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Tribes are seeking to flex whatever legal muscle they have to secure Colorado River water protections, just as forecasts show the resource to continue to disappear in the foreseeable future. The tribes are hoping to gain whatever leverage they can as policymakers negotiate new water plans. More than 30 tribes and seven states utilize water from the Colorado River, which has been experiencing record low water levels from a decades-long drought. Stakeholders are having to rethink their water use and flex their legal claims to the resource as existing water use plans are set to expire. In one case, the Colorado River Indian Tribes are pursuing their own declaration, giving the river the same rights as a person. Tribal advocates say it could better protect the important lifeline that carves through several tribal lands in the arid Southwest. GUESTS Heather Tanana (Diné), initiative lead of the Universal Access to Clean Water for Tribal Communities and a law professor at the University of Denver Daryl Vigil (Jicarilla Apache), co-director of the Water & Tribes Initiative Amelia Flores (Colorado River Indian Tribe), chairwoman of the Colorado River Indian Tribes John Bezdek, water attorney for the Colorado River Indian Tribes and a shareholder of the Water and Power Law Group
Wie führt man ein junges Team, skaliert mit Haltung – und bleibt dabei Mensch?In dieser besonderen Folge ist Jason Modemann, Gründer von Mawave und New Com, zu Gast – und diesmal nicht als Host, sondern als Interviewter. Mit Michael spricht er über echtes Unternehmertum, Fehlerkultur, seine ganz persönliche Leadership-Reise und das System hinter dem Erfolg von Mawave.Dabei wird klar: Es geht nicht um den schnellen Exit oder leere Buzzwords – sondern um Menschen, Systeme und Haltung. Jason teilt seine Prinzipien aus seinem neuen Buch "Always Hungry, Never Greedy" spricht über schmerzhafte Learnings und warum Unternehmen drei Stakeholder im Gleichgewicht halten müssen: Team, Kunden und Company.Außerdem: Wie man als Gründer wirklich abschalten lernt und welche Fehler auch die besten Teams machen.__________Flaconi:Deutschland: Einfach und entspannt Beauty und Parfum auf www.flaconi.de shoppen: Mit dem Code “NEWCOM10” sparst du bis zum 31.08.2025 10 % ab einem Mindestbestellwert von 59 €.*Österreich: Einfach und entspannt Beauty und Parfum auf www.flaconi.at shoppen: Mit dem Code “NEWCOM10” sparst du bis zum 31.08.2025 10 % ab einem Mindestbestellwert von 59 €.*Schweiz: Einfach und entspannt Beauty und Parfum auf www.flaconi.ch shoppen: Mit dem Code “NEWCOM10” sparst du bis zum 31.08.2025 10 % ab einem Mindestbestellwert von 59 CHF.**Der Rabatt gilt nicht auf ausgeschlossene Marken und Produkte und ist nicht mit anderen Aktionen kombinierbar.Ausgeschlossene Marken & Produkte: CHANEL, Clive Christian, CREED, DR. BARBARA STURM, Emil Élise, ESSENTIAL PARFUMS, Gritti, HISTOIRES de PARFUMS, Initio, Laboratorio Olfattivo, LEN FRAGRANCE, Liquides Imaginaires, LORENZO VILLORESI, M.Micallef, Maison Crivelli, Maison Tahité, Moroccanoil, Pana Dora, Parfums de Marly, Perroy, Roberto Ugolini, Sensai, Simone Andreoli, Une Nuit Nomade, V CANTO, WIDIAN, XERJOFFNicht mit anderen Aktionen kombinierbar.
Tribes are seeking to flex whatever legal muscle they have to secure Colorado River water protections, just as forecasts show the resource to continue to disappear in the foreseeable future. The tribes are hoping to gain whatever leverage they can as policymakers negotiate new water plans. More than 30 tribes and seven states utilize water from the Colorado River, which has been experiencing record low water levels from a decades-long drought. Stakeholders are having to rethink their water use and flex their legal claims to the resource as existing water use plans are set to expire. In one case, the Colorado River Indian Tribes are pursuing their own declaration, giving the river the same rights as a person. Tribal advocates say it could better protect the important lifeline that carves through several tribal lands in the arid Southwest.
David and Rachel are joined by Robert E. Friedman, founder of the international development nonprofit Prosperity Now, who visited three ICE detention centers in Louisiana in August 2025. Bob speaks of the numbers of people in detention, the conditions and deprivations, the absence of due process, and of individuals he was able to speak to. He notes that while videos of arrests are widely available, no one sees what happens after that to the people who are detained. He speaks of a metastasizing system of concentration camps that are operating in our name, and reminds us to review the language of the Fourteenth Amendment, which guarantees that no person shall be deprived of life, liberty, or property without due process of law. Find the full audio library of Blue Vote Café episodes at http://bluevotecafe.com. Register and request your ballot every year at votefromabroad.org.
THE Presentations Japan Series by Dale Carnegie Training Tokyo, Japan
Why rehearsal, timing, and delivery shape your reputation as a professional speaker in Japan and beyond Why is timing so critical in business presentations? The single biggest mistake in presentations is poor time control. In Japan and globally, conference organisers run tight schedules. Going overtime is seen as disrespectful and unprofessional. Conversely, trying to squeeze too much content into too little time leaves the audience frustrated and overwhelmed. Leaders at firms like Toyota or Rakuten expect speakers to stay on time, not sprint through slides like “deranged people.” A presentation that runs forty minutes when you had an hour is forgivable; a talk that overruns its slot is not. Mini-Summary: Time discipline in presentations signals professionalism. Overrunning damages your personal brand and your company's credibility in Japan's business culture. What happens when speakers mismanage time? When a presenter announces, “I'll need to move quickly,” they reveal poor preparation. Audiences infer: if you can't plan a forty-minute talk into forty minutes, how can you manage a multimillion-dollar project? Reputation damage extends beyond the individual to the entire organisation. In competitive markets like Japan, the US, and Europe, this kind of slip erodes trust and can cost business opportunities. Mini-Summary: Rushed, overloaded talks erode trust. Stakeholders extrapolate poor time discipline to the presenter's overall competence. Why do rehearsals matter more than you think? Most leaders convince themselves they “don't have time” to rehearse. Yet rehearsal is where professionals discover misalignment between content and allocated time. In my experience delivering Dale Carnegie Tokyo Training programmes, presenters nearly always start with too much material, not too little. The solution is cutting ruthlessly before stepping on stage. Rehearsals let you refine, simplify, and focus on impact — rather than embarrass yourself with speed-reading slides in public. Mini-Summary: Rehearsals reveal excess material and allow refinement. Skipping practice causes rushed, incoherent delivery that undermines executive presence. How does rehearsal improve delivery, not just timing? Once timing is fixed, rehearsal shifts to performance. Business presentations are performances — polished but authentic, not theatrical. Leaders who read from a script signal insecurity and lack of mastery. Rehearsal allows executives to internalise their key points, so the audience sees confidence, not desperation. In Tokyo boardrooms and at global investor conferences alike, polished delivery builds gravitas and trust. Mini-Summary: Rehearsal ensures smooth delivery. Executives should appear confident and persuasive, not reliant on scripts. What role does video feedback play? In training rooms, we record participants so they can see what the audience sees. Video feedback is humbling but invaluable. You catch distracting habits, vocal weaknesses, or pacing errors you'd otherwise miss. Replaying live presentations helps refine delivery across markets. Whether speaking to Japanese stakeholders or Western boards, professionals who rehearse, review, and improve demonstrate credibility. Mini-Summary: Video feedback exposes blind spots. Reviewing performances builds stronger delivery across diverse business cultures. What is the ultimate standard of professionalism? True professionals prepare, rehearse, review, and deliver within time. They treat every presentation — whether to staff, shareholders, or industry peers — as a performance shaping their reputation. In Japan's high-context culture, small lapses in timing or preparation send big signals. Internationally, executives with strong presence are trusted to lead. Are you seen as a polished professional, or as someone who exposes flaws by failing to rehearse? Mini-Summary: Professionalism in presentations means mastering timing, rehearsing delivery, and safeguarding your reputation. Conclusion Getting the timing right is not about clocks — it is about credibility. Leaders who rehearse, respect the schedule, and refine delivery project authority in every market. Those who don't risk reputational damage far greater than the value of any single presentation slot. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
Sprintziele gehören zu den stärksten Werkzeugen im Scrum-Framework. Dominique und Oliver sprechen in dieser Folge darüber, wie es Teams gelingt, Sprintziele so zu etablieren, dass sie Orientierung geben, Wirkung entfalten und Vertrauen schaffen. Ein Sprintziel ist schließlich mehr als eine Pflichtübung im Sprint Planning. Richtig eingesetzt, schafft es Klarheit über das „Warum“ der nächsten Iteration und verbindet die tägliche Arbeit mit der Produktvision. Vielen Teams fällt die Nutzung von Sprintzielen jedoch schwer. Häufig gibt es gar kein Ziel oder es bleibt auf der Ebene von Aufgabenlisten stecken. Statt echter Wirkung wird dann nur Output gemessen. Die Folge: wenig Fokus, kaum Begeisterung bei Stakeholdern und sinkendes Vertrauen in den Wert von Sprintzielen. Doch gerade hier liegt der Hebel. Ein gut formuliertes Sprintziel richtet die Arbeit am Outcome aus. Es beantwortet die Frage, welchen Mehrwert das Team in den kommenden zwei Wochen schaffen will und gibt damit eine klare Orientierung für Entscheidungen im Sprint. Statt einer Sammlung von Backlog-Items entsteht ein gemeinsamer Fokus. Im Daily oder im Review lässt sich damit jederzeit prüfen, ob die Arbeit noch auf das eigentliche Ziel einzahlt. Dominique und Oliver machen aber auch deutlich, dass Sprintziele eben nicht im stillen Kämmerlein entstehen sollten. Entscheidend ist die gemeinsame Gestaltung mit den Developern. Wer das Ziel aktiv mitformuliert, wird es auch eher als eigenes Commitment ansehen. So entsteht nicht nur mehr Akzeptanz, sondern auch die Bereitschaft, externe Einflüsse auszuhalten und das Ziel zu verteidigen. Product Owner:innen bringen dabei den strategischen Rahmen ein – etwa Vision, Roadmap oder Product Goal – und öffnen einen Raum, in dem das Team das nächste sinnvolle Ziel bestimmen kann. Ein gutes Sprintziel ist aber auch sichtbar und sie sind im Alltag präsent: in Dailys, in Gesprächen mit Stakeholdern und sogar in der spontanen Antwort auf die Frage „Woran arbeitet ihr gerade?“. Nur so werden sie zu einem lebendigen Orientierungspunkt statt zu einem Protokolleintrag. Wenn ein Team das gemeinsam vereinbarte Sprintziel erreicht, gilt es, diesen Erfolg sichtbar zu feiern; nicht die Anzahl der erledigten Backlog-Items, sondern den erzielten Mehrwert. Gerade im Sprint Review eröffnet das die Chance, Stakeholder zu begeistern und ihnen zu zeigen, warum sich die investierte Arbeit gelohnt hat. So wird das Konzept Sprintziele gestärkt und gewinnt wieder Vertrauen. Zusammengefasst helfen Sprintziele Teams dabei, sich auf das Wesentliche zu konzentrieren, Entscheidungen leichter zu treffen und Stakeholder einzubeziehen. Wer sie konsequent auf Outcome ausrichtet, gemeinsam gestaltet und sichtbar macht, etabliert ein Instrument, das weit mehr ist als eine Formalität. Es ist ein Kompass, der Produktteams eine gemeinsame, wetvolle Richtung gibt.
This week on the Lancaster Farming Industrial Hemp Podcast, we're chasing down the beginnings of a Pennsylvania hemp fiber supply chain. We start the day in southern Lancaster County at Steve Groff's farm, standing in the middle of what he calls his “hemp canyon,” with towering stalks over fifteen feet tall. Groff has about 60 acres of the Australian hemp variety MS-77, which seems to do well on Groff's farm. He's also working on a green decorticator. If the machine works as planned, it could change the way fiber hemp is harvested — cleaner, faster and without the need for retting. From there we cross the Susquehanna River into York County to visit Dave Cook at Tuscarora Mills in Red Lion. Dave and his partner Heidi Custer are working to turn Pennsylvania-grown hemp into yarn and fabric. Their mill is full of antique looms and their goal is simple but ambitious: To revive textile production here in the Keystone State using local hemp fiber. It's still early days for a Pennsylvania supply chain, but the work Groff and Cook are doing points toward a future where hemp textiles are grown, processed and woven right here at home. Learn More: Steve Groff: https://stevegroff.com/ Dave Cook and Tuscarora Mills: https://tuscaroramills.com/ News Nuggets, from HempToday.net Peru opens draft hemp rules for consultation as industry eyes long-awaited start https://hemptoday.net/peru-opens-draft-hemp-rules-for-consultation-as-industry-eyes-long-awaited-start/ Draft hemp bill would regulate intoxicating products instead of imposing a ban https://hemptoday.net/draft-hemp-bill-would-regulate-intoxicating-products-instead-of-imposing-a-ban/ Stakeholders fear Brazil hemp rules may be restricted as Sept. 30 deadline nears https://hemptoday.net/stakeholders-fear-brazil-hemp-rules-may-be-restricted-as-sept-30-deadline-nears/ Brazil's CBD price war, a boon for patients, signals maturing medical market https://hemptoday.net/brazils-cbd-price-war-a-boon-for-patients-signals-maturing-medical-market/ Thanks to Our Sponsors! IND HEMP https://indhemp.com/ Forever Green http://hempcutter.com/ National Hemp Association https://nationalhempassociation.org/
What really makes a community tick? Hayley Williams, founder of Keystone Marketing, shares how to spark community engagement, move beyond personas, and build trust through authentic conversations.
In this episode of Building Better Developers with AI, hosts Rob Broadhead and Michael Meloche revisit a classic topic: The Power of Clickable Demos in the Software Development Lifecycle. This time, they reframe it through the lens of demo-driven development, exploring how lightweight prototypes align teams, validate ideas, and reduce costly missteps. What is Demo-Driven Development? Demo-driven development utilizes interactive prototypes early in the lifecycle to demonstrate how an application might function before coding begins. These demos link wireframes or screens together into a simple, clickable flow. Low fidelity: Basic wireframes to test flow and logic. High fidelity: Polished UI mockups that look like production. Best practice: Begin low fidelity and add detail only as needed. “Demo-driven development gives stakeholders something to touch and test—without weeks of coding.” How Interactive Demo-Driven Development Improves Alignment Instead of static diagrams, teams can walk clients through interactive experiences that make requirements tangible. This approach helps uncover gaps, clarify assumptions, and prevent misunderstandings. Even a rough demo can save hours of rework by sparking conversations that written requirements alone often miss. Benefits for Developers, Managers, and Clients Prototypes provide value across roles: Developers: Spot design flaws early and estimate with more confidence. Product managers and designers: Validate ideas quickly and secure buy-in. Clients and end users: Interact with something realistic, making feedback far easier. “Many times, a demo exposes what was never written in requirements—but was always assumed.” Common Pitfalls to Avoid As Michael points out, demos can sometimes create false direction. Stakeholders may perceive the prototype as production-ready, prompting teams to release features that are rushed or incomplete. To prevent this: Emphasize that prototypes are exploratory. Focus on solving the problem, not polish. Avoid over-engineering features that may never be built. Using Prototypes for A/B Testing One strength of this approach is the ability to test multiple designs quickly. By creating different variations of a flow, teams can gather real feedback and compare preferences. For instance, rotating two demo versions on a website gives instant insight into which design resonates most, ensuring decisions are based on evidence rather than guesswork. Tools and Workflow for Demo-Driven Development Rob and Michael highlight practical ways to make demos effective: Start with wireframes – concentrate on flow, not design. Choose the right tools – Figma, Adobe XD, Sketch, or basic HTML/CSS. Test before presenting – nothing derails a meeting faster than broken links. Guide discussions – keep clients from getting stuck on minor details, such as colors. Keep it lean – focus on essentials that prove the concept. “Solve the problem first. Make it pretty later.” Why This Approach Still Matters Today Revisiting this topic highlights the continued value of demo-driven development. It accelerates feedback, ensures alignment, and keeps projects focused on real user needs before heavy development begins. When used wisely, it reduces risk, minimizes wasted effort, and helps teams deliver software that both functions effectively and delights users. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Building Out Your Application From a Demo How to Create an Effective Clickable Demo Successful Presentation Tips for Developers: Effective Demo Strategies Transform Your Projects: The Ultimate Guide to Effective User Stories The Developer Journey Videos – With Bonus Content Building Better Developers With AI Podcast Videos – With Bonus Content
For the third year staffers from the Environmental Protection Agency toured farms in Southwest Idaho to interact face to face with ag producers.
What does it really mean to be data-driven? Mark Gergess, VP of Data and BI at DoubleVerify, joins the show to unpack how data teams can go beyond dashboards to drive meaningful business action. From building an internal consulting lens to evaluating the latest AI tools, Mark shares how his team translates complex data flows into measurable revenue impact. If you've ever wrestled with the gap between insights and outcomes, this conversation will hit home.Key Takeaways• Being data-driven is about driving action, not just reporting numbers• Stakeholders don't care about your data problems—they care about business outcomes• The biggest challenge with AI adoption isn't the model, it's the use cases• Efficiency gains from AI should shift focus from ETL tasks to solving real business problems• Data culture health is measured by how naturally teams rely on data day-to-dayTimestamped Highlights01:17 How DoubleVerify helps advertisers build safer, more effective digital campaigns04:55 Why the definition of “data-driven” still varies and why it matters09:25 Measuring whether data efforts are moving the needle on revenue13:15 How to separate hype from value when evaluating AI and GenAI tools17:10 Lessons from the data science boom and why companies must go “all in” with AI25:31 Can AI act as your junior analyst? Where efficiency gains really show up27:01 How freeing up time changes the structure of data teams and boosts business impactA thought worth holding onto“It's not about dashboards. It's not about reporting. It's about doing something with the information.”Pro TipsMark recommends treating AI as a “junior analyst”—let it handle quick, lower-priority questions so your team can focus on bigger business challenges.Call to ActionEnjoyed the conversation? Share this episode with a colleague who talks about being “data-driven.” Subscribe on your favorite podcast platform and connect with me on LinkedIn for more insights from leaders shaping the future of data and technology.
Marketing today should be a team sport. The companies that thrive are the ones who align product and brand around a shared mission. In this week's episode of Growth Talks, Pranav Piyush, CEO of Paramark, joins host Krystina Rubino to share leadership strategies for aligning product, marketing, and finance to drive business success. As a former marketing leader at companies like BILL and Adobe, Pranav unpacks how to recognize growth plateaus, lead change with clarity, and foster high-trust relationships with finance. From refining your brand-performance connection to activating your community as a true growth engine, this episode provides sharp insights for building a company that lasts.
Most businesses don't fail from a lack of opportunity, they fail from chasing too many of the wrong ones. In this solo episode, George unpacks a powerful decision-making framework by Dr. Benjamin Hardy that will radically shift the way you say yes (and no) in business and life. If you've ever felt overwhelmed by shiny objects, spread too thin, or unsure which path to pursue, this episode is the clarity filter you've been waiting for.What You'll Learn in This EpisodeWhy saying “yes” is often the problem, not the solutionThe opportunity cost of bad decisionsHow to protect your time, energy, and mental bandwidthThe 4-question rapid decision filter you can use in under 60 secondsWhy decision fatigue kills momentum—and how to fix itHow to apply these frameworks to business, relationships, and life Key Takeaways✔️Every “yes” comes with an opportunity cost that could derail your bigger vision.✔️Use the 4-question quick filter to spot distractions in disguise:Would I say yes if this opportunity came in 3 months from now?Would I do this for free?Does this bring me closer to my “impossible goal”?If I say yes to this, what am I saying no to?✔️When in doubt, go deeper with the 4-part decision framework: Frame, Floor, Focus, Stakeholders.✔️Complexity kills clarity—simplicity scales.✔️Saying “no” is how you protect your greatness. Timestamps[00:00] – Why your results are the clearest reflection of your priorities[04:30] – How the Awareness Audit can uncover hidden time and energy leaks[08:50] – The Behavior Audit: aligning actions with your stated goals[13:15] – Belief Audit: why what you believe determines what you achieve[18:00] – Curating your Environment to reinforce your vision[24:00] – Integration: using the audits to create powerful alignment[30:15] – Final thoughts and your call to action this week Your Challenge This WeekWrite down three current opportunities you're considering.Then run each one through both:The rapid 4-question filterThe comprehensive framework (Frame, Floor, Focus, Stakeholders)Notice what becomes clearer—and more importantly, what deserves a firm “no.”Dive deeper into Dr. Benjamin Hardy's work: benjaminhardy.com Join The Alliance – Tap into The Relationship Beats Algorithms™ community for entrepreneurs who lead with trust and connection. https://mindofgeorge.com/rbaa/Apply for 1:1 Coaching – Ready to build a sustainable business with aligned impact? Apply hereExperience Live Events – Get in the room where long-term success is built.Follow George on Instagram – For more tips, wisdom, and connection: @itsgeorgebryant
Igor Mikhalev is a Partner and Head of Disruptive Strategies at EY Parthenon globally, where he spearheads emerging technology initiatives and champions Capitalism 2.0 principles. With a vision that extends far beyond traditional business metrics, Igor advocates for stakeholder-centric models that prioritize human well-being, equity, and authentic purpose-driven connections.On The Menu:1. Capitalism 2.0: Stakeholder impact over shareholder returns.2. Data vs Creativity: Art and science symbiosis in campaigns.3. Emotional Intelligence: AI's role in brand narratives.4. Authentic Communication: Sincerity over corporate jargon.5. Decentralized Technologies: Peer-to-peer value exchange revolution.6. AI Augmentation: Enhancing human potential over replacement.7. Measurement Revolution: GDP to well-being metrics transformation.Click here for a free trial: https://bit.ly/495qC9UFollow us on social media to hear from us more -Facebook- https://bit.ly/3ZYLiewInstagram- https://bit.ly/3UsdrtfLinkedin- https://bit.ly/43pdmdUTwitter- https://bit.ly/43qPvKXPinterest- https://bit.ly/3KOOa9uHappy creating!#IgorMikhalev #EY #Outgrow #Marketing #AI #MarketerOfTheMonth #Podcastoftheday #Marketingpodcast
“At the core of it, is the people, a lot of people want to talk about processes and tools, and that's great, but your project probably didn't fail because you used PMI version or Prince two's version, if you had weekly meetings or stand-up meetings. That's probably not why it failed. It's probably because the people were not set up for success from the beginning the whole way through to the end, and that's what my book is all about.” Dawn Mahan Top Five Tips For Successful Projects1. Assume Nothing: Embrace Failure Stats to Challenge Your Blind Spots2. Welcome to Projectland: It's DIFFERENT Here3. Assemble the Power Players: The Leadership Roles That Make or Break your Project 4. Field your Dream Team: Recruit the Right Players in the Right Roles5. 3 Surprising Kinds of Stakeholders & How to Spot Them TIME STAMP SUMMARY02:48 People as the core reason for project failure; importance of skill sets and clear goals.08:31 Benefits of separating project and operations teams for focus.14:28 Recruiting for skills and work styles; managing with the team you have.17:36 Managing external influences and communications. Where to find Dawn?Website https://www.projectguruacademy.com/ LinkedIn https://www.linkedin.com/in/dawnmahan Dawn MahanDawn Mahan, PMP is Founder of PMOtraining.com, a C-suite advisor, award-winning consultant, international speaker, inventor of ProjectFlo®, author of the bestselling book “Meet the Players in Projectland: Decide the Right Project Roles & Get People On Board” and has trained thousands of professionals around the world.
Skip ahead ten minutes if you don't want the girly pops updates…but you can't blame us for talking about Taylor Swift engaged to THE Alpine Stakeholder, Travis Kelce!! Maybe they'll make it out to a race one day. In other news, Cadillac has finally announced their driver line up, Alex Palou will probably never move to Formula 1, Ed Carpenter Racing kinda slays right now and Hannah and Emma almost fight it out live on Track Talk….over….Max Verstappen? Weird.
In this episode of Trade Show Talk, host Danica Tormohlen interviews Alice Mathu, VP of Business Development and Partnerships at the International Association of Amusement Parks and Attractions (IAAPA). Mathu shares her remarkable career journey from Kenya to the U.S. and dives into IAAPA's global expansion, including their highly anticipated events in Europe, Asia, and the Middle East. The conversation also highlights the innovative strategies and attractions at IAAPA's flagship Expo in Orlando. Additionally, Tommy Goodwin, EVP for the Exhibitions and Conferences Alliance, provides a timely advocacy update, discussing key issues such as tariffs, workforce development, and potential government shutdowns. 00:00 Introduction to Trade Show Talk 01:10 Meet Alice Matthew: A Powerhouse in the Global Exhibitions Industry 02:58 Alice's Journey from Kenya to the US 04:06 Discovering a Passion for Events 06:37 Joining IAAPA and Early Career Highlights 10:56 Challenges and Innovations in the Exhibition Industry 20:10 Expanding IAAPA's Global Reach 28:08 Effective Communication with Stakeholders 28:35 Shanghai Show Overview 29:30 Unique Challenges in China 31:20 Middle East Expo Expansion 35:08 Strategic Partnership with Licensing International 38:57 Personal Insights and Fun Questions 44:28 Advocacy Update with Tommy Goodwin 51:23 Government Shutdown Concerns 54:21 Conclusion and Farewell This episode is brought to you by Legends/ASM Global.
US Senator Sanders favors Trump plan to take stake in Intel and other chipmakersBernie: "If microchip companies make a profit from the generous grants they receive from the federal government, the taxpayers of America have a right to a reasonable return on that investment."Mark Zuckerberg gifted noise-canceling headphones to his Palo Alto neighbors because of the non-stop construction around his 11 homesCracker Barrel, under fire from Donald Trump Jr. and Steak n' Shake, apologizes to fans but won't drop new logo“If the last few days have shown us anything, it's how deeply people care about Cracker Barrel. We're truly grateful for your heartfelt voices,” the company said Monday in a statement on its website.“You've also shown us that we could have done a better job sharing who we are and who we'll always be.”On Monday, the Lebanon, Tennessee-based company emphasized that many things about Cracker Barrel won't change, including the rocking chairs on its front porches and vintage Americana and antiques scattered throughout its restaurants.Cracker Barrel also said it will continue to honor Uncle Herschel — the older man in the former logo, who represents the uncle of Cracker Barrel's founder — on its menu and on items sold in its stores.But Cracker Barrel said it also wants to make sure that the business stays fresh and attracts a new generation of customers.Maine's Populist Senate Candidate Thinks We Are in a New Gilded AgeAccording to Graham Platner, America has entered a new gilded age and needs a politics that can meet the moment. “I think the comparisons between the late 19th century and now are apt: vast amounts of wealth and regulatory structures that in no way, shape, or form keep that wealth in check,” pointing to the power people like Elon Musk and other prominent Silicon Valley leaders have over the current administration.He pointed to his state's famed and tightly regulated lobster industry as an example.“The state of Maine has passed laws over the years that have regulated the lobster industry in a very specific way, and it means there's one boat, one captain, one license. Fishing can only be conducted while the captain is aboard. This has entirely disincentivized consolidation,” he explained.“The result is a half-a-billion-dollar-a-year industry for the state of Maine that has almost no corporate ownership.”When presented with the alternative theory—that Maine should instead allow consolidation in its prize industry and redistribute wealth back to workers and their communities through other means—he bluntly dismissed its proponents. “Those people are full of shit. The distribution of resources needs to happen at the level where things are being produced.”Lisa Cook Says She Will Not Step Down From the Fed Board“I will not resign,” she said. “I will continue to carry out my duties to help the American economy as I have been doing since 2022.”Meta Defector Issues Devastating Psychological Takedown of Tech CEOsNick Clegg, a former Meta executive who left the company at the start of this year: "If you're accustomed to privilege, equality feels like oppression.""You'd think, wouldn't you, that if you were immensely powerful and rich like Elon Musk and all these other tech bros and members of that podcast community that you'd reflect on your good fortune compared with most other people?" Instead, Clegg seethed, they cry persecution."In Silicon Valley, far from thinking they're lucky, they think they're hard done by, [that] they're victims. I couldn't, and still can't, understand this deeply unattractive combination of machismo and self-pity."Red Lobster Is Betting on Black Diners With Its Brand ComebackCEO Damola Adamolekun, who took over the job last September, a 36-year-old Nigerian American, who is also credited with rescuing P.F. Chang's.Red Lobster has been a part of America's casual-dining landscape since the first location opened in Lakeland, Fla., in 1968. Just four years after the passage of the Civil Rights Act, many restaurants in the South were still segregated de facto. Red Lobster embraced diversity, opening its doors to Black customers and hiring Black workers.The ‘woke' words Democrats should cut from their vocabularyA new memo identifies 45 words and phrases for Democrats to avoid, alleging the terms turn voters off. They span six categories: Therapy-Speak (1/11: Triggering); Seminar Room Language (0/8); Organizer Jargon (1/8: Stakeholders); Gender/Orientation Correctness (1/8: Patriarchy); The Shifting Language of Racial Constructs (0/5); Explaining Away Crime (0/4)Korea passes boardroom reform, curbing chaebol powerSouth Korea has passed a significant boardroom reform aimed at curbing the power of the country's large family-owned conglomerates, known as "chaebol."Here are some key changes:Mandatory Cumulative VotingFor large listed companies with assets exceeding 2 trillion won (about $1.44 billion), a cumulative voting system is now required. This system allows minority shareholders to pool their votes and elect a representative to the board, giving them a greater voice in corporate governance.Increased Power for Audit CommitteesThe number of audit committee members elected separately from the controlling shareholders will increase from one to at least two. This strengthens the independence of the audit committee, which is responsible for overseeing financial reporting and internal controls.Broader Application of the "3% Rule"The "3% rule," which limits the voting power of the largest shareholders to 3% when electing audit committee members, will now be extended to independent directors. Previously, this cap only applied to internal directors.Extended Fiduciary Duty of DirectorsA previous amendment in July extended the fiduciary duty of directors to all shareholders, not just the company. This change is intended to prevent controlling families from making decisions that benefit themselves at the expense of minority shareholders."Outside Directors" Renamed "Independent Directors"A symbolic but important change that emphasizes the need for directors to act independently of management and controlling shareholders.Mandatory Hybrid Shareholder MeetingsFor publicly traded firms with more than 2 trillion won in assets, hybrid shareholder meetings will be mandatory. This will allow shareholders to participate and vote online, increasing accessibility and participation.Increased Proportion of Independent DirectorsThe required proportion of independent directors on the board has been raised from one-quarter to one-third, further strengthening independent oversight of management."Yellow Envelope Bill"This measure, passed alongside the boardroom reforms, secures bargaining rights for subcontracted workers, which could have a significant impact on the labor practices of chaebol.Revamping Public Broadcaster GovernanceThe reforms also include measures to revamp the governance of public broadcasters, which could reduce the influence of chaebol on the media.UnitedHealth forms new ‘public responsibility' board committeeThe committee will oversee areas where UnitedHealth has struggled or faced public scrutiny: underwriting and forecasting, regulatory relationships, reputational matters, and M&A.Michele Hooper, who's served on UnitedHealth's board since 2007, will step down as lead independent director to chair the committee. Hooper, who will remain a director, will be replaced as lead independent director by F. William McNabb, the former CEO of investing firm the Vanguard Group who has served on UnitedHealth's board since 2018.The U.S. EV fast-charging network is seeing explosive growth—despite Trump's policiesInstallation of fast DC chargers that can get an EV to 80% charged in less than an hour are up more than 25% from 2024—despite the loss of Biden administration initiatives designed to support the growth of the network.Companies with climate targets have more than tripled since 2023The number of companies worldwide with both validated near-term and net-zero science-based climate targets has more than tripled since the end of 2023, from 583 to 1,904, according to the Science-Based Targets initiative (SBTi).A total of 10,949 companies worldwide now either have near-term targets or near-term and net-zero targets, or have committed to set them, according to a report by the Science-Based Targets initiative.Air Canada reaches a deal to end flight attendant strikeThe tentative deal secures Air Canada flight attendants at least 60 minutes of ground pay, for their time before each flight, at a rate of 50 per cent of a flight attendant's hourly rate, with that rate increasing five per cent each year.The airline is also proposing immediate pay increases of 12 per cent for flight attendants with five years or less of service with Air Canada, and eight per cent for those who have worked at the airline longer than that.Kimbal Musk on Elon's Tesla pay package: 'My brother deserves to be paid'
What if the secret to better leadership wasn't doing exactly what's asked—but uncovering what's really needed? In this episode of the Build a Vibrant Culture podcast, Nicole Greer welcomes Bill Shander, author of Stakeholder Whispering, educator, and data storytelling expert. Bill reveals how leaders can shift from reactive execution to strategic impact by slowing down, asking the right questions, and uncovering hidden needs. Together, Nicole and Bill dive into the power of fast vs. slow thinking, the Socratic method, and the role of empathy and curiosity in building trust. You'll learn practical tools like the Five Whys and active listening to help you transform workplace conversations into meaningful progress. If you're ready to sharpen your leadership and strengthen your culture, this conversation will show you how to whisper your way to success!Vibrant Highlights:[00:03:06] What is a stakeholder? – Bill defines the broad meaning of “stakeholder” and why the word is both problematic and essential.[00:06:12] Not fully baked ideas – Why leaders often ask for the wrong “cake” and how whispering uncovers what's really needed.[00:08:17] Fast vs. slow thinking – Drawing from Daniel Kahneman's research, Bill explains why slowing down leads to better decisions.[00:12:16] The Socratic method & puzzlement (aporia) – How asking thoughtful questions creates insight and clarity for stakeholders.[00:43:35] The Five Whys – Bill shares how this tool digs past surface requests to reveal the true root cause of the request.Bill's Book, Stakeholder Whispering: https://a.co/d/imucgamDownload a free digital preview: https://billshander.com/books/Connect with Bill:Website: https://billshander.com/LinkedIn: https://www.linkedin.com/in/billshander/YouTube: https://www.youtube.com/@BillShanderAlso mentioned in this episode:Thinking, Fast and Slow by Daniel Kahneman: https://a.co/d/8XLimNSListen at vibrantculture.com/podcast or wherever you listen to podcasts!Learn more about Nicole Greer, The Vibrant Coach, at vibrantculture.com.
This episode of the Pipeliners Podcast features pipeline consultant and former pipeline engineer with Phillips 66, Ed Hetsko, discussing the complexities of pipeline encroachment. The conversation defines what an encroachment is and explores the challenges that arise as urban areas expand around once-rural pipelines. Hetsko also explores the various methods and technologies used to manage these issues. Visit PipelinePodcastNetwork.com for a full episode transcript, as well as detailed show notes with relevant links and insider term definitions.
This week, I sat down with Naftali “Naf” Jaman, a man whose career has stretched from engineering roles in the U.S. Air Force to leading open innovation programs for global giants like GM, Airbus, and LG Electronics. Along the way, he has helped launch startups in automotive safety, advised aviation and space ventures, and worked at the crossroads of academia, government, and industry. Our conversation centered on what Naf calls the inception method. It is the ability to plant an idea in someone else's mind and let them believe it is their own. The process demands patience, empathy, and a willingness to let go of credit in order to see the idea thrive. Naf described how he built trust inside LG by taking executives out of the office, talking less about technology and more about culture and daily life, until he could gently introduce a concept that eventually reshaped their approach to in-car infotainment systems. What struck me most was his insistence that real influence begins not with clever pitches but with listening and creating the conditions for others to feel ownership of a solution. We explored the challenges large corporations face when they attempt to work with startups, often overwhelming them with bureaucracy or diluting their energy through misguided “startup challenges” that serve more as PR exercises than true collaborations. Naf's preference is always to work one on one, helping a single leader take action on a problem they urgently need to solve, and quietly guiding them until the idea becomes theirs to champion. He also spoke about the role academia can play in solving early-stage R&D puzzles, highlighting his time at General Motors, where university researchers provided critical pieces of the hydrogen fuel cell puzzle long before commercialization was possible. Perhaps most provocatively, Naf shared his skepticism about dual-use technologies, which many in the innovation community hail as a promising path between defense and civilian markets. He argued that export controls and the slow timelines of defense procurement often strangle opportunities before they mature, making dual use more of a limitation than a catalyst. His candor about these challenges was refreshing, and a reminder that innovation is as much about what we choose not to pursue as what we chase. By the end of our conversation, I was reminded that the real work of innovation often happens quietly, in the spaces between people. It is about empathy, patience, and sometimes even a touch of psychological sleight of hand. As Naf put it, the greatest innovation of all is the human mind itself, provided we learn how to use it well.
Absage in 10 Sekunden! Diese 7 Fehler zerstören den ersten Eindruck im Bewerbungsgespräch Der erste Eindruck entscheidet – oft in wenigen Sekunden. Deshalb ist die Startphase im Interview kein Smalltalk, sondern die halbe Miete. Ich erlebe es immer wieder: Noch bevor die erste Fachfrage kommt, hat sich beim Gegenüber bereits ein Bild gefestigt. Die gute Nachricht: Mit Vorbereitung, klarer Struktur und kluger Kommunikation steuerst du diesen Moment aktiv. Warum ist das so wichtig? Weil Haltung, Auftreten und Relevanz sofort sichtbar sind – lange bevor dein Lebenslauf zählt. Außerdem schaffen starker Einstieg und souveräne Selbstvorstellung Vertrauen. Wenn du typische Stolperfallen vermeidest, sammelst du direkt Pluspunkte und legst die Basis für ein konstruktives Gespräch. Die 7 Fehler, die deinen ersten Eindruck ruinieren – und wie du sie vermeidest 1) Zu spät (oder zu früh) kommen. Plane vorausschauend und sei idealerweise 10–15 Minuten vorher da; dadurch hast du Puffer, senkst den Puls und wirkst professionell. 2) Falscher Dresscode. Orientiere dich an Position und Kultur; im Zweifel minimal overdressed. So bleibst du flexibel und kannst Jackett oder Krawatte notfalls ablegen. 3) Ungepflegtes Erscheinungsbild. Saubere, gebügelte Kleidung, ordentliche Frisur und gepflegte Hände – dadurch signalisierst du Respekt und Einsatzbereitschaft. 4) Schwache Körpersprache. Aufrechte Haltung, ruhige Stimme, klarer Blickkontakt und ein authentisches Lächeln zur Begrüßung. Dadurch vermittelst du Souveränität – ohne Arroganz. 5) Negatives Warm-up. Kein Jammern über Bahn, Stau oder Wetter. Antworte stattdessen kurz, positiv und fokussiert: „Danke, alles gut gefunden – ich freue mich auf das Gespräch.“ 6) Selbstvorstellung ohne Relevanz. Vermeide Lebensgeschichten. Führe lieber in 60–120 Sekunden durch 2–3 Stationen, die exakt zu den Kernaufgaben passen – inklusive messbarer Erfolge. 7) Kein „Warum wir und warum diese Rolle?“ Liefere 2–3 handfeste Gründe (Markt, Verantwortung, Technologie, Internationalität). Dadurch wird Motivation greifbar. Pro-Tipp für deine Self-Intro: Lies die Stellenanzeige aufmerksam und mappe die Top-Anforderungen 1:1 auf deine Ergebnisse. Beispielsweise: „Projekt X unter Zeitdruck termingerecht geliefert, Budget eingehalten, Stakeholder wöchentlich synchronisiert.“ Dadurch erzeugst du Relevanz und belegst Leistung. Zusätzlich hilft eine klare Dramaturgie: Zunächst begrüßen, dann kurz Positionierung („Was kann ich besonders gut?“), anschließend 2–3 Belege, schließlich dein „Warum diese Rolle“. Danach bist du in einem starken Frame: professionell, positiv und vorbereitet. Entsprechend verlaufen auch die Fachfragen strukturierter – und deine Zusage-Wahrscheinlichkeit steigt. Unterm Strich gilt: Wer Auftakt, Auftreten und Argumentation bewusst gestaltet, gewinnt das erste mentale Duell im Raum. Also: Trainiere den Einstieg, teste Formulierungen laut und hole dir Feedback – dadurch eliminierst du Unsicherheiten und punktest ab Sekunde eins.
The number of children being diagnosed with autism is rising, putting a heavy strain on the National Disability Insurance Scheme. The government has responded, announcing a plan to divert children away from the NDIS to a new scheme called Thriving Kids. Parents and autism advocates say they were unaware of the strategy until it was made public.
“Savings is completely self-invented and pointless because it's separated from the real P&L." This assessment from Bayer Chief Procurement Officer Thomas Udesen captures the essence of what may be procurement's most radical transformation in decades. In this episode of “Buy: The Way...To Purposeful Procurement,” Thomas joins Philip Ideson and Rich Ham to discuss how one of the world's largest pharmaceutical companies abandoned traditional procurement metrics entirely, replacing “savings” with six C's that actually drive business outcomes: cost, cash, carbon, community, compliance, and continuity. Thomas's approach defies conventional wisdom at every turn. At Bayer, every employee can spend up to €50,000 without pre-approval – a level of transactional autonomy that would terrify most procurement organizations. Yet the results speak for themselves: increased responsibility, entrepreneurial thinking, and more strategic spend management decisions driven by transparency rather than control. The conversation reveals how procurement's obsession with “savings” has become a self-inflicted wound. Stakeholders roll their eyes when procurement leads with savings slides because the metrics mean nothing to them. Instead, Bayer measures real P&L impact through price index benchmarking and spend ratios that directly correlate to competitive performance. In this episode, Thomas demonstrates that purposeful procurement isn't just theoretical; it's already happening. His parting challenge: procurement can be “the heartbeat of the change that is coming.” Links: Thomas Udesen on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com
AI is rewriting the rules of analytics. Copilot can pull answers straight from your semantic model and bypass the dashboard entirely. But for all the tech fireworks, the same old truth holds: communication is still the hardest part. Stakeholders don't always know what they want, builders don't always know how to translate it, and requirements docs have never fixed that gap. Copilot just puts the tension in sharper focus. Rob and Justin dig into why vanishing chat histories aren't just inconvenient, they erase the most honest record of what stakeholders actually care about. Screenshots and Word docs are a band-aid, not a solution. Persistent, shareable conversations could change the way model developers and business users collaborate, but only if governance and security evolve fast enough to keep up. Along the way, they show why usage data from Copilot queries is miles ahead of click stats on a dashboard and why the story of your data has always hinged on the same thing: people understanding each other. Dashboards may have set the stage, but conversation is where the real action is. Listen now and see what happens when the chat itself becomes the deliverable.
In this episode of This New Way, Aydin sits down with Maddie Engelmeier, AI leader at Motive, to dive deep into how her team is transforming employee productivity with AI. Motive has set an ambitious company-wide goal: boost productivity by 50%. Maddie shares the three-tier strategy behind this initiative, showcases real AI agents in action—from self-assessment tools to executive account summaries—and explains how Motive fosters an AI-native culture across 100,000 customers and 1.3 million drivers.From using Glean to power performance reviews, to leveraging Notebook LM for instant enablement videos, Maddie gives a behind-the-scenes look at how AI is not just saving time but elevating effectiveness across the company.Timestamps0:00 – Setting the stage: Motive's ambitious 50% productivity goal1:04 – Maddie introduces Motive and her role leading AI initiatives3:12 – The three-tier AI adoption framework (democratization, automation, transformation)6:51 – Why Motive adopted Glean and how it evolved from search to an agentic platform8:08 – Demo: Self-assessment agent for performance reviews13:06 – How Glean pulls from Slack, Drive, Gmail & more to save recall time15:19 – Probing reflection questions vs. copy-paste AI output19:02 – Over 1,000 unique runs: thousands of hours saved in one cycle19:27 – Stakeholder feedback agent explained21:21 – Shifting from recall to reflection and effectiveness23:50 – Demo: Executive account summary agent for customer insights27:55 – Scaling AI internally: AI labs, Genius Bars & Slack communities31:00 – Why AI is enhancing—not killing—creativity32:07 – Notebook LM demo: from docs to enablement videos in seconds35:27 – How weekly “snippets” create accountability and unblock teams36:00 – Agents growing faster than employees—future of work projections38:05 – Scaling adoption with big, relevant use cases39:09 – Maddie's outlook: building comfort with experimentation and collaborationTools & Technologies MentionedGlean – AI-powered enterprise search and agentic workflow builder, securely connected to company data sources.Notebook LM – Google's AI notebook that now generates enablement videos instantly from documents.Salesforce, Slack, Google Drive, Gmail, Confluence – Data sources integrated into Motive's AI agents for recall and analysis.Subscribe at thisnewway.com to get the step-by-step playbooks, tools, and workflows.
In this 30th episode of 2025, I'm joined by marketing and communications expert, strategist, and my co-host Craig Page-Lee. Together, we explore the powerful role of the CEO as the Chief Storyteller, inspired by a recent McKinsey article.We unpack: • Why storytelling is a CEO's most valuable leadership tool • The three key actions CEOs must master to tell their story effectively • How culture, trust, and transparency shape an organization's narrative • Why AI, disruption, and global uncertainty are changing the story of business • Practical steps for leaders to set the tone, champion culture, and call decisive plays in critical momentsWhether you're a CEO, leader, or aspiring executive, this episode will help you understand how to lead with story, build trust, and create a lasting impact.
Recorded live from the New Orleans Tax Forum, Roger and Annie sit down with Maggie Romaniello from IRS Stakeholder Liaison to discuss this often overlooked but crucial IRS department. Maggie explains how Stakeholder Liaison serves as an advocate for tax professionals and their clients, handling everything from systemic issues like erroneous extension letters to data breach incidents and disaster response. The conversation reveals how practitioners can access this free resource directly through the IRS website and highlights the department's role in pushing for technological improvements like online accounts and streamlined processes.SponsorsPadgett - Contact Padgett or Email Jeff Phillips(00:00) - Introduction and Setting the Scene (01:02) - Overview of IRS Tax Forums (01:37) - Special Guest: Maggie Romaniello from Stakeholder Liaison (03:07) - History and Evolution of Stakeholder Liaison (04:57) - Current Challenges and Changes in Stakeholder Liaison (05:53) - Addressing Practitioner Issues and Communication (16:05) - How to Contact Stakeholder Liaison (19:55) - Introduction to Data Safetys (22:07) - Steps to Take After a Data Breach (24:00) - IRS Support and Resources (25:12) - State-Specific Requirements for Data Breaches (27:11) - The Importance of Online Accounts (28:45) - Setting Up and Using IRS Online Accounts (37:28) - Power of Attorney and Tax Pro Accounts (42:31) - Handling Disasters and IRS Outreach Get NASBA Approved CPE or IRS Approved CELaunch the course on EarmarkCPE to get free CPE/CE for listening to this episode.Connect with Maggie LinkedIn: https://www.linkedin.com/in/margaret-romaniello-5189758aConnect with the Hosts on LinkedInRoger HarrisAnnie SchwabReviewLeave a review on Apple Podcasts or PodchaserSubscribeSubscribe to the Federal Tax Updates podcast in your favorite podcast app!This podcast is a production of the Earmark MediaThe full transcript for this episode is available by clicking on the Transcript tab at the top of this pageAll content from this podcast by SmallBizPros, Inc. DBA PADGETT BUSINESS SERVICES is intended for informational purposes only.
(0:00) Intro(1:31) About the podcast sponsor: The American College of Governance Counsel(2:18) Start of interview. *Reference to E36 (June 2021) for personal/professional background, and E90 (March 2023)(3:13) Celebrating 25 Years of the Weinberg Center(3:47) Uncovering John Weinberg's 1948 Thesis. Details for the Symposium at the Weinberg Center on Oct 9, 2025.(6:12) The role of boards and directors from a historical perspective. *Reference to Gilson and Gordon's article on Boards 3.0.(8:17) The contribution of the Weinbergs to corporate governance: Sydney led Goldman Sachs from 1930 to 1969, and John led GS from 1976-1990.(14:04) The Relevance of Historical Governance Debates. *Reference to the Startup Litigation Digest.(16:53) Delaware's current corporate law challenges: charter competition with Nevada, Texas, and other states (and Fed Govt).(24:35) The Impact of Delaware's SB 21 Legislation. *Reference to a16z's statement on leaving DE (and Larry's take on it). Reference to Delaware's SB 313 partially in response to the Moelis decision (on validity of stockholder agreements).(33:10) On Delaware's DExit: "I barely see a trickle, let alone a flood."(39:27) The Future of Delaware's Corporate Landscape(44:17) Remembering Charlie Munger's Influence(45:56) Warren Buffett's contribution to governance and the future of Berkshire Hathaway(48:22) Goals for the Weinberg Center's Future(49:55) The Evolving Role of Corporate Directors. "[B]oards of directors are here to oversee, not to be experts, to ask discerning questions, to press, to query, but not to micromanage or get in the way." "Nose in, fingers out" attributed to John Nash, founder of NACD.Larry Cunningham is the Director of the John L. Weinberg Center for Corporate Governance at the University of Delaware, and a leading scholar, author, and advisor on corporate governance and board matters. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License
Beyond CRM Sales Tools: Diese Tools boosten deinen Vertrieb – mit Michael Larche (Dealfront) Zunächst die Frage: Wie wächst du jenseits des CRM? In dieser Folge spreche ich mit Michael Larche, VP Sales bei Dealfront. Wir zeigen, wie Beyond CRM Sales Tools dir mehr Pipeline, bessere Lead-Qualität und klare Priorisierung liefern. Dadurch gewinnst du Fokus – und zwar genau dort, wo Deals entstehen. Dealfront bündelt Firmendaten, Kontakte und Intent-Signale in einer Plattform. Außerdem identifiziert die Lösung anonyme Website-Besucher, sodass du Timing und Relevanz triffst. Da ein Großteil der Buyer Journey ohne Formular passiert, brauchst du Signale, die früh ansetzen. Folglich erreichst du die richtige Person zur richtigen Zeit. Im Stack steht Salesforce als CRM im Zentrum; zugleich verbinden wir Slack für Abstimmung und Outreach für Sequences. Wichtig ist hierbei die bidirektionale Synchronisierung, denn nur so bleiben Daten konsistent. Anschließend laufen Inbound-, Outbound- und Nurturing-Playbooks messbar über KPIs. Dadurch siehst du nicht nur Aktivität, sondern echten Fortschritt. Bei der Gesprächsintelligenz setzen wir bewusst auf ein schlankes Setup. Ein Recorder/Analyzer transkribiert Calls, mappt Erkenntnisse auf MEDDIC/MEDPIC und füllt Felder automatisch. Dadurch sparen Reps Zeit; gleichzeitig erhalten Leads wöchentliche Zusammenfassungen in Slack. Somit wird Coaching konkreter, Forecasting präziser und die Pipeline stabiler. Für Enterprise-Deals nutzen wir digitale Dealrooms, zum Beispiel über GetAccept. Dort liegen Security-Dokus, Tasks und Zusammenfassungen gebündelt. Dadurch behalten alle Stakeholder den Überblick; gleichzeitig werden Next Steps transparent. Angebote erstellen wir in Minuten mit PandaDoc – direkt aus Salesforce. Anschließend zeigt das Tracking, wer welche Passagen liest; deshalb werden Follow-ups punktgenau. Go-to-Market fährt zweigleisig: Einerseits product-led über Test-Accounts, andererseits sales-led über Discovery und Demo. Entscheidend ist „Speed-to-Lead“: Zuerst eine personalisierte Antwort, dann Call, LinkedIn-Connect und Terminvorschlag – alles über eine Cadence. Dadurch kombinierst du Effizienz und Relevanz; gleichzeitig vermeidest du generische Massenmails. Neben Tools brauchst du jedoch Prozesse. Jede Einführung bedeutet Change; deshalb sind Buy-in, Training und klare Verantwortlichkeiten Pflicht. Nicht nur Features zählen, sondern vor allem Business Impact. Wer Daten konsequent nutzt und Disziplin zeigt, skaliert Output mit demselben Team. Schließlich ist genau das der Kern von Beyond CRM Sales Tools: Technik plus Umsetzung. Mein Fazit: Starte mit klaren ICPs, definierten Sequences und sauberem Reporting. Ergänze anschließend Conversational Intelligence und Dealrooms. Dadurch entsteht ein System, das Leads priorisiert, Aktivitäten steuert und Ergebnisse sichtbar macht – Tag für Tag.
In this episode of Building Better Developers with AI, Rob Broadhead and Michael Meloche revisit one of the most persistent challenges in software projects: scope creep. Using AI prompts, we revisit a past episode on “Mastering Scope Creep: Navigating the Hidden Challenges in Software Development.” In that discussion, we explored what scope creep is, why it happens, and how to prevent it from stalling projects, draining teams, and eroding trust. Today, we're building on that conversation with fresh insights and practical strategies. Listen to the full episode for more real-world stories and practical strategies to keep your projects on track. What Is Scope Creep? Scope creep occurs when requirements change after development begins—often without proper planning or agreement. Rob describes it as “moving the goalposts” for what “done” means. This differs from: Iteration – Evolving requirements after review and delivery. Agile flexibility – Adjusting before a sprint starts, not mid-execution. Uncontrolled changes shift the destination while you're already driving toward it. Scope Creep vs. Feature Creep Michael introduces feature creep—adding extra features—as a related but distinct problem. Feature creep bloats the product, while midstream requirement changes alter agreed-upon work. Both can waste time and resources, but shifting requirements often cause rework and missed deadlines. Why It Happens The hosts highlight common causes: Poorly defined requirements Lack of regular checkpoints Stakeholder indecision or shifting priorities Underestimating the impact of “small” changes Without a process to control evolving requirements, teams risk chasing ever-changing goals. The Impact of Unmanaged Scope Creep Burnout from Endless Adjustments When requirements keep shifting, tasks drag on for weeks instead of days, creating “death march” projects that drain morale. If the definition of done changes mid-task, close the ticket and open a new one. Damaged Trust in Estimates Developers see moving targets, clients see missed deadlines, and both lose faith in estimates and planning. Growing Technical Debt Repeated changes often necessitate quick fixes, making the system more challenging to maintain. Stories from the Trenches Rob recalls a four-week integration project that stretched to nine months due to unclear ownership of data mappings. Michael shares a modular app that was copied into six separate projects instead of being built for reuse. One small change multiplied into six updates—an expensive lesson in poor change control. How to Prevent Scope Creep Expansion Define “Done” Clearly – Every task needs explicit completion criteria. Set Regular Checkpoints – Confirm that requirements remain relevant throughout the project. Separate New Work – Treat changes as new tickets with new estimates. Clarify Ownership – Assign responsibility for every requirement and integration. Challenge “Quick” Changes – Always Assess the Real Impact. Key Takeaways Unmanaged scope creep—or any uncontrolled change—can sink a project. By defining requirements early, revisiting them often, and isolating new work from current work, teams can adapt without losing control. Managing changes well is the difference between a project that adapts and one that never ends. Your Scope Creep Challenge Think about the last project you worked on. Did requirements change midstream? Were there regular checkpoints to confirm priorities? How did those changes impact the timeline, quality, or team morale? This week, choose one active project and: Review its requirements with the team. Confirm whether they are still valid. If anything has changed, document it as a new item rather than altering the current work in progress. By doing this, you'll practice catching and managing evolving requirements before they cause unnecessary rework. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Sprint Planning – Setting The Scope A Positive Look At Scope Creep The Importance of Properly Defining Requirements Getting It Right: How Effective Requirements Gathering Leads to Successful Software Projects The Developer Journey Videos – With Bonus Content Building Better Developers With AI Podcast Videos – With Bonus Content
NEWS: Marcos eyes stakeholder consultations amid calls for online gambling ban | Aug. 13, 2025Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us: Facebook - https://tmt.ph/facebook Instagram - https://tmt.ph/instagram Twitter - https://tmt.ph/twitter DailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts: Spotify - https://tmt.ph/spotify Apple Podcasts - https://tmt.ph/applepodcasts Amazon Music - https://tmt.ph/amazonmusic Deezer: https://tmt.ph/deezer Stitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein #TheManilaTimes#KeepUpWithTheTimes Hosted on Acast. See acast.com/privacy for more information.
Keren speaks with Tayyab Safdar and Hasan H. Karrar about the China Pakistan Economic Corridor (CPEC), a 3,000 km Chinese infrastructure network project currently under construction in Pakistan and a flagship project of the Belt and Road Initiative. CPEC spans energy, highways, railways, and ports, aiming to connect China's western regions to the Arabian Sea through Pakistan. For China, CPEC offers shorter routes for energy imports and trade; for Pakistan, it offers economic growth, industrialization, and greater regional connectivity. Tayyab Safdar is the Global Security & Justice Track Director; Assistant Professor of Global Studies & Engagements, A&S at the University of Virginia. His research explores the evolving dynamics of South-South Development Cooperation, with the rise of emerging powers in the developing world like China and India. His research also looks at the implications of increasing Chinese investment in developing countries that are a part of the Belt & Road Initiative (BRI), like Pakistan.Hasan H. Karrar is Associate Professor in the Mushtaq Ahmad Gurmani School of Humanities and Social Sciences at the Lahore University of. Management Sciences. He researches transnational connections and geopolitical alignments between China, Central Asia and north Pakistan, as well as development, governance and securitization on state peripheries, and in the deployment and representation of Chinese economic and strategic power.Recommendations:Hasan:Study, think about, and pay attention to what is happening in PakistanVisit Pakistan!Tayyab:Pay attention to the local context (beyond nation-state-oriented views to more community-oriented views) when thinking about big projects like CPECAlso recommends visiting Pakistan Keren:Seeing China's Belt and Road, eds. Edward Schatz, Rachel Silvey (Oxford University Press, 2024)Thanks for listening! Follow us on BlueSky @beltandroadpod.blsk.social
What does it take to transform a gateway station into a place where people pause in their head-down commute to connect and reflect? Riccardo Cosentino and returning co-host Corail Bourrelier Fabiani are joined by Jonathan Ring, the Development Director for London-based developer Sellar. They explore the public art programme at Paddington Square—one of the city's most ambitious and complex redevelopment projects.Jonathan shares how the programme evolved from the early planning conditions to the final installation. His experience highlights the balance inherent in major projects, where diverse stakeholder voices, strict timelines, and logistical constraints pile on the pressure and teamwork is non-negotiable.Public art may be a smaller portion of the overall budget, but its impact on the public experience is profound. This episode offers an inside look at the creative and collaborative processes behind curating art in a heavily trafficked urban space. It is a conversation about leadership, legacy, and how the spaces we build shape how people feel.Key TakeawaysPublic art may be a smaller line item, but its emotional and social impact is immense.The earlier you integrate public art into a project's design and planning, the smoother the process will be.Stakeholder management is about more than communication; it calls for timing, trust, and making space for diverse opinions.Delivering complex urban infrastructure requires balancing fixed timelines with creative possibilities.Strong, long-term relationships with designers and collaborators make it easier to solve challenges together.Rotating public art programs create ongoing opportunities for re-engagement and placemaking.Quote: “We're really trying to create a place people want to dwell in because it's got very interesting areas around it. And the public art really formed a major part of that, creating a place where people dwell in. What's great is now seeing in the summer, and I bet today, people will be sitting out in the square enjoying the public realm, seeing the art and enjoying it.” - Jonathan RingThe conversation doesn't stop here—connect and converse with our community via LinkedIn:Follow Navigating Major Programmes: https://www.linkedin.com/company/navigating-major-programmes/Follow Riccardo Cosentino: https://www.linkedin.com/in/cosentinoriccardo/Read Riccardo's latest at https://riccardocosentino.com/ Listen to Riccardo and Corail's public art conversation: https://podcasts.apple.com/ca/podcast/public-art-installation-as-an-intrinsic-part/id1683413407Follow Jonathan Ring: https://www.linkedin.com/in/jonathan-ring-4284398b/Follow Corail Bourrelier Fabiani: https://www.linkedin.com/in/corail/ Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.
One of the things that I have come to thoroughly enjoy as a type of past time is the learning about the history of World War II in the Pacific theater. A book that I have been listening to recently is “Japanese Destroyer Captain” by Captain Tameichi Hara. It is amazing listening to give a version of things from the perspective of a Japanese naval commander who went through the Imperial Japanese Naval college at Etajima and then saw action across the war. Getting a sense of what that experience was like from his point of view very much helps to get a greater overall understanding of the war because after all, history is about perspective.I felt the same way about the book “D-Day through German Eyes.” Perspective switching is a vital skill and ability because it allows us to get outside of our own world view and take the position of others. My guest today on Experience by Design knows all about telling stories, and also all about the navy. Christian Lachel started his career in the US Navy in special warfare and special forces. But an injury curtailed that career and led him to attend the ArtCenter College of Design, where he also taught. His background in design, storytelling, and media and history eventually found him at the company BRC Imagination Arts, where he is now Chief Creative Officer. Christian has been involved in creating 5 USA Pavilion Exhibits at World Expos, which requires crafting what story to tell about the United States. This includes the USA Pavilion currently in Osaka, Japan. He also has worked with the Henry Ford Museum and the River Rouge plant, which if you know labor history has special meaning regarding the rise of unions and collective bargaining. We talk about how storytelling is about bringing together perspectives and capturing different points of view. He emphasizes the importance of deep listening and research with all stakeholders to make sure their voices are included. We also discuss how that story has to be distilled in a way that audiences will be entertained and engaged. Christian is focused on what we can create collectively as a community and world when we work together toward a common goal, and hope that this is what is communicated through his work. The importance and power of the experiences he helps to create is to provide that shared meaning which resonates individually and brings people together collectively. Christian Lachel LinkedIn: https://www.linkedin.com/in/christianlachel/BRC Imagination Arts: https://www.brcweb.com/USA Pavilion Osaka 2025: https://www.expo2025.or.jp/en/official-participant/united-states-of-america/
Scot Cocanour | Promium | Founder & CEO What's it like to sell a business after nearly a quarter-century of innovation, leadership, and growth? In this episode, we speak with Scot Cocanour, founder and CEO of Promium, a specialized software company serving environmental labs. Scot reflects on the decision to sell after 24 years, navigating the M&A process while balancing the needs of his employees, customers, and shareholders. He discusses the smooth, eight-month journey that exceeded expectations, the importance of timing, and the emotional and strategic elements of letting go. Scot also shares the surprising personal rewards of the sale—including keeping a promise to his wife, traveling, coaching, and even starting a new venture. This episode is full of grounded wisdom for tech CEOs looking to exit on their own terms—without dropping the ball.
In this bonus clip from Episode 483 of Relentless Health Value, host Stacey Richter discusses the efforts of individuals working within large healthcare organizations to improve patient outcomes despite systemic challenges. Guest Jonathan Baran, co-founder and CEO of Self Fund Health, highlights how incentives within the healthcare system drive behaviors that often conflict with patient and member interests. The discussion emphasizes the importance of not generalizing the intentions of all employees based on organizational actions and encourages a deeper understanding of underlying incentive structures to foster meaningful changes. Self Fund Health, I am so pleased to tell you, as I am always so pleased to tell you, did make such a kind offer to help out Relentless Health Value financially. You and the tribe here are really, really great folks who I truly appreciate. Please support Self Fund Health if you are in Wisconsin. This episode is sponsored by Self Fund Health. === LINKS ===
In this episode of the Pipeliners Podcast, Sarah Magruder Lyle of the Common Ground Alliance returns to discuss 811 Day and the latest insights from the annual DIRT report. The conversation explores systemic challenges in underground utility damage prevention, including inconsistent regulations, outdated mapping, and underutilized technology. Listeners will gain a deeper understanding of the industry's current state and what it will take to drive meaningful progress. Visit PipelinePodcastNetwork.com for a full episode transcript, as well as detailed show notes with relevant links and insider term definitions.
Today you’ll have the opportunity to learn from Jennifer “Jaki” Johnson, Founder and CEO of WellMiss. WellMiss is a virtual integrative trauma care clinic that privodes care from the impact trauma has on heart health, mental heatlh, physical health. In this episode, you’ll hear how Jaki created WellMiss while on her own healing journey after the unexpected passing of her 15-year-old son, Christian, a loss so traumatic it led to broaken heart syndrome and traumatic grief, which was truly debilitating, not just emotionally but physically. Jaki and Nathan discuss the importance of stakeholder alignment in building a business, the need for compassionate support and innovative approaches in therapy, as well as her journey to becoming a certified B Corp. Tune in to hear a deeply personal journey of tragedy, healing, and using one’s own learned experiences to support others through traumatic experiences. RESOURCES RELATED TO THIS EPISODE Visit https://www.hellowellmiss.com/ Follow WellMiss on social media at: https://www.instagram.com/hellowellmiss/ https://www.facebook.com/hellowellmiss/ https://www.linkedin.com/company/hellowellmiss/ Follow Jaki on LinkedIn at https://www.linkedin.com/in/jenniferjakijohnson/ CREDITS Theme Music
digital kompakt | Business & Digitalisierung von Startup bis Corporate
Unternehmenstheater im rechtlichen Fokus: Joel Kaczmarek diskutiert mit den Anwält:innen Carolin Raspé und David Rieks über die unentdeckten Stolpersteine des internen Krisenmanagements. Was passiert, wenn das Unternehmen von einem Skandal erschüttert wird und wie werden interne Verfehlungen aufgearbeitet? Von der Frage nach dem ersten Schritt bis hin zu den konkreten Fehlern, die Unternehmen bei internen Untersuchungen begehen können, werfen die drei einen kritischen Blick auf die Balance zwischen Kommunikation, technischem Umgang mit Daten und der unauflösbaren Pflicht zur Transparenz. Eine Episode, die das Spannungsfeld zwischen juristischer Präzision und menschlichem Umgang beleuchtet. Du erfährst... …wie interne Untersuchungen Unternehmen schützen und stärken können …welche häufigen Fehler bei internen Aufarbeitungen auftreten …wie man Interessenskonflikte in Unternehmen effektiv vermeidet …warum ein klarer Untersuchungsplan entscheidend für den Erfolg ist …wie gelungene Kommunikation Vertrauen und Klarheit schafft __________________________ ||||| PERSONEN |||||
What happens when citizens lose faith in the institutions that serve them? And how can we rebuild that trust?Episode SummaryOn this episode, I'm speaking to someone who cares passionately about this subject and who has made it her life's work to research and solve it. From politicians who lie, to corruption scandals, to public services that simply don't work the way we expect—especially when we're paying taxes and getting poor value—something feels broken. I want to know: how do we understand and respond to that breakdown of faith?Libby Maman, founder and CEO of Luminata, whose work turns abstract values like transparency, accountability, participation and inclusiveness into tangible, measurable trust indicators.We dig into why conventional approaches to rebuilding trust often backfire, and how designing systems that measure the right things can actually shift organisational behaviour for the better.You'll hear not only how trust can be mapped, measured and managed—but why that matters. We challenge assumptions: do metrics actually undermine trust? Or can they signal seriousness, credibility and responsiveness? Libby shares concrete examples of stakeholder‑led indicators, behavioural logic in gamification, and the limitations and opportunities of measuring democratic values.Guest Biography: Libby MamanLibby Maman is a researcher and systems designer working at the intersection of public policy, behavioural science and institutional design. She is the founder and CEO of Luminata, a consultancy that partners with governments and civil society to build measurable trust frameworks. Libby's broader background spans academia, consulting and public sector work.Her research focuses on translating democratic norms—such as transparency, accountability and inclusiveness—into practical metrics that organisations can both implement and act on. Through Luminata, she has worked with national and local governments to co‑design trust indicators that respond to real stakeholder needs and drive change.AI-Generated Timestamp Summary[00:00:00] Introduction: Declining trust in public bodies and the stakes of measurement[00:02:45] Libby's background and mission at Luminata[00:05:30] Why traditional trust-building (PR, appeals to values) often fails[00:10:15] Designing trust indicators: transparency, accountability, participation, inclusiveness[00:15:40] Co‑design with stakeholders to ensure relevance and buy‑in[00:20:10] Behavioural logic: how metrics can motivate institutional change[00:25:00] Risks of aspirational vs realistic measurement targets[00:30:00] Trust-politicisation: when metrics become tools of power[00:35:20] Case examples of gamified measurement and its impact[00:40:00] The relationship between trust-building and voluntary compliance[00:45:30] Limitations: measurement isn't magic—but it's a start[00:50:00] Final reflections on what organisations must do to grow trustLinks:Libby's website - Luminata website (Libby's consultancy) Libby on LinkedIn Relevant Previous EpisodesProfessor Yuval Feldman on why we should write rules for good people not bad peopleProfessor Yuval Feldman on Trust & Voluntary ComplianceHilary Sutcliffe on TrustDr Jake Mazulewicz on Human Reliability
THE Leadership Japan Series by Dale Carnegie Training Tokyo, Japan
Shareholders put up their future security in the hope of increasing their returns and adding further to their security. They take risk of losing some or all of their dough. CEO remuneration is often tied to how well they increase value for shareholders by driving the share price up and paying out regular fat dividends. Customers buy the product or service, so without them being enthusiastic, the scale of the revenues will fall and so will the share price and dividends. Without engaged employees, the customer won't be satisfied with the quality of the solution or the service provision. If you don't care about the company, then you are unlikely to care about the firm's customers. These interests are not always aligned, so where does the leader need to assign attention? There is no business without a customer and the reason you have customers is because your staff make sure you have repeater customers, rather than single transactions. CEO attention however is not always focused on the staff. They can see the staff as a tool for arbitrage in order to get more revenues. The “pay em low and charge em high” type of mantra. The USA has confused the world with its up to 300 times ratio between the CEO remuneration and the lowest paid employee. The fact that many failed leaders of big corporations get hundreds of millions of dollars when they are forced out is also astonishing. I don't see that as a sustainable model for Japan. As leaders here we need to be focused on recruiting and retaining the best team members we can afford. Recruiting them will only become more fraught in Japan and retaining them will be ever challenging. The way to attract people is by having very deep pockets and paying tons of dough to the staff. If that isn't an option, then we need to build a culture where staff will trade money for the environment. Getting paid a lot of money to work in a toxic environment isn't sustainable and eventually people crack and look for a better environment to work in. How can we engage our staff so that they don't want to leave and while they are with us, they want to work hard for the enterprise and want to support each other in that process? Gallup's 2021 survey in the US found that 36% of staff were engaged, 50% were either indifferent or compliant and 14% were disengaged. Japan is hard to judge with these Western surveys. Japanese staff are conservative in their estimations because they are always thinking in absolute, rather than relative terms. Also, questions such as, ”would you recommend our company as a place to work for your friends or relatives?”, have a lot of cultural issues in Japan, that we don't have in the West. This is one of those key “engaged or disengaged” decider questions in these surveys. Japanese staff don't want to take the responsibility in either direction. They don't want their friends complaining to them about the company they have now joined. They also don't want to have the company complaining to them about their friend they have just introduced. Better to give this question a low score. Overall Japanese surveys are always at the bottom globally but is that really an accurate reflection of the workforce? What do staff want? Here is what we found from our surveys looking at the emotional drivers of engagement. Number One was they want the leaders to have a sincere interest in the employee's well being. The key word here is “sincere”. This means taking a holistic view of the employee and not seeing them as an arbitrage opportunity or a tool to spoon up more revenues. Another key phrase is “well being”. In this modern age employees are taking responsibility for their kids, but also for their parents, as the latter age. That means they need a supportive work environment that puts health and family health above company health. Sounds sensible, but is that the case down at your shop? As the leader, is that how you are talking and making decisions? Is this an approach that is sustained right throughout the enterprise from top to bottom? Are all the leaders walking the talk, starting with you? There is much more required beyond mere words and slogans to make these approaches the daily reality. Coaching and communication skills for leaders will rank at the top to encourage staff to believe what the company is saying. How would you rank these two skill sets across your leadership bench? If it isn't where it needs to be, what are you doing about it? Everything is related to everything else, so it needs a complete solution rather than a fragmented result. How is that coming along?
It can feel tempting to avoid questioning a thought leader's vision when you're the professional executing on their value offering. But that fear of confrontation can lead to bigger problems if you don't discover what the thought leader actually needs from the get-go. Enter Bill Shander, information designer and author of "Stakeholder Whispering," a new book on how to work with stakeholders to uncover and deliver the products and services they actually need, not think they need. On this episode of Everything Thought Leadership, Bill talks about the main ideas within the book: using the Socratic method to ask important questions and helping stakeholders truly understand the problems they're facing. Everything Thought Leadership is a video and podcast series from Buday TLP for thought leaders and thought leadership professionals; the people who help experts get recognized as thought leaders. Episodes release monthly, preceded by trailers and followed with short snippets of wisdom from the interviews. Music by AudioCoffee: https://www.audiocoffee.net/
Designers love talking about empathy… Just not for the people they work with. This week, we talk about why empathy has to extend beyond users and how you can apply familiar UX research techniques to better understand your teammates, PMs, and stakeholdersIf empathy is such a core UX skill, why are so many designers bad at applying it to the people they work with?Designers love talking about empathy for users. But if your research findings are getting ignored or your design recommendations keep getting watered down, it might be time to turn that empathy inward.Thomas and Lawton join me from Drillbit Labs. They both have PhDs in human factors, and they help product teams make smarter decisions with less drama. This week, they make a pretty compelling case: if you're not applying your research mindset to the people you work with, you're not doing your job.We talk about how to use stakeholder interviews, power mapping, one-on-ones, and intentional relationship-building to get unstuck—and what to do when your best ideas are still getting shot down. If you're tired of saying “they just don't get it,” this episode is for you.Topics:• 03:04 – The Importance of Empathy in Software Development• 03:25 – Guest Introduction: Thomas and Lawton from Drill Bit Labs• 04:27 – Empathy for Team Members: A Deeper Dive• 07:10 – The Role of Human Factors in Team Dynamics• 16:06 – Practical Tips for Building Empathy with Stakeholders• 20:49 – The Importance of Stakeholder Relationships• 36:51 – Tools and Tactics for Effective Team Collaboration• 38:39 – Understanding Empathy in Decision Making• 39:33 – De-biasing Techniques and Their Importance• 40:23 – Spotting and Naming Cognitive Biases• 43:05 – The Value of One-on-Ones• 45:37 – Remote Work and Maintaining Human Connection• 54:06 – Balancing Personal Investment in Work DecisionsHelpful Links:• Connect with Thomas on LinkedIn• Connect with Lawton on LinkedIn• Depth Newsletter• Drill Bit Labs—Thanks for listening! We hope you dug today's episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today's episode, why don't you leave a five-star review? Or tell some friends! It will help us out a ton.If you haven't already, sign up for our email list. We won't spam you. Pinky swear.• Get a FREE audiobook AND support the show• Support the show on Patreon• Check out show transcripts• Check out our website• Subscribe on Apple Podcasts• Subscribe on Spotify• Subscribe on YouTube• Subscribe on Stitcher
Send us a textIn this episode, we talk to Kirsten Kaiser Kus. She is a defense attorney and an equity owner at Downey & Lenkov LLC, leading their Indiana practice. She brings deep experience from both the plaintiff and defense sides of workers' compensation. She shares how her involvement with CLM and litigation education shaped her expertise and helped grow her professional network.We explore the many stakeholders in the workers' compensation system. Kirsten discusses distinctions between plaintiff-side and defense-side stakeholders and how they interact—or clash—within systems that vary state by state.On the plaintiff (applicant) side, she highlights challenges such as unrealistic expectations, lack of understanding of legal metrics, and client control issues. Then she systematically breaks down the far more complex defense side, detailing the roles of carriers, TPAs, hearing members, medical providers, mediators, ombudsmen, vendors, brokers, excess carriers, self-insured clients, and even how politics play out in our system.Throughout our conversation, Kirsten emphasizes one central principle: communication is critical. Where, oh where have we heard that before? Whether navigating expectations, coordinating stakeholders, or managing the risk of expensive cases, clear, proactive, and coordinated communication is what drives effective outcomes.Stakeholders in the Workers' Comp Ecosystem:Injured Worker The employee who was hurt at work and seeking benefits.Applicant's Attorney / Claimant's Attorney / Plaintiff's Attorney / Petitioner's Counsel The lawyer representing the injured worker (term varies by state).Defense Attorney The attorney representing the employer or insurance carrier.Employer The company where the injured worker is employed; also referred to as "the insured."Insurance Carrier The insurance company providing workers' comp coverage to the employer.Third-Party Administrator (TPA) An outside company that manages the administration of claims on behalf of self-insured employers or insurance carriers.Broker An insurance advisor who helps employers obtain and manage coverage.Self-Insured Employer A company that pays claims out-of-pocket, often with excess insurance coverage.Excess Carrier The insurer that covers costs beyond a self-insured employer's retention layer.Hearing Member / Judge / Commissioner The official who hears and rules on workers' compensation disputes.Ombudsman A state-provided guide who assists unrepresented workers.Mediator A neutral party who helps both parties involved in a litigated case try to settle the case before trial.Medical Provider Doctors and other clinicians who treat the injured worker.Nurse Case Manager (NCM) A licensed nurse who helps coordinate medical care and communicate with all stakeholders. NCMs are often called in to help coordinate more complex claims. Vendors Service providers such as interpreters, transportation, Medicare compliance experts, durable medical equipment (DME) suppliers, and home modification specialists.Subrogation Counsel / Third-Party Recovery Attorneys or departments pursuing reimbursement when a third party (not the employer) caused the injury.Family Members Often involved in influencing the injured worker's decisions and expectations, an important perspective to keep in mind througho¡Muchas Gracias! Thank you for listening. We would appreciate you sharing our podcast with your friends on social media. Find Yvonne and Rafael on Linked In or follow us on Twitter @deconstructcomp
The New World Order, Agenda 2030, Agenda 2050, The Great Reset and Rise of The 4IR
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Far too many software projects crash not because of poor coding, but because of poor planning. In this episode of Building Better Developers with AI, Rob Broadhead and Michael Meloche explore why requirements matter more than ever. They dive deep into the foundational role that clearly defined, testable, and outcome-focused requirements play in delivering successful software projects. With insights drawn from hands-on experience and AI-generated discussion points, the episode uncovers how misaligned expectations and incomplete planning can derail even the most promising initiatives. Whether you're a developer, product manager, or founder, this conversation reminds us that getting it right starts well before a line of code is written. Why Requirements Matter in Software Development Rob and Michael begin by revisiting a powerful truth: software requirements are the blueprint for everything that follows. Vague requests and incomplete specifications are the root cause of missed deadlines, blown budgets, and frustrated clients. Callout CEO: 70% of software project failures are tied to poor requirements, not bad developers. When everyone understands what's being built—and more importantly, why—teams align better, and projects succeed more often. Requirements Matter More Than Perfect Code Even flawless code can't rescue a project built on the wrong foundation. Rob highlights three common causes of failure: Misunderstood business goals Disconnects between stakeholders and developers Expanding scope from unclear requirements If the team can't agree on what success looks like, no amount of elegant code will save the effort. For more on aligning teams and expectations, check out our episode on Bridging Methodologies. Requirements Matter: Start with the Why Michael emphasizes starting with the business objective. Before diving into specs or wireframes, ask: Why does this solution need to exist? What problem is it solving? Many clients envision modern systems based on outdated workflows. Developers must educate while extracting needs—balancing modernization with functionality that still matters. Requirements Matter When Writing User Stories Rob and Michael advocate for user stories—clear, testable statements of what the system must do. A well-written story includes: A specific actor (e.g., user, admin) A goal (e.g., schedule an appointment) An expected result (e.g., receive confirmation) Michael puts it plainly: If a developer doesn't know when a requirement is “done,” it's not a requirement—it's a guess. Learn more about effective story writing with this Agile user story guide. Requirements Matter in Managing Scope and Budget Requirements aren't just lists—they're guardrails. Michael warns that unchecked feature creep can quietly drain resources and sink projects. A disciplined list of must-haves versus nice-to-haves keeps everything on track. Start with the core. A “calendar app” doesn't need AI-scheduling in version one. Build the basics first, validate them, and then iterate with purpose. Requirements Matter in Prototypes and Demos Rob is a strong advocate for visual requirements. Tools like Figma, PowerPoint, and internal “kitchen sink” demos help bring vague ideas into sharp focus. Stakeholders often struggle to articulate what they want—until they see it. Clickable mockups bridge the communication gap and reduce costly rework. As Rob puts it, “the more real it feels, the better the feedback you'll get.” Balancing Detail: When Requirements Matter and When They Don't Finding the balance between too little and too much detail is key. Rob favors lightweight specs for creative flexibility, while Michael leans on testable, bulletproof requirements. Their advice? Define what the system must do, but avoid locking in how it must be done—especially too early. The goal is clarity of intent, not rigidity in implementation. Make Requirements Matter on Your Team Before wrapping up, Rob and Michael pose a practical challenge to all teams: Can every requirement in your backlog be tested and tied to a business goal? If not, it may be time to revise or remove it. Unclear requirements aren't just annoying—they're expensive. By committing to clarity, your team reduces ambiguity, limits rework, and speeds up delivery. Every stakeholder benefits when expectations are grounded in reality. Final Thoughts From stakeholder interviews to wireframes and test-driven development, requirements matter at every stage of the software development lifecycle. Each assumption should be questioned. Each “nice to have” should be weighed carefully. Every essential feature must be validated. So the next time you're tempted to “just start coding,” take a step back and ask: Do we really understand what we're building—and why? Because when requirements matter, your software delivers. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Software Development Requirements: Staying True to Specifications The Importance of Properly Defining Requirements Changing Requirements – Welcome Them For Competitive Advantage Creating Use Cases and Gathering Requirements The Developer Journey Videos – With Bonus Content Building Better Developers With AI Podcast Videos – With Bonus Content
What are public utility commissions (PUCs)? In the transition to clean energy, state public utility commissions (PUCs), which regulate electric, gas, telecommunications, water and wastewater utilities, play an increasingly important role in achieving energy efficiency, enabling renewable energy, and implementing policies for greenhouse gas emissions reduction. PUCs play a pivotal role in determining the energy mix, setting rates, and deciding on investments in infrastructure, such as electric vehicle (EV) charging stations. The California Public Utilities Commission (CPUC), for example, has to balance safety, reliable utility service, and reasonable rates through the regulation of various large investor-owned electric, natural gas, and water utilities. Utility commissions like CPUC are given a statutory mandate to ensure reasonable, adequate and efficient service to customers at just and reasonable prices. PUCs can issue regulations that impact electricity generation, the adoption of clean energy, and related emissions of pollutants and GHGs. PUCs can play an important role in shaping energy infrastructure, policy, and clean energy development.The Role PUCs play in shaping energy infrastructurePUCs were first created in the early 20th century to focus on overseeing operations and the utility investment in service while ensuring affordable rates. That role has evolved, and now PUCs often play a transformative role in transitioning towards a greener economy. PUCs have the ability to consider the impacts of GHG emissions, equity, grid reliability, distributed energy resources, and increased consumer choices in their policy decisions. PUCs oversee planning processes that affect a utility's resource portfolio and therefore its environmental profile. A new method of planning amongst PUCs has emerged known as Integrated Resource Planning (IRP), which compares the life cycle costs of different resource choices that factor energy efficiency into their analysis. Portfolio standards have also been added to IRP, which requires certain types of resources to be included in the utilities' mix of power procured, including renewable energy and energy efficiency. PUCs can also incorporate environmental considerations by increasing oversight of utility planning processes, setting prices, determining clean energy targets, and addressing utility incentives related to energy efficiency and distribution. PUCs thus have the ability to promote and shape clean energy adoption and development through their regulatory oversight. The Case for PUCsState PUCs have significant authority, often includingI the ability to accelerate decarbonization of the energy sector, mitigate the impacts of climate change, improve public health, and assist in reaching state energy goals. Updated PUC statutory mandates that reflect state energy priorities can contribute to their success in transforming the energy grid to become more energy efficient. Energy efficiency is a cost-effective mechanism to meet future demand for electricity. Energy efficiency reduces the amount of electricity needed to meet demand thereby benefiting the overall reliability of the electric grid. With more efficient systems, utilities and states will not need to build as much new transmission and generation, which can save money and improve environmental quality. Further, modern regulations to achieve such priorities and framing for the public interest can incorporate climate and environmental justice concerns. The Case Against PUCsOrganizational challenges such as outdated mandates, staff constraints, gaps in technical knowledge, misinformation, and quasi-judicial processes have created barriers to innovation amongst PUCs. Some PUCs still continue to view themselves as purely economic regulators, which does not accurately reflect the current decisions they are being asked to make. Additionally, the authority of PUCs varies widely from state to state. PUCs authority is established by state legislatures, thus their power only extends as far as their statutory authorization. The level of statutory authority delegated to PUCs by legislatures also varies widely. Barriers such as these have made it difficult for some PUCs to develop more innovative mechanisms consistent with new environmental targets and the effort to achieve a zero-carbon US grid.While transitioning to clean energy promises long-term savings and environmental benefits, the short-term costs can be significant and potentially burdensome for consumers and businesses, posing political and fiscal challenges for PUCs. Stakeholder engagement in this transition will be vital. Labor issues also pose challenges as states transition away from fossil fuels. In addition, challenges exist around regulatory complexities and the evolving federal and state policies. About Our GuestJill Tauber is the Vice President of Litigation for Climate and Energy at EarthJustice. Jill leads the organization in achieving an equitable shift to clean energy through her litigation and legal advocacy work. Prior to serving as VP of Litigation, Jill worked as the Managing Attorney of Earthjustice's Clean Energy Program, focusing on achieving clean energy solutions across the country.ResourcesRMI: Purpose: Aligning PUC Mandates with a Clean Energy FutureRMI: The Untapped Potential of Public Utility CommissionsEPA: U.S. Environmental Protection Agency State Climate and Energy Technical Forum Background DocumentFurther ReadingColumbia Law: Public Utility Commissions and Energy EfficiencyFor a transcript, please visit https://climatebreak.org/public-utilities-commissions-with-earthjustices-jill-tauber/
Bill Shander is a data communication expert, renowned information designer, and founder of Beehive Media. With over 25 years of experience working with top-tier organizations like the United Nations, World Bank, and Deloitte, Bill helps professionals transform complex data into clear, compelling narratives. In this episode, he unpacks his latest book, *Stakeholder Whispering: Uncover What People Need Before Doing What They Ask*, sharing powerful insights on how to lead with questions, not just actions. If you want to elevate your communication skills, build trust faster, and stop being just an “order taker,” this conversation is a must-listen. 00:00 Introduction 01:38 What is a Data Communications Expert? 02:36 What Inspired Stakeholder Whispering 05:02 Doing What's Asked Versus What's Needed 08:20 Listen with your Ears, Not Your Brain 09:25 Silence is Golden 11:35 Common Mistakes in Stakeholder Whispering 15:08 Receptive vs Unreceptive Stakeholders 16:16 Is This a Leadership Book? 17:42 Remote and Hybrid Work 19:33 Real World Success Stories
A strong project kickoff strategy can make or break your software project. In this episode of Building Better Developers with AI, Rob Broadhead and Michael Meloche revisit and expand upon their earlier episode, Mastering the Project Kickoff – Setting the Stage for Success. This time, they use AI not to redefine strategy, but to reflect on what worked, what's changed, and what new insights can improve how teams approach kickoffs today. The result is a deeper, more refined look at launching software projects with intention and clarity—before writing a single line of code. Why Your Project Kickoff Strategy Still Matters “Two weeks in, and no one agrees on the goal.” It's a story most developers know too well. The reason? A weak or nonexistent project kickoff strategy. Rob and Michael break down how early misalignment on goals, responsibilities, or MVPs can derail projects quickly. To avoid this, teams need a consistent, structured approach that starts before the first line of code is written. How AI Improves Your Project Kickoff Strategy AI can't replace a good team conversation, but it can support a better project kickoff strategy by helping structure discussions, define deliverables, and highlight gaps in planning. Some examples AI tools can generate: Stakeholder role outlines Risk assessment prompts Project objective statements Kickoff meeting checklists With good prompting, AI becomes a partner in better planning. Core Elements of a Strong Project Kickoff Strategy A repeatable project kickoff strategy should include the following: 1. Purpose and Objectives What are we building, and why? Define the business problem and expected outcome clearly. 2. Team Roles and Ownership List all stakeholders, assign responsibilities, and clarify decision-makers. Misunderstood roles create avoidable blockers. 3. Process and Delivery Plan Establish your delivery method (Agile, Scrum, Kanban) and how progress will be tracked, tested, and shared. 4. MVP and Scope Control Rob and Michael emphasize: everything must map to the MVP. If it doesn't, reconsider the feature. 5. Documentation and Visibility Centralize everything. Use Notion, Confluence, or shared drives, and record meetings for searchability and auditability. Warning Signs of a Poor Kickoff Strategy Michael and Rob call out red flags that reveal when your project kickoff strategy is weak or broken: No written MVP or goals Absent stakeholders during planning Overlapping roles with unclear boundaries “We'll figure it out later” mindset No documentation or decision logs Ignoring these signs leads to confusion, rework, and a breakdown in team trust. Anchor Your Kickoff Strategy with an MVP “If your feature doesn't pass a test, it's not part of your MVP.” Michael shares a practical tip: create user stories first, then turn them into pass/fail tests. This ensures that your project kickoff strategy stays laser-focused on outcomes—not distractions like UI polish or edge-case bells and whistles. Challenge: Audit Your Project Kickoff Strategy Before your next launch, hold a quick strategy review. Ask: Do we have a clearly defined MVP? Are team roles written and confirmed? Are meeting notes and decisions documented? Does every feature connect to project goals? If not, revise your strategy now—before you waste time. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Working The Project – Consulting Success CYA Documentation: Getting Started With Consulting Winning Your First Project: A Developer's Guide to Starting Your Side Hustle A Project Management and Pricing Guide for Success Building Better Developers With AI Podcast Videos – With Bonus Content
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