Podcasts about ship around

Why do so many businesses hit a ceiling at around 10 employees? Many founders start their business because they're brilliant at what they do. In the early days, decisions are fast, communication is simple, and the founder sits at the centre of everything. Then the business grows. Suddenly, what made the business successful starts to become the thing holding it back. In this episode of ScaleUp Radio, Kevin Brent speaks with Tameron Chappell, founder of  Athinka, a business psychology consultancy that helps organisations build healthier, higher-performing teams using evidence-based psychology rather than management fads and airport business books. Tameron explains why the transition beyond 10 employees is one of the most challenging moments in a founder's journey, how personality dynamics influence team performance far more than technical capability, and why shared leadership is critical for sustainable growth. About Tameron Chappell Tameron is the founder of  Athinka, a consultancy specialising in business psychology and team effectiveness. Working primarily with startups and scale-ups, Tameron combines psychodynamic and systemic approaches to help founders and leadership teams understand the hidden patterns, behaviours and relationships that influence performance. His work often begins when traditional consulting approaches have failed to deliver lasting results, helping organisations uncover the deeper causes of team dysfunction and leadership challenges. In this episode: Why businesses often stall at 10 employees Many founders unknowingly create a business model that relies entirely on them. As the team grows, this becomes unsustainable. The founder becomes the bottleneck for decisions, problem-solving and accountability. Tameron explains why the 10-person mark is a critical inflection point and why leaders must begin building shared ownership and leadership much earlier than they think. The uncomfortable reality of scaling leadership One of the biggest mindset shifts for founders is recognising that they may not always be the best person for their current role. Growth requires leaders to continually evolve and sometimes redefine their responsibilities. Tameron discusses why succession planning, delegation and leadership development should be part of the scaling conversation from day one. Why personality matters more than technical skills Recruitment often focuses heavily on experience, qualifications and technical competence. However, Tameron argues that personality fit, behavioural tendencies and stress responses are often far better predictors of long-term success. Past performance in one environment does not guarantee success in another. Understanding how individuals naturally operate under pressure can significantly improve hiring decisions and team performance. Understanding the psychology behind team dynamics Rather than viewing personality through simplistic labels and categories, Tameron describes personality as a complex mixing deck of traits that interact differently depending on circumstances. Helping team members understand their own preferences and those of colleagues can reduce conflict, improve communication and increase trust. Evidence-based business psychology Athinka's approach is grounded in established psychological theory and research. The consultancy combines: • Psychodynamic approaches to explore the relationship between an individual's inner world and workplace behaviour. • Systemic approaches to uncover hidden organisational patterns and group dynamics. The result is practical insight that helps teams function more effectively and leaders make better decisions. Standout Quote "Most businesses don't stop growing because of strategy. They stop growing because the founder's control model no longer works." Key Takeaways • The 10-employee mark is often the first major scaling challenge. • Founders must evolve their leadership style as the business grows. • Shared leadership creates stronger, more resilient organisations. • Personality and behavioural fit matter more than technical skills alone. • Team effectiveness improves when people understand how others naturally operate. Resources mentioned in the episode: Internal Family Systems - https://ifs-institute.com/ Lumina Splash App - https://luminalearning.com/our-products/lumina-splash-app Co-Pilot - Claude -   From Tameron: If you're a founder and you're curious about the psychology underneath your business — the patterns, the dynamics, the parts of you that show up under pressure — here are some resources I often recommend: Edgar Schein's work on Humble Leadership for the fundamental shift from 'expert' to open-minded curiosity which is the foundation of all relational leadership. Mike Hohnen's practical interpretation of Dave Snowden's Cynefin model, especially for founders navigating complexity, pace and ambiguity. Mike makes complexity human and usable. Richard Schwartz's Internal Family Systems (IFS) for understanding your inner architecture, your triggers, and how to lead yourself with more clarity and compassion. His book No Bad Parts is a great entry point. Systemic thinking for teams and organisations = anything that helps you uncover the hidden patterns around you. John Whittington's blogs (start with his views on Founders and their Origin Story https://www.linkedin.com/posts/johntkwhittington_systemiccoaching-founders-theoriginstory-activity-7452030365994569728-s7wJ?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAC1NiYBYHjcV1QthjsMa96N6IIja61N-Mo ), Jan Jacob Stam's Systemic Leadership, and Tess Cope's Harness and Your Team Is Not The Issue are excellent. Trait‑based personality models such as Lumina Spark, Hogan, or NEO Primary Colours. These help you understand behaviour under pressure and in context. (N.B. Not Type tools like MBTI, DISC, Insights or Strengths, they're fun and ubiquitous, but they don't stand up to psychological scrutiny. If you want something highly practical, David Marquet's intent‑based leadership work (Turn the Ship Around, Leadership is Language) and his short Leadership Nudges videos on YouTube are brilliant for everyday behavioural shifts. And of course… if you've got humans in your business and don't fancy reading all these theories and ideas come and find me - I'm always curious about your world, your successes and challenges. Find me on LinkedIn or at Tameron.Chappell@athinka.com and if you mention you came across me via Kevin's podcast I can offer you a no-strings-attached Diagnostic Conversation where we can focus on your situation, leadership, team and organisation. 

Send us Fan MailWhat if the words you use as a leader are shaping your team's performance more than your strategy?In this episode of Get Amplified, Vic and Sam sit down with leadership consultant Chris Collett to unpack one of the most influential leadership books Vic's ever read: Turn the Ship Around! by David Marquet.The book tells the remarkable true story of a struggling nuclear submarine where traditional command-and-control leadership simply didn't work. Faced with a crew that knew more than he did and a situation where he couldn't possibly have all the answers, Marquet had to rethink what leadership looked like. The result? A powerful shift from giving orders to creating an environment where everyone was empowered to think, contribute and speak up.Along the way, from his second book 'Leadership is Language', they explore why good intentions aren't always enough. Vic shares why this book was a genuine game changer for her, one of the most impactful leadership reads since The Five Dysfunctions of a Team. While she always believed she created space for people to contribute, this book challenged her to look more closely at the language she was using and the unintended influence leaders can have on the conversations around them.The discussion also dives into Marquet's concept of "red work" and "blue work" – doing versus thinking – and why teams need deliberate pauses to reflect, challenge assumptions and make sure they're still heading in the right direction.If you're interested in building teams where people think for themselves, challenge constructively, and move forward with greater clarity and confidence, this episode is packed with practical insights. More than anything, it's a reminder that leadership isn't just about what you do. It's about the environment you create and the conversations you enable.We would love you to follow us on LinkedIn! https://www.linkedin.com/company/amplified-group/

Federal judges are under threat as never before. A 60 MINUTES investigation found that judges who have ruled against the Trump administration have become top targets. 60 MINUTES spoke with 26 federal judges – 9 Democratic appointees and 17 Republican, both sitting and retired. As Bill Whitaker reports, the sitting judges tell 60 MINUTES they feel under siege – and fear for their safety and for the future of the country. Heather Abbott is the producer. Shipbuilding in the United States has been decimated over the decades by shortsighted policies and neglect. Today, the U.S. builds about three large commercial cargo ships a year while China rolls out around 1,000. The Trump administration has called this a national security crisis and is making it a priority to revive the American shipbuilding industry. One solution comes from our ally, South Korea. Hanwha, the Korean ship-making giant, is hoping to help resurrect the industry in the U.S. by buying and reviving the Philadelphia shipyard. Correspondent Lesley Stahl reports from Hanwha's shipyards in Korea and Philadelphia. Shachar Bar-On and Jinsol Jung are the producers. Progress in treating diseases of aging like Alzheimer's and other forms of dementia has been difficult. A new research project finds dogs could help change that. Scientists are discovering the biology of aging in our canine companions has striking parallels to human aging. Our dogs develop many of the same diseases we do and have remarkably similar brain structures. Correspondent Anderson Cooper reports on the Dog Aging Project, a community initiative collecting data on more than 50,000 dogs across the country in hopes of revealing pathways to help humans and our four-legged friends live longer, healthier lives. Denise Schrier Cetta is the producer.

In this episode of The Builder's Bookshelf, we break down Turn the Ship Around! and translate Captain David Marquet's leader-leader model into the construction world, where too many projects slow down because every decision has to climb the chain of command. You'll learn how to move authority closer to the work, use “I intend to” leadership, and build the competence and clarity your team needs to stop waiting for orders and start owning the outcome.Enjoy Episode 23 and #BeNEXT

We have another guest this week! Our GTM Engineering Lead, Xander Broeffle joins us for a conversation on various tools and tech and how they are adapting in today's market. First, could Zoominfo be back from the dead with their new GTM.ai? Can agents find this data without ZI or does ZI have an edge? Then, Xander covers some Clay use cases we've been seeing in clients and discusses recent updates. Finally, can Marketo turn the ship around and release actually useful AI features? Let's dive in! This week: 0:00 Intro 5:00 ZoomInfo's new GTM.AI 21:05 Clay Updates 39:30 Can Marketo Turn the Ship Around? Hear more from us: Subscribe to us on Youtube: https://www.youtube.com/channel/UCN-x5u0G03LWmU0Ds_4zR8w Subscribe to our newsletter here: https://www.cs2marketing.com/revenue-growth-architects#subscribe-to-newsletter Follow Crissy on LinkedIn: https://www.linkedin.com/in/crveteresaunders/ Follow Charlie on LinkedIn: https://www.linkedin.com/in/charliesaunders/

Leaders say their teams are empowered. The teams won't make a decision. Somewhere between those two sentences sits the real problem.This episode tackles the gap between the rhetoric of empowerment and the reality of approval-bottlenecked, micromanaged teams. Kate is joined from the Scottish Highlands by Anu Smalley and Ryan Smith for an honest look at why so many "empowered" teams quietly wait to be told what to do, why leaders struggle to let go, and what it actually takes to design autonomy into the system instead of just declaring it.Most organizations don't have an accountability problem; they have an ownership problem. Without ownership, accountability is just a polite word for blame. This conversation is a working tour through what changes that — the system shifts, the trust mechanics, the working agreements, and the daily moves leaders can make to stop rescuing and start coaching.In this episode, we discuss:The three-legged stool of trust — clarity, capability, and visibility — and how to spot which leg is wobbly when you feel the urge to micromanageWhy the system around a team has to absorb the shift in power before autonomy can take holdOrder takers vs. artisans, and how organizations train people out of ownershipWorking agreements that make trust visible: blockers surfaced in 24 hours, no surprises at Sprint Review, no scope-switching mid-sprint, and done means doneDecision-making guardrails that replace approval queues, including the team empowered to spend up to $200 against the core valuesTracking emergent work as the real accountability gap leaders rarely look atThe Pomodoro escalation pattern — solo, pair, team, stop and reassess — that ends hero culture and 4am debugging sessionsWhy leadership's two pillars are clarity of purpose and competence, not managing the workThe shift from "I know the answer" to "How can I help you find the answer?" Hope is not a strategy for empowerment. The goal isn't less leadership. It's leadership that creates more leaders.Referenced in this episode: Turn the Ship Around! by L. David Marquette, the Pomodoro Technique, and our recent episode You Don't Have a Strategy Problem: You Have an Execution Problem (Ep. 172).

Get ready to have your perspectives shattered. Peter Laughter, a visionary in leadership and organizational strategy, dives deep into why traditional command-and-control models are crumbling and what leaders, especially in HR must do to adapt. This isn't just theory, it's a call to action, a blueprint for survival in the chaos of modern business.   In this episode:  The fundamental flaws of command and control leadership in today's complexity  How HR can measure and diagnose organizational failures before they explode  The transformative power of distributed leadership and democratized decision-making  Why modern technology can be the key to faster, smarter, more human organizations  The importance of listening to frontline voices and creating a culture of challenge    Timestamps:. 00:33 - Introduction to Peter Laughter's perspective on leadership 01:18 - Peter's background in entrepreneurship and social impact focus 02:03 - The failure of command and control in complex environments 02:46 - HR's role in creating new leadership pathways 03:18 - Fun facts: Peter's brief career as an anthropologist 04:06 - Organizations hiring anthropologists to make tech more human 06:34 - Why current HR data metrics might be missing the mark 07:13 - Redesigning data measurement for complex systems 09:24 - The importance of tracking decision-making and response times 10:36 - The concept of Hubers Syndrome and organizational blindness 11:00 - Fail-safes and organizational feedback loops 12:14 - The impact of hierarchy on information flow and decision quality 13:17 - The challenges of speaking truth to power in leadership 14:36 - Military's command flexibility vs corporate rigidity 15:04 - How frameworks and decentralization empower in decision-making 16:12 - Democratizing data and challenging old hierarchies 17:11 - The power of honesty and courage in leadership meetings 19:45 - The rise of entrepreneurial spirit sparked by workplace constraints 20:47 - When command and control fails in top organizations and why leaders are slow to react 24:10 - The changing cultural landscape and the craving for authentic leadership 27:22 - How distributed leadership models accelerate change 29:02 - Success stories of flat, autonomous organizations like Valve 33:00 - Measuring cultural shift and ethos through data 34:38 - Frontline engagement as a predictive metric for organizational health 36:25 - The critical role HR plays in shaping adaptive, resilient organizations 36:40 - Final thoughts: The urgency for HR to lead disruption and innovation  Resources & Links:  Valve's Handbook – Flat organization & manager-free culture  Greg Sattel - Cascades – Principles of distributed leadership  Turn the Ship Around by David Marquette – Leading from the point of decision  Total Quality Management & Deming – Foundations for organizational excellence  Jenny's Ice Cream & Zoe Schweitzer – Frontline leadership in HR  Connect with Peter Laughter:  LinkedIn  Twitter  Ready to shake up your leadership and HR strategy? It's time we move from fear-based hierarchies to trust-based, innovative organizations. The future is calling, will you answer?

Christian Thordal: How "Fake Kanban" Fooled the Metrics, And What This Agile Coach Did to Fix It Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "The team was like birds in a nest waiting to get fed — completely dependent on the PO for every piece of work." - Christian Thordal   Christian tells us about a team that always appeared busy but was hiding serious dysfunction behind a single healthy metric. When he rated the system across his domain, he found the team scored low in process maturity, effectiveness, and learning — yet their cycle time looked good. The team claimed to practice Kanban, but in reality it meant "we can do whatever we want." Daily standups had become social check-ins. The backlog held over 100 items to do and 50+ in progress, most of them just headlines with no descriptions. Real work assignments happened through 30-minute Slack huddles between the PO and individual developers — pure push, no prioritization. Despite having OKRs, the team could only plan a week ahead. Christian's fix was radical: he restarted the backlog entirely, cutting 150 items down to roughly 30, established WIP limits to create a pull-based system, and brought the team into the process as active participants rather than passive recipients.   In this segment, we refer to Kanban and OKRs.   Self-reflection Question: When was the last time you looked beyond a single "green" metric to understand what was really happening in your team's workflow? Featured Book of the Week: Turn the Ship Around by David Marquet Christian recommends Turn the Ship Around by David Marquet, a former U.S. Navy submarine commander who transformed his crew's performance by replacing permission-seeking with intent-based leadership. Instead of waiting for orders, crew members were expected to say "I intend to..." — transferring ownership and making people accountable for their decisions. Christian says this deeply resonated with his own military background in the Danish Army, where leadership operated on similar principles. The book's core message — stop creating dependency and start building leaders at every level — connects directly to the team story in this episode, where passive dependency on the PO was the root of the dysfunction. You can also listen to previous episodes with David Marquet and explore more on intent-based leadership.   [The Scrum Master Toolbox Podcast Recommends]

In Season Six of Doing the Opposite: Business Disruptors we're turning the spotlight onto host of the podcast Jeff Dewing. Jeff is Founder and CEO of Cloudfm Group, keynote speaker, bestselling author, and a leader who rebuilt his life and company by doing the one thing most people fear: the opposite.In this episode, Jeff and Sam explore what legacy really means to a leader; not as a monument to personal achievement, but as the living proof of the people you've empowered to thrive without you. Jeff opens with Turn the Ship Around, the story of a struggling US Navy submarine that became the fleet's best performer once its new captain stopped granting permission and started demanding intent. The lesson, Jeff argues, translates directly to any organisation: specialists own their craft, and the leader's job is to provide context and remove friction. Jeff traces how grief, reflection, and a Vistage CEO peer group helped him move from instinct to language, from knowing what good culture felt like to being able to articulate it, measure it, and embed it across the business. He shares how, after losing his father in 2017, he made a decision that changed everything: stop being a machine and start trusting the people around him. The result was going from 300 emails a day to three a week. His message to leaders who fear flexible working is blunt: if your people are killing time, the failure is yours, not theirs.From there, Jeff makes the case for leaving ego at the door. He used to ask his teams to physically remove their shoes before entering a meeting room as a daily reminder that responsibility doesn't make anyone better than anyone else. He names curiosity as the single most powerful leadership trait: be the last person to speak, ask what others think, and assume everyone in the room knows something you don't. It's a habit that keeps him close to people who think completely differently to him, and it's where most of his learning comes from.Jeff closes with Ikigai - the Japanese framework that helped him define success not as results, but as fulfilment. When his leadership team debates a hard call and someone asks, “What would Jeff do?” the answer is always the same: he'd ask what you would do. And when Sam gives him the pen and paper to write down the one message he'd send to any young entrepreneur, it takes just five words: It's not about you.  In 2026 Cloudfm Group celebrates its 15th anniversary. Find out more about Cloudfm here. Hosted by Sam WalkerWatch the podcast on YouTube Discover Cloudfm Group:Website  |  LinkedInFind the best-selling book Doing The Opposite by Jeff Dewing HERE

As a leader, would you like the people in your team to take more initiative? You might say,“Of course I want them to take more initiative! That's a no-brainer.”If that's what you think, good – because I'll show you how to start encouraging people to take more initiative.But I should warn you this isn't always what you want. It's not always a “no-brainer” that you want people to take more initiative.For example, I see this a lot with AI rollouts. Let's say your organisation is rolling out some new AI system to improve efficiency, and your job as a leader is to get your team on board with this new system.Do you want your team members to take initiative? Well ... maybe. But probably not!You actually want the opposite: to be compliant. They must follow the rules and use the new software. Not keep using the old system, especially secretly behind your back.So, sometimes initiative is the last thing you want. But you want to move past that point as soon as possible, and start showing more initiative.This isn't easy!David Marquet, commander of the US Navy's nuclear submarine Santa Fe, discovered this in 1999.At the time, he was leading his crew through exercises In Pearl Harbor, taking them through a series of intense training exercises.In one such exercise, Marquet ordered the engineer to shut down the nuclear reactor, testing the crew's ability to deal with the situation, and find and correct the fault. The submarine switched to its battery backup, and the trouble-shooters started working diligently through their checklist, trying to isolate the fault before the battery died.Marquet – by his own admission – became bored, and decided to raise the stakes by increasing the submarine's speed. That would significantly increase the drain on the battery, adding extra pressure to the process.He nudged his Officer On Deck, Lieutenant Commander Bill Greene, and asked him to increase the speed from “ahead one third” to “ahead two thirds”. Greene immediately barked out the order to the helmsman, “Ahead two thirds!”And then … nothing. Nobody said anything, the helmsman didn't respond, and Marquet noticed him squirming in his seat. He asked why, and the helmsman replied, “Captain, there is no such setting on this ship!”Marquet realised he had probably been told this during his training, but he had forgotten. He later took Greene aside to ask him why he ordered it. Greene admitted he, too, knew there was no “ahead two thirds”, but went ahead and ordered it “because you told me to”. He went on to say, “I thought you had learned something secret at Commanding Officer school that they only tell the Commanding Officers.”Marquet was stunned. This was his first role commanding this type of submarine, so he was one of its least experienced crew members. But, because he had the title, his crew would respond without question to his orders. He resolved to transform that culture from blind obedience to individual empowerment, and did that over the next twelve months.Marquet realised this crew, as good and as smart as they were, were still compliant. They would obey the hierarchy.He spent the next twelve months building a different culture and turning that around. He tells the story in his book, “Turn the Ship Around”.One of the key principles – and one I encourage you to use – is this simple idea: push authority to information.Push authority to information.If all people do is alert you to problems, that's fine. But even better is when they have the authority to act on that information without always checking in with you.Of course, there are situations where they should check in – that's a matter of judgement. But the first and most important thing you can do to encourage initiative is to push authority to information.If you want people to take more initiative, push authority to information.Download my worksheet here to use with your team to identify ways to put this principle into practice.https://swiy.co/go-push-authority-to-information Hosted on Acast. See acast.com/privacy for more information.

The results of the recent Gallup Worldwide Employee Poll show a continued decline in workplace engagement. How do you change this in your company? David Marquet, a former nuclear submarine commander, was named one of the Top 100 Leadership Speakers by Inc. Mag. A true student of leadership, David is the author of the Amazon #1 Best Seller 'Turn the Ship Around!: A True Story of Turning Followers into Leaders, a book that does not get anywhere near the attention it deserves. Hear how David developed a workplace culture where everyone is engaged and contributes to their full intellectual capacity because they have more control over their work. Imagine a place where everyone is a leader.   LINKS   David's website davidmarquet.com   Book on Amazon Turn the Ship Around!: A True Story of Turning Followers into Leaders   The Mojo Sessions website www.themojosessions.com   The Mojo Sessions on Patreon www.patreon.com/TheMojoSessions Full transcripts of the show (plus time codes) are available on Patreon.   The Mojo Sessions on Facebook www.facebook.com/TheMojoSessions   Gary on LinkedIn www.linkedin.com/in/gary-bertwistle   Gary on Twitter : www.twitter.com/GaryBertwistle   The Mojo Sessions on Instagram www.instagram.com/themojosessions   If you like what you hear, we'd be grateful for a review on Apple Podcasts or Spotify. Happy listening!   © 2026 Gary Bertwistle. All Rights Reserved.  

Stop burning time and money on agile theater! In this podcast, Product Manager Brian Orlando and Enterprise Business Agility Consultant Om Patel strip business agility back to its absolute basics: no buzzwords, no frameworks - just the organizational muscles you need to survive. Listen or watch as we introduce and explain the five non-negotiable capabilities: Sensing and Responding (market feedback loops), Speed to Decision Making (decision velocity), Structural Flexibility (reorganizing without chaos), Distributed Authority (decentralizing command and control), and Learning Orientation (continuous evolution).Then stick around as we tear down the agile industrial complex, discuss why one study claims 47% of companies are operating purely under an "illusion" of agility, and discuss how the introduction of AI can amplify and exposes company's bureaucracy.Other topics we discuss are:• How to explain business agility to anyone from CEO to new hire• Why "scaling" agility is a big lie sold to enterprises• Typical bottlenecks to the five core capabilities• Why vanity metrics sabotage competitive advantages• Time to market, cost of delay, customer adoption, and much more...Whether you're in product management, leadership, agile coaching, or team development, this episode helps you truly understand business agility and can give you the confidence to push back or ask critical questions when teams and leadership claim they don't need help.#BusinessAgility #ProductManagement #AgileLeadership["Extreme Ownership by Jocko Willink and Leif Babin", "Team Topologies by Matthew Skelton and Manuel Pais", "Turn the Ship Around by L David Marquet", "The Fearless Organization by Amy Edmondson", "The Lean Startup by Eric Ries", "BCG Study: Why Companies Get Agile Right and Wrong (2024)", "Business Agility Institute 2025 Report", "Organizational Agility: Ill-defined and Somewhat Confusing by Anna Teresa Walter (2020)", "John Boyd's OODA Loop", "Jeff Bezos's One-Way Door vs Two-Way Door Decisions", "Block (Jack Dorsey)", "Arguing Agile Episode 83: Agile Doesn't Work Here"]LINKSYouTube: https://www.youtube.com/@arguingagileSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596INTRO MUSICToronto Is My BeatBy Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

In what might be the ultimate front of the U.S. trade war with China, correspondent Jon Wertheim reports from the only active rare earth mine in the U.S., deep in the Mojave Desert near the California-Nevada border.  Shipbuilding in the United States has been decimated over the decades by shortsighted policies and neglect. Today, the U.S. builds about three large cargo ships a year while China rolls out around 1,000. The Trump administration has called this a national security crisis and is making it a priority to revive the American shipbuilding industry. One solution comes from our ally South Korea. Hanwha, the Korean ship-making giant, is hoping to help resurrect the industry in the U.S. by buying and reviving the Philadelphia shipyard. Correspondent Lesley Stahl reports from Hanwha's shipyards in Korea and Philadelphia. Progress in treating diseases of aging like Alzheimer's and other forms of dementia has been difficult, and a new research initiative finds dogs could help change that. Scientists are discovering the biology of aging in our canine companions has striking parallels to human aging. Our dogs develop many of the same diseases we do and have remarkably similar brain structures. Correspondent Anderson Cooper reports on the Dog Aging Project that is collecting data on more than 50,000 dogs across the country in hopes of providing insight into both canine and human disease and revealing pathways to help humans and our four-legged friends live longer, healthier lives. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Prabhleen Kaur: When Lack of Trust Turns Teams Into Isolated Individuals Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Teams self-destruct despite best efforts when they lack trust." - Prabhleen Kaur   Prabhleen observed a troubling pattern while shadowing a team: stand-ups had become a register activity where people reported individual status without any connection to the sprint goal. There was no "we" in the conversation—only "I."  The team had experienced a missed deadline due to a PR conflict that wasn't merged in time, but instead of addressing it openly, everyone focused on fixing the immediate problem while avoiding the deeper conversation. The discomfort was never voiced, and resentment accumulated silently.  Prabhleen explains that team destruction is never about one action—it's about the accumulation of unspoken concerns that eventually explode at the worst possible moment. To rebuild trust, she recommends starting with peer reviews that encourage natural collaboration and conversation.  Scrum Masters must be vocal about challenges in front of the entire team, modeling the openness they want to see. For teams that have completely withdrawn, anonymous feedback and scheduled one-on-ones can create safe spaces for honest communication. The key insight? Trust is rebuilt when people realize they will be heard and understood, not judged.   In this segment, we talk about how trust is the foundation of effective teams and how its absence leads to working in silos.   Self-reflection Question: When your team experiences a failure or missed deadline, do you create space for open conversation about what happened, or does everyone quietly move on while resentment builds? Featured Book of the Week: Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland Prabhleen recommends Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland as a foundational read for understanding the spirit behind the framework. "When I actually read the book and understood the nuances of rugby and how the team should be, everything started making sense. I grew beyond the Scrum guide, beyond following rules—it's about how the team operates around you as a collective," she explains. Prabhleen also highly recommends Turn the Ship Around by David Marquet, summarizing its core message as "leaders lead leaders." Both books shaped her understanding that frameworks exist to enable collaboration, not to create compliance. Check out the David Marquet episodes on the Scrum Master Toolbox Podcast for more insights on intent-based leadership.   [The Scrum Master Toolbox Podcast Recommends]

Mohini Kissoon: When Politeness Becomes the Enemy of Team Growth—Escaping the Conflict Avoidance Trap Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Conflict isn't the enemy. It's when we're avoiding conflict that it becomes an issue for teams." - Mohini Kissoon   Mohini shares a story about the worst self-destructive pattern she has witnessed: teams that are overly polite to avoid addressing conflicts. She worked with a team that prided themselves on being collaborative and drama-free, but beneath that politeness was a hesitancy to have difficult conversations. It started small—in sprint planning, the Product Owner would propose unrealistic scope, and people would just nod and accept. Someone might say "that's quite ambitious," but no one would actually push back. In retrospectives, feedback was always wrapped in layers of positive framing. When a developer consistently delivered work that didn't meet the Definition of Done, no one called it out directly—they just quietly fixed it or worked around it. After three months, side conversations started emerging where people would pull Mohini aside to share concerns they would never voice in the room. The team was skipping the storming phase of the Tuckman model, and this avoidance eventually led to missed deadlines and frustrated stakeholders. The key learning: healthy conflict brings the energy teams need to innovate and grow.   In this segment, we talk about the Tuckman model and why the storming phase is essential for team development.   Self-reflection Question: Is your team's harmony genuine collaboration, or is it a facade hiding unspoken frustrations that will eventually surface at the worst possible moment? Featured Book of the Week: Turn the Ship Around by David Marquet Mohini discovered Turn the Ship Around by David Marquet at a time when she was working with multiple teams and feeling exhausted from being the person everyone looked to for answers. She thought that's what servant leadership meant, but she was actually creating dependency rather than capability. The book tells the story of how Marquet took command of the worst-performing submarine in the US Navy and transformed it into the best by fundamentally changing how leadership worked. "Instead of the traditional leader-follower model, he built a leader-to-leader structure where everyone was expected to think, decide, and own their work," Mohini explains.  The key insight was that we don't just empower teams—we need to build an environment where they can grow and don't need permission to excel. This shifted Mohini's approach: instead of saying "here's what I think we should do," she started asking "what have you tried so far? What do you intend to do next?" The book also emphasizes that pushing decision-making down requires providing the knowledge and context teams need to make good decisions.   [The Scrum Master Toolbox Podcast Recommends]

Show NotesBased on the article: Leaders Don't Fix People. Leaders Fix the EnvironmentIn this episode of the Emergency Management Network Podcast, we explore a simple idea that carries profound implications for leadership in emergency management and beyond: Leaders don't fix people. Leaders fix the environment.Inspired by the work and insights of L. David Marquet, this conversation challenges the instinct many leaders have to correct, manage, or “repair” individuals. Instead, we focus on how great leaders shape the conditions in which people can succeed. Culture, trust, clarity of mission, psychological safety, and decision authority matter far more than control or micromanagement.In emergency management, the environment we create determines how teams perform under stress. It influences whether people speak up, take initiative, admit uncertainty, and adapt when plans collide with reality. When leaders build environments that encourage ownership and responsibility, they unlock capacity that no amount of supervision can create.We discuss how fixing the environment means:* Designing systems that support good decision-making* Replacing permission with intent* Shifting from control to trust* Creating space for learning, accountability, and growth* Recognizing that leadership is less about authority and more about stewardshipThis episode connects leadership philosophy to real-world emergency management practice, from EOC operations to planning teams to organizational culture. If you want stronger performance, better morale, and more resilient teams, start by asking not “What's wrong with my people?” but “What kind of environment have I created?”Because when the environment is right, people don't need fixing. They thrive.TagsLeadership, Emergency Management Leadership, Organizational Culture, L David Marquet, Turn the Ship Around, Trust and Empowerment, EOC Leadership, High Reliability Organizations, Psychological Safety, Crisis Leadership, Team Performance, Professional Development, EMN Podcast This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Like you, I do not have time to sit down and read. Between building a company, travel, staying healthy, and family, quiet reading time is not realistic. But learning still matters.So this year I went all in on audiobooks. Gym. Sauna. Dog walks. Driving. Early mornings. Late nights. And I learned more than I have in years.In this solo foundation episode, I break down the books that shaped how I think about sales, marketing, leadership, money, psychology, and running a tighter dealership operation. For each book, I share what it gets right, a takeaway you can actually use, and how to apply it inside a dealership.Books covered in this episode:12 Rules for Life by Jordan B Peterson$100M Leads by Alex Hormozi$100M Offers by Alex Hormozi$100M Money Models by Alex HormoziCEO Excellence by Carolyn DewarBuy Back Your Time by Dan MartellTrust Me I'm Lying by Ryan HolidayThe Laws of Human Nature by Robert GreeneNever Split the Difference by Chris VossVelocity 2.0 by Dale PollakMagnetic Marketing by Dan KennedyExtreme Ownership by Jocko WillinkAtomic Habits by James ClearGood to Great by Jim CollinsHow to Win Friends and Influence People by Dale CarnegieNext up on my 2026 list:The Goal by Eliyahu M GoldrattThe Advantage by Patrick LencioniCompeting in the Age of AI by Marco Iansiti and Karim R LakhaniThey Ask You Answer by Marcus SheridanTurn the Ship Around by L David MarquetLinks:Sponsor: ⁠dealers.motohunt.com⁠Connect with Jacob: ⁠https://www.linkedin.com/in/jacob-b-berry/⁠Check us out on Youtube: ⁠https://youtube.com/@dealershipfixit?si=eOzwfr1XoIzQdp9v

In the SGV Connect's end-of-year podcast, Damien Newton and Felicia Friesema of Foothill Transit discuss transit updates in response to questions submitted by readers. The discussion addresses: The delayed implementation of Line 289/197 combination/extension due to ongoing student needs at Ganesha High School. Foothill Transit's hydrogen bus program is paused due to funding cuts, with a focus on low-emission CNG buses. The 295 college connector line...and more! A lovingly edited transcript of the podcast can be found below. SGV Connect is supported by Foothill Transit, offering car-free travel throughout the San Gabriel Valley with connections to the new A Line Stations across the Foothills and Commuter Express lines traveling into the heart of downtown L.A. To plan your trip, visit Foothill Transit. "Foothill Transit. Going Good Places."Sign-up for our SGV Connect Newsletter, coming to your inbox on Fridays!   SGV Connect Podcast: End-of-Year AMA with Foothill Transit Recorded December 15, 2025 Host: Damien Newton Guest: Felicia Friesema, Foothill Transit Damien Newton: Welcome to SGV Connect. This is our end-of-the-year podcast with Felicia Friesema of Foothill Transit. I think this is the third year we've done this, but only the second year in a row. According to Chris, that means I can now call it an annual tradition. As always, we asked readers for questions, they sent them in, and we're posing them to Felicia. As a disclaimer, none of the questions were especially controversial. Since we wanted this to be informational, we did provide the questions to Felicia on Friday so she could review them and give us the best possible answers. Also, I'll say upfront, we don't have any really fun questions this time, so we may try to come up with something fun toward the end, depending on how long we spend on the wonky stuff. Before we dive in, a reminder that SGV Connect is sponsored by Foothill Transit, offering car-free transit throughout the San Gabriel Valley, with connections to A Line stations along the Foothill Extension and service into Downtown Los Angeles. To plan your trip, visit foothilltransit.org. Foothill Transit — going good places. That ad copy has been the same since before this podcast was even called SGV Connect. If you ever want to change it, let me know. Felicia Friesema: I'm just ecstatic that this has become an annual thing. I really love these AMAs. They're fantastic. Damien Newton: They're fun and easy on my end, so I'm a big fan too. It looks like we have five questions this year. The first two came with mini-essays attached — written in the first person, but not by me. The first question is about the implementation of the Foothill Forward Line 197 and a proposed combination with Line 289. The reader writes: "I'm excited for the proposed Line 289/197 extension from La Verne to Cal Poly Pomona. It would allow for a weekend connection from the A Line to Cal Poly Pomona — the 295 is weekday only. When will it be implemented? Other Foothill Forward improvements have moved forward, but this one has been pending for years." Felicia Friesema: The proposed combination of Lines 289 and 197 would be a great idea. However, that routing would remove a segment of the current Line 197 that serves Ganesha High School, and we're not quite ready to do that yet. We've been working with Pomona Unified School District and monitoring ridership trends at Ganesha to understand ongoing student needs. Right now, our focus is on continuing to provide that service. The connection from Line 197 to the A Line remains in our plans. We're working with the City of La Verne, the Gold Line Authority, and LA Metro to make enhancements at the station so buses can serve it effectively. As for timing, it's still up in the air. There are no firm plans for 2026. We need to do more due diligence on student demand before moving forward. Damien Newton: I'll just note that the quality of the questions was excellent. The writer even included links — presumably for me — but honestly, they were more useful for you. I've saved their info in case Chris Greenspan ever moves on. Felicia Friesema: Bus riders and bus fans often know the system better than we do, and that's fantastic. Damien Newton: The next question builds off that theme and focuses on Foothill Transit's hydrogen bus program. The reader asks about the future of hydrogen fuel, especially given recent shifts toward battery-electric fleets statewide. Felicia Friesema: That's a great question, and it's one we get a lot. Foothill Transit has been an early adopter of hydrogen fuel-cell buses, and we've learned a tremendous amount from that experience. Hydrogen has worked well for us operationally, especially for longer routes where range and refueling time really matter. That said, the landscape is changing. Battery-electric technology continues to improve, and funding priorities at the state and federal level are evolving. We're keeping a close eye on that and making decisions based on reliability, cost, and what best serves our riders. We're also part of a larger hydrogen hub conversation in California, so this isn't something we're abandoning lightly. But like everything else, it has to pencil out long term. Damien Newton: That makes sense. And I think people sometimes forget that Foothill Transit has always been willing to pilot new technology, even when it's risky. The next question is about ridership, specifically college routes. A reader asks whether Foothill has seen changes in demand now that many campuses are fully back in person, but with hybrid schedules still common. Felicia Friesema: We're definitely seeing a rebound, but it's uneven. Some college routes are close to pre-pandemic levels, while others are still lagging. Hybrid schedules have changed travel patterns, and students aren't necessarily commuting five days a week anymore. We're responding by being more flexible — adjusting schedules, monitoring demand closely, and working directly with campuses. Programs like student transit passes remain a huge part of our strategy, and they've been very successful where implemented. Damien Newton: That leads nicely into the next question, which is about major events — specifically the 2028 Olympics. Someone asks whether Foothill Transit expects to play a role, especially given the geographic spread of venues. Felicia Friesema: We've had preliminary conversations, but it's still early. Large events like the Olympics require coordination at every level — Metro, municipal operators, law enforcement, and local governments. For Foothill Transit, the challenge is balancing special-event service with our core mission: serving daily riders who rely on us to get to work, school, and appointments. We don't want to overextend ourselves in a way that hurts regular service. Damien Newton: That's a good segue to the Rose Bowl, which always generates questions whenever there's a big event. Someone asks whether Foothill plans to expand service there. Felicia Friesema: The Rose Bowl is always tricky. It's not just about buses — it's about traffic control, street closures, and coordination with Pasadena and other agencies. We do provide service for certain events, but expanding that requires partners at the table and funding to match. Damien Newton: Before we wrap up, I want to ask a lighter question — something we've done in past years. Do you have a book or podcast recommendation for listeners? Felicia Friesema: I was hoping you'd ask that. I've been reading a lot more nonfiction lately, especially books about leadership and organizational change. One I'd recommend is Turn the Ship Around! It's about empowering teams and decision-making, and I think it applies really well to public agencies. Damien Newton: That's a great recommendation. I'll add it to my list. Before we close, is there anything coming up in 2026 that riders should be paying attention to? Felicia Friesema: We'll continue rolling out Foothill Forward improvements where funding allows, and we're staying focused on service reliability. Electrification will remain a big theme for us, whether that's hydrogen, battery-electric, or a mix of both. We're also continuing conversations with cities and Metro about bus-priority projects. Those don't always get a lot of attention, but they make a huge difference for riders. Damien Newton: I want to thank everyone who submitted questions. They were thoughtful and detailed, which makes these AMAs much easier to do. Felicia, thanks again for joining us and for being willing to do this year after year. Felicia Friesema: Thank you for having me. I really appreciate the opportunity to talk directly to riders and advocates. These conversations matter. Damien Newton: And thanks to Foothill Transit for sponsoring SGV Connect and making this podcast possible. As always, you can find more San Gabriel Valley transportation coverage at Streetsblog Los Angeles. We'll be back in the new year with more episodes. Felicia Friesema: Looking forward to it. Damien Newton: All right. Thanks, Felicia. Talk to you again soon. Felicia Friesema: Thanks, Damien. Bye. End of recording.  

Stop wasting time building the wrong thing faster!In this episode of Arguing Agile, Product Manager: Brian Orlando and Business Agility Coach to THE STARS: Om Patel respond to yet another listener question, discussing Product Risk Analysis in agile environments! Listen or watch as they challenge the common misconception that analyzing risks upfront is "waterfall" and reveal why ignoring product risks until you've burned three sprints is how teams end up building features nobody wants.Stick around while the hosts break down Marty Cagan's four critical product risks (Valuable, Usable, Feasible, and Business-Viable) but stick around for the conversation on why most teams focus on execution risks while the real product killers are hiding in plain sight!The topics covered are:- Difference between product risks and execution risks- Why traditional risk registers are theater- "Speed-to-death" prioritization for testing assumptions- Handling team skill gaps as feasibility risks- Aligning stakeholders who fixate on the wrong risks- Why business viability (pricing, unit economics) is the most ignored yet most dangerous riskThis episode is great for product managers, agile coaches, and team members who want to stop building things people don't want.#ProductManagement #Agile #RiskAnalysisREFERENCES"Marty Cagan - Inspired", "Melissa Perri - Escaping the Build Trap", "Teresa Torres - Continuous Discovery Habits", "David Marquet - Turn the Ship Around", "Product School blog", "Eric Reis - The Lean Startup"LINKSYouTubeWebsiteSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596

On this week's episode, the smoke is clearing in the Omnicom-IPG merger with a clearer look at how its media, tech and creative will operate going forward coming into focus. Plus, another ripple in OpenAI's author lawsuit begins to surface. Then (16:30), Digiday's senior marketing reporter Sam Bradley joins the show to discuss WPP's turbulent 2025, and what it'll take to turn things around in 2026.

Episode SummaryIn this conversation, Robby sits down with software engineer and author Chris Zetter to explore what building a relational database from scratch can teach us about maintainability, architectural thinking, and team culture. Chris shares why documentation often matters more than perfectly shaped code, why pairing accelerates learning and quality, and why “boring technology” is sometimes the most responsible choice. Together they examine how teams get stuck in local maxima, how junior engineers build confidence, and how coding agents perform when asked to implement a database.Episode Highlights[00:01:00] What Makes Software MaintainableChris explains that well-maintained software is defined by how effectively it helps teams deliver value and respond to change. In some domains—like payroll systems—the maintainability burden shifts toward documentation rather than code organization.[00:03:50] Documentation vs. Code CommentsHe describes visual docs, system diagrams, and commit–ticket links as more durable sources of truth than inline comments, which tend to rot and discourage refactoring.[00:05:15] Rethinking Technical DebtChris argues that teams overuse the metaphor. He prefers naming the specific reason something is slow or brittle—like outdated libraries or rushed decisions—because that builds trust and clarity with product partners.[00:07:45] Where Core Debt Really LivesEarlier in his career he obsessed over long files; now he focuses on structural issues. Architecture, boundaries, and naming affect changeability far more than messy internals.[00:08:15] Pairing as the Default ToolChris loves pairing for its speed, clarity, and shared context. Remote pairing has removed obstacles like mismatched keyboard setups or cramped office seating. Tools like Tuple and Pop keep it smooth.[00:10:20] The Mob Tool and Fast Driver SwitchingHe explains how the Mob CLI tool makes switching drivers nearly instant, which keeps energy high and lets everyone work in their own editor environment, reducing friction and fatigue.[00:13:45] Pairing with Junior EngineersPairing helps newer developers avoid painful pull-request rework and builds confidence. But teams must balance pairing with opportunities for engineers to build autonomy.[00:20:50] Getting Feedback SoonerChris emphasizes speed of feedback: showing progress early to stakeholders prevents wasted days—and sometimes weeks—of heading in the wrong direction.[00:21:10] Boring Technology as a FeatureAfter being burned by abandoned frameworks, Chris champions predictable, well-supported tools for the big layers: language, framework, database. Novelty is great—but only in places where rollback is cheap.[00:23:20] Balancing Professional Development with Organizational NeedsDevelopers want experience with new technology; organizations want stability. Chris describes how leaders can channel curiosity safely and productively.[00:27:20] Build a Database ServerChris's book, Build a Database Server, is a practical, language-agnostic guide to building a relational database from scratch. It uses a test suite as a feedback loop so developers can experiment, refactor, and learn architectural trade-offs along the way.[00:31:45] What Writing the Book Taught HimCreating a database deepened his appreciation for Postgres maintainers. He highlights the number of moving parts—storage engine, type system, query planner, wire protocol—and how academic papers often skip hands-on guidance.[00:33:00] Experimenting with Coding AgentsChris tested coding agents by giving them the book's test suite. They passed many tests but produced brittle, incoherent architecture. Without a feedback loop for quality, the agents aimed only to satisfy test conditions—not build maintainable systems.[00:36:55] Escaping a Local Maxima Through a Design SprintChris shares a story of a team stuck maintaining a system that no longer fit business needs. A design sprint gave them space to reimagine the system, clarify naming, validate concepts, and identify which pieces were worth reusing.[00:40:40] Rewrite vs. RefactorHe leans toward refactor for large systems but supports small, isolated rewrites when boundaries are clear.[00:41:40] Building Trust in Legacy CodeWhen inheriting an old codebase, Chris advises starting with a small bug fix or UI tweak to understand deployment pipelines, test coverage, and failure modes before tackling bigger improvements.[00:43:20] Recommended ReadingChris recommends _Turn the Ship Around! for its lessons on empowering teams to act with intent instead of waiting for permission.Resources MentionedBuild a Database ServerChris Zetter's blogThe Mob Programming CLI ToolTuplePopTurn the Ship Around!Thanks to Our Sponsor!Turn hours of debugging into just minutes! AppSignal is a performance monitoring and error-tracking tool designed for Ruby, Elixir, Python, Node.js, Javascript, and other frameworks.It offers six powerful features with one simple interface, providing developers with real-time insights into the performance and health of web applications.Keep your coding cool and error-free, one line at a time! Use the code maintainable to get a 10% discount for your first year. Check them out! Subscribe to Maintainable on:Apple PodcastsSpotifyOr search "Maintainable" wherever you stream your podcasts.Keep up to date with the Maintainable Podcast by joining the newsletter.

In this OnBase episode, host Chris Moody reconnects with marketing visionary Jon Miller for a deep dive into the evolution of B2B marketing and the transformative role of artificial intelligence in shaping the future of go-to-market strategy.Jon shares his remarkable journey, from studying physics to co-founding Marketo and Engagio, joining Demandbase, and now launching his next venture at the cutting edge of AI. He reflects on the lessons learned from past technology revolutions, drawing parallels between the early internet era and today's AI boom.Listeners gain an inside look at how AI is fundamentally changing both software innovation and buyer behavior, why marketers must shift from quantity to quality-driven personalization, and what it takes to build organizations that thrive in an AI-first world.This episode is packed with insights for anyone navigating marketing's AI transformation, from creative storytellers to data-driven tacticians.Key TakeawaysThe Biggest Shift Since the Internet AI isn't just another tech trend, it's as transformative as the rise of the internet. We're entering a new era where software can do things we never imagined, enabling businesses that couldn't exist before.The “Jagged Frontier” of AI AI excels at some tasks and fails at others. The key is daily experimentation, understanding where AI amplifies your strengths and where human oversight is indispensable.From Quantity to Quality The goal isn't to send more emails, it's to deliver more relevant experiences. AI's true power lies in helping marketers achieve genuine one-to-one personalization through smarter orchestration, not mass automation.The Human – AI Partnership Future success lies in collaboration: humans provide creativity and empathy; AI handles data, optimization, and orchestration. Together, they create outcomes neither could achieve alone.Culture Determines AI Success Technology adoption starts with leadership. Organizations must build AI fluency into their culture, encouraging training, experimentation, and open sharing of prompts and insights.Emotion Drives Storytelling Even in B2B, emotion matters. Great storytelling taps into curiosity, excitement, and drama, whether through stealth launches, community intrigue, or relatable human experiences.Marketing Measurement Is Broken B2B marketers are still judged on MQLs and short-term results, despite the nonlinear reality of buying behavior. We need new ways to measure marketing that reflect its true long-term impact.Quotes“Don't use AI like a faster typewriter. Use it as a new form of intelligence that helps you think better.”Tech recommendationsDescript – For seamless AI-powered video and podcast editing.Crosby.ai – An AI-enabled law firm combining automation with human legal review.Resource recommendationsBooksThe Advantage by Patrick Lencioni – A guide to building healthy, high-performing organizations.Setting the Table by Danny Meyer – Lessons on culture and leadership from the hospitality world.Turn the Ship Around by L. David Marquet – Empowerment and leadership through intentional communication.NewsletterAlmost Timely Newsletter by Chris Penn.Kieran Flanahan Newsletter on Medium.Shout-outsChris Penn – AI strategist and co-founder of Trust Insights.Kieran Flanagan – SVP, Marketing, AI & GTM (SVP) and B2B growth expert and AI prompt innovator.Kathleen Schwab – Author of Marketing in the Great Big Messy World.About the GuestJon Miller is a marketing technology pioneer and serial founder. He co-founded Marketo, Engagio, and later served as CMO of Demandbase, helping redefine how B2B companies go to market. Now building his next AI-focused startup, Jon also advises tech companies on strategy and growth. A frequent keynote speaker and author of The Definitive Guides to ABM and Marketing Automation, he's been recognized as one of the world's top B2B marketers.Connect with Jon.

Alex Sloley: How to Coach POs Who Treat Developers Like Mindless Robots In this episode, we refer to the previous episodes with David Marquet, author of Turn the Ship Around! The Great Product Owner: Trust and the Sprint Review That Changes Everything Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "She was like, oh my gosh, I've never seen this before, I didn't think it was possible. I just saw you deliver stuff in 2 weeks that I can actually use." - Alex Sloley In 2011, Alex worked with a client organization creating software for external companies. They needed a Product Owner for a new Agile team, and a representative from the client—who had never experienced Scrum—volunteered for the role. She was initially skeptical, having never witnessed or heard of this approach. Alex gently coached her through the process, asking her to trust the team and be patient. Then came the first Sprint Review, and everything changed. For the first time in her career, she saw working product delivered in just two weeks that she could actually touch, see, and use. Her head exploded with possibility. Even though it didn't have everything and wasn't perfect, it was remarkably good. That moment flipped a switch—she became fully engaged and transformed into a champion for Agile adoption, not just for the team but for the entire company. Alex reflects that she embodied all five Scrum values: focus (trusting the team's capacity), commitment (attending and engaging in all events), openness (giving the new approach a chance), respect (giving the team space to succeed), and courage (championing an unfamiliar process). The breakthrough wasn't about product ownership techniques—it was about creating an experience that reinforced Scrum values, allowing her to see the potential of a bright new future. Self-reflection Question: What practices, techniques, or processes can you implement that will naturally and automatically build the five Scrum values in your Product Owner? The Bad Product Owner: When Control Becomes Domination Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "They basically just owned the team. The developers on the team might as well have been mindless robots, because they were being assigned all the work, told how much work they could do in a sprint, what the work was." - Alex Sloley In 2018, while working with five interconnected Product Owners, Alex observed a Sprint Planning session that revealed a severe anti-pattern. One Product Owner completely controlled everything, telling the team exactly what work they would take into the Sprint, assigning specific work to specific people by name, and dictating precisely how they would implement solutions down to technical details like which functions and APIs to use. The developers were reduced to helpless executors with no autonomy, while the Scrum Master sat powerless in the corner. Alex wondered what caused this dynamic—was the PO a former project manager? Had the team broken trust in the past? What emotional baggage or trauma led to this situation? His approach started with building trust through coffee meetings and informal conversations, crucially viewing the PO not as the problem but as someone facing their own impediment. He reframed the challenge as solving the Product Owner's problem rather than fixing the Product Owner. When he asked, "Why do you have to do all this? Can't you trust the team?" and suggested the PO could relax if they delegated, the response was surprisingly positive. The PO was willing to step back once given permission and assurance. Alex's key lesson: think strategically about how to build trust and who needs to build trust with whom. Sometimes the person who appears to be creating problems is actually struggling under their own burden. Self-reflection Question: When you encounter a controlling Product Owner, do you approach the situation as "fixing" the PO or as "solving the PO's problem"? How might this reframe change your coaching strategy? [The Scrum Master Toolbox Podcast Recommends]

Terry Haayema: The High Cost of Unsafe Agile Retrospectives Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "She was kind of like the mum for the team... she was actually the glue that held the team together." Terry tells the story of a team that was functioning like a feature factory until a business analyst became their champion and "team mom." This BA supported everyone through agile transformation and helped build trust and healthy conflict. However, when she mentioned something in a retrospective that led to her being put on performance management and eventually leaving, the team rapidly self-destructed. They lost their sense of belonging and teamness, retreating back to working as independent professionals rather than collaborating. The story illustrates how leadership actions can instantly destroy weeks or months of trust-building work, and how critical psychological safety is for sustainable team performance. For more critical points on how to be a great leader, check this episode with Captain David Marquet, a thought leader in the leadership space who wrote Turn the Ship Around!  Featured Book of the Week: The Five Dysfunctions of a Team by Patrick Lencioni Terry credits The Five Dysfunctions of a Team by Patrick Lencioni as massively influential in his career, particularly praising how Lencioni demonstrates that without trust as a foundation, teams cannot achieve anything else. The book's framework shows how lack of trust prevents healthy conflict, which prevents commitment, which prevents accountability, which prevents results. Terry found the way Lencioni illustrates these dysfunctions and their cascading effects to be incredibly valuable for understanding team dynamics and what's needed to build high-performing teams. In this segment, we also refer to Agile Software Development with Scrum, by Schwaber and Beedle. Self-reflection Question: What would happen to your team's dynamics if your most supportive, trust-building team member suddenly left tomorrow? [The Scrum Master Toolbox Podcast Recommends]

In this thought-provoking conversation, former nuclear submarine commander and bestselling author David Marquet returns to the Partnering Leadership podcast to discuss the core ideas behind his new book: Distancing: How Great Leaders Reframe to Make Better Decisions. Known globally for Turn the Ship Around, Marquet once again challenges traditional leadership assumptions—this time taking aim at a problem many leaders don't realize they have: they're too close to their decisions.Drawing from cognitive psychology, real-world leadership failures, and hard-earned lessons from the military to the boardroom, Marquet introduces a powerful framework he calls “distancing.” At its core: the idea that our best decisions often require us to stop thinking like ourselves. Whether it's asking, “What would my replacement do?” or considering how a future version of yourself might evaluate today's choice, Marquet offers tactical ways leaders can gain clarity, reduce bias, and improve judgment under pressure.Host Mahan Tavakoli guides the conversation toward the real-world application of these ideas, especially for senior executives navigating complexity, volatility, and the weight of past decisions. Marquet's insights are sharp, often counterintuitive, and supported by both research and field-tested leadership practices.Rather than offering platitudes or yet another leadership model, this conversation digs into the cognitive traps leaders fall into—and how to build the mental discipline to lead with more perspective and fewer blind spots. If you're responsible for high-stakes decisions, leading through uncertainty, or shaping organizational strategy, this episode delivers the kind of clarity that shifts how you think about thinking.Actionable TakeawaysYou'll learn why “being present” isn't always good advice—and how it can narrow your thinking at the worst possible timeHear how one shift in language (“What would you do if you were me?”) led to better decisions from Marquet's submarine crew—and how it applies to leadership teams todayDiscover why ego isn't about arrogance—it's about how your brain rewrites reality to protect your self-imageLearn the three dimensions of strategic distancing—and how each one can improve executive judgment under pressureHear how asking “What would my replacement do?” helped Intel's Andy Grove overcome years of legacy inertiaFind out why most retrospectives fall flat—and how to reframe them so people tell the truth without getting defensiveLearn how stress shortens your mental lens—and what leaders can do to create space (not just speed) in decision-makingExplore why decision hygiene matters more in volatile times—and what most leaders get wrong about intuitionYou'll learn why leadership isn't a conceptual exercise—and why Marquet compares it to learning a new languageHear the low-stakes practice Marquet recommends for building real-world empowerment habits—starting at your next restaurant mealConnect with David MarquetDavid Marquet Website David Marquet LinkedIn Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Mariano Gontchar: Breaking Down The Clan Mentality In Agile Teams Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Mariano encountered a competent team that was sabotaging itself through internal divisions and lack of trust. The team had formed clans that didn't trust each other, creating blind spots even during retrospectives. Rather than simply telling the team what was wrong, Mariano created an anonymous fear-based retrospective that revealed the root cause: a Product Owner who behaved like a boss and evaluated team members, creating a culture of fear. His approach demonstrates the power of empowering teams to discover and solve their own problems rather than imposing solutions from above. Self-reflection Question: What fears might be hiding beneath the surface of your team's dynamics, and how could you create a safe space for them to emerge? Featured Book of the Week: Turn the Ship Around! by David Marquet Mariano recommends "Turn the Ship Around!" by David Marquet (we have an episode with David Marquet talking about this book, check it here). Mariano highlights the fascinating story and introduction to the leader-leader model, which differs significantly from the traditional leader-follower approach. This book resonates with Mariano's journey from directive leadership to facilitative leadership, showing how empowering others rather than commanding them creates more effective and engaged teams. [The Scrum Master Toolbox Podcast Recommends]

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Steve Jobs once said he'd rather fire someone than force them to buy into a decision they disagreed with. This flies in the face of popular leadership advice like Amazon's "disagree and commit" philosophy. In this episode, we dive deep into Jobs' consensus-driven approach at NeXT and explore why expert-driven decision making might be superior to top-down mandates.We examine how Jobs' 8-person policy team made only 25 major decisions per year, the importance of psychological safety in decision-making, and why paying people to tell you what to do (rather than just do what you say) creates better outcomes. Other topics include...Consensus vs. "disagree and commit" leadership stylesExpert-driven decision making vs. ivory tower decisions Building psychological safety for real alignmentScaling decision frameworks in growing organizationsWhen to fire vs. when to coach through disagreementPerfect for product managers, agile coaches, and leaders looking to build more effective decision-making processes.#DecisionMaking #Leadership #ProductManagementLINKSWatch on YouTubeYouTube https://www.youtube.com/@arguingagileSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Website: http://arguingagile.comREFERENCESSource Video: https://www.youtube.com/watch?v=X_W6dLP09MQWorking Backwards: Insights, Stories, and Secrets from Inside Amazon, by Colin Bryar & Bill Carr, 2021Turn the Ship Around! A True Story of Turning Followers Into Leaders, by L. David Marquet, 2013AA208 - Jamie Dimon's Rant: Leadership Lessons on Trust and EffectivenessAA201 - Mastering Stakeholder Communication & ManagementINTRO MUSICToronto Is My BeatBy Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Welcome to the Best Of series on Partnering Leadership.While many of us take a bit of a breather in July and August, we're revisiting standout episodes—conversations that are worth hearing again, especially as leadership challenges shift and new moments call for fresh thinking.I've also pulled together 12 of the leadership books I recommend most often—each linked below to my conversation with the author.Whether it's your first listen or a return visit, the best conversations have a way of revealing something new when the moment calls for it. We'll be back in September with more great conversations and powerful ideas.Thanks for continuing to learn, grow, and lead in ways that make a real difference.—MahanTrust & Inspire – Stephen M. R. CoveyCEO Excellence – Carolyn Dewar, Scott Keller & Vik MalhotraSimple Truths of Leadership – Ken Blanchard & Randy ConleyLeading Change – John KotterHow to Lead – David RubensteinPrediction Machines – Ajay Agrawal, Avi Goldfarb & Joshua GansThe Performance Paradox – Eduardo BriceñoHow Minds Change – David McRaneyHuman + Machine – Paul Daugherty & H. James Wilson10 Stories Great Leaders Tell – Paul SmithTurn the Ship Around! – L. David MarquetMagic Words – Jonah Berger"I would rather read the best 100 books over and over again until I absorb them rather than read all the books."  Naval RavikantConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Distancing: How Great Leaders Reframe to Make Better Decisions by L. David Marquet, Michael A. Gillespie https://www.amazon.com/Distancing-Leaders-Reframe-Better-Decisions/dp/0593713109 Distance gives you perspective. Bestselling author of Turn the Ship Around! former US Navy Captain David Marquet and professor of psychology Michael Gillespie show you how to make better decisions by becoming your own coach. Be yourself. Be fully present. Be in the moment. This is a message we hear constantly. While this may be beneficial some of the time, the biggest obstacle to making wiser decisions that actually drive lasting success is ourselves. Being fully immersed in our own limited point of view biases our decisions toward defending our previous actions and maintaining our self-image. We need to exit our me-here-and-now self and get an outside perspective that sees us and the situation we are in objectively. We need a coach. This book shows us how to become our own coach by using a mental technique called psychological distancing. We do this in three ways: self-distancing, spatial distancing, and temporal distancing. First, we can be someone else, inhabiting another's perspective. This activates the neutral observer's outside point of view. Second, we can be somewhere else. We zoom out and see ourselves from afar, as just another person who is part of a larger context. Third, we can be sometime else, imagining that we are our future selves who are thinking back to what we wish we had done today. In each case, we can coach ourselves from this distanced perspective. The result is a powerful and immediate reframe of how we see ourselves, our situation, and what we should do. Featuring compelling scientific research, business cases, and exercises, Distancing equips us with effective practical tools to reduce anxiety, see more clearly, and make better decisions for ourselves and for our organizations.

In today's episode I'm telling you about my morning and how I went from feeling like absolute garbage to having a phenomenal day.CLICK HERE to purchase Woman of Your Own Dreams: The EvolutionCLICK HERE to book a free consult to learn more about 3 months of private mentorship in Woman of Your Own Dreams: The Immersionxo, Allison______________________Ready to apply for my Premium 1:1 Mentorship Experience? Click HERE! Come hang out on Instagram and Facebook with me! Get my signature journal HERE!

Who is Adam?Adam Warner is an accomplished technology professional who has navigated a successful career from hands-on software engineering to becoming a chief technology officer (CTO) at a prominent company. Starting from humble beginnings, Adam honed his technical skills and gradually rose through the ranks, moving from engineering roles to leadership positions such as VP of Engineering, and finally stepping into the CTO role. Throughout his career, he has demonstrated exceptional technical acumen across various industries. Nevertheless, like many technology leaders, Adam initially faced challenges adapting to the broader executive responsibilities of aligning technology with business objectives, cultivating strong leadership teams, and establishing influence among fellow executives and board members. Through perseverance and dedication, Adam has become a respected figure in bridging the gap between technology and business strategy.Key Takeaways00:00 Navigating Executive Anxiety03:48 CTO's Strategic Reflection Tools10:22 Subscribe for Weekly Podcast Updates11:05 "CTOs to Executive Coaches"_________________________________________________________________________________________________Subscribe to our newsletter and get details of when we are doing these interviews live at https://TCA.fyi/newsletterFind out more about being a guest at : link.thecompleteapproach.co.uk/beaguestSubscribe to the podcast at https://link.thecompleteapproach.co.uk/podcastHelp us get this podcast in front of as many people as possible. Leave a nice five-star review at apple podcasts : https://link.thecompleteapproach.co.uk/apple-podcasts and on YouTube : https://link.thecompleteapproach.co.uk/Itsnotrocketscienceatyt!Here's how you can bring your business to THE next level:If you are a business owner currently turning over £/$10K - £/$50K per month and want to grow to £/$100K - £/$500k per month download my free resource on everything you need to grow your business on a single page :It's a detailed breakdown of how you can grow your business to 7-figures in a smart and sustainable way————————————————————————————————————————————-TranscriptNote, this was transcribed using a transcription software and may not reflect the exact words used in the podcast)SUMMARY KEYWORDSCTO coach, Stuart Webb, Adam Warner, executive thinking, technology leaders, technical expertise, business goals, leadership presence, strategic leadership, CTO chasm, delegation, strategic approach, vision oriented, frustration, burnout, stalled career growth, firefighting, strategic risks, engineering team, business alignment, weekly reflection session, introduction call, helping first, CTO Playbook podcast, Satago, Patrick Lencioni, five dysfunctions of a team, thinking like a business leader, Turn the Ship Around, David l Marquette, executive coaching.SPEAKERSAdam Warner, Stuart WebbStuart Webb [00:00:31]:Hi, and welcome back to It's Not Rocket Science five questions over coffee. On this occasion, here is my coffee in my mug here. I'm joined by Adam Warner. Adam is a CTO coach helping, executive thinking within those people who are technical leaders. So, Adam, welcome to It's Not Rocket Science five questions over coffee.Adam Warner [00:00:54]:Thanks Thanks so much. Good to have me. Good to have you here. Thanks so much.Stuart Webb [00:00:57]:So so, Adam, let's start by, just exploring exactly it is who it is you help. What are the sort of people that are reaching out to you and asking for your help as a CTO coach?Adam Warner [00:01:07]:Yeah. Sure. So typically, it's the CTO, the chief technology officer, or the most senior technology leader in a company if they aren't called the CTO. They could be anywhere from startup, scale up, large enterprises, and they're typically someone who's transitioned, as you said, from being a hands on software engineer of some sort, VP engineering, into that senior leadership role. And it can be from almost, you know, any vertical. They're often incredibly skilled technically, but often feel unprepared for the broader executive responsibilities that they now find themselves with at at the CTO level. So often it's around, you know, aligning tech with business goals, building up their teams, and then they often face challenges in securing buy in from the other executives and then building that sort of leadership presence at the executive and board level.Stuart Webb [00:01:55]:So tell me, what are the sort of problems that these people have faced before they get in an an expert while you you involved, you know, in terms of both the business issues and also sometimes some of those, some of those more soft skills, the the the persuasion, the ability to influence?Adam Warner [00:02:15]:Yeah. That that's that's pretty much it. So I think there's there's a couple of things that people face. And and one of them is, the the the gap between the technical expertise and the strategic leadership. They're sort of trying to cross this, what I call the CTO chasm, really. And it's really about moving from being an individual contributor to being, working through delegation. It's going from the tactical approach to the strategic approach. And at the same time, migrating that view from the, sort of execution oriented perspective to the vision oriented perspective.Adam Warner [00:02:48]:And and the kind of feelings that people come to me with is sort of frustration, sometimes it's burnout, sometimes it's careers, stalled career growth. And sometimes I find them where they're sort of firefighting every day. They're struggling to get time to think strategically, sort of lurching from issue to issue, and often struggling to sort of step back and give themselves space and time to lead proactively because they're constantly in execution mode rather than thinking long term. And without the right guidance, people can make this transition. You know, it can take years of trial and error. But my role really is to help them cross that, well, you know, the CTO chasm as I call it, by accelerating that process of trying to figure out all of those things together and get them all to line up. A bit like getting all of the tumblers in a lock to line up at once so you can move to that next level and act strategically.Stuart Webb [00:03:36]:So, Adam, you must have one valuable piece of advice or one valuable, piece of, offering that you can you can give to people at the moment. What is that that offer that you get?Adam Warner [00:03:48]:I've got three, actually. One of the simplest and most powerful things a CTO can do, I think, is to implement a sort of a weekly strategical reflection session. So just setting aside thirty minutes every week to just analyze what are the biggest strategic risks I face, how well is my engineering team aligned with business goals, where am I spending my time. So just thirty minutes a week set aside for yourself to reflect and figure out where you're going. It's something that's completely free, completely straightforward, and and everybody can implement that straight away to to strong effect. I also offer a free thirty minute introduction call, with every CTO who'd like to have a chat with me, and I take the approach of helping first. So it's a good way to get some instant feedback on the current challenges and some of the other options that are available to you in terms of the different directions you could go in. And then lastly, I also host a podcast, as you mentioned in the beginning, called the CTO Playbook.Adam Warner [00:04:38]:That's aimed primarily at helping CTOs excel in their role. Taking a a playbook in each episode, often with a guest speaker who's an absolute expert in their area that they work in their topic. And you can find that podcast by searching for the TCO the CTO playbook, sorry, on your favorite podcast platform or by visiting my website, sunnova.tech/podcast.Stuart Webb [00:05:00]:So we're gonna we're gonna put a link to those things that Adam just mentioned in our, our free vault which is systemize.me/free-stuff. So if you go to systemize.me, if you didn't catch any of that, go to systemize.me-freestuff. I'll put that as well into the notes. You can you can you can catch all those, those valuable free offers that I've just offered you there. So, we'll we'll have those in our show notes. Adam, I'm I'm gonna sort of, try to sort of dive in a little bit to the sort of acumen behind the, behind the CTO coach here. That must have been a book, a program, a life experience, something which brought you to where you are today? What what what was it that sort of took you on the journey? What ended up sort of, you know, becoming Adam, the CTO coach, and what was it that inspired that?Adam Warner [00:05:54]:Yeah. So about twelve years ago, I became a founder of a startup, a cofounder, I should say. I started side, Stephen, who's the founder of Satago. And I sort of went through that role, figuring things out the hard way. Most of the time, I had some good mentors along the way with members of seed camps who had access to a a couple of great people, from there. But it was that kind of it was that sort of step of of, first of all, figuring out all the challenges I had in front of me and working out step by step, you know, sort of using the brute force approach to get through it. And I think, really, the thing that that brought it home was is this idea of stopping thinking like an engineer and beginning to think like a business leader. And there was really two, areas there.Adam Warner [00:06:33]:So one was this transition of trying to figure out a lot of things at once, which you already mentioned, Crossing the CTO Chasm. And the other one was really closely related to that, which is actually from the, Patrick Lencioni book on the five dysfunctions of a team, which is that you gotta you gotta act in your first team. And in that case, as a CTO, that's the executive team. It isn't the engineering team. So So that's another one of those key transitions that once I figured out and got my head around it, became a lot easier to understand what was expected of me. And in terms of mindset shift, there was also a book that really helped, which I'd been recommended years earlier, but really came into its own. And that's a book called Turn the Ship Around by David l Marquette. And the reason it's so useful is because it represents that mindset shift to the leader, to then stop that process of of change across the entire team as well as in yourself.Stuart Webb [00:07:18]:Brilliant. Look, Adam, it's been me asking the questions up until now, and I I guess one of the things that you must be thinking is, well, there's a second obvious question. Why isn't he asked it? And so, therefore, I am going to, immediately turn that over to you and say, what is that obvious question that you wish I have asked you at this stage? And and, obviously, as it will be your question, you'll need to answer it for us. So what's the obvious question that I haven't asked you up until now?Adam Warner [00:07:45]:So the obvious question is why don't more CTOs get coaching?Stuart Webb [00:07:51]:Why doesn't everybody get more coaching? Adam, are they? It's not a not a problem limited to CTOs. I often wonder why it is that people are somehow resistant to the whole idea of having somebody that they can sort of rely on and and tap ask and and be outside of a situation to just say, do you know, I just want an ear?Adam Warner [00:08:10]:And a lot of the times, I think people do rely on their immediate leader. They have, a mentor. A lot of people have somebody. And in other cases, people go to coaching and training courses. But I think with CTOs, there's a particular challenge in that. I think many c CEOs get coaching. And in fact, I think if most CTOs turn around to their to their most most CTOs turn around to their CEO and say, do you get coaching? The answer would probably be yes. And that's also true for many CFOs and COOs.Adam Warner [00:08:37]:But it so there's a lack of awareness that CTOs don't really realize it's an option. Often, CTOs being classed as a delivery role rather than an executive role. And so, it's just not that common. There's not many people who talk about CTO coaching. That's one thing. I think the other the other reason is is applicability. I think there's a there's a lot of executive coaches out there and they're quite generic, in terms of the the background that they expect somebody to have. And it doesn't always apply or resonate particularly well with the CTO.Adam Warner [00:09:09]:There's a difference in the the course you take through a company from engineering than if you come, for example, sales or marketing, where you've got a lot more focus and emphasis on, for example, communication. I think training courses fill some of this gap. I think mentors can really help. But mentors can, you know, they can be a bit hit and miss based on the right kinds of experience. The CTO role might be only forty years old, but it's a very broad church in terms of the different kinds of roles that CTO covers. So my approach, for coaching is slightly different. I basically blend together coaching, teaching, and mentoring. And so coaching is that, you know, the blockers, the fears, the confidence, you know, in some cases, the imposter syndrome.Adam Warner [00:09:48]:Teaching is the frameworks and playbooks that you haven't been previously exposed to or had experience in. And mentoring is kind of two folds mentoring. One is holding people to account based on promises and expectations, but the other part is also being able to bounce ideas off somebody, with a lot more experience and background. And, you know, what are the unexpected side effects? What would be the in consequences that I can't foresee coming from those kinds of things? And so having that, approach, really, I think a lot of CTOs just don't realize that coaching's available and out there. There aren't that many CTO coaches who specifically focus on this.Stuart Webb [00:10:22]:Brilliant. Adam, thank you so much for spending a few minutes with us and talking us through that. I'm just gonna leave, one final, link for people. If you would like to get on to the, the mailing list that we send out, we send out an email about once a week, and we just let people know about who's coming up on the podcast and other things that we're thinking about at the moment. It it contains two or three things that we're thinking about, two or three things that are common and going on in the world, plus, plus some humor. We try and inject some humor to every newsletter because we think the world should be a brighter, buprenier place. But if you'd like to get onto that newsletter list, come on to systemize.me/subscribe. That's systemize.me/subscribe.Stuart Webb [00:11:05]:Alan, thank you so much for spending a few minutes with us. Really appreciate it. I hope to hear in the future how many more people get their coaching from the CTO background, and go on to become successful executives. Thank you so much.Adam Warner [00:11:18]:Thank you, Stuart. Great to have you. Get full access to It's Not Rocket Science! at thecompleteapproach.substack.com/subscribe

In this episode of The Inquisitor Podcast, host Marcus Cauchi speaks with Michael Davis-Marks, a veteran of the Royal Navy who commanded a nuclear-powered submarine and now focuses on leadership development and advocating for the veteran community. They discuss decision-making under pressure, the unique transferable skills veterans bring to civilian life, and the critical differences between traditional and effective leadership models like servant leadership. The conversation highlights the importance of training, teamwork, delegation, building trust, and fostering a culture where people feel valued and empowered to do their best work. Michael Davis-Marks: Spent 36 years in the Royal Navy, primarily as a submariner, including commanding a nuclear-powered submarine. Served in the British Embassy during 9-11. Since leaving the Navy 13 years ago, he has focused on leadership development and culture. He is also the managing editor of TheVeteran.uk, a publication that gives voice to the veteran community. His mission is to amplify the lived experience of veterans, challenge outdated stereotypes, and advocate for what armed forces veterans can offer to organisations, employers, and society. Key Discussion Points: Veterans as a Valuable Asset: Veterans possess extraordinary transferable skills such as leadership, teamwork, discipline, and commitment, which can be enormously helpful to organisations and society as a whole. There are approximately 2.2 million veterans in the UK, about a million of whom are of working age, representing a significant pool of talent. Challenging Stereotypes: The common stereotype of military people as "Colonel Blimp" or a "shouty sergeant" is inaccurate for the vast majority of veterans. Veteran Mindset: Many veterans, including Michael, don't initially realise how much they have to offer civilian life due to a self-effacing mindset developed through military training that prioritises the team over the individual. Decision Making Under Stress: The military trains individuals to remain calm and think clearly in high-pressure situations. The ability to make good decisions under stress is crucial and can be developed through training and building resilience. Leadership Defined: Leadership is not about telling people what to do. It's about motivating and inspiring people, helping them become better versions of themselves. Servant Leadership: This model posits that the leader is there to serve the people subordinate to them, helping them realise their full potential. It's about looking after the people in your charge, not just being in charge. Delegation vs. Abdication: Leaders who spend their time "doing" are stealing learning opportunities and growth from their people. Empowering people to work things out for themselves, rather than always providing the answer, is crucial for development. Michael's rule was "don't bring me problems, bring me solutions". Allowing people to "have a go," even if they make mistakes in a safe environment, fosters learning. Creating Conditions for Trust: Trust begins with the leader's self-awareness, emotional intelligence, and empathy. It is developed by assigning low-risk tasks initially, being a mentor and coach, gently nudging rather than directing, and providing encouragement and positive feedback. Leadership is Trainable: While some may be "born leaders," leadership skills can be taught and developed through training and practical experience. Openness to feedback and the realisation that one is not perfect are key to improvement. The Staircase of Learning: This concept describes the progression from unconscious incompetence (not knowing what you don't know) through conscious incompetence and conscious competence to unconscious competence (second nature). Training and repetition are critical to moving through these stages and building resilience. Continuous Improvement: In the military, standard operating procedures were changed "all the time" because you can't stand still; "every day is a school day". Agility of thought is essential because plans often don't survive first contact. The Leader's Role: The leader's job is to create the conditions for their people to do their best work. Delegating tasks to competent people allows the leader to step back, maintain a strategic view, and avoid becoming a bottleneck or single point of failure. The Importance of People: People are the most important asset in any organisation, not just numbers on a spreadsheet. Treat them as people. A high staff retention rate is often a sign of a happy and well-led company. People frequently leave jobs because of their boss, particularly if the boss prevents them from doing their best work. Beating people does not improve morale. Advice for New Managers: "Get Off Your Arse" (GOYA) is crucial advice. New managers should spend their initial time listening, walking around, asking curious questions about what people do, what they like/dislike, and what can be improved. Taking notes shows you are listening and helps you remember. Getting out and talking to people makes them feel important and that they belong. This approach should be routine, not just for the first few days. Lesson for a Younger Self: Michael would tell his 23-year-old self that he knows much less than he thinks and is surrounded by people who can help. He would advise working on relationships with others to learn and grow together as a team, emphasising that people are the most important aspect in everything. Recommended Resources: "Turn the Ship Around" by David Marquette (Discusses an "I intend to" model of leadership empowering the team). "Always Start With Why" by Simon Sinek. "Leaders Eat Last" by Simon Sinek (Highlights the principle of leaders serving those who rely on them). TheVeteran.uk: Publication giving voice to the veteran community. Connecting with Michael Davis-Marks on LinkedIn

You've probably heard "leadership versus management" debates many times, but Kristen and Mike break it down in a way that actually makes sense. This isn't about which one is better - spoiler alert: you need both. Instead, they explore how these distinct skill sets work together and why understanding the difference can transform your career. From Confucius to Navy SEALs, they share practical insights on when to lead people versus manage systems, common myths that trip up even experienced professionals, and why the best leaders toggle between both modes throughout their day. If you've ever wondered whether you're managing when you should be leading (or vice versa), this episode will give you the clarity to know which hat to wear when.Highlights:The Core Distinction: Leadership = vision and inspiration ("why" and "what"). Management = operations and execution ("how")Kotter's Framework: Leadership establishes direction, aligns people, motivates. Management plans/budgets, organizes/staffs, controls/problem-solvesWhy Both Matter: Successful leaders toggle between both modes throughout their dayLeadership can be learned through study and practice - you're not born with itCommon Myths Debunked: Leadership isn't higher status than management, you can lead from any role, both require ongoing developmentThe Coaching Approach: Keeps you focused on vision and mentorship while avoiding micromanagementManaging Systems, Leading People: Manage processes, lead and inspire the people within themContinuous Growth: Leadership development is lifelong, requiring constant learning and self-reflectionLinks & Resources Mentioned:Start With Why by Simon SinekGood to Great by Jim CollinsTurn the Ship Around by Captain L. David MarquetThe Coaching Habit by Michael Bungay StanierExtreme Ownership by Jocko WillinkUnreasonable Hospitality by Will GuidaraPodcast Website: www.loveandleadershippod.comInstagram: @loveleaderpodFollow us on LinkedIn!Kristen: https://www.linkedin.com/in/kristenbsharkey/ Mike: https://www.linkedin.com/in/michael-s-364970111/Learn more about Kristen's leadership coaching and facilitation services: http://www.emboldify.com

This episode confronts the leadership trends of planting one's practice in only one model without room for growth and agility. Someone has to lead, AND there should be collaborative moments for team member contributions. We need both. Models referenced: situational, servant, transformational leadershipBooks referenced: Turn the Ship Around by L. David Marquet and Servant Leadership Characteristics in Organizational Life by DeGraaf, Tilley, and NealYouTube Interview with Captain Marquet: https://youtu.be/PbqTbGHd5K8?si=GmkQAvaBRiBO1-Fc

In this solo episode of the Everyday Business Problems podcast, Dave Crysler unpacks what it means to build an intentional culture—and why it's one of the most challenging and impactful things a leader can do. Drawing from over 25 years of leadership experience, Dave shares personal stories, lessons learned, and practical strategies for transforming toxic or fractured company cultures. Whether you're leading change after a leadership shift or experiencing a change of heart yourself, this episode gives you a real-world framework to start shaping a healthier, more effective workplace culture. What You'll Discover: Why culture isn't your mission statement—it's how your people feel on Sunday night. Three key pillars for intentional culture: empathy, kind candor, and clarity before action. How to rebuild trust in organizations with siloed departments and poor communication. Tips for leading with empathy and owning mistakes to earn buy-in from your team. How to respond when you've been part of the problem and are ready to change. The power of involving your team in shaping a shared vision for culture and performance. Book recommendation: Turn the Ship Around by L. David Marquet for leadership inspiration and practical culture transformation. Subscribe to the Business Systems Saturday Newsletter

Today on the Social-Engineer Podcast: The Security Awareness Series, Chris is joined by Roy Luongo. Roy is the Chief Information Security Officer for the United States Secret Service. He leads a team in the defense and information assurance of all USSS information systems and solutions. Prior to his current role he was the Director, Joint Mission Operations Center for Cyber Command, providing oversight of mission critical Cyber Operations infrastructures. He has also served as Chief, NSA Red Team and Technical Director for Interactive Operations for the NSA. Roy is a retired Army soldier with 20 years' service within the Intelligence and Cyber career fields. [March 17, 2025]   00:00 - Intro 00:17 - Intro Links: -          Social-Engineer.com - http://www.social-engineer.com/ -          Managed Voice Phishing - https://www.social-engineer.com/services/vishing-service/ -          Managed Email Phishing - https://www.social-engineer.com/services/se-phishing-service/ -          Adversarial Simulations - https://www.social-engineer.com/services/social-engineering-penetration-test/ -          Social-Engineer channel on SLACK - https://social-engineering-hq.slack.com/ssb -          CLUTCH - http://www.pro-rock.com/ -          innocentlivesfoundation.org - http://www.innocentlivesfoundation.org/                                                01:55 - Roy Luongo Intro 02:44 - The Path to CISO of the Secret Service 04:58 - Cybersecurity in Early Education 07:50 - The Entry Level Catch-22 12:24 - Quantifying Risk 14:27 - The Best Way Forward 16:51 - The Effects and Future of AI 20:06 - Understanding Your Needs 22:11 - Advise to Young Roy 24:56 - The Cost of Training 29:01 - Mentors -          Ed Skoudis -          Brigadier General Brian D. Vile -          Shawn Turskey 29:55 - Lollipop Moments -          TEDxToronto - Drew Dudley "Leading with Lollipops" 31:33 - Book Recommendations -          Cybersecurity Canon - Rick Howard -          Kingpin - Kevin Poulsen -          Turn the Ship Around! - L. David Marquet 33:49 - Wrap Up & Outro -          www.social-engineer.com -          www.innocentlivesfoundation.org

Guest: Dave Hannigan, CISO at Nu Bank Topics: Tell us about the challenges you're facing as CISO at NuBank and how are they different from your past life at Spotify? You're a big cloud based operation  - what are the key challenges you're tracking in your cloud environments?  What lessons do you wish you knew back in your previous CISO run [at Spotify]? What metrics do your team report for you to understand the security posture of your cloud environments?  How do you know “your” cloud use is as secure as you want it to be? You're a former Googler, and I'm sure that's not why, so why did you choose to go with Google SecOps for your organization? Resources: “Moving shields into position: How you can organize security to boost digital transformation” blog and the paper. “For a successful cloud transformation, change your culture first” blog “Is your digital transformation secure? How to tell if your team is on the right path”' blog EP201 Every CTO Should Be a CSTO (Or Else!) - Transformation Lessons from The Hoff EP104 CISO Walks Into the Cloud: And The Magic Starts to Happen! EP141 Cloud Security Coast to Coast: From 2015 to 2023, What's Changed and What's the Same? EP209 vCISO in the Cloud: Navigating the New Security Landscape (and Don't Forget Resilience!) “Thinking Fast and Slow” book “Turn the Ship Around” book

Substack Week: Bridging the Gap Between Agile Teams and Leadership With Josh Anderson In this Substack Week episode, we explore the critical challenges and opportunities in the relationship between Agile teams and organizational leadership. Josh Anderson shares insights from his extensive experience in technology leadership and discusses how both sides can work together more effectively. Understanding the Business-Team Divide "We are part of the business, but many teams separate it out say, 'Oh, that's over there, that's not us.' No, that is us." One of the most common challenges in organizations is the perceived divide between "the business" and development teams. Josh emphasizes that this separation is an anti-pattern that needs to be addressed. Teams must understand how they create value for customers and how their work connects to the organization's broader mission. The key is asking fundamental questions like "Why do we exist?" and focusing on delivering real value to customers rather than just building features or fixing bugs. The Art of Communication with Leaders "You have to reach across the aisle... speak in language that they understand, and of course the other side of the aisle has to understand that you may not understand all of the financial acumen or other things that they're throwing out." Effective communication requires both sides to make an effort to understand each other. Josh highlights the importance of: Using common language that everyone understands Being willing to ask for clarification when needed Explaining technical terms and concepts clearly Focusing on business value rather than process details Understanding that it takes approximately seven repetitions for new concepts to be fully absorbed Learning from Anti-Mentors "That experimental database of things I need to try is getting actively shrunk. So I'm starting to just cross off things. Okay, don't do that, don't do that, don't do that." Josh introduces the concept of "anti-mentors" - learning valuable leadership lessons from challenging experiences with ineffective leaders. This approach helps: Build a clear understanding of what not to do Narrow down the field of potential leadership approaches Create a stronger foundation for experimentation with new methods Transform negative experiences into positive learning opportunities The Leadership Laboratory "Constantly experiment with things. But be super inclusive about those experiments that you're going to run and say, 'Hey, this is who we want to be.'" Josh emphasizes treating leadership development like product development, using experimentation and feedback loops to improve continuously. Key aspects include: Setting clear expectations about experiments and intended outcomes Including team members in the process of change Giving changes enough time to show results Being open to adjusting based on feedback Creating a safe environment for trying new approaches Recommended Resources For Further Study The book: Turn the Ship Around by David Marquet Josn's The Leadership Lighthouse Newsletter on Substack The Meta-Cast Podcast with Josh and Bob Galen And take a look at KAZI.IO - Josh's consulting business [The Scrum Master Toolbox Podcast Recommends]

Chapter 1 What's Turn the Ship Around! by L. David Marquet"Turn the Ship Around!" by L. David Marquet is a leadership book that shares the author's experiences as a U.S. Navy submarine captain. Marquet emphasizes the importance of empowering individuals to take ownership of their work rather than following a top-down command structure. He details how he transformed the USS Santa Fe, a struggling submarine, into one of the best-performing ships in the fleet by promoting a culture of competence and control at all levels. The book introduces concepts like ‘leader-leader' rather than ‘leader-follower,' encouraging leaders to foster an environment where employees are encouraged to think critically, make decisions, and become actively engaged in their roles. Through practical insights and anecdotes, Marquet illustrates that when individuals are trusted and given responsibility, performance and morale improve dramatically.Chapter 2 Turn the Ship Around! by L. David Marquet Summary"Turn the Ship Around!" by L. David Marquet is a leadership and management book that recounts the author's experience as a U.S. Navy submarine captain. Marquet took command of the USS Santa Fe, a submarine that was struggling with low morale and poor performance. Instead of maintaining the traditional top-down leadership approach, Marquet implemented a new philosophy of leadership that he termed "leader-leader" rather than "leader-follower." Key Themes and Concepts:Empowerment and Ownership: Marquet emphasizes the importance of empowering individuals at all levels of an organization. He believed that by giving his crew members ownership of their tasks, they would feel more engaged and responsible for their work. Instead of merely following orders, crew members were encouraged to think critically and make decisions.Control vs. Competence: Traditionally, leaders feel the need to maintain control over their subordinates, which can lead to bottlenecks and disengagement. Marquet argues that leaders should instead focus on building competence within their organization, allowing team members to operate independently with confidence.Communication and Trust: Effective communication is critical in any organization. Marquet cultivated an environment where crew members felt safe to express their ideas and concerns. Establishing trust among team members led to improved collaboration and innovation.Intent-Based Leadership: Instead of the typical command-and-control structure, Marquet introduced the concept of intent-based leadership, where leaders communicate their intent and the team members take the initiative to act. This shift encourages proactivity and adaptability in teams.Decentralizing Decision-Making: Marquet restructured the decision-making process, allowing more junior crew members to make decisions on their own. This approach not only reduced the burden on leaders but also allowed for quicker and more effective responses to challenges. Results:Under Marquet's leadership, the USS Santa Fe transformed from one of the worst-performing submarines in the fleet to one of the best. The morale and engagement of the crew improved significantly, showcasing the effectiveness of his leadership approach. Conclusion:"Turn the Ship Around!" serves as a practical guide for leaders looking to inspire and empower their teams. Marquet's experiences demonstrate that leadership can be transformative when leaders focus on enabling their people to take ownership and responsibility for their work, ultimately leading to better outcomes and a stronger organizational culture.Chapter 3 Turn the Ship Around! AuthorL. David Marquet is a retired United States Navy captain best known for his innovative leadership practices which he documented in his bestselling book "Turn the Ship Around!: A True Story of Turning Followers into Leaders." This book was first published in 2013...

In this podcast, two tech industry veterans reflect and share candid insights from 20 years of navigating the ever-changing world of tech and software development. Join Product Manager Brian Orlando and Enterprise Business Agility Coach Om Patel as they talk strategies for recession-proofing your career, the critical importance of talking to customers, and the role leadership plays in driving organizational success. Come for the positive experiences, but stay for the cringe-worthy tangents - we also explore the all-too-common pitfalls of tech such as confusing utilization with progress, the prevalence of Tayloristic management, and the emotional toll of accruing technical debt. Whether you're at the start of your career or a 20-plus year veteran like us, we'd love to hear if our experiences are similar to your own and we hope you enjoy our discussion on spending 20 years in tech!#TechCareers #LeadershipLessons #ProductManagement #SoftwareDevelopment #AgileReferencesWeapons of Mass Instruction by John Taylor GattoPunished by Rewards by Alfie KohnTurn the Ship Around! by L. David MarquetThe New Economics for Industry, Government, Education by W. Edwards Deming= = = = = = = = = = = =Subscribe on YouTube:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1YouTubehttps://youtu.be/I_LF4QUU-XMApplehttps://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Spotifyhttps://open.spotify.com/show/362QvYORmtZRKAeTAE57v3= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Eric Siu reveals the dramatic turnaround story of Single Grain, the marketing agency he saved from the brink of bankruptcy in 2015. From early mistakes like poor hires and lack of focus to leveraging SEO and building a powerhouse team, Eric uncovers the secrets to his success. He shares hard-earned lessons on leadership, hiring, and maintaining top talent—insights every business owner needs to hear about thriving in the face of challenges. Watch the full interview here: https://youtu.be/iA0vF282Drk  TIME-STAMPED SHOW NOTES: (00:00) The Fall of Single Grain (07:27) Turning the Ship Around (12:41) Lessons from Hiring: The CEO Dilemma (18:46) Navigating Acquisitions: The Importance of Due Diligence (26:05) The Current State and Future of Single Grain Don't forget to help us grow by subscribing and liking on YouTube! https://www.youtube.com/channel/UC3owDdLk7HL1dyQnkoBuRew  — What should I talk about next? Who should I interview? Please let me know on X or in the comments below. Did you enjoy this episode? If so, please leave a short review here Subscribe to Leveling Up on iTunes Get the non-iTunes RSS Feed   Connect with Eric Siu:    Growth Everywhere Single Grain Leveling Up Eric Siu on X Eric Siu on Instagram

Retired US Navy Admiral Kyle Cozak shares his inspiring journey of resilience and leadership in this episode of the Partnering Leadership podcast. From his upbringing in Las Vegas to his life-altering accident, Admiral Cozak's story is a testament to the power of trust, positive thinking, and determination. He emphasizes the importance of clear communication, trust, and relatability in leadership and how these qualities can empower individuals to make the right decisions. Admiral Cozak's relentless positivity and unwavering belief in finding new opportunities, even in adversity, is truly inspiring. The conversation also delves into the evolution of leadership in the military, with Admiral Cozak highlighting the shift from commanding and telling people what to do to building trust and empowering individuals. Admiral Cozad shares his experiences as the 22nd senior director in the White House Situation Room, where he witnessed the importance of trust and effective decision-making. Admiral Cozak's insights on teaching leadership and cultural change in the military shed light on the challenges of instilling values and perspectives in a diverse group of recruits. Furthermore, Admiral Cozak's journey of overcoming a life-changing injury and determination to find a new purpose is remarkable. His positive mindset, support network, and belief in overcoming obstacles are lessons that can inspire anyone facing challenges in their own lives. Discover the power of the commander's intent and how it can transform decision-making.Uncover the evolution of leadership in the military and the lessons learned from that transformation.Hear the inspiring story of Admiral Kyle Cozad's life-altering accident and his remarkable mindset shift.Learn about the importance of trust and open communication in leadership.Gain insights into teaching leadership and cultural change in the US military.Find out how struggles and determination at the Naval Academy shaped a leader's path.Delve into the experience of serving as the 22nd senior director in the White House Situation Room.Understand the significance of active listening and conversations in developing young leaders.Discover the role of caregivers and a positive outlook in overcoming challenges.Explore the power of relentless positivity and its impact on leadership.Connect with Admiral Kyle CozadRelentless Positivity: A Common Veteran Battling Uncommon Odds at The Naval Aviation Store Admiral Kyle Cozad on LinkedIn Relentless Positivity: A Common Veteran Battling Uncommon Odds on Amazon Partnering Leadership conversations mentionedDavid Marquet, Author of Turn the Ship Around!: A True Story of Turning Followers into Leaders & Leadership Is Language: The Hidden Power of What You Say--and What You Don'tConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Dave Ramsey & George Kamel answer your questions and discuss: "My husband's crazy ex-wife is trying to steal our money," "How do I budget and build wealth?" "Should we take out a HELOC to buy a vacation home?" "Does this pass the 'burn on the floor' test?" "Can I invest while saving my emergency fund?" "I'm 63 and don't know how to retire," "Should we cash out a whole-life policy?" "Pay off debt or keep saving for school?" "Should I invest or save for home repairs?" "Should we cash out my wife's retirement?" "My husband's side hustle doesn't make money," "I'm $45,000 in debt, what can I do?" Have a question for the show? Call 888-825-5225 Weekdays from 2-5pm ET Support Our Sponsors: The Chosen Zander Insurance Churchill Mortgage BetterHelp Neighborly Find a Ramsey Trusted Real Estate Agent: Click Here Have more money and less stress with George Kamel's NEW book, Breaking Free From Broke! Want a plan for your money? Find out where to start: Click Here Listen to all The Ramsey Network podcasts: Click Here Interested in advertising on The Ramsey Show? Click Here Learn more about your ad choices. https://www.megaphone.fm/adchoices Ramsey Solutions Privacy Policy