Podcasts about ship around

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 His mission is to amplify the lived experience of veterans, challenge outdated stereotypes, and advocate for what armed forces veterans can offer to organisations, employers, and society.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

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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 episode of the Veterinary Leadership Success Show, I'm joined by Dr. Mark Reeve, second-generation practice owner of Tea Tree Gully Veterinary Hospital in South Australia. Mark's approach to team development is anything but traditional—and it's paying off in spades.What started as a frustration with stagnant nursing careers and dusty procedure manuals became a mission to revolutionize learning in his clinic. Inspired by the leadership playbook Turn the Ship Around by David Marquet, Mark and his team have built a powerful in-house certification program that's giving his nurses real direction, satisfaction, and career momentum.From ditching the 200-page ops manual to introducing 60+ micro-certifications tied directly to pay and performance, Mark shares exactly how his practice transformed learning into a dynamic, gamified system that's increasing retention, boosting skill levels, and creating a culture of repeatable excellence.If you want your team to love learning, feel empowered, and stick around for the long haul—this episode is a must-listen.Episode Outline: [00:00] – Skills as Procedures[01:00] – Meet Dr. Mark Reeve: Second-gen vet and practice owner in Adelaide[03:20] – From James Herriot Roots to Modern Leadership[04:30] – The Problem: No CPD, no progression, high nurse attrition[05:50] – Enter Turn the Ship Around: A Navy-inspired pivot to career pathways[07:10] – Turning a Dusty Procedure Manual into 60+ Micro-Certificates[08:45] – Monthly Recognition, Mentorship, and Real Accountability[10:00] – Retention, Repeatability, and Pay Tied to Progress[11:45] – A Fairer, More Transparent Career Path (No More Tenure Bias)[14:00] – Going Beyond Basic Roles: Consulting, Clinics, Anesthesia & More[17:00] – The Impact on Training ROI & Vet Skill Uptake[20:00] – Curriculum Creation on the Fly—And Why Alpha Testing Works[25:30] – Certificates Built by Nurses, for Nurses[27:00] – Why Mark Doesn't Worry About Recruitment Anymore[29:15] – Soft Skills, Client Care & Team Ownership[31:00] – Scaling Learning with ChatGPT & Automation (Future Vision)[34:30] – The Power of Procedural Thinking[36:30] – From Lip Service to Long-Term Success Plans[38:15] – “Everyone Comes Home”: How Mark Built an Alumni Culture[39:45] – Building a Pipeline from High School to Hospital LeadershipResources:Book Mentioned: Turn the Ship Around by David MarquetConnect with Dr. Mark Reeve:Tea Tree Gulley Veterinary Hospital: https://www.ttgvet.com.auDr. Mark Reeve on Linkedin: https://www.linkedin.com/in/mark-reeve-a3419068/ Follow Dr. Dave Nicol for More Leadership Insights:Follow Dave: @drdavenicolLearn more about Veterinary Leadership Training: Veterinary Leadership AcademyEnjoyed this episode?Leave a review on iTunes and share it with your veterinary colleagues!Mentioned in this episode:Mentioned in this episode:Are you finding it impossible to carve out time for leadership tasks in your veterinary practice? Do you feel like you're

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

In this episode of the Veterinary Leadership Success Show, Dr. Dave Nicol is joined once again by leadership expert Dr. Peter Weinstein to dive into their top three must-read leadership books for veterinary professionals.Great leadership isn't just about managing people—it's about inspiring teams, making smart decisions, and building a sustainable, thriving practice. But with so many books on leadership out there, which ones actually make a difference? In this episode, Dave and Peter break down their current favorite reads and explain how these books can transform the way you lead your team and run your practice.Episode Outline:[00:00:00] – Introduction: The Leadership Book Challenge[00:01:18] – Why Leadership is a Team Sport (Lessons from John Wooden)[00:03:37] – Conscious Business – The Book That Changed Dave's Leadership Approach[00:05:07] – How to Win Friends & Influence People – A Timeless Classic[00:06:16] – Turn the Ship Around! – How to Lead When Everything Feels Broken[00:08:22] – Trust & Inspire – The Future of Leadership[00:10:27] – Blue Ocean Strategy – Strategic Thinking for Veterinary Leaders[00:12:32] – The Must-Read Leadership Book for Every Veterinary Practice OwnerConnect with Dr. Peter Weinstein:LinkedIn: Dr. Peter WeinsteinVeterinary Ownership Advocates: https://www.veterinaryownershipadvocates.com/ Follow Dr. Dave Nicol for More Leadership Insights:Instagram: @drdavenicolWebsite: drdavenicol.com

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)

No guests today! Instead, I'll be taking questions from the Building Better Games discord and answering them. I cover10 questions including the challenges with AAA dev, the rise of co-dev, and what production careers look like. Enjoy! Question #1 : How do you ensure that you (the royal you) are making a game that will be fun for players, not just fun for its designers to make? (Or maybe in this context - what are the ways in which production can support product management and ensure the sprint-to-sprint goals align with what internal player advocates are asking for?) Question #2 : What would you say needs to happen to make the big players more competitive / successful again? Question #3: Do you think there's an observable trend towards an increased amount of codevelopment as a way to mitigate costs/risk? What issues do you see this posing for coherent design and production if there is an increasing reliance on external development partners?   Question #4: There are clear signs when certain aspects of a game are lacking - incoherent design, low quality assets, buggy software. What are the player-facing symptoms of a game that is lacking in production or leadership competencies?    Question #5: Production organizations at larger game studios often suffer from issues of structure, such as a substantial number of producers, senior producers, and even lead producers all rolling directly up into an overburdened production director, because there doesn't seem to be an understood space for a “producer manager” between frontline production and executive/director-level production leadership. What is the rationale for this gap when manager is a well-understood conceit in other gamedev disciplines (e.g. designers will have design managers reporting to a design director, artists will have department managers reporting to a director, engineers have managers between them and directors, etc.)?  Is it just that production is typically not a large enough organization to merit managers? That producers are seen as organized and not in need of more traditional personnel management? Question #6: How can you become better at your role as a producer when you aren't at your job? Or in other words, how can you get better at what you do aside from getting more experience?   Question #7: For mid- and senior level producers: What does a career development track look like? Often it seems like the only future for a highly competent producer is executive producer (a stretch for many and not a realistic path for most) or production director, which itself is a rarified commodity at larger developers. What are the progression opportunities an IC producer should be considering? Question #8: As the only Production guy on my team (and 1 of 3 "operations people"), how would you deal with getting questions and answers when you have nobody around to rubber ducky with?   Question #9: When talking about the past, how can you learn to abstract experiences and look past the specifics? Are there any resources you recommend for learning how to tell stories so that you're not bogged down in the details of history?   Question #10: How are game developers selecting and setting up test groups to see their players are enjoying the game and it's a good market fit? Are there aspects of this process that could see refining and improving? Or common pitfalls other developers tend to see in this process? LinkedIn for Steve Bromley (https://www.linkedin.com/in/stevebromley/) and Graham McAllister (https://www.linkedin.com/in/grahammcallister/) Steve Bromley's Book: https://gamesuserresearch.com/book/ Graham McAllister URL: https://grahammcallister.com/ Steve Bromley URL: https://gamesuserresearch.com/ Agile Game Development: Build, Play, Repeat by Clinton Keith: https://www.amazon.com/Agile-Game-Development-Addison-Wesley-Signature-dp-0136527817/dp/0136527817/ Lean from the Trenches by Henrik Kniberg: https://www.amazon.com/Lean-Trenches-Managing-Large-Scale-Projects/dp/1934356859/ Creativity, Inc. by Ed Catmull and Amy Wallace: https://www.amazon.com/Creativity-Inc-Expanded-Overcoming-Inspiration/dp/0593594649/ Turn the Ship Around by L. David Marquet: https://www.amazon.com/Turn-Ship-Around-Building-Breaking/dp/0241250943 Our discord community is live! Join here to engage with leaders and producers in game dev looking to make our industry a better place that makes better games: https://discord.gg/ySCPS5aMcQ   If you're interested in an online course on becoming a better game producer, head here: https://www.buildingbettergames.gg/succeeding-in-game-production   Subscribe to our newsletter for more game development tips and resources: https://www.buildingbettergames.gg/newsletter   Ben's LinkedIn: https://www.linkedin.com/in/benjamin-carcich/ YouTube Channel: https://www.youtube.com/@buildingbettergames Spotify Podcast: https://open.spotify.com/show/6QD5yIbFdJXvccO8Z5aXpm   Help us create more amazing content! Join us on Patreon today: https://www.patreon.com/BBGOfficial  

Damo and Tisha open the episode by discussing workplace arguments. Damo reads a comment responding to a PTSF YouTube short. Tisha explains why she “quit” social media. Is retirement really so hard? Prayers to everyone who has been impacted by this current Hurricane season. The Navy is celebrating our 249th birthday! Make sure you do it in accordance with the policy. The Exceptional Family Member Program (EFMP) has had some major changes that everyone isn't pleased with and we want to understand why. Damo and Tisha review the updates to MyNavyPortal. What's the difference between GMT and CMT? The Navy has surpassed our recruiting goals this year! This is definitely a win, considering we were not expecting it. It's Domestic Violence Awareness Month and we want to highlight the Family Advocacy Program (FAP) again. A “Do Better” from a listener is read. Damo and Tisha provide a little feedback. Tisha takes Damo on a personal journey about a “Karen” at her job. A Guardsman is trying to sue the government for Malpractice following a botched surgery in Walter Reed. Remember to follow the ‘Permission to Speak Freely' podcast on TikTok, Facebook, Discord, Instagram, and Twitter, and subscribe on YouTube.   To have your “Do Better” reviewed on a future episode please get in touch with us at ptsfpodcast@gmail.com.       Keep up with the ‘Permission to Speak Freely' podcast on our social media and YouTube - https://linktr.ee/Ptsfpodcast   Links from this episode: U.S Navy Birthday Resources - https://www.history.navy.mil/browse-by-topic/commemorations-toolkits/navy-birthday.html   Dissolution of EFMP Categories - https://mccareer.org/wp-content/uploads/2024/10/dissolution-of-navy-efmp-program.pdf   Common Military Training - https://www.mynavyhr.navy.mil/Portals/55/Messages/NAVADMIN/NAV2024/NAV24209.txt?ver=s2MalZl5dN1qGOqyeF0Brw%3d%3d   Navy surpassed Recruiting Goals: https://www.navytimes.com/news/your-navy/2024/10/02/navy-bounces-back-surpasses-recruiting-goals-for-fiscal-year-2024/   Family Advocacy Program Resources - https://www.mynavyhr.navy.mil/Support-Services/Culture-Resilience/Family-Advocacy/   Malpractice Suit: https://www-military-com.cdn.ampproject.org/c/s/www.military.com/daily-news/2024/06/24/paralyzed-during-surgery-walter-reed-guardsman-asks-supreme-court-consider-feres-doctrine-challenge.html?amp       Books of the Week: Damo - Turn the Ship Around! A True Story of Turning Followers into Leaders (L. David Marquet)- https://davidmarquet.com/turn-the-ship-around-book/   Tisha - Damaged but Not Destroyed: From Trauma to Triumph (Michael Todd) - https://www.iammiketodd.com/damaged-but-not-destroyed       Additional Credits: PTSF “Theme Music” - Produced by Lim0

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

In this insightful episode of The Association 100 Podcast, recorded live at ASAE's 2024 Annual Conference, host Meghan Henning sits down with Margaret Vitullo, PhD, CAE, Executive Director of the Linguistic Society of America (LSA). With over 16 months at the helm of LSA, Margaret discusses the challenges and opportunities facing scholarly societies and how they can adapt to the shifting association landscape. Key Highlights: The Evolution of Scholarly Societies: Margaret outlines how traditional revenue models for academic associations—membership, meetings, and publications—are under pressure. She explains how the LSA is navigating these challenges while still advancing the scientific study of language. Transforming LSA's Operations: From launching a new website and database to breaking fundraising records, Margaret shares how LSA has made significant strides in its centennial year, while also increasing member dues by 30%. Fractal Leadership Approach: Margaret introduces the concept of "fractal leadership," an innovative model based on shared community and responsibility at every level of an organization. She explains how this approach is helping LSA build a stronger sense of belonging and collaboration among its members, staff, and leadership. Revitalizing Member Engagement: Margaret highlights how LSA is creating new opportunities for linguists outside of academia through programs like LEXING, which focuses on linguists working in industry, nonprofits, and government sectors. These efforts are helping to expand the society's influence beyond traditional academia. Empowering Committees and Staff: Drawing inspiration from leadership books such as Turn the Ship Around and The Art of Possibility, Margaret discusses how LSA is empowering committees and staff to take ownership of their roles and contribute to the association's success. Join us as Margaret Vitullo shares her journey in reinvigorating LSA through innovation, collaboration, and leadership, providing valuable lessons for association professionals looking to adapt and thrive in a rapidly changing environment. Stay Connected: Subscribe to The Association 100 podcast on Spotify, Apple Podcasts or YouTube Podcasts to ensure you never miss an episode. Follow us on LinkedIn at The Association 100 and OnWrd & UpWrd for the latest in association trends and strategies. Tune in for more episodes filled with expert insights and strategies to help your association adapt and thrive. Note: There are minor audio glitches due to background noise from the ASAE show floor. We've minimized these as much as possible to ensure a smooth listening experience.

In this episode, Riki gets to chat to with L. David Marquet, former submarine captain of the USS Santa Fe and renowned author of Turn the Ship Around!. David shares his unique insights on leadership, drawing from his experience turning a struggling crew into one of the best-performing teams in the Navy.  Key topics include:  Driving for Excellence: How leaders can set high standards and inspire teams to continuously improve.  Thinking and Action: The importance of aligning thought with action for effective decision-making.  Shifting to a Learning Zone: Why fostering a culture of learning leads to better long-term outcomes.  Leadership is About the People: David emphasizes that leadership is not about the leader, but about empowering those you lead.  Bias of Action and Ownership: How encouraging a bias towards action can foster a deeper sense of ownership and responsibility in teams.  We also dive into some of the key principles from David's book, such as:  Control the Clock: Instead of rushing to decisions to prove competence, take the time to ensure the best possible outcome.  Improve Outcomes, Not Just Prove Ability: Focus on making meaningful progress rather than simply demonstrating skill.  This conversation is packed with practical lessons for anyone looking to lead with purpose and create a high-performance environment. Don't miss it!   

"Clarity is not the natural state of things. It is a discipline that we have to build into ourselves and into our organizations to create clarity for the team. The outcome is well worth it."In this episode of Agency Journey, Kuba talks with Gray about the importance of clarity in agency leadership and operations. Gray emphasizes that clarity is a form of kindness—it reduces anxiety, builds trust, and allows team members to make better decisions aligned with the company's vision.If you're struggling with unclear processes, misunderstandings in your team, or a lack of focus in your agency's direction, this episode will arm you with practical advice on how to bring more clarity to your organization.Episode Insights:

Dr. Peter Sear is the author of Empathic Leadership: Lessons from Elite Sport and founder of The Empathic Minds Organization which offers leadership programs and team-building. In this episode, he shares why Empathic Coaching is on the rise and why it's useful within business contexts as well. He also describes how empathy gets the best from players (and employees) and can be used to motivate teams. 00:00 Preview 00:42 Introduction 01:00 About Peter Sear 02:37 The shift towards empathic coaching in the last two decades 05:04 Does empathy hinder or improve performance? 08:12 Why athletic performance is 90% psychology 11:43 Strategies for creating a sense of belonging on a team 13:33 Why does “Empathic coaching” benefit players AND coaches? 16:32 How empathic coaching is applicable to the business world 17:55 Are there sport-specific variations in coaching styles? 22:22 The importance of getting to know an athlete's whole story 27:25 Empathic coaching strategies to bring home the trophy 30:05 Self empathy for coaches 31:15 Leveraging empathy in the pre-match talk: How to get the most out of players 33:37 Reading the atmosphere and understanding the fans 34:58 Translating Empathic Coaching practices for the corporate sector 36:42 Coaching kids with empathy: the emphasis should not be about results 38:50 To focus on weaknesses or strengths? 41:18 How Peter's work has influenced his personal life 44:47 Peter Sear's Purposeful Empathy Story CONNECT WITH ANITA ✩ Email purposefulempathy@gmail.com ✩ Website https://www.anitanowak.com/ ✩ Buy a copy of Purposeful Empathy http://tiny.cc/PurposefulEmpathyCA ✩ LinkedIn / anitanowak ✩ Instagram https://tinyurl.com/anitanowakinstagram ✩ Podcast Audio https://tinyurl.com/PurposefulEmpathy... CONNECT WITH PETER ✩ X (formally Twitter) @drpetersear @empathicminds ✩ LinkedIn: www.linkedin.com/in/dr-peter-sear-em-3b226096 Show Notes Empathic Leadership The War of Art (Pressfield) Turn the Ship Around (book) Apple TV: Ted Lasso Peter's Psychology Today article about Ted Lasso: https://www.psychologytoday.com/gb/blog/empathic-minds/202110/the-archetypal-empathic-leader?amp https://search.app/aur8qzxiQPaUgEwZ7 Video edited by David Tsvariani

Is extreme ownership the key to unlocking your leadership potential? In this episode of Love and Leadership, Kristen and Mike dive into "Extreme Ownership" by Jocko Willink and Leif Babin, a book that's been transformative for Mike's leadership journey. They break down the core principles of this Navy SEAL-inspired approach to leadership, discussing how taking full responsibility for everything in your world can lead to better decision-making and team performance. Kristen also shares some of her initial skepticism and the challenges she faced with the book's military-heavy narrative. This episode offers practical insights on how to apply extreme ownership in your professional life, while also highlighting the importance of finding your own leadership style. Discover how this powerful concept can reshape your approach to leadership and drive success in your organization.Highlights:The concept of extreme ownership and how it applies to leadership in businessThe importance of simplifying plans and communication in complex situationsHow to prioritize and execute tasks effectively when everything seems urgentThe power of decentralized command and empowering team membersThe balance between taking ownership and maintaining mental healthThe significance of understanding the "why" behind decisions and directivesThe value of leading both up and down the chain of commandThe dichotomy of leadership and finding balance in seemingly contradictory requirementsThe goal of working yourself out of a job by creating more leadersThe importance of finding your own leadership style and mentorsLinks & Resources Mentioned:Book: Extreme Ownership by Jocko Willink and Leif BabinBook: Boundaries for Leaders by Henry CloudBook: It's Your Ship by D. Michael AbrashoffBook: The Dichotomy of Leadership by Jocko Willink and Leif BabinBook: Leadership Strategy and Tactics: Field Manual by Jocko WillinkBook: Turn the Ship Around by L. David MarquetPodcast: Jocko PodcastMike's Recommended Episodes from the Jocko Podcast:69 David Berke129 The General Principles of War163 Jason Redman164-166 Psychology For the Fighting Man303-306 How NOT to Lead351 SEALS, Spec Ops, and Psychedelics383 BillPodcast 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

James Gifford: When Autonomy Becomes Anarchy, Navigating Agile Team Independence Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. James shares a story from a healthcare company formed through acquisitions. He explores what happens when team autonomy goes too far and becomes anarchy. James also describes how one team's culture shifted from a focus on quality to a lack of basic practices, leading to degrading product quality. What non-negotiables did James identify as crucial for balancing team autonomy with organizational standards? How can leadership play a role in setting appropriate constraints for autonomous teams? Listen to find out! Featured Book of the Week: "Turn the Ship Around" by David Marquet James discusses the profound impact of "Turn the Ship Around" by David Marquet on his approach to leadership development. How does this book's principles apply to creating effective leadership at all levels of an organization? James shares insights from his experience developing a leadership curriculum aimed at empowering decision-making at the front lines. What key patterns does he highlight for leaders looking to succeed across various organizational levels? Listen to find out. Note that David Marquet has been a previous guest on the podcast. [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About James Gifford James Gifford, a notable Agile/Lean coach and ProKanban Certified Trainer, is also a co-founder of Agile Uprising. He envisions a future where companies integrate Lean principles and Agile methodologies effortlessly, cultivating organizations that are dynamic, resilient, and centered around customer-focused products. You can link with James Gifford on LinkedIn and connect with James Gifford on Twitter.

Dustin Lanier explores the idea from L. David Marquet's "Turning the Ship Around!" about decentralizing decision-making authority to those closest to the relevant information. He highlights how empowering individuals at the local level can accelerate crisis response and enhance operational efficiency.

Send us a Text Message.A warm welcome back to GP, educator and YouTube sensation, Dave Hindmarsh. Today we are going to be talking about Turn the Ship Around, which is a really interesting book about leadership. Don't switch off if you're not interested in leadership, there is so much here that is transferable. And the thing I really enjoyed about To Turn the Ship Around is that it is not a book that is telling you what to do. It is somebody reflecting on their own experiences, somebody thinking about failure, about intelligent failures, thinking about how you can reflect on situations that you have predicted will go one way and that end up going another way.Dave and I explore how you can learn from that and how you can turn quite a dysfunctional disparate organisation into something that really works, an organisation which people are proud to be part of. And I found that really, really compelling from the perspective of being a leader, from the perspective of being a teacher. And also I think from the perspective of being within an organisation, what it is to have a leader-leader model rather than a leader-follower model. I thoroughly enjoyed the book and I've really enjoyed exploring it with Dave.Dave an I mentioned some other brilliant resources1. The Chimp Paradox by Steve Peters2. The You are Not a Frog podcast https://youarenotafrog.com/3. The Conversational Framework as described by Diana Laurillard https://www.youtube.com/watch?v=TSP2YlgTldcFind Dave's brilliant YouTube channel here:  https://www.youtube.com/c/GPTemplates

In a 10 minute extract from the full session, Dustin offers training inspired by L. David Marquet's Ladder of Leadership, a concept from his book Turn the Ship Around. Drawing from his experience transforming a struggling submarine into a top performer, Marquet's approach emphasizes empowering employees to make decisions within set parameters while maintaining overall responsibility for the organization's well-being. This approach embodies the growth mindset Civic is aiming to cultivate.

Re-releasing one of DAT's most popular episodes! Dr. Jesse Green is back on the podcast to share more real-life experiences of a dentist. In this episode, Dr. Green shares with Kiera how to move your practice from being profitable to scalable. He shares specific insight about: How to become a training institution How to best back away from the business And how to overcome the fear of giving over your practice It may be a hard pill to swallow, stepping back into a role where you're no longer the primary profit generator, but Dr. Green shares how other doctors of all shapes and mindsets have managed to do so. About Dr. Green: Author, speaker, and entrepreneur, Dr. Jesse Green is a leading dental business coach. He established Savvy Dentist to support dentists to develop financial intelligence, have more time and work less, create high performance teams, and master the art of patient flow. Episode resources: Connect with Dr. Jesse Green Listen to episode 414, How To Be a Savvy Dentist Reach out to Kiera Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:05.806) Hey everyone, welcome to the Dental & Team podcast. I'm your host, Keira Dunt, and I had this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A -Teams. Welcome to the Dental A -Team Podcast.   The Dental A Team (00:52.866) Hello, Dental A Team listeners. This is Kira and you guys, I have a very special guest that I am excited to bring to the show today. I was on his podcast just recently and obviously we want to have him back on our podcast, share a wealth of knowledge and believe it or not, he is actually from Australia. So it is early tomorrow and his time. he said Australia just opened up. So I think his highlight of his day was being able to get a haircut. think all of us here in the States can remember that day.   but I'm so, so excited to welcome Dr. Jesse Green to the show. How are you today? I'm really well, Kira. Thank you so much for having me on the program. I'm really, really, really, really happy to be here to talk to you today. absolutely. I'm so glad. And your haircut does look good. I see you on zoom. It does look nice. It good. It felt fantastic. Honestly, as well as things you appreciate the little things in life and you think how good is a haircut? It's   It's like this luxury that we used to take for granted. Now it feels very luxurious. I absolutely, remember luckily I had just come back from Antarctica when the pandemic hit and I had, so coming back from Antarctica, I got my hair done. got my eyelashes done. got my nails done. Cause I had been gone for three weeks anyway. And so I felt very lucky, but Ooh, towards the end of that shutdown, I was like, man, I was having to learn how to cut my husband's hair again. man. Took me back to pharmacy school days.   I agree. I remember a meme and they said, next time there's a pandemic, can we say that barbers and beauticians and cosmetologists can be considered essential business? And it's got this guy with hair cleared out into his nose. I felt it was very fitting. So, hundred percent. So Jesse, I just wanted to kind of talk to us about how you even got to where you are. I know the topic today that we want to go into is how to earn more while working less. You also talked about how to have a very   a productive associate dentist. So you've got a wealth of knowledge, but just so our listeners know, kind of just give us a quick background and bio on how you even became known as the person who earn more and work less because I'm so excited to learn about that today too. thank you so much. So I'm a dentist by profession. And so like most of your listeners, I did the usual dental school thing, but prior to dental school, I had a business and I was always   The Dental A Team (03:13.74) really interested and engaged in business, loved it. Did the university thing like everyone else, kind of then found my way into clinical practice and really knuckled down and focused on that. And then I was a dentist in the Navy and I learned a lot about leadership and process and, and organizational structure. And then when I went into my own practice, I did traditional practice management kind of teaching. And while it was good, it was fine. We certainly had a business.   producing good money, but in actual fact, I was so tired, so burnt out, so stressed out. My kids were little. was doing dentistry during my work day. Then I'd come home, have dinner with the kids, and then I'd be trying to do payroll or other, you know the how it goes. You know the story, right? And I was, and I was tired and stressed and burnt out. So what I did is I then sold that business and I didn't quite figure out how to fix it until I started a different business, which was around.   I was building websites, running SEO, PPC campaigns. And then it was when I ran that business and I kind of got out of the dental head space and went, my God, I remember all these lessons that I had when I was a kid with my first business that I'd learned that I didn't ever apply to my dental practice. I had this massive, honestly, it was a face palm. I mean, you just go, I can't believe I did that. Jesse, what were you thinking? Clearly not. So then I started thinking about all of the traditional.   practice management techniques and how we could adapt some of those and replace some of those so that businesses can have a true business rather than self -employment. So that's kind of how it came about. I love that because you're right. And the way you just described dentistry is how dentist life is working with so many dentists. I think that that's the life of an entrepreneur as well. I mean, you see lots of different businesses yourself and I think it's just that like, just never feels like there's enough hours in the day, but like you said,   There's got to be a better way to do this. think of it constantly. I'm like, no, no, no, no, no, no, no. I see a lot of people who are way more successful, very, profitable and they don't work crazy hours. They have a true life. Like how do they do that? So I'm excited to have you just dive into that. And I'm excited to see where this podcast rifts and goes to. I also love that you are a dentist as   The Dental A Team (05:31.352) That's why I wanted you on this show. Like let's talk about real life experiences of a dentist and how to, like you said, earn more and work less. That's a mantra that I have. We're actually working on an office manager planner that's called do less, create more. because I think it's really that mentality. So Jesse, take it away. I just want to hear like, your knowledge, tell us how to earn more and work less. Like you figured this out. So share the secrets with us. I'm ready.   Well, thank you. Thank you for that, for that, yeah, free rain. I'm also going to tell you that I learned it the hard way. I learned it. I learned it through experience. learned it easy way. I'm going to learn from you. Well, that's what we want. Right. That's what we're going to give our listeners. But the reason I say that is because everything I've done, I've made a lot of mistakes in my life, Kira. So I just want to start this conversation by saying, I'm not perfect. I didn't get this. wasn't, you   born with some sort of insider knowledge around this. had to learn this through trial and error and bumps and grazes and bruises. But think that's really important. I'm going to jump in right there because I think so often we sometimes hear people say, this is how I got there. And we think, well, they were just born that way, or it was just naturally given. And so I really love that. Like, Hey guys, with hard work, learning from great mentors like Jesse, you can be there too. And not limiting yourself is to me a huge, huge piece of what this is all about. So   Continue on. I'm cheering right alongside of you. Like, yes, go. You're not just this like dipped from, from heaven Hercules. man. If only, so here's what I learned. one of the things that I learned is we, we spend so much of our time doing clinical work and we do that because we want to make a dollar and we understand the necessity of making dollar, but it's also what I call a golden handcuffs. And at some point we need to.   lift our gaze from the patient who's in the dental chair in front of us and start surveying our surroundings. So typically there's a couple of different levels of practice that we see a profitable practice, scalable practice and a valuable practice. And so a profitable practice is that typical practice where the dentist is going to work, doing the dentistry, going home at night, doing the payroll sort of thing. And you can actually make quite good money out of that. mean, this is the trap is you get used to the money.   The Dental A Team (07:51.652) You get used to the toys, you get used to the lifestyle and you get on this treadmill and you keep thinking, my goodness, I've got all this stuff, but I don't have time for my kids. so working harder is not the answer. so let me just repeat that for all the dentists here who are really conscientious, who are normally the people that work hard, the good people that work hard. And we just want   not work quite so hard, but work a little differently. We want to shift our focus. And the way that we cross from a profitable business to a scalable business is by crossing what we call the leverage line. so the leverage line is at that point, you've got a practice owner who's no longer the primary revenue generator. You've created a team and this is your work, right? This is what you help a lot of people with creating what we call a self -managing team, a team of   that know what to do, they know how to do it. We've given them the resources to do their job really well. They know what success looks like. We've got some success metrics in place, but those people come internally motivated to do well. Okay. So we're not having to put the defibrillator on them every day to heart start them. They come with batteries included. And so when we've got a self -managing team and we've got our systems and processes, we're now starting to create some leverage.   How do we get to that point? How do we make that leap? And it is a bit of a leap. And because you guys are North American, I'll try and use a baseball metaphor to go from profitable business to scalable business. It's like going from first base in baseball to second base. can't get to second base by keeping one foot on first. There is a moment in time where you have to leave first base.   And you have to run towards second. And when you're in the middle of the two bases and you're not, you're not yet on second, but you've left first, it's uncomfortable. It's uncertain. And there's doubt. And so managing that emotional journey is really important because the natural tendency for us is to run back to what's comfortable rather than pushing forward. Now, the way we push forward is to understand that making money all day, every day.   The Dental A Team (10:09.217) is a great short -term fix, but it is also what's going to keep us stuck on first base. So we need to dedicate some of our time to building that team, to becoming really good at training people, to being really good at finding great talent, training great talent, bringing them on. And that means we need to take on a mindset of becoming almost a training institution so that we can take these wonderful people and get them up to speed so that they can join   The freeway, it's like an on -ramp onto the freeway, get them up to speed really, really well. When we do that, we build the resources for them to use. We now can start hiving off activities that we don't want to do. So that's where the delegation comes in. Now, of course, this is nothing new. This is quite rudimentary. It's quite basic, but what is the hard part is actually letting go. Kirit, let me ask you a question.   Of all the dentists you know, what proportion do you think tend to have perfectionistic tendencies? Oh, you know, every single one of them. Me included, me included. And that's what I did wrong in my first practice. That's what I did wrong. I had to learn and as I've gone through other businesses to learn that 80 % is okay. 80 % done by someone else is a hundred percent awesome. Yes.   Yes, I love that. Did you guys hear that? 80 % done is a hundred percent awesome. Yeah. So let's get our team members out there being prolific. They may not be perfect, but they'll be prolific. They'll get through a lot of work for you if we let them do it and we resist the urge to micromanage. So how do we get away from micromanaging? Now, one of my good friends and other dentists in the United States gave me a wonderful book called Turn the Ship Around.   And for your listeners there, I'd really encourage you to grab hold of it. The author is a wonderful guy, David Marquet. He's a US Navy submarine commander. And what he talks about is developing a leader -leader model. So rather than teaching people what to do or telling them what to do, we want to teach people how to think like us. Not just to do what we asked them to do or to be task -oriented, we want to develop their thinking. So when our team members come to us and say, yeah, Kira,   The Dental A Team (12:29.793) You know, this has happened. What should I do rather than because you've got the answers at your fingertips rather than saying, Hey Bob or Hey Mary or Hey Susie, this is what I think you should do and give them the answer. By doing that, we're actually training them to come to us all the time. So we want to be able to go with them and say, what do you think we could do? What else could we do? What risks do you see with that type of action? What do you think I'm thinking about and start that conversation so they can understand your thought process?   Now, again, it sounds really simple and it's simple, but not easy. Simple, but not easy. So that, would be a starting point there. Now I'm happy for you to guide me, direct me wherever you want me to go with this conversation. Okay. Number one, I love it because we just talked about number one is I think, I think for me it's accepting that I'm going to have to leap and go into that scary zone. Like you said, it is very easy. Like I think it's that, that control, that safety net   false security of, know that if I work here though, Jesse, I know I can make money. know I can sustain my lifestyle. I know that I can continue to live this way. However, I think it gets to a spot where when does that hamster will become no more? When do you want to say like, I don't want to do this anymore. I feel like until you get to that breaking point where you say enough's enough, you won't want to jump from first base to second base. you use that really great analogy.   But I think when you are there and I know I'm there, I say it all the time, I'm like, you know, there's gotta be a better way to do this. And I have the confidence in me. I've trained myself that, hey, Kira, you know that if it fails, guess what? Worst case scenarios, you're just gonna go back and do it all over again. Like I know I can grow a business. I know I can make it profitable. So like that's already a given and it doesn't matter recession, no recession, pandemic, whatever it is, I believe that people who can build businesses can do it again and again and again.   and so my thought is, so for me, it's a challenge and excitement of like, okay, fantastic. Like you said, this is a profitable business and now we're going into a scalable business. So that leap is, I really love that you talked about having that team do it for you. And I know I get guilty of this often today. I was about to answer an email and I was like, this is literally does not need my answer. I don't need to approve this. can, like, does it really matter? The answer is no. So I just wrote back and said, you have full control on this. I know you know it   The Dental A Team (14:55.363) Just, just take care of it. know you know what to do and you're going to do the best thing. I've trained them. I've trained them. Like you said, it's a training thing. I also loved a lot of the questions you mentioned of asking them to think like leaders and owners versus just telling them because that's more of a long -term game versus a short -term just constantly feeding them. So then I'm curious, like, okay, great. We've got an awesome team in play, but I feel like to really know that you've got this awesome team and play, you do have to make that jump to see does this team actually know how to execute? Because if you're always   They don't have to execute. that's where, that's where I actually go on vacation to see if they sink or swim. Like, good luck. Well, that's exactly, that's exactly the right. he's, that's a really good point you're bringing up and thank you for bringing up because you've actually, answered the question and one of my clients, is a lovely, lovely guy and, his name is Barry and Barry in our community takes more holidays than anyone I know. And he is a really good business owner.   And the way he started stress testing his system, stress testing his team was exactly that. He'd take a holiday. He had take note of what didn't work when he got back and he'd just make some notes and go, Hmm, I've got to fix that. Now I'd like to just leave your listeners with a thought process. Every headache, bottleneck, pain in the neck comes back to a deficiency of assets. So what do mean by   Specifically, there's lots of different types of assets, but in a dental practice, there's a couple of broad categories. There's, you know, there's the goodwill of the business, you know, the patient base, there's the team as an asset, there's the cash, there's the physical infrastructure. But what I'm referring to here specifically are the intellectual property assets. What are the systems, processes, checklists, cheat sheets, whatever else you need to have in place. So when it comes back to these bottlenecks or things that go wrong, we go, hmm.   What asset do we need to create in our business so that if I teach someone how to use that and they've now got the resource to do it and they've got the confidence to do it. If I go away next time, that thing should not break again. And so it's that constant iterative process. to take that metaphor or to give you another case study around that, one of my clients.   The Dental A Team (17:15.311) Uh, really lovely lady. Um, when she was working with us, she was taking home about $350 ,000 a year out of her practice. Yeah. Which is okay. She was working four days a week, about 46 weeks of the year. So it's 184 days. And what we did with her is we did exactly the process I've just shared with your listeners already. And she was able to take her take home money from 350 ,000 to about 1 .1 million and   a day and a quarter a week. So she went from four days a week to a day and a quarter. It wasn't really a day and a quarter week. was 65 days a year, but 65 divided by 52 is a day and a quarter on average. here's the thing. That was great. She loved it. And that's a wonderful headline number to talk about. it, and it makes me sound like an amazing coach. I'm not, she was an amazing client, but here's what I want to say. We made a mistake. This is, this is really important. It sounds   better than it is. The mistake was that in that time out, she went traveling around the world. This is pre -COVID. She went traveling around the world. And what happened is some of those systems, some of that team structure started to erode and to collapse. Yep. And what happened, so here's the thing, is when you get into that scalable space, that when you're starting to create that time, freedom and flexibility, you're still there as the leader.   You're still there setting the vision, the direction, the concept of just being absent. I don't think is entirely sustainable. I don't think you can be on the beach drinking Pina coladas 365 days a year. Maybe, maybe you can, but what we had to do for this client is we had to reinstall a leadership team. So this is the next thing is now we have to build a more robust structure for her. And now.   She still works less than 60 days a year. She's making more money than she was before, but now she's not the only leader in the practice. She's developed a leadership team as well. So I think, yeah, it sounded great upfront and it was great upfront, but she pulled out of the business too soon before she was replacing herself as a leader. And I think even with that team, she's still going to be there to walk the corridors, to set the vision,   The Dental A Team (19:33.227) Yeah. Be the culture champion to do all those sorts of things. Absolutely. And I love that you brought that up because I think so often there's kind of this mindset of if I do it right, I don't have to be at my job and it will be, I think my favorite phrases, it will, what do they say? It will just run on autopilot. That's the phrase that I hear often like, Kira, I just want my practice to run on autopilot. But I love that you point out as leaders, as CEOs, your job is to set the vision. Your job is, I like the phrase you use of culture champion.   really set those that that is your job to do and instill that it's there and to have a leadership team that can continue to drive forward. But my question is to you though, Jesse is what did she do to increase her income that much? She's working less. What were some of the things that she was able to do? Is that having, like you said, a rock star associate producer? Because a lot of times bringing in associates, people are scared they're going to make less. So can you give any insight of how was she able to have more take home pay working less hours? Because I think people kind of get funny in there and   feel that if they work less hours, their income will drop as well, which clearly you've proven. Don't leave your job. You still need to do your job of being there, making sure you're having those people in play. But what were some of the things she was able to do to increase that take -home pay for herself while working substantially less hours? Yeah. So it's a great question. And I also point out this was a two and a half year process as well. again,   I want to make sure we set the expectations of your listeners. is not a good thing. can't just do this tomorrow. I know it's not a magic button. There's no silver bullet. I'm sorry to be the one to, tell you that Santa's not real, but there's no magic bullet. so I feel like now, now I'm going to be unpopular. I hope none of the kids are listening. But look, here's what happened. You're absolutely right. She had very productive associates and what we did over that period of time.   is we were able to help those associates become more more productive. And there was three key things that those associates or three key skills that those associates needed to master. The first one was that they needed to master the ability to build their own appointment book. They need to build a following. So they needed to know a lot about internal marketing, making sure their patients were happy to give them a great clinical experience, clearly to make sure they get a great customer care experience.   The Dental A Team (21:54.541) But from the dentist's point of view to keep rebooking those patients to make sure they're coming back for their scheduled maintenance, we call it a recall system here. I'm not sure what the phrase would be. Same, same. So that makes sure they're coming back for their recall appointments, all of those sorts of things to make sure they're building value for those appointments so that the patients understand why they're coming back, why that treatment is important. The second skill they needed to learn was the ability to master case presentation.   Right? They needed to be able to offer treatment. Firstly, I beg your pardon, they needed to be able to comprehensively diagnose, you know, rather than patch and plug dentistry, they wanted to take a holistic view of the patient's mouth to recommend appropriate clinical care, the same sort of care that offer their mother, and then to be able to present that in a way such that it was accepted. So they needed to learn those skills. And the third skill that they needed to learn.   was the ability to deliver high quality work in an efficient manner. And that comes back to workflow, it comes back to utilizing your auxiliary staff, your dental assistants, other people, just the usual sorts of things about four handed dentistry, rubber dam techniques, all those sorts of clinical things. And to be able to do predictable, high quality dentistry efficiently. And that was the skills.   And the big mindset that united all of those three points, the mindset that those associates adopted was one of being an intrapreneur. So I like that phrase. Yeah. So they, they viewed themselves as their own unit within the business. know, they took responsibility for themselves. They took responsibility for their business. They took responsibility for their productivity.   they took responsibility for the clinical care. And that was a culture shift. It was a mindset piece. And again, that took a little bit of time. And so that was a key thing. Now, in addition to the associate dentists, I don't know exactly how this translates to the United States, but in Australia, we have oral health therapists and they're, they don't have a full dental degree, but they can do quite a lot of restorative dentistry. So what we did in that process,   The Dental A Team (24:09.419) is we used everyone's skillset to the maximum that we could. So we built the team up and we pushed the work down. So we trained the dentist, we trained the oral health therapist, we delegated everything that we could to the oral health therapist. So the dentist's work or the dentist's time was used for its highest and best use. And then that meant that the principal dentist was delegating to the associate dentist as well. So her time was used for his highest and best use.   And so it was just this process of training people, delegating, training people, delegating. And so that cycle continued. I really liked that you, just said that because I think so many, I'm curious, like you might have a, an answer to this because as you said that training up an associate dentist to take over your schedule, sometimes it was very scary, Jesse. some doctors feel like that's their identity.   that if an associate dentist takes over my book of business, I even have a practice anymore? And for your oral health therapists or specialists, we call those like EFTAs. So experienced, expanded function dental assistants that can literally do that. But I have quite a few offices that have these EFTA dental assistants and the dentist will not leave the room. They will do the filling even though they don't have to do the filling because now they have somebody that can do it for them. They could be seeing more patients.   People ask me often how I was able to 365 ,000 a month in a five -op practice. Well, we literally had three columns of doctor production and you better believe I had big production next to each other and we would prep, prep, and then we had like an implant that an assistant couldn't help us with. And then our assistants were working while our dentist was over doing high, high level implant sedation cases. And per hour we were cranking.   but we were very, very, very talented at what we did. We had lots of trainings with our assistants to make sure they were doing just as good, if not better clinical work. how do you, Jessie, what do you say to these people who hear you and they're like, that's a really great idea, but I like to do the fillings or I am scared that if I pass it to my associate, my associate is not as good as me. so, or I feel like it's ego. feel like ego just runs it so much   The Dental A Team (26:23.725) So many people stay in this loop for a long time because they aren't willing to train. So do you have any tips of thoughts for that? Maybe you experienced that, maybe this dentist experienced that because I don't think it's, I don't think the ego is bad. think the ego is a natural part of life. I also think being afraid to give up your practice that you've grown to someone else is a very normal feeling. But do you have any thoughts of how people can overcome that or how you've helped people overcome that fear? Are you guys sick of trying to figure it out on your   I know I am. When I'm trying to run a business, sometimes I just think like, there's got to be a better way to do this. And so for me, my answer has been to find someone who's done it and does it really, really, really well. Like I'm talking the best of the best of the best. I want someone who's been in my shoes, somebody who understands what I'm going through. When I was looking for the consulting business, I found a coach who literally has run a consulting business. Well, that seems like the perfect fit. So you guys right now,   We have a few spaces open in our platinum consulting that is in the consulting where we actually come to your practice. We help you get systems implemented. We don't just tell you what systems implement. We actually implement them with you and for you guys. It is one of the best investments I've ever made is to hire a coach who understands the business I'm in, who's lived it, who's done it. And that's what we in the dental team do. We literally physically fly to   So if you're sick of trying to figure it out on your own, if you just want somebody who understands you, join our platinum. I'd love to have you. I'd love to have our consulting team come out and see you, be in your office, be with your team and truly help you get onto the easy path of dentistry. It doesn't have to be hard. So join us in the platinum. We'd love to have you.   Yeah, sure. And it's a great question. It's probably the question that needs to be answered, isn't it? It's the thing like, yeah, Jesse, I get it intellectually. makes sense. I, you know, I see it all happening, but how do I do it? Right. So I, yeah, this is the emotional journey. This is the emotional journey. And this is why I mean managing the emotional journey is as important as managing the intellectual or the numbers journey around it. So you're absolutely correct. So,   The Dental A Team (28:39.947) I struggled with this as well. This was part of why my first practice, you know, I didn't scale it because I just had all this stuff. A couple of things I'll share with you, in no particular order. I'll drop out a few things and hopefully, God willing, I'll be able to tie these into a nice neat bow at the end of it. Perfect. So I remember a couple of years ago, I had the opportunity to go to Necker Island, Richard Branson's Island   We spent some time with Richard Branson and he was talking about how he runs all these businesses. And he made a comment, which I've read in one of his books as well. And that was about training. know, people often worry about, you know, if I train people up and they leave, you know, aren't I just training the competition, so to speak. And his point was, well, what if you don't train them and they stay? Great question. I like the flip of the mindset.   And I went, wow. So for me, that was a light bulb moment to really see my business as a training institution. Now, what we needed to do with the transition of patients from the principal to the associate, there's a couple of things around this. we have a process, which we call pass the baton and patient transfers. And essentially it's about handing over the patient and being for the associate to be able to leverage the relationship.   that the principal has with them. And I'll explain that in a moment. But if the principal is really worried, maybe just start handing over a few things. Maybe hand over one filling at a time. It doesn't have to be, I'm going to send my entire patient base to my associate in one fell swoop. Maybe let's get used to just handing off one particular procedure. Maybe it's a class one occlusal composite resin.   Maybe it's endodontic treatment. Maybe it's whatever it is that you don't love to do or in your heart of hearts, you know, it's not your strong suit because we all have clinical areas that we know we're not great at or not as strong as other areas. So let's think if you're worried, let's do a dip in the water, know, dip our toe in the water and see how we go. But the way to do that is really about saying, know, Kyra, there's this restoration that we need to do on the lower right -hand   The Dental A Team (30:58.823) And, you know, this is obviously not going to get any smaller. it's going to get bigger if we don't tackle it. And so, I really would like to see this tooth treated as a matter of priority. Now, the challenge I've got is that my diary, is full for the next couple of weeks or months, whatever it is. And I don't really want to wait that length of time to get onto this feeling. I think we need to do that sooner. What I'd really love to do is to book you in with my associate, Peter. Peter's a fantastic dentist. does this all day, every day. And in   Peter's the person I see for my own dentistry. What if we were to get this filling done with Peter and then we can pick up the rest of the treatment plan as we move forward from there. So even if it's just handing off a procedure here or there, just to get things moving, just to build that confidence and then over time we can start transferring patients more fully. And we can even get, if you want to, you can get into a shared care model. I've got a couple of clients that do shared care. So   The patient will come in, they'll have the restorative dentists doing the bread and butter restorative dentistry. We'll have our crown and bridge expert, which is the principal, doing the crown and bridge and the high production work. We'll have our therapist or hygienist doing the hygiene or whatever it is. So again, we can introduce that to new patients and say, here at our practice, we adopt a shared care model. And what that means is that every step of the journey, you are getting our very best team member for this particular part of the treatment plan.   I'm going to coordinate that treatment plan for you, but I'd like to introduce you to my colleagues as we go through this so that you can get the very best set of hands working on you as we go through this treatment plan. So that's another way of doing it as well. really love that, Jessie, because I think you brought up quite a few things that I would like to highlight. And number one is you edify every person who's going to be taking the treatment. And I can tell genuinely, you do think that they are really fantastic. You've done a great job training them.   So you have full confidence. And as a patient hearing that from my dentist that I love, and I mean, instantly I had this interesting thought of when we go to the hospital, we don't expect one doctor to take care of our entire body. have the endocrinologist, we have the heart and vascular, we have the neurosurgeon. So why do we expect everything to be the exact same in our mouth with just a dentist? And so I think like that was a mind shift I have never thought of. so I appreciate you saying that, helping me have a light bulb moment.   The Dental A Team (33:19.603) and I really love that you just edified every single person, like they're going to be fantastic. And you instilled your confidence in that other person. I am going to ask, as we wrap up, how do you, you specifically decide that you are ready to start having less production in your schedule? Because the fear I know a lot of dentists have, and I don't know this, I'm not a dentist. So it's that fear of, okay, Jesse, I heard you. I've trained my team up. I've got a great leadership team. I've heard.   And don't worry, we'll do another podcast guys. Jesse and I will get on another one. So you guys were learning from profitable to scalable. And then what was your last tier? What's the last year? Valuable. Valuable. Scalable to valuable. So we got to still learn how to get valuable. But reality is, okay, I've learned that I'm profitable. Now I'm going to go to scalable, but I'm real scared to have this associate and to start leveraging because I'm terrified that my paycheck is going to go down. So how do I   That that's not going to happen. How do you like make that leap? Because I think that that's what holds people in this circle forever. They're like, I'm fine. I'll just have one practice. I'm literally speaking to a dentist right now. I know he listens to this podcast. So I'm hoping that we can answer this. A couple of them, they're like, I don't want an associate. I don't want to give this over because I won't have anything to do. My paycheck will go down. So what do you say to them? How did you do that for you? So it's a really good, great question. And again, it's a really important question to answer. The key is this is it's   process of gradual reduction. not again, my client didn't go from 184 days to 65 days in one step. What we did is we looked at, if I stop working one day a week or half a day a week, how much am I producing in that half day, one day, whatever it is. For easy mathematics, let's just say I produce $5 ,000 a day. Ease of maths. Maybe it's more, maybe it's less, it doesn't really matter.   Let's just say, so if I give up a day of dentistry, I want to net $5 ,000 from my associate. Now, if we've trained our associates and they're productive, that's great. That's a big help. So A, we've got to train them to be productive first. But what I'd be saying is what do I need to, you know, what do I pay my associate? Now in Australia, our associates are often paid a commission of billings. that how works for you well? Yeah. So let's just say hypothetically,   The Dental A Team (35:42.594) 40%. So a dentist gets 40%. So we would get 3000 of a $5 ,000 associate day. That would mean if I was going to give up $5 ,000 of my own production, I would need net $5 ,000 back from the associate to be in the same financial position. And so then I work at how many associate days do I need to replace my one day with?   Okay, so in this example, it's roughly one and three quarter days of associate time. By the time I pay the associate their commission, that I would now be back to where I was previously. My paycheck remains the same. In fact, it's probably a little bit higher because I'm not paying for a dental assistant twice. I'm paying for it once with the associate. So all of those things would work out. Now,   This is a big question with a long answer that I'm trying to provide concisely. We would run some financial modeling on that and we would go, okay, what's my billing? What's my commission rates for the associates? What are they producing right now? How can we step them up? How can we help them produce more so that we're getting closer to a one -to -one trade? That's really what we're trying to get to.   I feel like that's a little bit of a messy explanation. I hope it landed. hope it makes sense. pretty clear because it just as simple math that is math of how much do I need my associate to work to replace my income? How do I get them there? How do I make them more productive? So that way at the end of the day, associates happy, they're doing super great. They're happy because we've got a very productive schedule for them. So they're killing it. And it's also replacing the income that I would quote unquote be losing. now I'm not losing.   I've actually created an engine that generates income when I'm not working, which then I'm guessing leads you into your valuable level. Yes. Is where that would go. So a hundred percent. just really quickly on that, that then ties into other conversations around capacity. It ties into conversations around patient flow. It ties into all of those other things that come off the back of that. For sure. Absolutely.   The Dental A Team (37:57.491) That's just like a whole nother can of worms. then it's like, well, great. That is a whole can of worms. can say that next time. know my associate, but I don't have space to put this associate. So now I've got to do a build out and now I've got to get them to produce even more because I got to pay for the build out to get them to produce enough. So it just feels like too hard. But like you said, financial modeling, I think is a great idea because when you can see it in writing, you start doing small chunks at it and you'll see that it will pay for itself. Like one operatory usually is paid for within one to two months of production maximum.   It doesn't take that long to pay off that operatory with production running through it. Then they're producing while you're producing. So you're actually not losing anything. And then they're making money when you're not on that day and they've already covered themselves and the practice can still continue on. there's, to me, I'm with you, Jessie. I see it. I've seen it done so many times, but also you and I are on the other side of this business model because we've seen it done so many times that we know it works. So then how does it kick off into valuable? I get a quick wrap up.   which I don't think is fair for you. So we'll definitely like do another one and talk more about this, but I love this idea of how you can earn more without work with working less. So keep, keep it going. I'm excited. I can get out on business all day long. So, well, I think we could do both do that. So I love this conversation. So do you remember we spoke about going from a profitable scale? All we needed to cross the leverage line to go from scalable to valuable. need to cross the enterprise line. So it's understanding what the drivers of enterprise value are.   And so there's a couple of things I just want to share with you around how I built that model. That model used to be called profitable, scalable, sellable. And I changed it because I'd have so many conversations with dentists where they'd be saying, you know, I don't really want to sell my practice. You know, I get it, but you could, and you could do it easily and for a lot of money. And so I changed the language from sellable to valuable because what we're creating there is an asset. Right. And   In profitable, you've created a job. In scalable, you've created a business. In valuable, you've created an asset. So this is the key transition and the mindset shifts as well. So you go from being self -employed in profitable to being a business owner in scalable to being an investor in valuable. That's the different mindset that we bring to this.   The Dental A Team (40:23.975) When we think about the enterprise value line, really what we're trying to do in all of this, the big drivers of enterprise value are really about risk management and how do we reduce risk and then how do we drive earnings. So if we look at the value, again, I know anyone listening to this is an expert in valuation, probably cringe when I say this, but value is often described as the repeatable sustainable earnings times a multiple.   So we want to drive the earnings, which we've spoken about briefly already, and we want to be able to have a higher multiple. And what determines that multiple a lot is risk. So how do we de -risk the practice? So if I'm going to sell that practice, how could the next person come in and reproduce my results consistently from day one? And that comes back to identifying risk. And the biggest risk, of course, is key person risk. Right.   So we want to be able to not just replace the principal dentist to create the leverage that we spoke about at Scalable, but we want to identify the other key people in our team. We want to make sure that we have built training pathways into the practice for all the roles, not just for the associate dentist, but for your dental assistants, for your therapists or hygienists, for your expanded function dental assistants, for your receptionists, for your practice managers, all of those people. So we want to be able to...   replace people. I'm not trying to diminish people as I say that we want to be able to replace people if someone leaves the team quickly, well and reliably. Yep. So it's about understanding that. again, the other thing that I spoke about, repeatable sustainable earnings. If you've ever looked at subscription models, you and I probably live in this world a   I don't know about your business, we run a subscription based business and subscription based businesses that recurring revenue is more valuable because it's more predictable. Now in dentistry, there's a lot of talk about, do I have a subscription model and membership model? And that you could definitely do that. That's fine. But interestingly, we have the recall system, like din as a subscription model. So I was thinking, was like, it's not membership guys. It's your patients are actually a membership program.   The Dental A Team (42:50.611) Like because it comes every six months and that's what insurance is set up. That is literally a subscription model. That's genius. I had never thought of it that way. It's right there for you, right? So we want to make sure that we are really dialing in that repeat business. We want to make sure that we have predictable income and we can project with confidence that, you know, you were doing $360 ,000 a month, I think you said. And so we want to be able to know that next month I'm going to do $360 ,000 as well.   And the month after that, and the month after that, what we don't want is a roller coaster of revenue. We want to see stability of earnings growth. So stability of earnings growth is a metric that Warren Buffett uses to value companies. And so we want to see stability of earnings growth while we're de -risking the business. So I'm sorry that I've kind of a whole lot of stuff in there. Don't apologize because this is actually one of the number one reasons I love to podcast is because I get to talk to really cool people like yourself.   I get a geek out on dentistry. got a geek out on business. The two things I actually love to talk about. And for me, it was fun because these are things that I think about independently, but I don't have a lot of people to talk to about this because I'm supposed to coach it to a lot of people. I'm sure you feel similarly. We have a lot of clients who are coaching this, but to have somebody that I can talk to about these things, geek out with you on it. And I love that you talked about this valuable asset because I love to not think of always having this   because I was actually just talking with another financial investor advisor, dentist advisors, Ryan and I had this conversation the other day and he was talking about how sometimes once our business becomes this profitable asset, sometimes it actually makes more sense to keep it versus sell it because you're actually more profitable long -term because you've created this money -making machine. You're giving amazing value. You're providing incredible jobs.   that it actually is way more profitable than selling it off for millions. And let's be real, most of the people who build these businesses are highly driven entrepreneurs. So give yourself six months and you'll be building another business. why not keep the one that's super profitable, keep that thing churning and use it for other ideas. So I love that you talked about it as an asset. I just hope that the people listening today, I did a podcast with an author, his name's Jeffrey Shaw. He did the self -employed life, very, very talented author.   The Dental A Team (45:11.387) And I remember he and I talked about what makes really successful business owners. And we think that the key tipping point is business intrigue. Those who are intrigued by business, these conversations you and I are having, Jesse, because these are the things that spur the innovation, that spur the hard work of building that training facility, that gets you to dig deep and build a team of leaders. So that way you can pivot from base to base, like we just discussed. So go from profitable, like you said, and I love the imagery of like you're self -employed. Then you become a business owner.   And then what did you call it? Remind me. Investor. An investor. Like even just those mindsets are such different mindsets of how you view your business and where you're providing it. So Jesse, I loved it. I thought it was one of my favorite podcasts actually, and I hope all the listeners did. So Jesse, know you obviously work with dentists. You are a dentist. If people want more, I know you've got your podcast as well. just kind of share how people can get more Jesse Brown in their life like I need in my life. Sure. Well, you can find me at SavvyDentist .com.   the podcast is there. Come and have a listen. This is the sort of stuff we talk about and, Kira and I come and listen to the conversation Kira and I had on my podcast, which was about recruitment and ice cream. It's really, it's a great episode that Kira shared with our audience. So, that was great, but yeah, head across to savvydentist .com or join us on the, in the Facebook group, savvy dentist Facebook group. And we'd love to see you there. So yeah, you just, it's brilliant. Brilliant. I love it so much, Jesse.   Guys, check it out. Jesse, thank you for your time. Thank you for, I mean, sharing your nice haircut with me too. It was so fun to sit here and just feel like we were hanging out together. when Australia opens up to the rest of the world, you'll be one of my first people I want to come see. So super great to have you. So thank you again for being here today. thank you so much for having me. And we can't wait to see you down under. It would be great to have you here and I'd love to catch up and have a beer. Absolutely. All right, you guys, thank you all for listening and I'll catch you next time on the Dental Elite Team podcast.   The Dental A Team (47:06.003) That wraps it up for another episode of the Dental A Team Podcast. Thank you so much for listening and we'll talk to you next  

In this episode of the Maintainable Software Podcast, Robby Russell sits down with James Socol, a Staff Engineer at Fastly, to discuss the art of maintaining legacy code and the nuances of technical debt versus technical depreciation.Key Topics Discussed:Characteristics of Well-Maintained Code: James shares his insights on what defines well-maintained code, emphasizing the importance of continuous maintenance, testing, and encapsulation.Technical Debt vs. Technical Depreciation: James introduces the concept of technical depreciation, distinguishing it from technical debt and explaining how time affects software maintenance.Balancing Old and New Patterns: The discussion explores the challenges of integrating modern standards into legacy systems and finding a healthy balance.20% Time for Maintenance: James advocates for dedicating a portion of engineering capacity to maintenance tasks, drawing parallels to Google's 20% time concept.Onboarding Strategies: James offers valuable advice for new hires, emphasizing observation, gradual involvement, and building social capital within the team.Continuous Delivery and Big Changes: Insights into managing significant changes in a continuous delivery environment, with practical strategies for maintaining stability.Resources Mentioned:Riot Engineering Blog: A Taxonomy of Tech DebtSilicon Valley Product GroupLaura Hogan's Donut TheoryBooks:Getting to Yes by Roger Fisher & William UryTurn the Ship Around by L. David MarquetThanks 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 soon, 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! 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.

On this week's episode, we welcome Mike McLean, CEO of Innovation Asset Collective, to talk about the importance of intellectual property (IP) for startups and Canadian companies. Mike explains how founders can prepare for IP challenges when entering global markets and how to use IP to create value.Mike talks about how the government helps Canadian tech companies protect and use their IP, and he points out that Canada is not doing as well as it should in creating and using IP, with many Canadian patents owned by foreign companies. He shares advice on building a defensive patent portfolio and using government support for IP education and protection.We also discuss the early stages of the IP process, how to create value with an IP strategy, and the importance of having experts help with IP planning. Mike explains how IP insurance works and why it's important for companies facing legal challenges. He also talks about the importance of having clear IP terms in employee contracts and how AI is changing IP laws. Finally, Mike shares his journey in the IP field and stresses the importance of owning up to mistakes.About Mike McLean:Mike McLean is the CEO at Innovation Asset Collective, helping Canadian clean tech companies leverage intangible assets for growth and building capacity in the Canadian IP ecosystem. Previously, he served as the VP of IP Operations & Transactions and spent over a decade at TechInsights, where he connected business strategies with engineering teams and led efforts to help clients identify valuable patents.Mike's career began at Semiconductor Insights, where he provided technical intelligence to the IP and licensing community and led teams across the IP lifecycle in the electronics industry. His roles involved strategic planning, partnership agreements, and engaging with the VC and private equity communities.He has a B.Sc.E. in Electrical Engineering from Queen's University.In this episode, we discuss:(01:00) Mike McLean's background and journey in the tech and IP sectors(03:17) Using IP to drive revenue and defend market share in technology businesses(05:08) Changing how entrepreneurs think about and use IP within their businesses(07:04) Early-stage IP strategies and the importance of contracts and staff arrangements(09:59) Balancing disclosure with protection when seeking investment or customers(11:00) Key components of Innovation Asset Collective's educational programs(14:08) Challenges Canadian companies face with IP in global markets(18:21) Building a defensive patent portfolio and the role of IP insurance(22:00) Government programs supporting IP strategies for Canadian companies(28:22) Timing and strategy for building an IP portfolio in various industries(33:45) Employee contracts and IP ownership in innovation-focused startups(36:06) Importance of IP insurance and its role in scaling operations and fundraising(40:00) Case study of maximizing value through IP strategy in a company exit(41:10) Discussion on AI, IP, and the evolving legal frameworkFast Favorites

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

In this episode, REWORK host Kimberly Rhodes, talks with Jason Fried and David Heinemeier Hansson, co-founders of 37signals, about the importance of stepping out of the day-to-day operations as a founder. Giving employees room to call the shots can spark new ideas and get things done faster. It also inspires people to think beyond just following orders.Key Takeaways:00:34 - The result of holding your grip too tight in your organization 02:36 - Find the middle ground between projects you should be directly involved in and those that can be managed by others08:38 - Giving employees the freedom to make decisions can lead to increased productivity and better ideas10:20 - Stepping in when it's necessary to realign urgency or quality12:54 - Not all opinions weigh the same15:28 - Trying to be involved in every task or decision reduces the organization's effectiveness22:48 - Intent prompts people to think independently instead of just following a set of instructions, as described in the book Turn the Ship Around.Links and Resources:Staying Out of It Blog Post by Jason FriedTurn The Ship Around bookBlue Ocean Strategy bookBooks by 37signalsSign up for a 30-day free trial at Basecamp.comHEY World | HEYThe REWORK podcastThe Rework Podcast on YouTubeThe 37signals Dev Blog37signals on YouTube@37signals on X

Today is a special episode of the podcast where I'm welcoming friends, leaders from all sorts of branches of healthcare to share a book that means something to them about leadership. We would like to dedicate this episode to the memory of Dr Jenny Vaughan who died recently. She was perhaps best known for her campaigning work with Doctors Association UK, https://www.dauk.org/ leading the learn not blame campaign and championing the concept of just culture as well as for campaigning on behalf of Mr David Sellu and Dr Hadiza Bawa-Garber. In this she was the embodiment of authentic allyship and anti-racist leadership and a role model for us all. Some of the book choices in this episode might well be on a leadership course reading list, some probably aren't. All of them should be though I suppose it depends who's writing the list and what they mean by leadership!  I hope here we have a diversity of thought and a number of reflections on the different facets of leadership on what they mean to these wonderful people who are leaders in their own fields. We have some classic children's fiction: The Jungle Book and Alice in Wonderland. We have a military leadership manual. We have books about psychology, about self-help, we have short stories and all sorts of others. A huge thank you to everyone who's been involved in making this episode and I hope that after you've listened you really will be in a position to take your leadership to the next level.Partha Kar recommends The Jungle Book by Rudyard Kiplinghttps://twitter.com/parthaskarAnna Baverstock recommends Dare to Lead by Brene Brownhttps://twitter.com/anna_annabavErin Carn-Bennett recommends Think Again by Adam Granthttps://twitter.com/erincarnbennettCaroline Walker aka The Joyful Doctor recommends the Jeeves and Wooster series by PG Wodehousehttps://twitter.com/joyful_doctorEvie Mensah recommends Legacy: A Black Physician Reckons with Racism in Medicine by Uche Blackstockhttps://twitter.com/eveoshHelen Blomfield recommends Reinventing Organisations by Frederic Lalouxhttps://twitter.com/helenblomfield8Nicola Fisher recommends Alice in Wonderland by Lewis Carrollhttps://twitter.com/NicolaFisherRNDave Hindmarsh recommends Turn the Ship Around by David Marquethttps://twitter.com/GP_TemplatesMargaret Ikpoh recommends Rest is Resistance by Tricia Hersey https://twitter.com/docmagsyClaire McKie recommends The Promise that Changes Everything by Nancy Klinehttps://twitter.com/claire_mckie_

Justin Waller is a blue-collar millionaire, real estate investor, and influencer who teaches young men how to build wealth on Andrew Tate's Real World community.A polarizing figure whose own channels were taken down by Youtube, Justin talked with us about his humble roots; how he built his massive construction company; his real estate investments; why he “feels sorry” for young men (and women) today, and how he developed his unshakeable self-confidence.Justin also talks about: - How he got rich in a blue-collar business- What the E-Myth gets wrong about running a business - Why he puts female managers in charge of his company's operations- How society is setting up young men to fail- How social media is distorting the self-image of young people today- Exactly what to do if you lack self-confidence - Dressing well and getting in peak physical shape- Why he started buying real estate as an “insurance policy”- How he saved $600,000 on taxes using accelerated depreciation- Getting de-platformed along with his associate Andrew TateBooks Mentioned:- Wild at Heart by John Eldredge - Turn the Ship Around!: A True Story of Turning Followers into Leaders by L. David Marquet- The Ideal Team Player: How to Recognize and Cultivate by Patrick Lencioni- The Five Dysfunctions of a Team by Patrick Lencioni- The E-Myth Revisited by Michael GerberConnect with Justin:Website: https://www.justinwinnwaller.com/Twitter: https://x.com/Waller7JConnect with us:Website: https://abetterlife.com/Instagram: https://www.instagram.com/betterlife/?hl=enhttps://www.instagram.com/beardybrandonJustin's charitable cause (100% of ad revenue goes here):- SEAL Future Foundation - a charity dedicated to supporting Gold Star families, providing them with the necessary resources and assistance to navigate their future with strength and resilienceShow Sponsor: - The BetterLife REI Summit May 3-5 in Denver, CO. The most actionable “how to” real estate event for new and experienced investors. Grab your tickets here: https://reisummit2024.com/Interested in building wealth without losing your soul? Join the BetterLife Tribe here: https://join.abetterlife.com/tribe

Today on the Take on Board podcast I'm speaking with Julie Bearzatto about Risk. What questions should you be asking about technology and the strategy behind balancing growth & risk Julia has spent 20 years working with technology companies, from startups, scale ups to mature businesses. Much of this time has been in the FinTech space and she become passionate about sharing her experience to educate directors and help companies to scale. Links and ResourcesJulia on LinkedInTurn the Ship Around!: A True Story of Turning Followers into Leaders by L. David MarquetUpcoming TOB EventsAll eventsYou might want to:Join the Take on Board Facebook communityJoin the Take on Board LinkedIn communityFollow along on TwitterWork with meJoin the Take on Board: Kickstarter group programJoin the Take on Board: Accelerator group programFind out more about meContact me Hosted on Acast. See acast.com/privacy for more information.

"Episode 16: Transforming Leadership Through Language - A Conversation with David Marquet" Description: Welcome to Episode 16 of "Clean At Work," where we are honoured to host David Marquet, an esteemed figure in leadership and organizational transformation. David, a former submarine commander and the author of "Turn the Ship Around" and "Leadership Is Language," shares his profound insights on the impact of language in leadership and decision-making. In this enlightening episode, David delves into the concepts of 'red work' and 'blue work' from his latest book, explaining how these frameworks can revolutionize leadership and organizational dynamics. He shares anecdotes from his time commanding the USS Santa Fe, illustrating how shifting language structures on the submarine led to remarkable outcomes. David also touches on his accidental discovery of clean language during his research and how it aligns with his leadership philosophy. He emphasizes the importance of moving away from coercive language patterns and adopting a more inclusive and exploratory approach to communication. Listeners will gain valuable perspectives on the subtle power of language in shaping decision-making processes and fostering a culture of collaboration and empowerment. David offers practical advice on avoiding binary questions, embracing probabilistic thinking, and fostering a safe environment for sharing ideas within an organization. Join us for this captivating discussion with David Marquet and discover how you can implement nuanced language strategies to enhance leadership effectiveness and drive positive change in your organization. About the Speaker David Marquet  Student of leadership and organizational design, former nuclear submarine commander, and named one of the Top 100 Leadership Speakers by Inc. Magazine. David is the Author of the Amazon #1 Best Seller: Turn the Ship Around!, and The Turn the Ship Around Workbook.  David's latest book, Leadership is Language, is a Wall Street Journal Bestseller and Financial Times Book of the Month selection. David imagines a workplace where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader. links: Here's the new playbook for leaders, Leadership is Language. [US] https://bookshop.org/p/books/leadership-is-language-the-hidden-power-of-what-you-say-and-what-you-don-t-l-david-marquet/12084546?ean=9780735217539 A free asset for you and your team are our leadership nudges. Marquet simplifies the concepts and mechanisms from the books into 1-minute bite-sized pieces on our YouTube channel because the reminders help people. It's called "Leadership Nudges" and we invite you and your team to subscribe. http://www.youtube.com/c/LeadershipNudges About the Hosts John Barratt (https://www.agileaffinity.com/) is passionate about empowering individuals, teams, and organisations to reach their full potential. Utilising a blend of agile techniques infused with the agile mindset, he is dedicated to helping organisations streamline, self-organise, and adapt to today's dynamic business environment. John's approach is deeply influenced by the systemic modelling skills he acquired from Caitlin Walker, which he continuously refines through ongoing training. His work primarily focuses on guiding organisations through the process of descaling and fostering a culture of self-organisation. Learn more about John's work at Agile Affinity. Linkedin: https://www.linkedin.com/in/johnbarratt1/ Sarah Baca (http://www.nerdyknights.com/) is a coach, therapist, facilitator, and teacher who has a passion for using clean language to help others discover what makes them feel vibrantly alive. She has been working with organisations as an agile coach for over a decade, specialising in enterprise and leadership coaching.  Linkedin: https://www.linkedin.com/in/sarahjbaca/

182 - Turn Your Ship Around In this podcast episode, we're delving into the world of leadership, through the experience of a commanding officer plays in shaping the culture and morale of their ship. We will review the book It's Your Ship, Management Techniques from the Best Damn Ship in the Navy by Captain D. Michael Abrashoff. We're exploring how the principle of "ownership" can transform a low-morale ship into a thriving, successful vessel. Captain Abershoff allows his crew to take ownership of their areas of responsibility, allowing them to make decisions and solve problems independently unless it would cause significant monetary loss or harm to the ship or crew. This way, the crew members feel more involved and responsible, which increases their overall morale and productivity. We're discussing how he fostered a sense of community and camaraderie among the crew is vital in improving their morale and productivity. He enabled small gestures, like improving the quality of food or organizing beach barbecues, to make a significant difference in boosting the crew members' spirits. The commanding officer also encourages personal growth among his crew by helping them improve in their areas of interest and promoting them based on their performance. But leadership also means knowing what your company, country, ship, its mission and your boss needs for you to do. You should be aware of their goals in order for the ship to fulfill those goals and to create trust between you and the leadership. Once you have built that trust, you will have more ability to make changes for your team. We're examining some of the challenges and potential pitfalls of this leadership style. While it successfully turned the ship around, it created some animosity among other ship commanders who felt threatened or uncomfortable with the unconventional approach. The commanding officer reflects that he could have been more diplomatic in dealing with his counterparts and built bridges instead of alienating them. In conclusion, a commanding officer, family leader or any leader can significantly influence their team's morale and productivity. Fostering a sense of ownership, community, personal growth, and fun can profoundly impact the team's performance. https://www.mikeabrashoff.com/ https://startwithsmallsteps.com/182-turn-your-ship-around/ Jill's Links https://abetterlifeinsmallsteps.com https://affiliate.notion.so/NorthwoodsJill https://affiliate.notion.so/NorthwoodsAI https://www.youtube.com/@startwithsmallstepspodcast https://www.buymeacoffee.com/smallstepspod https://twitter.com/SmallStepsPod Email the podcast at jill@startwithsmallsteps.com

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Thank you again for tuning into another episode of Agile FM. This is the Agile Kata series. And today we're going to explore Kata from a leadership's perspective. And I have here with me Mark Rosenthal who is with Novayama that is his company. He's out of the West coast, United States, and we're going to explore a little bit together, leadership in conjunction with Kata, which is Series all about.We're gonna explore that angle a little bit. Welcome to the show, mark. [00:00:40] Mark Rosenthal: Thank you very much. It's looking forward to the opportunity. [00:00:43] Joe Krebs: Yeah, this is awesome. I wanna go back in time with you and talk a little bit about an employment you had where you worked from home. [00:00:52] Mark Rosenthal: Oh, yeah. . [00:00:53] Joe Krebs: You didn't get a lot of phone calls until you got one.[00:00:56] Mark Rosenthal: Yeah. [00:00:57] Joe Krebs: And that was the one you got terminated. [00:01:00] Mark Rosenthal: Yeah. Bu Yeah. [00:01:01] Joe Krebs: But the interesting thing is you in your reflection, you had a, let's say a moment of realizing a lack of leadership skills. [00:01:14] Mark Rosenthal: Yes. And yeah, and really that was, and this is even better because this is really the kind of leadership that most conduct practitioners have to engage in, which is influence.You don't have formal authority you rather, you've got to, you have to find a way to influence the lead, the line leaders in the organization to be effective. And this is true for lots of cases. It's true whenever I'm bringing groups of people together that I can't tell what to do. And actually it's more true that you think even in the military, which is where I learned leadership.And it really was that. We tend to do, we practitioners tend to engage with the technical artifacts, and we put in the tools, we put in the mechanics, and we don't, and then we complain when the line leadership doesn't embrace the changes. And that is on us because if you look at a traditional Kaizen event approach, for example, in the world of, you know, of CI, but this would be equally true for somebody trying to get scrum in place or somebody trying to cause any change in the way the organization does business.I can describe the mechanics of the daily standup perfectly. I can describe, I can get all the scheduling. I can get the artifacts into place.If there isn't a engagement of the conversation about how we do it on a daily basis too, then it's going to fall apart as soon as that that, that goes away in the situation you're describing. I mean, it was even worse in a way, just because of the nature. It was an international organization and it didn't really matter where I worked, so I didn't work anywhere.Although I got a lot of frequent flyer miles. You know, going to Europe once a month, going all kinds of places. But what I was doing was making technical recommendations. And then, you know, they weren't getting picked up. And frankly, I wasn't earning my money. Yeah. And the key here for a change agent.Is it's not about the tools you're putting into place, the tools are there to create the kinds of conversations that need to happen in the organization between the leaders and between people, between groups of people. And once I understood that, then the paradigm changes completely because the experiments I run are testing whether or not I'm effective at moving the needle.About how these conversations are taking place. And that's kind of what I was talking about in the, you know, in the story that you're alluding to. [00:04:20] Joe Krebs: Yeah. So this is a life changing event for you, but also in your career, right? You had a lot of learnings coming out of this. [00:04:27] Mark Rosenthal: A lot of them, and they came later on.You know, I had, I was familiar with Toyota Kata at the time. But I was still in the position of trying to make people do it, and I can't do that. What I have to do is look at the dynamics in the organization and think in terms of it's not the mechanics of standing up a storyboard and getting them to go through the starter kata of grasping the current condition and all of that.It's about what actions what small experiment can I run? That I think that I hypothesize will nudge the conversation into, for example, talking about something a little more concrete than we had a good day or a bad day, which moves them toward measuring how they're doing, you know, in that example, that particular organization really had disdain for numbers because they made people look bad.So they didn't talk about them. I mean, they had them on displays, but nobody ever talked about them and the numbers they had on displays were lagging indicators. Yeah. It's interesting because you said like the words, if I remember correctly, like you said, like moving the needle, and I think that's also important from a leadership perspective, are we just in the operations mode of tools and features and keeping those alive or are we disrupting them?Yeah. Absolutely. Certain ways of working within the organization as a leader. Yeah, and you're going to be disrupting, you know, that's the whole point in a way. So when I want to begin to shift things I want to do is engage in the smallest change I can that's going to move things. And I'm going to try to do is to incorporate that change into something they're already doing.So in this example, there was already a daily production meeting. So rather than saying, we're going to have another meeting about improvement, rather than saying, you got to stop doing that way and start doing it this way, I can hook part of my agenda into the existing structure. So as a change agent, I want to look at what are they already doing?And can I grab any of that and just modify it in a way? That moves the conversation in the direction it needs to go. [00:06:58] Joe Krebs: Yeah, This is interesting, right? There's two things I would like to talk about, and I'm not sure which one should be first or not. I'll just take one and get started.Maybe it's the wrong order, but. We just went through a, or just two years ago, we somewhat ended the pandemic and we started going back to work. And your experience obviously from work from home was prior to to the pandemic. Now you had some learnings in terms of leadership and we see a lot of companies that are bringing the people back to work sometimes mandatory.And sometimes it's the leadership team that just feels like very strongly about that. So I want to just include that in terms of, it's very impressive right now. There's a lot of companies still work in that kind of dual mode or came back full time back on premises. What advice do you have based on your learning for leaders when you work this way?I don't know if you'd have any, but I'll just put you on the spot.[00:07:58] Mark Rosenthal: You know, that's a good one. You know, you're going to encounter resistance, but you know, this is a quote from Ron Heifetz out of Harvard, who Talks about this thing called adaptive leadership, which really is applying PDCA to leadership. And that's why I like it so much, because it follows the Kata pattern of grasp the current condition, make a, you know, make a judgment where you want to go next and run experiments to try to get there.And he said, and I love this, people don't resist change. People resist loss. Nobody gives back a winning lottery ticket. And so the people who are. are used to working with the cat on their lap and having be able to respond to their kids and all the awesome things that come from the ability to work from home are losing that connection that they have developed with their family.So that's what they're resisting. Typically, you know, I can't speak for everybody, but what's, you know, the flip side is what's the boss, what did the company lose when the people didn't come to the office? And that was the informal interaction that drives the actual conversation that gets stuff done.Yeah. And so that's what I didn't have, right? You know, we didn't have, I don't even think we didn't have video. We didn't, you know, I mean, this was a while ago. I think, you know, Skype was cutting edge stuff, right? [00:09:31] Joe Krebs: Hard to imagine, right? [00:09:32] Mark Rosenthal: Yeah yeah. You know, if I were to go back to the same situation, I would be having a lot more scheduled online sessions.With not just individuals, but with groups of people sharing their experiences with, in my case, with continuous improvement and what they're doing so that I didn't need to be there all the time, but I could work on keeping the conversation and the buzz going and get a better read for the organization.[00:10:09] Joe Krebs: Yeah. You mentioned that I've heard you say things like that leadership is a typical leadership. Yeah. What is authority. And then sometimes you do see that when you go back to, to work in, you know, in work environments where you're being asked and forced to come back to work versus adaptive leaderships, taking a different approach to something like that.But another quote you said, and maybe that's the other angle I wanted to ask you. . Is I heard you say a phrase that leadership is an activity, not a role. [00:10:40] Mark Rosenthal: And that's again, I want to make credit where credit is due. That's right out of, you know, Ron Heifetz work and a lot of it is taught at a place called the Kansas Leadership Center in Wichita.And so I want to make sure I'm giving credit where credit is due. . So in, there are, you know, there are cases where authority is a good thing. There are cases where you have to get something done fast. The building is on fire, evacuate immediately, not, hey, what do you think we should do?But even when there is formal authority, it's far more effective to use leadership as a role with the goal of developing other leaders. And, you know, this is if you know, are familiar with the work of David Marquet and his book, Turn the Ship Around on the submarine, you know, he, as the captain of the submarine had absolute authority.Yeah. And. And I read that book. I'm a former military officer. I was in the Army. Okay. We didn't get it. I did not go on a boat that was designed to sink. But you know, at the end of the story, he tells a story of, he. interprets a situation incorrectly, and he gives an order that was incorrect at the end of the story, and he is countermanded on the bridge with no captain, you're wrong, from the lowest ranking sailor on the bridge.Who countermanded an order from the captain of the ship. Yeah. And all it did was cause him to look back, reassess, and realize that this 22 year old kid was right. And that's what we want, right? Yeah. We want people to tell us if we're making a mistake. [00:12:29] Joe Krebs: Yeah, that's a key lesson. I remember this by listening, I listened to that particular book, which is also very eyeopening.Now, seeing a leadership like this, we see adaptive leadership. But it's obviously something you are embracing. There's a lot of books out there about leadership. That's a massive amount of books. And people could go wild, but you know, many of those are personal stories about what that person has embraced and you might find something very useful here now in certain areas of those books, but you might not 100 percent apply to your own.Yeah. That might leave the reader with, how would I approach this problem with all that wisdom that is out there and how do you combine and this is where I want to go with you here now in terms of leadership is how can the Agile Kata, the Kata, the improvement Kata, coaching Kata, how can the Kata ways of working scientific thinking.Help support leaders who are like, I want to create an environment like that. I want to have adaptive leadership. How can Kata help me with this? [00:13:37] Mark Rosenthal: Great point, because you know, all those books are those, as you pointed out, those people's personal stories. And it's interesting because all the, all of the stories about success have survivor bias.Built in and we don't, you know, they're in, in, in lean world, there's a commonly bandied about number that 85, 90 percent of all attempts to put it in the place fail. We read about the ones that are successful, but what we don't know is that the ones that failed probably followed the same formula.And it only works five or 10 percent of the time. That's really the story here. So what you, there isn't a cookbook and what you got to do is first understand the culture you're trying to build. Because if you don't have that in your mind deliberately, you're going to end up going wherever. But then.You've got to grasp your own situation in your own organization and then set that next target condition using Kata terms of, okay, I'm not going to try to get there all at once, but what's the one major thing I'm going to try to get in if I'm trying to change the change away and organization runs probably on a 90 day window.You know, if we're in industry or Kata, we set a target condition of a couple of weeks and no more than that. But, you know, these are bigger things. So where do I want to be at the end of the quarter? Where do I want to be, you know, in three months? And then that narrows my focus. And then I can just start working on that.And maybe it's just I'm going to, I'm going to get the staff meeting working. more effectively so that we're not trying to solve problems in the meeting. We're just talking about the status of problem solving. That's just a hypothetical example, but that was one place I try to take people for example.Yeah. And I was work on that. [00:15:45] Joe Krebs: So you work with leaders through. Coaching cycles. You coach them going through the four steps of the improvement Kata. And you help them to, as you say, move the needle. Towards more adaptive leadership. [00:16:04] Mark Rosenthal: And this is using adaptive leadership really to do it, right?So it's a meta thing in a way. And when I'm, you know, I'm really talking to the change agents out there, you know, the, and in, in the agile world, you know, the scrum master is a staff person who's the holder of the torch of what this is supposed to look like. So this is what. They can do us to work, you know, to say, okay, I know it's not perfect right now.What's the one thing I'm going to emphasize over the next 90 days to get it better? And maybe it's, you know, I'm just going to get the stand up to be less than 15 minutes. Okay. I just got to get people to just, you know, this is what they talk about. And then they pass the torch to the next person, for example, or the next pair in that case.[00:17:01] Joe Krebs: You are, I think by looking through your material a little bit and seeing where you're coming from, you're using a tremendous amount of powerful questions. Can you, again, I'm sorry to put you on the spot, but can you give possibly some like a, like an outline of how. What kind of questions you would be throwing so to make it a little bit more concrete.. We weren't listening to this like a leader or somebody who's receiving some form of coaching from you. And then what kind of questions it's powerful stuff. [00:17:38] Mark Rosenthal: . So the coaching Kata just to some background here and what Toyota Kata is just so that we got on topic is.What Mike Rother essentially did, and this isn't 100 percent accurate, but this is the effect, is he parsed a lot of the coaching conversations that were happening, you know, with leaders and learners at Toyota. And those conversations often are around A3, for example, which is just a piece of paper. And often it's just sounds like a conversation.But there were elements of the questioning that was, that were always present. And the way I describe it is he boiled all that down and was left at the bottom of the pot was the structure of questions that he published as the Improvement Kata. So I'm going to ask first, I'm going to go off the script first.What is your target condition? So I want to hear is where you're trying to go in the short term. And what will be in place when you get there? What is the actual condition now in between the two I'm really looking for is what's the gap you're trying to close between where things are now and where you're trying to go in that short term.Then we're going to reflect on the last step you took because you committed to take that step the last time we talked. So what did you plan as your last step? What did you expect? Because there was a hypothesis that if I do this, then I'll learn that, or this will happen. And what actually happened, And what did you learn?Then I'm going to ask, okay, what obstacles are now, do you think are now preventing you from reaching your target condition? And so really that's Mike chose the word obstacle because the word problem in the West is really loaded. Okay. Because a problem to a lot of people in industry is something I don't want the boss to find out.You know, another company I work for, I called them barriers, but it was before Kata was written. But if I go back and look at my stuff, this is basically the same structure. And that's just an enumeration of what person, the problem solver, the learner thinks are the problems. And as a coach, that's kind of telling me what they think right there, right?I'm beginning to see what they see because they're telling me, which one are we addressing now? It's important to address one problem at a time. And then based on that, and in being informed by the last step you took. What are you planning as your next step and what do you expect? So that's kind of the script going off script often just means asking calibrated follow on questions to get the information that I didn't get from the primary question.This is where, you know, if you're talking to Tilo Schwartz, he's got a lot of structure around that, which is really a contribution to the community. [00:20:51] Joe Krebs: Yeah, but your questions are not yes, no answers or status related, even the follow ups are investigative, kind of like bringing things to surface for the learner, not for you to receive a status.[00:21:07] Mark Rosenthal: What I'm looking for is, again, Toyota Kata jargon, their threshold of knowledge, the point at which, okay, the next step is probably learn about that. And there are times when, you know, even before we get to all the questions, if we encounter that threshold of knowledge, okay, great. We need to learn that.What's the next step in order to learn more about that? [00:21:32] Joe Krebs: Mark, this is this is really good. I was just like listening to Katie Anderson's book, and it was funny that you say problem in the Western world, not a very popular word and she makes tons of references in her book about. No problem. is a problem.[00:21:50] Mark Rosenthal: That's, yeah. That's the Toyota mantra. That's the Toyota mantra. [00:21:54] Joe Krebs: And yeah. So whatever you want to call it, you want to overcome it. If it's an obstacle, an impediment, or if it's a problem you want to overcome. [00:22:02] Mark Rosenthal: And that's a really good point about the culture. And I'm going to quote my friend, Rich Sheridan here, you know, fear does not make problems go away.Fear drives problems into hiding. Yeah. And we encounter that a lot where I go into a culture where everybody has to have the answers or everything needs to look good. And so asking them, what problems are you trying to solve here can be problematic. And so that's where the adaptive leadership part comes in, okay, I'm going to have to overcome the obstacle of that cultural hesitancy and find a way to help them get a shared sense of the truth. That they can talk to rather than talking to each other. And again, if I go into, you know, the, like the extreme programming world where I've got the cards on the wall, for example that is that shared sense of the truth. I can walk in and I can tell which pairs are working on which things and whether they're a hit or behind very quickly without having to ask anyone and there's nothing concealed is fully transparent.We go into industry, the purpose of the visual controls, the purpose of the status boards, the purpose of the Andon lights, the purpose of all of the lean tools, all of them is to put the truth of what's actually happening out there as compared to what should be happening so that we have an invitation to deal with it.[00:23:43] Joe Krebs: But they're tools. [00:23:45] Mark Rosenthal: But they're, but that's all the tools are, that's what they're for. Yeah. [00:23:50] Joe Krebs: That is great. Mark, I want to thank you for spending some time here talking from a leadership's perspective to the Agile FM audience and in particular in the Kata series to explore Kata and how Kata can influence.leadership and what you can do to embrace adaptive leadership while performing scientific thinking as a leader. And obviously your personal stories as well. So thank you, Mark. [00:24:14] Mark Rosenthal: Sure thing. Appreciate it. Thanks for having me. ​

In this edition of Locked on Capitals Dan talks about the Caps 5-2 loss to the Habs. Montreal jumped to a 3-0 lead and Charlie Lindgren got the hook in the first period. Missed assignments, being out of position and not being aware of your surroundings were the theme of this game. Nicolas Aube-Kubel coughed up the puck which led to a Nick Suzuki goal. TVR blew a tire and Connor Mcmichael lost the handle on the puck which led to another Habs goal. Alex Ovechkin and Rasmus Sandin attempted to stage a comeback, but the Habs pushback was greater. The Caps schedule doesn't get any easier as they take on the Panthers and Bruins next. Join our LOCKED ON CAPS INSIDERS texting community and chat with host Dan Holmi any time by clicking this link: https://joinsubtext.com/lockedoncapitals Dan provides one on one's, breaking news, show previews, Caps breakdowns and the very latest from your 2018 Stanley Cup winning Washington Capitals. Try it FREE for 14 days! https://joinsubtext.com/lockedoncapitals Support Us By Supporting Our Sponsors! eBay Motors For parts that fit, head to eBay Motors and look for the green check. Stay in the game with eBay Guaranteed Fit at eBayMotos.com. Let's ride. eBay Guaranteed Fit only available to US customers. Eligible items only. Exclusions apply. Indeed Indeed knows when you're growing your own business, you have to make every dollar count. Visit Indeed.com/LOCKEDON to start hiring now. Sleeper Download the Sleeper App and use promo code LOCKEDONNHL to get up to a $100 match on your first deposit. Terms and conditions apply. See Sleeper's Terms of Use for details. Gametime Download the Gametime app, create an account, and use code LOCKEDON for $20 off your first purchase. Robinhood Robinhood has the only IRA that gives you a 3% boost on every dollar you contribute when you subscribe to Robinhood Gold. Now through April 30th, Robinhood is even boosting every single dollar you transfer in from other retirement accounts with a 3% match. Available to U.S. customers in good standing. Robinhood Financial LLC (member SIPC), is a registered broker dealer.  FanDuel Make Every Moment More. Right now, NEW customers get TWO HUNDRED DOLLARS in BONUS BETS if your best bet of FIVE DOLLARS or more wins. Visit FanDuel.com/LOCKEDON to get started. FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this edition of Locked on Capitals Dan talks about the Caps 5-2 loss to the Habs. Montreal jumped to a 3-0 lead and Charlie Lindgren got the hook in the first period. Missed assignments, being out of position and not being aware of your surroundings were the theme of this game. Nicolas Aube-Kubel coughed up the puck which led to a Nick Suzuki goal. TVR blew a tire and Connor Mcmichael lost the handle on the puck which led to another Habs goal. Alex Ovechkin and Rasmus Sandin attempted to stage a comeback, but the Habs pushback was greater. The Caps schedule doesn't get any easier as they take on the Panthers and Bruins next.Join our LOCKED ON CAPS INSIDERS texting community and chat with host Dan Holmi any time by clicking this link: https://joinsubtext.com/lockedoncapitals Dan provides one on one's, breaking news, show previews, Caps breakdowns and the very latest from your 2018 Stanley Cup winning Washington Capitals. Try it FREE for 14 days! https://joinsubtext.com/lockedoncapitalsSupport Us By Supporting Our Sponsors!eBay MotorsFor parts that fit, head to eBay Motors and look for the green check. Stay in the game with eBay Guaranteed Fit at eBayMotos.com. Let's ride. eBay Guaranteed Fit only available to US customers. Eligible items only. Exclusions apply.IndeedIndeed knows when you're growing your own business, you have to make every dollar count. Visit Indeed.com/LOCKEDON to start hiring now.SleeperDownload the Sleeper App and use promo code LOCKEDONNHL to get up to a $100 match on your first deposit. Terms and conditions apply. See Sleeper's Terms of Use for details.GametimeDownload the Gametime app, create an account, and use code LOCKEDON for $20 off your first purchase.RobinhoodRobinhood has the only IRA that gives you a 3% boost on every dollar you contribute when you subscribe to Robinhood Gold. Now through April 30th, Robinhood is even boosting every single dollar you transfer in from other retirement accounts with a 3% match. Available to U.S. customers in good standing. Robinhood Financial LLC (member SIPC), is a registered broker dealer. FanDuelMake Every Moment More. Right now, NEW customers get TWO HUNDRED DOLLARS in BONUS BETS if your best bet of FIVE DOLLARS or more wins. Visit FanDuel.com/LOCKEDON to get started.FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

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

Recorded almost a year ago (January 8, 2023), Shu discusses L. David Marquet's book, Turn the Ship Around!: A True Story of Turning Followers into Leaders. This is the 47th meeting. Meetings 44-46 are unfortunately lost to time.

In this episode of Partnering Leadership, Mahan Tavakoli speaks with David Marquet. David served as the commander of the US Navy nuclear submarine, USS Santa Fe. When he took over, he changed the command-and-control leadership style and empowered his crew to turn the lowest-performing sub into the best performer in the fleet. David Marquet shared leadership lessons from this experience, which he also wrote in his bestselling book Turn the Ship Around! A True Story of Turning Followers Into Leaders. David Marquet also shared leadership insights from his latest book, Leadership Is Language: The Hidden Power of What You Say and What You Don't. In it, David Marquet highlights how choosing your words can dramatically improve organizational decision-making and execution.  Some Highlights:- David Marquet on becoming the commander of the lowest-performing submarine in the US Navy - Why it's not the lack of leadership but the wrong kind of leadership that results in poor team performance- David Marquet on moving beyond the traditional approach to leadership - How David Marquet shifted his own and his crew's mindset to transition from permission-based decision making to intent-based decision making- Why leadership in most organizations still operates using outdated mindsets and approaches- David Marquet on what all leaders can learn from the communications breakdowns on the El Farro - The importance of language in leading organizations to better decision making and execution in the businessBooks Mentioned:- Turn the Ship Around! A True Story of Turning Followers Into Leaders - L. David Marquet- Leadership Is Language: The Hidden Power of What You Say and What You Don't - L. David MarquetConnect with L. David Marquet:LinkedIn: David MarquetIntent-based Leadership InternationalWebsites: https://davidmarquet.com/https://intentbasedleadership.com/what-is-intent-based-leadership/YouTube:Leadership NudgesConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

This season I am officially lunching coaching opportunities for us to work together so you can master skills we discuss here, become a high performer in your career and lead ahigh performing team.  To get the details first of these limited opportunities, go to hardcoresoftskillsppodcast.com and sign up to my newsletter.  The key question that seems to come up regularly how can we be better leaders?  I have spoken about this to various guests in my podcast  and on of the epiodes that resonated the most was from L. David Marquet. He was the commander of a nucelar submarine and author of various leadership books including the classic Turn the Ship Around.  For more resources, sign up for the newsletter at https://www.hardcoresoftskillspodcast.com/  Connect with me via https://www.linkedin.com/in/yadiraycaro/   

In this episode, we have a fascinating conversation with Nickolas Means, the VP of software development at Sym. Nickolas shares his insights on software engineering, data liability, and of course, good coffee.Nickolas starts off by sharing his love for audiobooks, particularly those narrated by the talented Wil Wheaton. He also recommends a management book called "Turn the Ship Around" by Admiral David Marche, which explores the importance of autonomy and ownership in improving performance.The conversation then turns to the topic of shame in the software engineering industry. Nickolas emphasizes the impact of shame on silencing voices and discouraging vulnerability within teams. They discuss imposter syndrome and the subjective nature of judging someone's skills, delving into the Dunning Kruger effect.Drawing lessons from physical engineering disasters, Nickolas shares the importance of early recognition and admission of mistakes, highlighting the need for a blameless mindset in software engineering. They also explore the impact of organizational culture on agile processes and the value of implementing meaningful controls for compliance.In addition to his expertise in software engineering, Nickolas shares his passion for pour-over coffee and reveals his obsession with perfecting his daily cup. So grab your favorite brew and join us for this engaging conversation on software engineering, data liability, and the pursuit of excellence. Let's dive into another thought-provoking episode of Data Driven!Show Notes[00:00:00] Nick Means discusses shame and software engineering.[00:04:46] Loud voices silence others; vulnerability is key.[00:09:16] What can we learn from physical engineering?[00:10:01] Engineering disasters teach human error in steel.[00:13:58] VP of software development interested in disasters.[00:16:37] Learn, not blame. Safety 2 perspective.[00:20:16] Big Agile vs. little a Agile explained.[00:25:39] DevOps leads to improved engineering efficiencies and cost savings.[00:29:25] Emergence of data regulations in government and industry.[00:30:33] Spirit of law makes compliance easier, safer.[00:35:51] Useless ash turned profitable by steel mills.[00:38:34] Uncle's Amiga sparked love for computers.[00:40:44] Increasingly humane tech interaction; a historic shift.[00:45:35] Favorite narrators and management book recommendations.[00:48:12] Intriguing episode of data-driven with Nick Means.

Kyle Pierson leads a discussion of the leadership principles found in the book "Turn the Ship Around!" a book all about how Captain Marquet transformed a struggling submarine crew by giving them more control and responsibility, instead of micromanaging. The book is a practical guide for leaders who want to empower their teams and foster a culture of ownership and innovation.*** Show Notes and Resources ***

As Ryan was panicking the last few weeks over the Nationals front office moves, it's time to settle down and get excited again. The Nats hired Brad Ciolek, who has been running the Orioles draft for the last few years, to be their Senior Director of Amatuer Scouting. Ryan discusses what it means for the organization, and as well as another move with Danny Haas. Is this the turn we've been waiting for years on? Also, DC & the Nats have agreed on multiple different things to bring upgrades to Nationals Park that we get into to end the show.  Follow Ryan Clary on Twitter: https://twitter.com/Ryanclary11 Follow Locked On Nationals on Twitter: https://twitter.com/LO_Nationals Support Us By Supporting Our Sponsors! birddogs Go to birddogs.com/LOCKEDONMLB or enter promo code LOCKEDONMLB for a free water bottle with any order. You won't want to take your birddogs off we promise you. Gametime Download the Gametime app, create an account, and use code LOCKEDONMLB for $20 off your first purchase. Jase Medical Get $20 off these lifesaving antibiotics with Jase Medical by using code LOCKEDON at checkout on jasemedical.com. FanDuel Make Every Moment More. Right now, NEW customers can bet FIVE DOLLARS and get TWO HUNDRED in BONUS BETS - GUARANTEED. Visit FanDuel.com/LOCKEDON to get started. Sleeper Download the Sleeper app and use promo code LOCKEDON and you'll get up to a $100 match on your first deposit. Terms and conditions apply. See Sleeper's Terms of Use for details. Currently operational in over 30 states. Check out Sleeper today! FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

As Ryan was panicking the last few weeks over the Nationals front office moves, it's time to settle down and get excited again. The Nats hired Brad Ciolek, who has been running the Orioles draft for the last few years, to be their Senior Director of Amatuer Scouting. Ryan discusses what it means for the organization, and as well as another move with Danny Haas. Is this the turn we've been waiting for years on? Also, DC & the Nats have agreed on multiple different things to bring upgrades to Nationals Park that we get into to end the show. Follow Ryan Clary on Twitter: https://twitter.com/Ryanclary11Follow Locked On Nationals on Twitter: https://twitter.com/LO_NationalsSupport Us By Supporting Our Sponsors!birddogs Go to birddogs.com/LOCKEDONMLB or enter promo code LOCKEDONMLB for a free water bottle with any order. You won't want to take your birddogs off we promise you. GametimeDownload the Gametime app, create an account, and use code LOCKEDONMLB for $20 off your first purchase.Jase MedicalGet $20 off these lifesaving antibiotics with Jase Medical by using code LOCKEDON at checkout on jasemedical.com.FanDuelMake Every Moment More. Right now, NEW customers can bet FIVE DOLLARS and get TWO HUNDRED in BONUS BETS - GUARANTEED. Visit FanDuel.com/LOCKEDON to get started.SleeperDownload the Sleeper app and use promo code LOCKEDON and you'll get up to a $100 match on your first deposit. Terms and conditions apply. See Sleeper's Terms of Use for details. Currently operational in over 30 states. Check out Sleeper today!FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Chapter 1 What's Turn the Ship Around"Turn the Ship Around" is a leadership book written by L. David Marquet. It was published in 2012 and details Marquet's experience as the captain of the nuclear-powered submarine USS Santa Fe. He shares the story of transforming the ship's culture from a leader-follower model to a leader-leader model, where each member of the crew is empowered to take ownership and make decisions. The book focuses on the principles of empowering others, creating a sense of ownership, and fostering a culture of leadership. It has been widely praised for its innovative leadership approach and its practical advice on how to create high-performing teams.Chapter 2 Why is Turn the Ship Around Worth Read"Turn the Ship Around" by L. David Marquet is worth reading for several reasons:1. Unique leadership insights: Marquet shares his personal experience as a former nuclear submarine commander and offers a fresh perspective on leadership. He challenges traditional hierarchical command structures and advocates for a "leader-leader" approach, where decision-making is pushed down to the lowest level possible.2. Practical applicability: The book provides practical tools and techniques that can be applied in any organization. Marquet introduces concepts such as "intent-based leadership" and "creating leaders at every level," which can help individuals and teams become more empowered and autonomous.3. Real-life examples: Marquet illustrates his ideas with real-life examples from his time as a submarine commander. He candidly highlights the mistakes and challenges he faced and offers valuable lessons that can be applied in various professional settings.4. Engaging storytelling: The book is written in a storytelling format, making it easy to read and engaging. Marquet's writing style and narrative approach keep the reader captivated, making it an enjoyable read.5. Positive impact: "Turn the Ship Around" has had a significant impact on leadership and organizational culture in various industries. It has become a widely recommended book for leaders and managers seeking to create high performing teams and foster a culture of empowerment and accountability.Overall, "Turn the Ship Around" is worth reading because it provides unique leadership insights, practical advice, real-life examples, engaging storytelling, and the potential to positively transform an organization's leadership and culture.Chapter 3 Turn the Ship Around Summary"Turn the Ship Around!" by L. David Marquet is a leadership book that tells the story of how Marquet transformed the culture and performance of a nuclear-powered submarine, the USS Santa Fe.Marquet, a highly experienced and highly decorated naval officer, was unexpectedly appointed as captain of the Santa Fe. However, he quickly realized that the ship was plagued by a lack of trust, low morale, and poor performance. The previous leadership style on the Santa Fe was one of top-down command and control, where decision-making was concentrated in the hands of the captain.Marquet believed that this leadership style was flawed and would not allow the ship to reach its full potential. He decided to challenge the traditional leadership model and instead adopt a model of decentralized control and empowerment. He called this model “leader-leader” instead of “leader-follower.”In his book, Marquet outlines the key principles and practices he used to transform the Santa Fe. These include:1. Control by consent: Instead of giving orders, Marquet encouraged his crew to take ownership and responsibility for their roles. He emphasized the importance of gaining consent before making decisions.2. Competence: Marquet focused on building a...

This episode was recorded in 2019 during lockdown and published on my first podcast titled The Peaky Agilist. The episode has been remastered and re-shared here. Join Paddy as he delves into the extraordinary journey of a nuclear submarine commander who found himself in uncharted leadership territory. Through the lens of his experience, we explore the challenges of relinquishing control and embracing empowerment within a high-stakes environment.

One of the biggest power struggles parents have with their kids is around technology. In this episode, Susan talks about the importance of clarity as we set realistic routines around screen time, emphasizing the importance of being the “Captain of the ship” for our kids, to offer guidance and support. https://susanstiffelman.com/kids-and-tech-podcast/