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The Scaling Lounge: Business Strategy • Operations • Team
We talk a lot about scaling in the business world – growing bigger, reaching further, making more. But what happens when you realize that bigger isn't actually better for you anymore?Enter Tracy Matthews. After decades of running multiple seven-figure businesses, she found herself at a crossroads: stay on the path of relentless growth, or embrace a radical shift – *de*scaling. In this candid conversation, Tracy shares her journey of stepping back so she can move forward in a way that aligns with her next evolution. Listen to part 2 next!What's Inside This Episode: The surprising way burnout showed up for Tracy – and why it wasn't just about overworkingHow to break out of the ‘wait and see' trap that stalls business owners from making decisionsThe moment of truth that made Tracy realize she was serving her business more than it was serving herThe key distinction between scaling back and strategically descaling to create more alignmentHow the pursuit of scaling at all costs created an unintentional bottleneck in her businessThe sneaky way fear of past failures shaped her decisions (without her even realizing it)What it means to build a business from joy instead of trauma—and how she's shifting her approachWhat she wants every entrepreneur to know about recognizing when it's time to changeAbout Tracy: Tracy Matthews is a Creativity, Branding, and Reinvention Expert, a Best-Selling Author, and the Host of the Top-Rated Thrive By Design Podcast. As a serial entrepreneur, she's reinvented herself several times and built several multiple 7+ figure businesses. She believes creativity is the biggest gift for navigating challenges, living a more fulfilled life, and having fun while creating wealth. Notable media placements include The Today Show, Entrepreneur, InStyle Magazine, and Elle. Through her podcast, blog, social media platforms, coaching, and programs, she inspires over 200,000 people weekly to launch, grow, and scale successful creative brands. She just released a new private podcast for women who are in a season of reinvention. You can download it for free here!Connect with Tracy: On Instagram @tracymatthewsnyVisit Tracy's website, Creatives Rule the WorldListen to Tracy's private podcast, Reinvention SeasonConnect with Adriane: Adriane's Instagram Visionaries' Instagram Adriane's LinkedIn Visit the Visionaries website ⭐️ Love this episode? We'd GREATLY appreciate a 5-star review! ⭐️
Growing Your Firm | Strategies for Accountants, CPA's, Bookkeepers , and Tax Professionals
In this episode of Growing Your Firm, host David Cristello welcomes Jeremy Wells, EA and CPA, owner of JWellsCFO and Chief Operating Officer Steadfast Bookkeeping. Jeremy Wells is a distinguished entrepreneur and financial expert, recognized for his innovative approach to accounting and business strategy. He has dedicated his career to empowering small businesses and solopreneurs through comprehensive tax planning and strategic business advisory services. Jeremy specializes in tax planning and business strategy for small businesses and has been active in the field since 2018. Before his accounting career, he spent a decade as a college instructor. The conversation delves into Jeremy's unique approach to business, which emphasizes a subscription-based model rather than traditional billing methods, making his services accessible to small businesses and individuals starting their entrepreneurial journeys. Listeners can expect insights into navigating the challenges of running a business during the COVID-19 pandemic, along with Jeremy's expertise shared through his substack, J. Wells Tax, and his roles in various professional organizations. Tune in for valuable advice on tax strategy and business planning tailored for small businesses.
I chat with Rick Foerster, who shares his journey from a fast-paced tech career to one focused on family, creativity, and fulfillment. After twelve years at Privia Health, Rick took a sabbatical when the company went public. He used that time to reassess his priorities and shift from a work-centric identity to a multi-dimensional one. We discuss diversifying your identity and finding fulfillment beyond career success. We also explore the concept of ‘total addressable meaning,' how finding meaning is the ultimate form of wealth, navigating midlife crises and avoiding burnout. This episode is perfect for anyone going through a transition, curious about taking a sabbatical, or seeking a more meaningful life beyond work. Guest Rick Foerster is a former healthcare executive who now writes at https://www.thewayofwork.com/. https://x.com/MattEspoz Topics 00:00 Intro 01:43 Rick's Journey 03:38 Life After Privia Health 08:25 Identity Shift 12:40 Sabbaticals 25:10 Ambition 36:00 Scaling Down After Scaling Up 40:02 Meaning 48:24 Advice for Those Feeling Stuck 54:36 Rebalancing Life's Portfolio The Karnjanaprakorn Show I am the ex-founder of Skillshare, and I am now exploring what's next. The Karnjanaprakorn Show (TKS) follows my journey as I chat with others, taking unique approaches to business and life. Learn more about me: https://mikekarnj.com
Ausha discusses her business transition from leading a team to working solo, and how this unexpected shift led to both struggles and personal growth.Tune in for insights on how scaling down can sometimes be the key to finding more fulfillment in your career.Learn about the emotional side of making tough business decisions, and how Ausha overcame the challenges of downsizing to rediscover her passion for esthetics.Ausha also shares tips for handling transitions and staying resilient in the face of change.Be sure to subscribe, rate, and review if you enjoyed the episode! Follow along on social media for more updates and behind-the-scenes content.! VISIT my website: www.aushmarie.comEMAIL your questions/stories to waxaboutitpodcast@gmail.comLIKE Wax About It on Facebook: @waxaboutitFOLLOW Wax About It: @waxaboutitFOLLOW Ausha Marie: @aush_marie
New Plymouth's mayor is blaming the last Government's gas policy for Methanex's proposal to scale down. The country's largest gas user plans to move from a two-plant operation to one, and lay off staff for the foreseeable future. Its managing director says policy settings since 2018 haven't been conducive to sustaining gas supplies for more than one plant. Neil Holdom says it'll be a blow for the region, but the writing's been on the wall. "We saw this coming in 2018, with the last Government's flawed energy policy. This is a direct and logical consequence that was always going to happen - we told them it would happen." LISTEN ABOVESee omnystudio.com/listener for privacy information.
Recently, the transition of Citibank's retail business to Axis Bank was completed. Like Citi, several other foreign banks have shrunk operations in India or exited altogether. They have set the standard in customer service but increasing competition, rising bad loans, and complicated and costly compliance requirements have all been a deterrent. What does this mean for you, the customer? Please listen to the latest episode of All Indians Matter.
We've all heard the gurus who claim they sit on the beach while the money rolls in effortlessly. But behind the scenes, there's still a lot of hustle. Evergreen offers that need updating, the constant tether of social, ads running nonstop, and a team working tirelessly. It's easy to get caught up in these myths and feel like we're not doing enough.The truth is, every successful business involves hard work, strategy, and intention. It's not about working less but working smarter. It's about being a disruptor and choosing your own path, not following what everyone else says you should do.For me, that means focusing on what truly matters: creating a brand that's scalable, sustainable, and sellable (which is also what we keep in mind as an intention for all clients). Because your brand is your most valuable asset. Your brand is not just about logos, colors, or fonts. It's about the energy and passion you pour into it. It's the legacy you're building, the message you want to share with the world. For those of us who are here to make an impact and play the long game, it's not about making quick money; it's about building something that can stand the test of time.I'm on a mission… to prove that we can thrive without being tied to social media. to prove that we can stop the hustle and still have a thriving, sustainable business. to prove that we can overcome any circumstances in the world and continue to thrive, because we are being called to do work that will help heal the planet.I'm experimenting with new strategies, and I'd love for you to join me on the journey!Start by tuning in to this week's episode of the Your Legacy Brand Podcast where I go deeper into this topic as well as talk about HOW to take action and feel great about carving your own path to successRate, Review, and Follow on Your Favorite Platform!If you loved this episode, leave us a review.And always make sure you're following the podcast so you never miss an episode. Follow now!
On COI #621, Kyle Anzalone discusses the wars in Ukraine, Gaza, and Lebanon. Odysee Rumble Donate LBRY Credits bTTEiLoteVdMbLS7YqDVSZyjEY1eMgW7CP Donate Bitcoin 36PP4kT28jjUZcL44dXDonFwrVVDHntsrk Donate Bitcoin Cash Qp6gznu4xm97cj7j9vqepqxcfuctq2exvvqu7aamz6 Patreon Subscribe Star YouTube Facebook Twitter MeWe Apple Podcast Amazon Music Google Podcasts Spotify iHeart Radio
On COI #621, Kyle Anzalone discusses the wars in Ukraine, Gaza, and Lebanon. Odysee Rumble Donate LBRY Credits bTTEiLoteVdMbLS7YqDVSZyjEY1eMgW7CP Donate Bitcoin 36PP4kT28jjUZcL44dXDonFwrVVDHntsrk Donate Bitcoin Cash Qp6gznu4xm97cj7j9vqepqxcfuctq2exvvqu7aamz6 Patreon Subscribe Star YouTube Facebook Twitter MeWe Apple Podcast Amazon Music Google Podcasts Spotify iHeart Radio
On COI #621, Kyle Anzalone discusses the wars in Ukraine, Gaza, and Lebanon.
Casey and Jarrod tackle the financial concerns that often accompany taking time off in this episode. They discuss the economic pressures dentists face, such as maintaining overhead costs and paying staff, which can make the idea of a vacation daunting. This episode aims to debunk the myth that taking a break will lead to financial ruin.Interested in more info on how to: Earn More, Save More, and Retire EarlyUpcoming Tour Dates: Go to our EVENTS page for infoFacebook: Four Quadrants AdvisoryInstagram: @fourquadrantsadvisoryLinkedIn: Four Quadrants Advisory
Scaling Down to Success: Why Low-Ticket Items Are the New Gold Rush In the latest episode of my podcast, I had the joy of hosting Rachel Miller and Holly Homer, the brilliant minds behind Pagewheel. Our conversation dove deep into the world of low-ticket products, a niche that Rachel and Holly have not only embraced but innovated within. They shared their journey of overcoming the overwhelming complexities of digital product creation by developing Pagewheel, a tool that simplifies the entire process. This tool supports entrepreneurs by automating the creation of low-ticket items, from idea to execution, empowering them to focus more on their passions and less on the technicalities. We explored how starting with low-ticket items can significantly lower the barriers for entrepreneurs to enter the market, test their ideas, and build a customer base without a hefty initial investment. Both guests shared their experiences and insights, highlighting the importance of accessibility in the digital marketplace and how Pagewheel facilitates this beautifully. It was such an engaged discussion that not only shed light on the practicalities of business but also celebrated the spirit of innovation and determination that drives the entrepreneurial journey. JOIN PAGEWHEEL FOR JUST A PENNY FOR 30 DAYS! Use coupon code TOOLKIT Check out the blog mentioned - 21 Digital Products That Any Business (in ANY Niche) Can Make AND SELL Join: Coach Launch Toolkit Membership for $7/month Meet Rachel Miller. As a proud mom to 6 kids and a collector of businesses, Rachel Miller is a Marketing strategist who supports small businesses in growing their audiences and sales, organically, without ads. Her marketing courses have had over 27,000 students and she regularly keynotes. Her most recent project is building, Pagewheel, cause why should we “learn” how to market our businesses when AI with automations can market your business for you! Meet Holly Homer. Holly Homer accidentally started blogging about 20 years ago and hasn't stopped. She runs Kids Activities Blog and is the best-selling author of four books. Her passion is teaching and coaching what she has learned along the way. She co-founded Pagewheel which solved one of her biggest issues…why is selling online so complicated? Holly lives in the suburbs of Dallas, Texas with her husband, three boys and a dog named Panda. Connect with Whitedove Instagram @whitedove_gannon Facebook @whitedovegannon Pinterest: @whitedovegannon Website: whitedove-gannon.com Free Stuff: coachlaunchtoolkit.com
When it comes to building a business, scaling up might not be the only path to growth. Sometimes, scaling down helps you tighten your systems and operations, which can actually prepare you to exceed your current limits down the line.I go into detail with Tucker Merrihew in an episode we recorded earlier from his show. Grab a coffee lets jump in.
When yield is the focus, personalization is key. But, just how personalized could an event be? John and his team at Waukesha County Technical College had an idea to create an event where — no matter where you were in the post-app funnel — you would leave the event as an enrolled student. Yes, that included transferring credit, accepting, advising, scheduling courses, and committing — all as part of one single event. They called it, Admission Accomplished, and that they did: 75% of the attendees left the event completely enrolled.Special shoutout to Kaylan Gaines and Dee Dee Wallace at WCTC who made Admission Accomplished a tactic we all want to try!Check out Admission Accomplished: https://www.wctc.edu/events/admission-accomplished/index.phpGuest Name: John McGrealGuests Social: https://www.linkedin.com/in/johnfmcgreal/Guests Bio: John McGreal has been an enrollment professional for his entire career and has worked for multiple styles of institutions. He is currently the Dean of Enrollment Services at Waukesha County Technical College in Pewaukee, WI. John has also been involved with NACAC and his state affiliate, the Wisconsin ACAC, serving as a member of the President's cycle for WACAC and on the Affiliates President's Council for NACAC. During his free time, John spends time with his family, watching and reading science fiction, is an avid sports fan, runs, and is a grill master. - - - -Connect With Our Host:Dayana Kibildshttps://www.linkedin.com/in/dayanakibilds/About The Enrollify Podcast Network:Talking Tactics 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 Mission Admissions and Higher Ed Pulse.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!
Learn more or sign up for a free mini course at www.trademarkfarmer.com
Dr Oleksandr Polishchuk, Ukrainian envoy to India, says visit by Modi to Kyiv would confirm India's ‘leading role' in establishing peace, in Part III of interview series with ThePrint.----more----https://theprint.in/diplomacy/ukraine-envoy-rues-scaling-down-of-bilateral-ties-since-war-began-wants-modi-to-visit-kyiv/1899275/
Welcome to another episode of The Scaling Edge! In this insightful interview, we dive deep into the world of architecture, scaling a service-based business, and navigating the challenges of workforce scaling in a practical and creative way.
Zach joins Amy and Brad to dig into his journey to Warp and give an inside look into what it's capable of doing.Show Notes00:00 Introduction01:25 Lloyd's Background02:40 Reaching Principal Level 06:10 Scaling Down 08:01 Choosing an Idea13:36 Vision for a New Terminal 16:13 Warp Feature18:13 Security21:16 Collaboration and Business Model37:21 Why Mac?39:45 Picks and Plugs
Get Paid For Your Pad | Airbnb Hosting | Vacation Rentals | Apartment Sharing
Grow your short-term rental business https://www.overnightsuccess.io/xSave time & money with these Airbnb tools https://www.getpaidforyourpad.com/airbnb-toolsIn a recent conversation with Syed, I had the privilege of diving into the captivating narrative of his journey within the dynamic world of short-term rentals. From humble beginnings in 2018 to evolving into a powerhouse with over 300 units, Syed story is a rollercoaster ride teeming with invaluable insights and experiences.Our conversation unveiled the pivotal moments that have shaped Syed's trajectory. The year 2021 marked a significant milestone as hereached 200 units, generating an impressive $7 million in revenue, and securing remarkable $1.5 million in profit. The subsequent year, the tide turned post-COVID, ushering in unprecedented demand while also highlighting the challenges of managing seasonal fluctuations that could impact cash flow.This juxtaposition of soaring summers and challenging winters showcased the volatile nature inherent in the short-term rental industry.A standout lesson from Syed's narrative is the immeasurable value of partnerships. He emphasized the pivotal role of his collaborationswith landlords, which not only ensured a consistent supply of properties but also stood as a testament to the symbiotic nature of these relationships.During our conversation, Syed underscored the importance of cultivating a robust team. With over 100 employees, half of them stationed inthe Philippines, his decentralized workforce efficiently manages diverse aspects of the business. This approach thrives on the foundation of loyalty,above-market compensation, and fostering an environment of growth and learning.For those seeking inspiration and an insider's perspective into the exhilarating world of short-term rentals Syed's Instagram presents avaluable avenue. Through his updates, followers can gleams insights, anticipate challenges, and celebrate victories as he continues navigating theever-exciting, occasionally turbulent realm of short-term rentals.Follow Syed on Instagram @syedbnb Hosted on Acast. See acast.com/privacy for more information.
LISTEN: Today we're joined by Zack Lazo with the Caliber Group in Seattle, Washington. He lets us in on how he found opportunity in the market crash, built his team of 50 to scale, and sought leverage to fill gaps of inadequacies. His enthusiasm for the future ahead is enough to get any real estate agent excited about what's next.
Scaling Up wordt vaak in één adem genoemd met groeien. Maar wat nou als het wat tegen zit? Bart en Victor leggen in deze aflevering uit dat Scaling up ook houvast en richting geeft als groeien er even niet in zit. In coronatijd hebben ze gezien hoe een aantal van hun klanten in crisis echt mooie dingen hebben gerealiseerd door snel te schakelen. De methodiek van Scaling Up geeft niet alleen focus om te groeien, maar geeft ook een stip op de horizon zodat je ook in zwaar weer koers houdt. Het overleg ritme, de kpi's en het toegankelijke OPSP maken je wendbaar en houden je schip op koers.
The Lost Abbey is in the process of scaling down the business. Tomme Arthur discusses the process of growing by getting smaller, the opportunities he sees ahead for the Southern California-based brewery and the evolution of the craft brewing industry.
Lynda Gonzales is the founder of the highly acclaimed iBalance Wellness Spa, a one-of-a-kind spa based in Tucson, Arizona. Starting out as herself and as a single mother Lynda grew and scaled her spa to three locations and employed 40 people, before scaling back down to focus on her primary location. In this episode, we discussed: The process of growing a multi-location spa. The reason she scaled down her business to one location. How did she scale up after downsizing her number of employees and locations What valuable things did she gain from scaling down When to know you should scale down your business Check out Lynda's website: https://www.ibalancespa.com/ Her Facebook page: https://www.facebook.com/iBalanceWellnessSpa/ Want to build a wellness practice that gives you both TIME and MONEY? Learn how more at www.scalingwellness.com Schedule Your No-Cost 1:1 Strategy Call: www.scalingwellness.com/chat Follow us on Instagram: www.instagram.com/scalingwellness
Thank you for listening to We Are Auto, the podcast about cars - for enthusiasts, by enthusiasts! Please leave a 5 Star rating and write a review! In episode 186: - The F1 season opens in Bahrain - Indy season opens in St. Pete - Ryan Hardwick scales back IMSA program and more! Follow along! Facebook Instagram Youtube Website
More money, more problems. You hear it all the time. Everyone talks about wanting to scale their business up but what happens when you don't feel like dealing with more issues and scale the business down.Ron Teljeur, the owner of of Acorn Wood Floors just outside of Vancouver, once built it up to six crews using subcontractors. Between managing it all, putting out fires, and never touching the tools, he decided to scale it down to do what he loves. Tune in as we discuss how the business grew, what it looked like, the problems encountered and how things are running much more smoothly now.Need new headphones for working and listening to Floor Academy? Check out ISOTunes using the link below. Amazing Bluetooth headphones that are OSHA certified. http://bit.ly/2P5A9pRCheck out our sponsorsJohns ManvilleThe International Surfaces EventCheck out our website and storeSupport the show
Invest and inspire others with intention and authenticity as we invited Nathan Brooks on the show as a returning guest. Today, he'll keep us updated about his investing journey and why he decided to write a book. Learn the right approach towards people's wrong perception of real estate, the power of holding your assets, and living a meaningful life. Tune in to this episode! KEY TAKEAWAYS A mistake to avoid when scaling a real estate business How to be intentional when sharing your success Why you should stop seeking attention and start giving inspiration The value of taking the time to enjoy your life Helpful ways to survive the challenging times in real estate RESOURCES/LINKS MENTIONED EP230: Nathan Brooks Shares His Thoughts on Leadership, Scaling Up Vs. Scaling Down, and Building a Rental Portfolio Get a copy of Nathan's book at www.noquittersguide.com Rich Dad Poor Dad by Robert Kiyosaki | Mass Market Paperback & Kindle The 4-Hour Work Week by Timothy Ferriss | Hardcover & Kindle TWEETABLES “Don't sacrifice your life in the pursuit of money.” - Alex Pardo "We're helping inspire a new generation of people to invest and do real estate.” - Nathan Brooks ABOUT NATHAN BROOKS Nathan Brooks has been in real estate since 2007 and is the co-founder and CEO of Bridge Turnkey Investments, a home builder in the Kansas City metro poised to construct 60 new homes in its first year of operation. Before building homes, Nathan led Bridge as one of the top-producing turnkey rental providers in the nation, adding over $45 million in value to his clients' portfolios. Nathan is an accomplished investor, sought-after speaker, writer, and coach. He produces educational content to fuel his passion for helping others learn about and find success in real estate investing. To this end, he recently wrote his first book, The No Quitters Guide to Investing in Real Estate, which has already received accolades from heavy hitters like Bigger Pockets' Brandon Turner. Nathan is a passionate leader, well-respected investor, and friend to everyone he meets. He currently lives in Kansas City on his 11-acre property with his wife and two beautiful children, where he enjoys the outdoors, training MMA, hunting, and finding new ways to challenge himself. CONNECT WITH NATHAN Website: Bridge Turnkey Investments LinkedIn: Nathan Brooks ASCEND Don't Wait To Enjoy Your Life, Tomorrow, Live It Today! How To Grow Your Business, Expand Your Impact, and Experience Your Perfect Life:
This interview was recorded at GOTO Amsterdam 2022 for GOTO Unscripted. gotopia.techRead the full transcription of this interview hereJames Lewis - Principal Consultant & Technical Director at ThoughtworksKevlin Henney - Consultant, Programmer, Keynote Speaker, Technologist, Trainer & WriterDESCRIPTIONSoftware shares multiple similarities with living creatures. Embark on a journey with Kevlin Henney, an independent consultant & speaker, and James Lewis, consultant at Thoughtworks, to undercover some of the aspects that make producing software so complex from trending frameworks, that help you understand the human component, to its disposable aspect and the way it influences companies and solves real-world problems.RECOMMENDED BOOKSKevlin Henney & Trisha Gee • 97 Things Every Java Programmer Should KnowKevlin Henney • 97 Things Every Programmer Should KnowHenney & Monson-Haefel • 97 Things Every Software Architect Should KnowMatthew Skelton & Manuel Pais • Team TopologiesMichael Jackson • Software Requirements and SpecificationsGeoffrey West • ScaleCharles Stross • Singularity SkyCharles Stross • Quantum of NightmaresCharles Stross • The Atrocity ArchivesCharles Stross • AccelerandoTed Chiang • Stories of Your Life and OthersTed Chiang • Exhalation: StoriesTwitterLinkedInFacebookLooking for a unique learning experience?Attend the next GOTO conference near you! Get your ticket: gotopia.techSUBSCRIBE TO OUR YOUTUBE CHANNEL - new videos posted almost daily
"Remember the times where your stress felt insurmountable, and you still overcame it. This situation is the same."In this episode, I talk about how we can scale down stress and feel stronger in the face of it. Specifically, I cover two strategies that I use on a regular basis, because I know they can help you too.Jackal Energy: https://jackalenergy.com/?ref=utepz2voagLinks to all of my socials: https://linktr.ee/ionmotiveFor more, visit http://ionmotive.com
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Typically when you think about growing your business, you think about scaling up to be bigger, better, and faster. But I want to encourage you to think about things a little differently. You may have to take a step back and scale down in order to grow. * Questions about this episode? Text me!: https://my.community.com/shannonweinsteincpa * Chat About This Episode in the Keep What You Earn Community – http://keepwhatyouearn.circle.so * Hire us!: https://www.fitnancialsolutions.com/accounting * Find me on IG @shannonweinstein: https://www.instagram.com/shannonkweinstein * Catch me in-person on YouTube: https://www.youtube.com/channel/UCMlIuZsrllp1Uc_MlhriLvQ * Featured in Yahoo Finance! Read more here: https://finance.yahoo.com/news/10-bookkeepers-accountants-watch-2021-113800161.html
Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Robustness to Scaling Down: More Important Than I Thought, published by Adam Shimi on July 23, 2022 on The AI Alignment Forum. (Edit: I added text between "...was really about reductions." and "To use the mental move of robustness...", because comments showed me I hadn't made my meaning clear enough.) This work was done while at Conjecture. In Robustness To Scale, Scott Garrabrant presents three kinds of... well, robustness to scale: Robustness to scaling up, meaning that a solution to alignment keeps working as the AI gets better. Robustness to scaling down, meaning that a solution to alignment keeps working if the AI is not optimal or perfect. Robustness to relative scale, meaning that the solution to alignment doesn't rely on symmetrical capabilities between different subsystems. And the thing is, until quite recently, I didn't get the value of robustness to scaling down. Scaling up was obviously important, and relative scale, while less intuitive, still made sense. But robustness to scaling down felt like a criticism for people with solutions that worked in the limit, when no one had anything close to that. Then I realized robustness to scaling down was really about reductions. I need to expand a little bit here. So in Scott's original post, his example for lack of robustness to scaling down is the alignment strategy of making the AI find the preferences of values and humans, and then pursuing that. The problem being that if the AI is not doing that perfectly or almost perfectly, problems might crop up. This is thus an argument that the reduction of alignment to "point AIs to human values" is not so straightforward, because it requires a nearly exact implementation and is not tolerant to partial solutions. An important thing to note here is that the AI and the alignment scheme are inextricably linked in this example, because it's the AI itself that does the brunt of the work in the alignment scheme. Which leads to Scott's framing of robustness to scaling down in terms of scaling down the AI's capabilities. And it fits nicely with the more obvious robustness to scaling up. Yet I have found out that framing it instead in terms of scaling down the alignment scheme is more productive, as it can be applied to cases where the AI isn't the one running the alignment scheme. With this new reframing, to use the mental move of robustness to scaling down, you don't need to be in front of a solution that works in the limit; you only need to see an argument that something is enough if it's done perfectly. Then robustness to scaling down directs your epistemological vigilance by questioning the reduction if the subproblem or approach is done less than perfectly. For example: interpretability. Some researchers have argued that alignment just reduces to interpretability. After all, if we have full interpretability, or almost full interpretability, we can see and understand everything that the AI thinks and will do — thus catching every problem before it manifests. We could even hardcode some supervisor that runs constantly and automates the problem-catching process. Traditionally, the response from conceptual researchers has been that interpretability is impossible, or will take too long, or misses some fundamental essence of the problem. Yet even if we allow the reduction, it fails the robustness to scaling down test. Because this reduction requires solving interpretability completely, or almost completely. If our interpretability is merely good or great, but doesn't capture everything relevant to alignment, the argument behind the reduction fails. And getting everything right is the sort of highly ambitious goal that we should definitely aim for, yet without putting all our bets on it. Here the application of robustness to scaling down undermines the reduction to interpretabili...
In this episode Pranoti sits down with Susi Seibt, a beamline scientist at the Australian Synchrotron - ANSTO to take a deeper dive into Susi's research journey. They talk about quantum dots, edible water bottles, gender balance in science and much more! Find out more at thesciencetalk.com/real-scientists-nano/curators/#curators22
This week's real nano scientist is Susi Seibt, a beamline scientist at the Australian Synchrotron - ANSTO. She will take us on a journey through the fascinating world of microfluids. Follow along @RealSci_Nano for tweets about Susi's research including how to put a chemistry lab on a chip and watch what happens with the help of X-rays.
Many of the businesses I come across are looking to grow, whether they've been in business months or years. Every so often I come across someone who's in a different stage. My friend and client, Adam Tiegs grew his business and then decided it was time to scale back. I'm sure many of you can relate to feeling that it's time to scale back. Listen to this episode and see whether scaling down is in your future.Adam Tiegs is a Professional DJ and Audio/Video/Lighting Swiss Army Knife. He runs two small businesses, Adam's DJ Service and NW Event Lighting, and currently resides in Milton, WA. Since 2003, he has had well over 2000 opportunities to display his passion for mixing music and helping clients plan successful social and corporate events.http://www.adamsdjservice.comhttp://www.nweventlighting.comhttp://www.djtgro.comIf you have any questions about anything in this, or any of my podcasts, or have a suggestion for a topic or guest, please reach out directly to me at Alan@WeddingBusinessSolutions.com or visit my website Podcast.AlanBerg.comPlease be sure to subscribe to this podcast and leave a review (thanks, it really does make a difference). If you want to get notifications of new episodes and upcoming workshops and webinars, you can sign up at www.ConnectWithAlanBerg.com
{REPOST from the Spaprenuer Podcast] Are you feeling stuck on where to take your spa business? Are you ready to grow but you aren't sure which direction to go? The answer may just surprise you… Today's episode is everything you need to know about transitioning and downsizing. You will learn how growth sometimes comes with scaling back. I am interviewing Rebecca Brumfield. Rebecca is passionate about helping women bodyworkers build successful businesses. Rebecca is also my good friend and I am so excited to invite them back on the show! WE CHAT ABOUT: • How downsizing can actually help your business grow • How to make transitions in business • Why success I a personal metric • Why and How to align your goals with your core values • Doing business on your terms • Extreme decision making RESOURCES MENTIONED: Rebecca's Facebook Group - Badass Bodyworkers Learn About Ramona's Coaching Programs
Are you feeling stuck on where to take your spa business? Are you ready to grow but you aren't sure which direction to go? The answer may just surprise you… Today's episode is everything you need to know about transitioning and downsizing. And you will learn how growth sometimes comes with scaling back. I am interviewing Rebecca Brumfield. Rebecca is passionate about helping women bodyworkers build successful businesses. Rebecca is also my good friend and I am so excited to invite them back on the show! We are going over: How downsizing can actually help your business grow How to make transitions in business Why success I a personal metric Why and How to align your goals with your core values Doing business on your terms Resources Mentioned: Rebecca's https://www.facebook.com/groups/badassbodyworkers (Facebook Group - Badass Bodyworkers) Learn About https://spapreneur.com/workwithus/ (Ramona's Coaching Programs)
This is one of my favorite conversations for conscious entrepreneurs. Daje and I talk about probably the most taboo thing in business...scaling down. And why this is actually the best thing you could do for your business ✧ Resources: Daje IG Brave School Jas' Instagram- @themoon.mother
Despite decision-makers telling us that we have to learn to live with covid-19, the cautious approach to a full reopening dominates in many places, both publicly and privately. Read the text of this blog at https://wwcorrigan.blogspot.com/2021/06/scaling-down-survival-mode.html. #SurvivalMode #Reopening #Covid19 #coronavirus #education --- Send in a voice message: https://anchor.fm/brendan-corrigan/message
Is America on the path to experiencing a small-town revival? A recent article by James Kunstler posits that, especially in the wake of COVID-19, we have entered into "an era of stark economic contraction that will change the terms of daily life in America." One major such change would be that our living arrangements will shift from focusing around big cities and suburbs back to small towns. We live in a society where the tendency is to scale up more and more; we’re going from the Walmart economy to the Amazon economy, which is likely a larger scale than we ever envisioned, and this would seem to be the total opposite of Kunstler’s thesis. How would his suggested “scaling down” happen, and would it be a rapid change or something that will follow the Amazon age—or is it perhaps something that will happen as a part of the Amazon age? This week on Upzoned, host Abby Kinney is joined by Strong Towns president Chuck Marohn as they "upzone" these questions—i.e., they look at them through the Strong Towns lens. They dive into the reasons why Kunstler suggests we might be facing an economic collapse (not quite as an apocalyptic event as the word “collapse” might imply), and they discuss the allure of small towns, especially in regards to quality of life. Then in the downzone, Chuck shares some exciting extraterrestrial news, and Abby is starting a thriving seed collection.
A recap of the enemy's tactics identified in the story of the king of Judah, and lessons learnt.
We should stay off resolving issues by logic or reasoning, rather allow tge Holy Spirit to give us the needed wisdom.
Many big companies embraced the strategy to shut down some of their locations to grow their business. Thus, today's guest in the expert Insight Interview is Jessica Jones, and she discusses how scaling down can allow us to scale up indeed.
President Joe Biden is open to some negotiation on his $1.9 trillion Covid-19 relief package, a senior administration official told CNN, but the $600 billion counterproposal announced by some Republican senators Sunday is "not going to scratch the itch." The White House is specifically open to considering scaling down stimulus checks for families making more than $150,000 per year, the official said, but the administration is not considering cutting off months of unemployment insurance access or money going to schools.To learn more about how CNN protects listener privacy, visit cnn.com/privacy
The opposition will look for wats to make you feel lesser than you are, because they are intimidated. Don't fall into the trap.
As a principle we are not supposed to compare ourselves to others, going on that route is stepping out of bounds, into the enemy's court..
Richard Crouch is from Tennessee and currently lives in Los Angeles California. He's everything related to real estate. He's done multifamily, condo conversions, single family residences, you name it and Richard's probably done it. Having experience in all asset classes, I think it's always good to have someone else's perspective on why they're going the direction they're going.So today, we're going to dig into Richard's story and his thought process when it comes to scaling down into smaller assets[00:01 – 09:47] Opening SegmentLet's get to know Richard CrouchRichard talks about his background andJourney in the real estate industryManaging his assets and reducing risks[09:48 – 22:58] Scaling Down Into Smaller AssetsRichard talks about his process of approaching investors and raising capitalStructuring and coming up with models with different types of syndicationsTurning the corner and buying single family propertiesBuilding and managing his teamHow Richard handles deals, emails, queries, and follow-ups[22:59 – 27:04] Closing SegmentRichard's advice to aspiring investorsIf you have money, spend some on educationHow Richard stays up on top of his gameHis way to make the world a better placeHow to reach out to Richard – links belowFinal words from Richard and MeTweetable Quotes:“I remember my old man told me one time, he said if you want to get rich do commercial real estate.” - Richard Crouch“Nobody makes any money investing in films. Once I figured that out, I couldn't raise money for it anymore.” - Richard Crouch“If you have some money, spend some on education.” - Richard Crouch Resources Mentioned: Richard Buys Houses------------------------------------------------------------------------------------------Connect with Richard https://www.richardbuyshouses.com/ Connect with me:I love helping others place money outside of traditional investments that both diversify strategy and provide solid predictable returns.Call: 901-500-6191FacebookLinkedInLike, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on. Thank you for tuning in! Email me --> sam@brickeninvestmentgroup.com
Richard Crouch is from Tennessee and currently lives in Los Angeles California. He's everything related to real estate. He's done multifamily, condo conversions, single family residences, you name it and Richard's probably done it. Having experience in all asset classes, I think it's always good to have someone else's perspective on why they're going the direction they're going.So today, we're going to dig into Richard's story and his thought process when it comes to scaling down into smaller assets[00:01 – 09:47] Opening SegmentLet's get to know Richard CrouchRichard talks about his background andJourney in the real estate industryManaging his assets and reducing risks[09:48 – 22:58] Scaling Down Into Smaller AssetsRichard talks about his process of approaching investors and raising capitalStructuring and coming up with models with different types of syndicationsTurning the corner and buying single family propertiesBuilding and managing his teamHow Richard handles deals, emails, queries, and follow-ups[22:59 – 27:04] Closing SegmentRichard's advice to aspiring investorsIf you have money, spend some on educationHow Richard stays up on top of his gameHis way to make the world a better placeHow to reach out to Richard – links belowFinal words from Richard and MeTweetable Quotes:“I remember my old man told me one time, he said if you want to get rich do commercial real estate.” - Richard Crouch“Nobody makes any money investing in films. Once I figured that out, I couldn't raise money for it anymore.” - Richard Crouch“If you have some money, spend some on education.” - Richard Crouch Resources Mentioned: Richard Buys Houses------------------------------------------------------------------------------------------Connect with Richard https://www.richardbuyshouses.com/ Connect with me:I love helping others place money outside of traditional investments that both diversify strategy and provide solid predictable returns.Call: 901-500-6191FacebookLinkedInLike, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on. Thank you for tuning in! Email me --> sam@brickeninvestmentgroup.com
Opening up the subtle modes the enemy uses to entrap.
The Spiritual is operational by the principle of "best". No half measures, no kids' gloves.
Understanding the enemy's presumptious tactics will help you not to be ignorant and be guided.
Joined weight watchers. This is my new journey. This episode is a little rough with audio, sorry dishers! The episode is uplifting! Hang on! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/jo351/support
Kara Duffy, an entrepreneur, business coach and founder of the Powerful Ladies, shares how sometimes having a large goal can be overwhelming and hinder you from succeeding. Breaking down the large goal into small manageable goals sets you up for success.
We know that this is a difficult time for many businesses and entrepreneurs, but this period also allows space for reflection and room to pivot if necessary. Joining us to share his insights on how to scale up during this moment of uncertainty is a friend of the show, Rahul Patel. As a successful lawyer and business owner, Rahul understands the work that goes into sustainably scaling your company. We kick off the episode by discussing why you should be using this time to take a look at your business plan or create one if you haven't yet.
In Episode 324, Tucker welcomes Seattle area Real Estate Investor Cole Ruud-Johnson to the show. At only 22 years old, Cole is already a seasoned real estate professional having been a realtor turned real estate investor with wholesaling and flipping already under his belt. Be sure to tune in to an inspiring episode with a true young talent in the REI business! Be sure to subscribe to our podcast on iTunes, Spotify, YouTube or Stitcher for all future episodes and updates!
Memorial Day is an opportunity to pay our respects to those who have served and sacrificed. Many choose to do a tough workout on this day and the most iconic is the Murph Workout which honors Lt Michael Murphy. The Murph Workout is: Run 1 mile, 100 pullups, 200 pushups, 300 squats, Run 1 mile. To do it as prescribed, wear a 20 lb vest. As we approach Memorial Day, I wanted to visit this workout and offer some suggestions to scale down for those who are not ready for this volume or scale up for those who want a real challenge. We also go over the reason that Lt Michael Murphy was awarded the Medal of Honor as well as the story of Operation Redwing. This podcast is a video, watch by CLICKING HERE. This episode is brought to you by these great sponsors: Barracuda Tackle - Makers of the best cast nets on the market BarracudaTackle.com Get 30% off any order on Hukgear.com by using the code SE30 at checkout Get 20% off + free shipping on products from Manscaped.com by using the code TRP at checkout Kettle and Fire make Bone Broth that is Whole 30, Paleo and Keto Friendly. It is made from Grass-fed and grass-finished beef bones, organic pasture-raised chicken and is Non-GMO. It contains all the essential nutrients your body needs to thrive like collagen, protein, and amino acids. Cooking your own is messy and time-consuming. Go to Kettleandfire.com/waypoint to get yours delivered straight to your door. This episode has been brought to you by Waypoint TV. Waypoint is the ultimate outdoor network featuring streaming of full-length fishing and hunting television shows, short films and instructional content, a social media network, Podcast Network. Waypoint is available on Roku, Samsung Smart TV, Amazon Fire TV, Apple TV, Chromecast, Android TV, IoS devices, Android Devices and at www.waypointtv.com all for FREE! Join the Waypoint Army by following them on Instagram at the following accounts @waypointtv @waypointfish @waypointsalt @waypointboating @waypointhunt @waypointoutdoorcollective Find over 150 full episodes of Saltwater Experience on Waypoint You can follow Tom Rowland on Instagram @tom_rowland and find all episodes and show notes at Tomrowlandpodcast.com Learn more about Tom's Television shows by visiting their websites: Saltwater Experience Into the Blue Sweetwater Contact Tom through email: Podcast@saltwaterexperience.com Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode of Fireside Chat, we sit down with Kaveh Safavi, M.D., J.D., Senior Managing Director, Accenture to talk about how healthcare systems and businesses around the world are adapting to COVID-19 and what the new normal will look like as a result of the pandemic. Please note: The number of COVID-19 cases and the situation referenced in this episode were based on reported data at the time of the interview and are subject to change. Transcription Kaveh Safavi 0:03 We have sped up the cycle time for discovery because of COVID, whether it’s sequencing the gene or trying to get diagnostic tests in the market or trying to get therapies in market, and that is going to result in innovations in treatment, and it will be incumbent on the delivery system to speed up at cycle time for adoption and distribution of those new treatments as well as for society to gain the benefit. Gary Bisbee 0:31 That was Kaveh Safavi, Managing Director, Global Health Practice Accenture, observing that the COVID driven accelerating cycle time for discovery will require commensurately paced acceleration of the cycle time for adoption and distribution by the delivery system. I’m Gary Bisbee, and this is Fireside Chat. Kaveh discusses the new competency to flex the delivery system by ramping down and ramping up as analogous to a dimmer light switch. Kaveh Safavi 0:59 There are two ways to think about whether or not two people need to be in the same room at the same time. One of them is what is the relative level of trust between the parties? And the second is what is the relative level of risk associated with something going wrong in that interaction? Gary Bisbee 1:16 Kaveh spoke about telemedicine visits as an experienced good. That is, neither the consumer nor provider were aware of its value until they were forced to try it because of, in this case, concern over acquiring a COVID infection. I’ve known Kaveh for nearly 15 years and he’s always been one of the most entertaining and astute observers of healthcare. You’ll find this conversation to be engaging and informative. I’m delighted to welcome Dr. Kaveh Safavi to the microphone. Well good afternoon, Kaveh and welcome. Kaveh Safavi 1:50 Thank you, Gary. It’s an absolute pleasure to be with you. Gary Bisbee 1:53 We’re pleased to have you at this microphone for sure. We have a lot to cover today, Kaveh. So, why don’t we kick right in here with the biggest story of some time, which would be the COVID outbreak? You travel extensively. What’s your view of the impact that COVID-19 is having internationally? Kaveh Safavi 2:11 Well, clearly, it’s a global pandemic. And the broad brush issues are the same, whether it’s about physical distancing of the population and its economic consequences or the health consequences. But clearly, it’s extremely local in the way it’s playing itself out and local could be by country, or in the United States, it’s really state or even city level. What we are discovering is that our approach to understanding both the public health and the economics of COVID require a much more nuanced approach than a one size fits all approach that we originally went into this crisis with. Have you tracked Gary Bisbee 2:50 Have you tracked how this disease is unfolding in the sense that we’re now hearing that there might be another outbreak in the fall? If we don’t get a vaccine, there might be another outbreak in 2021. I know you read extensively, what’s your feel from the literature on those? Kaveh Safavi 3:07 Yes, absolutely. Well, our clients ask us the same question. So while we are ourselves not a public health company, so we don’t build out those forecasts, the businesses have to operate in the context of the state of the disease and the economic consequences of the disease. So I think there are two parts to this conversation. The first is this particular COVID epidemic, and how do you build an organization that has a level of resiliency and flexibility because of the unknowns associated with it? And then the follow on is a recognition that the pandemic is a factor in the marketplace. I have moved from a paper exercise to a real one. And so we have to build in persistent capabilities because there are likely to be other pandemics. And we would like to be in a better position to respond to that with respect to the question that you’ve asked. I think if you consider the fact that we don’t have a complete understanding of immunity. But most of the research at the population level suggests we’re nowhere near herd immunity. And we’re certainly a ways away from anything like a vaccine. The likelihood of recurring episodes or outbreaks between now and the time that we either get herd immunity or a vaccine is real. The intervals between them are unknown, and the peaks are unknown. But the need to respond is factual and not speculative. And so every company is trying to figure out how to build a plan that has the ability to flex and to be resilient and to really respond to opportunities, whether it’s the scale up or scale down. And it’s both directions because scaling up and scaling down are really two very different organizational skills, which require different sets of insights. And what we’re recognizing is that you need to have both of those capabilities in place. Gary Bisbee 5:01 What’s your assessment given the customers and clients that you run into? What is your assessment of how far down this path of building a flexible model and one that can flex up and down? Is there a general consensus about how to approach that? Kaveh Safavi 5:16 Well, it certainly varies by industry. And I’ll talk about health specifically. But I get the benefit of working with colleagues across multiple industries. I will tell you that Accenture, as a company, is considered probably one of the most virtual companies in the world. And we did that for other business reasons before COVID. So our ability to respond to things like for social distancing was basically immediate. And many of our clients came to us and asked us a question that went something like, you know, we used to ask you about this theoretically, but you guys actually do this. Like, how would we actually get people to do this? And so a lot of it was a recognition that in many ways they hadn’t invested in the underlying let’s call it technology and infrastructure and digital capabilities that allow you to go from a physical to a virtual and back to a physical. They just didn’t have a model for that or the capabilities. And I think one of the things that will happen coming out of this will be a recognition that that agenda item, which was always there, but maybe was calibrated in different places in the priority line might be a greater imperative Now, just to provide them with the flexibility that they might need in for the next, unforeseen events. Gary Bisbee 6:27 Let’s come back to that a little bit later when we talk about the large health systems in the US. But for now, you’ve mentioned Accenture, you’ve been there for nine years, I guess. Right, Kaveh? Kaveh Safavi 6:37 Yes. Gary Bisbee 6:37 Can you share with us a bit about Accenture for those of us that are not entirely familiar? Kaveh Safavi 6:42 Sure. Absolutely. We’re a professional services company, publicly traded and global. 500,000 people, $44 billion in revenue, 90 countries, 14 industries that we serve. I’ve had the privilege of being part of the healthcare business, which is a 22,000 Thousand 500 people, we focus on a dozen countries. My particular group focuses on the payers and the providers and the state and federal governments. The kind of work we do falls broadly into three buckets. We do professional services, advisory work. So think consulting anything from strategy to business process improvement. We also have a large amount of work that we could call technology work that’s either system integration, so putting big information systems in place or application development, and then we have a very large part of our work, which is where we run functions for companies so often called outsourcing but it doesn’t have to be outsourcing to a company with employees offshore, it could be very much in the same country, but the idea that you have a company run a function for you, is also a big part of our business. And our health business does all of those including the operating functions, particularly for health insurance. Which is a significant part of our business. Gary Bisbee 8:02 As the head of global health, how do you define your swim lanes? Where do you spend your time, Kaveh? Kaveh Safavi 8:07 I spent some of my time worrying about our own internal business and where are we going to grow? What countries? What problems are we going to solve? What investments should we make? What talents should we bring in? What asset should we acquire? So there’s sort of that part of the business strategy for our growth. And then I spend part of my time with our clients and in the market, in part, generally representing the company to stakeholders, including governments and media and analysts. But then a significant part of it is with our clients, which are large organizations, whether they’re large health systems or large payers or state governments or federal governments in different countries. And my own background and my personal focus tends to be around areas of business model innovation and digital strategy. So when I do client work, it’s that kind of conversation that I engage in the most. I’ve been around healthcare and healthcare information technology for a number of years, and I’ve seen a lot of different things come and go as well as some of the really interesting, promising technologies. And my view is that we are at a particular juncture now where we have technology tools in our toolkit that we’ve never had before that allow us to answer questions that had been particularly hard to address until this point in time. So there’s a big material inflection point, I’m sure we’ll talk about that a little bit more. Gary Bisbee 9:24 Yeah, for sure. I guess we go back, what past Cisco maybe? So we must have known each other for 15-20 years? Kaveh Safavi 9:33 Yep. 2002/2003. Gary Bisbee 9:35 Good. Thinking about Accenture and COVID. We were talking about this a bit before and it’s very interesting, but can you review Accenture’s COVID work policies for us and how Accenture is adapted to that? Kaveh Safavi 9:48 Yeah, we saw a number of issues. The first issue we had to do was we had to respond as a large employer to the immediate geographic needs to move employees from physical offices. they were a nonessential task. And that was a global challenge for us. Now, as I said, we are already a virtual company and particularly with our consulting workforce that wasn’t too hard. But where we have large groups of employees in countries like India or the Philippines, that would typically come to a call center. It was not a simple task to move those employees to work from what is effectively a home, and yet provide the kind of services that they provided. But we were able to do that and we moved pretty quickly. Our clients asked us about the same issue. So we had to basically help our clients move to a virtual model pretty fast, and we plan to stay virtual subject to both the local laws of the jurisdiction we’re in as well as our client’s needs and expectations. Our business is always managed by a combination of what our clients model and preferences are as well as what the laws and the regulations are that we operate in. We don’t put any kind of a fixed date on this. It’s very much driven by jurisdiction by jurisdiction and client by client, how we’re going to unwind. And we because we are flexible, we’re comfortable staying in a virtual posture until it’s safe to come back from that physical location. And it may be that some of the work that we do will stay persistently virtualized because the client is comfortable with it. And our teams are comfortable with it. Gary Bisbee 11:23 I know you travel extensively, how much of your time do you actually spend overseas, Kaveh? Kaveh Safavi 11:28 Well, prior to COVID, about 20% of my time was spent out of the United States. On a personal level, I certainly look forward to it. I enjoy being with people and I enjoy working in lots of different places. So I am hoping personally that that opportunity will come sooner rather than later. But my plan is very much flexible and based on what the realities are. Gary Bisbee 11:50 Any sense on if we are talking 30 days, 60 days, 90 days? Kaveh Safavi 11:53 I don’t have anything immediate. I don’t think our clients are ready to commit to a decision. Our desire to travel is very much directly related to our client’s needs, right now HIMSS in Europe is slated to take place in Helsinki, Finland in September. I hope that goes on, and if so, I hope to be there. But if you look at my calendar, that would be the only thing that is defined outside the United States like I have no domestic travel in the United States set up at this point in time, because we just don’t know. So maintaining a very, very flexible posture on that. Gary Bisbee 12:27 Sounds right. Let’s move to information technology. I know that’s an area of expertise of yours. And you know, I’ve been thinking recently after spending $35 billion on the high tech act last decade to digitize medical care. How important has that been, do you think, to assist the health systems and physicians to respond to the COVID crisis? Kaveh Safavi 12:49 More important than you’d think in a very basic fundamental way. Our delivery system was forced to virtualize nonemergency care pretty quickly. And it was hard enough when you think about just the ability to communicate and collaborate, and the tools necessary to do that. But if we had not digitized records and created some ability for information to be available, regardless of setting, it would have really been a daunting task. Because it would have been hard enough to talk to your patients but to try to document or to look at documents would have been virtually impossible. So the fact that the high tech act caused essentially the vast majority of us hospitals and health systems to move to an electronic health record was at least a good basic enabling platform. What also we learned from it is that digitizing medical records is really necessary but not sufficient to gain any real benefits. And that has been a journey that we continue to go on. Gary Bisbee 13:46 Well as I’ve been speaking with CEOs from the large systems over the last couple of months. The use of telemedicine has skyrocketed during these last two months. Do you foresee that telemedicine will become the norm? Kaveh Safavi 14:00 I think there will be a step function increase in the use of telemedicine when the COVID crisis recedes, it won’t be at the level that it is today. Because it’s a forced adoption level, there are real situations that were done at a distance that would have better been served in person, but that just wasn’t a plausible option. I think about the equilibrium for where virtual health will stay based on a number of different dimensions. The first dimension and the probably the most critical is one of the barriers to acceptance of this has simply been that patients and doctors had no experience with it. And the lack of experience made them skeptical. The benefit of forced adoption, because of the need for physical distancing for infection control primarily, has caused both doctors and patients to become comfortable with this as a modality. These kinds of information products are often described as experience goods and you don’t know you need it until you have it. Just like people’s experiences were with going from a CD to an mp3 to an iPod to essentially a computer in your pocket. No one’s seen it, and it didn’t make any sense until after you had an experience with it, then you would never give it back. So I think that we have sensitized users to the benefits of it. And there’s comfort, we have some issues around regulation and reimbursement that were liberalized and how liberal they stay and where they equilibrate will have some effect on the relative adoption. I think we also have to look at the care model issue here because if you think about a doctor-patient interaction, some of those interactions can be done completely through a conversation with no kind of physical interaction, no kind of examination, and arguably, we should have been doing that all along. And whether you do it by chat or by voice or by video is great from an acceptance perspective. And I think this experience will simply consolidate a number of services to stay virtual wherever possible. However, there are also services that require some kind of physical touching or examination, and some that require specimens and laboratories to be obtained. And we have to solve that problem. Even if you have a conversation with the patient, if you don’t have some biological data that you need, you’re going to have to solve that problem. So either we’re going to end up having the patients come to the office because it’s simpler to do it all at one shop, or we’re going to come up with maybe another location, an intermediate location that either the patient goes to for a telemedicine encounter or after a telemedicine encounter. Where you can solve some of these problems. And then there’s a percentage of services where you need the physical laying on of hands. So you’ve got that dimension to work on and there’s another way to think about this. That is just when two people need to be in the same room just for a conversation? So I described from a clinical perspective where you have to do an examination, but even the conversation itself has a different dimension. I learned this during my tenure at Cisco when we were first putting out telepresence as a form of business conferencing, which we would later adapt to healthcare. And what I discovered was that there are two ways to think about whether or not two people need to be in the same room at the same time. One of them is what is the relative level of trust between the parties. And the second is what is the relative level of risk associated with something going wrong in that interaction. So if you’re going to see an oncologist about a new diagnosis of something that could be life-threatening, the likelihood that that conversation can occur in a way that doesn’t require the two people to be in the room together adequately is low because those two people have no trust and the risk associated with misunderstanding is extremely high. However, if you have a chronic condition with a care provider that you had a long term relationship with trust is high risk is low, because what’s the worst thing that happens? You have another conversation or a visit. So you can see that these conversations will calibrate themselves out against that continuum as well. And doctor-patient interactions will feather themselves out as to whether or not the trust risk equation is right for a distance visit or in the same room kind of a visit whether an examination is required or not. Gary Bisbee 18:32 Well, that’s an interesting take on it. It certainly sounds right to me. Why don’t we use this to springboard into our largest health systems in the US, which have suffered a tremendous financial hit? What’s your sense that the financials will stabilize? Probably returned to something like a semi-normal over what period of time will that likely happen, Kaveh? Kaveh Safavi 18:55 That’s an impossible question to answer because we don’t really understand two dimensions to this. The first dimension is from a physical distancing perspective. When do we think that we’re going to see jurisdictional relief around some of the physical distancing requirements, but even if we do, when are our patients going to be confident enough to go to get elective care? If they think that they might be exposed to an illness, so even if a doctor says, “the office is open for business,” or even if they are open for elective surgeries, are patients going to feel like they are safe and healthy? Those two questions have to be answered independently. I think the other challenge is what is the total duration of this event going to be and for example, is job loss and insurance loss is going to have an effect on people’s willingness to seek elective care? So this is a multifaceted problem. What’s also more challenging about it is that hospitals made the decision to immediately empty out all elective work, and arguably faster than they should have, because there certainly wasn’t the demand coming in from COVID to refill it. So maybe they would have had more runway. The challenge historically has been at hospitals’ capacity to turn themselves on or off as much more like a light switch than a dimmer switch. They didn’t necessarily fully understand their capacity issues as well as their ability to iterate. And I think what’s happening now is hospitals are going to have to acquire a level of sophistication. So maybe they switch the light off, but they can’t switch the light back on. They do need to bring it up gradually. And hospitals and health systems in general, because it’s both inpatient and outpatient that have a more nuanced approach to this are probably going to do better, ramping up and then ramping down again if they have to. And I think they all recognize the fact that if they ramp up, they have to be prepared to ramp back down. If winter brings another outbreak in the city that you’re in. So it’s gonna require a different level of judgment for the management team to try to protect their economic position as much as possible. Gary Bisbee 21:09 Yeah, that’s right. The CEOs I’m speaking with clearly recognize they’re ramping up and down if that’s necessary, and are working on that right now. And you have to give him high marks for at least anticipating that there was going to be a surge and emptying out the electives. In many cases, it just happened and it’s a circumstance where it wouldn’t have had to happen. And as you know, the surge is highly regional. Right? Kaveh Safavi 21:37 Well, and also nobody, I mean, nobody understood the impact of massive social distancing on the total. So the fact was that they did the right thing based on the information they had and the circumstances changed. Gary Bisbee 21:50 Just as you’re thinking about it, DC changes in the way that health systems or physicians practice medicine due to the COVID outbreak? Kaveh Safavi 21:58 Well, I think it ties a little bit to the issue. of virtual. Which is that we’re going to now have to incorporate physical distance as a competency. Historically, we thought about things like distances or access or convenience. But now it’s actually built into our psyche as a requirement for infection control. And to the extent that social distance will be the first response to a novel outbreak of disease, and we have to be able to continue working, I think that becomes a fixed competency at some level. The second one is really the ability to surge resources. We were good at disaster planning, but that’s a different kind of a surge than an epidemic. And we’re learning through this experience, how we’re going to surge. I think one of the challenges that we’ll have as a society is who is responsible for paying for and maintaining surge capacity, because if you think about it, prior to COVID, the economic argument was that hospital should not carry an excess capacity because that’s essentially a tax that everybody pays on every service, right? So the whole idea was to get excess capacity out of the system. So there was no subsidy associated with that excess capacity. And then an epidemic occurs that requires Intensive Care Unit services. And everybody asked the question, Where was the capacity? And the answer is, we took it out on purpose. And we know we might need to need it in the future. So who’s responsible for maintaining that surge capacity? Is it something that everyone should maintain and it should be subsidized? Or is it something that we should be able to stand up? Like we would, you know, think the way the military stands up a field hospital, but at that level of acuity, because we need it to be sort of paid for in a different way and paid for as a crisis as opposed to built into everybody’s cost structure? These are somewhat big questions that we’re going to have to answer. Gary Bisbee 23:48 Yeah, huge questions, a lot of discussion about that among the health system executives, as I know you’re aware part of what you’re talking about is its excess capacity or flex capacity. You think that’s likely to lead to another wave of m&a among the health systems? Kaveh Safavi 24:04 Any kind of a crisis like this generally affects the weak first. And so you have a balance of how much of those services are essential. And I mean that in more of an economic sense, maybe in a political sense, and if so then who essentially rescues them? And how much of that is just capacity that comes out of the system? I think for healthcare, there are two different dialogues, because the same thing is happening right now with physicians, particularly independent physicians, in small and mid-sized groups who very, very much many of them feel essentially the same way small businesses do. If their business was primarily elective business, and they basically stopped doing the work in the office, or the patient stuff coming. They have a problem. I know, for example, that pediatricians have been particularly hard hit because patients’ moms don’t want to bring their kids to a doctor’s office if they think that they might get infected. And you know, the doctors didn’t have to create surge capacity to treat pediatric COVID patients, but there’s a trust problem there. And these small if they’re a small independent practice that doesn’t really have the capacity to go without patients for a long period of time, there’s going to be an interesting issue there. So I think the hospitals and the physicians independently are going to go through a bit of a shakeout here in terms of business models, and particularly the ones that are financially too weak to sustain. These kinds of downturns are the biggest and biggest risks. Gary Bisbee 25:26 How long do you think it is going to take for that to work its way through the system? I mean, do you think it’s a one year, two years, three-year timeframe before the weak will be assumed? Kaveh Safavi 25:39 Yeah, it’s a great question. I don’t think it’s a thing that has a destination. I think what happens is it gets feathered into everyone’s business calculus because it’s not an abrupt issue. And remember, ultimately, at the end of the day, we didn’t have a lot of doctors sitting around doing nothing. We had a fundamental shortage of caregivers. At a macro level, that would get bigger because the population was going to grow with its increasing demand. So it’s not like we need to take capacity out of the system. In fact, we’ve always tried to figure out even before COVID, how we could scale that capacity, so we wouldn’t have shortages. So from a societal perspective, we’re going to need to figure out how to keep the caregivers in place. It’s just the business models that are going to be in play as to who do you work for? And can you be a small entity versus a big entity? Those kinds of things? Gary Bisbee 26:29 We’ll come back to that in a moment. But let’s go to the economy’s right now. You’ve got global responsibility, of course. So what regional economies will be particularly hard hit? Do you think? Kaveh Safavi 26:42 I work primarily in, we’ll call it rich countries, developed countries, much like the US. I think their characteristics are all similar to the US narrative. And you know, there are some geographic differences because of the way that governance occurs. In Europe, for example, there tends to be a little bit more willingness to have a central authority and central solutions. In the United States, maybe not. So you have some unevenness along with the state levels. Frankly, I’m much more worried about countries in the developing world that are potentially going to get hit by COVID and are completely unprepared for both the clinical and economic aspects of the disease but haven’t really hit our radar right now. Because it’s been more or less rich countries and highly populated countries. The global recession issue is its own challenge because so much of the business is global. And so what happens in one country affects another country. I think how it plays itself out in the United States is going to ultimately be felt by the healthcare systems around unemployment and therefore insurance status, and whether or not people ultimately stay in employer-sponsored insurance or have to move over to Medicaid or an exchange coverage policy and what the subsidies look like. That’s how it might play out here. Gary Bisbee 28:00 There are many uncertainties, obviously. But do you have a sense? Let’s just take the US and Europe? Do you have a sense of how long it’s going to take us to dig out to any point of normality in terms of the economy? Kaveh Safavi 28:14 Certainly, I’m not an economist. And we don’t make those kinds of projections. I think the way I answer your question is, I’m not sure what normality means. I think what’s happening is essentially a different steady-state with different considerations. I think the likelihood that everything will be exactly the same. The way it was it was before is zero because some things we’re going to want to keep. Like, for example, we described the workforce issue, but we know this with the supply chain and this is both for healthcare and on health care because you need resilience in your supply chain. Your ability to rely on a single source that comes from outside of your country suddenly becomes a risk factor. So people have to rethink sourcing, and that has an effect on businesses, and the allocation of scarce resources becomes a public good. So pure markets alone may not be adequate. I think all of these things get built into our new model. And that’s why I don’t think it’s a return to normal. I think it is more a question of, if we get past the immediate COVID crisis, then we have an economy that has forever in it, the memory of pandemic, and that gets built into it as a persistent consideration. Gary Bisbee 29:19 Yeah, it’s like our grandparents in the depression, they never forgot it. Kaveh Safavi 29:25 Or, terrorism. After 9/11, national security and terrorism was a persistent consideration in every decision in our lives. Gary Bisbee 29:34 Yes, that’s a much closer point and a good one. What are you hearing about the likelihood of a vaccine? First of all, is it possible even for a vaccine to be developed for COVID, which seems to have multiple strains? But if so, what’s the timing on that? Kaveh Safavi 29:52 Again, not as an expert, but as a reader and worrying about the implications for business: my senses that people talk about the plausible timing of a vaccine as anywhere from 12 to 18 to 24 months. And we know that as the vaccine is first available and approved, the amount of vaccine available will be small. And so it’s much more likely to be reserved for use with high-risk people, healthcare workers, people who work with seniors in housing situations, public safety workers, and therefore, the access to a vaccine for high-risk workers is in the first part of that horizon. And access to a vaccine for the general population is in the last half of that horizon. So if you take that 12 to 24-month horizon, it seems unlikely that we will have vaccines and wide use for populations sooner than a year and a half or two, even if the vaccine is available in a year because of the issue of where it’s going to go to first and that speaks to the effect of when markets can open up. So I think most people have figured that into their calculus if we come to the conclusion that this is a condition for which a vaccine is simply not effective, we have to readjust our thinking. Gary Bisbee 31:13 Yeah, that seems to be the consensus. Now, we did have Allbert Bourla at this microphone a week ago, who’s the CEO at Pfizer, and they have four candidates that they’re putting into trials. I think they started this week. And they’re actually retooling manufacturing, in the anticipation that one of them might get through the FDA. Albert said that they’re working very interactively with the FDA. So there’s not a lot of the normal downtime there for the FDA to respond. So that would be the optimistic view, and we certainly hope he’s correct, but it’s going to be a while I think we can agree to that. Similarly, a drug to treat COVID I mean, you don’t really hear as much about that being available even as you do about vaccines in the process, what do you think about that, Kaveh? Kaveh Safavi 32:07 I think there are two dimensions to drug treatment. The first is the primary treatment of the disease. And then the second is the treatment of the complications that lead to either ventilator use or death. Both of them are proceeding forward with lots of experiments in the field. Attempts to get validation and clinical trials, the better we are at those, the more comfort we will have in relaxing social distancing because we can deal with the worst consequences of the disease. So that’s part of the challenge here is that we have to build a societal and a business capacity that is built around uncertainty. And I think one of the challenges is trying to do a point prediction and build a business case to a point prediction is just too risky. Most of the businesses are really thinking concepts, you know, think about scenarios, and they think about maintaining maximum flexibility and this is essentially the ultimate unknown problem in complex adaptive systems. Four kinds are known and then two kinds of unknowns, the unknown unknowns, and the unknown unknowns. And then the unknowable. This is probably in the Unknown, Unknown category. And the way you deal with an unknown is primarily through a test and learn and iteration. Because you don’t actually know how things are going to respond and how the effect of what you do is going to be on the system. It’s not an analytic problem, you can’t forecast it like you do the weather, you just have to test and learn. So it’s a real challenge for our leaders to take that posture on dealing with this, and really adopting a full-on test and learn approach to running a business. Gary Bisbee 33:37 Well, one of the unknown unknowns is just are we willing to adhere to social distancing for any time in the future? Do you think? Kaveh Safavi 33:45 Well, I don’t know what our options are. I mean, the truth of the matter is that it’s a continuous balancing act. And I think what people are looking for is taking a nuanced approach. I don’t think anybody believes that the blanket approach is ideal, but when you’re dealing with an immediate crisis, and you don’t have any idea where to look. That’s the first thing that you do. And then you start to relax it with knowledge. And so I think, you know, all the discussions about our ability to test and then track and isolate, give us freedoms to liberalize, distancing in some places. But I think the concept of distance is now built into our narrative, just like the concept of national security that I just described earlier. And it will be forever part of our consideration about how we organize our society and what people do. Gary Bisbee 34:31 Kaveh, let’s turn to the boards of directors. I’ve been spending a lot of time speaking to health system trustees over the last two months and have done a couple of interviews with them. I’d love to get your thoughts about it. So what questions should boards of directors of health systems be asking during this crisis? Kaveh Safavi 34:51 I think the first one is as really stewards of the organization from both a mission and its resources perspective is not just how are we responding? But how do we build in a persistent capacity to respond to problems like this, looking at how the organization can respond to a crisis, not a specific crisis, but any crisis, and whether it has an organizational capacity and resilience, leadership skills, the right investments in technology, all of those kinds of things are decision making. Those are really interesting and important. A client I had a conversation with recently, a healthcare client made a really interesting observation. They said that the command center that they had stood up to deal with the crisis was making decisions at a pace that they hadn’t seen in the 25 years they’d been at that organization. And their hope was that after COVID, they would maintain that level of agility and discipline. There were two things about that process that they hadn’t done before. The first was they had a small group of decision-makers that were empowered and also required to decide all working collaboratively, and they were working off of information. Because of the problem and we’ve seen this, some people pull their crisis committee together and gave them no information to decide from. So a boring question might be, what was your crisis governance approach? What did we do differently? How do we instantiate that? How do we keep some of that going, but how do we make sure we can always do that if we need to? That’s one angle. Gary Bisbee 36:23 Another question coming up by the directors is, normally, they would select the new CEO in good times, and now they’re looking at the crisis and they’re thinking what questions should we be asking a CEO candidate in good times that would allow us to predict performance in bad times? Any thoughts about that? Kaveh Safavi 36:45 Really interesting question. This goes a little bit to what I was describing some of their theories about agile leadership and agile management. This idea of being able to test and learn for example is one. The other is how do you allow a level of distributed decision making, but still adhere to principles because people have to go quickly. Right? So there’s, there’s a bit of a mindset and a culture issue there. For example, you have to substitute authority and command and control with other concepts in terms of not only the people you select but the sources of information, the alignment on values, transparency, these are all big issues. So you can’t just take one away without adding something else. I would say, realizing that crises like these occur, and asking or testing for the CEO skill sets. For things that you know are necessary for a crisis is probably now a fixed requirement of CEO selection. Gary Bisbee 37:36 I would agree with that, Kaveh. This has been a terrific interview. Let me ask one final question. Mark McClellan was with us at this microphone a couple of weeks ago and made the point that we will be entering a new normal that healthcare will not go back to the way it was. One, do you agree with that? And if so, how would you think that a new normal is going to be defined? Kaveh Safavi 38:03 Well, I think there are three specific things that COVID has caused the healthcare system to do that we’ll never give up. Whether you want to characterize that as a new normal or not is more of a rhetorical question. But the first is, this idea I described earlier that we have to embed the ability to take care of patients at a physical distance as a matter of necessity because of infection control, we have to build that in. The second is we have to build in the capacity to surge our people and our resources up and down in ways that are much more dramatic and sophisticated than what we had before. And that requires a set of competencies. So I think that concept of the ability to search is critical and the ability to do that is critical. The third one which I think is really interesting, we touched on that when we talked about vaccines and drugs. We have sped up the cycle time for discovery because of COVID whether it’s sequencing the gene or trying to get diagnostic tests in the market or trying to get there in the market, and that is going to result in innovations in treatment. And it will be incumbent on the delivery system to speed up its cycle time for adoption and distribution of those new treatments as well as for society to gain the benefit. But I think this COVID experience has permanently sped up the clock time for innovation, and therefore it’s going to have to permanently speed up the clock time for adoption. Gary Bisbee 39:29 Good place to land, Kaveh. Thanks so much. Appreciate your time. It’s been a pleasure. Well done. Kaveh Safavi 39:36 My pleasure, Gary, I look forward to seeing you in person. Gary Bisbee 39:38 This episode of fireside chat is produced by Strafire please subscribe to Fireside Chat on Apple podcasts or wherever you’re listening right now. Be sure to rate and review fireside chat so we can continue to explore key issues with innovative and dynamic healthcare leaders. In addition to subscribing and rating, we have found that podcasts are known through word of mouth. We appreciate your spreading the word to friends or those who might be interested Fireside Chat is brought to you from our nation’s capital in Washington DC, where we explore the intersection of healthcare, politics, financing, and delivery. For additional perspectives on health policy and leadership. Read my weekly blog Bisby’s brief. For questions and suggestions about fireside chat contact me through our website, fireside chat podcast dot com, or Gary at hm Academy dot com. Thanks for listening. Transcribed by Otter
Mike Green has flipped over 1100 homes in the last 10 tens, and teaches students how to “scale down to profit up.” Connect with Mike Green: IG: @theflipfactorpodcast Connect with Seth Ferguson: http://www.SethFerguson.org
In this episode, we get into a great conversation about how, in this economic climate, you have to lead through adversity. So we talked about how, as businesses are contracting or scaling down, what principles can you pull out of the book, Scaling Up from Verne Harnish, who you saw last season and put into work in this type of economic climate. Bill is an international business growth coach with over 30 years of entrepreneurial and executive experience. Bill has spent the last 15 years coaching and training others in leadership and performance and previously led 4 companies of his own and been a partner or executive in 2 others. Bill discovered the Rockefeller Habits and Scaling Up 20 years ago, and has used them in his own companies. Bill has coached and trained thousands in over 25 cities and 11 countries. He also hosts the renowned Scaling Up podcast. Bill is the father of two grown kids, a recovering triathlete, sailor, pilot, surfer, skier, diver, and all other things fun and active. He’s a passionate and playful speaker whose clients all share a hunger to grow successfully with an openness to new approaches and thinking. Find the show notes for this episode here! Host: Chris Ronzio Brought to you by Trainual
Thermodynamics provides a robust conceptual framework and set of laws that govern the exchange of energy and matter. Although these laws were originally articulated for macroscopic objects, nanoscale systems also exhibit “thermodynamic-like” behavior – for instance, biomolecular motors convert chemical fuel into mechanical work. To what extent can the laws of thermodynamics be scaled down to apply to individual microscopic systems, and what new features emerge at the nanoscale? I will describe some of the recent progress and challenges associated with addressing these questions.
Today we sit down with Blake Hawthorn of “It’s His Turf” lawn and landscape company. Blake shares his story of growing a multi million dollar company. Realizing his business was running him... his family and marriage were suffering... and how scaling back and getting back to what he enjoyed in the business saved not only his business but his marriage and his relationship with Christ! Just a reminder if ya like the podcast give us a follow on Instagram @lawncareleaderspodcast and on Facebook under Lawncare Leaders. And now we have big news.... drum roll..... we have just launched our YouTube channel https://www.youtube.com/channel/UCxVU7qinvvE61ymtGevGZvQ ————————————————————————————————————————————————Thanks to our sponsors JOBBER Jobber is a software that helps home service businesses Quote, schedule, invoice and get paid faster! Follow this link to get their new $19 a month special just for our listeners!!www.getjobber.com/britt-dowd/ ————————————————————————————————————
Alex does a quick solo episode for you today, and shares a presentation his friend, Nathan Brooks, delivered on the six pillars of business leadership. On today's episode, Alex breaks it down for you and helps guide you on why each of these pillars are so important for your business! Key Takeaways: Ascend is now currently full! If you're interested in learning more, connect with Alex & Steve. Alex quickly highlights what the six pillars of business leadership are. Pillar #1: Clear Vision. It's been a long time since Alex has thought about his company's vision. The four questions you must answer before documenting your Business Vision. Pillar #2: Clear Culture. Pillar #3: Right People, Right Seats. Listen to your team and find out what their struggles are. Pillar #4: Focus. Pillar #5: Personal Growth. When was the last time you felt uncomfortable? Pillar #6: Motivation Outside of the Core Business. What's the core goal of your business? Create your life vision first and then create your business vision. Mentioned in This Episode: Interested in joining the Hybrid Coaching & Mastermind Group Alex & Steve launched? Apply to Join ASCEND Episode230: Nathan Brooks Shares His Thoughts on Leadership, Scaling Up Vs. Scaling Down, and Building a Rental PortfolioS Episode346: John Malott on Surviving Addiction, Building an Empire, and Becoming Cashflow Positive Tweetables: “Clarify your vision and you're going to make better decisions about people, processes, money, customers, etc..” “Customers will never love a company until the employees love it first.” “One of the best skills you can develop is the art of saying no.” Ask Alex A Question: Have a question you want featured on an upcoming Flip Empire Show? Head over to the Ask Alex page, and record your question. We've made it super easy for you, so let us know what challenges you are having, and Alex will answer it personally! Did you get your FREE Online Course? Text the word EMPIRE to 67076, and we'll send you a link to get instant access to the “5 Ways To Scale Your Real Estate Wholesaling Business To Six Figures (In 6 Months Or Less)” video module training course. Subscribe To The Flip Empire Show, and Leave a Rating & Review!
If you’ve got big goals and big responsibilities - a business, family obligations, to-do lists - you likely have a fair amount of stress. You may have tried a few things to manage it, but have been unsuccessful. Or, maybe you think that to do everything you want to do, stress is just a given - so you deal with it. Not anymore! As Lou Holtz says, it isn’t the load you’re carrying - it’s how you carry it. It comes down to developing a more positive and productive relationship with stress (and the experience) and deciding how you can manage it so the load doesn’t feel so damn heavy. So what I have for you this week are six strategies you can use to reduce stress and overwhelm in your own life. They range from removing or ignoring stressful stimuli, to changing how you react to stressors, to making yourself more mentally equipped to handle what life hurls at you. And here’s the easy part: you don’t need to do all of them—just find the tool that works best for you. The Finer Details of This Episode: - Be conscious throughout the day of what you’re thinking about and intentionally pivot toward more positive and constructive thoughts—Kelly’s fun little technique will help you out here. - Being an uncritical people pleaser will burn you out in time. Learn when to say no to people, even the ones you love. And construct a boundary between yourself and potentially stressful daily news. - Minimize distractions. Don’t let yourself be at the beck and call of social media, email and phone calls all day. Keep a steady schedule for when other people should contact you. - Be intentional about the time you take off rather than just cramming in breaks when you can—and no, checking social media does NOT count as a break! - Cultivate gratitude in your life as if there’s a garden full of it—keeping a gratitude journal will help you do this. - Be mindful about how you breath. Use measured breathing before engaging in potentially stressful situations to keep your heart rate down and mind at ease. - TAKE ACTION: reach out to me via email or social media and let me know if these strategies have helped to take your mind off some of the regular stressors in your life. Quotes: “We can play the victim and complain about being stressed and overwhelmed, or we can show up and do something about it.” “We have to manage the stress rather than let it manage us.” “If you’re giving away all your time to other people, you are going to be stressed.” “You have control and you don’t need to feel this way.” Show Links: Healthy High Performer #8: How to Stop Saying You Don’t Have Time - http://healthyhighperformer.libsyn.com/how-to-ditch-time-scarcity Kelly’s homepage - http://www.kellytravis.net Ascend Mastermind - http://www.kellytravis.net/ascend
This week I am chatting with Michael Green, house flipper and podcast host of the Flip Factor. Michael has an incredible story: at 17, Michael found himself thrown into a paddy wagon with handcuffs around his wrists. Faced with a four year jail sentence Michael had a lot of time to think. He thought about how if his life up to that point. His negative patterns and limiting beliefs had eaten away at his foundation like hungry termites. Michael had a choice, he could either continue these patterns and let his life crumble around him, or he could step up and fix it. Since then Michael has gone on to achieve great things with his business, podcast, and his life! He truly lives up to the Never-Say-Die positive attitude to back himself, own his mistakes, and use them as the building blocks for a better future. This is a must listen to episode full of great life advice and actionable steps to changing your life for the better. If Michael can do then so can you! What are you waiting for! Be Bold, Be Brave and Go Give Life a Crack!
The Simple Sophisticate - Intelligent Living Paired with Signature Style
"One of the greatest challenges we all face is to find a happy balance between the opportunities that are available to us, the media-implanted urge to have them all, and our own desire to keep focused on the things that really matter." —Elaine St. James in Living The Simple Life: A Guide to Scaling Down and Enjoying More Momentum is a powerful source of energy, and even though I am far from being a physicist, I understand the basic concept that since all objects have mass, and if an object is moving, it will have momentum, thus power/energy. We are objects of energy when we keep our schedules and lives running. Whatever pace you are moving at currently, if it is a pace you have become accustomed to for some time, it is easier to keep moving along at this pace than it is to slow down, even to speed up. As we begin Season 5 of the The Simple Sophisticate podcast today (check out the full schedule of episodes here), many of us are stepping back into a full schedule, or at least one slightly different from the previous season. Whether it is simply a busier schedule due to clients and staff returning from their holidays, or perhaps you as well, the pace tends to pick up, and if we aren't careful or conscious, we can move along with this energy without realizing that it may not work well for the balance we know is best. Now, granted, the pace you are stepping back into may be something you relish and works well; in this case, savor it, but simply be conscious of the energy that rolls forward and is easy to become swept up in without our being aware. If, however, the pace that fall (or the new season) brings is something you wish to shift, to improve, I have some ideas about how to instill a new pace of momentum that works best for your life. For the third time I read Elaine St. James' Living the Simple Life (1996), and it was upon reading it this summer that a few ideas she shared jumped out at me that had not previously. Most predominantly, taking a full month to live your life differently as a way to assess what you really need and determine what is helpful and what is actually hindering the quality of your life. As I read this, I recognized my own experience having had the opportunity to travel in France for an entire month this summer. During this time, as I shared in a couple of blog posts (Doubt the Default: How My Trip to France Woke Me Up, episode #218 and Why Not . . . Let Your Brain Calm Down?), the clarity I gained about what was helping and was was obstructing the quality of my life was illuminated. But upon reflection, it was the duration of the trip that enabled this to be more readily recognizable. Partly, this was because after spending four weeks in another culture, you are more acclimated than you realize, and so upon returning, there is an element of shock to your system (at least there was for me due to my fondness for the French culture). However, I am confident that we do not need to 'get away' to another country to have the same experience. As a teacher, each summer I feel I am given this opportunity to reassess what is working and what isn't, but it is my choice to reflect and then put into place the changes I realize would be beneficial. So here's the challenge and the opportunity - for one entire month, make one, some or all of the following changes to your lifestyle as inspired by Elaine St. James and my own experience and observations to free up more time in your life to do what you love or do nothing at all, simple to relax, sleep more, dream more, savor time with loved ones more, simply live as you please. With the month's conclusion, take an hour or a morning or an afternoon and reassess to see what differences (positive or negative) you experienced. Arrive at work either earlier or later than you do now, and then either stay earlier or later than you do now. In other words, shift when you are at work to try to find more productive hours, but do not stay longer than you currently do in total. Get up an hour earlier. While this may require of you to go to bed earlier, observe how the day begins when you give yourself breathing room to savor having more control in how you set the tone for the day. Remember it's just for one month. Stop watching the news. While this doesn't mean you don't have to stay informed as you can read or listen to the news, observe how no longer being the passenger when it comes to news viewing affects your attitude, assumptions and stress levels. But you may want to take it step further and . . . Stop reading or listening to the news (just for one month!) to see what differences may arise due to the absence of perpetual information. Change your exercise regimen. If you work out regularly in the afternoon, try working out in the mornings and observe how you go about your day and what it feels like to have the evenings free. If you attend classes in the morning, try taking them in the evening instead. Turn off the television. (posts to read - Why Not . . . Watch Less Television? and Why Not . . . Master the Television?) Take a couple of personal or sick days. Talk to your boss to restructure your work days (just for one month) to four 10 hour work days instead of five 8 hour work days if this is an option. Spend an entire weekend without making/attending any social or family commitments and give yourself permission to just do what speaks to you. If you can do this for more than one weekend during this month of assessment, you might begin to see helpful trends of what refuels and replenishes you. Eliminate all shopping except necessities such as groceries and vital personal items. Don't feel obligated to clean each week. Instead pick up each day as you go and clean every other week. Observe at the end of the month if this is possible. Take a bath when the mood strikes - morning, middle of the day, etc. If possible, give yourself a long window of no appointments right after lunch as your energy begins to recharge from the fuel of food and the midday break. (This book, which was a Petit Plaisir in episode #194, explains the timing of our days and when we are most productive.) Simplify meals - use the capsule menu approach. Make sure your épicerie is stocked and challenge yourself to shop and cook seasonally. Stop using social media on designated days (the weekend) or every evening after [select a time]. Be stricter than you might think you will do after the month; by doing so, you will be able to see if you actually notice a positive difference in your mood, time saved, etc. Stay off the phone (texting or talking) except for emergencies for the entire month for making plans to meet in person. Sounds extreme, but often we welcome more internal stress with the conversations we have that are not face to face. Yes, a work-around is to use social media, but if this at all sounds tempting (to go text and talk-free), take the challenge and observe any differences in your stress levels. Potentially the quality of conversations may improve as you spend more time face-to-face. Spend a weekend or a day (or even just an afternoon) somewhere that will feel like an escape from the old habits that you are trying to tweak. Upon traveling to this destination, turn the phone off and be fully present, engage, revel and celebrate. Observe what feels good about where you are and the pace of the day(s). Initially this list may seem impossible, but remember, it is only for one month, AND choose what piques your interest. Again, remind yourself as you begin the month with anything that may be difficult, It is only for one month. For one month I didn't watch the news, and by doing this, it made it far simpler to return to the states and not turn it on at home. As I mentioned last week, how I have adjusted is to watch the NBR (Nightly Business Report) and read a daily brief each morning. Anything else is quite jarring to me, far more than I recognized prior to my trip. The key for the changes you seek to become more comfortable is to give yourself this one month of practice or living or doing without. This is where momentum comes into play. It is very hard to shift gears as behaviors become habituated, even behaviors that are not helpful. And so when we initially begin to change the habit or behavior, we think the difficulty is due to it not being what is best. However, in truth, it is simple science - anything new, any shift of energy is slow and awkward until it gets going at a good and steady pace. Give yourself the full month to make the shift and redirect your momentum. When we discover that the blue sky was deeply blue today, far more than it was last week, we realize the pace we had been living previously was not allowing us the ability to be present, to observe and to appreciate. Such appreciation is part of improving the quality of our lives. And when we return after the month we challenged ourselves to above and begin to watch some television for example, we do so more discerningly, more thoughtfully, as we now recognize that indeed what we watch indirectly affects our emotions. May in one month's time, you have more free time and therefore a life of increased quality. ~SIMILAR POSTS/EPISODES FROM THE ARCHIVES YOU MIGHT ENJOY: Quality Thoughts = Quality Life Why Not . . . Live a Life of Quality? 26 Ways to Create the Life You Want episode #206: Simple Life Hacks to Get Back on Track ~Learn more and sign up for TSLL's Weekly Newsletter. ~TSLL Fall Shopping Guide 2018 was just released this past weekend. ~Saturday September 8th - The Simply Luxurious Kitchen vodcast debuts its first season! Petit Plaisir: ~The Guernsey Literary and Potato Peel Pie Society film on Netflix Based on the international bestselling novel by Mary Ann Shaffer and completed by her niece Annie Barrows when Mary Ann passed away in 2008. (2009) Click here to learn more about Mary Ann Shaffer's inspiration for the novel. Lily James from Downton Abbey (Lady Rose Aldridge) stars as the protagonist, writer Juliet Ashton https://youtu.be/vP9eDmX0ow0 Sponsors of Today's Episode: HelloFresh promo code: sophisticate60 Teami promo code: 15SIMPLE ~The Simple Sophisticate, episode #224 ~Subscribe to The Simple Sophisticate: iTunes | Stitcher | iHeartRadio | YouTube | Spotify | Podbean
Jan Libbey raises three acres of vegetables with her husband, Tim Landgraf, at One Step at a Time Gardens in North Central Iowa. With sales through their CSA and the North Iowa Fresh Food Hub, the market farm makes up one of multiple streams of income that include cash rent and CRP income on their 132 acre farm. We dig into how Jan and Tim have made One Step at a Time Gardens work in rural Iowa, with an emphasis on their marketing efforts. Jan shares the story of growing the market farm operation, and then choosing to shrink it again as the business matured. We discuss how they’ve chosen their investments on the farm so that they are mechanizing where it counts. We take a deep dive into their carrot production and the crop rotation they follow on their hilly farm, as well as the landscape and habitat restoration efforts Tim and Jan have made over the years and how those fit into the life and economy of the farm. Perennial support for the Farmer to Farmer Podcast is generously provided by Vermont Compost Company. Pictures, show links, and more at farmertofarmerpodcast.com/episodes/libbey.
Nathan Brooks is a real estate investor that's looking to do roughly 150 fix-and-flips this year. He also provides turnkey investment opportunities to clients in seven different countries. In total, Nathan and his team are looking to do about $20 million in revenue this year alone! Find out more about Nathan's leadership philosophy, how to scale up, and what his rental portfolio looks like today. Key Takeaways: How did Nathan get started in the business and what does it look like today? How did Nathan grow his business so successfully? Nathan had trouble scaling up because the process that worked for flipping/buying 3 houses didn't transfer over to when he wanted to flip/buy 10 houses. How do you know when to speed up and/or slow down? You need to do the basic foundational steps (your why, your vision, etc.) to see whether it even makes sense for you to scale up. A good leader knows when to be a backup system, take the lead, or just take a steady pace. What kinds of things does Nathan do to improve his leadership skills? Leaders forget that it always starts with ‘me.' If you're not improving yourself in some way every day — if you're not thinking about your team and the people who serve you, you are failing. You have to know what kind of levers to pull based on who you're working with. What does Nathan's rental portfolio look like today? Alex and Nathan know several people who are positioning themselves wisely in case of a market downturn. How does Nathan manage his rental properties? What questions should you be asking when trying to vet a tenant? What's one piece of advice Nathan would give to his 28-year-old self? Mentioned in This Episode: Connect with Nathan: bridgeturnkey.com and on Facebook: facebook.com/fixfliprentkc Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin Tweetables: “Flipping/buying ten houses a month is not that hard, but putting all the pieces together is.” “You can't be the visionary if you don't have leadership skills.” “What is the end-game of this business, what's our goal, and how are we communicating that to our team?” Ask Alex A Question: Have a question you want featured on an upcoming Flip Empire Show? Head over to the Ask Alex page, and record your question. We've made it super easy for you, so let us know what challenges you are having, and Alex will answer it personally! Did you get your FREE Online Course? Text the word EMPIRE to 67076, and we'll send you a link to get instant access to the “5 Ways To Scale Your Real Estate Wholesaling Business To Six Figures (In 6 Months Or Less)” video module training course. Subscribe To The Flip Empire Show, and Leave a Rating & Review!
Welcome to Champions Of Mind - the weekly podcast bought to you from the UK's most in-demand coaches Rhys and Llewellyn Davies alongside host James Burtt. Each week the boys bring you the strategies, mindset and actionable tips that have helped them become some of the most successful coaches, mentors, businessmen, public figures and athletes in the country. This week on the show we discuss the importance of needing to scaling DOWN to get ahead! Yes, that’s right, the importance of pulling back to move forwards… ‘how does that work?’ we hear you cry! Sometimes in life and business you need to do less in order to focus more - now, we’re not necessarily talking about levels of activity needing to drop for the sake of it, but we’re talking about deeply assessing what it is that you do that makes the biggest difference (in all areas) and ensuring that you’re spending the maximum amount of time on that. We discuss: * How not all business is good business * Why it is ok to sack clients * Not everyone is coachable * The need to really assess if people are a good fit for your business * Being willing to turn down the wrong client type * Leading with value, always * Why you have to be willing to turn down big opportunities that don’t line up with your core values As always; tangible, actionable and usable content. + JOIN US AT THE CHAMPIONS OF MIND MINDSET BOOTCAMP + For those who are looking to win BIG, make sure you check out full info and details about the first Champions Of Mind - Mindset Bootcamp which is being held at The May Fair Hotel in London on Saturday 24th March. A day of action-taking content that is designed to help you get a deeper understanding of the champion mindset required to create massive results, accelerate your successes and give you an actionable plan when you leave to hit the targets you set for yourself. ACTION TAKERS ONLY check out the Shredders By Champions Of Mind accountability page for more info
This hub discovered that the bigger the business got, the more money it lost and that moving aggregation functions off of the owner's farm caused the operation to be less efficient at that level of sales. The owner chose to contract the business to focus on getting profitable and repaying existing suppliers.
Chris Jagger is the owner and operator of Blue Fox Farm, an organic vegetable farm in the Applegate Valley of southern Oregon. He is also the owner and head consultant for Blue Fox Agricultural Services, a full-service agricultural supply and consultation company focusing on ecological solutions for the modern farmer. Both his farm and his agricultural services use living soils as a foundation to scale farming operations efficiently and profitably. We discuss the changes Chris has seen in the organic and local marketplace and labor environment, and how Blue Fox Farm has worked to downsize in response to those changes. Chris shares how he has worked to determine what makes money with a sensible approach to crop budget analysis. We also dig into how Blue Fox Farm is getting better crops on a smaller piece of land, the economics of scaling up and scaling down, salad mix production, and mechanization and the choices Blue Fox Farm has made around that. It’s worth noting here that Chris rounds out his involvement with the agricultural community by hosting the Living Soils Symposium each March. The symposium is an interactive conference for farmers, interested in regenerative farming techniques, to exchange knowledge and gain insight in a peer-to-peer environment. Perennial support for the Farmer to Farmer Podcast is generously provided by Vermont Compost Company and BCS America. Pictures, show links, and more at farmertofarmerpodcast.com/episodes/jagger.
If the Command and Control management style is like the British Armada then do dev managers need to be a lot more like pirate ship captains? Jeff Maxwell is an application architect with experience in Fortune 100 corporations, a longtime software developer and lifelong Oklahoma State Cowboy alumnus. Jeff was a prior guest of Hello Tech Pros on episode 2 where we discussed Productivity and how Jeff took a $1 million project and reduced the team size from 25 to 4 people by restructuring the requirements document into bite-sized tasks. Show notes at http://hellotechpros.com/jeff-maxwell-leadership/ Key Takeaways You're not a leader if you're not listening to your team. Leaders who are very non-technical in a very technical field can be challenging to work with if they are command and control driven and don't solicit feedback from the team. Developers are really good problem solvers. Leadership needs to identify those who are great problem solvers and empower them to make creative solutions. Managing developers is like herding cats being a captain on a pirate ship. Developers crave adventure. They don't want to follow rules that have no purpose or add value to the current situation. They respect leaders who have hands-on experience and lead from the front lines. Each ship and each captain had their own set of rules or Pirate Code. Can't light a candle after 9pm at night. If you're going to smoke or drink you must do it above deck after 8pm. Each man gets a vote. You must keep your pistols and cutlass (skills) ready for war. The person who forsees the first sail gets the best weapons. The captain is elected by the majority of the crew. The musicians get to rest on Sunday but have to take requests on all other days by the crew. The captain has to understand every aspect of the ship and what each role entails. Each dev team should create their own Pirate Code and swear an oath. Coding standards. SDLC process. Culture standards. Resources Mentioned HTP-2 Scaling Down a Team to Get Results — Productivity Tuesday with Jeff Maxwell It's Your Ship: Management Techniques From the Best Damn Ship in the Navy by Captain D. Michael Abrashoff (Listen on Audible) Sponsors Burdene.com - SMS text-based bot for taking notes and getting reminders. HelloTechBook.com - Get a free audio book from Audible.
Brought to you by: PREPARE Magazine & Millers Grain House Sylvia Britton hosts the 21st Century HomeKeeper here on Your Preparation Station. Her shows present a wide variety of topics in the areas of preparedness, homesteading, survival, and agrarianism. Sylvia uses her experience in homesteading, homemaking, historical re-enacting, and teaching to bring interesting and helpful information to her listeners each week. Join Sylvia in this Episode as she talks about scaling down your gift-giving and Christmas celebration to a more peaceful, joyful time. She also shares recipes for Calendula Lotion and Healing Salve. Head on over to http://ChristianHomekeeper.org and check out her eBooks and blog posts.
Kathryn interviews psychiatrist David M. Allen MD, author of “How Dysfunctional Families Spur Mental Disorders: A Balanced Approach to Resolve Problems and Reconcile Relationships”. Millions of Americans have psychological issues or are affected by those of their family members, ranging from anxiety and bipolar disorder to mood and personality disorders. Dr. Allen examines the role of dysfunctional family interactions in the genesis and maintenance of certain behavioral problems. Kathryn also interviews weight-loss coach and emotional eating expert Linda Spangle RN MA, author of “Friends with the Scale: How to Turn Your Scale into a Powerful Weight-loss Tool”. Spangle believes that when it's used the right way, the scale can become your biggest ally in weight-loss. Based on stories and examples along with scientific data, this book helps you discover the weight-loss power that lies within your scale when you simply make it your friend.
Kathryn interviews psychiatrist David M. Allen MD, author of “How Dysfunctional Families Spur Mental Disorders: A Balanced Approach to Resolve Problems and Reconcile Relationships”. Millions of Americans have psychological issues or are affected by those of their family members, ranging from anxiety and bipolar disorder to mood and personality disorders. Dr. Allen examines the role of dysfunctional family interactions in the genesis and maintenance of certain behavioral problems. Kathryn also interviews weight-loss coach and emotional eating expert Linda Spangle RN MA, author of “Friends with the Scale: How to Turn Your Scale into a Powerful Weight-loss Tool”. Spangle believes that when it's used the right way, the scale can become your biggest ally in weight-loss. Based on stories and examples along with scientific data, this book helps you discover the weight-loss power that lies within your scale when you simply make it your friend.
Architect and author Sarah Susanka shares why scale is such an important aspect to consider when building a house. She also explains how a 'not so big' philosophy can be applied in many areas of our lives.
Scaling Down for the Future: Hydroelectric Power
Blogs and Social Networks with Stevie and Stephanie Haile aka Blogheiress and Wavecritter. All About How to Scale Down Your Blogs and Social Networks. Are Your Blogs and Social Networks Overwhelming You? Do You Have Too Many Apps, Blogs, or Social Networks To Keep Up With? How To Manage Them All and Still Stay Sane? Listen In Tonight and Stevie and Stephanie Can Help :) All shows are recorded to listen in anytime :)
Blogs and Social Networks with Stevie and Stephanie Haile aka Blogheiress and Wavecritter. All About How to Scale Down Your Blogs and Social Networks. Are Your Blogs and Social Networks Overwhelming You? Do You Have Too Many Apps, Blogs, or Social Networks To Keep Up With? How To Manage Them All and Still Stay Sane? Listen In Tonight and Stevie and Stephanie Can Help :) All shows are recorded to listen in anytime :)
Simple techniques for designing CD cases.
Transcript -- Simple techniques for designing CD cases.
Simple techniques for designing CD cases.
Transcript -- Simple techniques for designing CD cases.
Let's face it: We're tapped out. We work longer than ever with less return. We spend more to get the lifestyle and wind up working longer and harder (notice I didn't say "more effectively"). How do we get off the treadmill? A HISTORY LESSON In the 1940's and 50's, the post-war business climate was booming (as was the population). By the 70's anti-discrimination laws were gaining ground, opening the workforce to women and men of color and white women. At the same time, the economy contracted and prices climbed. Then the 80's and 90's heralded the unthinkable: reductions in force among salaried workers. Now, people are becoming too afraid not to work late. Late in the 90's and into this century, we've seen an explosion in technology, which should have made our lives easier and our businesses more productive. However, that just hasn't been the case. People just can't shut down. As businesses start up, we bring all of this (and other) baggage onto the mix. As our businesses grow, so go the bad habits. RESOURCES + Simplify Your Work Like: Ways to Change the Way You Work So You Have More Time to Live...some of these suggestions are stunningly simple and effective + The Millionaire Next Door...what it takes to get your wealth may not be what you think + Living the Simple Life: A Guide to Scaling Down and Enjoying More + Simplify Your Life: 100 Ways to Slow Down and Enjoy the Things that Really Matter ____________ CONTACT ME Lalita Amos, llamos@totalteamsolutions.com Got a question or comment: Call the Question Line: 214 615 6505, ext. 3895
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