Podcasts about six p

Send us a textWhat happens when your entire life changes in an instant? For Sara Freeman Smith, losing 95% of her vision wasn't the end of her story—it was the beginning of something much greater.In this profound conversation, Sara shares her remarkable journey as a disability advocate, career navigator, and author of "Turning Stones Into Gems: Learn How to Find Purpose in Your Life and Career." With warmth and wisdom, she reveals how her greatest challenge became her greatest gift, teaching her the power of asking for help and the patience to receive divine guidance."God does not call the equipped; He equips the called," Sara explains, describing how her initial resistance transformed into acceptance and eventually purpose. Through her "Six P's" approach beginning with prayer and planning, she demonstrates how detours and challenges actually prepare us for future opportunities we couldn't imagine for ourselves.The episode showcases remarkable accessibility technology, from smartphone features to the revolutionary Ray-Ban Meta smart glasses that allow Sara to read menus, mail, and navigate the world independently. For employers wondering about accommodations, Sara offers practical insights on creating accessible environments and understanding that simple adjustments make all the difference.Perhaps most powerful is Sara's approach to disclosure and self-advocacy in professional settings. With the mantra "rejection is protection," she demonstrates how confidence in explaining one's needs while highlighting one's abilities creates the right match between talent and opportunity.Whether you're facing your own challenges, supporting someone with a disability, or simply seeking inspiration to transform obstacles into opportunities, this episode will move you from what Sara calls a "pity party" to a "propel party." Visit urGems.com to discover more resources and connect with Sara's transformative message.Support the show

Matthew 6:9-13 (NIV)Matthew 6:5-8 (NIV)

Howard Behar went from making $300,000 a year to working at Starbucks for a third of that. Driven by his passion for the business, he rose to become president of Starbucks North America and later the founding president of Starbucks International, helping grow the company from 28 to over 15,000 stores worldwide. Despite these achievements, Howard faced a deep depression after retiring, prompting him to reevaluate his life's purpose. He realized that his true calling is to serve and uplift others, with or without a formal title. In this episode, Howard chats with Ilana about redefining purpose after retirement, finding identity beyond titles, and why he believes in putting people before profits.  Howard Behar is a speaker, advisor, mentor, bestselling author, former president of Starbucks North America, and founding president of Starbucks International. He champions the philosophy that businesses should focus on people rather than products. In this episode, Ilana and Howard will discuss: (00:00) Introduction to Howard Behar (01:12) Howard's Rock Bottom Moment (02:31) Rediscovering Life's Work (06:29) Childhood and Family Background (08:27) Lessons from the Family Grocery Store (09:40) Joining Starbucks (14:25) The People-Centric Philosophy (17:39) Reviving the 'We' Culture at Starbucks (25:51) The Four Rules of Leadership (26:06) Listening to Your Team (26:43) The Birth of the Frappuccino (30:15) Overcoming Challenges as a Leader (37:29) The Importance of Core Values (43:11) The Six P's of Success   Howard Behar is a speaker, advisor, mentor, bestselling author, former president of Starbucks North America, and founding president of Starbucks International. He champions the philosophy that businesses should focus on people rather than products. His impactful leadership principles include memorable lessons like, “The person who sweeps the floor should choose the broom.” He is the author of It's Not About the Coffee and The Magic Cup, and he continues to share his insights globally with leaders and students. Connect with Howard: Howard's Website: http://howardbehar.com/ Howard's LinkedIn: https://www.linkedin.com/in/howard-behar  Howard's Email: hb@howardbehar.com Howard's Phone: 206-972-7776 Resources Mentioned: Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness by Robert K. Greenleaf: https://www.amazon.com/Servant-Leadership-Legitimate-Greatness-Anniversary/dp/0809105543 Leap Academy: Ready to make the LEAP in your career? There is a NEW way for professionals to Advance Their Careers & Make 5-6 figures of EXTRA INCOME in Record Time. Check out our free training today at leapacademy.com/training

Send us a textCan the way you present technical information drastically impact decision-making? Absolutely. In our latest episode, discover how the assertion evidence model can revolutionize your presentations. Rather than relying on lifeless bullet points, this method encourages you to make clear recommendations at the top of each slide, coupled with compelling graphical evidence. We delve into the six P's—Perspective, Problem, Principle, Proposal, Proof, and Process—that serve as the backbone for structuring your presentation. These elements not only enhance learning but also facilitate more informed and productive discussions within your team. If the thought of presenting to your team makes you anxious, we've got you covered. We'll share practical advice to boost your confidence and help you deliver your findings more effectively. By focusing on the value of your insights and using the six P's framework, you'll be well-equipped to engage your audience and convey crucial information. As we approach a busy season of deadlines and presentations, challenge yourself to adopt these methods for the benefit of your team. For more learning techniques, don't forget to check out qualityduringdesign.com.Visit the podcast blog for helpful summaries and graphics.Give us a Rating & Review**NEW COURSE**FMEA in Practice: from Plan to Risk-Based Decision Making is enrolling students now. Visit the course page for more information and to sign up today! Click Here **FREE RESOURCES**Quality during Design engineering and new product development is actionable. It's also a mindset. Subscribe for consistency, inspiration, and ideas at www.qualityduringdesign.com.About meDianna Deeney helps product designers work with their cross-functional team to reduce concept design time and increase product success, using quality and reliability methods. She consults with businesses to incorporate quality within their product development processes. She also coaches individuals in using Quality during Design for their projects.She founded Quality during Design through her company Deeney Enterprises, LLC. Her vision is a world of products that are easy to use, dependable, and safe – possible by using Quality during Design engineering and product development.

In this special first-of-the-month episode, Alex and Annie bring back one of their most impactful discussions from June 2022, perfect for the peak of hurricane season. This re-airing of Episode 36 features Pete DiMaio from TravelBoom, who shares vital strategies for preparing vacation rental managers and hoteliers for potential disasters, particularly hurricanes. Pete walks through his comprehensive "Six P's of Disaster Planning," a methodical approach to ensure that vacation rental businesses and hotels are ready to handle the chaos and communication challenges that arise during a disaster. He emphasizes the importance of proper planning and the critical role of effective communication before, during, and after such events. Key Topics Discussed:

Unlock Your Inner Power: The Energetic Axis Explained Content: Have you ever felt drained even after a good night's sleep? The Six P's of Energetic Experience delve into factors affecting your energy, including the fascinating concept of the Energetic Axis. This theory proposes a central point within your body that influences your overall energy levels. By understanding and aligning your Energetic Axis, you can unlock a deeper sense of vitality. Stay tuned to learn more about the Six P's and how to manage your energy effectively! #energeticaxis #sixps #energymedicine By using these suggestions, you can create engaging content that sparks curiosity about the Energetic Axis Theory within the framework of the Six P's of Energetic Experience. Here are 5 probing questions you can ask your expert guest on the BH Sales Kennel Kelp Holistic Healing Hour Podcast to delve deeper into the Energetic Axis Theory and its connection to holistic medicine: Beyond the Physical: Can you elaborate on the concept of the Energetic Axis and its significance in holistic medicine? How does it differ from traditional Western medicine's perspective on the human body? This question sets the stage by prompting your guest to explain the theory and its role in holistic healing, highlighting the contrast with traditional medicine. 2.) Practical Applications: Can you share some practical techniques listeners can implement to align their Energetic Axis and experience a more balanced energy flow? Are there specific exercises or practices you recommend? This question focuses on practical applications for listeners. My upcoming guest can provide actionable tips listeners can incorporate into their routines. Skepticism and Science: How does the Energetic Axis Theory address skepticism surrounding energetic concepts? Are there any ongoing scientific studies exploring the theory or similar ideas? This question acknowledges potential skepticism and encourages your guest to bridge the gap between theory and scientific exploration. 2.) Integration with Other Practices: How does the Energetic Axis Theory integrate with other holistic healing practices like acupuncture, yoga, or meditation? Are there synergistic effects? This question explores how the Energetic Axis Theory connects with other holistic practices, emphasizing a comprehensive approach to well-being. Case Studies and Anecdotes: Can you share any personal anecdotes or case studies that illustrate the positive impact of aligning the Energetic Axis? How can listeners identify if their Energetic Axis is misaligned? #energeticaxis, #energycenter, #coreenergy, #energeticalignment,#sixps, #energeticwellbeing, #energymedicine, #subtleenergy, Holistic Health Secrets and Life-Sales Strategies with Grandpa Bill Nourish Your Soul, Boost Your Business: The BH Sales Kennel Kelp Holistic Healing Hour Experience Website: https://www.7kmetals.com/grandpabill Website:https://www.myctfo.com/index.html Website:https://bhsales.myctfo.com/glutamyst.html YouTube: Bill Holt@billholt8792 Social Media: https://www.facebook.com/bill.sales.524 Social Media:https://www.instagram.com/bradybrodyboy12/ Voicemail Message Board: https://podcasters.spotify.com/pod/show/bhsales JOIN US EVERY TUESDAY AT 6PM. EST.  https://freedomsnap.org/Seth/ https://www.imawakenowwhat.com/ BH Sales Kennel Kelp Holistic Virtual Mall Patriot Supply Link:  ⁠⁠https://mypatriotsupply.com/?rfsn=5615494.137cb6⁠⁠ Health Ranger Link: ⁠⁠https://www.healthrangerstore.com/?⁠⁠rfsn=301296.96452b2&utm_source=HR_Affiliate&utm_campaign=14708&utm_affiliate=301296⁠⁠ ⁠⁠⁠Healer.com⁠⁠⁠: ⁠⁠⁠⁠https://www.HealerCBD.com/?ref=11⁠ --- Send in a voice message: https://podcasters.spotify.com/pod/show/bhsales/message

In this episode of the Ready Yet Podcast, my guest is Dr. Kevin Gazzara, who shares his journey from a 29-year corporate career at Siemens and Intel to founding Magna Leadership Solutions, a consulting firm. Listen in as we discuss the importance of being prepared before making the leap from corporate to entrepreneurship, highlighting the 'six Ps' necessary for success: Provisions, Product, Presence, People, Publication, and Persistence. Our conversation also emphasizes the value of having a mentor, explains consulting versus coaching, and delves into the power of social media presence, and the strategic advantage of publishing a book. GUEST RESOURCEShttps://magnaleadership.comhttps://www.linkedin.com/in/kevingazzarahttps://www.facebook.com/MagnaLeadershiphttps://www.youtube.com/user/Magnaleaderhiphttps://twitter.com/doctorkevin As a service based professional, you want to be out there attracting more people to your business, making more money and helping more people. But how are you supposed to get out there when you're stuck inside the daily grind of your business already out of hours in the day and days in the week? Good news. The solution is not about doing more work. It's about combining the superpower of an authentic personal brand out in front of a scalable self managing business.

It's called retirement income replacement rate. On today's show we'll take a look at just what that is and how, with proper planning, you can achieve it in your retirement and income plan,

It's been a little over a year since Space 220 opened at Epcot in Walt Disney World. As part of World Discovery, it complements the out-of-this-world themes found in Mission Space and in the recent Guardians of the Galaxy: Cosmic Rewind. So we take the opportunity to grab a reservation and dine among the stars--as well as a few floating astronauts. We'll share what this experience was like, in terms of the Six P's of Promise, People, Place, Process, Product & Price. Does Space 220 truly elevate your dining experience? Is it worth the value, and the price--especially when you think of other dining options around this park? Last week we reviewed five restaurants around World Showcase. How do these compare? We'll find out in this upcoming podcast.

Awkward conversations are common in healthcare settings. Learning how to actually have these conversations (or start these conversations, or navigate these conversations)…that's much more rare. Discussing sexual health doesn't have to be challenging for patients or providers; with some preparation and some practice, it can become as second nature as any other discussion you have in the exam room. Making assumptions, or avoiding the topic altogether, can create missed opportunities and serious gaps in the patient's care. A common misconception is that the patients will bring up anything that you should know – in reality, many patients are hoping that you will start the conversation. This week, we talk with Genesis, a college health Nurse Practitioner and sexual health educator, and get some great strategies for handling these conversations. We'll discuss: ✅ How to obtain a patient's sexual health history✅ The Six P's – what they are and how you can use them to guide your conversation✅ Strategies for getting comfortable discussing sex with patients✅ Which patients are candidates for discussing sexual health While the conversation is important, addressing sexual health with your patients means more than just talk. We also cover strategies for helping your uninsured/underinsured patients, as well as how to increase your effectiveness with STI (sexually transmitted infection) testing and treatment. If you liked this post, also check out:Interview with a Women's Health Nurse Practitioner Pelvic Floor Dysfunction for New Nurse PractitionersChronic Care Conversations-----------------------Don't forget to grab your free Ultimate Resource Guide for the New NPSign up for the Lab Interpretation Crash Course Grab your copy of the Digital NP Binder______________________________Please note: This episode is intended only for medical providers and students learning to be medical providers. While anyone is welcome to view and listen, for legal and safety reasons, we are unable to diagnose, treat, or answer medical questions for individuals through this channel. We always refer individuals back to their primary care providers for medical care.If you're a medical provider or student and have specific patient cases you have questions about, I cannot answer those here but would love to help you inside our mentorship program! Join the waitlist at https://www.realworldnp.com/mentoring. _______________________________© 2022 Real World NP. For educational and informational purposes only, see realworldnp.com/disclaimer for full details. Hosted on Acast. See acast.com/privacy for more information.

Steve Roberts September 25, 2022 PM

Spelling Guide:PIE & PYESea Pie - the English version with no fish. Fancy or only 2 meats as you will.Cipaille, Cipâtes (spelling like the filling is up for debate, if not inviting argument) - Quebecois. 3 meats is most common. Regional variations with vegetables and spices or not. Onions almost always.Six-Pâtes as you will - higher and with more meats is best for that true Louis XIV Sun King feel. An historical curiosity.Head on over to the blog for nursery rhymes, coffin lids, and spanakopita hand pie recipes.Music Credit: Fingerlympics by Doctor TurtleShow Notes: https://thehistoryofamericanfood.blogspot.com/Email: TheHistoryofAmericanFood@gmail.com Twitter: @THoAFoodInstagram: @THoAFood

Liz Wool, Chief Learning Strategist for Virtual Training Whiz, a Division of the Wool Consulting Group, shares six quick steps for designing and delivering outstanding online training. The techniques Liz shares will help anyone who teaches and presents online to engage their participants and advance participants' learning. Virtual Training Whiz, a Division of the Wool Consulting Group, trains individuals to design and deliver exceptional virtual learning experiences. Find out more here: www.virtualtrainingwhiz.com.

"Business is supposed to create value." - Gino Is it the time for you to sell your business? Maybe, maybe not. But it is never too early to put a lucrative plan in place to sell your business later. And having a guide to assist you with attracting the highest price tag when it is time to approach a placement will ensure you are getting a top-dollar offer. On this episode, Jake and Gino interview Michelle Seiler Tucker. Michelle Seiler Tucker is the leading authority on buying, selling, and improving businesses, as well as increasing a business' revenue streams. The episode provides a golden roadmap for optimum profits. Here is the guide to create an effective plan for selling your business. Key Chapters: 00:00 Introduction 03:52 Starting with franchise 05:44 Reason for 'Exit Rich' 09:00 Why do 90% of companies do not sell? 13:37 Business owners need to focus on their strengths 17:54 #1 reason why businesses around the globe are shutting doors 23:24 Businesses need to design the experience around the needs of their customers 27:26 Building business that can scale 30:15 Six P's to exit rich 39:00 Importance of trademarks 43:34 Biggest mistakes entrepreneurs make 48:50 Five different types of buyers 52:49 Always inspect what you expect Know more about Michelle's initiatives at https://sti360.com/ In real estate, your network is your net worth, attend our Live Events and network with the fellow investors and professionals: https://jakeandgino.com/live-events/ About Jake & Gino Jake & Gino are multifamily investors, operators, and mentors who have created a vertically integrated real estate company that controls over $225,000,000 in assets under management. They have created the Jake & Gino community to teach others their three-step framework: Buy Right, Finance Right and Manage Right®, and to become multifamily entrepreneurs. Subscribe to this channel: https://ytube.io/3McA Sign up for free training: https://jakeandgino.mykajabi.com/freetraining The resources you need to succeed at every level of apartment investing: https://jakeandgino.com/resources/ Apply for Mentorship: https://jakeandgino.com/apply/ #realestate #multifamilyrealestate #multifamilyinvesting #investing #apartmentinvesting Jake & Gino Facebook: https://www.facebook.com/jakeandgino/ Jake & Gino Twitter: https://twitter.com/JakeandGino Jake & Gino Linkedin: https://www.linkedin.com/company/jake-and-gino-llc/ Jake & Gino Instagram: https://www.instagram.com/jakeandgino/ More ways to engage with the Jake & Gino Investor Community: MM5: https://jakeandgino.com/mm5/ Rand Cares: https://jakeandgino.com/randcares/ The 100 Year Real Estate Investor: https://www.dualassetstrategy.com

We are so excited to welcome Pete Dimaio, VP Of Client Success for Travel Boom Marketing, back for his second tour of duty! (Pete joined us back in March on Episode 19).  Pete is here today to talk about a very timely and important topic as many of us enter hurricane season: how to manage your marketing/communications strategy when faced with a natural disaster.   From hurricanes and tropical storms to wildfires, if you are in a vacation destination you NEED to hear Pete's candid advice along with stories from Alex & Annie's on-the-scene experience managing resort properties through several major storms. You may have heard about the 6 P's, “Proper Planning Prevents Piss Poor Performance.” In a disaster there's no time to think creatively and properly address the situation. You must create a comprehensive plan before disaster strikes.This vacation rental disaster planning guide will consist of the following:On Site ContentEmail CommunicationsSocial CommunicationsPPC and Meta Search ManagementPR OutreachGuest and Community AssistanceAs a vacation rental manager or short term rental host, your job is to help others and be hospitable, and your disaster communications/marketing plan should be based on being empathetic to your guests and those in trouble.  Everything you communicate should be from a helping perspective.  This includes being flexible with your policies.  In times of a disaster you want your guests to know your pet policy is flexible, your cancellation policy is flexible, your check out times are flexible.  By being a great member of your community you can come through disaster stronger and more resilient then ever before.This is a must-listen episode!CONTACT PETE DIMAIOTravel Boom MarketingVice President - Director Client Services & Marketing pete.dimaio@travelboommarketing.comTravelBoomMarketingLinkedIn CONTACT ALEX & ANNIEAlexandAnniePodcast.comLinkedIn | Facebook | InstagramAlex Husner - LinkedinAnnie Holcombe - LinkedinPete DiMaio is the vice president and director of marketing at TravelBoom. With TravelBoom, Pete takes an analytics approach to hotel marketing and works tirelessly to ensure his clients are able to drive occupancy, increase RevPAR, and improve direct bookings; all while providing a granular level of reporting that proves the return on investment. Pete has over two decades of experience in hospitality marketing from both the traditional and digital sides of the business. Pete is active in the hospitality community both with HSMAI and as the host of the Hotel Marketing Podcast.

Episode #42 Are you one of those creative and technology leaders who wish to transform both your life and your business, creating a meaningful impact in the world? Then you probably need a Conscious Leadership & Agency Growth Coach like Kelly Campbell. This conversation touches on ways to grow personally while also fostering trust and collaboration with your team, as well as some proven strategies for business development. We also share our deep passions for social and environmental impact. Kelly's coaching work focuses on personal development, purpose, positioning, people, pipeline, and profitability. Her knowledge of agency life - what to do, what not to do - is extremely valuable. If you're a part of a service-based firm and you're looking to systematically and strategically grow while living a life that is truly fulfilling...well, this episode might be a perfect fit. A Bit About Kelly As a Conscious Leadership Coach to creative and technology leaders, Kelly helps you transform both life and agency. Delve into personal barriers and what it means to be a conscious leader — translating that into sustainable business practices that value people, the planet, and profit equally. Having started, scaled, and sold her marketing firm in New York over 14 years, she utilizes her signature Six P's Framework to help guide personal development, purpose, positioning, people, pipeline, and profitability. Through her video podcast, THRIVE: Your Agency Resource, listeners deepen self-awareness, leadership development, and business growth. Most recently, she founded Consciousness Leaders — a global collective of diverse and trusted experts, helping organizations create lasting positive change. (More at https://consciousnessleaders.com) Here's a sense of the rare trifecta you can expect from her: empathetic, intuitive, and trauma-informed space to help you grow personally and foster trust and collaboration with your team, guidance on proven strategies for business development (focused on outbound, account-based marketing, and strategic partnerships), and a deep passion for social and environmental impact. LinkedIn: https://www.linkedin.com/in/kellylcampbell Website: https://www.klcampbell.com/

Let me tell you a story — When we hear these words, we always pay attention That's because as humans, we're wired for stories. But how do we create stories for online content? business,  In this episode, I interview Ash Rathod, a UK-based digital agency owner and storytelling consultant who helps solopreneurs tell stories that connect and convert their readers. Learn the importance of storytelling, how to set up engaging social media posts, and the best strategies for shortening a story. Timestamps [01:26] Ash Rathod's story [09:41] Importance of storytelling [11:34] How to start in storytelling [15:51] How to set up a social media post, blog, and video [17:17] Ash's Six P story framework [20:03] Ideas on content writing [21:00] Best advice for an opening line [24:04] Best strategies for shortening up a story Quotes ● “Storytelling is the core of human connection.” (09:48-09:50) ● “A story is about transformation. It could be the transformation of a character in your story that has a desire to achieve something, whether that's a physical thing or a mental thing or an emotional thing.” (12:09-12:27) ● “When you write something that puts you in a superior state. People are less likely to resonate with you. (22:30-22:37) ● “Once you activate empathy as a home me, that's when strong stories become a lot stronger, and that's when you start building trust, that's ideal for personal branding.” (23:06-23:12) GUEST LINKS Connect with Ash Rathod ● LinkedIn: Ash Rathod HOST LINKS Connect with Michelle Griffin, Personal Brand Strategist/Founder, BRANDthority: Website: YourBrandYourBusiness.com  LinkedIn: https://www.linkedin.com/in/michellebgriffin/ Get active on LinkedIn: Join The #365 Creators, my community of 900+ global professionals supporting one another as we create content, connection, and community on LinkedIn. Join us as we ramp up our personal brands, create engaging content, expand our connections, and build meaningful communities on LinkedIn. Join here: The365Creators.com   #personalbranding #personalbrand #personalbrandingcoach #personalbrandconsultant #personalbrandstrategist #linkedin #solopreneur #entpreneur #thoughtleader #corporate    Podcast production and show notes provided by HiveCast.fm  

Today's #MondayMorningMastery with Cody Phillips discusses "The Six P's of Howard Behar" - former President of Starbucks! Under Howard's watchful eye, #Starbucks grew from 28 stores to more than 15,000 stores spanning five continents. So what framework does Howard use for his life? Listen to this episode to find out! The 6 P's (#Purpose, #Passion, #Persistence, #Patience, #Performance and #People) Can you incorporate these into your life? We hope you will find great value in this message! Listen & please drop us a comment about today's story if it impacts you!!! Attack the day ahead, own your life, and #BeNEXT. --

In this episode I talk about the importance of the 6 P's, (prior preparation prevents piss poor performance) I share a recent client scenario where the clients preparation made her Home Buying Journey a stress free, successful one, and if you listen to the end, I have a special for you. To check out The First Home Buyers Program go here - https://courses.360mortgagesolutions.com.au/tfhbp/

Matthew 26:40-41; Genesis 1:1, 26; Matthew 16:18 - August 29, 2021 - Morning Worship - Daniel Ausbun preaching on committing to 40 days of prayer - pray along in our prayer guide here: https://s3.amazonaws.com/media.cloversites.com/dd/dd23333f-63e0-4a08-be10-fb062fe9741f/documents/40_Days_of_Prayer_booklet_2021.pdf #40days

Michelle Seiler Tucker has personally sold over 500 companies, with the tally reaching over a thousand with her Mergers and Acquisitions Firm. She has spoken all over the United States and Canada, and written three books on the subject, and considers entrepreneurship to be her passion, and her mission in life. In today's episode, she tells us about her background as an entrepreneur, and how she responded to the low national success rate of business sales by building a firm that buys, sells, fixes, and grows companies. Michelle talks us through the Six P's: people, product, processes, proprietary, patrons, and profit, and introduces us to three transformational questions: what business are you in, what business do you think you're in, and what business should you be in? Next, Michelle warns us of the dangers of only having one profit center, and uses the McDonald's story as an example of the benefit of having multiple revenue streams, before urging business owners to move from a transactional to a transformational approach in order to grow. We talk about the value of creating a consistent customer experience, and Michelle tells us why manufacturing is one of the hottest industries to sell. Then, she launches into the six pillars of proprietary: branding, trademark, patents, contracts, databases, and IP real estate. Lacking in profits is always a symptom, and never the problem; Michelle tells us why, and runs us through the GPS exit model, which calls us to have a destination, start with the end in mind, and pick a number. In closing, Michelle tells us about the five different buyers we are likely to encounter in manufacturing. We hope you join us for an incredibly informative and practical episode today! Learn more about your ad choices. Visit megaphone.fm/adchoices

Michelle Seiler Tucker has personally sold over 500 companies, with the tally reaching over a thousand with her Mergers and Acquisitions Firm. She has spoken all over the United States and Canada, and written three books on the subject, and considers entrepreneurship to be her passion, and her mission in life. In today's episode, she tells us about her background as an entrepreneur, and how she responded to the low national success rate of business sales by building a firm that buys, sells, fixes, and grows companies. Michelle talks us through the Six P's: people, product, processes, proprietary, patrons, and profit, and introduces us to three transformational questions: what business are you in, what business do you think you're in, and what business should you be in? Next, Michelle warns us of the dangers of only having one profit center, and uses the McDonald's story as an example of the benefit of having multiple revenue streams, before urging business owners to move from a transactional to a transformational approach in order to grow. We talk about the value of creating a consistent customer experience, and Michelle tells us why manufacturing is one of the hottest industries to sell. Then, she launches into the six pillars of proprietary: branding, trademark, patents, contracts, databases, and IP real estate. Lacking in profits is always a symptom, and never the problem; Michelle tells us why, and runs us through the GPS exit model, which calls us to have a destination, start with the end in mind, and pick a number. In closing, Michelle tells us about the five different buyers we are likely to encounter in manufacturing. We hope you join us for an incredibly informative and practical episode today! Learn more about your ad choices. Visit megaphone.fm/adchoices

Michelle Seiler Tucker is a #1 bestselling author and leading authority on buying, selling, fixing, and growing businesses.  Michelle, joined forces on her new book, Exit Rich, with Sharon Lechter, finance expert and co-author of Rich Dad Poor Dad, to create a must-have guide for all business owners – whether they’re gearing up to sell a business now or just starting to build out their company – to sell for huge profits in the future. We explore tons of solid lessons in buidling and growing a successful business, the reasons the market data you think you know are wrong, and so much that is needed as real truths in business for startups and major organizations everywhere. Thank you Michelle for sharing so much great info!  You can get a preview of the book at https://exitrichbook.com which also gets you the hardcover copy to you when it launches in June. That gets you access to Club CEO and much more as well. Follow Michell on Twitter here: https://twitter.com/MSeilerTucker  Check out Michelle's website for more info here:  https://seilertucker.com/ This episode is sponsored by Veeam Software and the 4-Step Guide to Delivering Extraordinary Software Demos that Win Deals and Diabolical Coffee

Six P Formula: This Six P Formula is Given by Brian Tracy to be more productive and reach your goals Faster Thanks for Listening. Book for Personal Guidance & Coaching,Training, Speeches and Personal Development Consultancy: Whats app Only :8056378937 Email : shyamala.ajays@gmail.com

Vi havde egentlig tænkte os at holde fri denne uge, men så kom to nyheder vi ikke kunne undgå at podde om. Mourinho fik nok af ostebaren på Tottenham Stadium… eller fik Daniel Levy nok af den bitre portugiser? Vi snakker fyringen igennem. Hvorfor fejlede Mourinho? Var det ikke forudsigeligt, at det ville ende sådan? Og hvorfor var nu måske et godt tidspunkt? I anden del kigger vi på den altomspændende historie lige nu i fodbold… EUROPEAN SUPER LEAGUE. The Big Six i England har sammen med 6 andre hold valgt at gå solo, og vil nu spille i deres egen liga. Vi er pissed, men prøver at gennemgå, hvad sagen går ud på. Hvad er op og ned? Kan klubberne smides ud af Premier League? Hvordan vil en sanktion fra UEFAs side realistisk se ud. Og hvad fanden har de gang i?! Alt det, harme, vrede og meget meget mere i dette særafsnit af Tirsdage i Stoke. 00.00.24 - Del 1: Mourinhos Spurs Exit 00.44.43 - Del 2:The Big 6s PL Exit?

What is the one thing that can help businesses unlock massive value?  On today’s show, we talk to leading M&A advisor, Michelle Tucker who shares some expert tips to help you get your dream exit. And you will also learn the SIX Mistakes that businesses make due to which they are unable to stand the test of time.  Michelle has also co-authored The Exit Rich Book along with Sharon Lechter of Rich Dad, Poor Dad fame. One of the biggest mistakes that businesses make is that they fail to plan for their exit. Michelle points out that businesses should be thinking of making an exit when the business is firing on all six cylinders and raking in the moolah. But, typically, businesses do not start planning for an exit unless they have their backs against the wall – and selling is the only viable option. As an expert M&A advisor, Michelle calls out the SIX common mistakes that businesses make. She calls it her six P’s. You will learn how Michelle evaluates a business based on these SIX P’s to determine the biggest threats that can cause a business to fold up. Enjoy What You Will Learn In This Show Expert tips for exiting big Six Ps’ to evaluate a business AIM – Always, Innovate, and Market to stand the test of time Why you need an outsider’s perspective to see the big picture And so much more… Resources Exit Rich Book Student Works  Chris Thomson LinkedIn Chris’s Email

In this episode of Disruptive CEO Nation, we speak with mergers and acquisition expert Michelle Seiler Tucker about her new book Exit Rich. Michelle is passionate about supporting business owners building a business that is scalable and salable. She covers the principles of the Six P's Method that she believes, if followed, a founder can guide a business to a positive valuation and future sale.Michelle Seiler Tucker is the Founder and CEO of Seiler Tucker Inc. She holds a M&AMI (Mergers & Acquisitions Master Intermediary) title and as a 20-year veteran in the M&A industry, she has a wealth of experience regarding buying, selling, fixing, and growing businesses. Her and her firm have sold over a thousand businesses in almost every vertical and have a remarkable track record of success.In addition to being featured in INC, Forbes, and USA Magazine, Michelle is a keynote speaker and makes regular radio and TV appearances on Fox Business News and CNBC. Connect with Michelle Seiler Tucker:Personal Facebook, Business Facebook Page, Instagram, Twitter, & LinkedInWebsite: www.seilertucker.comBook: www.exitrichbook.com Connect with Allison:Website: allisonksummers.com#Exitrich #business #businessbuilder #founder #owner #valuation #DisruptiveCEONationLearn more about your ad choices. Visit megaphone.fm/adchoicesLove the show? Subscribe, rate, review, and share! https://www.seilertucker.com/podcast

In this episode of Disruptive CEO Nation we speak with mergers and acquisition expert Michelle Seiler Tucker about her new book Exit Rich. Michelle is passionate about supporting business owners building a business that is scalable and salable. She covers the principles of the Six P's Method that she believes, if followed, a founder can guide a business to a positive valuation and future sale. Michelle Seiler Tucker is the Founder and CEO of Seiler Tucker Inc. She holds a M&AMI (Mergers & Acquisitions Master Intermediary) title and as a 20-year veteran in the M&A industry, she has a wealth of experience regarding buying, selling, fixing, and growing businesses. Her and her firm have sold over a thousand businesses in almost every vertical and have a remarkable track record of success. In addition to being featured in INC, Forbes, and USA Magazine, Michelle is a Keynote Speaker and makes regular radio and TV appearances on Fox Business News and CNBC. Connect with Michelle Seiler Tucker: Personal Facebook, Business Facebook Page, Instagram, Twitter, & LinkedIn Website: www.seilertucker.com Book: www.exitrichbook.com Connect with Allison: Website: allisonksummers.com #Exitrich #business #businessbuilder #founder #owner #valuation #DisruptiveCEONation Learn more about your ad choices. Visit megaphone.fm/adchoices

Règle « Safe Six » ; pénurie de médecins ; marmotte de l'île ; actus municipales by Radio Victoria

In this first episode of The Health Engineer, host Clint Fuqua interviews Dean Lindsay, a progress agent, about how to stay mentally motivated for physical progress.People struggle to stay committed to a healthy lifestyle. Dean shares that conviction leads to commitment and that leads to action. Dean says that you must know your ‘why’ and it must continually grow to stay committed to progress. He says your ‘why’ is the power of conviction.When we are mentally motivated to stay healthy, we have the conviction to sacrifice other things in order to meet our goal. Clint points out that many people are always grinding things out in life to achieve more, but it is really not a sacrifice to give things up when you know you are giving them up for something much better. For example, passing on the cheesecake because you know it’s not good for you and the sugar makes you feel bad.Dean says that it is important to understand the psychology of how we make decisions. He states that what we do, whether consciously or subconsciously, we do for the purposes of positive perceived consequences and he calls them the Six P's of progress: pleasure, peace of mind, profit, prestige, pain avoidance and power.Dean and Clint discuss how staying healthy and making good decisions doesn’t mean they get it right all of the time. It’s a constant process, but they don’t beat themselves up about it if they fall off the goal wagon once in a while. Sometimes they even have cheesecake…Check out the fitness segment and share this show with your friends!The Health Engineer TV with Clint Fuqua is sponsored by:The All Natural Healthy Cookie, 214-455-7318Physiofit Texas, 469-206-0055Worksuites, 469-310-6268 (DFW)To be a guest or sponsor on The Health Engineer with Clint Fuqua TV or podcast, reach out to Clint at clintfuqua@hotmail.com or call 469-585-1023 TODAY.For programming information, or to get on the OBBM Network guest spot circuit, call 214-714-0495.Support the show (https://offbeatbusiness.com/sign-up/#join)

Natalie is a Marketer, Podcast Host, and a growth and leadership coach for SaaS founders. She has worked with over one hundred companies , where she mainly helps SaaS tech founders keep motivated and continue growing their startups. Drawing from her 10+ years of marketing and team leadership experience, she mainly helps bootstrapped SaaS founders scale their tech startups, get unstuck and grow as successful leaders.  During this interview we cover: 00:00 - Intro 00:50: - When is The Right Moment To Make The First Hire? 03:00 - Fill the Gaps First When Hiring  04:30 - How Does a High Performance Team Looks Like 07:05 - Why Top Performance Teams Depends On The Founder  08:26 - Why You Should Improve & Pay More Attention to Your Team & Hires 11:26 - The Six P's To Turn Your Team Into High Performance Teams 22:33 - Tracking Productivity on Remote Teams 24:04 - Managing Workflow & Communication Across Different Time Zones 26:22 - Get In Touch With Natalie Mentions: https://www.natalieluneva.com/saas-boss-mastermind/ (MasterMind) https://en.wikipedia.org/wiki/Standard_operating_procedure (SOP's) https://www.forbes.com/#6c4360432254 (Forbes) Companies / Tools: https://standuply.com/ (Standuply) https://slack.com/intl/en-mx/ (Slack) https://jooble.org/jobs-saas-account-executive (View SaaS Listings at JOOBLE) Get in touch with Natalie: https://www.natalieluneva.com/ (https://www.natalieluneva.com) https://pod.co/saas-boss (https://pod.co/saas-boss) https://www.linkedin.com/in/natalialuneva/ (Natalie's Linkedin) Tag us & follow: https://www.facebook.com/HorizenCapitalOfficial/ (Facebook) https://www.linkedin.com/company/horizen-capital (LinkedIn) Instagram: @Horizen.Capital https://www.youtube.com/channel/UCYvpqdVVSlSMunWiEwlMjzw (YouTube): Akeel Jabber - SaaS District More about Akeel:

“Whoever said, do what you love, the money will come, they got that right. Lots of work, mind you, in between. As we like to say, your passions determine your purpose. But it's your decisions that determine your destiny.” - Michael Wilkinson I’m pleased to have Michael Wilkinson here with me today for Episode 9 of the Control the Room Podcast. Michael is the CEO and Managing Director of Leadership Strategies, the largest provider of professional facilitation in the country. Michael, who grew up in the projects as what his sister described as a “Sesame Street Gangster,” eventually found himself at a New England prep school through an opportunity found through his job as a paperboy. After turning down an acceptance to Harvard Business School, Michael abandoned his 10-year plan to become undersecretary of Housing and Urban Development to begin a “faith-walk” that ultimately ended in his founding Leadership Strategies. In today’s episode, Michael and I talk about his path to the International Association of Facilitators Hall of Fame, what makes a facilitator great, and the six P’s of preparing for a meeting. Listen in to find out how Michael identifies and trains facilitators with great potential and how to ask the right questions in meetings. Show Highlights [1:38] Michael’s childhood in the projects of D.C. [5:39] Michael’s path to facilitation [10:30] What makes a great facilitator [17:17] Human connection in a virtual environment [26:07] Generating engagement when facilitating virtually [28:58] The only 3 reasons people disagree [35:16] The Six P’s of preparing for a meeting [40:56] Kumbaya facilitators [42:45] Asking the right questions [50:03] Leadership Strategies’ resources for facilitators Links | Resources Michael on LinkedIn Leadership Strategies Website About the Guest Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, a leadership training and strategy consulting firm that specializes in group facilitation. He is also the author of books such as Secrets of Facilitation, Facilitating Strategy, and CLICK: The Virtual Meetings Book. In 2016, Michael was awarded a place in the International Association of Facilitators Hall of Fame. About Voltage Control Voltage Control is a facilitation agency that helps teams work better together with custom-designed meetings and workshops, both in-person and virtual. Our master facilitators offer trusted guidance and custom coaching to companies who want to transform ineffective meetings, reignite stalled projects, and cut through assumptions. Based in Austin, Voltage Control designs and leads public and private workshops that range from small meetings to large conference-style gatherings.  Share An Episode of Control The Room Apple Podcasts Spotify Android Stitcher Engage Control The Room Voltage Control on the Web Contact Voltage Control Intro: Welcome to the Control the Room Podcast, a series devoted to the exploration of meeting culture and uncovering cures for the common meeting. Some meetings have tight control, and others are loose. To control the room means achieving outcomes while striking a balance between imposing and removing structure, asserting and distributing power, leaning in and leaning out, all in the service of having a truly magical meeting. Douglas: Today I'm with Michael Wilkinson. Michael is the CEO and managing director of Leadership Strategies, Inc., a leadership training and strategy consulting firm specializing in group facilitation. Michael is the author of the bestselling The Secrets of Facilitation, and most recently, Click: The Virtual Meetings Book. Welcome to the show, Michael. Michael: It is my pleasure, Douglas, and thank you for introducing me to your audience. Douglas: Absolutely. It's a pleasure to have you. And I guess, speaking of the audience, I think they'd love to hear how you got started in this amazing work of facilitation. Michael: Well, as you know, because you've been there, and many who are facilitators know, there is no front door to facilitation. It's not like you can go to college and go, “I want a degree in facilitation.” Most people enter through the back door. The major entry ways, many come through H.R. Others come through the processing-quality side. Some come through the I.T., the consulting side; from the D&I, diversity-inclusion side. I was on the I.T. side. So I was one of those kids—in fact, if you back up my story a little bit, I'm a projects kid. I grew up in the projects of D.C.. So for those who know D.C., back in the day, Anacostia, the worst neighborhood in D.C., and I have to confess, at six, I was one of those bad kids, where we’re stealing from the local grocery store. Remember the corner grocery stores that used to exist? We would—and this is really bad—we would, at six years old, we were tying kids to trees and leaving them out all night. I mean, it was before gangs were gangs. My sister called this the Sesame Street Gangsters. It was just not good. And by the time I got to seven, we moved from what I call lower-lower class—the projects of D.C.—to lower-middle class, out in what’s today is Suitland, Maryland. And at that time, and people who believe that place doesn't matter, place absolutely matters. The kids in that neighborhood, they were building clubhouses. They had a chess club. And so me and my brothers, we started doing what they started doing. Even got a paper route, if you can remember the old paper boys, where you deliver papers. Had two paper routes, making money for my family. And the change, the big change, in life came when, at 14, the Post building, the Washington Post, sponsored interviews for private schools, and any of the carriers could come for an interview. I got interviewed, got accepted to a couple of the really big private schools in New England, started going to this New England prep school. My graduating class, 50 people, 50 people in the graduating class, including—and you won't know these names unless you were into that movement—but the Wares of Long Island, Paula Ware; General Patton's grandson, the Stacks of Greenwich is—do you remember all superlatives in the yearbook, “first to make a million”? Well, we had a superlative, “already has a million,” and there were two names. These are trust-fund kids. But I had gotten pulled into that environment. And as a senior, I did a study of grades and test scores. I was a psych major at the time. So a correlation in prep school of the—and I got the grades and test scores of my graduating class. Of course, the registrar stripped off the names, but he left them in alphabetical order, Douglas, so it was too hard to find Wilkinson. And to say my test scores were lower would be true, but an understatement. I was so much lower than the next lower person, I clearly took someone's place. Talk about affirmative action, they reached out and got me. They were looking for a black kid, and I was the only black kid in my graduating class. But I graduated fifth in the class, which means it wasn't really fair that I took someone's place. But it also wasn't fair that I hadn't had the preparation that all the other kids did. So once I got it, I just excelled. Went off to a New England prep school, and I came out. I was going to be undersecretary of Housing and Urban Development. I had a 10-year plan—even back then, Douglas, I was a planner—a 10-year plan to become undersecretary of Housing and Urban Development. I was going to go back to Harvard Business School. I’d gotten accepted. I’d asked for a two-year deferment. Decided I wanted to work for two years in D.C. so I could see how Washington worked and how the different agencies worked. And somewhere along the line, got the spiritual thing. So I'm a son of a minister, so I got really clear on getting directed from the Spirit, and had that what we call the bathroom experience, the second major shift in life. So they’re actually the third. The first, of course, was moving out of the projects. The second, getting the scholarship to go to New England boarding school. The third was hearing in the shower, from out of nowhere, “Michael, if your most important relationship is your relationship with Me, how is going to Harvard Business School going to help you do that?” There you go. There's 10-year plan down the drain, Douglas. So ended up, I quit my job, I told Harvard I wasn’t coming, and went on a six-month faith walk, where just—and things are great when you do a faith walk, Douglas, where these things are great 29 days out of the month. It's when that rent is due, that’s when things get really hairy. But it was one of the most important times of my life and learned some really important lessons. And the most important one, because I was asking, “Okay, God, you don't want me to do this 10-year plan. It was clearly my plan. Well, what do You want me to do? You want me to become a minister? You want me to go off on a mountain and contemplate my navel. Do You want me to stand on the corner and say, ‘Have you asked, talked about, thought about God today?’” And I got that direction, and a really important direction, that each of us is called to ministry. Ministry is service. That's what it's called for. Some people, it takes the form of the pulpit. For other people, it takes another form. Facilitation is my ministry. I ended up facilitating, 1985 is my first official facilitated session, in a session where we were doing requirements analysis, and it was going south. Vendor was presenting, just going all over the place. I was the youngest kid in the room. We have, you know, the consultants. I was with Ernst and Young, the youngest consultant on the team, but nobody was stepping up. So I just got up and said, “You know what, let’s structure this a little differently.” And so here with the client people, with our own consultants, and with this vendor, restructured the conversation and led it for that three hours going forward. Afterwards, someone said, “That was a great facilitated session.” Douglas, I was like, “What? What are you talking about? What's this thing called…” I had no idea. And then when they explained it to me, I said, “Oh, yeah. It's easy. Everybody is good at it.” And that's where I learned everybody was not good at this thing called facilitation that I had been gifted with some natural talents that made me instinctively good at it. And so I started doing it, started facilitating for my church, started facilitating for the nonprofit associations I was a part of. And then the fourth major shift in life came. This is the call that actually changed my trajectory again. Connie Bergeron—I remember. It was March 1991. She called and said, “Hey, we're looking for a facilitator. I've just been named head of Meeting Professionals International for the Atlanta chapter. I'm getting my officers together for a retreat. It's going to be on this particular weekend. Would you facilitate it for me?” I looked over my calendar, Douglas, and said, “Sure. I'd be glad to.” And, again, she said the words that changed my life, “And we’ll pay you.” Really? I mean, I was willing to do it for free because it’s fun. So she paid me. It was great. Two months later she called me back. Mentioned the pay word again. Three months later called me back. It was November of 1992, 1992, yes. I was, at that point, 18 months from becoming a partner at Ernst and Young. I turned to them, Douglas, and said, “I'm having way more fun on the weekends than I'm having during the week,” and left and started Leadership Strategies, the facilitation company. Do you like to say world headquarters, our second bedroom, which is great. Big plans, but just getting started. And it has been an amazing blessing. Today, we're the largest provider of professional facilitation across the country. We have 600 facilitators under contract. We have a core team of 27 facilitators. We've trained 28,000 people in facilitation skills; written six books on facilitation, the two you mentioned and four others. It is crazy. Here's this kid from the projects, and it's been just amazing blessing. Whoever said, do what you love, the money will come, they got that right. Lots of work, mind you, in between. As we like to say, your passions determine your purpose. But it's your decisions that determine your destiny. And so it was just a bunch of decisions that helped me along the way. And it's been just a tremendous blessing. Anyway, long story, but thought your listeners might enjoy understanding, how did I get here? because it's been a crazy, crazy ride. Douglas: Yeah. I mean, wow, impressive. And, you know, I think most facilitators can relate to this kind of moment of—well, kind of two moments that you described—the moment where you start to—these kind of natural talents start to click. You know, for me, it was always, I always found myself in meetings where people were disagreeing, but really they were saying the same thing but just in different ways, or they thought they were agreeing but they were saying different things. And I always had to interject and say, “Hold on for a second. I think you're saying this and you’re saying this,” and they're both nodding their heads. And then they stop for a second and realize that they were saying different things. And that happened enough and enough and enough that I realized that, man, that's something that I'm not seeing enough out of other people. And so I think that's something that's a hallmark of a facilitator, when you realize that in meetings, there's something about what you're observing or the way things are unfolding that really align with this ability to help move things forward in a natural and productive way. So I think— Michael: You really have touched on something that’s really important, and many facilitators may know it or not know it. When we were doing training early on, I was recognizing that there were people who were learning the techniques but missing some things that were going to make them a great facilitator, even though they knew all the same stuff that others knew or that we were training other people in. And I realized, and you put it well, that we talk about now seven key characteristics to look for. And people ask us, “Hey, we've purchased your training class. We're going to have a training for 16 people. How do I choose the 16 people in the class?” And we tell them, “Here's some target characteristics to look for.” We talk about seven, and we tell them, “Really it's three that's really important. And oh, by the way, the first two we can do nothing about.” So those three, just quickly, one is you got to like people, right? If you don’t like people, this is not something you should be doing, because people give you lots of reasons not to like them. So you really have to have a starting point, where you really like people. Two, you have to be able to process information quickly because there's so much coming and your mind has to be listening and processing at the same time and being able to differentiate, yeah, this is the same as that. This is different from this. This is…while you're listening, being able to process that. And if you can't process quickly, really, all you're going to be is a meeting manager. And great facilitators are way more than meeting managers because they're able to capture the spirit of a group; help engage them; and help guide them; can see down the road and around the corner, see the car or the truck that's coming that they're about to crash into, long before they're getting there, because they're processing while stuff is going on. So clearly, you have this skill, and then could recognize, a lot of people don’t, “Well done, sir. Applauding you. Well done.” Douglas: Well, yeah. You know, it's funny. I don't know how many times you've been speaking with someone that's maybe interested in learning facilitation or even a prospect or whatnot, and it turns out they're conflating facilitator and moderator. And I think that's maybe the big—and I think when you say meeting manager, it's all in that same bucket of, like, not facilitator. Michael: Yes. And it really, I mean, it really is because there are some people, people who are great speakers, think, “Okay, I'd be a good facilitator.” People who are great trainers, “Wow. I could be a good facilitator.” And we say, okay, let's separate this, because, as you know, facilitation has got convoluted with a bunch of stuff. So ATD, the Association for Talent Development, uses the name facilitator for trainers. And that's fine. Training facilitators, that's good. We can infer very much. But we are more group facilitators. In our business, it’s kind of interesting because what we find is in general, this isn’t completely true, but in general, our best trainers are extroverts. Our best group facilitators are introverts. One of my people who worked for us many years, she said something to me one day, and it's like, this capsulizes it well. She said, “You know, Michael, I like facilitating, but I really love training.” I said, “Okay, Leslie, I'll bite. Why do you really love training?” She said, “Well, when you're facilitating, you really have to listen to them.” And there you go. Ding, ding, ding, ding, ding. You get where I get that? Really rings the bell of why introverts, who are, really, they value listening and processing a lot more than extroverts, who generally like expressing. And so if you generally like expressing, you may find that training is way more your passion than facilitating, where you're really listening, contemplating, and helping a group move in a direction and so on. Interesting, yes? Douglas: Yes. And, you know, I can find that really fascinating because usually we like to pair up someone who’s kind of a classical trainer— Michael: Yes. Douglas: —and has that air, that performance aspect with a facilitator in these training sessions, because then that person can put on the dog-and-pony show while the facilitator is making sure that learning's integrated, because if you're not listening and working with them, you don't know if it stuck. Michael: And so what's interesting, I’m going to take you a step further, and I'm really biased here, that I really think we figured out in our company or we'll wait to think about how to make training work, because we don't hire trainers to train people in facilitation. We hire facilitators to train people in facilitation because they understand and role model all the techniques. But then we teach them about how important it is, with one of our eight principles in our facilitation course, all has to do with energy and keeping the energy high because that's one of the hallmarks of our practice. So we have to be able to, we call it show time. As an introvert, I get my energy from within, and people often are surprised when they see me do my thing, and then at the end of it, it’s like I’m the thumb in the mouth. I need a blankie. It happened twice before I realized this was a bad idea, Douglas. Clients who, when I was about, I was going to facilitate a two-day training session. Let’s say it started on a Tuesday. The client said, “Hey. Why don’t you fly in Monday night, meet with the team, they’ll get to know you, and then we’ll get started Tuesday morning?” Douglas, I did that twice. I’d never do that again, never, ever, ever, because what happens is, because I'm a natural introvert, when they meet me Monday night, the side conversations. “This is our facilitator? Really?” because— Douglas: We got a meeting with this guy all day? Michael: —I’m quiet. I’m just, that’s who I am. But once I—I'm glad we meet with them Tuesday night, because after that, they've already seen me. And now they're asking me the questions, not looking for me to entertain them, because I'm not an extrovert. I’m an introvert. So very different. So it's what we do in order to make it work. Douglas: Well, and nowadays we're in the midst of a pandemic. So all the team dinners are a thing of the past. Michael: Well, actually, actually, think about it. It really is. We still need—the social engagement is central. And so we as facilitators have to recognize, how do we make that happen, even in a virtual environment? And so we do that. So we may have this session from eight to five, and then we have a virtual cocktail hour for everyone. We break for 30 minutes, everyone grabs their favorite drinks, and we have a virtual cocktail hour for 30 minutes, an hour, as we would if it was a real session. But it's an important piece, so we can't miss it. That's for sure. Douglas: Yeah. And the human connection is so, so critical. Michael: How are you all doing it in your business? How are you keeping the human connection going during this? Douglas: Man, you know, I think it's always been a part of the design. And I think as long as it's a focus as a guiding principle, when you're designing an agenda for a session, it'll find its way in. I think it's important to start there first, right? Michael: Oh, it always helps. Douglas: Yeah, yeah. And I love this notion of the cocktail hour. Everyone has demanding schedules in this virtual space, right? And so they might have kids to run off to— Michael: Absolutely. Douglas: —or they’ve slotted it in. And it's a lot different than, you know, having taken the effort to drive somewhere and like, “Okay, I’m here. Maybe I’ll just stick around for a little bit longer.” We always just make it clear that, okay, the plenary is done; we're going to be around a little bit longer because I know some people like to stick around. Because I like to refer to it as, you know whenever you're cleaning up the supplies, people stick around and ask you questions? Michael: Yes, yes, yes, yes. Douglas: In virtual, there are no supplies. You can just shut MURAL and Miro or whatever off, and we’re done. Michael: We’re done. Bye. Douglas: So I like to tell people, “All right. Well, now we're cleaning up, and we'll be around for a little bit longer. If you want to ask any questions, we'll be here. But don't feel like you have to stay if you have places to be.” Michael: That’s a great idea. Douglas, I’m writing that down. “Hey, we’re going to have a clean up or stick-around time for those who…” I like that. You’ll see a blog about that soon. I like that. Courtesy of Douglas. Douglas: I love the cocktail-hour notion, too. It's like, I'm just making sure we reserve that time for people. In fact, it was BBC released a report, and the headline was quite hilarious. It was like, “Research Finds That Most Meetings Are a Form of Therapy,” or “Most Meaningless Meetings Are a Form of Therapy.” And the point was, and you hear that and you're like, “Well, that seems kind of crazy,” but it's kind of interesting because it's like people gravitate toward having these meaningless meetings, these meetings that nothing comes out of them because they have this need to have connection. And so if you think about it, if we get really intentional about our connection during meetings and plan them in, then people don't have to plan these extraneous things that then waste time. Michael: Well done. Well done. And we think that the pandemic has changed a lot of things. Unfortunately, one thing it hasn't changed is poor meetings. In fact, they've gotten poorer in the sense that with this virtual thing that people actually think that, well, because it's a virtual meeting, it takes less preparation or because it's—and we are finding, just as in our training work, we've converted virtual sessions where maybe 5 percent, 4 percent of our business prior to the pandemic, now it’s 95 percent. And our facilitators are finding it’s way more work, whether it’s a virtual meeting or virtual training, way more work to prepare for it. Way more. And the key is, we call it the virtual details, that where before you would have, okay, let's say we have a process-improvement session. And so we're going to start with (a) introduction; then section (b) we're going to talk about how does that process work today? Let's say we're trying to fix the hiring process in the company; (c) we're going to talk about the problems and causes; (d) we're going to brainstorm potential solutions; (e) we're going to reformat the process; (f) we're going to put together implementation plan; and so on. Well, that's what we'd do if it was face to face. We'd go, okay, (b) here's what I'm going to do with the flip charts. I'm going to set them up. And we know instinctively to do that. Virtual, whole different world. We say with each of those agenda items, do what you normally would do. But you also have to figure out the virtual details. So (b) you know what, I'm going to do a poll; action (c) I'm going to use the whiteboard; action (d) I'll do annotations; (e) I'm going to use a breakout group with…and then we… So we teach a course now called the Zoom Plus. And what that is, is everyone is now using Zoom, and you know wow. All those people, Zoom meetings, they're not even using all the basic Zoom stuff. Annotation, whiteboard, breakout groups, and so on. So we show them. And we like to say, “We are going to play with the technique so that you do it. You’ll play with them. Then, we're going to take the camera and put it behind the facilitator so that you can see how the facilitator creates the polls, how the facilitator creates the breakout rooms, and then you're going to do it.” So that’s using the basic stuff. And then, Zoom Plus, the plus part of that is we then show them what our facilitators do. And these are 15 virtual-engagement strategies, things like rotating flip charts. How do you use—how do you have the groups rotate through? Last person standing, dump and clump, and all these other advanced engagement strategies, using them, doing them, and doing them virtually. All cool stuff. So we first tried to get them using the basics, which most people aren't using. And then we're showing them, here’s how you use the advanced strategies that will make your meetings absolutely stand out. And people, as we like to say, you know you've gotten there when you hear people go, wow, that was the best virtual meeting I ever attended. And unfortunately, as you can imagine, Douglas, it's easy to be the best, because most are so poor and boring. Douglas: The bar is so low. So low. Michael: It is. Exactly. You’ve had the experience. Douglas: So. Yeah. And, you know, I think there's so much—early on, folks were asking, “Oh, do we get a discount for virtual?” And I’m like, “Man, I’m thinking about charging a premium,” because it's not only the prep time, but, you know, having an assistant facilitator is so much more critical because someone has to manage the tech. Michael: Absolutely. And what we're finding is frequently—I would put it in the 20 percent time—the facilitator has an issue. So as an example, one of our rules is for client sessions, client sessions, you never underscore underscore. Use your microphone on the computer. You always call in over the phone. The reason is if something happens to one of the two, you still have the other. So for some reason, you lose Internet connection, you can still talk to them. Or some reason the audio goes out, you can convert to what's happening. So you actually want to have redundant backup. We often suggest that you have another computer connected. So you have two sessions going, one is the participant computer. So if something happens, you can transfer over quickly to make it seamless. So it's almost like you run out of flip-chart paper. You run out of flip-chart paper, you always have a spare right there. Well, how do you do that virtually? Douglas: Planning on the redundant systems, having the activity by activity, having what is the virtual equivalent of all of this? Have I taken the time to proof it and make sure it's good? I mean, that is a lot of extra work, and not to mention just the fatigue of these environments. And, you know, I recently spoke with someone. They were telling me that—I'm not sure where the research came from, so this is all anecdotal—but they were saying that any time we're typically working in a three foot kind of context, it's typically a fight or a mating scenario. Michael: Wow. Douglas: Because you don't get three feet in someone's face inside the meeting room. That would be awkward. But now we’re doing that with these computers and is very sometimes mostly charged, political, like, we're talking about some really intense stuff. And we go in, and we try to—one mistake we made early on was, let's have an eight-hour session virtually. And, you know, you can't do that virtually. Michael: Yeah, it’s much harder. Douglas: You have to do it much shorter. And so I think there's some training of setting expectations for clients, too— Michael: Absolutely. Douglas: —even ones we've worked with in the past. Michael: Yeah, yeah. And so I'm going to go a step further, because this will be—because you are correct that the virtual sessions, by their nature, the dynamic is very different. And I want to—everyone knows—not everyone knows—many are aware, and it comes out in our polls, when we ask people, what is the biggest challenge in virtual meetings? And we've asked this to thousands of people now through our webinars and so on. It always comes up with the same thing, and it's not even close. It's engagement, keeping people engaged, because people are multitasking, doing other things. And so as facilitators, that's got to be our number one focus. How do we keep people engaged? And here is something that we ask people to consider. We as a company, we do have, we have what we call the PDI Difference—Practical, Dynamic, Interactive. And the way we do that in face-to-face sessions is we ensure that if we're training people or having a facilitated session, there will be significant engagement every 20 to 30 minutes. Thirty minutes will not go by without significant engagement, and mostly 20 minutes. So somewhere between 20 and 30 minutes. Douglas, when you go virtual, cut that bad boy in half. You’ve got to have significant engagement every 10 to 15 minutes. So if you’re getting people together, if you are going 90 minutes between breaks, do the math. Even if you say, “Well, the beginning, there's obviously engagement. People are going.” And the end of that 90 minutes you have engagement, so that means you've got to have at least four others, at least four other engagements. And if all you know is the classic engagement question-answer, question-answer, man, that meetings will wear people out. That's why it's so important for people to have all these other engagement strategies—dump and clump, last man standing, rotating flip charts, all this other stuff, to help put in people's toolbox. And so really important for facilitators to recognize that it takes a lot more if it's virtual. And as you said, training our clients that, “Listen, you know, normally I would charge a day of prep for this, but it's virtual. And so therefore,…” Yeah. And making it clear it's extra. Douglas: Absolutely. Let's talk a little bit about the Secrets of Facilitation. Michael: Oh, my favorite book. Yes. Douglas: You have over 60 secrets in that book. Michael: It is. And really good stuff, I think, personally. Douglas: Yeah. I'm a fan. I have it on the bookshelf behind me. And, you know, beyond the basics, things like preparing and managing for dysfunction, what do you think the biggest secret that most people don't know? Like, what's the one that you’re just like time and time again does no one just…? Michael: There are a couple that come to mind, but let me focus on this one. And I'm about to make a statement, Douglas, that when I say it in our training classes—I mentioned we trained over 20,000 people—there are always people who go, “No, that can't be right.” And by the end of the teaching, they go, “Yeah, that's really true.” Here is the statement: there are only three reasons people disagree. Huge secret. There are only three. Every disagreement in the entire freakin’ world, there are only three reasons people disagree. Only three. Now, that's the good news, and that's really good news. But here's the bad news, and it's really bad news. If you have a level-three disagreement and you try to solve it with level-one techniques, you're going to fail. Level-three disagreements can't be solved with level-one techniques. Likewise, you have a level-one disagreement, try to solve it with level-two techniques, you are going to fail. Can't happen. So we as facilitators have to understand the three reasons people disagree. Have to be able to diagnose which reason it is and have strategies for addressing each one. Now, while that's a teaser, I probably should take a minute to say what are those three reasons people disagree. So let's break it down really quickly. So you probably have figured out one, two, or three of them. You want to take any guesses, Douglas, or you want me to reveal? Your shot. Douglas: Why don't you—well, you do the reveal. You do the reveal. Michael: Okay, I’ll do the reveal. So number one, and it's most disagreements, level-one disagreements, and you actually implied it when you were talking about learning that you were a great facilitator. That is, people disagree because of information. One has information that the other doesn’t have, and they’re arguing, bumping heads, even though once they realize and the information is put on the table, they'll realize they weren’t in disagreement at all. Level-one disagreements always end the same way. “Oh, is that what you meant?” There you go. And as we like to say, when you hear those words, your job is done, because they really weren't in disagreement. In fact, the book Crucial Conversations highlights that, they give it a name, violent agreement. They really are in agreement, but they were arguing. They were just using different words or one had information that the other didn't have. So you saw level-one disagreements, pretty simple. We as facilitators have to understand the difference between advocacy and inquiry. If you ever watched two people arguing, it's like they're fighting back and forth. Statement, statement, statement, statement. Each person is trying to advocate for theirs. If one of them would just step back and just ask the question, “Well, why do you say that? What do you mean by that?” they’ll then would clarify, and you would hear those words, “Oh, is that what you meant?” There you go. Resolved. So we have to move people from advocacy mode to inquiry mode, and you do that yourself by asking questions. In a business environment, there are specific questions we train facilitators to ask, because most level-one disagreements or business are based on either cost, time, who’s involved, or how it’s going to happen. And so we get the questions. Level-two disagreements are different. If the level-one disagreements are about information—again, we find most disagreements are level one—level-two disagreements are about values or experiences, that they have different values or had had different experiences that prefer one alternative over the other. They understand each other perfectly. They just value different things. Well, you can solve a value disagreement simply by identifying and isolating the key values. What are the key values that each person has? And then creating solutions, brainstorming solutions, that combine those values. It's not a compromise activity. It is a creativity activity, where, as we teach it, you can come up with some pretty novel solutions once you isolate those key values. It just works. In fact, we get more letters about that technique than any others because it really does work when you understand what you're looking to do. Level-three disagreement is different. It's not about information. It's not about values or experiences. It's about personality, past history with one another, or some outside factor that has nothing to do with the disagreement. It's not about the disagreement. They basically don't like each other. Can you solve a level-one disagreement by asking questions about the issue? No, because it's not about the issue. Can you solve a level-three disagreement by asking about the values? It’s not—yeah, you solve level-three disagreements differently. Take it to a higher source. You're not going to solve it at this level. You've got to take it up the chain. And so we talk about strategies for doing that. But most facilitators, that secret of understanding there are only three reasons people disagree, and so when you're listening to a disagreement, we train people to say, “Hey, next time you're listening to a disagreement, just say under your breath, ‘level two. Yeah, level one. Yeah, level three,’ so that you can get used to diagnosing what type of disagreement it is so that you keep that mindset of, okay, here's the technique I want to use to adjust this disagreement. So it's cool stuff and really one of those fun secrets out of the 60. Douglas: Yeah. I love frameworks like that, that can—are very actionable and we can kind of lean on them in the moment pretty easily. Michael: Well, you know, I find that the best facilitators are process oriented, Douglas. And I'm just going to give your listeners a heads up. If you were to see the prep work that Douglas had sent out to my office around the thinking that they've already done around how to have a great podcast, it was like, oh, my gosh, this is like a cookbook. All I have to do is this part. They're doing all these other pieces. And some great process thinking, very much appreciate it, because it makes it easy. In the same way, if you can give facilitators a process to use that's been tested, proven, that they can modify and make theirs, it makes all the difference. And that's one of the things I think we're good at: giving people processes. Douglas: Absolutely. If you could change one thing about meetings in general, what would it be? Michael: Oh, my gosh. Wow. You're asking big questions here. If I could change one thing about meetings. Yeah, I guess—yeah, that would have to be it. Douglas, the biggest challenge I find, and we find over and over again with meetings that other people are leading, is preparation. So few people do the preparation necessary. And quite frankly, it's not a lot of work if, as you would say, there's a framework for it. And so I'll just give your listeners a framework. We call it the six Ps. And it doesn't matter whether you are running a meeting for yourself or running a meeting for someone else, ask the six Ps, because once you know the six Ps, you execute on that and you can be really prepared. One, and you know it all starts with purpose. Douglas: Yes. Thank you. Michael: Why are we having this meeting? Douglas: Yes. Michael: Why are we having this meeting? What's the real purpose of the meeting? And then we say, “Okay, now that we're clear…” And so I'll give an example just to make it real for your listeners. Someone may come to us. “Michael, Michael, I’d love to have a team-building session for my team.” First P, purpose. “Really? Help me understand what's really the purpose of the team-building session?” “Well, I need my team working together better because, you know, we kind of snipe at each other sometimes. So I really want us to have a strong, bonding experience so that we can walk out of that room, moving together, working together, feeling better about each other.” “That's helpful.” Second P, product. “So what is the product you want to come out of that meeting?” “Michael, what do you mean?” “Well, think about it this way, in terms of the three Hs. When this meeting’s over, what do you want your team to have in their hands that they can see?” “Well, Michael, it’d be great if we had a team vision.” “Cool. Anything else?” “Well, maybe some team norms.” “Okay. Anything else?” “Well, maybe if we could walk away with what's going to happen if someone violates the norm, so we have that kind of…” “Anything else?” “No, I think that's pretty good.” “All right. Well, thank you. Well, let me ask you this. What do you want them to have in their head when the session is over?” “Michael, what do you mean?” “Well, what do you want them to know that they didn't know before the meeting started?” “Well, maybe I want them to know, hey, what makes a team great? What are the qualities of a great team and know how we assess against that, and what are the things we need to work on to be a great team?” “Cool, cool, great. So what do you want them to have in their hearts when the session is over?” “Michael, you getting soft on me?” “No, no, no. What do you want them to believe that maybe they didn't believe before this session was held?” “Well, I want them to believe that if we do these things, we’ll be a great team. I want them to feel committed to making it happen.” “There you go. Great. Well, so you’ve talked about purpose and product. Let me ask you this. Tell me about the people who are going to be in the room. Who needs to be in the room that we create these products and achieve this purpose?” “Well, I want my whole team there.” “Anyone else?” “Well, you know, do you think, Michael, my E.A., should be there?” “Well, let me ask you, do you think your E.A. is part of the team, work with the team? Is your E.A. part of getting things to happen?” “So, yeah, that's great.” “Anyone else? There we go.” “All right. Well, we talked about purpose, product, participants. Let me ask you this. What are the probable issues that we need to address? What are the things that we absolutely need to talk about if these participants are going to create these products to achieve this purpose?” “Yeah. We've had a couple of things happen over the last few months that we really need to talk about.” “Well, let's talk about what those are. Anything else we need to talk about? Great.” “Well, now let's talk about process. What's the process you're thinking we might want to take the team through so that we address these issues so the participants create the product and the purpose? Great.” And notice, by the way, Douglas, process is fifth. Many people think, “I want to hold a meeting. What's the agenda?” Wrong answer. There’re four questions you have to answer first—purpose, product, participants, probable issues—before you get to process. Never start with agenda. And then the six P is place, meaning—and it's all the stuff around the place. And in these days, the place is virtual. So let's talk about all the things around the virtual platform that needs to be. So we say when you have those six questions answered, the six Ps of preparation, you're now ready to do the work to get well prepared for your session. So we think that's a great way to address and make meetings so much better. Just most people don't do the work. They don't think about the six Ps. Douglas: Yeah, you know, there’re so many meeting—you talked about the lack of preparation, and it’s like— Michael: Yeah. Douglas: And so there's this weird spectrum, because on one end, no one's doing anything. So they're just kind of walking in blind, and they just threw something on your calendar called a meeting, and they're not even—so there's a lexicon and taxonomy problem. Michael: Yes. Douglas: And so that's a whole other thing we could get into. But then on the other hand, when they do the planning, their agenda’s just a list of topics— Michael: Yes. Douglas: —and it’s not thoughtful, it’s not informed by— Michael: Absolutely. Douglas: —the purpose. We were just talking earlier today about the problem with icebreakers and warmups, in that— Michael: Oh, my gosh, yes. Douglas: —people just throw them on the agenda, without thinking about the purpose and why they’re there. And I love this. I have this saying that if you can’t ask your participants after doing something like that, “Why did we just do that?” and have it erupt into a pithy conversation, you need to ask yourself, “Why did we just do that?” Michael: Oh, well said, Douglas. Well said. In fact, our company, in general, when it comes to icebreakers, we hate them because most icebreakers are just stuff. And we say, “It's good to break the ice,” but you want to break the ice with an activity that furthers the purpose and product of the session. If you say, “Hey, you know what, we’d like to spend a few minutes talking about your favorite vacation spot,” that's a great icebreaker if the purpose of our session is to choose a vacation spot. If it's not, leave that icebreaker at home. “Hey, you know what, we'd like to hear about your most embarrassing moment.” That is a great icebreaker if this session is about dealing with embarrassing moments. If it's not, leave that icebreaker at home. Whatever you use as an icebreaker, it should further the session result, not be something, as you said, that’s unpurposeful and inserted into the meeting. Facilitators have a bad rap of, “Hey, we help people hold hands and sing Kumbaya.” Read that from an executive standpoint, “We're great at wasting people's time.” That's how executives view the classic Kumbaya facilitators. Our job is to make sure every moment we spend with executives is productive. It's used to get to a result that they are willing to invest in. If they're not willing to invest, we have just added non-value activity. So non-value added activity is not helpful in a facilitated session. Douglas: Well said, my friend. So I would love to leave our listeners with one last piece of advice. And so if you could ensure every facilitator in the world had one skill, what would it be? Michael: That's easy. That's really easy. When you think about facilitators, when we walk into a room, our most important job is to pull out the most important information that's going to help this group get where they're going. That's our responsibility. To do that, we don't have to be good at asking questions. We have to be great at asking questions. We have to be really excellent at using questions to pull out the information that's going to help the group. As I said in one of my early, early ad set we put together, the ad said, “Hidden inside of your company are answers to some of the most important issues facing your organization. Your people have the answers. We bring the questions.” And so we teach something called the secret of the starting question. If you’ve ever facilitated a session and you asked this really great question and got complete and utter silence, if that’s ever happened to you, what we teach is, more times than not, the reason you got silence is that you asked what we call the “type A” question instead of a “type B” question. Type A questions lead people to silence. Type B questions get people putting up their hands, jumping up and down, trying to get you to respond to them. Or you're old enough to remember Welcome Back, Kotter. We called it the Horshack effect. “Ooh, ooh, ooh, Mr. Kotter. Mr. Kotter, call on me.” And that's what we want to get. And so, how do you get that? Well, it’s all in how you ask the question. And we call it the secret of the starting question. Now, just to give an example. Let’s go back to my hiring process. If we're in a room and we got a bunch of people, we're trying to figure out how the hiring process works today, that's one of the first agenda items. As a facilitator, we go, “Okay, great. We're all together. We're ready to get to that first agenda item. Let's get started. How does the hiring process work today?” Crickets. “Come on, folks. You know how it works. How does it work today? What are the steps?” Crickets. “Come on, guys. You know the…” There you go. Instead, you would ask what we call a type B question, and it sounds like this. “You know, we're ready to get started with documenting the current hiring process. I'd love for you to think about the last time you hired someone. Think about all the steps you had to go through, all the people you had to talk with, the forms or whatever you had to fill out to get that person on board. What are the steps in the current hiring process?” We call that a type B question. How is it formed? They're three steps. It's pretty easy. It's pretty simple, just not easy. Its first step is you start with an image-building phrase. “Think about the last time…,” or “If you were about to...” or “Imagine…” It doesn’t start with “What…” Here comes a type B question. You're going very direct. Or “Why…” or “How…” or so on. It starts with an image-building phrase because you're trying to create an image, because when people can see their answers, they answer right away. Then, you expand the image with at least two other phrases. Then, you ask the direct question. “Think about the last time you hired someone. Think about all the steps you had to go through, all the people you had to talk with,” and so on. Because when people can see their answers, they raise their hand. When people can’t see their answers, if you ask, “What are the steps in the current hiring process?” they're going to go, “Hm, let me think.” What are they doing? They're trying to imagine their answers. Why? Because you didn’t ask a question that helped them do it. Facilitation means to make easy. We've got to get them visualizing their answers. So that's just one of the things. We teach nine different questioning techniques. And if we could do that for every facilitator in the world—in fact, your audience have probably heard of TED Talks. If they were to go to the TED site and type in “secret of the starting question,” they would see me giving a TEDx Talk to the International Association of Facilitators on the secret of the starting question. Douglas: I love it. So good. It's funny, once you were starting to talk about the secret to—or the one thing that facilitators should know, and you started talking about questions, I was going to ask you, what is one of your favorite questions? But then, before I even had the opportunity, you gave us a framework for asking questions. So I'm still going to throw this at you for extra credit. Is there a question…? In fact, you threw out one of my favorites already, and that is, what did you mean by that? I think that's such a disarming question, especially if someone says something that is maybe judgmental or offensive in some way, and maybe there was no intention behind it, and we want to just give them an opportunity to unravel that or explain it. Michael: And it helps them do it. And that’s a great one. And I think one of the things you find is why questions and how questions are often challenging for people. And so you want to be careful, as we say, you want to focus on the tone. And probably my favorite, it's simple, is, “Help me understand, why is that important? Help me understand, why is it important?” because your tone could be, “So why is that important?” That’s a wrong tone. No, thank you. Yeah. So tone as you ask that question, “Why is that important?” is one of my favorite questions. There have to be questions because it gets to, oh, new understanding, because I'm thinking, perhaps if you could see my thought bubble, “What does that have to do with anything we're talking about?” And so sort of just, “Hey, help me understand, why is that important?” Douglas: Also, “Help me understand,” I'm taking the blame for not understanding it, which is great. It reminds me, too—I've been listening to a lot of masterclass. And Chris Voss has a really great masterclass, and he's a master negotiator— Michael: Oh, excellent. Douglas: —and author of that book, Never Split the Difference. And one of his points around not using why, he never asks any why questions when he's negotiating with a hostage. And it's because, remember when you were a little kid and something you broke, something by accident, and your parents were like, “Why did you do that?” So it's just like, it brings you back to those moments. So we don't want to psychologically hijack anyone when we're asking these questions that we don't really have much intent behind. Michael: There you go. Really important stuff. Questions are a key for facilitators. Really getting down a question framework for yourself, really good stuff. Douglas: Absolutely. And I encourage people to check out the type B questions and all the other great stuff, the six Ps, et cetera. It's really awesome stuff. And so if they were going to dig deeper into this, how can they find you? How can they unravel the secrets more deeply? Michael: Well, please, our website, www.leadstrat—that’s short for Leadership Strategies—leadstrat.com, and any of the resource pages. You can also, in our store, we have all the books—The Secrets of Facilitation is probably the one we’ve talked about the most, as well as Click: The Virtual Meetings Book. Those two are ones that in this pandemic people will find most helpful. And again, do check out— Oh, our gift to the industry, we recognize that as part of our—we’re the largest facilitation company in the country, that what we do, we typically do three or four free webinars a month. Most recently, we've been doing them on the virtual side of things, running effective virtual meetings, making Zoom hum, those kinds of things, just, really, free webinars. Of course, we do it because we know that once people get a taste of what we do, they may want to learn more. We’ve been doing them for over a decade now, these webinars. But please check them out. And you know what most webinars, Douglas, are thinly veiled sales pitches. For us, we go, “Okay. Please give us 60 minutes. You're going to get 55 minutes of real content, stuff you can use tomorrow. Then, the last five minutes we’ll talk about for those who want to learn more.” So really hardcore, hit-it content. And so it's really great. They get 400 or 500 people on every webinar, and so it's really fun stuff. Douglas: Excellent. Well, I can't wait to check one out. And, you know, it's been a pleasure to have you on the show today. Michael: Oh, likewise, being with you. It’s just been a fun conversation. Douglas: Absolutely. Well, thanks again, and we’ll be talking to you soon. Michael: All right. You take care. Outro: Thanks for joining me for another episode of Control the Room. Don't forget to subscribe to receive updates when new episodes are released. If you want more, head over to our blog, where I post weekly articles and resources about working better together

We need to go from Quarantining to Cocooning. Host Dr. Diana Wiley has a book soon to be published “Love in the Time of Corona,” and her guest is Sheri Winston (www.IntimateArtsCenter.com) author of “Succulent Sex Craft.” Together they spoke of the COVID19 level of uncertainty which often leads to increased stress and anxiety. Since sex is good for reducing stress and deepening a relationship, use this time as an opportunity to explore your sexual relationship and rekindle the sparks of passion. Plan a date night (or morning/afternoon) at home. Put it on the calendar. Sex does not have to be spontaneous. We both have Chapters on touch. Sheri’s has the “Six P’s of Touch: PRESENCE: Be present. Touch here now. PURPOSE: Hold a positive intention. PATIENCE: Don’t rush, Take your time. PRECISION: Be accurate and focused. (Body Painting each other can be a fun game!) PATTERN: Think musically and artistically – use rhythm, themes and motifs. PROGRESSION: Keep it moving – and coherent.  Laughing and playing together is important because couples who laugh together last together. Creative silliness is a great solution! The word silly did not originally mean ridiculous or trivial. It comes from the Old English saelig, which meant prosperous, happy, and healthy. A little silliness can help you enjoy all those blessings. Sheri compared some sex to how dogs and cats like to play. The dog, often a man, may dive right into the genitals while the cat-like woman wants more of a warmup connection, going at her pace. Laughter yoga and sexual energy were also discussed. Tune in!

The six p's is an episode that focuses entirely on being a better organised dog owner or handler. The six p's mean that proper preparation prevents piss poor performance. It's an expression that's been around for quite a while and is still used frequently in many services. When you think about it though, it's hard to argue with. When you have a plan, it makes the operation so much easier. It relieves stress, because you're organised, it increases the time factor, it prevents frustration and adds more value to your life. There are so many positive factors that it's almost hard to think we wouldn't do it. However we are human. It's easy for us to become motivated by other pursuits. If it sounds familiar, it's something that annoys us about our own dogs behaviour. Therefore, if we identify it early, we can collectively work on resolving that as an issue as well. It sounds like like a lot to do but it will make your life far more enjoyable. Just think of the six p's. Further details If your looking for contact details and supporters of The Canine Paradigm, look no further. Below is a vast array of people and business's who stand by us and donate to our running costs. Details on joining the IACP can be found here. If you're not in it you should be Glenn is found these days right here. Canine Evolution or Pet Resorts Australia Pat resides now at Operant Canine You can support our show and get extra content right here on our Patreon page. Everything goes into keeping the show running. You can get our full range of Merch at our Teespring store here You can also help us by spreading the word amongst the community or even suggesting a special guest to interview. If you need to find out how to listen to our show, go here We have a YOUTUBE channel that you can subscribe to now If you enjoyed the podcast, please review us on Itunes Support our supporters Narelle Cooke's raw feeding guide for pets here Birdy O'Sheedy can be found at Pause in life and at Paws in life Jason Firmin Einzweck Dog quip SHOW SPONSOR K9 Dynamics online store for all our listeners in USA and Canada SHOW SPONSOR Kylie Brights dog treats are right here at Brights Bites SHOW SPONSOR Jasmine Whiting is at Prime Canine Alex Edwards Refine your CanineEmma Murdoch Walk with me Ottawa Find out more about GRC dog sports here http://www.thecanineparadigm.com/2020/01/30/episode-114-rescue-dog-remedy/

It's the fourth anniversary of The Portfolio Composer. And every anniversary I take a look back at the previous year's most popular episodes. These episodes are the most downloaded episodes of the previous year.   This episode is sponsored by Dorico by Steinberg, the future of scoring. Visit www.dorico.com/tpc for a free 30-day trial version.     Join The Portfolio Composer community and support the creation of the platform on Patreon. Just $1/month to enable the creation of more great content to help you build your career!     This episode is sponsored by nkoda, the home of digital sheet music. Try nkoda for free!   The Most Popular Episodes of 2019! Most Popular Episodes: #10–Ep 211-Danny Bensi & Saunder Juriaans on Letting Go of Ego #9–Ep 210-Gabriel Mann on Being Invested #8–Ep 212-Dale Trumbore on Staying Composed #7–Ep 205-James Adler on Marketing A Winter Triptych #6–Ep 215-Pamela Z on The Five Jobs of a Successful Artist #5–Ep 213-Sean Beeson on The Six P's of a Career #4–Ep 202-Adam Lastiwka on Scoring Travelers and Finding a Mentor #3–Ep 201-Philip Sheppard on Bach, Audiences, and the Olympics #2–Ep 207-Scott Lang on Realizing You're an Entrepreneur #1–Ep 206-Alex Harwood on Making Yourself Discoverable   Help composers find the podcast by giving The Portfolio Composer a review on iTunes!     This episode was edited by Studio184.

Reed Goossens has returned to the show with his Best Ever advice for raising capital. Reed is a real estate entrepreneur and Managing Partner of Wildhorn Capital. As a native Australian, Reed moved to the U.S. to pursue his investing career in early 2012. Reed is a qualified chartered structural engineer and project manager. Since 2007, Reed has been involved with large scale commercial construction and real estate development projects, with a combined worth over $500 million; in Australia, the United Kingdom, and the U.S.—highlighted by his work in London in anticipation of the 2012 Olympic Games. Best Ever Tweet: “People don’t remember a great pitch, they remember a great conversation” - Reed Goossens Reed Goossens Real Estate Background: Founder of Wildhorn Capital, a large multifamily investing firm Host of the podcast “Investing In The U.S.” Best selling author of two books Listen to his previous episodes: Based in LA, California  Say hi to him at The Best Ever Conference is approaching quickly and you could earn your ticket for free.  Simply visit and sign up to be an affiliate to start earning 15% of every ticket you sell.  Our fourth annual conference will be taking place February 20-22 in Keystone, CO. We’ll be covering the higher level topics that our audience has requested to hear.

Chris Williams is back and he and Ross Peterson discuss what he missed while he was out, they discuss the Anthony Davis to the Lakers trade and LaVar Ball's insinuating comments on First Take to Molly Qerim, and voice of the Iowa Barnstormers Joe Stasi calls in to clear up his Six P's for Success and clear up Arizona Rattlers controversy and then they got over the news that Nick Nurse will celebrate his NBA Championship at Wild Rose Casino in Jefferson and play Ross' Roulette to end the show

You may know resilience as someone’s ability to adapt to life’s adversities. Although absolutely true, we have a few bones to pick with the delivery and timing of resilience trainings. Resilience is considered to be a long-term developmental strategy versus a short-term tactical strategy used for comfort. So why is that many organizations respond to negative outcomes such as burnout by slapping everyone in the face by offering resilience trainings? In fact, I would argue that many healthcare professionals demonstrate strong resilience and high persistence- I mean, we got this far through the hurdles and challenges in our grueling education and training. We explore the six major factors, or “Six P’s” of resilience in this episode with a bonus factor thrown in there, because why not. If you enjoy this episode and the show, we ask you for a HUGE favor. Please rate us (ahem, preferably those five stars) and leave a short yet sweet and honest review! Nothing moves our show forward more than that. It makes us so grateful and we always do a little dance when someone takes the time to make our day like that. We thank you so much! Show Notes/blog post: www.joyenergytime.com/blog/ Instagram: www.instagram.com/burntouttolitup/ https://www.instagram.com/joy.energy.time/ Facebook: www.facebook.com/burntouttolitup Free Ten Tips for Occupational Therapists on Using Mindfulness Interventions: joyenergytime.mykajabi.com/p/ot-mindfulness-guide Free Stress + Burnout Guide for Healthcare Professionals: https://joyenergytime.mykajabi.com/free-guide-revised-page Support the Podcast! patreon.com/burntouttolitup Our website: joyenergytime.com/podcast

Bushy Martin tells us how he built his $4 million property portfolio simply by adjusting his mindset to the Six Ps of motivation, namely Purpose, Perspective, Plan, Proactive, Probability, Patience-and-Persistence.With a book and a podcast on the way, Martin is always keen on sharing his experiences and knowledge with other investors, whether they are beginners in the industry or not. In this episode, Martin also actively shares his property investment strategy in detail and his favourite books to read when it comes to lifestyle development. See acast.com/privacy for privacy and opt-out information.

C'est Pâques. Nous sommes six. Que dire de plus ? L'émission du Lundi de Pâques ! On y parle beaucoup d'applications iPad, du SynthFest 2018 bien sûr, et aussi de quelques coups de coeur intéressants.

Tom Buford is a business coach, speaker, author, and musician. He’s an expert in teaching service providers how to package, price and promote their signature training and coaching programs. Listen in as he shares: His approach on how to leverage your knowledge and charge what you deserve How to get your pricing strategy spot-on and increase your value Why it’s essential to deliver on what you promise The importance of realizing how you are responsible to your clients, and not for them How to get over your fears and raise your prices How to communicate your value so prospects buy His functional Six P’s Formula to charge what you deserve His No. 1 Tip to raise your prices Smash Your Income Glass Ceiling To Attract More Clients And Money… without doing more marketing! Click here for Free Video Training. P.S. I would love your review! If you enjoy what I share in this episode, please leave a review and comment on iTunes. I would really appreciate it. Thanks! Nina x

Dulari Amin, the president and co-founder of “Innovations Company” Phenomenon, based in LA with an office in Chicago, sees innovation happening faster than ever, and it’s her company’s job to help foster it for good. Phenomenon deals with brand, UX, digital and cultural innovation issues, and wants to use the latest innovations to benefit those who need it most. As the head of it, Amin thinks about women’s safety issues, healthcare and diversity – big ideas but ones that need innovative solutions. She believes that we, as a society, are inundated with social media and digital interference and that we don’t need to be tied to our devices. “It’s good to be quiet…to take some time off,” she said. That said, she is a driven individual, one who would encourage women not to give up, to keep on a career path and don’t plan so far in advance when to have children and when to drop out of the workforce. She believes men should support families too and that diversity means having a balance of men and women. Coming to America from India when she was 17, she saw early the importance of learning all she could, which she is still doing leading a company of 150 people. Learning takes listening, and it’s something she thinks is of utmost importance, especially asking questions and really listening to the answer. If she wasn’t leading Phenomenon, Amin would help entrepreneurs start businesses, perhaps guiding immigrants like herself. She grew up in a house of 50, part of a joint family, which taught her to deal with lots of personalities, to compromise and to help tell stories, which is what her agency, er, innovation company, helps do every day. Amin has a “Six P” model for success and happiness in life, which she is happy to explain. Have a listen.

C'est Pâques. Nous sommes six. Que dire de plus ? L'émission du Lundi de Pâques ! On y parle beaucoup d'applications iPad, du SynthFest 2018 bien sûr, et aussi de quelques coups de coeur intéressants.