer with over 1,700 stores in more than 70 countries. On today's episode of Redefiners, Simon Kingston is joined by our new co-host, Marla Oates, as they sit down with former CEO of Decathlon Barbara Martin Coppola. Barbara takes us through her globe-hopping journey in leadership roles across several industries, including technology, home furnishings, food delivery, and consumer electronics before she came to the CEO role at Decathlon. She talks about the need for a clear North Star to enable transformation, creating a culture of innovation, driving a circular product strategy, and redefining Decathlon's customer experience in-store and online. Plus, as a member of the board of directors at INSEAD, she shares her insights on how educational institutions' next generation leaders need to redefine what skills will be needed in a rapidly changing world. We'll also hear from Pam Fitzpatrick, Global Head of Sustainability at Russell Reynolds Associates. Pam will discuss key insights from our 2024 Sustainability Report and the commitments we've made as a firm. Four things you'll learn from this episode: How a North Star and guiding purpose can shape overall business strategy and leadership development How to build a culture of innovation while maintaining a clear vision of quarterly, annual, and longer-term goals How a circular product strategy impacts product life cycle from design and distribution through end of life How educational institutions and young people need to redefine the skills needed in a rapidly changing world If you enjoyed this episode, you might also like these Redefiners episodes: Paws, Purpose & Profit: A Conversation with Pets at Home CEO Lyssa McGowan Leadership Lounge: Beyond Handshakes – How to Build Trust and Transform Executive Team Performance Unpacking Leadership Lessons with Marriott International President and CEO Tony Capuano Leadership Lounge: What do top-performing teams have in common? Outwork the Competition: Jordan Brand's Winning Strategy with President Sarah Mensah Leadership Lounge: How to develop your personal leadership brand

From cyber threats and regulatory shake-ups to reputational landmines and climate risks, organisations are facing a complex web of challenges that demand more than traditional risk management. But how exactly is the role of a Chief Risk Officer evolving? And what does it reveal about the future of business? Ashley Wallace, Managing Director, Head of Financial Services, Asia Pacific at Russell Reynolds Associates joins the Breakfast Show to discuss how CROs are driving enterprise-wide resilience, influencing C-suite strategy, and preparing organisations for what’s next.See omnystudio.com/listener for privacy information.

As the Global Head of Technology Officers Practice at Russell Reynolds Associates, you've guided companies through significant leadership transitions. What are the most notable shifts you've seen in the role of top tech executives over the past decade, and how are organizations adapting to these changes? You've led searches for pivotal roles, such as CIOs and chief inclusion officers, across diverse industries. What key qualities or traits do you prioritize when identifying candidates for these high-stakes positions? Your involvement in initiatives like the Information Technology Senior Management Forum and education-focused boards highlights your commitment to developing the next generation of leaders. What do you see as the biggest opportunities and challenges in building a robust pipeline of tech executives? Based in Atlanta, a city experiencing tremendous growth in tech and business, how do you see the region shaping the future of technology leadership and innovation? What role do you think Atlanta plays in the broader tech ecosystem?  With your extensive experience and insights into leadership, technology, and community development, what are you most excited about for the future—whether in tech, leadership, or beyond?

Today's board directors operate in a complex business landscape, balancing strategic guidance, technological innovation, and heightened governance expectations. They must provide critical leadership while navigating rapid change and increasing stakeholder scrutiny. So, as an executive, do you have what it takes to thrive in a board role? And how can you maximize your impact once you're there?In this episode of Leadership Lounge, we talk to some of our trusted advisors—Maggie Benkert, Edward Mason, and Rusty O'Kelley—who share their perspectives on: How to evaluate whether a board opportunity is the right fit What board chairs are looking for in new directors The behaviors that set exceptional board directors apart How to build effective relationships with fellow board members "I advise clients and candidates to be really selective about taking a board role. You want to find an opportunity where you can add considerable value, but it's also developmental or stretching for you, and helps support you in your career." Ed Mason, Leadership Advisor, Russell Reynolds Associates. Four things you'll learn from this episode:Be strategic and selective when pursuing board opportunities. Ensures it aligns with your career goals, skills, and values. Board selection committees value ‘T-shaped' leaders who bring both breadth across strategic decision-making and depth in specialized focus areas. The most effective board directors demonstrate five key behaviors: sound judgment, constructive engagement, integrity, asking the right questions, and bringing independent perspectives. Don't underestimate the importance of building strong connections with fellow board members. Small gestures can make a big difference. In this episode, we will cover: What questions executives should ask themselves before pursuing board opportunities. Three key things boards look for when appointing new directors. The importance of speaking the language of governance rather than management during board interviews. Practical strategies for building relationships with fellow board members. How to maximize your contribution and stay effective throughout your board tenure. A closer look at the research from this episode: 2025 Board Culture and Director Behavior Study, Russell Reynolds Associates

We explore how family enterprise leaders can strike the right balance between preserving their organization's legacy and adapting to an evolving business landscape. How can family enterprise leaders stay ahead in a fast-changing world? Family enterprises are the backbone of economies worldwide, but their leaders face an increasingly critical challenge: how to preserve their organizations' legacies in a fast-changing world. What makes some family enterprises thrive across generations while others struggle to adapt? How can leaders maintain what made their organization successful while meeting the demands of a new business landscape? And what skills will the next generation of family enterprise leaders need to navigate an increasingly complex future? In this episode of Leadership Lounge, we talk to some of our trusted advisors—Justus O'Brien, Anupama Puranik, Diego Esteban, and Peter Gramkov—who share their perspectives on: How successful family enterprises maintain their core values while adapting to market changes Why engaging the next generation is critical for innovation and growth How to navigate tension during periods of transformation What skills future family enterprise leaders will need to thrive "One key skill that leaders need is emotional intelligence. You need to understand what is going on in the family. You need to understand the values. But it's super important not only to understand potentially one generation, but several generations.” Peter Gramkov, Leadership Advisor, Russell Reynolds Associates. Four things you'll learn from this episode Values and traditions are the heart of every family enterprise. Next-generation leaders must understand the importance of carrying them forward. Keeping pace with transformation can be the difference between whether a family enterprise can endure across generations—or not. The most successful family enterprises approach succession proactively rather than in reaction to a leadership departure or crisis. Exceptional family enterprise leaders combine strong business acumen with emotional intelligence, active listening, and the confidence to challenge constructively. In this 17-minute episode, we will cover: (00:01:31) How successful family enterprises balance preservation and progress (00:06:06) The role of independent board directors in driving change (00:09:23) How to create personalized development paths for future leaders (00:12:20) Why active listening skills are critical for transformation (00:13:47) What the future holds for family enterprises globally A closer look at the research from this episode: Family Enterprise Advisory Global Leadership Monitor H1 2024 Listen now on Apple, Spotify, and YouTube.

Artificial Intelligence (AI) is a key topic in C-suite and board room discussions these days; one with the potential to redefine or at least impact every aspect of business and society. Leaders around the world and across industries are racing to figure out how to best implement the technology to gain efficiencies, increase productivity, and ultimately grow their business. Today, Hoda and Simon talk with serial entrepreneur and Coveo Chairman and CEO Louis Têtu to help shed some light on how leaders can harness the power of AI in their business. With more than 25 years in the tech industry, Louis shares his perspectives on how leaders can take advantage of AI transformation and what mistakes to look out for. He'll talk about the importance of AI ethics, and how leaders can navigate the culture change that AI brings to an organization. He'll also share how AI and GenAI can create better experiences for their customers and employees. And as someone who's worked with and served on several boards, he'll talk about what goes into building a successful board and the power of optimism. We'll also hear from Harpreet Khurana, Chief Digital and Data Analytics Officer at RRA. Harpreet will outline the risk when organizations don't use AI ethically and sets out RRA's people-first approach to responsible AI. Read more about our RRA's Responsible AI Principles. Four things you'll learn from this episode: How leaders can leverage AI in their organizations and how that might impact how they lead their teams What leaders need to keep in mind when it comes to AI ethics and culture change What goes into building a successful board Leadership tips on building a successful company If you enjoyed this episode, you might also like these Redefiners episodes: Talking Transformational Leadership with RRA's CEO Constantine Alexandrakis Exploring the Art of Possible with Google and Alphabet President and Chief Investment Officer Ruth Porat Leadership Lounge: Unleashing AI's potential: Are you ready to lead the charge? Driving Transformation with Volvo Cars President and CEO Jim Rowan Leadership Lounge: How can leaders succeed in a Gen-AI-driven world? A Front Row Seat to the AI Revolution with Microsoft Vice Chair and President Brad Smith – Part 1 and Part 2

In today's fast-paced, competitive business landscape, hiring and developing future-ready, transformational C-suite leaders is critical to organizational success. Making the wrong hiring decision can often lead to higher costs, damage to workplace culture, or worse. So what are the key things to keep in mind as you think about the leaders who can help take your organization to the next level? In our first episode of Season 5, Simon sits down with Russell Reynolds Associates' own CEO, Constantine Alexandrakis, to talk about what to look for in transformational C-suite leaders and how to use leadership assessment tools – like RRA's Leadership Portrait – to find them. He'll reveal how to take the next step in building transformational teams and what makes them successful. He'll also share tips from his own CEO journey and the steps he took to prepare for that transition to nail his first year in the role. We'll also hear from Erin Zolna, a leadership advisor in our New York office, who will outline our latest research on the skills that leaders need in a fast-changing world. Four things you'll learn from this episode: How to start well when stepping into a new CEO role How to assess transformational leaders and why it's important before they take on leadership roles What makes transformational teams different and how they operate What C-suite leaders are thinking about AI and the top challenges they're facing If you enjoyed this episode, you might also like these Redefiners episodes: Exploring the Art of Possible with Google and Alphabet President and Chief Investment Officer Ruth Porat Leadership Lounge: How to Future-Proof Your Leadership Talking Tough Decisions with TCW President and CEO Katie Koch Leadership Lounge: How to nail your first year as CEO Unpacking Leadership Lessons with Marriott International President and CEO Tony Capuano

Leaders have to make tough decisions and overcome adversity, often navigating through uncertainty and challenges along their leadership journeys. In this final episode of 2024, we'll take a look back at the conversations we've had with the incredible leaders who joined us on Redefiners this past season to share their leadership stories and insights. Hoda and Simon dig into the Season 4 archives to highlight how guests have led, and in some cases redefined, their organizations in an unprecedented year of change. Topics include AI and tech transformation, CEO transitions, geopolitical uncertainty and national elections, boards, climate change and sustainability, and more. And continuing our end of year holiday tradition, Hoda and Simon put themselves in our guests' shoes to answer some fun end of year rapid fire questions. Redefiners will return with more conversations with global leaders in January 2025, so be sure to follow and subscribe to the podcast so you don't miss an episode! In the meantime, you can listen to and watch all Redefiners episodes at https://www.russellreynolds.com/en/insights/podcasts/redefiners or wherever you get your podcasts. Happy holidays!

Change is something all leaders deal with at various points in their careers. Whether it's technological change, organizational change, or perhaps even changing careers or industries. Our guest today has managed through all of that change and more. In today's episode, Clarke and Hoda talk with Ruth Porat, President and Chief Investment Officer at Alphabet and Google. Ruth shares her story of career change, transitioning from her long-time role as CFO at both Morgan Stanley and Google to leading investments and philanthropic efforts at Google. Through it all, she talks about how she's led through both business and personal change and uncertainty – including the financial meltdown in 2007-2008 when she was with Morgan Stanley, the fast-paced change that comes with technology transformation at Google, as well as her own personal battle with cancer. She'll also talk about the promise of AI, especially in science, healthcare, education, climate, and other key areas. We'll also hear from Robert Voth, a Managing Director in our Chicago office, who will discuss the critical challenge of CEO succession facing banking leadership today.  Four things you'll learn from this episode: How to lead through uncertainty and change What steps leaders can take to ensure they're preparing their organizations and people for the changes AI will bring What skills organizations should look for when it comes to finding technology and AI-enabled leaders How to consider future-looking investment swings when there's no guarantee they'll pay off If you enjoyed this episode, you might also like these Redefiners episodes: Science Fiction to Science Fact: A Conversation with Sanofi CEO Paul Hudson Reimagining Patient Care: A Conversation with Healthcare Innovator Ashley McEvoy Trust Your Gut: AXA's Thomas Buberl Talks Transformation and Reinvention Talking Tough Decisions with TCW President and CEO Katie Koch From Server to COO: Kat Cole's Journey to the Top

We share how leaders can master the art of giving and receiving regular, effective feedback—and the benefits when they get it right. As the end of the year draws closer, you're likely reflecting on your team's performance—and how to give feedback that helps your leaders develop and improve. But, these types of conversations aren't always easy to navigate. So, what skills are important to hone when giving feedback? And what are some of the common pitfalls you may encounter when having these honest conversations?    But it's not just about giving feedback. It's also important that you're getting the feedback you need to develop. So, how can you encourage honest, upward feedback? And what benefits will you see when you act on it? In this episode of Leadership Lounge, we talk to some of our trusted advisors—Dee Fitzgerald, David Lange, and Silvia Lago—who share their perspectives on: How to give actionable upward feedback What to do when someone disagrees with you during a feedback session The skills required to receive feedback effectively How leaders can create a feedback-rich culture. “If the direct report feels like there's an environment of psychological safety…upward feedback actually becomes something that a direct report will offer regularly and proactively to their leaders.” David Lange, Leadership Advisor, Russell Reynolds Associates. Listen now on Apple, Spotify, and YouTube. Four things you'll learn from this episode Effective feedback focuses on specific behaviors, not personality. Frame feedback constructively to enable growth and development, avoiding subjective or contradictory comments. Creating a culture of psychological safety is essential for encouraging honest, upward feedback, which requires leaders to actively solicit input at all levels. It's important to hone key skills, including actively listening to feedback, asking clarifying questions, and approaching it as a collaborative dialogue, rather than defensively. Integrating feedback into regular interactions, rather than relying on annual reviews, and seeking diverse perspectives through mentors or team debriefs, helps leaders continuously grow and innovate. In this 17 minute episode, we will cover: (1:32) How leaders can frame their feedback to ensure it's delivered effectively. (3:09) Why it's critical feedback is a two-way conversation. (5:06) What's at the root of all effective upward feedback. (7:18) The two key ways CEOs can generate constructive, unfiltered feedback. (9:53) Why nothing should come as a surprise at an end-of-year review. (10:33) Why active listening is such an important trait for leaders receiving feedback. A closer look at the research from this episode: Walk the Talk: Inclusive Leadership Development Moves the Needle On DE&I | Russell Reynolds Associates Listen now on Apple, Spotify, and YouTube.

How many times have you heard that career paths in PR and Communications are full of options and opportunities? Maybe that's true when you're just getting started, but for many of us, as we progress in our careers, we start to notice fences and guardrails rising ever higher as the path itself becomes narrow and steep. What does it take to jump the fence or take it down? Or are we in a communications cage? In this episode of The Trending Communicator, host Dan Nestle connects with corporate communications executive Emily York, a communications veteran whose journey spans journalism, agency work, consulting, and senior leadership roles at global companies. Emily shares her experiences transitioning from a corporate role at Beam Suntory (now Suntory Global Spirits) to starting her own consultancy and ultimately leading global communications at executive search powerhouse Russell Reynolds Associates. Together, they discuss the challenges and opportunities that come with career transitions, the evolving nature of the communications profession, and the critical role of soft skills and strategic thinking in an AI-driven future. Emily and Dan discuss approaches and attitudes toward navigating career changes, the importance of staying curious and adaptable, and how to leverage relationships and trust to thrive in ambiguous environments. They also explore the impact of technology on the communications landscape and the need for communicators to stay ahead of trends, from AI to media consumption habits. Whether you're contemplating a career shift or seeking to enhance your strategic communication skills, this episode offers valuable insights and practical advice from two industry experts. Tune in to discover how to embrace change, build meaningful connections, and position yourself for success in the ever-evolving world of communications.   Listen in and hear about... The evolving role of communications professionals in a dynamic and uncertain marketplace. Insights into the importance of soft skills and relationship-building in the age of AI and technology. Strategies for staying engaged and inspired in a communications role, even when facing routine or challenges. The significance of understanding media consumption trends and adapting communication strategies accordingly. Navigating career transitions and the value of networking and continuous learning in professional growth.   Notable Quotes On the Role of Communications: "Comms and marketing have always been two facets of the same diamond. So when I think about the comms profession and my career within it, I think that's been a differentiator." — Dan Nestle [00:00 - 00:30] On the Nature of Corporate Jobs: "Corporate job seems like a corporate job. And aren't they all the same? And you're asked to do similar things, but they're really different." — Emily York [08:01 - 09:56] On Career Growth: "You have to figure out how to right size, either the load or the directions your brain are going in and how deep you can go when you're spreading out." — Emily York [11:27 - 13:17] On Career Development: "People who have so excelled in their career across all the areas of comms and developed really deep relationships with partners, whether that is your vendors or your executives. And you develop this really strategic thought partnership type relationships where those people can then see the value of you in other areas of the business." — Emily York [19:21 - 20:29] On Embracing Change: "Sometimes you can have loved a job and a place so much that you can be aware of both things and still not be fully committed to leaving." — Emily York [25:44 - 27:01] On the Importance of Soft Skills: "The contributions that we humans are going to be able to make are really in the soft skills and how we make people feel and how we sell those ideas and how we think strategically and pull things together and bring groups of people together and solve problems." — Emily York [46:26 - 47:38] On the Future of Work: "The future is ambiguous and it's going to be an increasingly important skill and agility. So adapting in those situations and trying to thrive in those situations." — Emily York [1:05:59 - 1:06:44]   Resources and Links Dan Nestle Inquisitive Communications | Website The Trending Communicator | Website Communications Trends from Trending Communicators | Dan Nestle's Substack Dan Nestle | LinkedIn Dan Nestle | Twitter Emily York Emily York | LinkedIn   Timestamped key moments from this episode (as generated by Fireflies.ai)

It's never been more important to get your personal leadership brand right as a leader. But, it isn't easy to concisely articulate what you want to be known for and what your unique value proposition is. So, what is a personal leadership brand and how can you begin crafting it? How can you activate your leadership brand in the market? And, what are some of the common mistakes leaders make when cultivating their personal leadership brand?  In this episode of Leadership Lounge, we talk to some of our trusted advisors—Jenna Fisher, Rafael Martinez Gallardo, Shoon Lim, and Chief Marketing and Communications Officer and Executive Producer of Redefiners Amy Scissons—who share their perspectives on: The three key elements that make up a strong personal leadership brand. How leaders can effectively activate their brand in the market. The benefits when leaders get it right—for themselves and their organization. The advice they have for emerging leaders who are starting to craft their brand. “I think earlier in one's career, there's a tendency to want to be well-rounded and to try to hone things that perhaps you're not as naturally good with, and that's great. But I also think what's really important is to do the self-reflection, to figure out what is it that I am uniquely good at? What can I opine on to others? What can I be an expert at?” Jenna Fisher, Leadership Advisor, Russell Reynolds Associates. Listen now on Apple, Spotify, and YouTube. Four things you'll learn from this episode Your leadership brand exists whether you shape it or not. Take control of your narrative by clearly defining your values, passions, and the legacy you wish to leave behind. Authenticity is key to a powerful leadership brand. Align your public persona with your true self to build trust and credibility. Don't try to imitate anyone else. Don't just broadcast; interact. Your brand thrives on meaningful engagement with your community. Curate, create, and contribute to discussions to establish a dynamic presence. Your brand is a journey, not a destination. Continuously refine it through self-reflection, feedback, and intentional content creation. Remember, depth and consistency over time yield a robust presence. In this 16-minute episode, we will cover: (3.00) How a well-crafted personal leadership brand can differentiate you in a crowded marketplace. (3.47) The importance of clarity, congruence, and consistency when building your brand. (7.51) How much of what a leader shares should be personal. (8.12) How to identify what topics you should speak on. (11.17) One common mistake leaders make when creating their personal leadership brand. (14.04) Why there are no quick fixes to establishing your brand. A closer look at the research from this episode: Global Leadership Monitor 2022, Russell Reynolds Associates The New Leadership Portrait, Russell Reynolds Associates Listen now on Apple, Spotify, and YouTube.

In the latest episode of The Science of Personality, Ryne and Blake are joined by Ty Wiggins, PhD, the lead of Russell Reynolds Associates' CEO & Transitions Practice, to talk about CEO transitions and his latest book, The New CEO. Although there might be numerous people out there who might consider themselves experts on this topic, Ty is one of only a handful of people globally who actually has a PhD in senior leadership transitions. So, you would be hard-pressed to find anyone with more knowledge and expertise on this particular subject.Order The New CEO here: https://www.russellreynolds.com/en/microsite/the-new-ceo/order

Not many CEOs would roll up their sleeves and ride on the back of a waste truck at 2am once a week for seven years. But for today's guest, it was the best way to get to know his employees and learn first-hand what impacts their productivity in the field. In this episode, Waste Management President and CEO Jim Fish joins Simon and guest host Emma Combe – host of Redefiners' sister podcast, Leadership Lounge – to dig into what it takes to run a $20 billion company working on the frontlines of sustainability. Jim shares his insights into the importance of putting people first and creating sustainable value through all phases of the waste cycle – from recycling and composting to producing renewable natural gas as a byproduct from landfills to running his waste fleet on natural gas. He also talks about his views on CEOs weighing in on social topics and the delicate balance leaders need to strike between having a personal opinion and the broader responsibility to shareholders. We'll also hear from Justus O' Brien, a Managing Director in our Stamford office, who will outline what it takes to transition from the CFO role to the top seat.  Four things you'll learn from this episode: How to get your team on board with sustainability initiatives How to adapt your business to changing market conditions What it takes to create a people-first organization What is the CEO's role when it comes to social issues How to balance and prioritize the many responsibilities and stakeholders a CEO has to manage If you enjoyed this episode, you might also like these Redefiners episodes: Putting Sustainability Talk into Action with former Enel CEO Francesco Starace Leadership Lounge: Advice on when—and how—to weigh in on social issues Daring to Build a More Sustainable World with Kate Brandt and Sophia Mendelsohn Unpacking Leadership Lessons with Marriott International President and CEO Tony Capuano

Leaders today are operating in a business landscape with new issues, expectations, and pressures to contend with. This new world demands a new breed of leader.So, how can you become a future-ready leader? What key skills will help you stand out and succeed in a fast-changing world? How can hiring managers identify whether leaders are ready for the role today—and are able to continue to develop and succeed in the role long-term?In this episode of Leadership Lounge, we talk to some of our trusted advisors—Erin Zolna, Tobias Bothe-Hutschenreuter, and Dana Landis—who share their perspectives on: The four foundational skills that are important for leaders to succeed today.How leaders can boost their staying power in the role through self-awareness and making time for reflection.Why continuous development is critical—no matter how senior a leader is. The knock-on impact for diversity when hiring managers hire for potential and experience.Four things you'll learn from this episode When hiring your next leader, look at their readiness for the role today, but also their capacity to grow and evolve for when the operating environments inevitably shift. Curiosity, resilience, systems thinking, and social intelligence are key skills that you will want to ramp up to succeed in the long term.The higher up you go in an organization, the less likely you are to think about yourself as someone who is growing and developing. But it's important you continue to look for learning opportunities. Having a purpose and knowing your values as a leader is critical to not only your longevity, but the legacy you leave at an organization. A closer look at the research from this episode: Season 4 - Ep. 10 | Driving Transformation with Volvo Cars President and CEO Jim Rowan | Redefiners - Podcast Series | Russell Reynolds AssociatesGlobal Leadership Monitor CEO Turnover Index Power, Influence, and CEO Succession (hbr.org)

Being a first-time CEO can be a daunting transition filled with risk and opportunity, something that TCW Group President and CEO Katie Koch has experienced firsthand. In today's episode, Clarke and Hoda talk with Katie about her career journey in the financial industry, from her early years as an intern at Goldman Sachs to becoming a first-time CEO at TCW. She shares what it takes to be a good leader and the skills needed to make tough decisions and take people where they may not want to go, including empathy, asking questions and listening, discipline of process, and the importance of having a great coach. She also shares her thoughts on how to navigate volatile global markets and the inherent friction of AI and business transformation. We'll also hear from Sean Dineen, a Managing Director in our Boston office, who will outline what it takes to succeed in the first few days and months as a new CEO. If you enjoyed this episode, you might also like these Redefiners episodes: Unpacking Leadership Lessons with Marriott International President and CEO Tony Capuano Leadership Lounge: How to nail your first year as CEO In the Fast Lane: A Conversation with FIA CEO Natalie Robyn Planting Long-Term Investment Seeds with Markel Group CEO Tom Gayner Opening Hearts and Minds on Late Night News with MSNBC's Stephanie Ruhle

Richard Sanderson started his executive search career as a summer intern at Russell Reynolds Associates in London, then transitioned it into a full-time position as a research consultant with them, which brought him to the States. After five years in that role, he left the world of executive search and went to business school. He then worked at a management consulting firm until 2010, when he rejoined Russell Reynolds Associates. He then moved over to Spencer Stuart in 2018, where he leads their Marketing, Sales, and Communications Officer Practice. For the past 22 years, Spencer Stuart has created an annual CMO Tenure Report to better understand the average tenure of marketing leaders with the goal of determining if there is truth in the perception that marketing leadership roles have high turnover rates, if so, why, and how CMO tenure compares to other leadership roles. On the show today, Alan and Richard talk about the methodology of the study, key takeaways, and what he predicts for the future of the CMO role. Richard tells us how the current average CMO tenure compares to the past average, where it ranks among the rest of the C-suit, and what that means for new hires and internal promotions. They also discuss what may lead to misrepresentations and misunderstandings around the CMO role, as well as how the percentage of women and underrepresented racial and ethnic groups has changed in recent years. In this episode, you'll learn:The goal of the CMO Tenure Study and key takeaways from the newest reportHow CMO tenure compares to the rest of the C-Suite and what it tells usPredictions for the evolution of the CMO roleKey Highlights:[02:00] The second “Stag Do”[04:05] Richard's career path[07:40] What is the CMO Tenure Report?[09:10] Changing up the methodology: From the Top 100 advertising spend to the Fortune 500 [11:15] The average CMO tenure and how it compares[13:20] Is a longer tenure always better?[17:10] External hires vs. internal promotions [20:55] Succession data across industries [24:55] Marketing in the technical sector[25:43] Everyone has a CMO, right?[26:50] Women in the CMO ranks[28:20] Underrepresented groups in the CMO ranks[29:40] The future evolution of the CMO role[35:25] Different names for the same jobs[38:45] Structural changes cause collateral damage. [40:45] Lessons from immigration [42:30] Advice to his younger self [45:50] Marketers are asked to do it all.[47:20] The ongoing politicization of brandsLooking for more?Visit our website for the full show notes, links to resources mentioned in this episode, and ways to connect with the guest! Become a member today and listen ad-free, visit https://plus.acast.com/s/marketingtoday. Hosted on Acast. See acast.com/privacy for more information.

When news breaks of a CEO succession, much of the attention is given to the new leader and how they will change the company. But new research shows that the leave-taking process of the outgoing chief executive is often mishandled, with negative impacts on succession and the organization. Rebecca Slan Jerusalim, an executive director at Russell Reynolds Associates, and Navio Kwok, a leadership advisor at RRA, say that boards are often surprised when a CEO gives notice, and they often make that person feel excluded during the handoff process. The researchers share stories from the front lines about CEO psychology, best practices for outgoing leaders and their boards, and broader lessons for effective transitions. Jerusalim and Kwok wrote the HBR article "The Vital Role of the Outgoing CEO."

CEOs may occupy an exclusive rank, but their decisions have a profound impact on many lives. What is the first order of business for new CEOs transiting into a company? “CEO whisperer” Dr Ty Wiggins from Russell Reynolds Associates shares his observations with Tiffany Ang and Gerald Tan after having built a career advising top business leaders. See omnystudio.com/listener for privacy information.

Ty Wiggins: The New CEO Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates' CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*. Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves. Key Points You'll see more in the top job, but hear less. This is even more pronounced for those promoted internally. Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start. Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should? The first 90 or 100 days as a success metric is often overstated in top jobs. You're often still learning context at an exponential rate. If it's on fire, fix it. If it is smold­ering, leave it alone until you have more context. It's helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate. Resources Mentioned The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How an Executive Aligns with a Board, with Joan Garry (episode 662) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Brad Pugh leads the Atlanta office of Russell Reynolds Associates and is a senior member of the Corporate Officers Sector and HR Officers Practice.

Today's guest grew up in a landlocked region of the UK, with more than a hundred miles separating her from the open ocean. Not your typical start for someone who went on to become a trailblazing, record-breaking yachtswoman. On today's Redefiners episode, Clarke Murphy sits down with long-time sailing buddy Dee Caffari MBE—the only woman to have sailed solo while circumnavigating the world, in both directions. Throughout her career, Dee has continued to surprise and inspire others with her courage, grit, and determination to enter uncharted waters. Dee shares her deep experience in leading teams through adversity—how you get them to pull together and perform, even in stormy times, and how she overcame loneliness when sailing solo for the first time. She also talks about the importance of demonstrating self-awareness as a leader, as well as how she responded when told that she was ‘too emotional' to lead a team. Dee also imparts a key piece of advice—you learn the best lessons from your mistakes, so don't be afraid to be bold and take a risk.We'll also hear from Marie-Osmonde Le Roy de Lanauze-Molines, a Managing Director in our Paris office, who will highlight the gender imbalance in global CEO appointments and discuss how organizations can chart a path to achieving gender parity. If you enjoyed this episode, you might also like these Redefiners episodes: Doubling Down on Double Standards: British Journalist Mary Ann Sieghart on Closing The Authority Gap | Redefiners - Podcast Series | Russell Reynolds AssociatesFrom Server to COO: Kat Cole's Journey to the Top | Redefiners - Podcast Series | Russell Reynolds AssociatesLeadership Lounge - Ep.3 | How to recover from failure | Russell Reynolds Associates

Show Notes: Russell Reynolds, founder of Russell Reynolds Associates and RSR Partners, shares his story of starting his own executive search firm in the 1960s. He served in the Air Force and later joined JP Morgan. After working there for six or seven years, he joined William Clark Associates. However, shortly after, he decided to start his own firm with his friend OB Clifford and a few other friends. They collected $50,000 and started Russell Reynolds Associates. He also decided to invite his friend Lee to join the firm as partner. The firm was established in 1969, and the partnership worked well. Today, Russell Reynolds Associates is one of the largest search firms in the world. As a big producer, Russell believes that success in a service business is about doing a good job and connecting with clients. He was introduced to the senior partner of Oppenheimer and company; they became great friends which eventually led to many more clients. Key Factors in Hiring Talent  Russell states that it is important to look for people who are well adjusted, positive, and excited about the future. He believes that integrity is the single most important ingredient for success, and if people are honest and try to do the best they can, they will prevail. He shares the key points he looks for in people, including whether they are givers or takers and the questions he asks candidates. When hiring for Russell Reynolds Associates, one of the key questions is whether the person has integrity or adapts to their style of client service. Russell asks for samples of their writing, because communication skills are so important, and he also asks about family relationships and what they do on weekends. He also emphasizes the importance of taking them off base to see how they really behave, and  allows him to see how well they are prepared and how they can be receptive to new ideas. Russell believes that bright young people are the key to success in a business because they are motivated, hungry, and want to please you.  Building the Board and Expanding the Firm Russell discusses the role of an external board of advisors, which included prominent business leaders from JP Morgan and Shell. He shares the firm's approach to governance, and how it  was run like a public corporation. He also discusses the institutions and practices set up to develop people. The firm grew through branch offices, and rules established by each branch, but there were certain rules that were set up across all branches, and he explains what they were and certain aspects which were encouraged such as involvement in charitable and political activities. Russell shares stories of when he was involved in fundraising for both charitable and political campaigns, including meeting then Prince Charles, and time spent raising funds for George H.W. Bush and Ronald Reagan. Success Factors of the Firm He talks about maintaining and building relationships and shares a few tips on maintaining positive client relationships and how his firm offered new ways of providing value to clients. The firm's search businesses are broken down into practice areas such as healthcare, financial services, wealth management, consumer, industry, board, and recruiting. He also talks about building a service firm and practice management.  In 1993, Russell sold his shares in RSR Associates and decided to start RSI Partners. The firm expanded into executive search, which is still going well today. He explains why he made this decision. He is now chairman emeritus, and although he is not directly involved, he is on the board. He shares why he sold RSR Associates and why he decided to come out of retirement to start a new company. The conversation turns to career mistakes and Russell recounts a story of being charmed and betrayed, why he believes physical fitness is important in the assessment of a candidate, why he's leary of academic achievers, and what he considers valuable assets.  Professional Career Advice Russell advises young college graduates to focus on developing their skills and investing in them. He suggests attending seminars, conferences, and listening to podcasts to learn new skills. He emphasizes the importance of having a balanced life, including vacations, family, and relationships. He also suggests being on outside boards, both charitable and for profit, for educational and helpful experiences. For those building a professional services firm, Russell suggests not taking no for an answer, not to be limited by one's imagination, and the importance of being grateful, humble, respectful, and recognizing that they are not the most important person in the world. He emphasizes staying in good health physically and mentally. However, he also recognizes that the advice depends on the individual's interests and goals. Timestamps: 05:37 Leadership, client service, and hiring practices in professional services 16:01 Leadership, governance, and talent development in a consulting firm 24:42 Political connections and relationship-building in the recruitment industry 31:43 Career development, business growth, and leadership lessons 40:46 Career development, leadership, and success   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Today, we are joined by Ted McKenna. Ted is co-author of the bestselling book The JOLT Effect: How High Performers Overcome Customer Indecision, and a founding partner of DCM Insights. He is an accomplished sales and customer experience researcher whose work has appeared in the pages of Harvard Business Review and a sought-after speaker and advisor to sales, business development, and customer experience teams around the world.  Prior to co-founding DCMi, Ted held numerous executive leadership positions in product, strategy, research, advisory, and enablement for Tethr, Russell Reynolds Associates, and CEB (now, a part of Gartner).  Ted is an expert in analyzing behaviours—of customers, doer-sellers, frontline sales & service agents, leaders, and board members—and applying analytics in various forms of content, products, and services. At Tethr, Ted worked on mining unstructured conversational data using advanced data science and leading AI/ML tools to build models, scores, and behavioural frameworks (the most well-known model is the Tethr Effort Index). Previous roles called for deploying syndicated research methods to mine more structured sources such as surveys, diagnostics, demographics, and jobs data (including research contained within the bestselling book, The Challenger Sale).  Ted holds a B.A. in Economics from the University of Iowa and resides with his family in the Chicago, Illinois area. 

As we ring in the New Year it is always a good idea to take a moment and reflect on the past year.  We continue our tradition of doing so by providing a compilation from a few guests who provided timeless advice. Jenna Fisher is the Co-lead of Global Financial Officer Practice at Russell Reynolds Associates and a Wall Street Journal bestselling author with a new book To the Top: How Women in Corporate Leadership Are Rewriting the Rules for Success.  In this conversation, Jenna shares how she interviewed dozens of women who provided inspirational and practical stories that she used in her book.  In addition, she discusses the synergy the book has with her business and what she learned in the process of writing. Mark Miller, is the Vice President of High Performance Leadership, Chick-fil-A Inc. and author of Culture Rules: The Leader's Guide to Creating the Ultimate Competitive Advantage.  Mark gives insight into being an embedded research house within Chick-fil-A and how pragmatism and leadership are the keys to balancing the scales between the two. Lily Zheng is a Diversity, Equity, and Inclusion speaker, strategist, and organizational consultant. Recently they wrote DEI Deconstructed: Your No-Nonsense Guide to Doing the Work and Doing It Right.  Lily discusses the ebb and flow of DEI in the workplace and how it is something that is needed all the time not just when things go wrong. Jane Hanson is an Emmy Award winning Journalist with thirty years of coaching experience helping people communicate more clearly and efficiently.  Jane shares what thought leadership means to her and how the heart of soul of it is communication.  She discusses knowing your purpose and provides tips and advice for communicating in mediums you might not excel at. Three Key Takeaways: ·         While doing research for a book or any thought leadership, reaching out to a diverse audience can help give you a wider and more balanced perspective. ·         Everything rises and falls with leadership. ·         As a thought leader your purpose needs to be getting the important information you have out into the world for others to hear and use

Diversity recruiting goes well beyond finding candidates who are simply different. It's about identifying and hiring talent that will change the trajectory of your college or university in a productive way. Diversity recruiting both uplifts candidates in the minority while broadening the talent in the majority. The “positive disruption” of attracting and retaining diverse talent is what Rory Verrett's work is all about. A diversity recruiter and executive coach, Rory visits “I Wanna Work There!” to talk about how he identified the need for diversity recruiting in the executive space, why diversity recruiting is so important to the health of organizations, and why he decided to write his book, “The Pomegranate Principle: The Best Practices in Diversity Recruiting.”Connect with Rory on LinkedInRory E. Verrett is the founder of Protégé Search, a diversity executive search and leadership development firm. He is a trailblazing talent strategist who brings 20 years of experience in talent management, diversity and inclusion, executive search, and public affairs to mission-critical client projects. Rory has shared his innovative insights on diversity and inclusion with Fortune, Forbes, and The New York Times. He has served as a moderator and speaker at Harvard University, the Stanford University Graduate School of Business, Duke University's Fuqua School of Business and the Wharton School at the University of Pennsylvania. Rory has also testified before the United States Congress as a national expert on diversity and inclusion in corporate America. He is the host of the award-winning Protégé Podcast, a career advice show focused on the career journeys of diverse professionals and leaders. Rory is a former trustee of Howard University and is the current president of the Harvard Law Black Alumni Association. A graduate of Harvard Law School and Howard University, Rory is a former leader in the diversity practices of two global executive search firms (Spencer Stuart and Russell Reynolds Associates), and the first-ever head of talent management at the National Football League. - - - -Connect With Our Host:Eddie Francishttps://www.linkedin.com/in/eddiefrancis/https://twitter.com/eddiefrancisAbout The Enrollify Podcast Network:I Wanna Work There is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Some of our favorites include Confessions of a Higher Ed Social Media Manager and Talking Tactics. Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Connect with Us at the Engage Summit:Exciting news — many of your favorite Enrollify creators will be at the 2024 Engage Summit in Raleigh, NC, on June 25 and 26, and we'd love to meet you there! Sessions will focus on cutting-edge AI applications that are reshaping student outreach, enhancing staff productivity, and offering deep insights into ROI. Use the discount code Enrollify50 at checkout, and you can register for just $200! Learn more and register at engage.element451.com — we can't wait to see you there!

As the US heads into Labor Day weekend, we're once again turning our focus to the topic of sustainability recruiting and how the hunt for global ESG talent is changing.   In this episode of the ESG Insider podcast, we're speaking to two recruiters focused squarely on the sustainability space. We hear from Kurt Harrison, a partner with the global executive search and advisory firm Russell Reynolds Associates, where he co-leads the global sustainability practice.   Kurt tells us he is seeing "a bit of a pause" in US hiring after several years of strong momentum. At the same time, he describes a very different recruiting environment in other parts of the world. "It's shocking to see the disparity in the level of conversation around sustainability with our European and Asia-[Pacific] clients versus our US clients."  In the episode, we also speak to Ellen Weinreb, founder of Weinreb Group, a boutique search firm focused on ESG and sustainability candidates. She talks to us about what candidates are looking for in employers, and what trends she sees on the horizon for sustainability recruiting.   Listen to our previous episode on how the hunt for ESG talent is evolving here: https://www.spglobal.com/esg/podcasts/how-the-hunt-for-esg-talent-is-evolving  You can learn more about the event S&P Global Sustainable1 during Climate Week, click here: https://www.spglobal.com/esg/events/climate-week-2023?utm_source=web&utm_medium=podcast&utm_campaign=podcast   And register here: https://events.spglobal.com/lRlvmv?rt=suGjbadFj0uCGwHKysKQtQ&RefId=podcast  Copyright ©2023 by S&P Global  DISCLAIMER        This piece was published by S&P Global Sustainable1, a part of S&P Global.  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk. This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.        S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

It's Episode 131 and we have a very special guest on the show to speak about the labor market. Everyone knows the labor market's been hot and will continue to be. We have Eric Sigurdson on today. He co-leads the Chief Information Officers Practice at Russell Reynolds Associates. He has spent the last 30 years recruiting and placing senior execs in the IT space and is really on the pulse of what's happening in the job market, the tech market specifically. On The Tipping Point, we're going to talk about some of our true and tried investment philosophies that you can apply to your financial freedom independence plan.

New RBA governor Michele Bullock has warned unemployment has to reach 4.5% in the next 18 months to tame persistently high inflation. Philip Lowe has used his final foray on the world stage to blast governments and political leaders for their indolence on structural reforms to boost productivity growth, imperilling ­material living standards, worsening income inequality and hollowing out social services. APRA has brought in CPS 230. Now the regulator talks about the inevitability of cyber breaches Deloitte Australia's Adam Powick makes a shock admission about his $3.5 million pay packet, more than Australia's PM. Andrew Forrest cleared of wrongdoing after Fortescue Metals reviewed anonymous claims of inappropriate behaviourFollow my socials on:https://twitter.com/leongettlerhttps://www.instagram.com/leongettler/https://www.linkedin.com/in/leongettler/https://www.facebook.com/talkingbusinesspodcasthttps://business.google.com/dashboard/l/17460167277811417147?hl=en&gmbsrc=au-en-z-z-z-gmb-s-119-u~mhp-ns_hom_8-u&omec=EI_z6RYYASIBATIBATotZ21ic3JjPWF1LWVuLXotei16LWdtYi1zLTExOS11fm1ocC1uc19ob21fOC11QAFKEwjq4cCIj5D3AhXNnWMKHUB5Cqg%3Dhttps://www.youtube.com/c/LeonGettler/discussion?app=desktop Hosted on Acast. See acast.com/privacy for more information.

According to leadership expert Clarke Murphy, great leaders must be moonshotters, possess empathy and have a high LQ (not just IQ)! What does that mean? Clarke explains everything in his fascinating discussion with Ilham. They talk about what it takes to be a sustainable leader, his new book on the topic, advice for young leaders and so much more. Timestamps1:49 - Upbringing and interest in sustainable leadership5:50 - CEO of Russell Reynolds Associates11:25 - Leadership and humility13:37 - Book on Sustainable Leadership21:24 - The LQ versus the IQ or even EQ25:44 - 100 percenters versus moonshotters28:52 - Passing the dinner table test30:38 - Discovering the empathy gene33:02 - Advice for young leaders34:19 - Love of the ballet and the artsClarke Murphy, the former CEO of Russell Reynolds Associates is a leadership expert who advises the world's top companies on leadership strategies that fuel profitable growth and value for all stakeholders. He has also just published a bestselling book called Sustainable Leadership: Lessons of vision, courage, and grit from the CEOs who dare to build a better world, which is essentially a handbook on how to become a true, sustainable leader. For additional details about the podcast, show notes, and access to resources mentioned during the show, please visit https://www.solvay.com/podcast

Over the last century, the world of work has changed extensively. We've experienced growth in the service sector, increased participation of women and minorities, and the rise of automation and technology – yet, oddly enough, many HR practices haven't evolved much or at all. Melissa Swift, the Transformation Leader for North America at the Mercer consulting firm, believes that it's time to update HR to finally meet the demands of today's workplace.Melissa Swift is a recognized authority on humanistic workplace transformation and the author of Work Here Now: Think Like a Human and Build a Powerhouse Workplace. As the Transformation Leader for North America Mercer, she helps C-suite executives and organizations reinvent the employee experience, drive performance, and create a sustainable competitive advantage. In this episode, Dart and Melissa discuss:- Uncovering the dark history and roots of HR practices- The evolution of traditional and agile HR models- Work Here Now, by Melissa Swift- The danger of excessive customer centricity- Mapping customer journeys alongside employee journeys- Research findings on what makes work pleasant or unpleasant - The competing demands and complexities of the CPO role- The impact of unrealistic expectations in the age of technology- Pitfalls of a cost-centered approach to work- And other topics…Melissa Swift is a recognized authority on humanistic workplace transformation and the author of Work Here Now: Think Like a Human and Build a Powerhouse Workplace. She is the Transformation Leader for North America Mercer, an HR and wealth management consultancy that helps C-suite executives and organizations reinvent the employee experience, drive performance, and create a sustainable competitive advantage. Across her diverse career, Melissa has founded a research institute on leadership of the future for Russell Reynolds Associates, launched two ESG practices at Deloitte, and conducted landmark carbon credit trades for Deutsche Bank. Her research has been published in Harvard Business Review and The Wall Street Journal, and her insights have been quoted in Newsweek, The Washington Post, The Economist, and more. She has also been featured as one of Twitter's “20 Digital Transformation Leaders to Follow” and named a “Top Influencer on the Future of Work” by Onalytica.Resources Mentioned:Work Here Now, by Melissa Swift: https://www.amazon.com/Work-Here-Now-Powerhouse-Workplace/dp/B0BVX6J4V1 The No Asshole Rule, by Robert Sutton: https://www.amazon.com/The-No-Asshole-Rule-audiobook/dp/B000NOKBYS Mapping Experiences, by James Kalbach: https://www.amazon.com/Mapping-Experiences-Complete-Alignment-Blueprints/dp/1492076635 The Anatomy of Genres, by John Truby: https://www.amazon.com/Anatomy-Genres-Story-Forms-Explain/dp/0374539227 Humanocracy, by Gary Hamel: https://www.amazon.com/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2RZ6VH Connect with Melissa:LinkedIn: https://www.linkedin.com/in/swiftmelissa/ Twitter: https://twitter.com/meswift 

Corporate progress for women is historically slow and filled with systemic biases that have stood for generations.  So how can we raise up a new generation of female leaders capable of overcoming those challenges? Today I'm pleased to be joined by Jenna Fisher – Co-lead of Global Financial Officer Practice at Russell Reynolds Associates, and Wall Street Journal bestselling author with a new book To the Top: How Women in Corporate Leadership Are Rewriting the Rules for Success. Jenna's amazing book was 8 years in the making, and it took the pause of COVID to provide the free hours she needed to dedicate to the project in order to see it through. In February of 2022 she began interviewing amazing women in various roles and industries all over the world to learn their stories, struggles, and successes. Through these conversations, she learned how women can seize the opportunity in front of them. In addition to the traditional biases that women have to deal with, Jenna learned some of the things that women do that set them back, such as not applying for roles because they don't tick every box in the job description, while men will traditionally apply even if they only check a few of the boxes. Jenna shares some tips for how women can overcome this hurdle and why they need to put themselves out there with confidence. Finally we discuss how age and focusing on family can set women back in the workplace.  Jenna explains that women often focus on being the best in their position, and changing that focus to the family means taking a risk that your career could fall to the wayside. Peter and Jenna share advice for maintaining and growing those aspects that can make a real difference in climbing the ladder, even while you're taking time for your family. This is a wonderful conversation where women at any stage of their career can gain valuable advice on moving to the top! Three Key Takeaways: *  Writing a book is like having a baby.  Labor is hard, but the real work begins after the child is in the world. *  Women who pause their careers to focus on family need to find ways to maintain their network until they are ready to return. *  Age does not define the heights that people can go. Give people the grace to run at their own pace.

In this episode, host Jackie Ferguson is joined by Laura Sanderson, the head of Russell Reynolds Associates operations in the UK, with over 20 years of experience recruiting executives for board positions in the FTSE 100, FTSE 250 private, as well as mutual and family-owned firms based in London. As an expert in executive search, Laura shares her insights on the importance of building diverse and inclusive boards and how they can shape companies' futures through critical appointments. She discusses the drawbacks of appointing people who are too similar and the benefits of diverse perspectives in decision-making. Laura also emphasizes the need for ongoing personal development in leadership and the role of independent director roles as a stepping stone in an executive career.  Tune in to this episode to learn more about the best practices for building diverse and inclusive boards and how they can positively impact organizations in the long run.Diversity Beyond the Checkbox is brought to you by The Diversity Movement, hosted by Head of Content Jackie Ferguson and is a production of Earfluence.

In this episode, host Jackie Ferguson is joined by Laura Sanderson, the head of Russell Reynolds Associates operations in the UK, with over 20 years of experience recruiting executives for board positions in the FTSE 100, FTSE 250 private, as well as mutual and family-owned firms based in London. As an expert in executive search, Laura shares her insights on the importance of building diverse and inclusive boards and how they can shape companies' futures through critical appointments. She discusses the drawbacks of appointing people who are too similar and the benefits of diverse perspectives in decision-making. Laura also emphasizes the need for ongoing personal development in leadership and the role of independent director roles as a stepping stone in an executive career.  Tune in to this episode to learn more about the best practices for building diverse and inclusive boards and how they can positively impact organizations in the long run.Diversity Beyond the Checkbox is brought to you by The Diversity Movement, hosted by Head of Content Jackie Ferguson and is a production of Earfluence. Like this show? Leave us a rating and review!

In this episode, Claire-Louise McSherry, Managing Director at Russell Reynolds Associates, discusses the changes in recruitment and retention in the current work landscape. She explains how technology, culture, sustainability, and social impact have affected these changes, and emphasizes the need for diverse leadership teams and succession pipelines. Three takeaways include the demand for technology skills, the importance of having tech-savvy leaders, and the need to straddle legacy operations with new transformations. McSherry advises to build relationships and network to create opportunities, and highlights her experience in helping financial services companies find technology leaders.

Gościnią Dagmary Brzezińskiej i Basi Mierzwińskiej jest Agnieszka Snarska, partnerka w Russell Reynolds Associates, jednej z czołowych firm executive search na świecie. Rozmawiamy m.in. o headhuntingu, pozyskiwaniu menedżerów najwyższego szczebla i kompetencjach przyszłości.

Kat Cole went from restaurant server to VP within seven years. Forging her own path is something that's built into Kat's DNA. The first person in her family to be admitted to college, she had the vision and courage to drop out in order to follow bigger opportunities. The risk paid off. Kat Cole saved Cinnabon from the ashes of a post-recession economy and went on to a leading role at the parent company overseeing 7000 operations and over $1billion in annual sales. Always choosing opportunities based on her passions and ability to make change, Kat is now President and COO at Athletic Greens.   In this episode of Redefiners, Kat spells out her formula for success which centers around three key things: ask, answer, and act. From salary negotiations to navigating the unknown waters of operating through a pandemic, listen in as Kat tells her story of working through what seem like incapacitating difficulties with enthusiasm, refreshing honesty and wit.        Clarke Murphy is joined by guest host Jenna Fisher, a managing director in Russell Reynolds Associates' Palo Alto office and author of To the Top: How Women in Corporate Leadership are Rewriting the Rules for Success.    If you enjoyed this episode, you might also like these Redefiners episodes:   Unreasonable Hospitality: Will Guidara's Recipe for Greatness  From Gillette to Jamba Juice: How to Lead Iconic Brands with Empathy, Purpose & Integrity  Digital Transformation and the Power of Listening with Microsoft's Jacky Wright 

In this episode of CEO Perspectives, The Conference Board President and CEO, Steve Odland, sits down with Constantine Alexandrakis, CEO of Russell Reynolds Associates, for a wide-ranging conversation on the role of the corporate board. Tune in to find out: How has the focus of boards evolved over the past few decades? What are the core duties of the board? What are the characteristics of an ideal, high-performing board? When too many specialists sit on a board, what are the risks? How should directors engage with management—especially when there's disagreement? What does dysfunction look like on a board, and how can it be resolved?

Recruiting the best technology talent has been on everyone's mind throughout 2022, and CIOs still struggle to find the very best talent to their teams that are not only experts in their field, but also a perfect fit for the organization. So we've invited two of the top executive recruiters, Martha Heller and Art Hopkins, to unpack everything you should be considering as your team looks to bring on the best talent possible in 2023.Martha Heller is the CEO of Heller Search Associates, and the author of several books including Be the Business and The CIO Paradox. She is a thought leader in the CIO and recruitment space, and shares her knowledge through the monthly newsletter, Movers and Shakers.Art Hopkins is global co-leader of the Technology Officers Practice for Russell Reynolds Associates and is a member of Board & CEO Advisory Partners. He brings expertise in the CTIO, digital, data, and CTO roles, as well as diversity and inclusion best practices. In this episode, we discuss:What qualities hiring authorities are looking for in technology leadersHow to properly assess a candidate's desire to leave their current role and their interest in the role they're applying forThe right and wrong questions people are asking around technology talentHow to acknowledge and own when you've been fired in the past.

Claire-Louise is a managing Director within the Technology Sector at Russell Reynolds Associates. She is a diversity and inclusion advocate, with a passion for hiring diverse Board and executive leadership teams and building succession pipelines of female and underrepresented minority leaders. Claire-Louise chatted with us about what she calls the great reflection, assessing the current work environment landscape and how recruitment and retention has changed in recent years. She explains how technology, workplace perspectives, corporate culture, sustainability, and social impact have affected those changes.-------3 Takeaways:The job market has been extremely dynamic. There's a huge demand for technology skills all around the world, in many leadership and advisory roles. There has been a shift behaviorally and culturally in workplaces. There is a greater focus on how to retain great people, and more of an emphasis on things like the use of technology and who is filling different roles, to the makeup and dynamic of where people are working and when they do their jobs.Technology is the differentiator today for many corporations. There is a much bigger focus on having tech savvy leaders than ever before. There is also a much greater expectation that most major corporations have cyber security experience on their board.The complexity and the intellectual challenge of trying to resolve the legacy operations with the new, and driving that transformation at that scale with that degree of complexity, is very much in focus. Leaders are being required to straddle both, understanding how to mix the old with the new, creating great products or platforms, while maintaining a good customer experience and getting the most from their IT budgets.-------Key Quotes: “The markets have changed significantly since the pandemic. There's this digital acceleration with a razor focus on customer centricity and hyper personalization. We are all used to consuming product services platforms more easily than we have done before. That's driven quite a lot of change in the industry. And, as a consequence of that, we've seen quite a lot of CEO board movement, then CIO and COO movement.”“Great talent will always be hired, no matter the economic situation. We need to be thinking about succession planning and retention of great talent so that we are not losing great technology leaders and technologists to competitors or even to different industries. This is actually something that we're seeing quite a lot of at the minute.”“I think people are continuing to be motivated by how do I develop as an individual? What is an organization doing for me in terms of my career prospects? But, equally, I think there's an acknowledgement that you want to work for an organization that has meaning and is having an impact on society. I think that has changed.”-------Best Career Advice:Make sure that you build relationships and that you network. Sometimes those relationships are not inside your own organization or even actually inside your own industry. Keep an open mind and make sure that you network to create opportunities to meet others and put yourself out there in a deliberate fashion.-------Bio:Claire-Louise McSherryManaging Director - Technology Sector at Russell Reynolds AssociatesClaire-Louise McSherry specializes in helping financial services companies find technology leaders. She is passionate about building succession pipelines of diverse leaders in CIO, CTO, CDO and CISO roles.  Based in London, Claire-Louise has deep experience across the financial services industry, capital markets, consumer banking, transaction banking, wealth and asset management. She is member of the Technology Sector at Russell Reynolds Associates. Claire-Louise joined Russell Reynolds from McSherry Brown, a boutique search firm she founded in 2008. The company primarily focused on recruiting and developing diverse leadership in the cyber, digital and technology space – with a particular specialization in financial services. Much of Claire-Louise's career has been spent advising international clients in the financial services, FinTech, payments, private equity and technology industries on their recruitment strategies and hiring, as well as offering career coaching to senior executives in global institutions. Prior to founding her company, Claire-Louise was a director and head of the technology practice at the Trafalgar Partnership. Claire-Louise holds a BA with honors in geography and environmental policy from London South Bank University.-------For more information:https://www.russellreynolds.comLinkedIn: https://www.linkedin.com/in/cmcsherry/?originalSubdomain=uk-------About the HostsMatthew O'Neill is a husband, dad, geek and Industry Managing Director, Advanced Technology Group in the Office of the CTO at VMware.You can find Matthew on LinkedIn and Twitter.Brian Hayes is an audiophile, dad, builder of sheds, maker of mirth, world traveler and EMEA Financial Services Industry Lead at VMware.You can find Brian on LinkedIn.

Norm Yustin spent the first part of his career as a marketing executive. However, after a particularly impactful recruiting experience and some encouragement from friends and family he made the move into leadership recruitment himself.  Norm is widely published on the future of tech-enabled, go-to-market leadership and he brings a unique perspective of developing self-awareness in pursuit of your passion. In this episode, Alan and Norm discuss why CMOs need to be the most dynamic players in the C-suit, the danger of hyper-specialized teams and why risking leadership changes may be the right thing to do, and where the next-gen CMOs are coming from. In this episode, you'll learn:  The state of the CMO role today What should job seekers need to know from a recruiter's perspective What aspiring CMOs should be thinking about in terms of skill development Key Highlights  [03:30] Norms transition from being an executive to recruiting executives [07:17] How losing out on a job shaped the way Norm thinks about recruitment now [11:05] What does it mean to be a CMO today? [14:00] Evaluating if a job is a right fit for you or if you just covet the role  [16:20] Why marketers tend to job hop more frequently  [18:30] Psychosomatic look into CMOs [19:40] The obsession with Growth Titles and what it tells us about the state of change [22:00] What to take away from the Trends of engineers turned markers  [23:30] Why are 80% of CMOs external hires? [27:40] Wavemaker vs Waveriders [31:40] Norm's thoughts on the CMO to CEO trend [37:05] How traveling shape Norms worldview and leadership style [40:45] Norm's advice to his younger self  [43:50] The everchanging quest of understanding consumers  [47:00] Positioning yourself as a “Customer-centric tech-enabled leader” Thank you to our sponsor:  If you are struggling with projects, sign up for Basecamp. Their pricing is simple and they give you ALL their features in a single plan. No upsells. No upgrades. Go to basecamp.com/marketingtoday and try Basecamp for free. No credit card required and cancel anytime.Thank you, Basecamp for sponsoring this episode! Resources Mentioned:  Norm Yustin  Russell Reynolds Associates  Norm at Russell Reynolds and writings  Aligning Tech & Digital & Customer Roles post-pandemic (Russell Reynolds)   Follow the podcast:  Listen in iTunes (link: http://apple.co/2dbdAhV)  Listen in Google Podcasts (link: http://bit.ly/2Rc2kVa)  Listen in Spotify (Link: http://spoti.fi/2mCUGnC)  Connect with the Guest:  https://www.linkedin.com/in/normyustin/  https://twitter.com/normyustin  https://twitter.com/RRAonLeadership   Connect with Marketing Today and Alan Hart:  Twitter Alan B Hart - http://twitter.com/abhart  LinkedIn Alan  - https://www.linkedin.com/in/alanhart  Twitter Marketing Today - http://twitter.com/themktgtoday  Facebook Marketing Today - https://www.facebook.com/themktgtoday/  LinkedIn Marketing Today - https://www.linkedin.com/company/marketing-today-with-alan-hart/  Support the show: https://www.patreon.com/marketingtodaySee omnystudio.com/listener for privacy information.

Our guest Tracy L. Lawrence is the Founder and CEO of The Lawrence Advisory. The Lawrence Advisory is known for hiring, coaching, and building high-performing teams, emphasizing innovation and performance. Lawrence was recently named the first Executive-in-Residence at USC's Marshall School of Business. Before launching The Lawrence Advisory, Tracy Lawrence led the Los Angeles-based consumer and Entertainment practice at Russell Reynolds Associates, one of the world's largest recruiting and assessment firms. Previously, Lawrence served as General Manager of Fox Family Channel, leading the cable network until its sale to The Walt Disney Company for more than five billion dollars, the most significant price ever paid for a cable network. Lawrence uses her real-world expertise to advise Fortune 500 companies, private equity firms, asset management companies, media and technology companies, and nonprofits in creating teams that drive growth and performance. She has held leadership roles at Viacom, Kraft, Nestle, and PWC.

Willy welcomes Clarke Murphy. He is the Board and CEO Leadership Advisor at Russell Reynolds Associates. He leverages 30 years of experience in the executive recruiting industry to advise on critical leadership mandates across sectors. He has provided leadership advisory services to corporations, such as Duke Energy, Deutsche Bank, and Siemens. Before joining Russell Reynolds, he was a banking officer at Manufacturers Hanover Trust Company. He hosts the Redefiners podcast, interviewing daring leaders who have transformed their organizations and created extraordinary impact. Clarke Murphy begins by talking about the smooth and textbook leadership transition in Russell Reynolds, the ideal number of board members, and the biggest benefit to running a public company – a strong focus on the client. The popularity of LinkedIn did not kill off the executive search firm because Clarke believes that posting resumes isn't recruitment and that the website is more of a career development community. With Russell Reynolds, Clarke chose to focus on advising and recruiting board members, CEOs, and C-suite candidates, concentrating on board effectiveness and leadership development. The company has also worked closely with LinkedIn, testing new products and services and leveraging each other's communities. Clarke explains how CEO academies should be transparent to their participants that they are investing time and money in them. He was anxious that the pandemic would encourage cost-cutting and layoffs due to not being able to afford to keep their employees. However, he believes that the best companies in the world retain their best people longer than their competitors. Currently, talent wins because of the abundance of cash, resulting in the nature of a leader significantly changing in the past 20 years. “Leadership is no longer about leading. It's about creating followership,” he says. He thinks young people are thirsty for knowledge and improvement and will stay if you assure them that they're on a winning team. Clarke enjoys sailing and retells his near-death experience of mistaking a 40-foot steel barnacle-covered container for a whale. However, his cautious and quick-thinking skills saved him and his crew. He explains how successful leaders all had sustainability mindsets with the four competencies: multi-level system thinking, stakeholder inclusion, disruptive innovation, and long-term activation. They also achieved a balance of people, the planet, and profit.

Leadership competencies are being increasingly challenged by changing workforce engagement and talent availability, with only 30% of Singapore's leaders saying they are prepared to face them. On Career 360, Prime Time's Bharati Jagdish speaks with Ulrike Wieduwilt, Russell Reynolds Associates' Singapore Managing Director to find out how leaders can invest in talent development and bring on a transformative business environment.See omnystudio.com/listener for privacy information.

Clarke Murphy is a leadership expert who advises the world's top companies on leadership strategies that fuel profitable growth and value for all stakeholders. He has particular expertise helping boards include sustainable competencies and track record into multi-year CEO succession processes. As the former CEO of Russell Reynolds from 2011-2021, he spearheaded a purpose-driven approach to business and led the firm through its greatest period of growth. In his new book, "Sustainable Leadership: Lessons of vision, Courage, and Grit from the CEOs Who Dared to Build a Better World," Clarke tells the stories of dynamic business executives who are using their position to solve the most complex social and economic challenges of our time. Since 2021, Clarke has co-hosted the Redefiners podcast, interviewing courageous leaders who are redefining their organizations—and themselves—to deliver extraordinary results. Clarke Joins Sustainable Nation to Discuss: Commercial Leadership vs. Sustainable Leadership The mindset and four competencies of sustainable pioneers Insight on companies using sustainability to recruit/retain top talent How companies are preparing for potential SEC regulations Advice and recommendations for sustainability professionals Clarke's Final Five Questions Responses: What is one piece of advice you would give other sustainability professionals that might help them in their careers? Start the action. Don't be a hundred percenter. Hundred percenters want all the answers. They wanna manage all the risk. They want to know all the answers. That doesn't work. Perfection slows down progress and sustainability. Just take the first step. What are you most excited about right now in the world of sustainability? I think the energy around several younger generations, not just the Gen Zs and millennials, but thousands and tens of thousands of young executives who want to be involved or are getting involved. That will accelerate the pace of change.  What is one book you would recommend sustainability professionals read? Well, I hope they read mine! Sustainable Leadership by Clark Murphy. But there's another one that Henry Timms wrote called New Power. It talks about the dynamics of these generations and kind of the way companies are run. Henry Timm's New Power is a great book. What are some of your favorite resources or tools that really help you in your work? I read a lot of the research by BCG, McKinsey and the World Economic Forum, which I think are really at the moment around processes, marketing and data that's real information, not anecdotes or popularity. I like having real time data as it happens. Where can our listeners go to learn more about you and your work and maybe find your book? They could go to the website russellreynolds.com or they also could listen to our podcast Redefiners on wherever you get your podcasts.

In this episode of the Sustainable Minds podcast, Kurt Harrison joins Gary Baker and Roxanne "Rocket" White to discuss how the Chief Sustainability Officer role has evolved over time from a mid-level functional operational role to a top-of-the-house senior strategic business value creation role. Kurt is the Founder and Co-Head of the Global Sustainability Practice at Russell Reynolds Associates and a recognized industry leader across ESG and Sustainability. He is also a sought-after public speaker and guest lecturer, recently named a Top Voice in the Green Economy by LinkedIn. Kurt is a highly-regarded author on ESG topics, and several of his ground-breaking white papers have been published in the Harvard Law School Forum on Corporate Governance.

Whether he's leading from the C Suite, chairing a board, or authoring books on leadership, our guest Jim Hagemann Snabe is revered across industries as a master of transformation. In this insights-filled episode, Jim shares his refreshing and trailblazing leadership model that has enabled him to deftly lead transformation and change at SAP and at 100+ year old companies, Siemens and Maersk.  We'll discuss Jim's views on reinventing from a position of strength, culture change and navigating an unpredictable future. We'll also hear about his redefining moment in India that most deeply informed his perspective on leadership: to use leadership to help progress some of the world's problems all while running a smart business. It's been his mantra ever since. At a time when sustainable leadership is more critical than ever, Jim explains how it's as good for the balance sheet as it is the environment, employees and the world. This episode will leave you inspired, energized, and emboldened to dream big and unlock potential for both your organization and you.  This episode also includes a special offer for listeners to submit questions to Russell Reynolds Associates consultants on leadership, career development, joining a board, or other topics. If you have a question, send it toredefiners@russellreynolds.com. Don't miss your opportunity to get your questions answered by an expert.   If you liked this episode, check out these other Redefiners episodes: · Trust Your Gut: AXA's Thomas Buberl Talks Transformation and Reinvention · From Corruption to Transformation: The Rebirth of a Global Conglomerate with Joe Kaeser· From Gillette to Jamba Juice: How to Lead Iconic Brands with Empathy, Purpose & Integrity 

In today's episode, I'll be interviewing Clarke Murphy about sustainable leadership. As a partner of the leadership advisory firm Russell Reynolds Associates, and their former CEO, Clark is dedicated to helping CEOs and boards embrace the sustainability agenda and use their position to solve the greatest social and economic challenges of our time. Today, Clarke will share several actionable insights from his new book: "Sustainable Leadership: Lessons Of Vision, Courage, And Grit From The CEOs Who Dare To Build A Better World".We'll discuss the importance of sustainability in business, how to get started with sustainability initiatives, and the benefits of sustainable leadership for businesses and society. Learn how you can use your position as a business leader to make a positive impact on the world around you with sustainable leadership.

Clarke Murphy is a leadership expert who advises the world's top companies on leadership strategies that fuel profitable growth and value for all stakeholders. Known for his authenticity and integrity, he is a trusted advisor on issues of diversity, sustainability, board formation, and succession. He has particular expertise in helping boards include sustainable competencies and track records in multi-year CEO succession processes.As the former CEO of Russell Reynolds from 2011-2021, he spearheaded a purpose-driven approach to business and led the firm through its greatest period of growth.In his new book, ‘Sustainable Leadership: Lessons of Vision, Courage, and Grit from the CEOs Who Dared to Build a Better World,' Clarke tells the stories of dynamic business executives who are using their position to solve the most complex social and economic challenges of our time. Since 2021, Clarke has co-hosted the Redefiners podcast, interviewing courageous leaders who are redefining their organizations—and themselves—to deliver extraordinary results.He is a regular speaker at business schools and headline leadership events, including the United Nations Global Compact Leaders' Summit and the World Economic Forum's Sustainable Development Impact Summit. His insights have also been featured in The Wall Street Journal, Bloomberg, the Economist, and Financial Times.Before joining Russell Reynolds in 1988, Clarke was a commercial banking officer at Manufacturers Hanover Trust Company (now part of JPMorgan Chase) in New York.Here's a glimpse of what you'll learn:What Clarke Murphy's youthful dream was (and how many times he's done it)How his recruitment by Russ Reynolds led to a prosperous careerWhat Russell Reynolds doesWhat the OODA Loop isThe inspiration behind Clarke's book ‘Sustainable Leadership'How the book is laid out with practical takeaways in every chapterHow Clarke defines sustainabilityWhy LQ is the new important measure of corporate transformation, over IQ or EQMartin's four key components for leadersWhat are ecosystems are defined as among industriesWhy Clarke recommends reading about Ernest ShackletonIn this episode…Clarke Murphy has worked with Russell Reynolds Associates in various capacities for the bulk of his career, through different roles and countries, and currently serves on the Board and as Leadership Advisor, focused mostly on succession or governance issues and the sustainable competencies of executives. This inspired Clarke's recently written book, titled ‘Sustainable Leadership: Lessons of Vision, Courage, and Grit from the CEOs Who Dared to Build a Better World'.Clarke Murphy says the most satisfying thing about his job, for him, is twofold: one, watching leaders make an enormous difference, and two, seeing a bright young star become a partner in the firm. He shares exactly what it is that he looks for in leadership, the skills that he sees as the most valuable, and also the traits that will incline a leader towards sustainability.In this episode of What CEOs Talk About, host Martin Hunter and guest Clarke Murphy define exactly what sustainability means and how it can be applied at a corporate level. Clarke explains the behavioral attributes that define successful sustainable leaders and pinpoints what he believes is the top quality they should possess. He and Martin discuss curiosity, LQ, specific chapters in Clarke's book, and how to define your own leadership. This episode shines a light on how to be successful and sustainable with brilliant insights from Clarke Murphy. Resources mentioned in this episode:URGEOContact email: info@urgeo.comMartin Hunter on LinkedInClarke Murphy on LinkedInRussell Reynolds'Sustainable Leadership: Lessons of Vision, Courage, and Grit from the CEOs Who Dared to Build a Better World' by Clarke MurphyRedefiners podcast‘South: The Endurance Expedition' by Sir Ernest Shackleton‘Shackleton's Boat Journey' by Frank Arthur WorsleySponsor for this podcast...This podcast is brought to you by URGEO.URGEO is the Latin for urge: A strong desire to drive change, stimulate thought, incite feeling, and encourage action. Martin Hunter and his team provide liberation for the CEO and Board of a company through their fractional COO services.URGEO's fractional COO services help to move you through growing pains so that your company can flourish and improve its profits.They have worked with a multitude of companies in SaaS, CPG, mining, and transportation, from start-ups to large multinational corporations. They specialize in helping companies avoid roadblocks and stay on the right strategic and operational track for growth.If you are a visionary and want an integrator to get everything done for you, then you need to get in touch with URGEO today.To learn more about their services, visit https://www.URGEO.com or email them directly at info@urgeo.com

In this HCI Podcast episode, Dr. Jonathan H. Westover talks with Clarke Murphy about sustainability as a leadership competence and turning sustainability pledges into everyday practices. See the video here: https://youtu.be/6UqZctfFVMM. Clarke Murphy (https://www.linkedin.com/in/clarkemurphy/) is the former CEO of Russell Reynolds Associates. He advises the world's top companies on leadership strategies that fuel profitable growth and value for all stakeholders. He is dedicated to helping CEOs and boards embrace the sustainability agenda and use their position to solve the greatest social and economic challenges of our time. His work on sustainable leadership has been published by Bloomberg, Wall Street Journal and the World Economic Forum. Murphy has spoken at the United Nations Global Compact's Leaders Summit and the World Economic Forum's Sustainable Development Impact Summit. His own journey to sustainability began with a near death experience: a boat he was on nearly collided with a discarded shipping container bobbing in the sea. He co-hosts the Redefiners podcast. Please consider supporting the podcast on Patreon and leaving a review wherever you listen to your podcasts! Check out BELAY here. Check out Backblaze at www.backblaze.com/hci. Head over to setapp.com/podcast to listen to Ahead of Its Time. Check out BetterHelp.com/HCI to explore plans and options! Go to cardiotabs.com/innovations and use code innovations to get a free Mental Health Pack featuring Cardiotabs Omega-3 Lemon Minis and Curcumin when you sign up for a subscription. Check out Zapier.com/HCI to explore their business automations! Check out the HCI Academy: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn Alchemizing Human Capital Newsletter. Check out Dr. Westover's book, The Future Leader. Check out Dr. Westover's book, 'Bluer than Indigo' Leadership. Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership. Check out the latest issue of the Human Capital Leadership magazine. Ranked #5 Workplace Podcast Ranked #6 Performance Management Podcast Ranked #7 HR Podcast Ranked #12 Talent Management Podcast Ranked in the Top 20 Personal Development and Self-Improvement Podcasts  Ranked in the Top 30 Leadership Podcasts Each HCI Podcast episode (Program, ID No. 592296) has been approved for 0.50 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Learn more about your ad choices. Visit megaphone.fm/adchoices

Sustainability and ESG have evolved significantly in recent years — and alongside this change, recruiting in the space has also changed.  In this Labor Day weekend episode of the ESG Insider podcast, we go behind the scenes of ESG recruiting in an interview with Kurt Harrison, a Partner with the global executive search firm Russell Reynolds Associates where he is Co-Head of the Global Sustainability Practice.  Kurt says the demand for ESG talent is “insatiable.” He gives us insight into the kinds of questions he gets from job candidates, and also the kinds of things companies are looking for in their sustainability hires.  To listen to our interview with Ravi Menon, the Chair of the Network for Greening the Financial System, or NGFS, click here: https://www.spglobal.com/esg/podcasts/how-central-banks-help-combat-climate-change-an-interview-with-ngfs-chair-ravi-menon   To listen to the episode where we discuss the evolving role of the Chief Sustainability Officer, click here: https://www.spglobal.com/esg/podcasts/how-chief-sustainability-officers-are-becoming-a-must-have-for-companies    To register for the event S&P Global Sustainable1 is hosting during Climate Week, click here: https://events.spglobal.com/EWG92g?rt=suGjbadFj0uCGwHKysKQtQ&RefId=social   We'd love to hear from you. To give us feedback on this episode or share ideas for future episodes, please contact hosts Lindsey Hall (lindsey.hall@spglobal.com) and Esther Whieldon (esther.whieldon@spglobal.com).  Photo credit: Getty Images  Copyright © 2022 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk. This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

Most of us know the stress of multiple commitments: family, work, relationships/marriage, domestic responsibilities, aging parents, special needs care, and the list goes on. Some or all of these factors can have a compounding effect on women in the workplace resulting in burnout. Today's guest, Laura Pollock, shares her work-life journey and how approaching 50 opened her eyes. As a Founding Partner of Third Street Partners, a lot of her childrens' youngest years coincided with growing her company. She shares stories with us of what she has learned along the way about mom guilt and raising three girls to be strong women. But most importantly, how having a great life partner (in Laura's case, her husband) helped her manage it all.  Laura believes in the power of having tough conversations and speaking up for yourself. She started her company with the mission of adding value to clients and continues with that motivation today. She can relate to the sacrifice many people have to make to further their careers. Finally, learn from Laura about her experiences working with her own mentors and the importance of nurturing your relationships. Visit https://www.iambeyondbarriers.com where you will find show notes and links to all the resources in this episode, including the best way to get in touch with Laura. Highlights:  [02:23] Working in a male-dominated industry  [05:51] How to handle questions you don't know how to answer  [09:38] Knowing your value as you reach middle age  [11:28] Figuring out what you want to do when you grow up  [19:27] Making difficult decisions  [26:42] Dealing with mom guilt   [31:56] Identifying mentors  [43:45] Lightning round questions  Quotes: “The closer you get to 50, you realize that the top of the roller coaster really isn't a steep drop.” – Laura Pollock “You should always stand up for yourself, no matter how uncomfortable.” – Laura Pollock “Your mentors help provide scaffolding, but scaffolding only works if you're willing to let it surround you.” – Laura Pollock Lightning Round Questions: What book has greatly influenced you?  “The Rabbit LIstened” by Cori Doerrfeld What is your favorite inspiring quote or saying?  Happiness isn't getting what you want, it's wanting what you get. What is one word or moniker you would use to describe yourself?  Fearless What is one change you've implanted that made your life better?  I hired a housekeeper. What power song would you want playing as you walk out onto a stage?  “Respect” by Aretha Franklin About Laura Pollock: Laura is the founding partner of Third Street Partners and serves as a strategic advisor to leading asset management firms and their top performing executives. Leveraging over twenty years of asset management experience at both large firms and boutiques she built Third Street anchored in the industry's best practices, her trusted relationships and exceptional network. She works with global investment management organizations to provide a hands-on, rigorous and collaborative approach to sourcing and retaining high-quality talent, including talent-related M&A activity for firms and in-house teams and sourcing front-office roles. Her mission with Third Street is to support clients' long-term business and growth objectives through talent strategy advisory and execution. Before starting Third Street Partners in 2013, Laura was a partner at David Barrett Partners and was a senior member of the asset and wealth management practice at Russell Reynolds Associates in Boston and New York. Laura graduated with a B.S. degree from the University of Kentucky. Links: Website: https://www.thirdstreetpartners.com/ LinkedIn: https://www.linkedin.com/in/laurapollock/

As we arrive at the halfway point in Redefiners Season 2, it's a good time to take a look back at the key takeaways and insights from our conversations so far. We've learned a lot from the guests who have joined the podcast this season – dynamic, change-making leaders from a wide array of industries. In this episode, host Clarke Murphy takes us through some memorable highlights on critical topics facing leaders across economies around the world. Culture, sustainability, DE&I, the evolution of boards, tech transformation, and more. The insights in this episode are invaluable, the takeaways are actionable, and the conversations are up-close and candid.     This episode also includes a special offer for listeners to submit questions to Russell Reynolds Associates consultants on leadership, career development, joining a board,or other topics. If you have a question, send it to redefiners@russellreynolds.com. Don't miss your opportunity to get your questions answered by an expert.    If you want to hear more from one of our Redefiners guests, you can listen to any episode from Season 1 or 2 at https://www.russellreynolds.com/en/insights/podcasts/redefiners-overview.  

Hans Reus is Managing Director – bij Russell Reynolds Associates, een wereldwijd opererend bedrijf dat haar cliënten helpt bij het benoemen van topmensen in het bedrijfsleven. Hij onderzocht samen met de Verenigde Naties wat duurzame pioniers in de top van het bedrijfsleven anders maakt. Wat bleek? De55 pioniers hadden veel meer verschillende soorten functies gehad en vaker over verschillende continenten gewerkt. Hans vertelt dat er nog hoop is voor de mensen die niet van nature bezig zijn met duurzaamheid. Meer dan de helft van de onderzochte leiders bleek namelijk pas later in het leven tot de realisatie te zijn gekomen dat het creëren van maatschappelijke waarde ook in het bedrijfsleven van groot belang is. 

Leading a modern company is not an easy job - for instance, there's a greater focus on ESG factors than ever before, and for some companies this requires a significant shift in thinking. Then there's the challenge associated with a business as it grows - the changes to company culture through acquisition or just scaling up. Dee Fitzgerald, Executive Director at Russell Reynolds Associates, talks to Adam Lang about the environmental, social and governance issues affecting boards, executives and investors. Support the show: https://fearandgreed.com.au/all-episodes See omnystudio.com/listener for privacy information.

Our interview guest is Caitlin MacNamara, who co-leads the retail practice at executive search firm Russell Reynolds Associates. She joins us to discuss the process behind finding the right executives for retail c-suite openings, ways in which to evaluate appropriate fits for culture and responsibilities, and the hidden costs behind not matching the right person with a c-suite position. In news, Lowe's issues their 2022 outlook which featured some anticipated slowing of tailwinds for home improvement, Hobby Lobby raises wages, and Neiman Marcus is rumored to potentially desire a split into three companies.

What makes a long-term CEO? Clarke Murphy, Chief Executive Officer of Russell Reynolds Associates, joins the podcast to discuss the attributes that make executive leaders effective at driving long-term outcomes. Topics include: What factors are contributing to the steady decline in CEO tenure. How frequent turnover at the executive level affects companies' ability to implement long-term plans - and what it means for investors. How successful companies are building diverse and well-rounded boards of directors.

Peter L. O'Brien is a trusted advisor to boards and CEOs on corporate governance, board effectiveness, succession planning, executive development, and leadership search and transformation. He is an expert at developing highly effective leadership teams and boards in Australia and internationally. Peter is a member of Russell Reynolds Associates' Global Board & CEO Advisory Partners Sector and he leads the firm's business across Asia Pacific. Previously, Peter led the Global Supply Chain Practice, as well as the Global Industrial Services & Infrastructure Sector.We discuss;His own career path from AUS to EUROPE back to APACHow he developed his strengths as a leaderHow that helped him and where it has notLeading during a crisis…What did the Russell Reynolds partners notice in terms of leadership and how it is showed up in the C suite?What is emerging in 2022 as being important that we might have underestimated in the past?His thoughts on not being able to give certainty to people who are craving that. How do leaders give their teams a sense of – “here is what you can control….”and a whole lot more…!Effective leaders will always outperform ineffective leaders over time!Hi, I am Pod O'Sullivan.For over twenty years I have coached, mentored and supported corporate leaders and leadership teams all over the world to become impactful, effective and high performing.This is a podcast that taps into that experience. It is recorded for and about senior business leaders, C suite leaders, Founders and CEO's.I interview leaders and experts about ways to optimise leadership.What are the useful habits and thinking patterns?What are the secrets to high performing teams?How do they continue to nurture their effectiveness day after day?In other words, what is their leadership diet?www.theleadershipdiet.com

My reflections on the conversation with Peter O'Brien of Russell Reynolds Search and SelectionPeter L. O'Brien is a trusted advisor to boards and CEOs on corporate governance, board effectiveness, succession planning, executive development, and leadership search and transformation. He is an expert at developing highly effective leadership teams and boards in Australia and internationally. Peter is a member of Russell Reynolds Associates' Global Board & CEO Advisory Partners Sector and he leads the firm's business across Asia Pacific. Previously, Peter led the Global Supply Chain Practice, as well as the Global Industrial Services & Infrastructure Sector.We discuss;His own career path from AUS to EUROPE back to APACHow he developed his strengths as a leaderHow that helped him and where it has notLeading during a crisis…What did the Russell Reynolds partners notice in terms of leadership and how it is showed up in the C suite?What is emerging in 2022 as being important that we might have underestimated in the past?His thoughts on not being able to give certainty to people who are craving that. How do leaders give their teams a sense of – “here is what you can control….”and a whole lot more…!Effective leaders will always outperform ineffective leaders over time!Hi, I am Pod O'Sullivan.For over twenty years I have coached, mentored and supported corporate leaders and leadership teams all over the world to become impactful, effective and high performing.This is a podcast that taps into that experience. It is recorded for and about senior business leaders, C suite leaders, Founders and CEO's.I interview leaders and experts about ways to optimise leadership.What are the useful habits and thinking patterns?What are the secrets to high performing teams?How do they continue to nurture their effectiveness day after day?In other words, what is their leadership diet?www.theleadershipdiet.com

How does someone who started out in finance end up center stage in the fight against COVID-19? Because our guest Aurélia Nguyen had the guts and self-awareness to step out of traditional trajectories into a career that, at the time, didn't even have a name yet. As she progressed through the finance and policy departments at Glaxo Smith Kline, Aurélia realized she had more resonant work to do. So she retrained and redefined herself for her role today: Managing Director of the Office of the COVAX Facility, where she helps secure and distribute COVID-19 vaccines to 92+ lower-resource countries – a job description that's about as high-stakes and high-speed as it gets. We talk with Aurélia about how she's learned to successfully lead in an environment where there are many players, objectives, realities, and pivots (sound familiar?). We talk about collaboration, working toward collective milestones rather than collective visions, gathering talented teams who work with a singular focus, and how extending partnership arcs far outside the health category is helping her team reach their global health mission. It's a powerful story of redefining and the incredible impact it can have on the world. Relevant Report: What if they mean it? | Russell Reynolds Associates

Russell Reynolds Associates released a study on the leadership competencies needed to drive the consumer sector in a post-covid era. The Covid-19 pandemic triggered rapid changes in consumer behaviour globally, including increased digitalisation, a rebalancing of life priorities, increased focus on hygiene standards, and a gravitation towards brands that align with their social values. A pre-Covid head start in digitalisation gave Asian companies an edge above other regions, and companies quick to respond to these sudden changes in their consumer profile saw a massive influx of new customers during the pandemic. The unique challenge leading Asian companies now face is retaining these new customers in the long term, and enabling their companies to be agile and resilient to navigate any future drastic shifts in consumer behaviour. In this B2B Episode, RRA's Michelle Chan Crouse offers deep insights and best practices on what kind of leadership we need going forward into this continually evolving now normal. She also delves into the skills we should all prioritise in a post-pandemic world.

Protecting people and the planet is the biggest challenge of our lifetime and one that will require a new type of leadership. CEO Clarke Murphy understands this more than most. His firm Russell Reynolds Associates has just released a first-of-its-kind report, digging into what the new generation of leaders will need to meet sustainability goals in the decades to come. Clarke talked to Meet The Leader about the findings, from what 'spooked' him and inspired him to what gave him pause. He also shared steps leaders can take to bridge 'say/do' divides, rethink incentives and transform company culture. His practical advice paired with the report's surprising findings help leaders better tap the most important sustainability resource already in their organization: their people. See acast.com/privacy for privacy and opt-out information.

Protecting people and the planet is the biggest challenge of our lifetime and one that will require a new type of leadership. CEO Clarke Murphy understands this more than most. His firm Russell Reynolds Associates has just released a first-of-its-kind report, digging into what the new generation of leaders will need to meet sustainability goals in the decades to come. Clarke talked to Meet The Leader about the findings, from what 'spooked' him and inspired him to what gave him pause. He also shared steps leaders can take to bridge 'say/do' divides, rethink incentives and transform company culture. His practical advice paired with the report's surprising findings help leaders better tap the most important sustainability resource already in their organization: their people. Hosted on Acast. See acast.com/privacy for more information.

Protecting people and the planet is the biggest challenge of our lifetime and one that will require a new type of leadership. CEO Clarke Murphy understands this more than most. His firm Russell Reynolds Associates has just released a first-of-its-kind report, digging into what the new generation of leaders will need to meet sustainability goals in the decades to come. Clarke talked to Meet The Leader about the findings, from what 'spooked' him and inspired him to what gave him pause. He also shared steps leaders can take to bridge 'say/do' divides, rethink incentives and transform company culture. His practical advice paired with the report's surprising findings help leaders better tap the most important sustainability resource already in their organization: their people.

In The Spotlight, Rachel Kelly and Timothy Go spoke to Alvin Chiang, Consultant at Russell Reynolds Associates about board diversity here in Singapore, and what companies need to do to navigate diversity and compliance. See omnystudio.com/listener for privacy information.

This interaction is very unique. 1. I got introduced to a new kind of app - that is not a social media app, but a TRIBE media. CheKMarc - an app that is set out on a journey to create Communities of Communities. ChekMarc is a free global social platform where people connect one-on-one and in communities to help each other achieve goals. Connections are positive, private and safe. 2. I introduce my friend Hari Krishna to join as a Guest Host for this episode. This conversation is with Vrinda Johnson and a deep dive into the world of ChekMarc. www.chekmarc.com Vrinda Johnson Co-Founder & COO The Inspired & Creative Drill Sergeant. The Tireless Cheerleader. Vrinda has always been passionate about mentorship and the power of human connection. She began this journey with ChekMarc because she believed (and continues to believe) wholeheartedly in the need for a platform that unites people in the simplest, purest of ways. Vrinda is an academic and believes that one never really stops learning. She is eagerly looking forward to what she can learn from the ChekMarc community. In addition, she is excited to bring her professional and personal experiences to ChekMarc and drive others closer to their goals. Prior to ChekMarc, Vrinda spent most of her career in Leadership and Financial Services consulting at Russell Reynolds Associates and PwC. She has over 15 years of experience in strategic consulting including leadership development, customer experience and digital transformations, and large-scale enterprise transformation projects. Vrinda gained extensive expertise in the growth of digital across all industries, including FinTech & InsurTech, Vrinda is a devoted mother of two, and she and her husband spend most evenings and weekends between homework, art lessons, and basketball and track competitions. In her nonexistent free time she is also an athlete & fitness enthusiast, and is just getting back into her first love, dance. What does ChekMarc mean to you? “I strongly believe that before anything else, we are human beings first; and it is this fundamental commonality that lays the foundation for our ability to 'be'. ChekMarc is the only platform that brings this belief to life and shows us the power of human connection

Following the launch of the Malaysian Board Practices Review 2020, an initiative by ICDM in collaboration with Russell Reynolds Associates (RRA) and Bursa Malaysia, we take a deep dive into some of the findings and explore what needs to change for boards to enhance effectiveness and build long-lasting stakeholder confidence and trust. Alvin Chiang, Board and CEO Advisory Consultant at Russell Reynolds Associates joins our president & CEO, Michele Kythe Lim, and Nadia S Hassan, producer and senior broadcast journalist at The Edge, to discuss how Malaysian boards identify independent director candidates, how they evaluate their performance and boards' overall approach towards leadership development.

Our special guest is Hans Reus, Managing Director at Russell Reynolds Associates. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Call them changemakers. Call them rule breakers. We call them Redefiners. And in this provocative podcast, we explore how daring leaders from across industries and around the globe are redefining their organizations—and themselves—to create extraordinary impact in today's rapidly changing world. In each episode, Russell Reynolds Associates consultant Nanaz Mohtashami and CEO Clarke Murphy host engaging, purposeful conversations with leaders in and out of the business world who share their insights and perspectives on how they lead, boldly. You'll come away with fresh ideas and tangible takeaways on how you can redefine your own leadership trajectory – no matter where you are on your journey.   Our Hosts:  Clarke Murphy  Clarke Murphy is the Chief Executive Officer of Russell Reynolds Associates and serves on the Board of Directors. Prior to his appointment as CEO, he was the Global Leader of the firm's CEO/Board Services Practice.​ While at Russell Reynolds Associate​s, Clarke has conducted a number of significant projects in the industry, including Fortune 100 board searches and CEO successions. In addition, he has led notable searches in​​ the private equity industry including searches ​for the Carlyle Group and Warburg Pincus. Nanaz Mohtashami Nanaz Mohtashami is Managing Director at Russell Reynolds Associates, a core member of the firm's Healthcare Sector and leads the Medtech Practice in Europe. She devises global strategies for healthcare clients across devices, diagnostics and pharma, as well as for private equity clients around the world. Nanaz focuses on leadership assignments at the executive and non-executive levels, tackling a wide array of senior talent issues such as succession, development, team effectiveness and more. She is based in London but spends a significant amount of her time across Europe and the United States.

Our special guest is Hans Reus, Managing Director at Russell Reynolds Associates, responsible for guiding global clients through the search and appointment of senior executives. Hans recently collaborated with the UN Global Compact to research the extent to which experience of sustainability issues plays a role in the process to appoint candidates to CEO and other senior positions in business. His findings are surprising.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How can the banking industry develop its existing talent to meet the needs of the current era? In Mind Your Business, Howie Lim speaks to Jynn Goh, Executive Director, Russell Reynolds Associates about developing innovative and inclusive leaders to drive future growth of banks. See omnystudio.com/listener for privacy information.

Eine Aussage auch mal stehen lassen, damit sie besser wirken kann - das ist eine der Erkenntnisse, die Ulrike Wieduwilt in ihren Medientrainings gemacht hat. Die Deutschland-Chefin von Russell Reynolds Associates ist auf das Recruiting von Führungskräften spezialisiert und weiß aus vielen Bewerbungsgesprächen: mit "Einmal Medientraining machen und dann kann man es" ist es nicht getan.

Tracy L. Lawrence is the Founder and CEO of The Lawrence Advisory. The Lawrence Advisory is known for hiring, coaching, and building high-performing teams, emphasizing innovation and performance. Lawrence was recently named the first Executive-in-Residence at USC's Marshall School of Business.Before launching The Lawrence Advisory, Tracy Lawrence led the Los Angeles-based consumer and Entertainment practice at Russell Reynolds Associates, one of the world's largest recruiting and assessment firms. Previously, Lawrence served as General Manager of Fox Family Channel, leading the cable network until its sale to The Walt Disney Company for more than five billion dollars, the most significant price ever paid for a cable network.Lawrence uses her real-world expertise to advise Fortune 500 companies, private equity firms, asset management companies, media and technology companies, and nonprofits in creating teams that drive growth and performance. She has held leadership roles at Viacom, Kraft, Nestle, and PWC.Lawrence frequently speaks about her “hire//build//lead” model of organizational development, which focuses on incorporating strategic goals into the hiring process for long-term sustainability. Stanford University, Harvard Business School, the Aspen Institute, and the University of Southern California are among the places where Lawrence has lectured and shared her experience and knowledge.Lawrence earned her BA in Economics from Stanford University and her MBA from Harvard Business School. In this episode, Dean Newlund and Tracy Lawrence discuss:What it means to “Hire, Build and Lead.”The company's culture and perspectives on how.Using intuition in the hiring and interviewing process.Creative ways of how you can interview someone Key Takeaways:Your culture can make or break your company's successDetermine what you want your organization's identity is, figure out your culture, and find how the organization can grow.Sometimes, culture just happens, but successful organizations should be intentional about growing a strong culture.A lot of people have fascinating stories - asking questions to have them get those stories out is an art you have to learn through study and experience.  "There are a lot of organizations that have strong cultures develop this belief that it's the culture that has gotten them the success that they have, that may be true, but it may also be the culture that keeps you from being able to grow and innovate in the long run." —  Tracy Lawrence. See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Tracy Lawrence :  Website: https://thelawrenceadvisory.com/LinkedIn: https://www.linkedin.com/in/tracyllawrence Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/Twitter: https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370

Our guest today is Ed Fry – the President of Faith Search Partners.  Since 1990, Ed Fry has successfully assisted faith-based organization boards and executive teams in securing mission-minded leaders. He has served as a Vice President/Partner of Witt/Kieffer, the largest healthcare executive search firm, and launched the faith-based practice at Russell Reynolds Associates, one of the “big four” international executive search firms.  In 2007, he founded FaithSearch Partners, the largest retained executive search firm focusing on the complete spectrum of faith-based organizations.  Three years ago, he also co-founded HealthSearch Partners, which became the sixth largest healthcare search firm. Previously, Ed directed marketing and public relations at faith-based hospitals in Illinois and Texas. In addition, he managed the public relations function at The Joint Commission, the premier healthcare quality review agency in the U.S.Ed holds an MBA from Dallas Baptist University and a BS, Communications degree from Southwestern Adventist University, where he is a member of the institution’s board of trustees. He is a former Board Chair of the Ardmore Institute of Health, a $75 million national faith-based foundation promoting wellness and healthy living. For years, Ed has also been a board member of The Journey, a Texas-based Christian radio station, as well as the board of Faith For Today, the oldest continuously broadcast religious television program in the world. He now lives in Tyler with his wife of nearly 37 years and they have two adult children, one also in East Texas and the other in Seattle.FaithSearch PartnersHealthSearch PartnersChasing What Matters InstagramChasing What Matters Website

Emily Kernan Rafferty, President Emerita of The Metropolitan Museum of Art, served for 40 years at the Museum: as chief of institutional advancement, Senior Vice President of External Affairs, and as President from 2005 to 2015. As President, she was the Museum's chief administrative officer, supervising a staff of 2,000 full- and part-time employees and volunteers. Ms. Rafferty's global experience took her to more than 50 countries as she worked with government and private sector officials on initiatives involving funding, marketing, international art loans, legislative affairs, and cultural issues. Ms. Rafferty served as a Board member of the New York Federal Reserve Bank (2011-2017; Chair, 2012-2016); as Chair of NYC & Company, the city's official tourism and marketing organization, from 2008-2020, where she continues to serve on the Executive Committee; and as a UNESCO Senior Adviser for Heritage Protection and Conservation (2015-2017). She is a Board member of the National September 11 Memorial & Museum (2005-present; Vice Chairman, 2019-present), Carnegie Hall (October 2018- present), Civitella Ranieri's Artist Residency Program (2018-present), the Hispanic Society Library & Museum (2019-present), and the Association of Art Museum Curators (2019-present). She also serves as a Board member of PJT Partners (2015-present) and Koç Holdings, Istanbul (2018-present). An Advisory Board member of the Bipartisan Congressional Commission for the feasibility of an American Museum of Women's History in Washington, D.C. (May 2015-December 2016), she continues to serve as an advisor to the project, which received Congressional approval to proceed as part of the Smithsonian in December 2020. As principal of Emily K. Rafferty & Associates, she currently consults for several organizations, including Russell Reynolds Associates, serving as a Senior Advisor to the Firm in the Non-Profit Sector and independent clients. She is a member of the Advisory Council of the American University of Beirut and a member of the Advisory Board of The European Fine Arts Fair (TEFAF). She served as a Hauser Leader at Harvard Kennedy School's Center for Public Leadership (Fall 2019). A member of the Council on Foreign Relations, she also lectures widely on topics relating to non-profit and board governance issues, fundraising, and cultural heritage. The recipient of many awards and honors, Ms. Rafferty was named by Crain's New York Business one of New York City's 100 most influential women over a five-year period, and in Fall 2015 she was elected to its Hall of Fame. She is a recipient of New York University's Lewis Rudin Award for Exemplary Service to New York City, a Lifetime Achievement Award from the 9/11 Memorial and Museum, and was recognized as a Living Landmark by the New York Landmarks Conservancy. Don't forget to check out my book that inspired this podcast series, The Caring Economy: How to Win With Corporate Social Responsibility (CSR). --- Support this podcast: https://anchor.fm/toby-usnik/support

Are you planning to jump into an executive position? How do you get hired for the C-suite position that you are aiming for?In our very first podcast, we get to the nitty-gritty of becoming a high-quality candidate for a C-suite position and how the recruitment process works with Elizabeth Otter, MPH, the Executive Search and Assessment Professional at Russell Reynolds Associates. She will share the difference between executive recruiting versus traditional headhunting, the misconceptions, and best practices in executive recruiting. She will also share great tips on how to get hired in the C-suite position.In This Podcast, We Talk About:What it is like to work with an executive recruiter versus a traditional head hunter.How long does an executive recruiting process take?The common misconceptions of working with an executive recruiter.The best practices to build relationships with recruiters and be a potential high-quality candidate.Are resumes and cover letters needed to be considered as a candidate?Elizabeth shares her experience in recruiting and what kind of C-suite jumps happening within the recruitment process.The common challenges when looking for executive candidates.Elizabeth shares her most interesting experiences in executive recruiting.Three most important things that you can do to get hired for an executive position.Connect With Elizabeth on LinkedIn. Website: https://www.russellreynolds.com/Links Mentioned:Roadmap to the Executive SuiteGet to know more about My 90-Day Job Offer Program here.Book your Complimentary Career Strategy Call here.About me:I started my career like many people do: in an entry level role making around $35K a year, was the first to arrive and last to leave, putting a 110% into my job…But it wasn't enough. I was consistently being passed up for promotions and realized I was being underpaid compared to my colleagues. I knew that in order to get ahead in my career and be able to make the money I wanted… to support the lifestyle I wanted…something had to change. So, I started investing in myself. I worked with a career coach, resume writer, read every career book that I could get my hands on, enrolled in career courses, and studied colleagues wo seemed to be crushing it in their careers. And after investing over $20,000 in resources, coaches, and books…and spending thousands of hours over five years…I realized that many of the common advice out there did NOT move the needle when it came to advancing your career! Instead, I handpicked and carefully selected what worked to create my now signature program, 90-Day Job Offer, that is unlike anything that is out there. I wish a program like this existed when I was going through my career advancement and salary negotiations. If so, it would have been a fraction of the cost and saved me over four years of frustration of trial-and-error. Since then, my clients have taken my ready-to-use resources to advance their careers in 90-days or less, and secured on average a 56% increase in salary (to date my clients have received $30,000 - $120,000 in additional earned income per year)!!I help women in technology land fulfilling, high-paying jobs at a company that values and appreciates them. I'm on a mission to help women in tech collectively earn over a $1M in the next year. Will you join me?

Worldwide uncertainty due to the Covid-19 has made it harder for leaders to find their footing - and those who like to operate from a place of clarity are finding few ports in this global storm. So how do effective leaders deal with uncertainty? In Career 360, Howie Lim speaks to Nick Chia, President, Singapore, Russell Reynolds Associates for his insights.  See omnystudio.com/policies/listener for privacy information.

This week Alex is joined by Danny Ryan who is a former member of the Great Britain Fencing team. Danny currently works as a consultant at Russell Reynolds Associates, a global leadership advisory and search firm. Danny has particular expertise at the intersection of healthcare, education and technology, and is a trusted advisor to senior management as they navigate a rapidly changing industry landscape. Danny is also a former Specialist Registrar in trauma and orthopedic surgery in the National Health Service, and previously worked in primary care, trauma centers and clinics across the UK. Danny holds a BA in experimental psychology and an MB B Chir in clinical medicine, both from the University of Cambridge, as well as a postgraduate certificate in medical education from Cardiff University. He is the President Elect of the Federation of Orthopaedic Trainees in Europe and a Young Subcommittee Member of the European School for Trauma and Orthopaedics, as well as a Fellow of the Royal Society of Arts and a Member of the Royal College of Surgeons. Danny and Alex discuss training and performance in fencing, scaling training and education in healthcare and the characteristics that fine a strong leader. Tweet Danny: @DannyJohnRyan Tweet Virti: @virtimed Contact Virti: https://virti.com

Moderator:Henry Hipps, Deputy Director K-12 Education, The Bill & Melinda Gates FoundationPanelists:Howard Fuller, Founder & Director, Institute for the Transformation of Learning; Co-Founder, The Malcolm X Liberation University; Civil Rights Activist* ASU GSV 2015 Lifetime Achievement Honoree *Dr. Mahalia Ann Hines, President, Common Ground Foundation; Chicago Public Schools Board of Education* ASU GSV 2020 Lifetime Achievement Honoree *Phyllis Lockett, CEO, LEAP Innovations* ASU GSV 2018 Innovator of Color *Michael Sorrell, President, Paul Quinn College* ASU GSV 2019 Innovator of Color *Thank you to the Bill & Melinda Gates Foundation as a founding partner of the Innovator of Color Award, and to Russell Reynolds Associates for its continued support of the IOC award at the ASU GSV Summit.

Boards and companies are also in the midst of planning ahead for the economic aftermath, according to Russell Reynolds Associates, a global leadership advisory and search firm, in collaboration with the Singapore Institute of Directors. But are they missing anything and what else should they look out for? Howie Lim chats with Stephen Langton, Consultant, Board & CEO Advisory Partners, Asia Pacific Leader at Russell Reynolds Associates to find out more.

Have you ever wanted to get inside the minds of C-Level executives, or anyone who's risen in their career or founded a groundbreaking brand, and ask… how they got there? What they'd tell their 22 year old self? What their definition of success looks like, or what their goals are? My friend Lizzy is going to be our portal into that world - and you guys, this episode lit me on freaking fire. Lizzy Brown is an Executive Search and Assessment Consultant for Russell Reynolds Associates. Lizzy's job to pair C-Suite level opportunities with the successful professionals qualified to fill those positions. Her clients are some of the biggest brands on this planet, and over the course of working for her firm, Lizzy has conducted over a thousand interviews with professionals - like CEOs from brands you use every day. That's a lot of data. But get this: Lizzy is only a little bit older than you and me. She has the empathy it takes to understand what we're experiencing in the early stages of life and work, and she has the stories, perspectives, and predictors of success to share, based on her interactions with the greats. If that doesn't make your stomach drop with excitement... I don't know what will. Lizzy walks through: - Her own career story - How and why she made the decisions she did right out of college - How she very strategically found the path most aligned with her strengths and ambitions - All about her move across the country - How she navigating personal relationships alongside her promotions - What her current goals are - Why finding out what makes you tick really matters - What investing in what you need looks like in practice - How leaders approach finding their next opportunity - Examples of how these leaders determine what matters to them - What the Enneagram is and what it means to know where you fall on the spectrum - What a Type 3 is like and needs to look out for And SO MUCH MORE?! You guys I am HYPE if you can't tell. Let's get started. ------------ *Quick note: Lizzy and I had to shift our mode of communication about 2 and a half minutes in. Please don't let it distract you from our conversation - the content is all still there, I promise.. Thanks for understanding. I hope you love this episode! ------------ Lizzy has been fascinated by people and personality since she discovered her first characters in a book. Lizzy is based in San Francisco and works for global executive recruiting firm Russell Reynolds Associates, where she partners with Fortune 500, private equity, and venture capital-backed companies to identify, assess, and place executive-level talent around the globe. Her clients range from early-stage to established companies in the consumer sector. Lizzy received her B.A. from Vanderbilt University. Outside of work, Lizzy counsels undergraduate and graduate-level students and young professionals on career pathways and professional development and is currently training as an Enneagram practitioner. She is happy to talk with you anytime about the latest developments in the British royal family and/or who you are and where you are going. Work with Lizzy: https://www.andthenitsperfect.co Connect with Lizzy: esterlingbrown@gmail.com Follow Passages: @PassagesPod Follow Chloe: @Chloe.Belangia Don't forget to subscribe to Passages and leave a review!

This week is a replay of the show aired originally on 7 Mar 2020 Welcome!   We are going to hit a number of topics today from the world of Technology.  I am quite disappointed with Mozilla, they are letting marketers and politicians define their technology. Listen in to find out why I feel that way. Compliance is an issue for many companies and I have some solutions that will help you and it includes a diet but probably not the kind you are thinking.  Do you ever get nostalgic for "the good old days?" Well, I have something that might help, listen in to find out more. I will tell you happened to one of the Sharks from Shark Tank? How you can prevent it from happening to you and more. For more tech tips, news, and updates visit - CraigPeterson.com --- Related Articles: Getting Your Fix of Nostalgia Don’t Store Data You Don’t Need Cryptocurrencies and Insurance Increases Ransomware Profitability Are you Secure -- Depends on Many Things You Don’t Have Much Time To Stop An Attack Hackers Target Large Databases Anyone Can Be A Victim - Business Email Compromise Does Not Play Favorites  DNS over HTTPS (DoH) is not the Panacea the Marketers Are Leading you to Believe --- Automated Machine Generated Transcript: Hello everybody, Craig Peterson here on WGAN and, of course, online at Craig Peterson, dot com and heard streaming all over the world on your favorite streaming site. I'm so glad to be here today and be able to talk with you a little bit about what are the top news stories this week? How can you keep safe that's kind of one of my themes because I freaked out when my company got attacked some years ago. You know, just a regular business guy trying to run a small business and man did hurt me bad back in the day. I'm just trying to get all of the information I've put together over the years and learn, and I continue to study this stuff and continue to look at what are the best ways to defend ourselves. I try and get all of that and put it together into neat packages for you. One of them, of course, is the radio show. I also get on with Facebook Lives. YouTube lives, and also do various types of pieces of training and tutorials and things out there. Where in fact, for the next course I have coming up, we're going to have implementation calls, where we are talking specifically about what to do when you do it. So you try and implement something, you have some issues. I'm going to get on the phone with you guys. So I think that's going to be great. And then the upcoming class here in a few weeks. And then, of course, the tutorials leading up to that class where I'll take your questions live, sometimes those little tutorial sessions on, you know what it's webinar technology. On these webinars, sometimes we go a couple of hours so I can answer all of your questions. That's what it's about here. All right, because I understand most people, not I know I'm this way too. I get contacted by somebody, and they're trying to sell me something that happened just over the weekend. Last weekend somebody knocked at the door, trying to sell windows, right. I think it was like Renewal by Andersen or something like that. And they were walking around knocking on doors. I see you know, immediately just knee jerk said, No, No thanks, my windows are fine. It got me to thinking about the whole situation in the security realm. Because that's what we do, right? What we've been doing for years decades, sometimes we have the antivirus software, every once in a while when we hear about a real big vulnerability, we go ahead and apply patches. You know, it's been the same old, same old, but we just can't do that anymore. And because really, we see huge, huge problems and businesses going out of business because of them. So that's what this is all about. So if you're a new listener, welcome. If you've been listening to me for a while, of course, Welcome, Welcome to you too. And I want to get this information out. So one of the best ways to make sure you have all of the latest information you need is to go online go to Craig Peterson dot com slash subscribe, and that'll get you on my email list. Then once you're there, you will be able to keep up on up to date on things I do, try and get those out. I have a newsletter that's every Saturday morning. Then when I'm doing training, I'll send something that's a little out of the band if I'm doing a live or various other things. I thought because of the way it works with the emails I send out, if you want to unsubscribe, you will be guaranteed to never hear from me again. Maybe that's a great thing that is right for some people. But for other people, I came to realize that perhaps they didn't care about the training, they just wanted the newsletter, or perhaps they wanted the pieces of training but didn't want any emails. Some wanted on courses but not other courses, etc., etc. So I'm going to try and do something a little bit different right now, and there's a pretty nasty warning as a footnote. If you unsubscribe, I can't send you anything anymore. I won't send you anything even if you want a course, you'll not hear from me again, because you unsubscribed and marked as somebody that doesn't ever want to hear from me again. That's fine. I know we all have our lives, and maybe you think you're safe enough. Perhaps you're going to reach out to me when everything falls apart around you. At which point, I can't respond to you because I will have your email blocked. That is because I don't want to bother you. I want to comply with the can-spam app act. Although, you know, most people don't seem to care about that as well as the GDPR. Also, The New California regulations, the Massachusetts regulations, and new federal regulations that are going into effect. They all place requirements on when and where I'm not supposed to contact you. If you say No. Then No means no, right. I'm going to change things a little bit with these upcoming training and courses that I'm going to be doing. I'm going to make it so you can just unsubscribe from those, so you're not going to lose contact with me. I've had some people complain, and in the end, it becomes a bit of a pain to try and add them back in. We're going to try and make this a little bit easier for you guys, so keep an eye out for that. You already know right based on what I'm saying, as well as what I've done in the past that I won't spam you guys, I don't sell your name to other people your email address. Most of you I know are kind of the older generations, the younger guys they don't care we've already talked about that. They will sell their email address and name for a donut. But us older folk were a little bit more cautious about it. I think that's probably a good thing. We're less likely to get ripped off the senior population in some ways less likely to get ripped off, and other ways more likely get ripped off. It's interesting. Again, we tend to trust phone calls more. You know what I have, frankly, I don't answer my phone anymore. It just goes to voicemail. And I have somebody else look at it because there are so many scams coming in. But we tend to trust the phones more in the generation, you know, the men and women older than me, other baby boomers, they are a little bit more susceptible to those types of scams. So be careful with those types of scams as well just you know, be careful all the way around, frankly. And that brings us to our first story of the day today. And this is something I found that I thought was cool. So I thought I'd share it with you. It's a tech thing. I was just a few weeks ago talking on the radio. One of the radio shows I appear on as a guest. And we were talking about Betamax versus VHS. And I knew I knew that the radio host I was talking to there's no way he just loves tech. There's no way he did not have Betamax. And he did. He had hundreds, apparently of beta tapes in his closet. But this is all about that Era of the 1990s. I'm sure you guys had VCRs right back in the day. And of course, the winner of that war was VHS, and it wasn't because it was better technology, but we're not going to delve into that right now. And those VHS tapes, at this point, about 20,000 of them have been put into an online vault. Now, if you've never used the Wayback Machine, you have to check it out. You can find it online. At archive.org, that's the name of it. It is an Internet Archive, and it shows web pages going way back, you can look at my web page from back in the very, very, very early days of the Internet. When you know, love the not the Internet, but of when the whole web thing came about, which was 9293 is when it started to go. I didn't have a webpage back in 85. When I first registered my domain that's been around for a while. And then, of course, I was using other domains. Before that, I've used my ham radio call sign is my domain. And before that, but the Wayback Machine is this archive, you can browse the history of any major site, many miners sites that are out there. They have used it in court cases. It's used by me, just for kind of memories of things as the way they were. Now you can use it for something brand new. I didn't know that they had, and that is They've got something out there on the Wayback Machine that's called the VHS vault V-H-S just like the VHS tapes that we had or that ken didn't have because he had Betamax. Right now, I'm looking at says there are almost 21,000 results. So they've taken these VHS tapes that were submitted, and they have effectively ripped them. They've turned them into digital video, right. And some of these are just amazing, like a warm-up to Traci Lords. It's an exercise program. Of course, Traci Lords was involved in some adult films back in the day. Man, I love this mystery science theater. 3000 Timothy Leary is a guest on MTV with John Lennon, Les Miserables from 1935, rush to judgment. There are some many cool things The Lion King in full VHS tapes. Now some of this information is probably still copyrighted, but as a general rule, archive.org doesn't get nailed for copyright violations. SpongeBob SquarePants Oh, this is the Fairy Fairy Godmother I think is what this cartoon was called and trying to remember my kids used to like it. Some bootleg tapes, everything, but you can find it online I think you would have a gas looking through these. I want you to go to archive.org as you're listening to the show, or maybe some other time during the week, you're sitting there watching some TV with your smartphone or your computer. Archive.org and look for the VHS vault. The actual URL is archive.org slash details slash VHS vault. You will see all kinds of fun stuff that's in there. They have many different collections You can search this you can go in by year when They did it. They have Flemish dog collection. There's another one. There are collections I've used in some of the training videos I put together. There are collections of old black and white art, and pencil art, and engineering diagrams that are well, well auto copyright and you'll find all that stuff@archive.org Check it out, I think you will have a gas checking it out. If you're like me, it's certainly brought back a lot of memories.  When we get back, we're going to be talking about something that you should be doing, whether you're a home user or business user. You know, the things that we have to be worried about are the things that can be stolen from us, right, in the online world. Okay, this is what we will be talking about. What can be taken from us, but also what can be used to kind of hold our feet to the fire in ransomware. So we're going to talk about how to reduce your risk with Craig Peterson here on WGAN Stick around. We'll be right back. Hey everybody Craig Peterson back here on WGAN online, and of course, at Craig Peterson dot com. Yeah, you know it by now, right? Well, hopefully, you had a chance to look@archive.org, definitely check it out. It's called the Wayback Machine, at least that was its original name. And they may still have that domain, the Wayback machine.com. But now it's known as archive.org. It is a wonderful, wonderful trip down memory lane, at least for me. If, if you are a little bit older, you might remember the Internet back in the days fun looking at some of the original search pages at AltaVista. Man, I miss AltaVista. I used to like to use the Boolean algebra that you could do in AltaVista. By the way, if you are a geek like me when it comes to searching and you want to be able to dig into it. There's a tool I use, and I think that you'd like it also. It's not cheap, that's for sure, but not that expensive either, but it's called DEVONthink, D-E-V-O-N T-H-I-N-K. It allows you to set up searches using all kinds of Boolean constructs, which is very, very, very handy, at least as far as I'm concerned. You can set it up to do automatic search sets every day looking for different things. It's one of the tools I use to find the information that we talk about here on this show because so much of it just isn't generally speaking, available. It certainly isn't spoken about by the mainstream media, right? You know that right. That's why you listen to the show and why you follow me. I am on LinkedIn. I'm on Facebook. I'm on Twitter, YouTube, and my website as well. I appreciate all you guys who do follow and who comment. Now, if you're a business person, this is for you, but there are some things that you can do as an individual as well that are going to make a big difference for yourself and your safety online. Businesses are concerned about the GDPR, which we've talked about on the show before. That's the European privacy regulation. We're also very concerned right now with CCPA. I just had a company that makes optics. I use their optics here in the studio if you have ever seen me on a webinar or one of these videos or pop up training or anything. I'm in the studio, and my cameras here the lenses use the glass made by this company. I had no idea, but they reached out to us due to their operations in California. They have a sales operation there because, again, they're selling their optical glass for use in lenses, and all kinds of other devices. They reached out because they were concerned about what is happening, what could happen with these new California privacy regulations? Is it going to mess up their business? How is it going to mess up their business? How is it going to make things better or worse? I think they had some outstanding questions. So they called us in, and they paid us to do an audit of the systems they have. How are the systems working? What is it that we need to be worried about? You know, it's something that takes a few weeks and a couple of on-site visits in New York? New York State, which by the way, is going to have their own set of privacy regulations that are going to affect them pretty dramatically. But basically, what it came down to was if they were compliant with the European regulations, they were probably most of the way towards the California regulations. So they think that they're compliant. But when we got in and started having to look at it, it turned out No, no, no. They are not anywhere near compliant with either set of regulations. Even though their IT people told them they are because they have full-time programmers who are programming their systems. They thought, Oh, no, no, we're fine. We're fine. No, they weren't. So what do you do if your regular business? Enough moaning and groaning about the optical manufacturer, who has fantastic optics, which is why I use them. Let's talk about you. Let's talk about your business, your small business, your larger business, this is true, you should be paying attention if you are a medium or large business as well. One of the best things you can do, and it is hard to get through to a lot of CEOs and other business owners. But one of the best things you can do to reduce your risks is to reduce the data that you are maintaining. Right? If you want to reduce the chance of getting shot at, don't go out in the streets where they're shooting, right? If you want to reduce the risk of having your data stolen, then don't have the data out there for them to steal. If you don't want to get nailed by one of these new regulations, that says, hey, personally identifiable information has to be maintained in this way and that way. If someone asks you what data do you have on me? Do you realize now you only have one week to respond? You must provide that data to them. If you have any sort of a California Nexus or European Nexus, in other words, doing business in either one of those places. Now, it's down to I think five days it's not a week to respond, saying, Here's all of the data that we have about you. That's what you have to be able to do. We have to be able to do it right now. You also have to be able to tell them, here are all of the people within my organization as well our contractors that saw your data and had access to your data. That is a very, very big deal, frankly. The landscape is constantly changing your obligations for that data, and the data disclosure and the data-keeping keeps getting more strict. What's the right thing for you to do? Ultimately, well, it's to get rid of the damn data, right? It's a very, very solid first step in reducing your risk. Now I'm going to be publishing next week, a little guide that you can use yourself, right, you don't have to have me involved, or anything else is just for you, that you can use to do an inventory of all of the data that you have in your business. What we've done is we've gone through and looked at different parts of the businesses that we've worked with over the years and evaluated the kind of data they often have. You have to do that first, right? You must identify what your risks are. You must determine what data you have. I'll make that available for those people on my email list. It will be part of this ramp-up here, a precursor to the pieces of training that I will be doing. There will be different free pieces of training and tutorials in my ramp-up to my courses. You don't have to be in the course to participate in the free tutorials, okay? You don't have to buy anything from me. It is all free, no hype or anything else. Okay. I'm not trying to hard-sell anybody I want to help you. That is the first step -- doing this inventory the data you have, and it is one of the best things you can do. Put your company on a data diet. Now, you know, last week we had Barry Friedman on the show, talking about a sugar diet. Right. It's a lot like that, and it's getting rid of these addictive pieces of data that we keep on our clients on our prospects, everything else that's out there, right. Let's look at it as a lens. When you're looking at your data when you're doing an inventory of these data assets, ask yourself, do I need this? Will this provide what I need? Think about maybe like a food diet as Barry does with sugar? Do I need sugar? We know is sugar going to provide us the nutrients that we need? The answer to that is no. When it comes to sugar, right. We found that out from Barry last week. But we need to work to minimize sensitive data and ask ourselves, do we need this sensitive data to conduct business right now? And will we need this sensitive data to conduct business in the future? If the answer's no, securely dispose of that data. It is the only way to comply with these regulations that are already in place here in the US and Europe as well. All right, when we get back, we're going to talk about how did we get here? How did we? How did ransomware grow to be a multi-billion dollar industry? What did we do to get here? What should we do to try and get beyond all of this? You're listening to Craig Peterson on WGAN. And of course online at Craig Peterson. dot com, live on youtube, live on Facebook everywhere out there. Stick around. We'll be right back. Hey, welcome back, everybody, Craig Peterson here on WGAN, and of course online at Craig Peterson dot com. In case you missed it. We've been busy today talking about the internet archives VHS vault. Again, that's archive.org. Check it out. It is kind of cool. We just talked about reducing risk using the cheapest mechanism possible. Data minimization will save you money and help you be compliant. Now I'm going to talk about ransomware. We've been warned recently about ransomware's rise. Many people thought it's kind of past. In some ways, it has. 2018 was kind of the banner year for the standard ransomware that out there, but it is back, and it is back with a vengeance. We talked about some of the statistics about a month ago and showed how it had gone up a bit almost doubled just between the third and fourth quarters last year, which is just absolutely dramatic. I had a course before, where we talked a little bit about backups. I've certainly talked about it here on the show before, and how backups help stop ransomware. Let's just spend a couple of minutes on that right now, although it's not 100% accurate anymore. It is essential to do for just a whole plethora of reasons. Backups are kind of the very first stage of what you need. I read an article yesterday from a guy who is in some of the highest circles in the country. He had the phone numbers, the direct cell numbers of presidents and you name it, really just anybody who's anybody was on his phone. It was an Android phone. He had assumed that it was backed up into the cloud or something. His phone broke. He got a new phone and realized at that point that his phone had that never, ever, ever, been backed up. He lost the phone numbers from all of these people. Good luck getting them back, cell phone numbers, other contact information. Think of all the things that are on our phones nowadays. Losing your phone, having a hard disk crash on your laptop, or your desktop computer. Losing those can be devastating, no question about it. If you're a larger business and you think that you're doing backups, double-check them. I'd say three times quarters of the time, and I can't think of an exception to this, your backups will not work correctly for that business. I've never seen a case where all backups are working correctly, ever, ever going into a business. I know you, Craig, you're just crazy. It's silly. You're trying to build a business and scare people. No, I have never walked into a company and found their backups to be working correctly. We see things like, and I don't mean, they're not working in a way that is ideal or optimal for the business. Right? Certainly that on top of it. I mean, they weren't working. We had one company that we went into, and they were dutifully doing backups, and the operations manager had five external hard disks. Every day he brought a hard drive in, he plugged it into the server and took it home at the end of the day. So we had Monday through Friday, hard disks that you brought back home with them. So they were off-site, which is, you know, great idea, by the way. The server itself had a RAID configuration on it and is called a raid five. It had three hard disks so that if a drive failed, they wouldn't lose all of their data. We went in because they wanted to do some upgrades. They hoped to move over to Apple infrastructure, where people could use iPads and iMacs on their desks to have a better working environment for everyone by moving away from windows. By the way, this is an excellent idea. They still had some Windows software that they had to run, so we helped them with that and got that all working running correctly. The backups you know, they were trying to do the right thing. But you know, you know what, there were a couple of problems one, their server had not written to any of those external disks for the last 18 months. They went a year and a half without ever having had a good backup. Think about that. What would happen to that business? What would happen to your company? After 18 months of no good backups and losing all your data? Oh, and their server, an HP server, that cute little HP server had that RAID array, right a raid five where you can lose a disk and not lose data. Well, they had lost a drive. We were estimating based on the logs about a year before. There they were with no backups and no redundancy in their server disks on their server. That's an example right now, and I could go on and on. We had a company division of a Fortune 100 company that had paid for backups, and they had a dedicated data line. We put some next-generation firewalls in place that monitored the data and watched for data exfiltration to make sure that the plans and designs and social security numbers and bank accounts and everything were not being stolen or taken off off-site, right. Guess what we found there? After six weeks of monitoring everything that's been going on because that's the first step right. Let's make sure we understand what the normal operations are. Didn't you tell us that you had an off-site backup of your mini computer going to another backup site? Oh, yeah, yeah, we do. It gets backed up in real-time. We're paying for the backups to go off-site. If something were to happen to our facility here, or to our computer, which is a big server, then they'd take over immediately we'd be off and running during those six weeks that we were in there we hadn't been involved with these operations. Ultimately, we were in there for decades. Guess what we found? Yeah, exactly. None of the backups were occurring. They were paying for all of these things, right? They were paying for them. What we ended up doing is we came in, and we made sure that backups were happening. Unfortunately, they didn't have us do those backups. The company doing it for them was incompetent. And yet they decided to have them continue to do it. It doesn't make sense. We took over the rest of the backups. We had equipment on site, which we do at most of our clients. In case there's a problem, there are failovers that can occur. In this case, we'd have them back online in four hours, a requirement of publicly traded companies and their divisions. Again, they're just not doing anyways. Ramble. Ramble. Wow, we've only got a couple of minutes left here in this segment. When it comes to backups, here's what you have to be careful of, and that is, make sure they are happening. Check the backups. Try and restore from your backups. Now, we're talking about ransomware. It is a seven and a half-billion-dollar industry. They are coming for you, and one of the best things you can do is have a backup. Still, there's another side to ransomware, nowadays, that backup won't help you with, and that is that they have your data, and they hold a ransom saying, if you don't pay us, we're going to release this onto the Internet. Then you're in real trouble. If you have personally identifiable information, or if you have your intellectual property out there, and it gets out to the Internet because you don't pay that ransom, you are in real trouble, plus if they encrypt your data, you'll need that backup.  All right, stick around. We will be right back. And we're going to be talking about our next topic for the day, which is how do you answer a non-technical executive, who asks, how secure are we? Your listening to Craig Peterson on WGAN and online at Craig Peterson dot com. Hey, have you ever been asked that question? Well, we'll tell you about how to answer it, coming right up. Hey, welcome back, everybody, Craig Peterson here on WGAN and online, of course at Craig Peterson dot com. No surprise there. Our next one is an interesting article and poses an interesting question. It is one that I'm sure you ask or have been asked, right? How secure are we? You are the Calvary, is the bottom line. You're the person who your family comes to, or the business owner comes to, the business asks whenever they have a tech question, right? You wouldn't be listening otherwise. It is how you get ahead. It is how you learn. You listen to me and others, read articles. You are the Calvary. How does the Calvary answer that question, when you're asked, How secure are we? You know, there's the obvious answer. Well, you know, we got this, and we got that. We have an Anti-virus, and we have a firewall. Those, frankly, are buzzwords that many of us use just to obfuscate the real answer to that question. I know that many times when we go into a business, and we secure it, we put together a proposal. Most of the time, our recommendations are not accepted. Most of the time, when we go into a business, and we say, here's what you need. Here's what you need to do to stay secure, they say No, thank you, and prefer to run with blinders. Hopefully, they won't stumble in the middle of the night get or tossed by that horse, of just kind of ignoring it, right. Blinders or maybe you might want to call it ostrich-ing and to put their head in the sand or whatever, you want to call it, But most of the time, in reality, the businesses just don't do anything. Sometimes they do, right. That's how I stay in business. I stay in business because of the companies that want to remain secure. I stay in business because of the people that are the Calvary. They're like you who want to buy my courses to understand more to get step by step instructions know, not just the stories behind things, but the strategy in the exact tactics that they have to take. And that's you, I suspect, right? I think you're probably a lot like me in that way. That's how I like to learn, and that's how I teach as well. Well, this article is from our friends over Dark Reading. And the question is, uh, how secure are we? And how should we answer that? There's a great response by Kurtis Minder, the CEO, and Co-Founder of GroupSense. He says it depends. You've got to look at your executive team and qualify their level of understanding. Answering the question with the answer of well, we have antivirus, we have a firewall, and we have mail filters. You know, a lot of people nowadays say, "well, we're in the cloud," and there's nothing to worry about, which we already know, isn't true, right? There's way more to worry about if you're in the cloud than if you have a local server. For those of you who are the kind of computer security people for your organization addressing this requires finding out where they are coming from who they are comparing. For instance, is it to what the Payment Card Industry PCI-DSS says we're supposed to do? Are we supposed to compare ourselves to the HIPAA-HiTech regulations? In other words, we have some medical data, which by the way, every company does, if you have any sort of a Health Insurance Program, right? Are we supposed to compare ourselves to the NIST 171 standard? There's, even more, there is the CMMC. There's, there's a lot of different criteria that are out there. You must understand the HOW before you answer this question. How secure we compared to similar companies in our industry? Or companies that are similar in size to us? No matter how you're going to answer that question, when the boss comes a-knockin or the kids or your wife comes a-knockin saying, How secure are we? No matter who it is you're talking to, I think the one thing you have to make sure of is that they understand that the whole security threat landscape is fluid. It's always changing, and your security programs need to be fluid as well. That's the reason I have consulting clients, right. That's the reason I have a membership program. The people who are the Calvary can follow and understand what it is they need to know. Now I want to hop over to this other guy here. His name is Matt Combs. And he is a global cybersecurity practice leader for an executive recruiter called Russell Reynolds Associates. It is absolutely a phenomenal interview on CIO.com. He's saying many companies were blissfully unaware t, especially those that don't have credit card information. How many times have I said that, right? It takes at least six months for the average company to figure out a breach occurred. Why did Matt say, especially those that don't have credit card information? It's because if they have credit card information, that information is likely to be sold on the open market very quickly. Once sold, the credit card companies are going to notice, right? Many companies have only learned that a breach occurred after the FBI came knocking on the door and told them they had a problem. Look at Home Depot. What happened? The FBI traced the dots. Home Depot, was compromised through their point of sale equipment. Can you believe that? people sitting in the parking lot of Home Depot hacked them? They didn't even know it until the FBI knocked on the door. That's a pretty big deal, on a pretty big company. I think they are the second-largest retailer in the country? When it comes to dollar-to-dollar value? Are you sold? Okay. If you don't have the credit card information, how would you even know that a breach happened? It goes ties back into the fluidity of security. It seems so obvious. Now when you look back at Home Depot and say, What were they thinking? I look at the target the TJX companies, and their hack they had security equipment, and that security equipment was quite good. It was alerting them, "whoa, wait a minute, guys, we've got a breach, okay." Did they take care of it? No, because they didn't know how to read the output, and they didn't have enough people to look at the logs, which is something else we keep telling you all. You have to watch the logs. You have to watch them closely. It's a full-time job. It's a highly skilled job, a highly trained job. It is not cheap, okay. I know a hotel company with 500 hotels in the United States, of course, you can look that up to find out who it is. They have a chief information security officer who is an information security group of one. Think about that 500 hotels, just the business itself, all of the data that they have, the liability that they have, and he doesn't have anyone working for him. Not even a support person. He has to beg, borrow, and steal help from it, and from the CIO, the Chief Information Officer. So when the executive asks you how secure are we, you have to say, Hey, listen, you know we can lock down the doors, we can lock down the windows, but the odds are if someone wants to breach us, they will be able to. However, make sure you are locking down the doors and locking down the windows. You got to close it all up. There was one other thing I think you should do when this non-tech executive asks you about how secure we are. That is, what's your nightmare, Mr. Executive? Which systems? Are you most concerned about being compromised? You should go back to the question I asked a little bit earlier, which is, what data do we have that maybe we shouldn't have? What data do we have that we are most concerned about losing? What are the Family Jewels in our organization? What is the data that if we were to lose it, we'd be in a lot of trouble, either because we could not conduct business anymore, or maybe we would get nailed by the regulators out there? Anyway, a lot of really, really good questions to ask because you're never 100% secure. All it takes is for one employee to click on the wrong link on an email. What I was just talking about will come up a little later on today. I talked about it this week on several radio stations. What happened with Barbara Cochran, an investor from Shark Tank. Stay tuned as we'll talk about it a little bit later on. All it takes and frankly, employee negligence such as accidental loss of data, accidental clicking on things. Employee negligence is still the main cause of data breaches. In a report from ShredIT now, of course, they're in the business of shredding documents of getting rid of these things. Shredding hard disk drives when you take them out of a computer. Remote workers and external vendors are also now a major cause of the increase in data breaches. That's one of the things we're going to be covering here in my course coming up in a couple of weeks, and that is the upstream-downstream risk. And the US military is totally into this now, because they had two or three major breaches last year that came through vendors. So hackers are no match for human error when it comes to sheer numbers. You also have the insider threats of people who are stealing from you. So they can get a better job, take it with them to another job. You have people who are upset with you and are just making an absolute mess of things on the way out the doors. So be very careful about that because it's huge data breaches cost an average of $3.6 million globally average that was in 2017. Some of those prices have gone up. The faster you respond to a breach, the more money that you'll save. They found that if you can respond to a breach within 30 days, on average, you'll save over a million dollars. Think of that. The odds are good that you will get breached. You will save, on average, a million dollars. Yet you're not funding the security people either by going to an external contractor, like me, to take care of it for you. Or you don't provide the resources to the internal people they need to do it. It is a huge, huge job. All right, top of the hour course, on the radio stations, we've got the news, traffic, weather, all that sort of stuff coming up. Then when we get back, we're going to talk about a new metric in security. The next-gen security metrics. Stick around, and you are listening to Craig Peterson on WGAN and online.   Hey everybody, welcome back. Craig Peterson here, on WGAN and, of course, online at Craig Peterson dot com. We have already covered a bunch today. I would refer you over to my website. If you'd like to find out a little bit more, of course, I'm also on the streaming services. You can find it there. We've covered the internet archive. They've got this cool, new VHS vault. We discussed ways to reduce your risk of data loss. It's all about identifying your data. and then minimizing your data, how we enabled ransomware to become a multi-billion dollar industry. And I also gave some good advice on backups and the fact that 100% of the businesses I've ever walked into have had a failed backup strategy and failed in a bunch of different ways. It is big for all of us who are out there who are members of the Calvary, who are trying to help our friends, our family with their computer issues, and the businesses for whom we work. Then we got to how to answer questions that we get that have to do with our level of security? How secure are we? How secure is the business? That's what we have covered so far today. I love our next topic. It's phenomenal. It's from Thread Post.com. But they're talking about different types of security metrics. Now, metrics, of course, our measurements, or the ways we measure things. We always have to measure progress to be able to know have we gotten to where we need to be, right. Progress can be difficult to measure. There are a lot of different types of measurements when it comes to our security. Say for Microsoft Windows, one of the big things is, are you ready every Patch Tuesday. Then a little bit more, as Microsoft sometimes comes with out-of-cycle patches. They got nailed a few years ago, through criticisms about them releasing new patches, like constantly, because they needed to release them. And so instead of fixing their problem, which would be almost impossible to do, and that is rewriting windows and making it much more secure design, they decided they would just go ahead and release patches once a month. And that way, of course, you're not getting them every day. So who's getting noticed that in fact, there are a whole lot of vulnerabilities and Windows. So that was another measurement that we had. Did you get your Patch Tuesday stuff done? That's been around a very long time? Well, we've got a new metric here, and it's called hardening. Now, I don't know about you guys, but my wife thinks that most people don't know what the name hardening is. So I'll explain it a little bit. Hardening is where we close holes in our networks and our Windows computers. That's really what our emphasis is going to be coming up here next week when we start our whole hardening series. By the time you finish this series and the courses, you'll be able to lock down any Windows or Mac computer yourself. You are going to be able to lock down your small business network, and you're going to stop worrying about being the victim of the bad guys. We're also going to train you on how to test everything yourself. That you can make sure that they can't get in, right. If not tested, how will you know it works. It's like I was talking about with backups. How do you know they are working? How do you know it's effective? How effective is it? So we're going to teach all of that, and I think that's just going to be amazing for you guys, man. We're looking to do something you guys are going to love. Hardening in the case of our computers includes our computers, browsers, firewalls, and routers. In other words, there, we're using all of the options, all of the available software to make sure that bad guys are not easily going to get in is our Windows Firewall harden on our computers? Did you even know you had a firewall on a Windows computer? Well, it's almost useless. Because Windows has a firewall, it is turned on by default, but they have all kinds of services turned on and available to be used. All of these things are kind of crazy. When we get down to it, there are things we can do. That's what we're going to be covering starting in about a week with some of these tutorials. And with our great course that we have coming up. Now, let's talk about what's holding us back and what mean time to harden means. We're looking at vulnerabilities, when we're talking about a zero-day-attack, it is one that no one has seen before and where there is not a patch or workaround for it. It's really kind of a nasty thing. When it comes to hardening, you want to make sure that you have as few services as possible on your computer, firewall, and browser. That again makes your attack surface smaller. But when we're talking about those types of zero-day attacks, it typically takes an organization 15 times longer to close a vulnerability than it does for the attackers to weaponize that vulnerability and exploit it. So basically, we're talking about one week for the bad guys to take a vulnerability one of those zero-day things. It takes one week to weaponize it, and it takes us about 102 days to patch it. Let that sink in for just a minute here. Once vulnerabilities get disclosed, It's a time-race here to either secure this hole before the bad guys to exploit it. Now we saw that with the Equifax breach where here's a major, major breach against a major company out there, and only happened because they hadn't applied the patches that they needed to apply. It's just really that simple. Microsoft has a patch let's give an example right now, BlueKeep. BlueKeep is a way to break into Microsoft machines. Microsoft released patches for BlueKeep in the May 2019 Patch Tuesday security fixes. Microsoft released it in May, and as of December 2019, seven months later, there were still over 700,000 machines at risk. Let me see here now May to June July, August, September, October, November, December. That, to me, sounds like seven months. That's huge. Sophos has some security software. In their recent report about WannaCry, which is ransomware. The patch against the exploit WannaCry was using has not been installed on a countless number of machines. Still despite being released more than two years ago. It's crazy, isn't it? Do you guys agree with me? Am I just being kind an alarmist? Now the average time to weaponize this is seven days. Many weaponization comes in less than seven days. Like the infamous ApacheStruts vulnerability. You have effectively 72 hours to harden new systems. Now the numbers are even worse. When we're talking about incident response. There's a new rule out from a company called CrowdStrike. You might have heard of them before, they've been in the news for some political stuff as well. But they are a security company. They do a lot of investigations after the fact and try to figure out what happened and try and clean things up. CrowdStrike has a new rule. It's called the 1-10-60 rule. And it's based on what they call breakout time. So here's what that is. Most nation-state actors, in other words, the more advanced hackers out there, move laterally from an initial attack within two hours on average. In other words, if there is a country that's coming after you say, for instance, China. Most say now it isn't like China is going to go after me. I'm not Military and not a military contractor. China comes after you to steal your intellectual property. Once they have gotten inside of your network, they will move around inside your system. What this means is it gives defenders of a network one minute to detect a breach, 10 minutes to understand what has happened and that it was a breach and one hour to contain that breach from the initial incursion. That is huge. Now, this is part of this meantime to hardening and goal response that we're trying to achieve. If you're a regular business, and it's six months before you even notice that a hack occurred, if you ever even notice, which is par for the course, and one that we see that quite frequently. We will come in and look for signs of hacking. Many times, companies don't want to know. They just want to know if there are any openings that they should be closing right now. Why? If you see a hack occurred, there are specific legal responsibilities that you have. Companies say, Listen, don't tell me, I don't want to know. Without monitoring and watching what our organizations are doing, if we're not at the very least, patching and hardening, we're in real trouble. Now, I know you guys know how to patch it's not that difficult to do. We're not going to spend a lot of time on that in the upcoming tutorials or courses, but we are going to spend a lot of time in the course on Hardening because it is one of your best defenses. It's kind of like having a package on the front porch that was just delivered by Amazon people, right? If there is no package on the porch, the porch pirates are not going to show up and to steal the box. It's the same type of thing here. If you do not have services available on your machines inside your network, there is no way for the bad guys to move laterally. There's no way for them to get in remotely. That is our goal in our hardening courses, how to harden your Windows machine. That's coming up in about a week, week and a half. So make sure you are on my email list. You get all of that free training. You can find out about the courses as well that we are putting together for this. All of that at Craig Peterson dot com slash subscribe. You're listening to me here on WGAN. You can always send questions to me -- me at Craig Peterson dot com. Hey, welcome back, everybody, Craig Peterson online at Craig Peterson dot com and right here on WGAN. I am also putting these up on Facebook and making them available on YouTube. For those that are interested.  I want to talk a little bit right now about Clearview AI. You know, again, I've said so many times that we've got to be careful with our data online. Clearview AI is this company that we talked about a few weeks ago, that has been scraping all of the information it could get online, mainly related to photographs. All of the pictures that you posted on Facebook or that you put up on any photo sharing sites, all of that stuff, Clearview scraped. Now, they have this app that allows you to take a picture, and then it will do facial recognition to find all of the places online that that picture appears. And it has been used by looks like more than 2200 different organizations, many of them police department to track people down. So if you have a picture, even if it's not a great picture, that picture can then be put into the clear view AI app. And it'll show you here you go, here's where we found this guy or gal online. And even if you didn't take the picture, and you are in a photograph, it is going to show up in clear view is going to find it. Now, Clearview AI grabbed all of these photographs online without asking permission of anyone. I don't think they asked your permission, did they? They didn't get my permission. They scraped them from Twitter, who they didn't ask permission. They scraped them from Facebook. They scraped them from all over the internet. They ended up with billions of photographs. They logged it all along with where they found them online. That way, if the police department is looking for this person, they have a photo of them. They can put it into the Clearview AI app and can authenticate where online it was found. And then the police department just goes there and says, Oh, well, that's a Mary Jane's homepage. Here's more about Mary Jane, where she lives and everything else and now off they go to get Mary Jane. Now remember, of course, first off, these things are not 100% accurate. They could be false. There are false positives, although in many cases, they have been very successful at identifying people, and they have helped to solve some crimes, which is I guess a good thing, right. I think that's what you might want to say, okay. In a notification that The Daily Beast reviewed, Clearview AI told them that there had been an intruder that gained unauthorized access to its list of customers, and they got access to many accounts they've set up and the searches they have run. Now, this disclosure also claimed that there was no breach of Clearview AI servers and that there was no compromise of Clearview AI systems or networks. That puzzles me makes me wonder, well, maybe they were using a cloud service, and they had it stored up there, and that's how it got stolen. It's hard to say. Clearview AI went on to say that it patched the unspecified hole that let the intruder in and that whoever was didn't manage to get their hands on their customer's search histories. Now there's a release from a Clearview AI attorney, and his statement said that security is Clearview AI top priority, which is total crap, right? They did everything they could to breach ethics and security of the user agreements from all of these websites from which they scraped our information. Unfortunately, data breaches their attorney says are part of life in the 21st century. Our servers were never accessed. We patched the flaw and continue to work to strengthen our security. All of this is in a report on naked security dot com. Now, this, frankly, is very concerning to me from several different standpoints, right. First of all, Clearview AI had this massive database of facial images that they had sold to hundreds of law enforcement agencies. In many cases, it wasn't like the overall agency. It was just a police officer themself that subscribed. It may be a detective, etc. The New York Times ran a front-page article in January, saying that Clearview AI may end privacy as we know it and man, is that ever true. They have been quietly selling access to these facial images and facial recognition software to over 600 law enforcement agencies. Now with this data breach, it looks like it's more than 2200. Although we have not seen the list posted online yet, we may end up seeing the posted online. It depends on who did this and if it was a nation-state, which is entirely possible. They are trying to find out a little bit more about us or whether it was somebody else.  It reminds me of a lot about the founding of Facebook and why I've been against Facebook over the years, right? Facebook had a very unethical at its start. They stole all the photos of women going to Harvard University and then had people be able to go to their little website and rate the women, right? Rate them? Yeah, on their looks using all stolen photos. That's the allegation behind it all. It certainly seems to be true. Microsoft, that's another reason I just, I don't use the word hate very often believe me, but I do hate Microsoft and the way they started. They unethically sued people and play games with trying to buy them by lying about the rights that they had. Bill Gates outright lying to IBM and others, back in the early days. I have a good friend of mine who says Craig if you didn't have any ethics, you would be one of the wealthiest people in the country. Your ethics kept you from doing them, yet you bent over backward to help people. Companies, like these need to go out of business and need to go out of business fast, it's crazy. We've got the Biometric Information Privacy Act that Clearview AI has violated. ClearView AI has also been told by Twitter, Facebook, Google, and YouTube to stop scraping. Those companies have ordered it to stop that. It is against the policies. The Times noted that there's a strong use case for ClearView AI technology finding the victims of child abuse. News. It makes a lot of sense. One, retired Chief of Police said that running images of 21 victims of the same offender returned nine or 14 miners identifications, the youngest of whom was 13. So where do we draw the law watch line, I should say, what should we be doing here? It goes back to the whole fruit of the poisoned tree principle that exists in the law. That you've seen on TV and in movies many times, any evidence illegally obtained can't be used nor anything that comes of that evidence. It is why some Federal investigators play games with where did you get this evidence? Russia? Did it come from Christopher Steele? Should we have something similar In this case, and I think that we should if they stole information from these companies, which they did. It's, frankly, intellectual property theft at the very least. That means it is of no use in any sort of a police case that started an investigation and any legal matters that follow. That's my opinion. I don't know what yours is. I'd love to hear from you email Me at Craig Peterson dot com. Thank God they were able to find some of these victims of child abuse. But at the same time here, we should have some rights to privacy. It may already be too late. I guess we'll know. Soon enough.  Hey, when we get back, we're going to talk about Barbara Cochran. She's the star of Shark Tank, and she just lost 400 grand in a scam will tell you all about it. You are listening to Craig Peterson and WGAN. And make sure you sign up online at Craig Peterson dot com. Hi, everybody. Yeah, that means we're back. Craig Peterson here on WGAN.  We're going to talk right now about a TV show that I have enjoyed watching over the years. There are a few shows that I watch pretty regularly. Of course, there are some sci-fi shows we won't talk about those right now. But a couple of them are The Profit I enjoy that show. I like the guy who is the main character on that show, and his name is Marcus Lemonis. He owns a considerable interest in Camping World, as well as GoodSam Club, and he invests in small businesses. I disagree with him almost 100% on politics, but he does try and help people out which I think is fantastic and, and he goes into these businesses that are struggling, that are trying to figure out how do we move to the next step or how do we even survive? Then he helps him out, and he frequently invests in them. When he invests, he takes a good chunk, usually enough so that he has a controlling interest in other words 51% sort of a thing. Then he's often running, and he helps build them into real successful companies. Now, I guess it goes back to the question of, would you rather have a small slice of a massive pie as an owner, or would you rather have 100% of a tiny pie, that may end up collapsing in on itself at some point in time. That's kind of the decision these people have to face as they are talking with him and trying to figure it out. So I like that show. He had a good episode, recently that I found very, very fascinating. Check that one out, The Profit. Another one that I've enjoyed over the years is Shark Tank. Now Shark Tank is if you haven't seen it, it is a show, and there are a number of them. It's called Dragon's Den overseas. There's one in the UK. There's a shark tank in Canada, and there's a shark tank in Australia, all called slightly different things. The idea behind Shark Tank is you go in there you make a pitch to these investors, and the investors decide if they're going to throw some money at you. They will make a deal saying okay, I'll give you 20% for 20% of your company, I'll give you this much money, or you know, I'll bring in people to help out, but I want controlling interest or whatever it is. Well, one of the business moguls on there that part of this whole judging team on Shark Tank just last week lost nearly $400,000. It was disclosed that the 400 grande loss came through an email scammer. Now, if she had been listening to this show, she would have known about it. She would have known what's happening. She has enough money that she kind of brushed it off. Oh well, she thinks that she'll never get the money back. And you know what? She's probably right. We've seen that happen many times, even with the FBI getting involved most of the time that money never, ever comes back to you. According to media reports, a scammer who was posing as Barbara Cochran's executive assistant forwarded to her bookkeeper an invoice requesting that payment. I'm looking at the email right now. Barbara released it, which is great as that way people can see what happened. It's an email it's from, Jake somebody. Sent on Friday, February 21, and addressed to Emily carbon copy Michelle. The subject was forward Invoice 873, and it's got the name of a German company. It begins, Hello Emily. Please see the attached invoice below for payment. We are ready to proceed, and we are shipping next week. Please ensure the invoice is paid on time, shipping charges are additional. It appears like a little real invoice. It's got the due date on it, which was due on the 27th, and the amount was $388,700 and 11 cents. And it looks as I said kind of like a standard invoice. Dear customer. Please see the attached invoice. Wire transfers should be directed to FFH concept GMbH address in Berlin, Germany. Bank details include the bank name, the account name, bank address As the IBN number, the swift number, thank you for your business, we appreciate it very much.  The truth was, this email did not originate from Barbara Cochran's executive assistant. Instead, what happened here is that the scammers and created an email address that looked the same as her executive assistant. It had one letter different in it. At first glance, it seems legitimate, yeah, this is from the Executive Assistant. You and I look at 400,000 and say, Whoa, wait a minute now. I don't even have that much. In this case, Barbara Cochran, this was pretty normal for her. There's not only this amount because she is involved in so many real estate deals. That's how she made her money was in real estate. She gets these invoices from these companies all over the world. It did not look that strange. All the bad guys, in this case, had to do was a little bit of research. They found out what the executive assistant's name, they found out what the email address was. The bookkeeper did not spot this little spelling error, if you will, in the email address. When she asked questions about the purpose of the payment, all communication went straight to the scammer's and not to the assistant. What did she do? She hit reply, and the response went straight to the scammers, and the scammers gave him what looked to be or gave her what appeared to be a reasonable answer, right. On Tuesday last week, seemingly satisfied by the answers she'd received by the scammers posing as Barbara Cochran's executive assistant. The bookkeeper transferred almost $400,000 into the bank account contract controlled by the scammers. It was only one the bookkeeper manually CC'd Cochran's assistant directly with confirmation that the invoice had was paid. It became clear what happened. So, again, that tells you don't respond to emails, right? Look it up, use a contact list, use your autocomplete to try and reach out to somebody to verify it. I always go one more step further, and that is to get on the phone and confirm the transaction. Now in speaking to people magazine, Barbara Corcoran again apparently was pretty okay about the theft. She says quote, I lost the 400,000 as a result of a fake email sent to my company. It was an invoice supposedly sent by my assistant to my bookkeeper, approving the payment for real estate renovation. There was no reason to be suspicious. I invest in quite a bit of real estate. I disagree with that there was reason to be suspicious. Anyhow, I was upset at first, but then remember, it's only money good for her. Frankly, she posted on Twitter about it. Lesson learned. Be careful when you wire money. She retweeted something from TMZ about her getting hooked in this scam. I'm glad she has a positive attitude about it. It's very unlikely, as I said earlier, that she'll ever recover a dime from these fraudsters because of the way the money was wired. Ninety seconds later is all it takes for the cash to be gone and out of reach. And they probably went ahead and transferred it from German banks to other banks, and it continues to move the money around. It's kind of like what happened in Eastern Europe and Ukraine, with a billion dollars in aid that we sent that ended up bouncing around between multiple companies in multiple countries to hide whose pocket it ended up. It's just kind of crazy. It can happen to anyone, and it can happen to any of us. Every last one of us, business person or otherwise, needs to be on guard. Don't reply to emails. Always make sure you enter in the email address if it's anything that might be of concern. Remember that banks and other places are unlikely, including the IRS tax time, to be sending you emails about some of this stuff. Just double-check and phone them, look them up online, and phone that number. Ask a question from their help people over on their website.  Well, we've got one last segment here, and we're going to be talking about new security features from Firefox that means insecurity to you. This is Craig Peterson on WGAN, and you know, I like Firefox, right? Hey, welcome back, everybody, Craig Peterson, here on WGAN and online Craig Peterson dot com. Well, that's Peterson with an -On dot com.  Hey, thanks for joining us today we've had a great day, we've talked about where you find a little bit of nostalgia online over at the Internet Archive. We talked about reducing the risk through data minimization. I described how ransomware became a multi-billion dollar industry. We talked about the changes that have recently happened with ransomware that will require you to make a change in what you're doing to stop becoming a victim. Then we got into how should you answer a non-technology related executive who asks you, how secure are we? How do you answer that question to your family as well? Because we are all the Calvary, right? We're the people that our friends, family, our people from church, the business people, they all come to us. So I wanted to make sure we covered that the next generation here of security metrics, how long does it take to harden your systems, and we've got a course coming up on that here in a couple of weeks and a bunch of tutorials to help you out. The company that we talked about clear view AI, very, very bad guys, frankly, very unethical. They just lost their entire database of Facebook buying clients to hackers. And then they brushed it off like it's no big thing. Hey, you know, everybody gets hacked nowadays. Man is talking about a company with no ethics at all. We talked about them, and then, of course, most recently, we just talked about business email compromise. We gave you a specific example here of Barbara Corcoran. She is one of the business moguls over on Shark Tank. How she lost almost $400,000 in a scam, and what you can do to help protect yourself. And we gave away some actual clues here precisely what the bad guys are doing to try and get that information or get us to to to do that, right? What kind of information are they gathering about us? Well, I want to talk about Firefox here for a few minutes, all web browser thing. And this has to do with security. And this is an article over on we live security.com that made me think about what is going on with Firefox and Mozilla. Now, if you've been on any of my training courses, you know, the browser you absolutely should never use ever, ever, ever unless there is a gun to your head, and then it's okay. Is Internet Explorer is just one of the worst browsers ever? You know, it's just terrible. It's right up there with the original browser, the NCSA Mosaic, but at least it was changing the industry. Internet Explorer was just a huge security hole. I mean crazy. The things that allowed programmers to do, and it was such an avenue for hacking. You know that right, don't ever use Microsoft's Internet Explorer.

Welcome!   We are going to hit a number of topics today from the world of Technology.  I am quite disappointed with Mozilla, they are letting marketers and politicians define their technology. Listen in to find out why I feel that way. Compliance is an issue for many companies and I have some solutions that will help you and it includes a diet but probably not the kind you are thinking.  Do you ever get nostalgic for "the good old days?" Well, I have something that might help, listen in to find out more. I will tell you happened to one of the Sharks from Shark Tank? How you can prevent it from happening to you and more. For more tech tips, news, and updates visit - CraigPeterson.com --- Related Articles: Getting Your Fix of Nostalgia Don’t Store Data You Don’t Need Cryptocurrencies and Insurance Increases Ransomware Profitability Are you Secure -- Depends on Many Things You Don’t Have Much Time To Stop An Attack Hackers Target Large Databases Anyone Can Be A Victim - Business Email Compromise Does Not Play Favorites  DNS over HTTPS (DoH) is not the Panacea the Marketers Are Leading you to Believe --- Automated Machine Generated Transcript: Hello everybody, Craig Peterson here on WGAN and, of course, online at Craig Peterson, dot com and heard streaming all over the world on your favorite streaming site. I'm so glad to be here today and be able to talk with you a little bit about what are the top news stories this week? How can you keep safe that's kind of one of my themes because I freaked out when my company got attacked some years ago. You know, just a regular business guy trying to run a small business and man did hurt me bad back in the day. I'm just trying to get all of the information I've put together over the years and learn, and I continue to study this stuff and continue to look at what are the best ways to defend ourselves. I try and get all of that and put it together into neat packages for you. One of them, of course, is the radio show. I also get on with Facebook Lives. YouTube lives, and also do various types of pieces of training and tutorials and things out there. Where in fact, for the next course I have coming up, we're going to have implementation calls, where we are talking specifically about what to do when you do it. So you try and implement something, you have some issues. I'm going to get on the phone with you guys. So I think that's going to be great. And then the upcoming class here in a few weeks. And then, of course, the tutorials leading up to that class where I'll take your questions live, sometimes those little tutorial sessions on, you know what it's webinar technology. On these webinars, sometimes we go a couple of hours so I can answer all of your questions. That's what it's about here. All right, because I understand most people, not I know I'm this way too. I get contacted by somebody, and they're trying to sell me something that happened just over the weekend. Last weekend somebody knocked at the door, trying to sell windows, right. I think it was like Renewal by Andersen or something like that. And they were walking around knocking on doors. I see you know, immediately just knee jerk said, No, No thanks, my windows are fine. It got me to thinking about the whole situation in the security realm. Because that's what we do, right? What we've been doing for years decades, sometimes we have the antivirus software, every once in a while when we hear about a real big vulnerability, we go ahead and apply patches. You know, it's been the same old, same old, but we just can't do that anymore. And because really, we see huge, huge problems and businesses going out of business because of them. So that's what this is all about. So if you're a new listener, welcome. If you've been listening to me for a while, of course, Welcome, Welcome to you too. And I want to get this information out. So one of the best ways to make sure you have all of the latest information you need is to go online go to Craig Peterson dot com slash subscribe, and that'll get you on my email list. Then once you're there, you will be able to keep up on up to date on things I do, try and get those out. I have a newsletter that's every Saturday morning. Then when I'm doing training, I'll send something that's a little out of the band if I'm doing a live or various other things. I thought because of the way it works with the emails I send out, if you want to unsubscribe, you will be guaranteed to never hear from me again. Maybe that's a great thing that is right for some people. But for other people, I came to realize that perhaps they didn't care about the training, they just wanted the newsletter, or perhaps they wanted the pieces of training but didn't want any emails. Some wanted on courses but not other courses, etc., etc. So I'm going to try and do something a little bit different right now, and there's a pretty nasty warning as a footnote. If you unsubscribe, I can't send you anything anymore. I won't send you anything even if you want a course, you'll not hear from me again, because you unsubscribed and marked as somebody that doesn't ever want to hear from me again. That's fine. I know we all have our lives, and maybe you think you're safe enough. Perhaps you're going to reach out to me when everything falls apart around you. At which point, I can't respond to you because I will have your email blocked. That is because I don't want to bother you. I want to comply with the can-spam app act. Although, you know, most people don't seem to care about that as well as the GDPR. Also, The New California regulations, the Massachusetts regulations, and new federal regulations that are going into effect. They all place requirements on when and where I'm not supposed to contact you. If you say No. Then No means no, right. I'm going to change things a little bit with these upcoming training and courses that I'm going to be doing. I'm going to make it so you can just unsubscribe from those, so you're not going to lose contact with me. I've had some people complain, and in the end, it becomes a bit of a pain to try and add them back in. We're going to try and make this a little bit easier for you guys, so keep an eye out for that. You already know right based on what I'm saying, as well as what I've done in the past that I won't spam you guys, I don't sell your name to other people your email address. Most of you I know are kind of the older generations, the younger guys they don't care we've already talked about that. They will sell their email address and name for a donut. But us older folk were a little bit more cautious about it. I think that's probably a good thing. We're less likely to get ripped off the senior population in some ways less likely to get ripped off, and other ways more likely get ripped off. It's interesting. Again, we tend to trust phone calls more. You know what I have, frankly, I don't answer my phone anymore. It just goes to voicemail. And I have somebody else look at it because there are so many scams coming in. But we tend to trust the phones more in the generation, you know, the men and women older than me, other baby boomers, they are a little bit more susceptible to those types of scams. So be careful with those types of scams as well just you know, be careful all the way around, frankly. And that brings us to our first story of the day today. And this is something I found that I thought was cool. So I thought I'd share it with you. It's a tech thing. I was just a few weeks ago talking on the radio. One of the radio shows I appear on as a guest. And we were talking about Betamax versus VHS. And I knew I knew that the radio host I was talking to there's no way he just loves tech. There's no way he did not have Betamax. And he did. He had hundreds, apparently of beta tapes in his closet. But this is all about that Era of the 1990s. I'm sure you guys had VCRs right back in the day. And of course, the winner of that war was VHS, and it wasn't because it was better technology, but we're not going to delve into that right now. And those VHS tapes, at this point, about 20,000 of them have been put into an online vault. Now, if you've never used the Wayback Machine, you have to check it out. You can find it online. At archive.org, that's the name of it. It is an Internet Archive, and it shows web pages going way back, you can look at my web page from back in the very, very, very early days of the Internet. When you know, love the not the Internet, but of when the whole web thing came about, which was 9293 is when it started to go. I didn't have a webpage back in 85. When I first registered my domain that's been around for a while. And then, of course, I was using other domains. Before that, I've used my ham radio call sign is my domain. And before that, but the Wayback Machine is this archive, you can browse the history of any major site, many miners sites that are out there. They have used it in court cases. It's used by me, just for kind of memories of things as the way they were. Now you can use it for something brand new. I didn't know that they had, and that is They've got something out there on the Wayback Machine that's called the VHS vault V-H-S just like the VHS tapes that we had or that ken didn't have because he had Betamax. Right now, I'm looking at says there are almost 21,000 results. So they've taken these VHS tapes that were submitted, and they have effectively ripped them. They've turned them into digital video, right. And some of these are just amazing, like a warm-up to Traci Lords. It's an exercise program. Of course, Traci Lords was involved in some adult films back in the day. Man, I love this mystery science theater. 3000 Timothy Leary is a guest on MTV with John Lennon, Les Miserables from 1935, rush to judgment. There are some many cool things The Lion King in full VHS tapes. Now some of this information is probably still copyrighted, but as a general rule, archive.org doesn't get nailed for copyright violations. SpongeBob SquarePants Oh, this is the Fairy Fairy Godmother I think is what this cartoon was called and trying to remember my kids used to like it. Some bootleg tapes, everything, but you can find it online I think you would have a gas looking through these. I want you to go to archive.org as you're listening to the show, or maybe some other time during the week, you're sitting there watching some TV with your smartphone or your computer. Archive.org and look for the VHS vault. The actual URL is archive.org slash details slash VHS vault. You will see all kinds of fun stuff that's in there. They have many different collections You can search this you can go in by year when They did it. They have Flemish dog collection. There's another one. There are collections I've used in some of the training videos I put together. There are collections of old black and white art, and pencil art, and engineering diagrams that are well, well auto copyright and you'll find all that stuff@archive.org Check it out, I think you will have a gas checking it out. If you're like me, it's certainly brought back a lot of memories.  When we get back, we're going to be talking about something that you should be doing, whether you're a home user or business user. You know, the things that we have to be worried about are the things that can be stolen from us, right, in the online world. Okay, this is what we will be talking about. What can be taken from us, but also what can be used to kind of hold our feet to the fire in ransomware. So we're going to talk about how to reduce your risk with Craig Peterson here on WGAN Stick around. We'll be right back. Hey everybody Craig Peterson back here on WGAN online, and of course, at Craig Peterson dot com. Yeah, you know it by now, right? Well, hopefully, you had a chance to look@archive.org, definitely check it out. It's called the Wayback Machine, at least that was its original name. And they may still have that domain, the Wayback machine.com. But now it's known as archive.org. It is a wonderful, wonderful trip down memory lane, at least for me. If, if you are a little bit older, you might remember the Internet back in the days fun looking at some of the original search pages at AltaVista. Man, I miss AltaVista. I used to like to use the Boolean algebra that you could do in AltaVista. By the way, if you are a geek like me when it comes to searching and you want to be able to dig into it. There's a tool I use, and I think that you'd like it also. It's not cheap, that's for sure, but not that expensive either, but it's called DEVONthink, D-E-V-O-N T-H-I-N-K. It allows you to set up searches using all kinds of Boolean constructs, which is very, very, very handy, at least as far as I'm concerned. You can set it up to do automatic search sets every day looking for different things. It's one of the tools I use to find the information that we talk about here on this show because so much of it just isn't generally speaking, available. It certainly isn't spoken about by the mainstream media, right? You know that right. That's why you listen to the show and why you follow me. I am on LinkedIn. I'm on Facebook. I'm on Twitter, YouTube, and my website as well. I appreciate all you guys who do follow and who comment. Now, if you're a business person, this is for you, but there are some things that you can do as an individual as well that are going to make a big difference for yourself and your safety online. Businesses are concerned about the GDPR, which we've talked about on the show before. That's the European privacy regulation. We're also very concerned right now with CCPA. I just had a company that makes optics. I use their optics here in the studio if you have ever seen me on a webinar or one of these videos or pop up training or anything. I'm in the studio, and my cameras here the lenses use the glass made by this company. I had no idea, but they reached out to us due to their operations in California. They have a sales operation there because, again, they're selling their optical glass for use in lenses, and all kinds of other devices. They reached out because they were concerned about what is happening, what could happen with these new California privacy regulations? Is it going to mess up their business? How is it going to mess up their business? How is it going to make things better or worse? I think they had some outstanding questions. So they called us in, and they paid us to do an audit of the systems they have. How are the systems working? What is it that we need to be worried about? You know, it's something that takes a few weeks and a couple of on-site visits in New York? New York State, which by the way, is going to have their own set of privacy regulations that are going to affect them pretty dramatically. But basically, what it came down to was if they were compliant with the European regulations, they were probably most of the way towards the California regulations. So they think that they're compliant. But when we got in and started having to look at it, it turned out No, no, no. They are not anywhere near compliant with either set of regulations. Even though their IT people told them they are because they have full-time programmers who are programming their systems. They thought, Oh, no, no, we're fine. We're fine. No, they weren't. So what do you do if your regular business? Enough moaning and groaning about the optical manufacturer, who has fantastic optics, which is why I use them. Let's talk about you. Let's talk about your business, your small business, your larger business, this is true, you should be paying attention if you are a medium or large business as well. One of the best things you can do, and it is hard to get through to a lot of CEOs and other business owners. But one of the best things you can do to reduce your risks is to reduce the data that you are maintaining. Right? If you want to reduce the chance of getting shot at, don't go out in the streets where they're shooting, right? If you want to reduce the risk of having your data stolen, then don't have the data out there for them to steal. If you don't want to get nailed by one of these new regulations, that says, hey, personally identifiable information has to be maintained in this way and that way. If someone asks you what data do you have on me? Do you realize now you only have one week to respond? You must provide that data to them. If you have any sort of a California Nexus or European Nexus, in other words, doing business in either one of those places. Now, it's down to I think five days it's not a week to respond, saying, Here's all of the data that we have about you. That's what you have to be able to do. We have to be able to do it right now. You also have to be able to tell them, here are all of the people within my organization as well our contractors that saw your data and had access to your data. That is a very, very big deal, frankly. The landscape is constantly changing your obligations for that data, and the data disclosure and the data-keeping keeps getting more strict. What's the right thing for you to do? Ultimately, well, it's to get rid of the damn data, right? It's a very, very solid first step in reducing your risk. Now I'm going to be publishing next week, a little guide that you can use yourself, right, you don't have to have me involved, or anything else is just for you, that you can use to do an inventory of all of the data that you have in your business. What we've done is we've gone through and looked at different parts of the businesses that we've worked with over the years and evaluated the kind of data they often have. You have to do that first, right? You must identify what your risks are. You must determine what data you have. I'll make that available for those people on my email list. It will be part of this ramp-up here, a precursor to the pieces of training that I will be doing. There will be different free pieces of training and tutorials in my ramp-up to my courses. You don't have to be in the course to participate in the free tutorials, okay? You don't have to buy anything from me. It is all free, no hype or anything else. Okay. I'm not trying to hard-sell anybody I want to help you. That is the first step -- doing this inventory the data you have, and it is one of the best things you can do. Put your company on a data diet. Now, you know, last week we had Barry Friedman on the show, talking about a sugar diet. Right. It's a lot like that, and it's getting rid of these addictive pieces of data that we keep on our clients on our prospects, everything else that's out there, right. Let's look at it as a lens. When you're looking at your data when you're doing an inventory of these data assets, ask yourself, do I need this? Will this provide what I need? Think about maybe like a food diet as Barry does with sugar? Do I need sugar? We know is sugar going to provide us the nutrients that we need? The answer to that is no. When it comes to sugar, right. We found that out from Barry last week. But we need to work to minimize sensitive data and ask ourselves, do we need this sensitive data to conduct business right now? And will we need this sensitive data to conduct business in the future? If the answer's no, securely dispose of that data. It is the only way to comply with these regulations that are already in place here in the US and Europe as well. All right, when we get back, we're going to talk about how did we get here? How did we? How did ransomware grow to be a multi-billion dollar industry? What did we do to get here? What should we do to try and get beyond all of this? You're listening to Craig Peterson on WGAN. And of course online at Craig Peterson. dot com, live on youtube, live on Facebook everywhere out there. Stick around. We'll be right back. Hey, welcome back, everybody, Craig Peterson here on WGAN, and of course online at Craig Peterson dot com. In case you missed it. We've been busy today talking about the internet archives VHS vault. Again, that's archive.org. Check it out. It is kind of cool. We just talked about reducing risk using the cheapest mechanism possible. Data minimization will save you money and help you be compliant. Now I'm going to talk about ransomware. We've been warned recently about ransomware's rise. Many people thought it's kind of past. In some ways, it has. 2018 was kind of the banner year for the standard ransomware that out there, but it is back, and it is back with a vengeance. We talked about some of the statistics about a month ago and showed how it had gone up a bit almost doubled just between the third and fourth quarters last year, which is just absolutely dramatic. I had a course before, where we talked a little bit about backups. I've certainly talked about it here on the show before, and how backups help stop ransomware. Let's just spend a couple of minutes on that right now, although it's not 100% accurate anymore. It is essential to do for just a whole plethora of reasons. Backups are kind of the very first stage of what you need. I read an article yesterday from a guy who is in some of the highest circles in the country. He had the phone numbers, the direct cell numbers of presidents and you name it, really just anybody who's anybody was on his phone. It was an Android phone. He had assumed that it was backed up into the cloud or something. His phone broke. He got a new phone and realized at that point that his phone had that never, ever, ever, been backed up. He lost the phone numbers from all of these people. Good luck getting them back, cell phone numbers, other contact information. Think of all the things that are on our phones nowadays. Losing your phone, having a hard disk crash on your laptop, or your desktop computer. Losing those can be devastating, no question about it. If you're a larger business and you think that you're doing backups, double-check them. I'd say three times quarters of the time, and I can't think of an exception to this, your backups will not work correctly for that business. I've never seen a case where all backups are working correctly, ever, ever going into a business. I know you, Craig, you're just crazy. It's silly. You're trying to build a business and scare people. No, I have never walked into a company and found their backups to be working correctly. We see things like, and I don't mean, they're not working in a way that is ideal or optimal for the business. Right? Certainly that on top of it. I mean, they weren't working. We had one company that we went into, and they were dutifully doing backups, and the operations manager had five external hard disks. Every day he brought a hard drive in, he plugged it into the server and took it home at the end of the day. So we had Monday through Friday, hard disks that you brought back home with them. So they were off-site, which is, you know, great idea, by the way. The server itself had a RAID configuration on it and is called a raid five. It had three hard disks so that if a drive failed, they wouldn't lose all of their data. We went in because they wanted to do some upgrades. They hoped to move over to Apple infrastructure, where people could use iPads and iMacs on their desks to have a better working environment for everyone by moving away from windows. By the way, this is an excellent idea. They still had some Windows software that they had to run, so we helped them with that and got that all working running correctly. The backups you know, they were trying to do the right thing. But you know, you know what, there were a couple of problems one, their server had not written to any of those external disks for the last 18 months. They went a year and a half without ever having had a good backup. Think about that. What would happen to that business? What would happen to your company? After 18 months of no good backups and losing all your data? Oh, and their server, an HP server, that cute little HP server had that RAID array, right a raid five where you can lose a disk and not lose data. Well, they had lost a drive. We were estimating based on the logs about a year before. There they were with no backups and no redundancy in their server disks on their server. That's an example right now, and I could go on and on. We had a company division of a Fortune 100 company that had paid for backups, and they had a dedicated data line. We put some next-generation firewalls in place that monitored the data and watched for data exfiltration to make sure that the plans and designs and social security numbers and bank accounts and everything were not being stolen or taken off off-site, right. Guess what we found there? After six weeks of monitoring everything that's been going on because that's the first step right. Let's make sure we understand what the normal operations are. Didn't you tell us that you had an off-site backup of your mini computer going to another backup site? Oh, yeah, yeah, we do. It gets backed up in real-time. We're paying for the backups to go off-site. If something were to happen to our facility here, or to our computer, which is a big server, then they'd take over immediately we'd be off and running during those six weeks that we were in there we hadn't been involved with these operations. Ultimately, we were in there for decades. Guess what we found? Yeah, exactly. None of the backups were occurring. They were paying for all of these things, right? They were paying for them. What we ended up doing is we came in, and we made sure that backups were happening. Unfortunately, they didn't have us do those backups. The company doing it for them was incompetent. And yet they decided to have them continue to do it. It doesn't make sense. We took over the rest of the backups. We had equipment on site, which we do at most of our clients. In case there's a problem, there are failovers that can occur. In this case, we'd have them back online in four hours, a requirement of publicly traded companies and their divisions. Again, they're just not doing anyways. Ramble. Ramble. Wow, we've only got a couple of minutes left here in this segment. When it comes to backups, here's what you have to be careful of, and that is, make sure they are happening. Check the backups. Try and restore from your backups. Now, we're talking about ransomware. It is a seven and a half-billion-dollar industry. They are coming for you, and one of the best things you can do is have a backup. Still, there's another side to ransomware, nowadays, that backup won't help you with, and that is that they have your data, and they hold a ransom saying, if you don't pay us, we're going to release this onto the Internet. Then you're in real trouble. If you have personally identifiable information, or if you have your intellectual property out there, and it gets out to the Internet because you don't pay that ransom, you are in real trouble, plus if they encrypt your data, you'll need that backup.  All right, stick around. We will be right back. And we're going to be talking about our next topic for the day, which is how do you answer a non-technical executive, who asks, how secure are we? Your listening to Craig Peterson on WGAN and online at Craig Peterson dot com. Hey, have you ever been asked that question? Well, we'll tell you about how to answer it, coming right up. Hey, welcome back, everybody, Craig Peterson here on WGAN and online, of course at Craig Peterson dot com. No surprise there. Our next one is an interesting article and poses an interesting question. It is one that I'm sure you ask or have been asked, right? How secure are we? You are the Calvary, is the bottom line. You're the person who your family comes to, or the business owner comes to, the business asks whenever they have a tech question, right? You wouldn't be listening otherwise. It is how you get ahead. It is how you learn. You listen to me and others, read articles. You are the Calvary. How does the Calvary answer that question, when you're asked, How secure are we? You know, there's the obvious answer. Well, you know, we got this, and we got that. We have an Anti-virus, and we have a firewall. Those, frankly, are buzzwords that many of us use just to obfuscate the real answer to that question. I know that many times when we go into a business, and we secure it, we put together a proposal. Most of the time, our recommendations are not accepted. Most of the time, when we go into a business, and we say, here's what you need. Here's what you need to do to stay secure, they say No, thank you, and prefer to run with blinders. Hopefully, they won't stumble in the middle of the night get or tossed by that horse, of just kind of ignoring it, right. Blinders or maybe you might want to call it ostrich-ing and to put their head in the sand or whatever, you want to call it, But most of the time, in reality, the businesses just don't do anything. Sometimes they do, right. That's how I stay in business. I stay in business because of the companies that want to remain secure. I stay in business because of the people that are the Calvary. They're like you who want to buy my courses to understand more to get step by step instructions know, not just the stories behind things, but the strategy in the exact tactics that they have to take. And that's you, I suspect, right? I think you're probably a lot like me in that way. That's how I like to learn, and that's how I teach as well. Well, this article is from our friends over Dark Reading. And the question is, uh, how secure are we? And how should we answer that? There's a great response by Kurtis Minder, the CEO, and Co-Founder of GroupSense. He says it depends. You've got to look at your executive team and qualify their level of understanding. Answering the question with the answer of well, we have antivirus, we have a firewall, and we have mail filters. You know, a lot of people nowadays say, "well, we're in the cloud," and there's nothing to worry about, which we already know, isn't true, right? There's way more to worry about if you're in the cloud than if you have a local server. For those of you who are the kind of computer security people for your organization addressing this requires finding out where they are coming from who they are comparing. For instance, is it to what the Payment Card Industry PCI-DSS says we're supposed to do? Are we supposed to compare ourselves to the HIPAA-HiTech regulations? In other words, we have some medical data, which by the way, every company does, if you have any sort of a Health Insurance Program, right? Are we supposed to compare ourselves to the NIST 171 standard? There's, even more, there is the CMMC. There's, there's a lot of different criteria that are out there. You must understand the HOW before you answer this question. How secure we compared to similar companies in our industry? Or companies that are similar in size to us? No matter how you're going to answer that question, when the boss comes a-knockin or the kids or your wife comes a-knockin saying, How secure are we? No matter who it is you're talking to, I think the one thing you have to make sure of is that they understand that the whole security threat landscape is fluid. It's always changing, and your security programs need to be fluid as well. That's the reason I have consulting clients, right. That's the reason I have a membership program. The people who are the Calvary can follow and understand what it is they need to know. Now I want to hop over to this other guy here. His name is Matt Combs. And he is a global cybersecurity practice leader for an executive recruiter called Russell Reynolds Associates. It is absolutely a phenomenal interview on CIO.com. He's saying many companies were blissfully unaware t, especially those that don't have credit card information. How many times have I said that, right? It takes at least six months for the average company to figure out a breach occurred. Why did Matt say, especially those that don't have credit card information? It's because if they have credit card information, that information is likely to be sold on the open market very quickly. Once sold, the credit card companies are going to notice, right? Many companies have only learned that a breach occurred after the FBI came knocking on the door and told them they had a problem. Look at Home Depot. What happened? The FBI traced the dots. Home Depot, was compromised through their point of sale equipment. Can you believe that? people sitting in the parking lot of Home Depot hacked them? They didn't even know it until the FBI knocked on the door. That's a pretty big deal, on a pretty big company. I think they are the second-largest retailer in the country? When it comes to dollar-to-dollar value? Are you sold? Okay. If you don't have the credit card information, how would you even know that a breach happened? It goes ties back into the fluidity of security. It seems so obvious. Now when you look back at Home Depot and say, What were they thinking? I look at the target the TJX companies, and their hack they had security equipment, and that security equipment was quite good. It was alerting them, "whoa, wait a minute, guys, we've got a breach, okay." Did they take care of it? No, because they didn't know how to read the output, and they didn't have enough people to look at the logs, which is something else we keep telling you all. You have to watch the logs. You have to watch them closely. It's a full-time job. It's a highly skilled job, a highly trained job. It is not cheap, okay. I know a hotel company with 500 hotels in the United States, of course, you can look that up to find out who it is. They have a chief information security officer who is an information security group of one. Think about that 500 hotels, just the business itself, all of the data that they have, the liability that they have, and he doesn't have anyone working for him. Not even a support person. He has to beg, borrow, and steal help from it, and from the CIO, the Chief Information Officer. So when the executive asks you how secure are we, you have to say, Hey, listen, you know we can lock down the doors, we can lock down the windows, but the odds are if someone wants to breach us, they will be able to. However, make sure you are locking down the doors and locking down the windows. You got to close it all up. There was one other thing I think you should do when this non-tech executive asks you about how secure we are. That is, what's your nightmare, Mr. Executive? Which systems? Are you most concerned about being compromised? You should go back to the question I asked a little bit earlier, which is, what data do we have that maybe we shouldn't have? What data do we have that we are most concerned about losing? What are the Family Jewels in our organization? What is the data that if we were to lose it, we'd be in a lot of trouble, either because we could not conduct business anymore, or maybe we would get nailed by the regulators out there? Anyway, a lot of really, really good questions to ask because you're never 100% secure. All it takes is for one employee to click on the wrong link on an email. What I was just talking about will come up a little later on today. I talked about it this week on several radio stations. What happened with Barbara Cochran, an investor from Shark Tank. Stay tuned as we'll talk about it a little bit later on. All it takes and frankly, employee negligence such as accidental loss of data, accidental clicking on things. Employee negligence is still the main cause of data breaches. In a report from ShredIT now, of course, they're in the business of shredding documents of getting rid of these things. Shredding hard disk drives when you take them out of a computer. Remote workers and external vendors are also now a major cause of the increase in data breaches. That's one of the things we're going to be covering here in my course coming up in a couple of weeks, and that is the upstream-downstream risk. And the US military is totally into this now, because they had two or three major breaches last year that came through vendors. So hackers are no match for human error when it comes to sheer numbers. You also have the insider threats of people who are stealing from you. So they can get a better job, take it with them to another job. You have people who are upset with you and are just making an absolute mess of things on the way out the doors. So be very careful about that because it's huge data breaches cost an average of $3.6 million globally average that was in 2017. Some of those prices have gone up. The faster you respond to a breach, the more money that you'll save. They found that if you can respond to a breach within 30 days, on average, you'll save over a million dollars. Think of that. The odds are good that you will get breached. You will save, on average, a million dollars. Yet you're not funding the security people either by going to an external contractor, like me, to take care of it for you. Or you don't provide the resources to the internal people they need to do it. It is a huge, huge job. All right, top of the hour course, on the radio stations, we've got the news, traffic, weather, all that sort of stuff coming up. Then when we get back, we're going to talk about a new metric in security. The next-gen security metrics. Stick around, and you are listening to Craig Peterson on WGAN and online.   Hey everybody, welcome back. Craig Peterson here, on WGAN and, of course, online at Craig Peterson dot com. We have already covered a bunch today. I would refer you over to my website. If you'd like to find out a little bit more, of course, I'm also on the streaming services. You can find it there. We've covered the internet archive. They've got this cool, new VHS vault. We discussed ways to reduce your risk of data loss. It's all about identifying your data. and then minimizing your data, how we enabled ransomware to become a multi-billion dollar industry. And I also gave some good advice on backups and the fact that 100% of the businesses I've ever walked into have had a failed backup strategy and failed in a bunch of different ways. It is big for all of us who are out there who are members of the Calvary, who are trying to help our friends, our family with their computer issues, and the businesses for whom we work. Then we got to how to answer questions that we get that have to do with our level of security? How secure are we? How secure is the business? That's what we have covered so far today. I love our next topic. It's phenomenal. It's from Thread Post.com. But they're talking about different types of security metrics. Now, metrics, of course, our measurements, or the ways we measure things. We always have to measure progress to be able to know have we gotten to where we need to be, right. Progress can be difficult to measure. There are a lot of different types of measurements when it comes to our security. Say for Microsoft Windows, one of the big things is, are you ready every Patch Tuesday. Then a little bit more, as Microsoft sometimes comes with out-of-cycle patches. They got nailed a few years ago, through criticisms about them releasing new patches, like constantly, because they needed to release them. And so instead of fixing their problem, which would be almost impossible to do, and that is rewriting windows and making it much more secure design, they decided they would just go ahead and release patches once a month. And that way, of course, you're not getting them every day. So who's getting noticed that in fact, there are a whole lot of vulnerabilities and Windows. So that was another measurement that we had. Did you get your Patch Tuesday stuff done? That's been around a very long time? Well, we've got a new metric here, and it's called hardening. Now, I don't know about you guys, but my wife thinks that most people don't know what the name hardening is. So I'll explain it a little bit. Hardening is where we close holes in our networks and our Windows computers. That's really what our emphasis is going to be coming up here next week when we start our whole hardening series. By the time you finish this series and the courses, you'll be able to lock down any Windows or Mac computer yourself. You are going to be able to lock down your small business network, and you're going to stop worrying about being the victim of the bad guys. We're also going to train you on how to test everything yourself. That you can make sure that they can't get in, right. If not tested, how will you know it works. It's like I was talking about with backups. How do you know they are working? How do you know it's effective? How effective is it? So we're going to teach all of that, and I think that's just going to be amazing for you guys, man. We're looking to do something you guys are going to love. Hardening in the case of our computers includes our computers, browsers, firewalls, and routers. In other words, there, we're using all of the options, all of the available software to make sure that bad guys are not easily going to get in is our Windows Firewall harden on our computers? Did you even know you had a firewall on a Windows computer? Well, it's almost useless. Because Windows has a firewall, it is turned on by default, but they have all kinds of services turned on and available to be used. All of these things are kind of crazy. When we get down to it, there are things we can do. That's what we're going to be covering starting in about a week with some of these tutorials. And with our great course that we have coming up. Now, let's talk about what's holding us back and what mean time to harden means. We're looking at vulnerabilities, when we're talking about a zero-day-attack, it is one that no one has seen before and where there is not a patch or workaround for it. It's really kind of a nasty thing. When it comes to hardening, you want to make sure that you have as few services as possible on your computer, firewall, and browser. That again makes your attack surface smaller. But when we're talking about those types of zero-day attacks, it typically takes an organization 15 times longer to close a vulnerability than it does for the attackers to weaponize that vulnerability and exploit it. So basically, we're talking about one week for the bad guys to take a vulnerability one of those zero-day things. It takes one week to weaponize it, and it takes us about 102 days to patch it. Let that sink in for just a minute here. Once vulnerabilities get disclosed, It's a time-race here to either secure this hole before the bad guys to exploit it. Now we saw that with the Equifax breach where here's a major, major breach against a major company out there, and only happened because they hadn't applied the patches that they needed to apply. It's just really that simple. Microsoft has a patch let's give an example right now, BlueKeep. BlueKeep is a way to break into Microsoft machines. Microsoft released patches for BlueKeep in the May 2019 Patch Tuesday security fixes. Microsoft released it in May, and as of December 2019, seven months later, there were still over 700,000 machines at risk. Let me see here now May to June July, August, September, October, November, December. That, to me, sounds like seven months. That's huge. Sophos has some security software. In their recent report about WannaCry, which is ransomware. The patch against the exploit WannaCry was using has not been installed on a countless number of machines. Still despite being released more than two years ago. It's crazy, isn't it? Do you guys agree with me? Am I just being kind an alarmist? Now the average time to weaponize this is seven days. Many weaponization comes in less than seven days. Like the infamous ApacheStruts vulnerability. You have effectively 72 hours to harden new systems. Now the numbers are even worse. When we're talking about incident response. There's a new rule out from a company called CrowdStrike. You might have heard of them before, they've been in the news for some political stuff as well. But they are a security company. They do a lot of investigations after the fact and try to figure out what happened and try and clean things up. CrowdStrike has a new rule. It's called the 1-10-60 rule. And it's based on what they call breakout time. So here's what that is. Most nation-state actors, in other words, the more advanced hackers out there, move laterally from an initial attack within two hours on average. In other words, if there is a country that's coming after you say, for instance, China. Most say now it isn't like China is going to go after me. I'm not Military and not a military contractor. China comes after you to steal your intellectual property. Once they have gotten inside of your network, they will move around inside your system. What this means is it gives defenders of a network one minute to detect a breach, 10 minutes to understand what has happened and that it was a breach and one hour to contain that breach from the initial incursion. That is huge. Now, this is part of this meantime to hardening and goal response that we're trying to achieve. If you're a regular business, and it's six months before you even notice that a hack occurred, if you ever even notice, which is par for the course, and one that we see that quite frequently. We will come in and look for signs of hacking. Many times, companies don't want to know. They just want to know if there are any openings that they should be closing right now. Why? If you see a hack occurred, there are specific legal responsibilities that you have. Companies say, Listen, don't tell me, I don't want to know. Without monitoring and watching what our organizations are doing, if we're not at the very least, patching and hardening, we're in real trouble. Now, I know you guys know how to patch it's not that difficult to do. We're not going to spend a lot of time on that in the upcoming tutorials or courses, but we are going to spend a lot of time in the course on Hardening because it is one of your best defenses. It's kind of like having a package on the front porch that was just delivered by Amazon people, right? If there is no package on the porch, the porch pirates are not going to show up and to steal the box. It's the same type of thing here. If you do not have services available on your machines inside your network, there is no way for the bad guys to move laterally. There's no way for them to get in remotely. That is our goal in our hardening courses, how to harden your Windows machine. That's coming up in about a week, week and a half. So make sure you are on my email list. You get all of that free training. You can find out about the courses as well that we are putting together for this. All of that at Craig Peterson dot com slash subscribe. You're listening to me here on WGAN. You can always send questions to me -- me at Craig Peterson dot com. Hey, welcome back, everybody, Craig Peterson online at Craig Peterson dot com and right here on WGAN. I am also putting these up on Facebook and making them available on YouTube. For those that are interested.  I want to talk a little bit right now about Clearview AI. You know, again, I've said so many times that we've got to be careful with our data online. Clearview AI is this company that we talked about a few weeks ago, that has been scraping all of the information it could get online, mainly related to photographs. All of the pictures that you posted on Facebook or that you put up on any photo sharing sites, all of that stuff, Clearview scraped. Now, they have this app that allows you to take a picture, and then it will do facial recognition to find all of the places online that that picture appears. And it has been used by looks like more than 2200 different organizations, many of them police department to track people down. So if you have a picture, even if it's not a great picture, that picture can then be put into the clear view AI app. And it'll show you here you go, here's where we found this guy or gal online. And even if you didn't take the picture, and you are in a photograph, it is going to show up in clear view is going to find it. Now, Clearview AI grabbed all of these photographs online without asking permission of anyone. I don't think they asked your permission, did they? They didn't get my permission. They scraped them from Twitter, who they didn't ask permission. They scraped them from Facebook. They scraped them from all over the internet. They ended up with billions of photographs. They logged it all along with where they found them online. That way, if the police department is looking for this person, they have a photo of them. They can put it into the Clearview AI app and can authenticate where online it was found. And then the police department just goes there and says, Oh, well, that's a Mary Jane's homepage. Here's more about Mary Jane, where she lives and everything else and now off they go to get Mary Jane. Now remember, of course, first off, these things are not 100% accurate. They could be false. There are false positives, although in many cases, they have been very successful at identifying people, and they have helped to solve some crimes, which is I guess a good thing, right. I think that's what you might want to say, okay. In a notification that The Daily Beast reviewed, Clearview AI told them that there had been an intruder that gained unauthorized access to its list of customers, and they got access to many accounts they've set up and the searches they have run. Now, this disclosure also claimed that there was no breach of Clearview AI servers and that there was no compromise of Clearview AI systems or networks. That puzzles me makes me wonder, well, maybe they were using a cloud service, and they had it stored up there, and that's how it got stolen. It's hard to say. Clearview AI went on to say that it patched the unspecified hole that let the intruder in and that whoever was didn't manage to get their hands on their customer's search histories. Now there's a release from a Clearview AI attorney, and his statement said that security is Clearview AI top priority, which is total crap, right? They did everything they could to breach ethics and security of the user agreements from all of these websites from which they scraped our information. Unfortunately, data breaches their attorney says are part of life in the 21st century. Our servers were never accessed. We patched the flaw and continue to work to strengthen our security. All of this is in a report on naked security dot com. Now, this, frankly, is very concerning to me from several different standpoints, right. First of all, Clearview AI had this massive database of facial images that they had sold to hundreds of law enforcement agencies. In many cases, it wasn't like the overall agency. It was just a police officer themself that subscribed. It may be a detective, etc. The New York Times ran a front-page article in January, saying that Clearview AI may end privacy as we know it and man, is that ever true. They have been quietly selling access to these facial images and facial recognition software to over 600 law enforcement agencies. Now with this data breach, it looks like it's more than 2200. Although we have not seen the list posted online yet, we may end up seeing the posted online. It depends on who did this and if it was a nation-state, which is entirely possible. They are trying to find out a little bit more about us or whether it was somebody else.  It reminds me of a lot about the founding of Facebook and why I've been against Facebook over the years, right? Facebook had a very unethical at its start. They stole all the photos of women going to Harvard University and then had people be able to go to their little website and rate the women, right? Rate them? Yeah, on their looks using all stolen photos. That's the allegation behind it all. It certainly seems to be true. Microsoft, that's another reason I just, I don't use the word hate very often believe me, but I do hate Microsoft and the way they started. They unethically sued people and play games with trying to buy them by lying about the rights that they had. Bill Gates outright lying to IBM and others, back in the early days. I have a good friend of mine who says Craig if you didn't have any ethics, you would be one of the wealthiest people in the country. Your ethics kept you from doing them, yet you bent over backward to help people. Companies, like these need to go out of business and need to go out of business fast, it's crazy. We've got the Biometric Information Privacy Act that Clearview AI has violated. ClearView AI has also been told by Twitter, Facebook, Google, and YouTube to stop scraping. Those companies have ordered it to stop that. It is against the policies. The Times noted that there's a strong use case for ClearView AI technology finding the victims of child abuse. News. It makes a lot of sense. One, retired Chief of Police said that running images of 21 victims of the same offender returned nine or 14 miners identifications, the youngest of whom was 13. So where do we draw the law watch line, I should say, what should we be doing here? It goes back to the whole fruit of the poisoned tree principle that exists in the law. That you've seen on TV and in movies many times, any evidence illegally obtained can't be used nor anything that comes of that evidence. It is why some Federal investigators play games with where did you get this evidence? Russia? Did it come from Christopher Steele? Should we have something similar In this case, and I think that we should if they stole information from these companies, which they did. It's, frankly, intellectual property theft at the very least. That means it is of no use in any sort of a police case that started an investigation and any legal matters that follow. That's my opinion. I don't know what yours is. I'd love to hear from you email Me at Craig Peterson dot com. Thank God they were able to find some of these victims of child abuse. But at the same time here, we should have some rights to privacy. It may already be too late. I guess we'll know. Soon enough.  Hey, when we get back, we're going to talk about Barbara Cochran. She's the star of Shark Tank, and she just lost 400 grand in a scam will tell you all about it. You are listening to Craig Peterson and WGAN. And make sure you sign up online at Craig Peterson dot com. Hi, everybody. Yeah, that means we're back. Craig Peterson here on WGAN.  We're going to talk right now about a TV show that I have enjoyed watching over the years. There are a few shows that I watch pretty regularly. Of course, there are some sci-fi shows we won't talk about those right now. But a couple of them are The Profit I enjoy that show. I like the guy who is the main character on that show, and his name is Marcus Lemonis. He owns a considerable interest in Camping World, as well as GoodSam Club, and he invests in small businesses. I disagree with him almost 100% on politics, but he does try and help people out which I think is fantastic and, and he goes into these businesses that are struggling, that are trying to figure out how do we move to the next step or how do we even survive? Then he helps him out, and he frequently invests in them. When he invests, he takes a good chunk, usually enough so that he has a controlling interest in other words 51% sort of a thing. Then he's often running, and he helps build them into real successful companies. Now, I guess it goes back to the question of, would you rather have a small slice of a massive pie as an owner, or would you rather have 100% of a tiny pie, that may end up collapsing in on itself at some point in time. That's kind of the decision these people have to face as they are talking with him and trying to figure it out. So I like that show. He had a good episode, recently that I found very, very fascinating. Check that one out, The Profit. Another one that I've enjoyed over the years is Shark Tank. Now Shark Tank is if you haven't seen it, it is a show, and there are a number of them. It's called Dragon's Den overseas. There's one in the UK. There's a shark tank in Canada, and there's a shark tank in Australia, all called slightly different things. The idea behind Shark Tank is you go in there you make a pitch to these investors, and the investors decide if they're going to throw some money at you. They will make a deal saying okay, I'll give you 20% for 20% of your company, I'll give you this much money, or you know, I'll bring in people to help out, but I want controlling interest or whatever it is. Well, one of the business moguls on there that part of this whole judging team on Shark Tank just last week lost nearly $400,000. It was disclosed that the 400 grande loss came through an email scammer. Now, if she had been listening to this show, she would have known about it. She would have known what's happening. She has enough money that she kind of brushed it off. Oh well, she thinks that she'll never get the money back. And you know what? She's probably right. We've seen that happen many times, even with the FBI getting involved most of the time that money never, ever comes back to you. According to media reports, a scammer who was posing as Barbara Cochran's executive assistant forwarded to her bookkeeper an invoice requesting that payment. I'm looking at the email right now. Barbara released it, which is great as that way people can see what happened. It's an email it's from, Jake somebody. Sent on Friday, February 21, and addressed to Emily carbon copy Michelle. The subject was forward Invoice 873, and it's got the name of a German company. It begins, Hello Emily. Please see the attached invoice below for payment. We are ready to proceed, and we are shipping next week. Please ensure the invoice is paid on time, shipping charges are additional. It appears like a little real invoice. It's got the due date on it, which was due on the 27th, and the amount was $388,700 and 11 cents. And it looks as I said kind of like a standard invoice. Dear customer. Please see the attached invoice. Wire transfers should be directed to FFH concept GMbH address in Berlin, Germany. Bank details include the bank name, the account name, bank address As the IBN number, the swift number, thank you for your business, we appreciate it very much.  The truth was, this email did not originate from Barbara Cochran's executive assistant. Instead, what happened here is that the scammers and created an email address that looked the same as her executive assistant. It had one letter different in it. At first glance, it seems legitimate, yeah, this is from the Executive Assistant. You and I look at 400,000 and say, Whoa, wait a minute now. I don't even have that much. In this case, Barbara Cochran, this was pretty normal for her. There's not only this amount because she is involved in so many real estate deals. That's how she made her money was in real estate. She gets these invoices from these companies all over the world. It did not look that strange. All the bad guys, in this case, had to do was a little bit of research. They found out what the executive assistant's name, they found out what the email address was. The bookkeeper did not spot this little spelling error, if you will, in the email address. When she asked questions about the purpose of the payment, all communication went straight to the scammer's and not to the assistant. What did she do? She hit reply, and the response went straight to the scammers, and the scammers gave him what looked to be or gave her what appeared to be a reasonable answer, right. On Tuesday last week, seemingly satisfied by the answers she'd received by the scammers posing as Barbara Cochran's executive assistant. The bookkeeper transferred almost $400,000 into the bank account contract controlled by the scammers. It was only one the bookkeeper manually CC'd Cochran's assistant directly with confirmation that the invoice had was paid. It became clear what happened. So, again, that tells you don't respond to emails, right? Look it up, use a contact list, use your autocomplete to try and reach out to somebody to verify it. I always go one more step further, and that is to get on the phone and confirm the transaction. Now in speaking to people magazine, Barbara Corcoran again apparently was pretty okay about the theft. She says quote, I lost the 400,000 as a result of a fake email sent to my company. It was an invoice supposedly sent by my assistant to my bookkeeper, approving the payment for real estate renovation. There was no reason to be suspicious. I invest in quite a bit of real estate. I disagree with that there was reason to be suspicious. Anyhow, I was upset at first, but then remember, it's only money good for her. Frankly, she posted on Twitter about it. Lesson learned. Be careful when you wire money. She retweeted something from TMZ about her getting hooked in this scam. I'm glad she has a positive attitude about it. It's very unlikely, as I said earlier, that she'll ever recover a dime from these fraudsters because of the way the money was wired. Ninety seconds later is all it takes for the cash to be gone and out of reach. And they probably went ahead and transferred it from German banks to other banks, and it continues to move the money around. It's kind of like what happened in Eastern Europe and Ukraine, with a billion dollars in aid that we sent that ended up bouncing around between multiple companies in multiple countries to hide whose pocket it ended up. It's just kind of crazy. It can happen to anyone, and it can happen to any of us. Every last one of us, business person or otherwise, needs to be on guard. Don't reply to emails. Always make sure you enter in the email address if it's anything that might be of concern. Remember that banks and other places are unlikely, including the IRS tax time, to be sending you emails about some of this stuff. Just double-check and phone them, look them up online, and phone that number. Ask a question from their help people over on their website.  Well, we've got one last segment here, and we're going to be talking about new security features from Firefox that means insecurity to you. This is Craig Peterson on WGAN, and you know, I like Firefox, right? Hey, welcome back, everybody, Craig Peterson, here on WGAN and online Craig Peterson dot com. Well, that's Peterson with an -On dot com.  Hey, thanks for joining us today we've had a great day, we've talked about where you find a little bit of nostalgia online over at the Internet Archive. We talked about reducing the risk through data minimization. I described how ransomware became a multi-billion dollar industry. We talked about the changes that have recently happened with ransomware that will require you to make a change in what you're doing to stop becoming a victim. Then we got into how should you answer a non-technology related executive who asks you, how secure are we? How do you answer that question to your family as well? Because we are all the Calvary, right? We're the people that our friends, family, our people from church, the business people, they all come to us. So I wanted to make sure we covered that the next generation here of security metrics, how long does it take to harden your systems, and we've got a course coming up on that here in a couple of weeks and a bunch of tutorials to help you out. The company that we talked about clear view AI, very, very bad guys, frankly, very unethical. They just lost their entire database of Facebook buying clients to hackers. And then they brushed it off like it's no big thing. Hey, you know, everybody gets hacked nowadays. Man is talking about a company with no ethics at all. We talked about them, and then, of course, most recently, we just talked about business email compromise. We gave you a specific example here of Barbara Corcoran. She is one of the business moguls over on Shark Tank. How she lost almost $400,000 in a scam, and what you can do to help protect yourself. And we gave away some actual clues here precisely what the bad guys are doing to try and get that information or get us to to to do that, right? What kind of information are they gathering about us? Well, I want to talk about Firefox here for a few minutes, all web browser thing. And this has to do with security. And this is an article over on we live security.com that made me think about what is going on with Firefox and Mozilla. Now, if you've been on any of my training courses, you know, the browser you absolutely should never use ever, ever, ever unless there is a gun to your head, and then it's okay. Is Internet Explorer is just one of the worst browsers ever? You know, it's just terrible. It's right up there with the original browser, the NCSA Mosaic, but at least it was changing the industry. Internet Explorer was just a huge security hole. I mean crazy. The things that allowed programmers to do, and it was such an avenue for hacking. You know that right, don't ever use Microsoft's Internet Explorer. Then they came out with the Edge browser, and they had problems

The smartest Private Equity investors have added whip-smart heads of Talent to their in-house teams. Because investing is one thing… But attracting Rockstar teams to do something with that funding is another. Here’s Exhibit A. Based in Palo Alto (ground zero of the talent war), Kelly Carlson is Head of Talent with Symphony Technology Group. She leads the firm’s talent efforts & works with STG’s portfolio company CEOs & leadership teams to crush the number. And she’s well-qualified to do it. Kelly joined STG from TillmanCarlson, the retained executive search boutique where she recruited CEOs, CFOs, CTOs. (Say that 3 times fast!) She mastered her craft during 8 years at Russell Reynolds Associates as one of the early members of the firm’s technology practice. I had a chance to speak with Kelly about how to find the best candidates, how to land them, and... probably most important these days…how to keep them. If you have 20 minutes, it’ll be well spent on this one.

Hva ser egentlig hodejegere etter når de jakter på den neste toppsjefen? Hvor viktig er egentlig karisma hos en toppleder? Og er man utro hvis man møter en hodejeger for en kaffe? Petter og Per diskuterer topplederrekrutering med den mystiske kingmakeren Harald Kringlebotn fra Russell Reynolds Associates og den legendariske turnaround-kvinnen Kjersti Hobøl fra Nille i ukas episode. Produsert av Perplex.no

Ever wondered how a headhunter finds the people to fill jobs?Russ Reynolds practically invented the executive search industry. Considered one of the pioneers of today's executive search profession, he's built two of the industry's most prominent search firms: Russell Reynolds Associates and RSR Partners.   On today's episode, Russ joined me in the studio to recount his most valued experiences and offers a ton of insight into the way headhunters really work. And he dispenses the myth that you must engage an executive search firm to secure a board seat -- Russ is clear that you don't find them; instead, headhunters find you (as in they find the perfect person for each specific board position.) Russ also shares that his book, Heads, reveals the tricks of the headhunting trade, including how to write a resume, how to get noticed without being obvious.  Click here to listen now and learn how the executive search business really works.    Subscribe Are you subscribed to my podcast? If you’re not, I want to encourage you to do that today. I don’t want you to miss an episode. I’m adding bonus episodes to the mix and if you’re not subscribed there’s a good chance you’ll miss out on those. Click here to subscribe in iTunes!   Links mentioned in this episode: Book: Heads: Business Lessons from an Executive Search Pioneer Episode 15: Why Private Companies Are the Smart Path to the Boardroom

Hello! And welcome back to another episode of the Cameron-Brooks podcast for transitioning JMOs. On this episode, I interview Angela Jung. Angela is a former Army Military Intelligence officer who transitioned to Russell Reynolds Associates in January 2015. She launched her business career as a Research Associate and has been promoted twice since then! We start the episode by talking about her company and her career progression. From there, we get into the "The World Is Your Oyster" discussion where she describes the control she has experienced over her career and the difference between career management in and out of the military. She also shares advice on how to see your military background and a technique for connecting to functions in Corporate America. She gives some great advice and I think you'll appreciate her insight. To learn more about the Cameron-Brooks experience for transitioning JMOs, visit our website and check out PCS to Corporate America. You can also follow us on Facebook, Instagram, LinkedIn, and Twitter.

Hello! And welcome back to another episode of the Cameron-Brooks podcast for transitioning JMOs. On this episode, I interview Angela Jung. Angela is a former Army Military Intelligence officer who transitioned to Russell Reynolds Associates in January 2015. She launched her business career as a Research Associate and has been promoted twice since then! We start the episode by talking about her company and her career progression. From there, we get into the "The World Is Your Oyster" discussion where she describes the control she has experienced over her career and the difference between career management in and out of the military. She also shares advice on how to see your military background and a technique for connecting to functions in Corporate America. She gives some great advice and I think you'll appreciate her insight. To learn more about the Cameron-Brooks experience for transitioning JMOs, visit our website and check out PCS to Corporate America. You can also follow us on Facebook, Instagram, LinkedIn, and Twitter.

Business Radio Insights: Jenna Fisher, Wharton Alumna and Global Corporate Officers Sector Leader for the executive search firm Russell Reynolds Associates, joins host Laura Zarrow to discuss a few common pitfalls to avoid when working with executive search recruiters and how women can best re-enter the workforce on Women@Work. See acast.com/privacy for privacy and opt-out information.

Jenna Fisher is the Global Corporate Officers Sector Leader of Russell Reynolds Associates. Jenna Fisher leads the Corporate Officers Sector globally and specializes in leading senior financial officer assignments, serving clients across various sectors, including the technology, consumer, healthcare and retail industries. Jenna's clients include Fortune 1000 corporations, middle-market private equity portfolio companies, as well as highly visible, pre-public venture capital-backed enterprises. The majority of her work over the past ten years has been recruiting CFOs, although she has conducted numerous assignments for treasurers, controllers, internal audit executives and division chief financial officers. Jenna is also involved at the board level, recruiting financial experts to serve on Audit Committees. She is based in San Francisco.Aired April 25, 2018 See acast.com/privacy for privacy and opt-out information.

Our guest today is a good friend of mine, Umbrex member Paul Millerd.  Paul has experience at McKinsey and BCG as well as the Board & CEO Advisory Group at Russell Reynolds Associates, one of the top executive recruiting firms in the world. He currently has a wide portfolio of activities – he is a real Renaissance talent. He is currently an independent strategy consultant, a career coach, the host of a podcast, Boundless, an active writer who puts out great posts several times a week. He hosts Jeffersonian dinners, he is interested in the gift economy and the future of work, Paul has created a career transition playbook and other course materials including a story course. In this episode we have a wide ranging discussion covering just a few of Paul’s interests – I encourage you to check out his website and sign up to his mailing list. Visit think-boundless.com

Business Radio Insights: Jenna Fisher, Global Corporate Officers Sector Leader at Russell Reynolds Associates, joins host Stew Friedman to discuss the impact of job changes and relocating on families on Work and Life. See acast.com/privacy for privacy and opt-out information.

Jenna Fisher is Global Corporate Officers Sector Leader for the executive search firm Russell Reynolds Associates and she was a student in Stew’s Total Leadership class at Wharton about 15 years ago. Jenna specializes in leading senior financial officer assignments, serving clients across various sectors, including the technology, consumer, healthcare and retail industries. Her clients include Fortune 1000 corporations, middle-market private equity portfolio companies, as well as highly visible, pre-public venture capital-backed enterprises. The majority of her work over the past ten years has been recruiting CFOs, although she has conducted numerous assignments for treasurers, controllers, internal audit executives and division chief financial officers. Jenna is also involved at the board level, recruiting financial experts to serve on Audit Committees. She is based in San Francisco. Stew and Jenna talk about what an executive search consultant does and about how to conduct a successful job search by leveraging your network, knowing what you are truly looking for in your career, finding your distinctive gift and being excellent at it, and bringing your family into your career decision-making. See acast.com/privacy for privacy and opt-out information.

David Barrett is the founder of David Barrett Partners, a leading executive search firm focused exclusively on buy-side asset management. Prior to founding DBP in 2005, he spent 19 years in the search business, including long stints at Russell Reynolds Associates and Heidrick and Struggles. He began his career as a self-professed failed equity research analyst in the early 1980s.  David is a graduate of Yale University and Columbia University Business School. In just the last two years, David’s firm has completed searches for the Chief Investment Officer positions at Harvard University, Dartmouth College, University of Texas Investment Management Company, TIFF, and the Cystic Fibrosis Foundation, each a multi-billion dollar pool of assets. Our conversation explores the search process for senior asset allocators, including the business of search, the interview process, governance structures, and trends. Anyone with a thought to navigating their career will pick up nuggets of insight throughout the conversation. For more episodes, go to capitalallocatorspodcast.com/podcast Follow Ted on twitter at @tseides

Doug Orr is a United States Naval Academy '03 graduate who served 10 years in the Marine Corps before partnering with Cameron-Brooks to transition to a business career with Russell Reynolds Associates, a leading global executive search firm, in 2013.  After four years at the Naval Academy and 10 years in the Marines, it was not an easy decision for Doug to leave the Marine Corps.  Once he made the decision and transitioned, he worked very hard to assimilate into civilian life and business practices.  He has been very successful in his four short years, and in this podcast he shares six steps he took early in his career to establish himself as a top performer. Work harder than anyone else. Seek out unfiltered feedback. Be intellectually curious. Be honest and authentic. Find opportunities to help others, even if just for five minutes. Find time to be grateful every day. Additionally, Doug recommends the book, Give and Take, by Adam Grant.  I read Give and Take earlier this year and also highly recommend it.  The book makes a strong argument with hard data that "givers" are much more successful in life and careers.  Grant also outlines steps you can take to become more giving. Joel

Michael Lee Stallard will talk with me about his latest book, The Connection Culture.Here’s my review of Connection Culture. In a nutshell, I loved it.Michael is the co-founder and president of E Pluribus Partners, a leadership training, coaching and consulting firm.  He specializes in helping leaders create cultures that boost productivity and innovation to achieve sustainable superior performance.He is the primary author of the bestselling book Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity and Productivity. It has been widely praised by well-respected leaders and thought leaders. Frances Hesselbein, Chairman of the Leader to Leader Institute, described the book as "the indispensable leadership guide for leaders everywhere." Russell Reynolds, Jr., founder and former CEO of Russell Reynolds Associates wrote, "An enthralling and impressive work. It shows how to empower people and create great societies, corporations and cultures. I'm giving it to everyone at my own firm."Michael spoke with me in 2010 about this book. You can listen here.  You can read it here  I remember our conversation as being one of my favorites for the topic and for the speaker. I’m looking forward to an

Michael Lee Stallard will talk with me about his latest book, The Connection Culture.Here’s my review of Connection Culture. In a nutshell, I loved it.Michael is the co-founder and president of E Pluribus Partners, a leadership training, coaching and consulting firm.  He specializes in helping leaders create cultures that boost productivity and innovation to achieve sustainable superior performance.He is the primary author of the bestselling book Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity and Productivity. It has been widely praised by well-respected leaders and thought leaders. Frances Hesselbein, Chairman of the Leader to Leader Institute, described the book as "the indispensable leadership guide for leaders everywhere." Russell Reynolds, Jr., founder and former CEO of Russell Reynolds Associates wrote, "An enthralling and impressive work. It shows how to empower people and create great societies, corporations and cultures. I'm giving it to everyone at my own firm."Michael spoke with me in 2010 about this book. You can listen here.  You can read it here  I remember our conversation as being one of my favorites for the topic and for the speaker. I’m looking forward to an

AESC (Association of Executive Search Consultants) President, Peter Felix, discusses with Clarke Murphy of executive search firm, Russell Reynolds Associates, trends in executive search over the past decade.