Podcasts about stakeholders

We are moving into the most dangerous time of year for sales professionals . . . the holidays.  From now until the first week of January, you're going to face a perfect storm of distractions, excuses, and temptations that can absolutely destroy your year end number and your first quarter production next year. Sadly, most salespeople don't even see it coming. It's not until the end of December that they realize they're in trouble, but by then, it's too late.  The Trouble With the Holidays The trouble typically starts Thanksgiving week in the United States and continues as we move into the first week of December. That's when distractions start flooding in. You've got company parties, family obligations, shopping to do. All of which knock you off of your routine causing your daily prospecting and follow up activities to drop. And let's be honest, you've been grinding hard for the entire year and you're ready to let your guard down and coast a bit before the end of the year.  By the second and third week of December many of the opportunities in your pipeline that you were counting on closing start to ghost you or tell you that their pushing decisions off to next year. And by now you're so mentally checked out that you're barely doing any prospecting at all.  Once we move into the Christmas and New Years weeks your office is a ghost town, the phones are silent, your pipeline is stalled, you've missed your forecast and you convince yourself there's no point in even trying.  And just like that, you've lost an entire month of selling.   My book The LinkedIn Edge gives you the master blueprint for turning LinkedIn into an optimized, revenue-generating sales engine—whether you're deploying Sales Navigator or not. Learn to work LinkedIn like a professional with step-by-step, immediately actionable tactics that supercharge your presence on the world's largest networking platform. Get it today wherever books are sold.       Holiday Sales Math But here's the brutal truth: You didn't just lose a month. You lost three months. Because all of those prospects that pushed off decisions until the new year are not coming back; and that empty pipeline you're staring at, as you move into January, is going to haunt you through March and potentially, through the entire year.  Your average sales cycle is probably 60-90 days. That means deals you put into the pipeline over the next two to three weeks are crucial for a good January. Likewise, the ones you add in December are the key to delivering a solid February and March.  But if you allow the Holidays to take you off of your game, you might not recover until April or May. Your entire first quarter is shot.  This is the killer and how so many promising sales careers end prematurely. I've witnessed far too many salespeople get fired in March for pipeline problems that started in November when they let their discipline slip during the holidays. Do Not Allow Active Deals Stall and Die The deals currently in your pipeline are more vulnerable right now than at any other time of year. Your prospects have the perfect excuse to push decisions.  When deals sit idle for a month, bad things happen. Stakeholders change. Budgets get reallocated. Priorities shift. Your champion gets distracted by seventeen other initiatives. Your competitors slip in while you're eating fruitcake and drinking eggnog. I've watched salespeople lose six-figure deals that they thought were "locked up" in November, simply because they took their foot off the gas during the holidays.  I've said this before and I'll say it again. Pipeline opportunities that push into the new year are not coming back. Do not count on them. Do not allow yourself to be delusional about them. If you don't get forecasted opportunities closed by the end of the year, consider them dead! For this reason, you must be vigilant with follow up, assertive with your communication and do whatever it t...

What can slicing a watermelon teach us about design? Turns out… quite a lot. This week, I chat with Vitaly Friedman, founder of Smashing Magazine, to explore curiosity, inefficiency, and why the best designers obsess over process, not perfection.What if your next design breakthrough came not from a book or a course, but from learning to slice a watermelon?Vitaly Friedman has spent decades shaping how designers think about the web. But in this conversation, we go beyond pixels and patterns to talk about something much more profound: how curiosity itself becomes a design tool. From choosing the perfect watermelon to mastering the art of ironing, Vitaly reveals how everyday obsessions can teach us how to think, learn, and design better.We explore how designers can reclaim joy and curiosity in their work, especially in environments where efficiency and productivity often come at the expense of creativity. Vitaly's take? It's not about finding the perfect way to do something—it's about exploring many ways and discovering meaning in the process.From grilled watermelons to enterprise UX, we connect the dots between experimentation, self-learning, and the messy human side of design.If you've ever felt stuck chasing “best practices” or trying to find the “right” answer, this episode will remind you that sometimes, the most valuable thing you can do is play.Topics:• 03:39 – The Watermelon Metaphor• 05:37 – Choosing the Perfect Watermelon• 09:19 – Cutting Techniques and Presentation• 13:34 – Grilling Watermelon and Culinary Creativity• 14:28 – Learning and Self-Education• 15:13 – The Journey of Exploration• 18:28 – Imposter Syndrome and Asking for Help• 22:00 – Humanizing Executives and Stakeholders• 22:48 – The Importance of Curiosity• 25:34 – Ironing and Finding Zen• 30:01 – The Role of Enjoyment in Learning• 31:35 – Procrastination and Productivity• 33:46 – Procrastination and Focus• 34:48 – Memorable Conference Experience• 37:08 – Finding Joy in Enterprise UX Design• 38:50 – Challenges in Enterprise Projects• 41:35 – Building Trust and Team Culture• 50:50 – Balancing Exploration and DeliveryHelpful Links:• Connect with Vitaly on LinkedIn• Smashing Magazine• Design Patterns For AI Interfaces—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

In this episode of Manager Minute, host Carol Pankow welcomes Dr. Chaz Compton and Dr. Meera Adya, co-directors of the new National Vocational Rehabilitation Technical Assistance Center (NVRTAC). They discuss how the Center builds on decades of innovation in vocational rehabilitation (VR) to unify training, evaluation, and technology that strengthen state VR agencies across the nation. Partnering with The George Washington University, the National Disability Institute, CSAVR, YesLMS, Case Review Solutions, SaraWorks, and Intellitech, the NVRTAC delivers comprehensive technical assistance to enhance performance, fiscal management, and employment outcomes for individuals with disabilities. Key initiatives include AI-driven tools such as SaraWorks and Case Amplify, designed to reduce administrative burdens and capture real-world impact. The team is also launching leadership and fiscal talent development programs, expanding recruitment and retention efforts, and embedding continuous evaluation across all initiatives. Their goal is to achieve measurable outcomes, real change, and a stronger, more efficient VR system serving individuals with disabilities.   Listen Here   Full Transcript:   {Music} Chaz: Right now, not ten years from now, but right today, we have the capacity to. Turn our administrative burden into an AI driven function that alleviates that burden.   Meera: Input is getting provided at the beginning and the middle at the end all over again. It really is that measurable and real change and ongoing calibration towards that is our North star.   Chaz: And having actual measurable outcome improvements. So simple as that.   Carol: That sounds good. How about you? What do you think?   Meera: Nothing to add. Measurable outcomes. Real change. Drop the mic.   Carol: Boom! I love it.   {Music} Intro Voice: Manager Minute, brought to you by the Vocational Rehabilitation Technical Assistance Center. Conversations powered by VR. One manager at a time, one minute at a time. Here is your host, Carol Pankow.   Carol: Well, welcome to the Manager Minute. Joining me in the studio today are my close colleagues, doctor Chaz Compton and Doctor Meera Adya, Co-project directors of the new National Vocational Rehabilitation Technical Assistance Center, or VRTAC for short. So woohoo you guys! I'm so excited to have you here. How are things going Chaz?   Chaz: Wonderful. Very busy and very happy to be here. Thank you.   Carol: Excellent. How about you, Meera? How's it going?   Meera: Pretty good.   Carol: Awesome. Well, glad to have you both. I just want to give a little bit of history for our listeners. The Vocational Rehabilitation Technical Assistance Centers have a long and rich history rooted in the Rehabilitation Act itself. And from the very beginning, the act recognized that helping individuals with disabilities achieve meaningful employment requires more than just funding. It requires a system of continuous learning, innovation and improvement. And that's why the Rehabilitation Services Administration has long invested in national technical assistance centers to strengthen state VR agencies, build staff capacity and ensure programs stay aligned with evolving regulations, Relations, research and best practices, and over the years, these centers from the early TACE centers to WINTAC and the QM and QE and AIVR TAC and all the things, and now the new NBR tech have become the backbone of progress in our field, helping translate policy into practice and ensuring that the promise of the Rehabilitation Act remains strong for the next generation. So let's dig in. Gang, can you tell our listeners a little bit about yourselves and your journey into VR? And, Chaz, I'm going to kick it to you first.   Chaz: Okay. Gosh, it's been 40 years now. Hard to believe. I started with a community rehab program 40 years ago this year.   Carol: Wow.   Chaz: A few years later, I moved into the public VR program in California. I was a counselor, a supervisor, and then a district administrator and got my doctorate degree at San Diego State University and moved over and directed the TA Center 15 years ago, and then the WINTAC and then the VRTAC-QM and now the what we call the VR TAC, the national VRTAC.   Carol: That is awesome. I did not realize it was 40 whole years. Chaz, I think we're pretty close in age to each other.   Chaz: It's been a while.   Carol: Meera, how about you? How'd you get your journey into this world?   Meera: Well, my work has always been at the intersection of empiricism and law and policy. So I'm a researcher and evaluator. I've done projects looking at how people with disabilities can be successful in workplaces and communities, thinking about inter work and the VR system. More specifically, I became engaged first as a partner, leading the program evaluation for Interworks Wintech centre. And then Chaz convinced me to come to Interworks continue doing what I was doing by taking the lead on the program evaluation for the VR, QM, and then our portfolio at Interworks has grown. Now there are several disability innovation grants and customized employment projects in addition to the TAC that we are leading the evaluation on. And Chaz then offered me the opportunity to continue growing my work, and here I am as the co-director of the center as a whole, and I'm honored and thrilled to support Chaz and our team. Take the work with VR and its partners forward to improve outcomes for people with disabilities.   Carol: I love it Meera, and you're a good addition, and we're really happy to have you as the Co-project director, too. So what is the overarching purpose of our new VR TAC?   Chaz: It is to provide technical assistance and training that will help VR agencies and their partners improve service delivery and increase the quantity and quality of employment outcomes for individuals with disabilities being served by VR program and their partners. Our major focus areas include helping agencies effectively manage the program, the performance of the program, the fiscal side of the program and their resources, and helping them identify and implement effective employment strategies and practices that accomplish the overarching goal of helping improve outcomes and service delivery. That's the big picture.   Carol: It is cool because it's like soup to nuts. I think sometimes, you know, the previous TAC, you know, they had very kind of more specific focus. And then with the QM and like QE too, you know, it expanded. But now we've got the whole shebang in one place.   Chaz: Mhm.   Carol: Very fun. Meera do you have anything you wanted to add to that?   Meera: Sure. I was just thinking about all the work that Chaz has been doing, the messages he sends us and how we've come together and so far trying to put it into an encapsulation. I've been coming up with one team or his words, but I think just such a good representation and you'll see that now in our messaging going forward, but also a yes. And we don't say no. We find a way to work together and is so what, what is the measurable change that's going to result from the work we do? I think you're going to see that over the next five years constantly coming up.   Carol: Yeah, I like that, Meera. You got to keep us grounded in that. About the so what? So what we can do lots of activities. But so what about them? And I see, Chaz, you're smiling at me because, you know, I'm an activity person. And it's like, but what's the benefit from what we did? So how does the new TAC build on the work in the lessons that were learned from all the previous work?   Chaz: Well, to say we've learned some lessons along the way, especially in the last ten years, would be an understatement. There have been the implementation of WIOA and all of the requirements associated with that, living through all of the implementation with agencies, helping them respond to that effectively, looking at the demographic shift in the field to youth, where now the majority of the people we serve are 24 years of age or younger. Looking at going into and out of Covid and how that changed service delivery, how the fiscal landscape of the program changed accordingly, how we have seen the pendulum shift fiscally from one side to the other and now back again. All of that has helped inform, I think, the development of our technical assistance and the training and the way we go into this new center. So we have just a bunch of lived experience, if you will, along with agencies. So what they have gone through, we have gone through with them, and I think we can help them successfully navigate the future. And while at the same time responding to the challenges that they face right now. So all of that, I think, really has laid an important foundation for the VRTAC and the work we're going to be doing with agencies.   Carol: I think you hit the nail with that. I think about all the last five years, even the work I've done and our team has done and how deep we got in with agencies like it felt like we were part. I often talk when I'm in at agency, I talk about we like I'm part of them because you're enmeshed in everything they're doing and their systems and their people and their meetings and all of their things. You become so ingrained with them. It really helped you to get such a clear picture of what was happening and helps really get maybe at the root of some of the issues and to develop that work fundamentally so that the seeds we laid could really grow and germinate and keep going forever and keep growing and growing and growing. So it isn't just a one shot. We did a little quick training and we're out of there. It really became such a deep lesson. Meera, how about for you with that lessons learned? I'm sure evaluation wise there are things you were thinking about as well.   Meera: Oh, absolutely. We have all of our past evaluation reports and findings, and we can keep looking at those. And I certainly keep bringing them up whenever it strikes me that there's a relevant point that comes forward again. And you can see with the way that Chaz has put together these innovative partners and projects, a continuation of the successful approaches and partnerships as well, and just a laser focus on measurable change that evolution and improvement and lessons learned is just baked into the center. As a research and evaluator, I know firsthand how the knowledge translation pipeline takes time, but it can take less time when you work directly with stakeholders from the beginning, and that's what's happening with us. Chaz has always taken evaluation seriously, woven it into the very fabric of the work. Stakeholders are the partners. They hold us accountable. We continuously are learning what's working. Pivot when needs must.   Carol: Well said Meera. Thank you for that. What current challenges do you guys see in the VR system that make a unified national TA center so important right now?   Chaz: To say that efficiency, accountability and improved outcomes are important would be an understatement. And this is not a new focus, of course. I mean, you have to go back to the movement of the Rehabilitation Act under the Workforce Investment Act of 1988, which was really an attempt to improve efficiency and refrain from duplication of services and improve outcomes and all that stuff. And that focus has just grown and grown,   Carol: right.   Chaz: and so a unified center is I mean, it really is helpful to ensure that everything is administrated under one center that we're focused on, you know, whether it's focused on improving performance, like on the performance measures, like improving an agency's ability to manage their fiscal resources or implement employment strategies like, say, customized employment, a unified center can address all of these aspects together, holistically, understand how they interact with each other and an agency. Instead of having 2 or 3 different entities trying to work together with a VR program differently, with different ways of doing business, ways of interacting all that. So it just is a very efficient, I hope. Anyway, an enhanced holistic way of working with an agency. Ultimately, I believe that will contribute to increasing the likelihood of positive outcomes.   Carol: I like the part with the employment being in with us now. Not that employment wasn't in our mind, but it was distant because we'd always put it like we, you know, we're referring folks over to the Q2E, but now with it all integrated, it really does kind of front and center. You're thinking about the fiscal things that my group is working at and how our impact is helping the program, maybe for stability or whatever may be going on, does impact the employment outcomes in the end, and the funds that are available and whether people go on an order or not, you know, all those kind of things. So I like that having it all together, it's a little closer, at least in my head. Meera, did you have any thoughts about that one as well?   Meera: I echo everything you both have said. The unified voice. Central voice. This center has always been a supportive voice. It is always on, always available, and that continues to be really needed. That is something we've heard in the evaluation interviews and feedback that we've received is that folks really appreciate being able to just call, get someone on the other end, get an answer right away, send an email, hear back right away. The responsiveness and the targeted information that they need has been phenomenal. And so looking forward to that continuing. And now across the whole range and spectrum of what technical assistance is needed. As you both have said, It's a time of, you know, as was said, significant change requirements may be shifting again, a laser focus on efficiency and effectiveness of work, which is right. And, you know, in the broader context, we're seeing significant disruption in the work world. And the future of work has been talked about. The future of work is here today. It's the today of how we work. And agencies need help navigating all of that with their customers. There's a lot for our stakeholders and our partners to navigate. I think we've seen from the evaluation feedback, this is where our team under Chaz really excels. It just brings together the many. It brings together the a lot. It goes to the heart of it and meets it on the grant.   Carol: Yeah. You lead into my next question about the partners on the grant because we have a deep bench. I mean, I felt like we had really phenomenal folks on the QM grant. But when I look at the partners you all have brought together for this, and we're on our first meetings and you've got, you know, 30 people in the Hollywood Squares instead of a dozen or so. It's a cool bunch, and people with such interesting expertise. So Chaz, who are the partners on our grant?   Chaz: Our biggest and primary partner is the George Washington University. We've been partners with them for really since national centers were funded. They were part of the WINTAC, part of the QM, and now we'll be a obviously a critical part of the VR TAC Every single one of them is a doer. Their hands are have their hands have gotten dirty and providing like literally in the trenches to just like our own staff at work Institute at San Diego State. We just have been, practically speaking, teammates for a very long time. We know each other well, we work together well, and we're very confident in each other's work. GW a big, huge partner of ours. Then there's the National Disability Institute, which is also a longtime partner of ours. They'll be helping with the employment strategies component of things and just are a very well respected, nationally known institute that is really has some super interesting and helpful information and resources and knowledge along with the rest of the team. Of course, many of our listeners will know. Yes LMS, we're working with Linda and her team this time around, expanding our available training resources to users out there. CSAVR of course, is another long time partner. Everybody knows them. Sara Works is a partner of ours as well. Sara Works has been a partner again since the WINTAC days and, you know, has done all kinds of work with us in terms of developing Sara, the AI program to help act as an assistant to VR programs, communication tool and so on. Then we have Case Review Solutions. It's just a new partner of ours this time around focused on quality assurance, case reviews, contract monitoring. So another use of software and technology to basically provide solutions to VR programs. And another new partner this time around in Intellitech, which has created a program called Case Amplify, which is an AI driven system, which we'll talk about here in a few minutes, but we're really excited about this one as well, because it provides an opportunity for agencies to see how things could potentially be different and more effective into the future. So those are our primary partners, yeah.   Carol: yeah. It's exciting. It's a cool group of people I really was thrilled to see in the very secret proposal that you would not share with us before we went in, and then you see what all the things are that are going to happen. You are always known, though, Chaz, for being the guy. You have those little fun projects that become part of the grant that you know, live on and people are able to carry out and they've created really cool things. This proposal with the exciting AI initiatives, can you share what tools like Case, Amplify and Sara Works are going to mean for state VR agencies?   Chaz: Absolutely. And I think it's important for folks to understand the why. Right. Like, why are these it's not just because they're fun and they are super fun. You're right. But there really is a reason behind developing these projects. And the primary reason is as agencies have implemented Wioa and this kind of goes back to lessons learned, right? We know that the data elements for, for instance, for the 911 and just the recording processes and all of the administrative responsibilities associated with being in compliance with the law and the regulations is a burden. It's a struggle, and especially in a period of time where recruitment and retention has been a challenge across the country. You know, when you lose people and they're the ones responsible for gathering and reporting this data, IT becomes a real challenge on everybody else. And I honestly, in my heart of hearts, believe that embracing advanced technology is the way out of this. It's the way to effectively respond to it. It's not by hiring more people to do administrative stuff, although that would be wonderful. But, you know, we're in this situation for a reason. And now we have right now, not ten years from now, but right today we have the capacity to turn our administrative burden into an AI driven function that alleviates that burden from VR staff. And that's what the why is behind this? Why are we doing this? Because we want agencies to see and participate. If you know, if they're able and willing in these projects to see what the impact could be. Now, of course, we don't know, for instance, what the impact will fully be. We have a vision for it. But part of what this is is an experiment, right? It's a pilot, if you will, to make sure that we can see how it works. So the idea is that and I'll take Sara because Sara's been around for a while now. A lot of agencies know Sara. They know what's possible. Several of them use the program. Now, in our case, like under the VR tech, we're going to be using Sara to do something for pre-employment transition services that we haven't done yet. Now we're ten years. 11 years. Well, I guess ten years really post implementation 2016 was the full implementation. So we're approaching the ten year mark. And while we focused on implementing projects and tracking and reporting and down to the individual consumer level and all that good stuff. Making sure costs are allowable, that people are spending their 15%, all that good stuff. What we haven't done a very good job of yet is evaluating the impact of those services on individuals themselves. Like how has it impacted them? What does it mean in terms of their future employability or future involvement in post-secondary Ed or whatever it is we're trying to determine? And so using Sara specifically to communicate and gather information with students or former students on the impact of periods, and then analyzing that data and showing the impact, that's really where we're zeroed in on this project for Sara Works. Case Amplify, well let me go to CRS. So Case Review Solutions is a new software program developed by two of our former colleagues in the WINTAC and the QM, Rachel Anderson and Brittany McIvor. So they know right? Like what is it about the review system, the case review process, the process, the quality assurance process that is lacking the internal control process, right? How do we fix that or help fix it anyway? Or help states analyze where the deficiencies are and then give them information real time quickly along multiple levels to help them address it so that it's not a consistent finding and monitoring reviews so that they're on top of the changes that they need to make. So again, it's another technology solution to a challenge facing agencies. And they're also developing a contract monitoring tool that's going to be available later on in the project. That will help states monitor another big one. Right. We hear all the time is we're not sure like whether those contracts are doing what they should be doing and the quality of service delivery and all that stuff. So that's going to help with that. Case Amplify is a AI program that Intellitech has developed. It's so exciting to talk about how this could potentially change. And I mean really change the way that VR staff are gathering and populating information into the case through case management system. Ultimately, it has the capacity ultimately to make the process hands free. That is, you can talk to an individual, and this system is listening and gathering information and populating all over into the CMS important data elements, summarizing meetings. And believe it or not, like if it does what we really want it to do, it's going to actually fill in the 911 data elements automatically based on these conversations at critical points along the pathway.   Carol: That's a game changer for people that alone with those what, 400 elements like that is a game changer.   Chaz: Yeah, I could not be more excited about this one than I am. I just think it's going to be revolutionary. You know, it's still in its development phase fully. It's still going to be kind of an experiment with agencies and how it integrates into their existing CMS. But that's part of why we call it a pilot, because it's supposed to be a way to kind of see if things work the way we want it to work.   Carol: It's so cool. I am really excited. I'm also excited about the whole evaluation part of projects because I long thought, you know, when I was back in Minnesota blind and we were getting all those funds spent on students and I'm like, we're getting at these kids earlier. I just knew in my heart of hearts like, this is going to make such a difference in their trajectory is going forward and employment, they're going to start better. They're going to start better in college because they're going to have all this exposure to things they had not had any exposure to. Finally, the time we get at being able to measure, is that really coming true? I mean, I believe it to be true, but it'll be nice to actually quantify it and go, yeah, this is what's happening for people. And we can see the real difference. And that investment that Congress had said all those years ago, we're going to invest in these kids. And they did it for a reason. And now the proof is going to be in the pudding with the results. I love it. So, Chaz, one of your goals was to strengthen the workforce. So tell us a little bit about the VR Fiscal Talent Accelerator and NRLI, the National Rehabilitation Leadership Institute.   Chaz: Yeah. Great. So most people know NRLI. They've heard about it in the past and or even many participated. I remember at one point a few years ago at a conference, Steve Wooderson said, hey, how many people here have gone to NRLI. And I swear, three quarters of the room raised their hand. So it's over 20 years old now, and it's a training program specifically targeted at the executive leadership level, staff of the VR program and preparing them over a year long process where we meet in person for a week, four weeks out of the year, three times in San Diego, one time in Washington, DC. And there's coaching and training contacts that go on throughout the course of the year in a cohort model. So that is supported by the VRTAC this time around. So that's kind of our primary executive leadership training tool. Then we're developing something new this time around. For those of you who are listening, who are familiar with the management concepts training that was part of the QM, that was the VR grants management certificate program that we developed as part of that center. This time around, we are specifically zeroing in on the fiscal folks in VR and preparing a kind of like, nearly like program for them, where we'll use the same cohort model. I'm not certain of all the details yet, but obviously, Carol, you'll be a super important part of that one. And we'll provide an opportunity for fiscal staff in VR agencies who some obviously like every other position turnover at times. And when they do turnover, if they take the knowledge with them and nobody's coming behind them, it can be really challenging. So the Fiscal Talent Accelerator program will be a way to help them understand all of the responsibilities right under fiscal responsibilities in the VR grant, helping them really manage those resources and effectively so that the agency has both not just in compliance, but has the resources available to serve as many folks as possible.   Carol: Absolutely. Yeah. I'm super excited about all of these projects. We've got a lot of work ahead. I know also, we had started spending some time under the QM addressing, you know, the recruitment and retention issues and leadership development and such. So how do you see that kind of expanding in the new grant?   Chaz: Well, it's definitely expanding. And so we're very excited about that because we know clearly that recruitment and retention especially was a just a real, real issue in the last five years. So we had a recruitment and retention pilot under the QM that worked with four states. And we have some really helpful tools and toolkits developed as a result of that. That's on the QM site now, will be brought forward under the VRTAC, but more importantly will be going into phase two from that process under the VRTAC, looking again at implementing those strategies and practices for recruitment and retention with other agencies, tracking the impact of that over time, and expanding the scope of that. John Walsh was really helpful in leading that effort under the QM, and he'll be doing that again. Also, we're developing onboarding resources for VR programs this time around, helping agencies kind of identify both what to include and giving them actual stuff and resources to include in an onboarding program for VR staff. We're moving beyond just the executive level of training for nearly into mid-level management and supervisory training. Training specifically targeted at those groups, which I think will be really helpful and certainly very needed and engaging in succession planning processes with agencies, both strategic planning and succession planning understanding the two of them are clearly linked, but giving agencies some real strategies and practices on how to develop a succession plan and implement that, so that we're not faced with this sort of mass exodus of institutional knowledge. When people both retire or resign and we're like, oh no, what do we do now? Right. So hopefully we're intending to create resources, training tools to help agencies address that proactively.   Carol: And we have some really awesome staff on this grant. This time around too, that can help. Our bench is deeper. You know, even in this area that are going to be able to help do that. So definitely. Meera, you have something you want to throw in there. I didn't forget you.   Meera: Oh I don't think so. Chaz covered all the practices and new projects really well.   Carol: Okay, Meera, I want you to tackle this one about the evaluation and data driving that ongoing improvement coming forward. Do you have thoughts about that? How's that going to look?   Meera: Sure. I think I spoke to this a little bit earlier, but to pick up from that thread, I mean, that is something we are consistently doing. We have multiple channels and approaches that monitor the work and the change that are taking place. We have custom built apps and tools that our IT group has created, so we can make sure that we're setting up plans and staying on track with the agencies and the work that we're doing with them. And we have stakeholders, partners, customers, all of whom can provide feedback in different ways. We meet regularly to discuss what we are hearing and what we are seeing. Formally speaking, we have two reports that are compiled and shared broadly, internally and with stakeholders. We hold meetings, review the findings, and consider recommendations by taking that report apart and into little bite, but continuously throughout the year. We're not waiting for those big report moments. Evaluation Group has been woven into the work we do. They are a part of all the regular meetings that are taking place for the center, and input is getting provided at the beginning and the middle at the end, all over again. It really is that measurable and real change and ongoing calibration towards that is our North star. That will continue to be so.   Carol: Led by the awesome you, which will be great.   Chaz: Exactly.   Carol: My final question to you too what will success look like for the VRTAC over the next five years. And Chaz, I'll ask you first.   Chaz: Well, it will be demonstrably changing for the better outcomes in the VR program and service delivery. It will be serving individuals with the kind of commitment to meeting their individual needs and wants and desires and employment factors, and agencies operating efficiently and effectively and having actual measurable outcome improvements. So simple as that.   Carol: That sounds good. Meera, how about you? What do you think?   Meera: Nothing to add. He stole it right there at the end. Measurable outcomes. Real change. Drop the mic.   Carol: Boom! I love it. So, how do people find you?   Chaz: Our website will be VRTAC or just VRTAC.org. We have the site kind of really in its shell form right now. We're developing it. Give us a couple of months to get it fully going, but if you need to reach us, you can certainly contact any of us through the channels that you would normally reach us through the VRTAC-QM. Can send an email to me or to you or anybody else on the team. And at this point, I think most agencies are able to reach us in whatever way they want. But soon the website will be up and running and they can get us there or any number of ways.   Carol: Awesome. Well, I sure appreciate both joining me this morning. It was super cool. And we can check back in in a couple years too and go like, woo, where are things now? It'll be fun to report on some more successes. So thank you both. Have a great day.   Chaz: Thanks, Carol. Appreciate you having us.   Meera: Thank you.   Outro Voice: Conversations powered by VR. One manager at a time. One minute at a time. Brought to you by the VRTAC. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts, or wherever you listen to podcasts. Thanks for listening.

Change-Projekte scheitern oft an denselben Fehlern – unddie sind erschreckend banal. In dieser Folge sprechen wir mit Jana Fiaccola und Sascha Tobias von Hirschfeld über ihr Praxisbuch "50 Shades of Failure in Change & Communication".Jana ist nicht nur Co-Autorin, sondern auch zertifiziertePlaymobil Pro Play Facilitatorin. Sie zeigt, wie Aufstellungen mit Playmobil-Figuren versteckte Team-Dynamiken sichtbar machen – eine Methode aus der systemischen Therapie, die im Business-Kontext erstaunlich kraftvoll ist.Sascha und Jana teilen die häufigsten Change-Fehler ausihrer Praxis: Von "Planung ohne Stakeholder" über "FehlendesStakeholder-Management" bis hin zu dem Irrglauben, einmal kommunizieren würde reichen.Aufbau 00:00 – Intro: 2 Gäste, 1 Buch und Playmobil-Figurenim Business01:30 – Was ist eine Playmobil Pro PlayFacilitatorin?03:00 – Aufstellungen: Von der Familientherapie insChange Management05:00 – Praxisbeispiele: Wie AufstellungenTeam-Dynamiken sichtbar machen10:30 – Das Buch: 50 Shades of Failure inChange & Communication18:00 – Die häufigsten Change-Fehler und wie man sievermeidet27:00 – Wertschätzung statt Widerstand: Die Kunst derVeränderung31:00 – Lieblingsfehler der Autoren: Planung ohneStakeholder & fehlende WiederholungViel Spass beim Zuhören!Euer Maikwww.pitstop-consulting.de

The post Dominique Turcq on strategy stakeholders, AI for board critical thinking, ecology of mind, and amplifying cognition (AC Ep21) appeared first on Humans + AI.

In this episode of Workplace Stories, we sit down with Lori Niles-Hoffman, global learning strategist, EdTech advisor, and author of The Eight Levers of EdTech Transformation. With over 25 years of experience implementing large-scale learning systems, Lori brings a no-nonsense, deeply human perspective to how organizations can thrive at the intersection of technology, data, and talent.Lori reveals why EdTech success isn't about shiny tools, it's about mastering eight foundational levers that determine whether your learning strategy creates value or chaos. From ecosystem thinking to stakeholder management, she explains how leaders can future-proof learning strategies through data, design, and disciplined experimentation.You'll hear candid insights on how AI is reshaping L&D, not by changing the rules, but by exposing where we've been weak all along. Lori also shares why the “backend just got sexy,” and how the next competitive edge won't come from beautiful interfaces, but from the quality of data and insights driving them.You will want to hear this episode if you are interested in...[00:00] The eight levers shaping EdTech transformation.[06:00] Lessons from 25 years in enterprise learning systems.[09:00] Why most L&D tech investments fail before they start.[14:00] The rise of data literacy and “sexy backends” in learning design.[17:00] Why clean data matters more than new tool.[24:00] A breakdown of the eight levers and how they work together.[29:00] Stakeholder management and ecosystem thinking in practice.[35:00] The new role of AI in exposing weak learning strategies.[39:00] Why skills, not titles, will define the future of learning.[41:00] The human side of transformation: keeping people at the center.The Future of Learning Isn't About Tech, It's About LeverageLori's framework flips the script on how organizations approach learning transformation. Rather than starting with technology, she urges leaders to first clarify their target operating model, data readiness, and stakeholder relationships. The result? Smarter decisions, stronger credibility, and sustainable change.Her book's eight levers, ranging from content strategy to ecosystem alignment, help leaders navigate the “medium term” (through 2028) of rapid evolution in learning technology. As Lori puts it, the goal isn't to adopt AI or automation for their own sake, it's to make learning adaptive, outcomes-focused, and undeniably relevant.Data, Ecosystems, and the “Sexy Backend”Forget fancy dashboards, Lori believes the true revolution is happening behind the scenes. As user interfaces disappear and voice or text prompts replace them, differentiation will come from data governance, interoperability, and predictive insights. The backend, she says, is now where strategy lives.She emphasizes that AI doesn't change the levers, it exposes their weaknesses. The organizations winning in this new era will be those that invest in clean data, aligned systems, and smart stakeholder engagement.Skills as the Spine of the Future WorkforceAmong the eight levers, Lori highlights skills as the “spine” connecting every other element of learning strategy.She challenges L&D professionals to stop chasing shiny taxonomies and instead treat skills like a supply chain, measured, managed, and constantly replenished. The goal isn't just mobility or efficiency; it's resilience.Resources & People MentionedL&D Tech Ecosystem 2020Skills OddysseyLearning Strategy paperLori's bookConnect with Lori Niles-HoffmanLori on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In this bonus episode, Host Angie Dickson, President of the Inogen Alliance and EVP of Antea Group USA, speaks with Chris Perks of Tonkin + Taylor about the Te Ara Tupua Cycleway project in New Zealand.Chris explains how the team used innovative, nature-based design—like an artificial reef for stormwater treatment—to reduce costs, protect local ecosystems, and enhance community resilience. He also shares how New Zealand's approach to infrastructure combines environmental stewardship, cultural respect, and creative engineering to achieve lasting impact.Guest Quote:“From someone that's putting in some aggregates, some asphalt, and some concrete, we're actually stimulating environmental benefits and wildlife growth. That's pretty cool.” – Chris PerksTime Stamps00:45 The Tapua Cycleway: Connecting Communities Through Sustainable Design02:05 Balancing Resilience and Environmental Stewardship Along the Coast03:25 The Artificial Reef: A Smarter, Greener Stormwater Solution05:00 How Collaboration Drove Innovation and Cost Savings08:20 Lessons from New Zealand: Resourcefulness, Stakeholders, and ScaleSponsor CopyRethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services worldwide. Visit http://www.inogenalliance.com/ to learn more.LinksInogenalliance.com/resourcesInogenalliance.com/podcast]Angie on LinkedInChris on LinkedIn Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

We have all disagreed with our nonprofit stakeholders at some point in our careers,  but speaking up and sharing that disagreement can feel hard because we tend to want to avoid conflict and not burn any bridges.However, there are times when voicing your disagreement is necessary because it's what's best for the organization and the mission.That's why, in this episode, I'm sharing a 4-step method to disagree with your stakeholders without causing division, along with powerful tips to make these conversations successful.▶️ How to Say "This Isn't a Training Issue" Without Burning Bridges with Your Nonprofit Stakeholders▶️ Key Points:03:02 The importance of having a strong relationship with your stakeholders04:34  When you need to speak up if you disagree06:36 Step 1: Discover07:34 Step 2: Align08:21 Step 3: Compliment09:11 Step 4: Propose11:48 How you can prepare yourself for these conversations13:12 Five things to keep in mind when having these conversationsResources from this episode:Catch up with these episodes to learn how to build a strong relationship with your stakeholders:Episode 134: What It Means to Be a Good Partner in Learning and DevelopmentEpisode 108: 3 Ways to Turn Your Subject Matter Expert into Your Biggest AssetEpisode 54: How Can Learning and Development Teams Work with Subject Matter Experts Without Frustration?Join the Nonprofit Learning and Development Collective Catalyst Tier this November to attend our upcoming group coaching session: https://www.skillmastersmarket.com/nonprofit-learning-and-development-collectiveWas this episode helpful? If you're listening on Apple Podcasts or Spotify, follow and leave a review!

✨ Welcome to Squiggly Shortcuts— a series from the Squiggly Careers podcast, bringing you quick career tips in just 5 minutes, every Thursday. In this shortcut, Helen shares three practical ways to stand out with senior stakeholders — the people who can influence your impact, support your development, and open up new opportunities. Whether it's your manager or another leader in your organisation, these ideas will help you build better relationships and be remembered for the right reasons.Episode 507

In this special Halloween episode, we follow Evelyn—a weary UX researcher trapped in a testing loop that refuses to end. Each new participant looks strangely familiar. Each test begins the same way. And no matter what she changes, they all say the same thing: “I can't find the button.” The real horror? It's not the prototype that's broken… It's her process.Today, we're trading our usual interviews for a Halloween story straight out of every designer's worst nightmare: The Infinite Usability Test.Meet Evelyn—a mid-level UX researcher running a morning of user tests that won't quit. Every time she adjusts the design, another “Alex” walks in and repeats the same fateful words: “I can't find the button.”As the day unravels, Evelyn realizes she's stuck in more than a bad sprint—she's caught in a validation loop. Each fix only pulls her deeper into the same mistakes, and each round of testing brings her face-to-face with the one insight she's been avoiding all along.Because sometimes, the scariest thing in UX isn't user feedback…It's hearing something you didn't expect.Join us for a hauntingly familiar tale about deadlines, doubt, and the difference between proving you're right and learning that you're not.Will Evelyn escape the room—or will she keep testing until the end of time?Tune in to find out… if you dare.---Featuring Actress and UX Designer extraordinaire, Stephanie TerreroIf you enjoyed this spooky UX Design scary story, check out our previous episodes:• The Stakeholder from Hell• The Tale of the Cursed Prototype• A Cautionary Tale of Deceptive UX Patterns —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

GenZ ist nicht belastbar, arbeitsfaul, verwöhnt? Dann wird dich diese Podcast-Folge leider enttäuschen. Alle anderen werden begeistert sein!Alexandru Tapelea ist 20 Jahre jung und baut gerade ein Finanzbildungsökosystem in Deutschland auf.Seine Motivation? Die eigene Erfahrung als Azubi."Am Ende des Geldes war einfach immer noch so viel Monat übrig. Niemand hatte mir erklärt, wie ich das ändere."Also hat Alex BeAFox entwickelt - eine gamifizierte App, die jungen Menschen Finanzbildung vermittelt.Als Change Manager habe ich natürlich gefragt!Wie gelingt es ihm, Schulleitung und Ausbildungsbetriebe abzuholen, Jugendliche für die App zu begeistern und neben dem Vollberuf (!) auch noch Freundin, Familie und Freunde bei Laune zu halten. Und wie steht es um Me-time?In der neuen Folge der Change Management Rockstars erfahrt ihr alles rund um den BeAFox Gründer.

In questo episodio del nostro podcast, Daniele Lunassi, CEO eyestudios, parla con Luca Cirillo, Head of Digital Design del gruppo Unipol, per esplorare le sfide e le soluzioni nel progettare esperienze utente all'interno di contesti complessi come quello assicurativo.Un dialogo concreto su come rendere comprensibili concetti tecnici, gestire la comunicazione con stakeholder non designer e portare avanti progettualità scalabili grazie a un design system in evoluzione.Si parla anche di ricerca utente in organizzazioni complesse, adozione dell'AI nel digital design, gestione della coerenza di brand su molti touch point e competenze trasversali per chi vuole crescere nel design.

In this episode of Building Texas Business Podcast, Chris Hanslik talks with Jeff Ludy, Founder of The Window Experts, about what it takes to build a purpose-driven, disruptive business in the home improvement industry. Jeff shares how he turned a small garage startup into one of the most trusted window companies in the country, with a national footprint and the most-watched YouTube channel in the industry. He explains how his faith, integrity, and commitment to treating people with honesty, dignity, and respect have guided every decision along the way. From early lessons in sales and leadership to creating a “no-haggle” model that broke the mold for his industry, Jeff reveals how character and culture drive lasting success. He also shares the systems behind his hiring process, his four “C's” of talent, and how he navigated growing pains—including scaling too fast and learning to lead through crisis. If you're interested in leadership, entrepreneurship, and building a company that stands out by doing things differently, Jeff's story is a masterclass in vision, integrity, and resilience. LINKSShow Notes Previous Episodes About BoyarMiller About The Window Experts

Understanding key stakeholders is more than strategy, it's leadership in action.This episode breaks down how to build stronger connections, improve collaboration, and lead with empathy.

In dieser Folge sprechen Oliver und Tim über eine Situation, die vielen Product Ownern vertraut sein dürfte. Eine Entscheidung wird (z.B. auf höherer Ebene) getroffen, die sie so nicht nachvollziehen können oder mit der sie schlicht nicht einverstanden sind. Und trotzdem müssen sie solche Entscheidungen vertreten, z.B. gegenüber ihrem Team. Solche Momente fordern Haltung und eine gewisse Aufmerksamkeit. Als Product Owner steht man oft zwischen verschiedenen Erwartungen von Management, Team und Stakeholdern. Wenn eine Entscheidung fällt, die man selbst nicht getroffen hat, entsteht leicht ein innerer Konflikt. Soll ich loyal sein oder kritisch bleiben? Wie kann ich nach außen geschlossen auftreten, ohne mich selbst zu verbiegen? Oliver und Tim machen im Gespräch deutlich, dass Entscheidungen vertreten nicht bedeutet, sie unreflektiert zu übernehmen. Es geht darum, Verantwortung zu tragen für den gemeinsamen Kurs, auch wenn man selbst anders entschieden hätte. Gerade das unterscheidet reife Product Owner von reaktiven. Sie wissen, dass Produktentwicklung ein Teamsport ist und dass Entscheidungen immer im Zusammenspiel vieler Perspektiven entstehen. Das bedeutet jedoch nicht, dass man alles einfach akzeptieren muss. Produktverantwortung bleibt auch in solchen Momenten bestehen. Wer Entscheidungen vertreten soll, darf sie hinterfragen, verstehen und einordnen. Erst wenn ich nachvollziehen kann, warum ein bestimmter Weg eingeschlagen wird, kann ich ihn glaubwürdig gegenüber dem Team kommunizieren. Das erfordert Gesprächsbereitschaft und Mut, besonders gegenüber Führungskräften oder Stakeholdern, die schnelle Ergebnisse erwarten. Oliver beschreibt, wie hilfreich es ist, bewusst zwischen der eigenen Meinung und der gemeinsamen Entscheidung zu unterscheiden. Ich darf anderer Meinung sein und trotzdem nach außen klar auftreten. Tim betont, dass Transparenz im Team entscheidend ist. Wenn die Product Owner selbst unsicher wirken, verlieren Teams Orientierung. Offenheit nach innen, Geschlossenheit nach außen. Diese Balance prägt professionelle Product Ownership. Entscheidungen vertreten heißt auch, sich selbst zu reflektieren. Woher kommt mein Widerstand? Geht es um Prinzipien, um persönliche Präferenzen oder um fehlende Informationen? Erst wenn ich das verstehe, kann ich konstruktiv handeln. Manchmal hilft es, die Entscheidung als Experiment zu betrachten. Nicht jede falsche Richtung ist ein Scheitern, solange ich bereit bin, daraus zu lernen. Für Product Owner ist das ein Lernfeld, das mit der Zeit leichter wird. Denn wer regelmäßig Entscheidungen vertreten muss, die er nicht mag, lernt, zwischen Zustimmung und Verantwortung zu unterscheiden. Und das schafft Vertrauen im Team, bei Stakeholdern und im gesamten Produktumfeld. Auf folgende frühere Episoden dieses Podcasts wurde im Gespräch verwiesen: - Klarheit als Superpower für Produktmenschen (Arne Kittler) - Kluge Entscheidungen treffen mit Decision Poker - Product Owner sind Pokerspieler - Ein Produkt einstellen - der Ramp Down von XING Events (Thomas Gläser) - The Decision Stack - Nein sagen als Product Owner Wenn du selbst regelmäßig Entscheidungen vertreten musst, die dir schwerfallen, bist du damit nicht allein. Lass andere teilhaben. Wir freuen uns, wenn du deine Erfahrungen aus der Praxis mit uns teilst.

Salespeople worldwide use frameworks to measure meeting success, but Japan's unique business culture challenges many Western methods. Let's explore the BANTER model—Budget, Authority, Need, Timing, Engagement, Request—and see how it fits into Japan's sales environment. 1. What is the BANTER model in sales? BANTER is a simple six-point scoring system for sales calls. Each letter stands for a key factor: Budget, Authority, Need, Timing, Engagement, and Request. A salesperson assigns one point for each element successfully confirmed. A perfect score means six out of six, showing a fully productive meeting. In Japan, however, acronyms like BANTER face cultural headwinds. Consensus decision-making, indirect communication, and reluctance to disclose financial details make scoring all six nearly impossible. Mini-summary: BANTER is a six-step framework to assess sales calls. In Japan, cultural barriers make a perfect score rare. 2. Why is budget so hard to confirm in Japan? Budget transparency is crucial in sales, yet in Japan, buyers rarely share numbers openly. Many fear that revealing too much will encourage vendors to push for higher spending. As a result, responses are often vague or evasive. This contrasts sharply with Western practices, where budget conversations are normal and allow salespeople to tailor proposals. In Japan, salespeople often end up working blind. Mini-summary: Japanese buyers protect budget details, leaving salespeople without clear financial guidance. 3. Who really has authority in Japanese companies? In many countries, the people at the table can make decisions. In Japan, it's different. Authority is diffused through ringi-seido, a process of circulating documents for approval. Stakeholders who never attend the meeting may hold veto power. This means even strong supporters in the meeting may lack final say. Authority is hidden, and salespeople must navigate carefully. Mini-summary: Decision-making in Japan is consensus-driven, so real authority is often invisible in the meeting. 4. Do Japanese buyers express their needs clearly? In consultative selling, uncovering client needs is the first priority. But in Japan, cultural norms make direct questioning difficult. Salespeople often feel compelled to begin with detailed presentations before asking what the client truly needs. This reversal wastes time and often leaves core needs unspoken. Identifying pain points is possible, but rarely straightforward. Mini-summary: Japanese sales meetings emphasise presenting solutions before probing needs, making “N” hard to score. 5. Why is timing both clear and paradoxical in Japan? Japanese buyers are usually precise about timing once a decision is made. Execution must be flawless and fast, sometimes immediate. However, decision-making can take weeks or months due to consensus processes. The result is a paradox: slow approvals but urgent delivery expectations. At least here, salespeople can usually secure clarity. Mini-summary: Timing in Japan is paradoxical—decisions are slow, but execution is expected immediately. 6. How do Japanese buyers show engagement? Engagement is often signalled through questions and objections. In fact, objections are a positive sign in Japan. Silence or polite agreement may actually indicate lack of interest. This is where salespeople can earn a point in BANTER. Detailed questions show buyers are seriously considering the solution. Mini-summary: Objections in Japan mean engagement. No objections usually mean no interest. 7. Why do Japanese meetings rarely end with clear requests? In other markets, meetings often end with a next step: proposal, trial, or follow-up meeting. In Japan, it is common to hear “we will think about it.” Far from being a brush-off, this reflects the need for internal alignment. Still, the absence of a concrete request means this element is rarely scored. Mini-summary: Meetings end vaguely in Japan, as decisions move to backroom consensus. Conclusion: What's Japan's BANTER score? Adding it all up: Budget 0, Authority 0, Need 0, Timing 1, Engagement 1, Request 0. That's two out of six. It may sound discouraging, but that's the reality of selling in Japan. If you can succeed here, you can succeed anywhere. The difficulty makes the victories even more meaningful. Mini-summary: Japan scores two out of six on BANTER, proving why sales here is among the toughest in the world. 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In this episode of The New CISO (Episode 136), host Steve Moore speaks with Carl Cahill, CISO, about a deliberate, methodical approach to career growth—and why every leader must “pick their pain” to progress.From combat arms in the U.S. Army to Active Directory engineering and large-enterprise incident response, Carl shares the pivotal choices that shaped his leadership. He opens up about moving from certifications to business fluency, using a personal gap analysis to chart his path to the C-suite, and how feedback like being called a “propeller head” pushed him to translate geek speak into the language of finance, law, and strategy. Carl also explains his five-phase 100-day plan, why IR readiness comes first, and how “radical collaboration” defines the modern CISO.Key Topics Covered:Early career pivots: Army leadership, perseverance, and precision → IT foundationsCertifications as a fast track (then) vs. blended learning and passion projects (now)The “pick your pain” decision: staying comfortable vs. returning to school to advanceBuilding a CISO gap analysis from job reqs and targeting stretch assignmentsUpgrading the lexicon: finance, legal, and general management (e.g., Wharton GMP)Turning tough feedback into growth: from geek speak to boardroom dialogueConsulting variety vs. ownership: when to switch for long-term impactThe 100-day plan: assess → plan → act → measure → adjust (with IR first)Stakeholder mapping, team SWOTs, and making strategy stick beyond 90 daysMetrics as a “health language” and why today's CISO must be a radical collaboratorCarl's story shows how intentional trade-offs—education, language, and leadership style—compound into career momentum. His roadmap helps CISOs and aspiring leaders navigate transitions with discipline, communicate across the business, and build resilient teams that lead with clarity.

In this episode, I cover:* My full setup process for running an unmoderated usability test in Userbrain, from goal-setting to test creation* How to write clear, action-based and opinion-based tasks that get useful behavioral data* Using AI to generate and refine test tasks, plus how to correct vague or over-open questions* Techniques for analyzing unmoderated test data using AI insights, clips, and reports* How to connect usability findings back to research and business goals to identify real impactKey Takeaways:* If your research goals aren't clear or your tasks are vague, the data you get back will be inconsistent and shallow. A well-structured setup defines what you want to learn, aligns it to business decisions, and sets measurable outcomes before the first participant even starts. Most “bad” unmoderated results trace back to poor planning, not poor participants.* Participants need to know exactly when a task begins and ends. Without defined boundaries, they may wander off-path or complete actions you can't analyze meaningfully. By giving each task a specific finish line, like “stop when you reach the flight results page,” you get consistent, comparable footage that supports clean synthesis later.* AI can be useful for avoiding blank-page paralysis, but its phrasing is often too broad or contextually off. Treat it as a brainstorming tool—generate rough drafts, then rewrite them to fit your product, audience, and goals. The value comes from editing, not accepting what it gives you.* Positive feedback feels good but doesn't move design forward. When analyzing results, zero in on moments of confusion, frustration, or unexpected behavior as those are where you find opportunities to fix or improve the experience. Stakeholders care more about barriers than affirmations.* Unmoderated tests produce endless data, but without a clear line to decisions or KPIs, they risk being shelved. Revisit your research goals during analysis, group findings under those goals, and connect each issue or success metric to its potential business impact. That's what turns usability findings into strategic recommendations.The unmoderated test guide:Grab the full unmoderated testing guide with all the steps and examples here and try it out with your next project (or with a project you recently did!).Try Userbrain:Want to try this out on Userbrain? You can grab a free trial below: Interested in sponsoring the podcast?Interested in sponsoring or advertising on this podcast? I'm always looking to partner with brands and businesses that align with my audience. Reach out to me at nikki@userresearchacademy.com to learn more about sponsorship opportunities! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.userresearchstrategist.com/subscribe

The Only Three Things You Must Do To Improve Agility - Mike CohnDistilled to its essence, it's quite simple to be a Scrum Master, agile coach, or anyone seeking to improve team or organizational agility. There are only three things you need to do and Saint Francis laid them out succinctly over 800 years ago:  To improve agility, we have to start with what's necessary. Change practices that go against agile principles. If programmers and testers aren't part of a single multidisciplinary team, that needs to change.If the team doesn't see the benefits of iterative and incremental work, you need to talk to them about that.Similarly, if management is imposing deadlines without regard to the team's opinion, you'll need to help them see the light.  Having made changes necessary to enable agility, look next at what's possible. There will be many more options to choose from now, such as: Shortening iterationsImproving teamworkReducing handoffs by overlapping workIntroducing new practices such as story mapping or job stories“Start by doing what's necessary, then what's possible, and suddenly you are doing the impossible.” Doing What's NecessaryThen Do What's PossibleDon't try to improve too many things at once and choose wisely. Initially there will be opportunities for small changes to create outsize improvements. Finally, Do the ImpossibleAt this point, it's time to do the impossible . . . except that now very little is impossible.Having iteratively and incrementally improved, most teams feel powerful enough to take on challenges and changes that would have seemed impossible before.What still seem impossible are changes outside the team. Managers may still impose deadlines. Stakeholders may foist too-frequent changes because they've heard agile teams “embrace change.”Fixing these outside-the-team behaviors isn't impossible, but it is harder and often takes time. Fortunately a team that has done the necessary and then the possible will be ready to do the impossible.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Making progress on the energy transition, net zero sustainability, and inclusive growth requires an effort that transcends borders and means involving a wide range of parties including asset owners and policymakers. Jane Ambachtsheer, Global Head of Sustainability, talks to Daniel Morris, Chief Market Strategist, about the significance of this meeting, the PRI advocacy network and its principles for responsible investment, and what investors can expect from the PRI in Person in Sao Paulo, Brazil on 4 - 6 November 2025.For more insights, visit Viewpoint: https://viewpoint.bnpparibas-am.com/Download the Viewpoint app: https://onelink.to/tpxq34Follow us on LinkedIn: https://bnpp.lk/amHosted by Ausha. See ausha.co/privacy-policy for more information.

Trust isn't a “soft” metric—it's the conversion engine. Buyers don't buy products first; they buy us, then the solution arrives as part of the package. Below is a GEO-optimised, answer-first version of the core human-relations principles leaders and sales pros can use today.  How do top salespeople build trust fast in 2025? Start by listening like a pro and making the conversation about them, not you. When trust is low, buyers won't move—even if your proposal looks perfect on paper. The fastest pattern across B2B in Japan, the US, and Europe is empathetic listening that surfaces goals, constraints, and internal politics. Post-pandemic norms (hybrid work, async decisions) mean you must read what's said and what's unsaid: tone, pauses, body language on Zoom, and email subtext. In enterprise sales, this shifts you from “pitching” to “diagnosing.” You become the buyer's trusted business advisor—especially in consensus-driven cultures like Japan where ringi and nemawashi favour rapport and patience over pressure. Do this and high-stakes deals stop stalling because stakeholders finally feel safe to share the real blockers.  Do now: Open with one agenda question—“What outcome matters most by [date]?”—then listen without interrupting for 90 seconds. What questions reliably open buyers up? Use simple, human prompts that invite stories. Who have they worked for? What was it like? Where's the office? When did they start? Why choose this company? What do they like most? These “Who/What/Where/When/Why/How” prompts turn small talk into signal, revealing priorities (speed vs. safety), risk appetite, and decision cadence. Across SMEs, startups, and multinationals, these prompts work because they're culturally neutral, non-intrusive, and buyer-centred. In APAC, they respect hierarchy; in the US, they feel pragmatic; in Europe, they invite thoughtful context. The goal isn't to interrogate—it's to let people talk about themselves while you capture needs, metrics, and names of influencers you'll later engage.  Do now: Prepare six openers on a card; ask two, go deep on one, and mirror key phrases back. How do I remember personal details without being awkward? Use the “Nameplate → House → Family → Briefcase → Airplane → Tennis Racquet → Newspaper” memory chain. Visualise a giant nameplate smashing into a bright house; inside, a baby with a briefcase pulls out an old plane; its propellers are tennis racquets threaded with rolled newspapers. Each hook cues a safe, human topic: name, home, family, work, travel, hobbies, and industry news. This light mnemonic keeps first meetings natural across cultures. In Japan, it supports relationship-first norms (meishi exchange, hometown ties). In the US/EU, it avoids prying while still finding common ground (sports, routes, recent sector headlines). Use tact and sequence flexibly; skip topics if they feel private. The point is to remember them so follow-ups feel personal, not transactional.  Do now: Before calls, jot the seven cues; after calls, log one fact per cue in your CRM. What if I don't know the buyer's interests yet? Keep asking—then mirror their language and frame benefits in their terms. Early on, many buyers withhold interests until they decide you're trustworthy. That's normal. Persist with respectful questions, then translate features into “so-whats” they already value: uptime for CTOs, cycle-time for COOs, compliance for CFOs, psychological safety for HR. As of 2025, complex deals involve multi-threading (RevOps, Legal, IT, Security). Tailor each touch: startup CTOs want velocity and unit economics; enterprise VPs want risk mitigation and stakeholder alignment; Japanese heads of division may prioritise harmony and precedent. The win is relevance—your proposal reads like their strategy memo, not your brochure.  Do now: After each meeting, write one line: “They care most about ___ because ___.” Lead with that next time. How do I make someone feel important—without manipulation? Spot real wins and praise them sincerely and specifically. Most professionals get little recognition. When you catch people doing something right—clear brief, crisp data, fast feedback—name it. Never over-flatter; buyers detect tactics instantly. The goal is dignity, not drama. Practical example: “Your timeline reduced rework across Legal and IT—that saved us both weeks.” In Japan, sincere appreciation that acknowledges team effort (not just the individual) lands better; in the US, direct credit energises champions. Across sectors (SaaS, manufacturing, services), this fosters reciprocity and deepens trust far faster than discounts ever can.  Do now: In your next email, add one honest, specific thank-you sentence linked to a business outcome. What should leaders systemise so this sticks? Bake these principles into playbooks, onboarding, and CRM hygiene. Codify the seven memory cues, the open-question matrix, and a “buyer interest” field in CRM. Coach for silence (count to three before replying). Review call snippets for interrupt rate and question balance. Reward teams for discovery quality, not just revenue. Executives at firms from startups to conglomerates can run fortnightly “deal trust reviews”: is the sponsor heard, interests mapped, and recognition given? In Japan, align with nemawashi—map stakeholders and pre-wire decisions. In the US/EU, pressure-test value hypotheses with RevOps and Finance. Consistency beats charisma.  Do now: Add three fields to your CRM today—Interests, Stakeholders, Recognition Given—and make them required. Conclusion When you listen deeply, speak in the buyer's interests, and recognise people sincerely, you stop selling and start being chosen. Make this your firm's operating system and watch cycle times shorten and referrals grow.  FAQs Isn't this just “be nice” advice? No—these behaviours reduce friction, surface risks early, and accelerate consensus, which shortens sales cycles.  Do these tips work in Japan? Yes—especially the memory chain and sincere group-focused recognition, which fit relationship-first norms.  How do I measure progress? Track interrupt rate, number of stakeholder interests captured, and instances of specific recognition logged in CRM. Next Steps Add the seven-cue mnemonic and open-question set to your onboarding. Require “Interests” and “Recognition Given” fields in every opportunity. Coach teams to wait three beats before replying on calls. 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. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed widely by executives seeking success strategies in Japan. 

As a government contractor, you'll meet so many people.We call them stakeholders when we group them like you see below.By understanding who they are, you can create plans for meeting them.In this training, you'll learn:• About Federal Buyer Stakeholders• About Teaming Partner Stakeholders• About (free and paid) Supporting Stakeholders___________________________________

How can B2B marketers succeed when every deal involves 11 or more stakeholders?This special Hard Corps Marketing Show takeover episode features an episode from the Connect To Market podcast, hosted by Casey Cheshire. In this conversation, Casey sits down with Adam Needles, CEO and Co-Founder of ANNUITAS, Inc., to unpack the game-changing concept of Buyer Unit Demand (BUD). Adam challenges the outdated reliance on MQLs and ABM and introduces a new framework for engaging the full buying unit, with multiple stakeholders who have diverse roles and needs throughout the journey.He shares how marketers can design conversation tracks that align with real-world buying dynamics and explains why buyer-led orchestration, not sales-led tactics, is the key to driving meaningful engagement and revenue. Adam also discusses the organizational shifts and mindset changes required to fully adopt this buyer-first approach.In this episode, we cover:Why MQLs and ABM fall short in complex B2B buying environmentsHow to map conversation tracks around stakeholder needs and behaviorThe importance of aligning marketing, sales, and automation tools to the buyer journeyWhy focus beats scale when prioritizing content and engagement strategies

Joe Shega, chief medical officer for VITAS Healthcare, supports the Centers for Medicare & Medicaid Services' initiative to ensure that hospice beneficiaries have a smooth, uninterrupted, high-quality, highly coordinated hospice experience. Such an experience, he noted, could occur through traditional hospice or Medicare Advantage. But there are certain non-negotiables: There must be access to hospice care as well as safeguarding of the pillars of hospice, which include frequency of touches from multiple disciplines. He also talked about problems involving the now-halted Special Focus Program. One of the problems of the program was it conflated the issues of quality hospice care with fraud, waste and abuse. These are two unique and distinct issues. Other topics discussed included the new Hospice Outcomes and Patient Evaluation (HOPE) assessment tool, which was released on Oct. 1. It allows for real-time assessments at admission and then two times within the first 30 days, Shega said. He noted there have been challenges with the rollout as it coincided with the launch of the new Internet Quality Improvement and Evaluation System. To be successful, HOPE requires adjustments of workflow and scaling. To improve hospice uptake in minority communities, it's important to make sure the hospice team mirrors the community being served and ensure there are individualized care plans so patients and families feel supported on their end-of-life care journeys, he said.Follow us on social media:X: @McKHomeCareFacebook: McKnight's Home CareLinkedIn: McKnight's Home CareInstagram: mcknights_homecareFollow VITAS Healthcare on social media:Facebook: VITAS HealthcareLinkedIn: VITAS HealthcareInstagram: vitashospiceShow contributors:McKnight's Home Care Editor Liza Berger; Joe Shega, MD, Chief Medical Officer, Vitas Healthcare Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Join us on the latest episode, hosted by Jared S. Taylor!Our Guests: Adam Mariano, President and General Manager at LexisNexis Risk Solutions & Don Woodlock, Head of Global Healthcare Solutions at InterSystems.What you'll get out of this episode:Why data fragmentation persists despite a decade of digital transformation in healthcare.Stakeholder-specific challenges from payers to providers, and how fragmentation impacts each differently.The human cost of incomplete records, from patient frustration to dangerous outcomes.What an identity-first strategy looks like, and why it's crucial for resolving fragmentation.How LexisNexis and InterSystems partner to unify healthcare data with innovative identity resolution.To learn more about:LexisNexis Risk Solutions Website http://risk.lexisnexis.com LexisNexis Risk Solutions Linkedin https://www.linkedin.com/company/lexisnexis-risk-solutions/InterSystems Website http://www.intersystems.com InterSystems Linkedin https://www.linkedin.com/company/intersystems/Our sponsors for this episode are:Sage Growth Partners https://www.sage-growth.com/Quantum Health https://www.quantum-health.com/Show and Host's Socials:Slice of HealthcareLinkedIn: https://www.linkedin.com/company/sliceofhealthcare/Jared S TaylorLinkedIn: https://www.linkedin.com/in/jaredstaylor/WHAT IS SLICE OF HEALTHCARE?The go-to site for digital health executive/provider interviews, technology updates, and industry news. Listed to in 65+ countries.

How to Engage Busy Stakeholders - Mike CohnWe often find ourselves reliant on others outside the team.For example, an agile team may get stuck waiting for feedback on the latest features or input on what to build next because a key stakeholder has never shown up for a sprint review. Without that stakeholder's feedback, the team is impeded: unable to determine if what they've created is what's needed.The team nags, pleads, and cajoles. But still they're left waiting because stakeholders are often busy, and they just can't (or won't) find the time.You've tried moving the sprint review meeting to more convenient times. You've sent agendas that make it clear the stakeholder's most desired feature is the one being discussed in the review.But time and time again, something comes up at the last minute and the stakeholder is a no show.In these instances, it's time to take the meeting to them. When a stakeholder won't (or can't) show up for the team, it's time for a different approach: Schedule time on the stakeholder's calendar for a meeting a few days before sprint planning.Use that block of time to work together on what the team needs.Schedule a Non-Meeting Meeting Tip within the Tip: Want more help with team dynamics and stakeholder management? Try my free Scrum Team Reset training. It's three videos from me that will help you find new ways to take your team from good to great. When I schedule the meeting, I'll sometimes be very clear what the meeting is about: “I want to go over such-and-such with you before the review.” Other times, I'll be more vague: “I need to chat about the project.”Use whatever language you need to secure time on the person's calendar. Why? Because we are all more willing to cancel appointments with ourselves than we are to cancel an appointment with someone else. By putting time on their calendar that they're reluctant to cancel, you've secured enough time for them to actually do the work. Get the To-Do to DoneDuring the meeting, explain to them the work you need them to do (look at the feature and give feedback or clarify how the feature should work.) Then, use the time to step through the implementation (or plan) with them.This results in two things: the team gets the information it needs. The stakeholder finds that the thing they've been putting off really wasn't so bad once they focused on getting it done. Why This WorksWhen stakeholders show an inability to get work or answers to you at appropriate times, it's time to intervene. Maybe they're worried their time will be wasted in a review where their feature is one of many being discussed.Maybe “review the xyz feature” has been on their to-do list and keeps getting bumped down. Or maybe they haven't actually scheduled a specific time to work on it.No matter the reason, the work the team needs done is not happening. And your best chance of helping the stakeholder do that work is to schedule time with the stakeholder directly. And then use that time to make it happen.Should stakeholders be able to do this on their own?Sure.But we all struggle at times. My experience is that after doing this a handful of times with a stakeholder, most stakeholders will form a new habit and be able to continue without you.In other cases, you and the stakeholder will discover it actually is more efficient when done together, and you'll keep a recurring meeting on their calendar that isn't the review. That's perfectly fine, too.Stakeholders are often busy. And that can cause them to take longer to respond than a fast-moving agile team might like. Finding creative solutions that keep the team moving (even if it's not something Scrum prescribes) is the best way to help advance a team from good to great,How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Stakeholder requirement gathering is often one of the most dreaded parts of data science projects - dry, tedious sessions where conflicting voices talk past each other and senior executives dominate the conversation. Yet without proper requirements, data science projects are doomed to fail due to solving the wrong problems or missing critical business needs.In this Value Boost episode, David Cohen joins Dr. Genevieve Hayes to reveal how gamification can transform stakeholder meetings from painful obligation into collaborative problem-solving sessions that actually produce useful requirements.You'll learn:Why gamification works as a "Trojan horse" for productive business conversations [03:26]How to ensure every voice is heard, not just the loudest or most senior person in the room [06:34]The simple technique that prevents senior executives from dominating and skewing requirements [06:59]The easiest way to add interactive elements to your next stakeholder meeting without complex games [08:20]Guest BioDavid Cohen is a data and AI strategy consultant, with a background in supporting the F500 clients of both Big 4 and boutique consulting firms. He is the founder of Superposition, a consulting firm that builds collaborative workshops focused on data & AI-related use cases.LinksConnect with David on LinkedInSuperposition websiteSuperposition YouTube channelConnect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE

Why do so many projects spiral into stress, shifting priorities, and endless risks while others seem to flow smoothly toward success? What if the difference isn't just about tools or methods, but about how you lead?Thankfully, today's guest brings a fresh, human-centered approach to project management. James Louttit is the author of Leading Impactful Teams: Achieving Low Stress Success in Project Management, a leadership coach, and a former CIO who now trains managers and business leaders around the world. His work blends real-world experience with practical tools to help managers lead projects with clarity, sustainability, and impact.In this episode, James introduces his “eight lenses of project management” and reveals why prioritization is often the missing key to project success. He shares powerful ways to engage stakeholders, identify and manage risks, and avoid common mistakes in estimating time and effort. Along the way, James offers stories and frameworks that any manager, whether formally a project manager or not, can use to keep work on track and teams energized.In the extended members-only conversation, James explains how to properly scope your projects and define quality, two notoriously tricky areas that can make or break your results.Get FREE mini-episode guides with the big idea from the week's episode delivered to your inbox when you subscribe to my weekly email.Join the conversation now!Conversation Topics(00:00) Introduction to Project Management(01:44) The Eight Lenses of Project Management(03:13) The Importance of Prioritization(07:54) Agile vs. Waterfall Project Management Approaches(10:23) Engaging Stakeholders Effectively(17:20) Managing Risks in Projects(24:09) Time Management and Estimating Effort(30:40) Keep Up with James(31:30) [Extended Episode Only] How To Properly Scope Your Projects(33:10) [Extended Episode Only] Defining Quality In Project ManagementAdditional Resources:- Get the extended episode by joining The Modern Manager Podcast+ Community for just $15 per month- Read the full transcript here- Follow me on Instagram here - Visit my website for more here- Upskill your team here- Subscribe to my YouTube Channel here Keep up with James Louttit- Follow James on LinkedIn here- Subscribe to his YouTube channel here- Join the IPM Community with a free 7-day trial hereGuest Bonus: Free Audio Book: Leading Impactful Teams and 3 FREE 1-Year Membership to IMP CommunityLeading Impactful Teams is a lively exploration of the "lenses" of project management – Scope, Prioritisation, Time, Cost, Quality, Risks, Team and Stakeholders – that will enable the reader to develop a "sixth sense" for potential issues that could derail their project. It provides a practical toolkit to help you and your team deliver great project outcomes with minimum stress and maximum fun. The IPM Community helps you deliver projects on time, on budget, and without burnout through bite-sized lessons, tactical tools and weekly peer support. Created by James Louttit, author of Leading Impactful Teams, it's a no-jargon, no-exam space where professionals learn fast, share real challenges, and lead with confidence.  To get this bonus and many other member benefits, become a member of The Modern Manager Podcast+ Community.---------------------The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive and great work gets done.Follow The Modern Manager on your favorite podcast platform so you won't miss an episode!#ProjectManagement #Leadership #TeamManagement #TeamSuccess #ProjectPlanning #AgileLeadership #RiskManagement #ProjectManagementTips #LeadershipSkills #TeamPerformance

Stakeholder management is as important as it is challenging: Without the support of the stakeholders, it is virtually impossible to achieve product success. Aligning them, however, can be tricky. In the worst case, you experience endless meetings, conflicting opinions, and bad compromises. But it doesn't have to be this way. In this episode, I share five practical measures to help you succeed with stakeholder management.

Stakeholders from across the healthcare industry — from manufacturers and consultants to outside counsel and government officials — recently convened in Chicago for the Medicaid Drug Rebate Program Summit 2025. In this episode of Connected With Latham, Washington, D.C. partner Chris Schott, counsel Nicole Liffrig Molife, and associate Danny Machado share impressions and key takeaways from the conference, including action items like readying litigation support to address likely future challenges. Also check out our bi-weekly Drug Pricing Digest on the website or subscribe to receive future editions in your inbox.   This podcast is provided as a service of Latham & Watkins LLP. Listening to this podcast does not create an attorney client relationship between you and Latham & Watkins LLP, and you should not send confidential information to Latham & Watkins LLP. While we make every effort to assure that the content of this podcast is accurate, comprehensive, and current, we do not warrant or guarantee any of those things and you may not rely on this podcast as a substitute for legal research and/or consulting a qualified attorney. Listening to this podcast is not a substitute for engaging a lawyer to advise on your individual needs. Should you require legal advice on the issues covered in this podcast, please consult a qualified attorney. Under New York's Code of Professional Responsibility, portions of this communication contain attorney advertising. Prior results do not guarantee a similar outcome. Results depend upon a variety of factors unique to each representation. Please direct all inquiries regarding the conduct of Latham and Watkins attorneys under New York's Disciplinary Rules to Latham & Watkins LLP, 1271 Avenue of the Americas, New York, NY 10020, Phone: 1.212.906.1200

“When I saw Google change the destiny of the planet, I could not imagine doing anything else but working with brilliant entrepreneurs.”-Asha Jadeja Motwani and her husband, Rajeev Motwani, the Silicon Valley legend of technical startups, are together the founding stakeholders of Google.In the late 1990s, they came to the United States as most Indians, as students. From being part of Google's early days to their journey as investors and now, extending that into an active participation in American politics. She speaks about Rajeev's pivotal role in mentoring Larry Page and Sergey Brin, co-authoring the PageRank paper, and helping shape Google's DNA. Today, through the Motwani Jadeja Foundation, Asha continues to build on that legacy; funding entrepreneurs, supporting Indian voices in global think tanks, and opening doors at Davos and Washington. Asha also reflects on how the Indian diaspora can play a far greater role in shaping the future of India-US partnership and why entrepreneurs are critical to the future of this relationship.If you're an entrepreneur building in the India–US corridor, or curious about the opportunities the two nations are creating for startups, then this episode is for you.00:00  – Trailer01:25 – How Rajeev became founding stakeholder of Google03:48 – The early days of Google: first office to first funding07:52 – Investments of Dot Edu Ventures10:03 – Asha's role in American politics10:45 – How Indians in Silicon Valley can strengthen US–India corridor12:18 – The lack of Indian scholars in think tanks13:14 – Do Indians have enough influence in American politics?13:52 – Is Silicon Valley & the Indian diaspora shifting right?15:00 – The impact of Trump on India–US relations17:36 – Asha's role in opening doors for India globally21:09 – How the Motwani Foundation selects projects and people24:08 – Entrepreneurs as a critical part of US–India value creation24:54 – What's missing in US–India value creation?26:33 – Report on “jailed for doing business” in India27:56 – The legacy of Rajeev Motwani-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send us a text

00:00 Introduction to Coffee Memo and Current Industry Landscape02:42 Understanding the Unprecedented Volatility in Coffee Prices05:16 The Importance of Engagement and Peer Support08:07 Navigating Burnout and Overwhelm in the Coffee Industry10:42 Market Dynamics: Supply, Demand, and Climate Change13:33 Decision-Making in Uncertain Times16:12 The Role of Stakeholders in Business Decisions18:48 Finding Stability Amidst Chaos21:37 Conclusion and Call to Action  Part of The Exchange Coffee Podcasting Network TAKE OUR LISTENER SURVEY Visit and Explore Covoya!

Thabo shole-Mashao standing in for Clement Manyathela is joined by Dineo Matsi, Portfolio Chair for Corporate and Shared Services, to discuss the strategic importance of boosting tourism in Ekurhuleni and unlocking its full potential. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Thabo shole-Mashao standing in for Clement Manyathela is joined by Nkosindiphile Xhakaza, Executive Mayor of Ekurhuleni, to discuss the key objectives of the Tourism Stakeholder Engagement Sessions, focusing on enhancing the city's tourism capacity and fostering stronger partnerships with industry stakeholders. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Thabo Shole-Mashao standing in for Clement Manyathela is joined by Lebohang Skhosana from Toca Essentials, a pioneering wellness and cosmetics company that harnesses the power of African indigenous herbs in its processing and manufacturing operations. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Thabo Shole-Mashao standing in for Clement Manyathela is joined by to Greg Hoffman, Marketing Manager for Birchwood Hotel they discuss the servies offered by Birchwood Hotel. Greg also touched on the Hotel’s contribution to job creating in the city of Ekurhuleni by offering learnership to young people who do not have work experience. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Thabo Shole-Mashao standing in for Clement Manyathela speaks to Phakamile Mbengashe, Head of Department of Communications, Marketing and Tourism at the City of Ekurhuleni to get an update on the tourim stakeholder engagement session happening in Ekurhuleni this morning. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Jose Quesada on Discovery, Strategy, and the Value of Product Management Jose Quesada, VP of Product Management at American Express, joins Rina Alexin to unpack how Amex built a globally recognized mobile app by running discovery and delivery in parallel. From killing bad ideas quickly to making strategy concrete, Jose shows how product leaders can balance long-term vision with day-to-day execution... all while keeping skeptical stakeholders on board. Key Topics Discussed in This Episode Discovery ≠ delivery Why Amex runs two tracks in parallel and why “killing hypotheses” is as valuable as proving them. Stakeholder judo How to align skeptics, win champions, and use communication, relationships, and data to build trust. Strategy that sticks Building blocks of a good strategy, why context is everything, and how to link product bets to company goals. Why Listen to This Episode? In this thought-provoking episode, you'll gain: A practical model for running discovery and delivery in parallel Tactics for disproving bad ideas fast (and celebrating the red) Stakeholder management techniques that actually lower friction A blueprint for building strategies that align with business context If you're tired of being told “be more strategic” without any how-to, this conversation will give you concrete tools and mindset shifts you can use tomorrow. Related Resources Check out these additional tools and resources to add to your PM belt: Productside Resource Library More Productside Stories Podcast Episodes Explore Productside Courses 

Scrum Masters, You're Not Just the Meeting PersonYou set up the standup, run a clean retro, update the board — and yet, nothing really changes. Dependencies still hit late. Stakeholders still ask for fixed timelines. The team's doing its best, but it always feels like someone outside is pulling the rug. Sound familiar?That's because agility doesn't stop at the team boundary. And if you're only coaching inside the circle, you're missing half the job. The real magic? It happens when you start coaching around the team too.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Landmark Difference Makers Interview Series: Tiffany Smith – Founder of Your Future Stakeholders (YFS) and The Angel Moms CollectiveWe're honored to have Tiffany Smith, founder of the non-profit Your Future Stakeholders (YFS) and the Angel Moms Collective.​After the heartbreaking loss of her 15-year-old son to gun violence, Tiffany channeled her grief into action, creating spaces for healing, empowerment, and advocacy.Through YFS, she offers transformational programs that empower mothers and provide training and development for youth and their families. Her mission is to turn pain into purpose, fostering leadership and community healing. ​Through her podcast, The Angel Moms Collective, she shares her journey and offers support to other mothers navigating the unimaginable. Join us as we delve into Tiffany's inspiring story of resilience and her mission to ensure no grieving mother walks alone.

Summary: In this episode, John R. DiJulius III and Denise Thompson discuss the importance of taking time for personal growth through sabbaticals, the evolving job market dynamics leading to a trend of loyalty among employees, the stark contrast in compensation between CEOs and average workers, and the philosophy surrounding wealth and generosity. They explore how societal expectations and corporate practices shape our understanding of success and responsibility. Takeways: Taking a sabbatical can lead to personal and professional growth. The job market is shifting towards valuing employee loyalty over job hopping. CEO compensation has drastically outpaced worker wages, raising concerns about corporate greed. Generosity and giving back can lead to a more fulfilling life than hoarding wealth. The concept of stakeholder capitalism is gaining traction but lacks meaningful implementation. Economic trends show that staying in a job may now be more beneficial than switching for higher pay. The disparity in wealth distribution is a pressing issue that needs addressing. Corporate practices often prioritize shareholder wealth over employee welfare. Generosity should be a priority for those who have achieved financial success. The conversation around wealth and its responsibilities is evolving. Chapters: 00:00The Importance of Sabbaticals 11:52The Shift from Job Switching to Job Loyalty 20:46Corporate Greed and Stakeholder Theory 22:00The Profitability Dilemma 23:25The Billionaire Question 26:26Stakeholder Capitalism: A Shift in Focus 27:44The Reality of Corporate Promises 28:47Generosity vs. Greed 31:20The Pursuit of Happiness and Wealth 33:35The Impact of Wealth on Society   This episode is sponsored by Fin.  Learn more at Fin.ai/csrevolution Links: Fin.ai/csrevolution  Learn more about how Fin, the #1 customer service agent! Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Interview Questions: https://thedijuliusgroup.com/resources/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Books:  https://thedijuliusgroup.com/shop/ Blogs on Above and Beyond Culture: https://thedijuliusgroup.com/category/above-beyond-culture/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

There is less water in the Colorado River and more growth in Arizona. Stakeholders will meet to discuss shares of the river with the other states. Central Arizona Project Board President, Terry Goddard, joined the show to discuss Arizona's 2026 Colorado River water plan. 

The Sprint Review shouldn't be a sleepy status update, it's a high-leverage inspection-and-adaptation event that shapes what happens next.  In this episode, we break down what a great Sprint Review looks like, why developers should demo working product (not PPT slides), and how Product Owners and Scrum Masters can co-facilitate to keep it tight, focused, and valuable.  Hear practical tips: crafting a clear agenda, inviting the right stakeholders, handling “over-talkers,” using parking lots, avoiding the dog-and-pony prep trap, and closing with decisions that feed straight into the backlog and the next Sprint Plan.

Welcome to another insightful episode of Accelerate Your Business Growth! Today, host Diane Helbig is joined by Bill Shander, a world-class listener and author of the new book, Stakeholder Whispering: Uncover What People Need Before Doing What They Ask. Bill shares his expertise on the importance of not taking tasks at face value, the art of asking the right questions, and how to truly understand what stakeholders need—even when they aren't sure themselves. In this episode, Bill details why simply following instructions isn't enough in today's fast-paced work environment. Instead, he advocates for a thoughtful approach that starts with probing questions and mindful listening. Whether you're new to the workforce or a seasoned professional, Bill's practical tips will empower you to build better relationships, earn trust, and deliver real solutions. If you are a small business owner or salesperson who struggles with getting the sales results you are looking for, get your copy of Succeed Without Selling today. Learn the importance of Always Be Curious. Accelerate Your Business Growth is proud to be included on the list of the 45 Best Business Growth Podcasts. We are also honored to be selected by FeedSpot as one of the Top 10 Growth Hacking Podcasts, Top 25 Evergreen Podcasts and Top 50 Business Growth Podcasts on the web. Each episode of this podcast provides insights and education around topics that are important to you as a business owner or leader. The content comes from people who are experts in their fields and who are interested in helping you be more successful. Whether it's sales challenges, leadership issues, hiring and talent struggles, marketing, seo, branding, time management, customer service, communication, podcasting, social media, cashflow, or publishing, the best and the brightest join the host, Diane Helbig, for a casual conversation. Discover programs, webinars, services, books, and other podcasts you can tap into for fresh ideas. Be sure to subscribe so you never miss an episode and visit Helbig Enterprises to explore the many ways Diane can help you improve your business outcomes and results. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textIn this episode of Deconstructing Comp, Yvonne Guibert and Rafael Gonzalez welcome Scynthia Syfrett, Workers' Compensation Program Manager at SHARP Healthcare in San Diego. Scynthia offers her perspective on managing a large deductible program, with a $1 million per-claim deductible, and the lessons in risk that come with operating at this scale.Our conversation examines how large deductible programs shift a significant portion of the claims exposure back to the employer, presenting both opportunities and challenges. Scynthia explains why careful oversight, proactive claims management, trusted vendor partners, and tailored processes are essential to ensure every claim is handled with both financial accountability and employee care.She also highlights why healthcare systems, with thousands of employees, must maintain clear strategies for managing risk, controlling litigation, and supporting injured employees within such a high-stakes framework.You'll also learn that Scynthia is passionate about education, just like Yvonne and Rafael! Key terms and concepts mentioned in this episode to help guide your listening:Large Deductible Program – SHARP's program features a $1 million per-claim deductible, shifting a significant portion of the financial responsibility back to the employer.Risk Management – In workers' compensation, risk management means recognizing and addressing financial, legal, strategic, and safety risks that can affect both employees and the organization.Litigation Review – The process of evaluating claims before escalating to legal action; Scynthia discusses SHARP's unique approach.Return to Work (RTW) – Supporting employees in safely resuming their roles, often with modified duties.Safety – Preventive measures and tracking of safety incidents within an employer's environment.Employee Education – SHARP's investment in training employees to understand workers' compensation processes and responsibilities.Trusted Vendor Partners – External claims, legal, and medical partners who work closely with an employer to manage claims effectively.¡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

Thabo Shole-Mashao, in for Clement Manyathela speaks to David Kramer, who is a member of the governing body of the Walter Sisulu Environmental Centre and Vumile Senene, from the Clean Air Fund to better understand the work they do to teach young people about keeping the air clean. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Can anyone predict the future? While Hollywood and media experts try to figure out what's next, media consultant Phil Cooke https://philcooke.com shares 5 essential strategies for embracing uncertainty and building resilience in today's chaotic culture.

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

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/

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