Podcast appearances and mentions of Stephen Covey

Have you ever paused to think about the areas of your life that might be slipping through the cracks? It's a common journey we all go through as we navigate this world, reprioritising and adjusting as things evolve.   In the sphere of life coaching, it's often emphasised that we need to pay attention to various parts of our lives to truly thrive. From finances and relationships to health, joy, and family, each aspect contributes to crafting a well-rounded existence.      Let's face it, it's all too easy to become hyper-focused on one area, sacrificing others along the way. Decisions about what we prioritise sculpt our life journey and outcomes. But how do we achieve balance, ensuring no part of our life is left neglected? That's the personal expedition each of us must embark on, deciding where to channel our life force and energy, understanding fully that every component impacts our future success and happiness. One insightful analogy, inspired by Stephen Covey's Seven Habits of Highly Successful People, is about "sharpening the saw." It's about maintaining readiness and support networks, so we're prepared for any situation, much like keeping a saw sharp to effectively cut wood. This rings especially true for workaholics who might overlook personal relationships, only realising their importance later on when those connections have faded. Today, I'm highlighting the importance of conducting a personal review of all aspects of life. Are your relationships flourishing, is your career on track, and are your finances aligned with your professional missions? Without regular introspection and attention, change won't come. And remember, "energy flows where attention goes." Neglect breeds stagnation, while attention fosters growth. Interestingly, I've observed how crucial it is to reignite our sense of play and fun, an element sometimes forgotten in adulthood. Watching children, their capacity for joy is infectious, reminding us that fun isn't just for kids. Regularly revisiting and enhancing this aspect can add a joyful spark to daily life—ask yourself daily: "Where did I have fun today, and how can I create more of it tomorrow?" When it comes to more structured areas, such as finances or relationships, thoughtful planning is required, but each can improve significantly with dedicated focus. So, here's my simple suggestion today: take a moment to assess where you stand across life's many dimensions. If you identify areas that need improvement, provide them with the necessary attention and time to flourish. And if you need any help with that, you know who to call. Always be well on the journey.      Life Passion & Business Podcast is about finding answers to life's big questions through weekly interviews with guest speakers. The Shortcast is my ongoing commitment to staying inquisitive and passionate about life, with whatever is alive for me each week. Follow the links below to discover what else is on offer.     The Five Questions eBook: https://lifepassionandbusiness.com/the-five-questions Focus Coaching: https://lifepassionandbusiness.com/focus-coaching/ Support The Podcast:https://www.buymeacoffee.com/lifeandpassion Midlife Survey: https://lifepassionandbusiness.com/midlife-challenge/              

Two-Time NY Times Bestselling Author From her own remarkable experiences, Janet created the profoundly impactful Passion Test process. This simple, yet effective process has transformed thousands of lives all over the world and is the basis of the NY Times bestseller she co-authored with Chris Attwood, The Passion Test: The Effortless Path to Discovering Your Life Purpose & Shine Your Light: Powerful Practices for an Extraordinary Life by Janet Bray Attwood and Marci Shimoff .Janet is a living example of what it means to live a passionate, fully engaged life. A celebrated transformational leader, Janet has shared the stage with people like His Holiness the Dalai Lama, Sir Richard Branson, Nobel Prize winner, F.W. deKlerk, Stephen Covey, Jack Canfield, and many others. She is also known as one of the top marketers in America. In 2000, Mark Victor Hansen and Robert G. Allen paid for 40 of the top marketing experts in the country to come to Newport Beach, CA to consult with them on marketing their book, The One Minute Millionaire. Janet was one of the very first they invited. As a result of that meeting, Robert G. Allen and Mark Victor Hansen asked Janet to partner with them in their Enlightened Millionaire Program. Her personal stories of following her passions, of the transformations which people like Chicken Soup for the Soul author Jack Canfield have experienced with The Passion Test, and the practical, simple exercises she takes people through to discover their own passions are a few of the reasons she gets standing ovations wherever she presents. Janet has given hundreds of presentations and taken thousands of people through The Passion Test process, in the U.S., Canada, India, Nepal, and Europe. Janet is also the founder of The Passion Test for Business, The Passion Test for Coaches, The Passion Test for Kids and Teens, The Passion Test for Kids in lockdown, and The Reclaim Your Power program for the homeless. Janet is a golden connector. She has always had the gift of connecting with people, no matter what their status or position. From the influential and powerful, to the rich and famous, to lepers and AIDS patients, to the Saints of India, Nepal, the Philippines and elsewhere—to anyone who is seeking to live their destiny, Janet bonds with every single person, and the stories she shares are inspiring, mind-boggling, uplifting and very real. A co-founder of top online transformational magazine, Healthy Wealthy nWise, Janet has interviewed some of the most successful people in the world about the role of passion in living a fulfilling life. Her guests have included Stephen Covey, Denis Waitley, Robert Kiyosaki, Neale Donald Walsch, Paula Abdul, Director David Lynch, Richard Paul Evans, Barbara DeAngelis, marketing guru Jay Abraham, singer Willie Nelson, Byron Katie, Wayne Dyer, Nobel Prize winner Muhammad Yunus, Tony Robbins, Rhonda Byrne and many others. These live teleconference interviews have attracted listeners from all parts of the globe Janet and Chris are both founding members of that organization whose 100+ members serve over 25 million people in the self-development world. Janet Attwood makes magic happen. Her presentations hold audiences spellbound. Her programs attract people from all over the globe. Through her magnetic charisma she is touching the lives of millions of people around the world. janetattwood.com'© 2025 All Rights Reserved© 2025 Building Abundant Success!!Join Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASSpot Me on Spotify: https://tinyurl.com/yxuy23baAmazon Music ~ https://tinyurl.com/AmzBAS https://tinyurl.com/BASAud

✅ WORKBOOK ACCESS: The Confident Communicator: Master the Art of Persuasion and Influence https://bit.ly/4hau72X✅ Subscribe: https://bit.ly/3TwUtU0******Personal Integrity: 6 Steps to Earn Trust and Fix RelationshipsBased on Stephen Covey's “The 7 Habits of Highly Effective People,” we explore the concept of the Emotional Bank Account and provide you with 6 actionable steps to strengthen your integrity and transform your connections.Whether you're a solopreneur looking to enhance your personal and professional relationships or simply want to improve your trustworthiness, these steps will guide you toward a richer, more fulfilling life.Don't let broken promises define you.******Chapters:0:00 - Introduction0:20 - The 7 Habits of Highly Effective People0:27 - What's an Emotional Bank Account?1:16 - 1) Understanding the Individual2:33 - 2) Attending to the Little Things3:14 - 3) Keeping Commitments4:18 - 4) Clarifying Expectations5:11 - 5) Showing Personal Integrity6:13 - 6) The Laws of Love and the Laws of Life7:47 -Next Steps******Links mentioned:The 7 Habits of Highly Effective People: https://amzn.to/3LKThaB******All Channels:✅ Channel: https://bit.ly/3TwUtU0✅ Instagram: https://bit.ly/478urJN✅ Podcast: https://spoti.fi/3pHC47k✅ Free Resources: https://bit.ly/42iwaut✅ Newsletter: https://bit.ly/42EdQMh******Common searches:1. How to build trust in relationships2. Importance of keeping promises3. Steps to earn trust in relationships4. Rebuilding trust after broken promises5. Personal integrity and trust6. Emotional bank account concept7. Repairing broken trust8. How to show personal integrity9. Improving trust in personal relationships10. Maintaining personal integrity******#relationshipsAdvice#relationhips#trustBuilding

In this revealing solo episode of Spirituality Now, host and producer Ivonne Delaflor dives deep into a theme that's often misunderstood, misjudged, and even feared: the power of changing your mind

This episode of the In a World With Real Media features a fascinating conversation with Joe Calhoon, a longtime friend and business mentor of Brad's. Joe shares his inspirational life story, from overcoming family tragedies to finding success as a speaker, business consultant, and entrepreneur.  He discusses the importance of faith, developing self-awareness through assessments like the Kolbe and Gallup tests, and his experience working with renowned figures like Zig Ziglar and Stephen Covey. You won't want to miss as the conversation centers around Joe's expertise in the Entrepreneurial Operating System (EOS) and his advice for entrepreneurs on starting and growing a successful business.

Do you feel like no matter how hard you try to make changes, you always seem to fall flat on your face? Maybe you stick to your goals for a few weeks, but then life happens—cupcakes are served, plans don't go as expected, and suddenly you find yourself devouring a whole bag of Oreos or adding more fabric to your already full stash. If this sounds familiar, this episode is for you. I'm Dara Tomasson, and welcome to the 200th episode of The Quilters Coach Podcast! That's right—200 episodes, over four years of showing up, learning, and growing together. And guess what? It's all been perfectly imperfect. In this special episode, we're tackling perfectionism head-on. So many of my clients don't even realize they're perfectionists—until they take my quiz and have that oh wow moment. Perfectionism shows up in sneaky ways, keeping you stuck in all-or-nothing thinking, self-doubt, and endless frustration. But today, I'm here to offer you something invaluable: relief. In This Episode, You'll Learn: Why embracing imperfection is the key to real change The perfectionism quiz—how to recognize the hidden ways perfectionism is holding you back How perfectionism fuels self-sabotage (whether it's with food, quilting, or relationships) The wisdom of Brianna Wiest, Benjamin Hardy, and Stephen Covey on growth, nature, and success How small, consistent actions over time lead to massive transformation A Story of Breakthrough I share the inspiring story of a woman who followed me for years, doubting herself, before finally reaching out. She thought she wasn't “smart enough” to figure things out, but the truth was, she just needed the right tools to process her emotions and break free from old patterns. Now, she's inside Love Yourself Thin, ready to change her life. Take the Quiz! Are you a perfectionist? Find out by taking the quiz on my website! It will calculate your results and give you insights into how perfectionism might be affecting your life. Visit www.daratomasson.com to take the quiz today. Final Thoughts You don't have to be perfect to grow. Nature isn't perfect, yet it flourishes. Growth happens in the mess, in the imperfections, in the willingness to try again. So buckle up, listen in, and give yourself the gift of embracing imperfection. Resources & Links: Take the Perfectionist Quiz: HERE  Join Love Yourself Thin: www.daratomasson.com Follow me on Instagram: @daratomasson Book: The Mountain is You by Brianna Wiest Thank you for being part of this journey. Here's to 200 episodes and many more to come!  

(0:00) Intro(1:37) About the podcast sponsor: The American College of Governance Counsel(2:24) Start of interview(3:10) Alex's origin story(5:56) His advisory boards and other board positions. On the importance of the academic practitioner nexus.(7:02) About his book May Contain Lies (2024)(10:07) About confirmation bias, relevant to corporate directors.(11:48) About black and white thinking (binary thinking).(14:44) Dissent in the boardroom. How in the UK directors don't have "skin the game" (no equity compensation).(21:59) On his "ladder of misinference": helps understand how misinformation can be perpetuated by misinterpreting the steps in a logical argument. The four key stages are: a statement is not fact, a fact is not data, data is not evidence, and evidence is not proof.(27:27) On his book "Grow the Pie" and the shareholder and stakeholder debate.(30:13) On the pushback against ESG in the US ("pushback is better than backlash"). His paper The End of ESG (2023)(32:53) On the use and misuse of board diversity data. His paper: (Diversity) Equity and Inclusion (2023)(40:34) On AI and the boardroom(44:15) On Public Benefit Corporations (PBCs). (49:23) The value of scientific research for boards(50:27) Books that has greatly influenced his life:The 7 Habits of Highly Effective People by Stephen Covey (1989)The Little Prince by Antoine to Saint-Exupéry (1943)The Alchemist by Paulo Coelho (1988)(53:12) His mentors:His dadWilliam Chalmers (CFO at Lloyds Banking Group, ex boss at Morgan Stanley)Learning from every situation(54:25) Quotes that he thinks of often or lives his life by: "You can do everything you want to and be everything you want to be but not all at once" (Laurie Hodrick). "You don't know how many times you'll get to play in your life so if you do get the chance you've got to rock it big time" (Tony Mortimer, East 17)(56:53) An unusual habit or an absurd thing that he loves: exercising daily.(59:06) The living person he most admires: Stuart Pearce.Alex Edmans is a Professor at London Business School, Fellow of the British Academy; and Fellow of the Academy of Social Sciences. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Brian has worked in book publishing, public relations, and marketing for three decades, having helped thousands of authors, from first-time, self-published writers to New York Times best-selling authors, including Dr. Ruth, Stephen Covey, Ken Blanchard, Mark Victor Hansen, and Comedian George Wallace, . A published author and an award-winning blogger (http://www.bookmarketingbuzzblog.blogspot.com), Born and raised in Brooklyn, New York, he now resides in Westchester, NY.

In this episode, Cary Weston sits down with Avrum Nadigel, a seasoned marriage and family therapist, author, musician, and self-proclaimed productivity nerd from Toronto. Avrum shares how he combines analog and digital tools—particularly ChatGPT—to track, reflect, and improve both his personal and professional life. From crafting a “board of directors” in ChatGPT made up of his favorite productivity thinkers to uploading journal entries and getting tailored weekly reviews, Avrum offers a fascinating, detailed look into a highly personalized system of digital reflection and growth. His enthusiasm for combining technology with introspection shines, making for a lively and thought-provoking conversation. 3 Key Takeaways Analog + AI = Powerful Reflection Tool: Avrum blends handwritten notes with AI to track patterns, enhance his weekly reviews, and combat recency bias, creating a living system of self-awareness. Productivity Meets Personality: He built a “virtual board of directors” within ChatGPT—including personas like David Allen and Stephen Covey—that debates his weekly performance, adding humor and insight. Start with Curiosity: For beginners unsure how to use ChatGPT, Avrum recommends starting with a quirky question or a real-life problem and letting curiosity guide the conversation. About Avrum Nadigel Avrum Nadigel is a marriage and family therapist with over 30 years of experience, an author of three books (one co-written with his psychiatrist wife), and a passionate musician and urban sketcher. His deep interest in productivity and systems thinking led him to explore creative ways to use AI to better understand his own patterns and behaviors. Avrum is also a dedicated journaler who uses both analog tools and ChatGPT to keep track of personal growth, ensuring fun is always part of the process. Avrum's website: https://www.nadigel.com Cary offers customized one-on-one ChatGPT training in 60 minute sessions. Find out more information on the sessions, answers to frequent questions, and how to register at www.ChatGPTExperiment.com +++++++++ CONNECT WITH CARY ChatGPT Podcast Website: www.ChatGPTExperiment.com Marketing Podcast: www.PracticalMarketingShow.com Cary's Agency Website: www.CMWeston.com LinkedIn: https://www.linkedin.com/in/caryweston LINKEDIN NEWSLETTER The Chat GPT Experiment is also a LinkedIn Newsletter and you can find it here: https://www.linkedin.com/newsletters/the-chat-gpt-experiment-7110348839919702016/ MUSIC CREDITS The instrumental music used in this podcast is called “Curious” by Podington Bear.

本集由「國泰世華 CUBE」贊助播出 人生沒有標準答案，很多事學校教不了 投資、理財 就是其中一門困難課題 想主動學習卻不知道如何踏出第一步？ 國泰世華 CUBE Podcast 節目 「解鎖從容理財」 節目中將分享財經情勢與理財小故事 與你一起創造「從容投資、品味理財」的態度生活。 立即收聽 ➡️ https://kkbox.fm/s2NF1M #國泰世華 #解鎖從容理財 ▬ ▬ ▬ ▬ ▬ ▬ 本集來賓是柯沛寧（小柯老師），畢業於常春藤名校的他，離開學校後曾任華爾街金融業，擁有高薪工作，卻毅然轉換跑道，踏入教育現場。他從尼泊爾的山上教室開始，走進台灣的每一間教室，把成功學大師柯維Stephen Covey的「七個習慣」帶進孩子的生命裡，幫助他們學會一件一生受用的事——自我領導。

How Writing One Book Launched a Multi-Million Dollar Coaching CareerIn this powerful talk, Coach Micheal Burt reveals the true origin of his rise to becoming a Person of Interest. What was the catalyst? Sitting down to write his very first book.Coach Burt takes you deep into the journey—from coaching high school girls' basketball with lessons pulled from Stephen Covey's "7 Habits," to crafting books that turned into income-generating assets, to speaking in front of the Final Four and coaching CEOs. You'll hear behind-the-scenes stories of how one self-published book sparked unexpected opportunities, including paid seminars, consulting gigs, and a speaking career that snowballed.You'll learn:- The real power of writing a book (and why most fail to sell even 5,000 copies)- How to monetize your message and turn a book into business- Why best-seller titles mean nothing without real impact- The difference between blue-collar vs. white-collar coaching opportunities- The simple, undeniable truth about motivation: most people just need help showing upThis isn't just a story about writing—it's a blueprint for turning your ideas into income, and your passion into a platform.-------------------Events:https://www.coachburt.com/eventsMasterclass:https://offer.coachburt.com/preydrivemasterclassregisterHire Me To Speak:https://www.coachburt.com/hirecoachCheck out my Books:https://www.coachburt.com/resources

This episode features Dr Rachel Morris discussing the impact of stress and burnout on GP partners and PCN Clinical Directors, with a focus on how maintaining job control can help reduce pressure. It also introduces a communication model rooted in empathy, curiosity, and the principle of "highest intent," offering strategies for improving workplace relationships. The importance of trust-building and direct, face-to-face communication is explored as a way to bridge gaps between practices and strengthen collaboration, drawing on Stephen Covey's principles to turn misunderstanding into teamwork. Join us as we explore how fostering these personal connections can help overcome common challenges, transforming tension into teamwork. Introduction (00:09)  The stress that leaders are facing.. (00:37) What can we control? (01:38)  Controlling leaders (03:28)  Avoiding difficult conversations (05:29) Advice for having difficult conversations (07:28) When is a problem too large to tackle? (18:34) Listening & understanding (21:45) Maintaining relationships within PCNs (24:42)  How & where to hear more from Rachel (28:26)  The Lead Generator for HiFIVE model handout can be found here. To attend ‘Work Well Live: Prevent Burnout, Boost Retention and Protect Your Time and Energy - A New Approach' click here. The replay of ‘FrogFest Virtual 2024 - This Time it's Awkward Recording' can be found here. Website - https://youarenotafrog.com/ Instagram - https://www.instagram.com/drrachelmorris/ LinkedIn - https://www.linkedin.com/in/dr-rachel-morris/ Facebook - https://www.facebook.com/DrRachelMorris YouTube - https://www.youtube.com/@youarenotafrog Our FREE Am I Stressed, Overwhelmed or Burnt Out Toolkit -  https://www.shapestoolkit.com/stressed-overwhelmed-burnout-toolkit For all enquiries about the Ockham podcast, please contact Ben Gowland here.

Kevin and Julie explore how to keep Jesus Christ at the true center of gospel teaching. Drawing from personal experience and Stephen Covey's insights, they introduce the idea of creating a personal mission statement to guide teaching efforts. They discuss how common distractions—like content, fear, or approval—can shift our focus, and how a Christ-centered mission realigns our purpose. With practical questions and examples, they invite listeners to reflect, refocus, and teach with greater intention and connection._______________Subscribe for more free YouTube Tips: https://www.youtube.com/teachingrestored?sub_confirmation=1Find all episodes: https://teachingrestoredAsk a question for us to answer on our podcast: https://teachingrestored.com/contact-us/Join us on:✅ Instagram: https://www.instagram.com/teachingrestored✅ Facebook: https://www.facebook.com/teachingrestored✅ YouTube: https://www.youtube.com/@teachingrestored

“Bad habits are like a comfortable bed—easy to get into, but hard to get out of.” ~Jewish ProverbIntention, Data, and the Ingredients for Lasting Habit DevelopmentWe love science. We trust scientists.Why?Because they use data.They run experiments. They form hypotheses and make plans. They test, track, and refine.Here's the question most people never ask:If you love science so much, where's your behavioral data?Where's the record of your actions?Where's the feedback loop driving your growth?That's what this episode is about.ShareHabit development requires more than repetition.It requires intention. And intention needs a PLAN.This is where most habit models fall flat.The Habit Loop is descriptive, not prescriptive.It explains what happens once a habit exists, but not how to build one intentionally.That's where P.A.R.R. comes in—a proven, habit-building system aligned with the scientific method itself:Plan – Form your hypothesis: the habit, your MSC (Minimum Success Criteria), and target days.Act – Run the experiment: do the behavior as planned.Record – Track your results using 1s and 0s, and jot down notes.Reassess – Analyze your results: targets vs. actuals.If you're 85% or better, raise the bar for the next four-week tracking period.If not, revise and stay consistent.That's how you develop habit strength and automaticity.Unfortunately, the famed “Habit Loop” — cue, routine, reward — is not the answer.ShareHabit and Skill Development Require 3 Ingredients:There are three fundamental requirements to build a good habit or skill:Knowledge: You need to know what to do and why it matters.Capacity (Not skill): The late, great Stephen Covey taught that habit formation requires knowledge, skill, and desire—understandably so. However, upon closer examination, a key distinction emerges:Both intentional habits and skills, once fully formed, reside in the same part of the brain—the limbic structure.When something becomes automatic, it's no longer a “skill in development”—it's a capacity expressed repeatedly. That's why skill cannot be a prerequisite for habit formation. It's basic capacity that matters. Not skill.Desire: The most important. With genuine desire, knowledge, and capacity, will be found—or created. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit habits2goals.substack.com/subscribe

Kevin and Julie explore how to keep Jesus Christ at the true center of gospel teaching. Drawing from personal experience and Stephen Covey's insights, they introduce the idea of creating a personal mission statement to guide teaching efforts. They discuss how common distractions—like content, fear, or approval—can shift our focus, and how a Christ-centered mission realigns our purpose. With practical questions and examples, they invite listeners to reflect, refocus, and teach with greater intention and connection._______________Subscribe for more free YouTube Tips: https://www.youtube.com/teachingrestored?sub_confirmation=1Find all episodes: https://teachingrestoredAsk a question for us to answer on our podcast: https://teachingrestored.com/contact-us/Join us on:✅ Instagram: https://www.instagram.com/teachingrestored✅ Facebook: https://www.facebook.com/teachingrestored✅ YouTube: https://www.youtube.com/@teachingrestored

Did you like the episode? Send me a text and let me know!!Mastering Leadership Skills: Entrepreneurial Insights with AI Co-Host PiIn this episode of 'Business Conversations with Pi,' Skoob and AI co-host Pi discuss the essential leadership skills necessary for new entrepreneurs. They cover topics such as effective communication, delegation, leading by example, providing feedback, and fostering a positive work environment. The episode also delves into how these skills can specifically help in building a podcast network and translate into broader entrepreneurial ventures. To top it all off, they recommend must-read books on leadership to help you continually improve your skills. Tune in for insightful AI-powered advice on turning your startup dreams into reality.the 7 Habits of Highly Effective People" by Stephen Covey"Dare to Lead" by Brené Brown "Good to Great" by Jim Collins"The Coaching Habit" by Michael Bungay Stanier "Start With Why" by Simon Sinek00:00 Introduction to Business Conversations with Pi01:36 Meet Your AI Co-Host, Pi01:52 Best Practices for Effective Leadership03:14 Leadership in Building a Podcast Network04:17 Strategic Decision-Making in Podcasting05:17 Translating Leadership Skills to Entrepreneurship06:23 Recommended Books on Leadership07:31 Final Thoughts and Encouragement08:04 Conclusion and Next Steps Thank you for being a Skoobeliever!! If you have questions about the show or you want to be a guest please contact me at one of these social mediasTwitter......... ..@djskoob2021 Facebook.........Facebook.com/skoobamiInstagram..... instagram.com/uepodcast2021tiktok....... @djskoob2021Email............... Uepodcast2021@gmail.com Skoob at Gett'n Basted Facebook PageAcross The Start Line Facebook Community If you would like to be coached on your entrepreneurial adventure please email me at for a 2 hour free discovery call! This is a $700 free gift to my Skoobelievers!! Contact me Now!! On Twitter @doittodaycoachdoingittodaycoaching@gmailcom

In dieser Folge von Alles Liebe, Erika geht es um eine der kraftvollsten Einsichten im Leben und in der Führung: —> Du kannst andere Menschen nicht verändern!Ich spreche darüber:•⁠ ⁠Warum der Versuch, andere zu kontrollieren, uns Energie und Lebensfreude raubt.•⁠ ⁠Was der Wirkungskreis nach Stephen Covey damit zu tun hat.•⁠ ⁠Welche befreiende Botschaft Mel Robbins in ihrem Buch "Let Them" teilt.•⁠ ⁠Wie du Gelassenheit und innere Klarheit entwickelst, indem du deinen Fokus wieder auf dich selbst richtest.Lass uns gemeinsam erforschen, wie du deine Energie bewusst dort einsetzt, wo du wirklich etwas bewegen kannst: bei dir selbst.Stay true. Lead with love.Viel Freude beim Hören! Nähere Informationen zu Dr. Erika Maria Kleestorfer:Website: www.kleestorfer.comInstagram: https://www.instagram.com/erikamariakleestorfer/?hl=deLinkedIn: https://www.linkedin.com/in/dr-erika-maria-k-a18426/Buch: Purpose: How Decisions in Life are Shaping Leadership JourneysLove-Cards: https://produkte.kleestorfer.com/love-cardsEmail: office@kleestorfer.com Dieser Podcast wurde bearbeitet von:Denise Berger https://www.movecut.at

In The 7 Habits of Highly Effective People, Stephen Covey discusses a paradigm shift. A shift in how you think can change how you relate to others and yourself. It can affect your perspective and how you approach your relationships, communication, and self-awareness. How do your experiences influence your perspective on the world?The answer is in the question. Cheers!

Feeling exhausted on your growth journey? You're not alone. In this revealing episode, Reed and Jake unpack the counterintuitive truth that sustainable personal development requires strategic pauses, not just relentless pushing forward.We introduce "The Three R's" framework—a powerful diagnostic tool for anyone experiencing growth fatigue. First, we examine how Rest functions as legitimate self-leadership, not laziness. Physical sleep, emotional downtime, and mental disconnection aren't optional luxuries—they're essential practices that prevent burnout from choosing rest for you. As we explain, "If you feel like you have to work seven days a week to get everything done, working five or six days with intentional unplugging will actually help you accomplish more."Next, we explore Recreation (literally "re-creation") as a necessary component of sustained growth. We distinguish between activities that truly refresh you versus those that merely numb you—a critical difference that determines whether you're rebuilding your resources or simply escaping. What makes you feel alive again? Is it adventure, deep conversation, artistic expression, or something entirely different? The answer is highly individual and worth discovering.Finally, we discuss Retooling—the intentional sharpening of skills through courses, mentorships, and deliberate practice. "If you're too busy to improve, you're too busy to succeed," as Stephen Covey wisely noted. We share practical approaches to retooling in the real estate world, including the surprisingly generous culture of knowledge-sharing among competitors.Our challenge to you: Schedule 24 guilt-free hours of rest, do one thing that makes you feel truly alive, and invest in retooling this week. Your sustainable growth depends on it.Here's a tool to help you improve your professionalism NOW: go to https://areapro.com/rmg/ to get started with AreaPro and get ready for your business to boom! https://www.rmgagentpodcast.com/https://www.youtube.com/@RMGAgentPodcast/featured

In this special episode of The Daily Mastermind, George Wright III collaborates with John Harding, an expert from the Franklin Planner, to discuss strategies for conquering overwhelm in today's digital world. They delve into the definition and causes of overwhelm, such as lack of clarity, overcommitment, and digital distractions. The discussion highlights practical solutions, including the principles of the Franklin Planner system, Stephen Covey's Seven Habits, and the unique benefits of using pen and paper to manage tasks, improve memory, boost creativity, and reduce stress. The episode aims to provide listeners with actionable insights and tools to lead a more intentional and focused life, both personally and professionally.00:06 Overview of the Franklin Planner Podcast00:43 Understanding Overwhelm in a Digital World02:12 Defining Overwhelm and Its Causes04:55 Addressing Overwhelm: Priorities and Focus06:57 Solutions to Overwhelm: The Franklin Planner Approach20:28 The Power of Handwriting and Paper PlannersThank you for listening and remember, "It's never too late to create the life you were meant to live". See you tomorrow.George Wright IIICheck out Franklin Planner Podcast at FranklinPlanner.com

Today we focus on enhancing personal growth through three pillars: 1) Developing self-awareness by managing reactions to stimuli and evaluating self-talk using Stephen Covey/Viktor Frankl principles 2) Releasing negative patterns through physical movement and micro-dosed wellness practices 3) Implementing accessible self-care actions tied to neurotransmitter release and stress reduction. In this episode you'll hear: Start by focusing on your relationship with yourself. Responsibility is framed as the 'ability to respond,' emphasizing personal agency in managing reactions to external stimuli. Create space between stimulus and response to evaluate internal reactions and shift beliefs or focus. Inspired by Stephen Covey and Viktor Frankl's work. Evaluate self-talk using a three-step framework: identify what works, what needs improvement, and what harmful patterns to eliminate (analogous to radio 'air checking'). Cortney McDermott, a returning guest and a beloved voice on the show, is an international speaker and TED Talk presenter, Cortney is also a bestselling author. Her latest book, Give Yourself Permission: Be Confident. Be Happy. Be You., is out now.        

Can't be bothered with email or speak pipe? Text us!We're back! It's been six weeks - sorry about that!Jason was finally struck down by covid... for the first time. Yes, really! Now he finally understands what everyone is complaining about. There's a lot to catch up on: the election, a digression into 'Married at first sight' and what happens to a sander when you use it for 6 hours straight on your boat hull. We get half way through a very full mailbag, before getting on to our dissection of chapter one of Stephen Covey's Seven Habits of Highly Effective People. This is the third time we've talked about this book, and we're only now doing Habit One: proactivity ... look, we have a lot to say! Check out episode 17, where we discuss how the book is really Mormonism pretending to be productivity, and chapter 38 where we talk about chapter three.Be warned - it gets very deep and meaningful. In fact, we get so into it that we forgot to do a two minute tip! We'll make it up to you, we promise.Things we mentionPrevious discussions of 7 Habits: episode 17 and chapter 38Academic Mean Girls Inger reckons Andy Kirk is your go to for Data visualisationBack to Zero - the paper Book: The voices within: the history and science of how we talk to ourselvesBook: Team DogBook: The presentation of self in everyday lifeThe Valley of Shit (blog post about Jason when he was doing his PhD)Book: Striking Ore: the rise and fall of union power in the PilbaraBook: Enemy FeGot thoughts and feel pinions? Want to ask a question? You can email us on - Leave us a message on www.speakpipe.com/thesiswhisperer. - See our workshop catalogue on www.ontheregteam.com. You can book us via emailing Jason at enquiries@ontheregteam.com- Subscribe to the free, monthly Two Minute Tips newsletter here (scroll down to enter your email address) - We're on BlueSky as @drjd and @thesiswhisperer (but don't expect to hear back from Jason, he's still mostly on a Socials break).- Read Inger's stuff on www.thesiswhisperer.com. - If you want to support our work, you can sign up to be a 'Riding the Bus' member for just $2 a month, via our On The Reg Ko-Fi site

In today's WEEKEND WISDOM episode, Jamy Bechler talks about one of Stephen Covey's principles in the book "Seven Habits of Highly Effective People". The "Success is a Choice" podcast network publishes these WEEKEND WISDOM episodes to provide food for thought as we look to finish the week strong and make a difference in the world around us. - - - -  If you like quotes, then you'll want to check out Jamy Bechler's new book "The Coach's Bulletin Board". It contains thousands of insights, thoughts, and quotes are contained in this book. Please visit JamyBechler.com/BulletinBoardBook to get your signed copy. - - - - - Please follow Jamy on Twitter @CoachBechler for positive insights and tips on leadership, success, culture, and teamwork. - - - - - Check out our virtual sessions for parents, coaches, students, and administrators at FreeLeadershipWorkshop.com. These sessions are free and cover a variety of topics. - - - -  The Success is a Choice podcast network is made possible by TheLeadershipPlaybook.com. Great teams have great teammates and everyone can be a person of influence. Whether you're a coach, athletic director, or athlete, you can benefit from this program and now you can get 25% off the price when you use the coupon code CHOICE at checkout. Build a stronger culture today with better teammates and more positive leaders.  Chin Up Chest Out is also a proud partner of the Success is a Choice podcast network. ChinUpChestOut.com is more than a great apparel brand, it's a movement. A portion of all sales of their fabulous merchandise and apparel goes to support mental health initiatives. Our listeners can get 10% off and free shipping with promo code PLAYBOOK. With the new NIL (name, image, and likeness) rules, they are looking for college athletes to be brand ambassadors.  - - - -  Please consider rating the podcast with 5 stars and leaving a quick review on iTunes.  Ratings and reviews are the lifeblood of a podcast. This helps tremendously in bringing the podcast to the attention of others. Thanks again for listening and remember that “Success is a choice. What choice will you make today?” - - - -  Jamy Bechler is the author of nine books including The Captain and The Bus Trip, host of the Success is a Choice Podcast, professional speaker, and trains organizations on creating championship cultures. He previously spent 20 years as a college basketball coach and administrator.  The Leadership Playbook is Bechler's online program that helps athletes become better teammates and more positive leaders while strengthening a team's culture. As a certified John Maxwell leadership coach, Bechler has worked with businesses and teams, including the NBA. Follow him on Twitter at @CoachBechler. To connect with him via email or find out about his services, please contact speaking@CoachBechler.com. You can also subscribe to his insights on success and leadership by clicking here.

Brian Alfaro is the Director of Investor Relations at Headway Capital, a Houston-based private equity firm managing over $500 million in assets. With a background in the restaurant industry, Brian transitioned into real estate in 2017, starting in single-family investing before moving into multifamily. Today, he specializes in building investor relationships and raising capital for large-scale multifamily projects.     Get ready for REWBCON 2025, happening from April 10th to 12th! Use my code JOHN at checkout for 10% off your ticket. Key Takeaways: Transitioned from single-family to multifamily investing after realizing the scale and sophistication better aligned with his goals. Investor relations is a long-term game focused on education, trust-building, and communication. Effective capital raising is more about listening to investor needs than pushing returns. Investors should ask more questions about risk, not just returns. Strong communication and transparency are crucial when working with passive investors.     Topics: From Restaurants to Real Estate 17-year background in restaurant operations before entering real estate in 2017. Started with the BRRRR strategy, but found single-family investing misaligned with his personality and long-term vision. Making the Jump to Multifamily Joined a multifamily mentorship in 2020 to scale smarter. Chose capital raising as his focus area, learning to nurture and educate investors. Why Multifamily Made More Sense Single-family was labor-intensive with low cash flow margins. Multifamily offered more scalability, better team collaboration, and higher ROI potential. Appreciated the abundance mindset and collaboration in multifamily circles compared to the scarcity mindset in single-family spaces. Investor Relations Demystified Focused on helping investors feel confident and informed through steady communication and trust-building. Building “know, like, trust” takes time—rarely an overnight process. Education-first mindset; avoids industry jargon to reduce confusion. Top Questions LPs Should Be Asking Investors often ask about returns but rarely probe into risks or past challenges. Brian encourages asking about capital calls, past losses, and how operators handled them. Transparency and accountability are key indicators of a trustworthy sponsor. Mistakes New Capital Raisers Make Being too transactional or too numbers-focused instead of building genuine relationships. Failing to understand investor goals—listening is more powerful than selling. Good investor relations = solving problems, not pitching products.    

On this episode of Christopher Lochhead: Follow Your Different, we engage with psychologists Dr. Christian van Nieuwerburgh and Dr. Robert Biswas-Diener to explore the concept of radical listening. We discuss why effective listening is challenging in today's fast-paced, technology-driven world and identify cultural and emotional barriers that hinder genuine communication. We'll also highlight how radical listening can transform personal and professional relationships by making others feel seen, valued, and heard through active curiosity and empathy. This episode serves as a call to action for listeners to cultivate deeper connections through intentional and empathetic listening practices. You're listening to Christopher Lochhead: Follow Your Different. We are the real dialogue podcast for people with a different mind. So get your mind in a different place, and hey ho, let's go. Introduction to Radical Listening Christopher sets the stage by introducing his esteemed guests, Dr. Christian van Nieuwerburgh and Dr. Robert Biswas-Diener. He poses them a critical question: why do so many people struggle with listening effectively? This question serves as the foundation for a deep dive into the nuances of listening and its impact on human connection. Dr. van Nieuwerburgh begins by highlighting a paradox: despite being born with the ability to hear, many individuals fail to listen well. He attributes this to several factors: our current fast-paced modern lifestyles, technological distractions, and each person's internal emotional barriers. Dr. Biswas-Diener adds that cultural dynamics play a significant role in shaping our listening habits. In Western societies, individualism often leads to conversations becoming competitions for airtime. People frequently listen with the intent to respond rather than to understand, resulting in superficial interactions. This "waiting to talk" mentality is a significant barrier to genuine listening. The Importance of Curiosity Chistopher shares his personal journey of self-discovery, emphasizing the importance of personal development in improving listening skills. He recalls a coach who taught him that what many people call listening is often just waiting for their turn to speak. This insight underscores the need for a shift in mindset. Dr. van Nieuwerburgh agrees and adds that a key aspect of radical listening is approaching conversations with curiosity. When individuals genuinely seek to understand others, they create a space for deeper connection. This involves asking them open-ended questions, avoiding assumptions, and practicing patience and letting the other person finish their thoughts without interruption. Cultural Influences on Listening The conversation shifts to the impact of technology and social media on listening habits. Christopher points out that many platforms prioritize self-promotion and broadcasting over genuine interaction. This environment fosters a culture of "me first," where individuals are more concerned with sharing their own experiences than engaging with others. Christopher also reflects on the teachings of Stephen Covey, who emphasized the importance of seeking first to understand before being understood. He contrasts this with the current trend of self-centered communication, where individuals prioritize their own narratives over listening to others. Dr. Biswas-Diener acknowledges this shift and highlights the need for a rebranding of listening practices to emphasize connection rather than mere comprehension. To hear more from Dr. Christian van Nieuwerburgh & Dr. Robert Biswas-Diener and how Listening can be a superpower in everyday life, download and listen to this episode. Bio ​Dr. Christian van Nieuwerburgh Dr. Christian van Nieuwerburgh is a distinguished executive coach, academic, and consultant, renowned for his contributions to coaching and positive psychology. He currently serves as Professor of Coaching and Positive Psychology at the Centre for Positi...

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Links: https://newsroom.churchofjesuschrist.org/article/earthly-stewardship-a-look-into-the-april-2025-world-report https://newsroom.churchofjesuschrist.org/article/2024-caring-for-those-in-need-summary https://www.instagram.com/p/DH2ALq6MAIY/ https://talksport.com/basketball/3037958/shawn-bradley-bike-crash-paralyzed-tallest-nba-player/ https://www.youtube.com/watch?v=LgwMyYxXZwo#:~:text=From%20NBA%20Star%20to%20Life,'%20series%20on%20KSL.com https://www.sltrib.com/news/2025/03/31/therapy-sex-abuse-ex-therapist/?fbclid=IwY2xjawJZS-dleHRuA2FlbQIxMQABHQlRm7uHeSW6AWehFsXS4OW2klFkgOFISWO2HMlaKCGDNXgCsFDBw2LwqQ_aem_mT10u512RsVtv_pZw55k2g https://www.thechurchnews.com/members/2025/03/30/yvonne-chan-hong-kong-asl-deaf-church-member/ https://www.deseret.com/faith/2025/03/29/men-religion-gender-women-gap/ https://newsroom.churchofjesuschrist.org/article/church-receives-award-for-reconstruction-preservation-of-ohio-historic-site?fbclid=IwY2xjawJYPhdleHRuA2FlbQIxMQABHYCPBo01ndW-n32Syh3QBS87asDiq4Q0PIlsxTxmMQKmRqrKqynSwwbuew_aem_yTYY0Bi4NUgKM_UA_8y0gw https://newsroom.churchofjesuschrist.org/article/rendering-location-announced-for-retalhuleu-guatemala-temple https://news-africa.churchofjesuschrist.org/article/the-church-donates-equipment-for-inmate-rehabilitation-in-ghana-prison Stop Recycling: https://www.youtube.com/watch?v=NLkfpjJoNkA 6 Events by Stephen Covey https://amzn.to/43xVKzf

Do you feel exhausted? No matter which way you turn, no matter what you do, what you say, how your pipeline is, how your sales are – you're just not meeting the mark?  Some call this imposter syndrome.  Others say you've had an intense season and just need a break - take time for self-care and then you'll be fine.What if there's more to the story?In this episode, let's dive into the common mental health threats entrepreneurs face and what you can do to prevent overwhelm and anxiousness from stealing your joy, and your profits.Ready to sharpen your profitable podcasting mindset?  Let's go!

In this episode, Steve Fretzin and Michael Vater discuss:Growth and networking beyond traditional legal marketingLeveraging legal tech and AI to enhance efficiencyBuilding strategic partnerships for sustainable growthEffectively balancing leadership, operations, and legal work Key Takeaways:Lawyers should build strategic partnerships with realtors, title agents, and medical professionals who connect with potential clients needing legal services instead of relying solely on attorney referrals.Generative AI tools enhance legal research by cross-referencing case law and statutes, helping attorneys find crucial precedents faster and more accurately.Zoom court appearances reduce travel time and create "bonus time" for attorneys to focus on business development and client acquisition.Law firms often let accounts receivable grow unchecked, but strict payment policies like upfront retainers or automated billing prevent financial strain and ensure cash flow. "The world is constantly changing. If you fail to change with it, you will be left behind." —  Michael Vater Got a challenge growing your law practice? Email me at steve@fretzin.com with your toughest question, and I'll answer it live on the show—anonymously, just using your first name! Thank you to our Sponsors!Rankings.io: https://rankings.io/Rainmakers Roundtable: https://www.fretzin.com/lawyer-coaching-and-training/peer-advisory-groups/ Episode References: The 7 Habits of Highly Effective People by Stephen Covey: https://www.amazon.com/Habits-Highly-Effective-People-Powerful/dp/0743269519 About Michael Vater: Michael Vater, Esq., Managing Partner of The Ticktin Law Group in South Florida, has successfully litigated complex cases across the U.S. and abroad, including over 20 Florida counties, California, Texas, Pennsylvania, Ohio, South Carolina, and Iceland, where his victory set a European Union precedent on consumer rights in aviation disputes. Since joining the firm in 2010, he has specialized in entertainment, personal injury, and real estate litigation, serving as lead counsel in over 1,600 cases and litigating 100+ Jury and Non-Jury Trials. Recognized by Super Lawyers as a Rising Star, awarded to only 2.5% of Florida lawyers, he has also been featured in Authority Magazine, Lawyers of Distinction, Business Daily Media, and PacerMonitor. Connect with Michael Vater:  Website: https://legalbrains.com/Email: mvater@legalbrains.comLinkedIn: https://www.linkedin.com/company/the-ticktin-law-group-p.a./Twitter: https://x.com/LegalBrainsFacebook: https://www.facebook.com/TheTicktinLawGroup/#Instagram: https://www.instagram.com/legalbrains/# Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911  Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

You can live without saving money, and you can live with debt, but you cannot live without cash flow. In fact, if you want your personal finance to flourish, cash flow is a key element you need to focus on – passive income too. Why is that the case? Find out about critical personal financing missteps you should avoid making, what to focus on to measure financial progress and happiness, and the key traits you can learn from the happiest and most successful people to win more in personal finance. Just like many other areas of life, personal finance too is dependent on your own tank both from a mental, physical, and resources standpoint. Trying to do too much with their resources is one of the most common personal finance missteps people make. There's a tendency of segregating financial goals into silos and of gravitating towards what looks easiest over what is often best – which typically leads to personal finance goals not being achieved. Brian believes that the key to maximizing your capabilities should be on building resources, and then creating cash flow from them to fund everything else. Passive income plays a crucial role in that it fills your income gap, allowing you to free up your time. Brian sees people often getting caught up in their silos and finding themselves beholden to their system of working to spend. It's possible to live without saving money, and with debt, but it's impossible to live without cash flow. How do you measure financial progress? To identify what makes them happy, people often go beyond financial aspects and look at things such as family, friends, faith, fitness, and free time. Once you have this aspect figured out, you can either do everything by yourself – with all the risks that this approach entails – or you can delegate. In The 7 Habits of Highly Effective People, Stephen Covey explains that the happiest and most successful people have figured out how to buy more time by relying on professionals with the knowledge and experience to help them manage their relationships, health, time, and money. Tom Rath, author of Stengths Finder 2.0, has found that successful people tend to leverage strengths and delegate weaknesses. They spend their time on things they're good at and want to spend their time on, and they delegate the tasks they can gain more time from by not doing them.     Mentioned in this episode: BrianSkrobonja.com BrianSkrobonja.com/FamilyOfficeQuiz Chat GPT The 7 Habits of Highly Effective People by Stephen Covey Strengths Finder 2.0 by Tom Rath   This is a replay of "In Financial Planning, Consider Your ‘Fuel Tank of Capability'"   Securities offered only by duly registered individuals through Madison Avenue Securities, LLC. (MAS), Member FINRA & SIPC. Advisory services offered only by duly registered individuals through Skrobonja Wealth Management (SWM), a registered investment advisor. Tax services offered only through Skrobonja Tax Consulting. MAS does not offer Build Banking or tax advice. Skrobonja Financial Group, LLC, Skrobonja Wealth Management, LLC, Skrobonja Insurance Services, LLC, Skrobonja Tax Consulting, and Build Banking are not affiliated with MAS. The firm is a registered investment adviser with the state of Missouri, and may only transact business with residents of those states, or residents of other states where otherwise legally permitted subject to exemption or exclusion from registration requirements. Registration with the United States Securities and Exchange Commission or any state securities authority does not imply a certain level of skill or training. Advisory services are only offered to clients or prospective clients where Skrobonja Wealth Management, LLC and its representatives are properly licensed or exempt from licensure. This website is solely for informational purposes. Past performance is no guarantee of future returns. Investing involves risk and possible loss of principal capital. No advice may be rendered by Skrobonja Wealth Management, LLC unless a client service agreement is in place. Skrobonja Financial Group, LLC provides links for your convenience to websites produced by other providers of industry related material. Accessing websites through links directs you away from our website. Users who gain access to third party websites may be subject to the copyright and other restrictions on use imposed by those providers and assume responsibility and risk from use of those websites. Any references to protection, safety or lifetime income, generally refer to fixed insurance products, never securities or investments. Insurance guarantees are backed by the financial strength and claims paying abilities of the issuing carrier. This is intended for informational purposes only. It is not intended to be used as the sole basis for financial decisions, nor should it be construed as advice designed to meet the particular needs of an individual's situation. Our firm is not permitted to offer, and no statement made on this site shall constitute tax or legal advice. Our firm is not affiliated with or endorsed by the U.S. Government or any governmental agency. The information and opinions contained here in provided by third parties have been obtained from sources believed to be reliable, but accuracy and completeness cannot be guaranteed by our firm. Any media logos and/or trademarks contained herein are the property of their respective owners and no endorsement by those owners of Brian Skrobonja is stated or implied. 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Senate Bill 5 [SB5], The Wildlife Heritage Act recently passed the NM State Legislature and was signed into law. SB5 provides a wholistic approach to updating the systems in place for wildlife management in New Mexico. This bill was supported by one of the largest and most diverse conservation coalitions ever to be assembled in the state. Each organization who worked tirelessly to help this necessary bill become law approached the goal from a unique perspective. The values, priorities and mission statements represented by the more than twenty groups who formed this united team are often quite different. One core belief shared universally by the coalition is that future generations of New Mexicans deserve to enjoy robust wildlife populations in the fourth most biodiverse state in the Nation. United by this truth, conservation leaders across New Mexico agreed to push our differences aside and focus on this common goal. The result was success. Jesse Deubel joins Judy Calman of Audubon Southwest, Matthew Monjaras of Impact Outdoors and John Rutter of The New Mexico Houndsmen Association in this discussion about the monumental improvements provided through SB5. While each of these organizations were motivated by different reasons, all supported SB5 and all were instrumental in the bill's success. In his book, "The 7 Habits of Highly Effective People," author Stephen Covey writes "Seek first to understand, then to be understood." By heeding that advice, a large conglomeration of interest groups in New Mexico has effectively transformed the future of wildlife management in the Land of Enchantment. This is a win for all people and a win for all wildlife. Enjoy the listen!  For more info: NMWF Website

What are the things you can control in your business? What are the things that we can look at? Identifying the very specific companies, the very specific industries that we need to be able to interact with, to be able to get our customers as close to what they need as possible. We might not be able to get them exactly what they want at the price they want it. But most of them are going to understand that. Most clients are not going to blame you for the fact that the economy is doing certain things, or that there are things happening in the world. David: Hi, and welcome back. In today's episode, cohost Kevin Rosenquist and I will be discussing focusing on things you can control. Welcome back, Kevin. Kevin: Hey, it's great to be here, David. I always am a big preacher around the house of "control what you can control." You know, I can't do everything. So control what you can control. So I'm excited to talk about this. David: Yeah, it's a really good topic, both from a personal standpoint and from a business standpoint. It's so easy to get caught up in the day to day of what's going on outside our own environments. Especially with the news. Everybody's talking about different things that are happening regarding the economy, the stock market, all kinds of things that are happening. When we focus too much on the things that are outside of our control, we basically abdicate the things we can work on that move the needle for us. Kevin: Do you feel like people are even more focused on stuff they can't control? Like what's happening in the world and in the news now because of how much news is thrown at us in so many different ways with social media and whatnot? David: I think so. Yeah. I think it's always been like this. But yes, it does seem to be more of an epidemic lately, than maybe it has been in the past. I remember being exposed to this concept, I think it was in the Seven Habits of Highly Effective People. Stephen Covey was talking about your sphere of influence. Kevin: Mm-hmm. David: Where you basically draw a circle and you say, okay, inside this circle is what I can control. And everything outside. It is what I can't control, which is basically the world and everything else. Right. Kevin: Which is, which is a lot of stuff. David: It is a lot of stuff. If this is the circle, then everything outside the circle off into infinity is the stuff you can't control. Exactly. In a situation like that, the more you focus inside your sphere of influence, the bigger it gets. So when you're focusing on the things that you have control of, you end up having control of more things. When you focus your attention outside the sphere of influence, the smaller it gets. That's because you're not working on the things you can actually control. And so for those of us in business... When we are able to really pay attention to that, you can grow your sphere of influence. You can control more of your own environment to accomplish the things you're looking to accomplish. Kevin: Absolutely. So let 's get a little specific here. Let's talk about sales for a second. 'cause one of the things I think about with sales is that sales teams can get really tied up with market conditions and what competitors are doing and all that. How can sales teams kind of focus on what they can directly influence. David: That is such a brilliant example because it's so true. In sales meetings very often you'll have conversations. "Well, this person's doing this, or this person's doing that. Or these people are cutting their price." It's all valid. Those are all things that may actually be happening in the marketplace that we have to respond to. But the first thing to do in that situation is to say, how can we flip the script on this? How can we turn this into something that we can do that is going to be better, different, and received by the market in a way that makes what they're doing less important...

Episode: 00260 Released on March 31, 2025 Description: In this episode of Analyst Talk with Jason Elder, Jason reconnects with returning guest Dawn Reeby to tackle a topic every law enforcement analyst will face sooner or later: handling disagreements in the office. From clashing personalities to miscommunications, Dawn shares practical strategies for resolving workplace conflict before it spirals into something bigger. They explore how to recognize emotional triggers, set healthy boundaries, and use the framework of Stephen Covey's 7 Habits of Highly Effective People to communicate with empathy and clarity. Whether it's dealing with difficult coworkers, misunderstandings over data, or just learning how to read the room better, this conversation is packed with relatable insights and actionable takeaways. Join us for a thoughtful discussion about turning office tension into an opportunity for growth and collaboration.  [Note:  Description produced by ChatGPT.] Get to know more about Dawn by listening to her episode on Analyst Talk With Jason Elder: https://www.leapodcasts.com/e/atwje-dawn-reeby-the-ceo-analyst/  *** Episode 7 Analysis - IACA Conference Preview - Rethinking Thought https://youtu.be/YC_b8GWofDk  *** Name Drops: Related Links: https://www.franklincovey.com/courses/the-7-habits/ https://www.amazon.com/Habits-Highly-Effective-People-Powerful/dp/0743269519 https://www.amazon.com/Difference-Blitzscaling-Millionaire-Principles-Collection/dp/9124201537 Association(s) Mentioned:  Vendor(s) Mentioned:  Contact: reach me at Dawn@excellenceinanalytics.com,  https://www.linkedin.com/in/dawnreeby/   Transcript: https://mcdn.podbean.com/mf/web/t4tku8zr3h8jqrpm/CUWD03_transcript.pdf  Podcast Writer:  Podcast Researcher:  Theme Song: Written and Recorded by The Rough & Tumble. Find more of their music at www.theroughandtumble.com. Logo: Designed by Kyle McMullen. Please visit www.moderntype.com for any printable business forms and planners.  Podcast Email: leapodcasts@gmail.com   Podcast Webpage: www.leapodcasts.com   Podcast Twitter: @leapodcasts  

In this insightful exploration of the "big rocks" concept from Stephen Covey's work, Kate and Ryan discuss how breaking down large goals into manageable chunks applies to both leadership and Scrum teams.  Learn practical strategies for prioritization, sustainable work pace, and achieving meaningful results through strategic goal-setting.

In this powerful follow-up episode, Casey Baugh dives into the final four habits from Stephen Covey's The 7 Habits of Highly Effective People. Building on the foundation of independence from Part One, Casey unpacks the essential habits for thriving in relationships, leadership, and teamwork.From cultivating a win-win mindset to practicing deep empathetic listening and valuing differences, Casey shares real-life stories that show how these habits can transform your personal and professional life. He also highlights the often-overlooked habit of self-renewal—sharpening the saw—as the key to long-term success and fulfillment.Whether you're a leader, entrepreneur, or someone striving for better relationships, this episode offers tactical wisdom to help you operate at your highest potential.Chapters:00:00 – 05:44 | Habit 4: Think Win-Win•Why win-win is a paradigm of abundance, not a tactic•Real-life story of putting others' interests first and reaping long-term trust05:44 – 10:43 | Habit 5: Seek First to Understand, Then to Be Understood•The power of empathetic listening to build trust•How true understanding increases your influence10:43 – 16:28 | Habit 6: Synergize – Valuing the Differences•How differences, not sameness, drive exceptional teamwork•Stories of synergy in sports, business, and personal relationships16:28 – 23:05 | Habit 7: Sharpen the Saw – Self-Renewal•Physical, mental, emotional, and spiritual routines that elevate performance•Why rest, rituals, and recommitment drive sustainable success Hosted on Acast. See acast.com/privacy for more information.

Episode Description In today's energizing episode of The Daily Boost, Scott Smith unveils his simple yet powerful "5 R's" formula for sustainable energy and excitement. Perfect for busy people who feel constantly drained, Scott shares a repeatable pattern that challenges the unsustainable "go-go-go" mentality promoted by society. Drawing from personal experiences and coaching insights, he demonstrates how incorporating ritual, rest, rejuvenation, reactivation, and repetition into your daily routine can transform your productivity and well-being. With his trademark warmth and straightforward delivery, Scott offers practical wisdom that will help you maintain consistent energy levels while still accomplishing your goals—a refreshing alternative to burnout culture that promises lasting results. Featured Story Scott reveals how he developed his "5 R's" formula while trying to solve his own energy management challenges. Initially created for himself during periods when he felt he was "failing at the day," this system eventually became a powerful coaching tool that he's refined over years of client work. Scott compares his approach to Stephen Covey's concept of "sharpening the saw," illustrating how pausing to recharge—like stopping to charge the battery on his electric lawnmower—ultimately leads to greater productivity and enjoyment rather than pushing through exhaustion. Key Takeaways Success comes from performing ritualistic actions consistently every day Running at full speed constantly is not sustainable for long-term success Rest is essential for maintaining energy and excitement Rejuvenation allows your body and mind to recover properly Reactivation happens naturally after proper rest and rejuvenation The key is to repeat this cycle consistently until you achieve your goals Taking strategic breaks actually increases overall productivity Finding what works for you and doing it consistently leads to sustainable success Balance between ritual and variety is important for a fulfilling life Memorable Quotes "Your life will settle when you're ritualistic and do things every single day." "Running full out all the time is not sustainable. You got to stop and rest." "Stand up. Take a step. Repeat. Keep going until you get what you want." Scott's Three-Step Approach Identify the ritualistic actions that lead to success in your life and commit to performing them consistently Incorporate strategic rest periods and rejuvenation into your routine instead of pushing through exhaustion Once recharged, reactivate with fresh energy and repeat the cycle until you achieve your goals Connect With Scott Search for The Daily Boost on Apple Podcasts and Spotify. Email: support@motivationtomove.com Website - https://motivationtomove.com Coaching Program - https://www.faceyourpassion.com/ Mini-Course - https://www.9minuteclaritycode.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

When children need to talk, they'll give subtle clues that most parents miss completely. Recognising these moments and responding with actual listening—not advice, stories, or solutions—creates connections that last decades. The secret? Summarise what they say instead of steering the conversation. Most children never reveal their real issue first, which means parents who jump in with solutions are missing what their children truly need: to be understood. Quote of the Episode: "Understanding is the deepest hunger of the human heart." - Stephen Covey (quoted by Ross Judd) Key Points: Children rarely reveal their real issue first—they test the waters with a "safe" topic before sharing what's really bothering them. Look for unusual behaviour or emotional signals that indicate your child needs to talk. Taking control of the conversation prevents your child from getting to the deeper issue. The art of summarising (repeating back what your child has said) is the key to effective listening. Our brains think 10 times faster than people speak, making it incredibly difficult to truly listen. Deep listening isn't something you need to do all the time—just recognise the important moments. Children often already have the answers to their problems; they just need someone to listen. Use neutral phrases like "tell me more" to encourage continued sharing. Don't change the direction of the conversation with questions that steer it elsewhere. Effective listening involves "taking the ride, not the wheel"—let your child drive the conversation. Resources Mentioned: "Listening: A Guide to Building Deeper Connections" by Ross Judd "Miss Connection: Why Your Teenage Daughter Hates You, Expects the World, and Needs to Talk" by Dr. Justin Coulson Stephen Covey's concept of "faithful translation" (active listening technique) Happy Families Action Steps for Parents: Recognise special moments when your child is seeking connection (unusual behaviour, lingering in doorways, emotional signals). When these moments occur, stop everything, engage fully, and put away distractions. Use neutral phrases like "tell me more" instead of asking directive questions. Practise summarising what your child says without adding your own input. Remember that the real issue usually comes second—be patient and don't try to solve the first problem they mention. See omnystudio.com/listener for privacy information.

Are you ready to pull your teens and kids from public school to start homeschooling, but don't know where to start!? This mini-series is the place. In this episode, we discuss creating a vision for your family and homeschool! This is the 3 episode of 5 in this mini-series. For a deeper dive into the homeschooling transition, check out Episode 1: Beginning the Journey of this podcast. Visions Worksheet: PDF Download Homeschooling 101 Part 1: Laws on YouTube Homeschooling 101 Part 2: Deschooling on YouTube Homeschooling 101 Part 3: Creating a Vision on YouTube YouTube: Watch Episode 7: Vision, Passions, Learning Styles, & Attention Spans Listen to Episode 7: Vision, Passions, Learning Styles, & Attention Spans Sign Up for the School to Homeschool Newsletter School to Homeschool YouTube Channel Private Mentoring with Janae: Schedule a Free Discovery Call Etsy Store: Shop for Homeschooling Swag *Please note that some of the links included in this article are Amazon affiliate links. CONNECT with US Join the Private Facebook Group  Connect and follow along with Janae's Journey on Instagram @janae.daniels Learn more about School to Homeschool Contact Janae: schooltohomeschool1@gmail.com

In this episode of Grow a Small Business, host Troy Trewin interviews Amanda Lemmage, the visionary behind Skinevity Med Spa, shares her inspiring journey of transforming a traditional spa into a thriving wellness clinic. Starting solo in 2013, she achieved 300% revenue growth and built a team of four. Amanda discusses her passion for community involvement, leveraging patient satisfaction, and innovative treatments to create a wellness destination. She also reveals how she self-funded her business and earned accolades like Vanity Fair and Vogue features. Tune in for insights on leadership, resilience, and balancing professional growth with personal well-being. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:   What do you think is the hardest thing in growing a small business? According to Amanda Lemmage, the hardest thing in growing a small business is having patience and persevering through struggles. She emphasizes that success doesn't happen overnight and requires years of experience, learning from failures, and maintaining a positive mindset to overcome challenges. What's your favourite business book that has helped you the most? Amanda Lemmage mentioned "The 7 Habits of Highly Effective People" by Stephen Covey as her favorite business book that has helped her the most. She also expressed appreciation for "Think and Grow Rich" by Napoleon Hill as another impactful read. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Amanda Lemmage recommends two great podcasts for small business growth: The Office Hours Podcast by David Meltzer, offering valuable business insights and discussions on gratitude, and The Ray C Show from Singapore, featuring diverse and inspiring business topics. These resources help expand horizons through impactful interviews and discussions. What tool or resource would you recommend to grow a small business? Amanda Lemmage highly recommends finding a mentor as a key tool for growing a small business. She emphasizes that mentors provide invaluable guidance by sharing their experiences, successes, and lessons learned, helping business owners avoid pitfalls and make informed decisions. What advice would you give yourself on day one of starting out in business? Amanda Lemmage's advice to her day-one self in business would be to stay open-minded and aware of everything around her. She stresses the importance of not limiting oneself to preconceived ideas, being receptive to new opportunities, learning from people encountered along the journey, and recognizing the value they bring. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Being a great leader starts with setting the example you want others to follow – Amanda Lemmage Staying true to your goals while embracing change is essential for lasting success – Amanda Lemmage Your energy as a leader impacts not just your team but everyone who walks through your door – Amanda Lemmage      

In this episode of Career Dreams, Michelle and Chase wrap up the 7-week series, "Mastering the 7 Habits: Your Path to Effectiveness." This episode explores the 7th habit from Stephen Covey's book "The 7 Habits of Highly Effective People" - Sharpen the Saw. This habit is the key to achieving success with the other six habits, as it emphasizes the importance of continuous learning and growth. Join Michelle and Chase as they reflect on the four dimensions of renewal and share personal examples of how these principles show up in their lives. Discover how applying the 7 habits can enhance your work and life, and remember, "Sharp tools are much more effective than dull tools." Use the companion guide and challenge yourself to commit to one activity to sharpen your saw and embrace new perspectives and experiences. Tune in to learn how the principle of renewal can help you preserve and enhance your most valuable asset - yourself. Companion Worksheet: 7 Habits Companion Worksheet FranklinCovey Website: FranklinCovey Got a question? Ask us! Do you have a question you'd like to hear answered on Career Dreams? You can submit an audio recording of your question to be featured on an upcoming episode!  Like it? Share it! If you're finding value in exploring your Career Dreams through this podcast, please share it with your friends, followers and colleagues! Also, your ratings and reviews help others find the show...so please, let us know what you think! You can share your Career Dreams with us anytime via email: careerdreams@forumcu.com. To learn more about making your Career Dreams come true at FORUM Credit Union, visit our website:  https://www.forumcu.com/careers Dream on!

In this episode of Brave & Bold The Personal Branding Podcast, host Kimberly Gayle dives deep into the foundational element of any successful personal brand: Trust. She explains why trust isn't just a nice-to-have but the essential currency that makes your brand thrive. Kimberly Gayle also offers up a challenge to you; a deep, bold assessment of trust based on the 4 core elements outlined in Stephen Covey's The Speed of Trust.   Want to hop on a call to discuss building your personal brand? Request your FREE brand call with me below, and we can set up a personal-brand planning strategy call together! In a call together, I will help you get started with a plan to start realizing your goals and dreams so you can build, grow, and monetize your brand! Request Your Free Personal-Brand Call Here! https://forms.gle/LNMjzcHtXuauGZbv7 Show Notes Here: Episode 33: Trust: The Ultimate Currency of Your Personal Brand Let's Connect Online! Email me: hello@kimberlygayle.com DM/Connect on IG: @kimberlygayleconsulting

This episode was inspired by a conversation I had with my father. Like many topics I cover in this podcast, my own life is the testing ground where I attempt to choose LOVE over FEAR, and share with you the things I've learned.  Today I'm talking about the importance of knowing what your center is - the lens through which you see the world and relationship that shapes your values, thoughts and behaviors.  There are many different centers you can have. You can be Spouse centered, Money centered, Family centered, Work centered, Possession centered, Pleasure centered, and more.  Each of these centers has a consequence. The person who is Spouse centered, for example, feels secure when their spouse treats them well, and insecure when they don't. The person who is Money centered derives their sense of self worth from their net work.  Each center carries with it a way of looking at and relating to the world.  As you can see by now, these centers are incredibly important because they shape how we see the world. Quick note: the centers I'm referring to come straight from Stephen Covey's book The 7 Habits Of Highly Effective People.  In this podcast episode I share with you a consequence of being Family centered, and how relationships hinge on not only knowing your loved ones center, but also understanding how those centers shape how they perceive the world and how they prefer to be treated.  What you'll hear in this episode: A explanation of what it means to be Family centered The 5 Love Languages The importance of knowing not only your center and your Love Language, but that of the people closest to you STRUGGLING WITH CONSISTENCY?  Download the free "trust account" app from the YourDay Balance Game, and start building trust with YOURSELF today!  Android: https://play.google.com/store/apps/details?id=com.balancegame.ydbg iPhone: https://apps.apple.com/us/app/ydbg-watch-play-discover/id1489276659 FEELING THE IMPACT OF CODEPENDENCY? Watch the free #1 obstacle video and learn what derails all successful people and keeps them from moving from codependent to independent https://theydbg.com/obstacle-video/ WANT TO FEEL MORE CLARITY, CONFIDENCE AND PURPOSE? Get the "Having It A.L.L. Blueprint", my self-paced online program for designing and living your greatest life! https://hia.ck.page/products/blueprint CHECK OUT SOME OFFERS FROM OUR AWESOME PARTNERS Needed: https://bit.ly/3IKmWzL - use code HIA20 to get 20% off your order or HIA100 for $100 off a Complete Plan LEAVE THE PODCAST A REVIEW ON APPLE PODCASTS https://podcasts.apple.com/us/podcast/having-it-all-conversations-about-living-an-abundant/id1093257684 CHECK OUT THE ENTIRE HAVING IT A.L.L. PODCAST CATALOG https://www.matthewbivens.com/ GET IN TOUCH WITH MATTHEW matthew@matthewbivens.com Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, we look into Habit 7 of Stephen Covey's 7 Habits of Highly Effective People: "Sharpen the Saw." This habit emphasizes the importance of self-care and continuous growth in four key areas: physical, mental, emotional, and spiritual. By regularly renewing and rejuvenating ourselves, we maintain the energy and focus needed to be our most effective selves. Tune in to learn how prioritizing self-care can boost your overall well-being and long-term success.This is the last in my 8 part deep-dive into the practical, life-changing principles in Covey's amazing book. Check out episodes #231-237 for the full series.--⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Healing Trauma, my new 10 session course is available now!⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠10 Sessions to bring the wounded parts of ourself out of suffering and into the peace, power & compassion of present time. This is a profoundly healing and transformative course that offers you the same depth and guidance I would provide in a series of individual sessions. Give yourself the gift of healing.--⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Please follow me on Insight Timer!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠--Renee's book, workbook and guided audio series "Allies & Demons: Working With Spirit For Power And Healing." is now available on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Amazon,  Kindle and Audible⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Awaken the wisdom of your authentic self with these 15 transformative processes of Spiritual PsI-Kology.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click for a FREE Download⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: Ch. 1 and 1st Inner Journey of Allies & Demons. Spiritual Psi-Kology combines the ancient healing and wisdom traditions of Shamanism and Buddhist philosophy with the best of Western psychology to create a powerful medicine for the mind, body and spirit.Check out my ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ channel, interesting interviews and guided meditations, plus a different format to follow the Spiritual Psikology podcast.--If you'd like to learn more about how Spiritual Psi-Kology might be helpful in your life, get details about my Mentorship program, or set up a FREE 30 minute consultation, please visit⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ReneeMcKenna.com ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow me on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠--Rate, Review & Subscribe on Apple Podcasts. If you like this podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠click here,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ scroll to the bottom, tap to rate with five stars, and select "Write a Review."Then be sure to let us know what you loved most about the episode!

Michelle and Chase dive into Synergize, the 6th habit from Stephen Covey's book, The 7 Habits of Highly Effective People. As part of the 7-week series, "Mastering the 7 Habits: Your Path to Effectiveness," this episode reveals how combining strengths leads to extraordinary results. Be sure to tackle the challenge at the end of this episode. You can also find this challenge in the companion guide below. Companion Worksheet: 7 Habits Companion Worksheet FranklinCovey Website: FranklinCovey Got a question? Ask us! Do you have a question you'd like to hear answered on Career Dreams? You can submit an audio recording of your question to be featured on an upcoming episode!  Like it? Share it! If you're finding value in exploring your Career Dreams through this podcast, please share it with your friends, followers and colleagues! Also, your ratings and reviews help others find the show...so please, let us know what you think! You can share your Career Dreams with us anytime via email: careerdreams@forumcu.com. To learn more about making your Career Dreams come true at FORUM Credit Union, visit our website:  https://www.forumcu.com/careers Dream on!    

Imagine standing at a crossroads. In one direction, you can react to every challenge that comes your way, constantly fighting fires and feeling overwhelmed. In the other, you can choose to focus on what you can control, taking ownership of your responses and creating meaningful change—even within constraints. Which path will you choose?Join us on Change Starts Here as host Dustin Odham continues his five-part series on paradigms, focusing on the critical shift from reactivity to proactivity. Drawing from Stephen Covey's famous principle, "I am not a product of my circumstances; I am a product of my decisions," Dustin explores how this mindset shift can transform educational leadership. Through real-world examples and practical strategies, learn how to expand your circle of influence, overcome challenges, and create a culture of solution-focused action in your school or district.Be sure to like, subscribe, and turn on bell notifications to ensure you don't miss our next episode.If you want to learn more about FranklinCovey, visit us at https://www.franklincovey.com/solutions/education/Host: Dustin Odham, Managing Director at FranklinCovey EducationTimestamps: (00:00 - 01:49) Introduction (01:50 - 03:49) Defining Reactivity vs. Proactivity (03:50 - 05:29) Circle of Concern vs. Circle of Influence (05:30 - 08:09) Real-World Success Story (08:10 - 09:49) Personal & Professional Application (09:50 - 11:40) Call to Action & Closing

Imagine standing at a crossroads. In one direction, you can react to every challenge that comes your way, constantly fighting fires and feeling overwhelmed. In the other, you can choose to focus on what you can control, taking ownership of your responses and creating meaningful change—even within constraints. Which path will you choose?Join us on Change Starts Here as host Dustin Odham continues his five-part series on paradigms, focusing on the critical shift from reactivity to proactivity. Drawing from Stephen Covey's famous principle, "I am not a product of my circumstances; I am a product of my decisions," Dustin explores how this mindset shift can transform educational leadership. Through real-world examples and practical strategies, learn how to expand your circle of influence, overcome challenges, and create a culture of solution-focused action in your school or district.Be sure to like, subscribe, and turn on bell notifications to ensure you don't miss our next episode.If you want to learn more about FranklinCovey, visit us at https://www.franklincovey.com/solutions/education/Host: Dustin Odham, Managing Director at FranklinCovey EducationTimestamps: (00:00 - 01:49) Introduction (01:50 - 03:49) Defining Reactivity vs. Proactivity (03:50 - 05:29) Circle of Concern vs. Circle of Influence (05:30 - 08:09) Real-World Success Story (08:10 - 09:49) Personal & Professional Application (09:50 - 11:40) Call to Action & Closing

On today's show, Stig Brodersen talks with co-host William Green, the author of “Richer, Wiser, Happier.” In their quest for meaningful relationships and being the best version of themselves, they discuss what has made them Richer, Wiser, or Happier in the past quarter. You're invited to join them on their journey. IN THIS EPISODE YOU'LL LEARN: 00:00 - Intro 01:51 - What makes you go weak and go strong.  01:51 - Why emotions can be real but not true. 22:03 - How to let go of experiences you would rather forget. 01:03:37 - How to attract the right people into your life. 01:17:47 - How to forge relationships inside and outside of the value investing community. 01:34:29 - Why should your default be to help other people, but ironically also to constantly say no. 01:35:58 - What William and Stig have read the last quarter that made them Richer, Wiser, and Happier. Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences. BOOKS AND RESOURCES Join the exclusive TIP Mastermind Community to engage in meaningful stock investing discussions with Stig, Clay, Kyle, and the other community members. William Green's book Richer, Wiser, Happier. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q4 2024. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q3 2024. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q1 2024. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q3 2023. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q2 2023. Stig Brodersen and William Green's episode on being Richer, Wiser, and Happier, Q1 2023. William's interview with Terry Smith. William's interview with Arnold Van Den Berg. William's interview with Tsoknyi Rinpoche and Daniel Goleman. Stig and Preston's episode on The Speed of Trust. Daniel Goleman's book, Emotional Intelligence. David Hawkins' book, Power Vs. Force. David Hawkins' book, The Eye of the I. Robert M. Pirsig's Book, Zen and the Art of Motorcycle Maintenance. Tara Bennett-Goleman's book, Emotional Alchemy. Stephen Covey's book, The Speed of Trust. Pico Iyer's book, Aflame. Email Shawn at shawn@theinvestorspodcast.com to attend our free events in Omaha or visit this page. Check out all the books mentioned and discussed in our podcast episodes here. Enjoy ad-free episodes when you subscribe to our Premium Feed. NEW TO THE SHOW? Get smarter about valuing businesses in just a few minutes each week through our newsletter, The Intrinsic Value Newsletter. Check out our We Study Billionaires Starter Packs. Follow our official social media accounts: X (Twitter) | LinkedIn | Instagram | Facebook | TikTok. Browse through all our episodes (complete with transcripts) here. Try our tool for picking stock winners and managing our portfolios: TIP Finance Tool. Enjoy exclusive perks from our favorite Apps and Services. Learn how to better start, manage, and grow your business with the best business podcasts. SPONSORS Support our free podcast by supporting our sponsors: Hardblock SimpleMining Unchained Netsuite Found Fintool The Bitcoin Way Shopify Vanta Onramp TurboTax PrizePicks Fundrise HELP US OUT! Help us reach new listeners by leaving us a rating and review on Spotify! It takes less than 30 seconds, and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it! Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm

In this episode, we sit down with PR powerhouse Heidi Krupp, a master publicist and brand strategist with decades of experience shaping bestselling books and personal brands. From working at ABC's 20/20 to launching her own successful agency, she shares her journey, the art of storytelling in PR, and what it takes to craft a message that resonates.We also dive into the current media buzz surrounding the Justin Baldoni & Blake Lively case, breaking down what people get wrong about publicists and the blurred lines in today's media landscape. Plus, hear the fascinating story of how she started her business with just $5,000—and how that risk turned into a career working with icons like Tony Robbins, Dr. Stephen Covey, and more.Key Highlights:✅ Why storytelling, consistency, and relationships are the true keys to building a lasting brand—and how you can apply these principles to your own success.✅ Lessons learned from interning at ABC's 20/20 and working with Barbara Walters ✅ The role of a publicist: understanding what the role entails & what the job is ✅ How to turn a book into a brand (and a business!) ✅ The truth about the PR industry and the media's changing landscape ✅ The surprising way she funded her first business ✅ The impact of mentors and the power of personal brandingKey Links: Follow Heidi at: https://www.linkedin.com/in/heidi-krupp/https://www.kruppagency.com/Want more from SheSpeaks?* Sign up for our podcast newsletter HERE! * Connect with us on Instagram, FB & Twitter @shespeaksup Contact us at podcast@shespeaks.com WATCH our podcast on YouTube @SheSpeaksTV