Podcasts about Tableau

Bob Baxley is a design leader who has shaped products used by billions at Apple, Pinterest, Yahoo, and ThoughtSpot. During his eight years at Apple, he led design for the online store and the App Store, and witnessed the iPhone's transformative launch while working under Steve Jobs. A student of history turned software craftsman, Bob discovered his calling after exploring photography, filmmaking, and music, ultimately recognizing software as the most powerful creative medium of our time. Bob champions the moral obligation designers have to reduce frustration in people's daily digital interactions.What you'll learn:• Why design should report to engineering, not product• The “Beatles principle”—why the best products come from teams of 4 to 6, not 40 to 60• How to create design tenets vs. principles (with real examples)• The counterintuitive reason to delay drawing or prototyping as long as possible• Why software is fundamentally a medium, like film or music (not just a tool)• Why Bob “bounced off the culture” at Pinterest, and lessons from failure• The lunar landing story that teaches us about championing radical ideas• How to evaluate if a company truly values design before joining• The moral obligation of software makers to build great products—This entire episode is brought to you by Stripe—helping companies of all sizes grow revenue.—Where to find Bob Baxley:• Instagram: https://www.instagram.com/baxley/• LinkedIn: https://www.linkedin.com/in/bbaxley/• Website: http://www.bobbaxley.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Bob Baxley(03:52) Apple's lasting culture(06:15) Navigating unique company cultures(13:19) Finding a company that truly values your role(15:46) What is design?(17:17) How to help founders understand the value of design(23:08) How to align product managers and designers(26:31) Design reporting to engineering(30:54) Integrating engineers early in the design process(33:43) The maker mindset(35:14) Challenging the assumption that design is time-intensive(38:04) Design tenets vs. design principles(45:25) The moral obligation of great design(51:48) Understanding software as a medium(01:01:20) Reducing ambiguity for product teams(01:07:04) Giving designers space for creativity(01:08:48) The "primal mark" concept(01:12:05) AI prototyping tools: benefits and risks(01:17:00) AI as a life coach(01:21:22) Life lessons from the Apollo program(01:28:24) Lightning round and final thoughts—Referenced:• Steve Jobs: https://en.wikipedia.org/wiki/Steve_Jobs• Walt Disney: https://en.wikipedia.org/wiki/Walt_Disney• Pinterest: https://www.pinterest.com/• X: https://x.com/• Uber: https://www.uber.com/• Airbnb: https://www.airbnb.com/• Slack: https://slack.com/• Ed Catmull on X: https://x.com/edcatmull• John Lasseter on X: https://x.com/johnlasseter5• Apple patented a pizza box, for pizzas: https://www.theverge.com/2017/5/16/15646154/apple-pizza-box-patent-come-on• Humane: https://en.wikipedia.org/wiki/Humane_Inc.• Jony Ive: https://en.wikipedia.org/wiki/Jony_Ive• Tony Fadell on LinkedIn: https://www.linkedin.com/in/tonyfadell/• Hiroki Asai on LinkedIn: https://www.linkedin.com/in/hiroki-asai-a44137110/• Tim Cook on X: https://x.com/tim_cook• ThoughtSpot: https://www.thoughtspot.com/• Ben Silbermann on LinkedIn: https://www.linkedin.com/in/silbermann/• Ajeet Singh on LinkedIn: https://www.linkedin.com/in/ajeetsinghmann/• Honeywell: https://www.honeywell.com• IDEO: https://www.ideo.com/• Nutanix: https://www.nutanix.com/• Lego: https://www.lego.com/• Leica: https://leica-camera.com/• Porsche: https://www.porsche.com/• Patagonia: https://www.patagonia.com• Brian Eno's website: https://www.brian-eno.net/• Scenius: why creatives are stronger together: https://thecreativelife.net/scenius/• The Beatles website: https://www.thebeatles.com/• Disneyland: https://disneyland.disney.go.com/destinations/disneyland/• Tomorrowland: https://disneyland.disney.go.com/destinations/disneyland/tomorrowland/• Unconventional product lessons from Binance, N26, Google, more | Mayur Kamat (CPO at N26, ex-Binance Head of Product): https://www.lennysnewsletter.com/p/unorthodox-product-lessons-from-n26-and-more• Larry Page: https://en.wikipedia.org/wiki/Larry_Page• Sergey Brin: https://en.wikipedia.org/wiki/Sergey_Brin• Design Principles: https://principles.design/• Tableau: https://www.tableau.com/• Figma: https://www.figma.com/• Target self-checkout: https://corporate.target.com/press/fact-sheet/2024/03/checkout-improvements• Everyone's an engineer now: Inside v0's mission to create a hundred million builders | Guillermo Rauch (founder and CEO of Vercel, creators of v0 and Next.js): https://www.lennysnewsletter.com/p/everyones-an-engineer-now-guillermo-rauch• eBay: https://www.ebay.com/• Williams Sonoma: https://www.williams-sonoma.com/• Amazon: https://www.amazon.com/• Monument to a Dead Child | Raw Data: https://podcasts.apple.com/ca/podcast/monument-to-a-dead-child/id1042137974• Toast: https://pos.toasttab.com/• The Primal Mark: How the Beginning Shapes the End in the Development of Creative Ideas: https://www.gsb.stanford.edu/faculty-research/publications/primal-mark-how-beginning-shapes-end-development-creative-ideas• The Plant: https://pixar.fandom.com/wiki/The_Plant• Microsoft CPO: If you aren't prototyping with AI you're doing it wrong | Aparna Chennapragada: https://www.lennysnewsletter.com/p/microsoft-cpo-on-ai• How have I been complicit in creating the conditions I say I don't want? | Jerry Colonna (CEO of Reboot, executive coach, former VC): https://www.lennysnewsletter.com/p/jerry-colonna• Joff Redfern on LinkedIn: https://www.linkedin.com/in/mejoff/• John C. Houbolt: https://www.nasa.gov/centers-and-facilities/langley/john-c-houbolt/• The Apollo program: https://www.nasa.gov/the-apollo-program/• Archive clip: JFK at Rice University, Sept. 12, 1962—“We choose to go to the moon”: https://www.youtube.com/watch?v=QXqlziZV63k• Alan Shepard: https://www.nasa.gov/former-astronaut-alan-shepard/• Blue Origin: https://www.blueorigin.com/• Yuri Gagarin: https://en.wikipedia.org/wiki/Yuri_Gagarin• Wernher von Braun: https://en.wikipedia.org/wiki/Wernher_von_Braun• Yuri Kondratyuk: https://en.wikipedia.org/wiki/Yuri_Kondratyuk• John Houbolt's memo: https://space.stackexchange.com/questions/2823/text-of-john-houbolts-letter-proposing-lunar-orbit-rendezvous-for-apollo• Severance on AppleTV+: https://tv.apple.com/us/show/severance/umc.cmc.1srk2goyh2q2zdxcx605w8vtx• Lawrence of Arabia on Prime Video: https://www.amazon.com/Lawrence-Arabia-Peter-OToole/dp/B0088OINTU• Leica M6: https://leica-camera.com/en-US/photography/cameras/m/m6• Habitica: https://habitica.com/static/home• Andor on Disney+: https://www.disneyplus.com/browse/entity-faba988a-a9f5-45f2-a074-0775a7d6f67a• Edward Tufte quote: https://quotefancy.com/quote/1449650/Edward-Tufte-Good-design-is-clear-thinking-made-visible-bad-design-is-stupidity-made• Ansel Adams quote: https://www.brainyquote.com/quotes/ansel_adams_106035• It Takes a Village to Determine the Origins of an African Proverb: https://www.npr.org/sections/goatsandsoda/2016/07/30/487925796/it-takes-a-village-to-determine-the-origins-of-an-african-proverb• Henry Modisett on LinkedIn: https://www.linkedin.com/in/henrymodisett/• Perplexity: https://www.perplexity.ai/• Golden State Warriors: https://www.nba.com/warriors/• Steph Curry: https://www.espn.com/nba/player/_/id/3975/stephen-curry—Recommended books:• From Counterculture to Cyberculture: Stewart Brand, the Whole Earth Network, and the Rise of Digital Utopianism: https://www.amazon.com/Counterculture-Cyberculture-Stewart-Network-Utopianism/dp/0226817423• Hare Brain, Tortoise Mind: How Intelligence Increases When You Think Less: https://www.amazon.com/Hare-Brain-Tortoise-Mind-Intelligence/dp/0060955414• The Elements of Typographic Style: https://www.amazon.com/Elements-Typographic-Style-Robert-Bringhurst/dp/0881791326• Zen and the Art of Motorcycle Maintenance: An Inquiry into Values: https://www.amazon.com/Zen-Art-Motorcycle-Maintenance-Inquiry/dp/0060589469• Time and the Art of Living: https://www.amazon.com/Time-Art-Living-Robert-Grudin/dp/0062503553/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.lennysnewsletter.com/subscribe

My friend Andy Kirk joins the show to reflect on the changing landscape of data visualization. We discuss the evolution of tools like Tableau and Flourish, the dispersion of social media communities, and how, how AI is reshaping workflows and data visualization. Andy shares insights from his freelance experience, the challenges of teaching data preparation, and his measured take on critique and awards in the field. This episode captures a moment of introspection in data viz—where progress is evident, but big questions remain.Keywords: data, data visualization, flourish, graphic design, how to, information design, graphic design tutorials, graphic design portfolio, graphic design course, online learning, graphic design photoshop, graphic design trends 2024, how to draw, data scientist, Federica fragapane, accurat, AccessibilityInDesign, EngagingVisuals, Inspiration, DataNarratives, VisualizationDesign, InstagramPortfolio, BehancePortfolio, mathematics, Al, machine learningSubscribe to the PolicyViz Podcast wherever you get your podcasts.Become a patron of the PolicyViz Podcast for as little as a buck a monthCheck out Andy's website and grab his new book, Data Visualisation: A Handbook for Data Driven Design.Follow me on Instagram, LinkedIn, Substack, Twitter, Website, YouTubeEmail: jon@policyviz.com

In de nieuwste aflevering van Techzine Talks wordt de recente overname van Informatica door Salesforce voor 8 miljard dollar onder de loep genomen. Deze strategische overname laat zien hoe belangrijk data is voor AI en daarmee voor de strategie van Salesforce. Wat maakt deze overname nu zo belangrijk? Coen en Sander analyseren de overname, wat dit betekent voor de markt en voor organisaties.Wat kun je verwachten in deze aflevering?- Diepgaande analyse van de technologie die Informatica toevoegt aan het Salesforce-ecosysteem;- Inzicht in de data-strategie achter deze overname en hoe deze past in Salesforce's AI-ambities;- Vergelijking met eerdere grote overnames zoals Slack, MuleSoft en Tableau;- Toekomstperspectief voor klanten van beide platformsWaarom is deze overname zo belangrijk?Informatica, een meer dan 30 jaar oud bedrijf gespecialiseerd in data-integratie, master data management en data governance, brengt cruciale technologie naar Salesforce die essentieel is voor het succes van AI-oplossingen. Waar MuleSoft sterk is in connectiviteit, blinkt Informatica uit in dataverwerking en -kwaliteit. Dat is precies wat nodig is voor Salesforce's Data Cloud, Einstein en Agentforce.De aflevering belicht hoe deze overname past in een breder patroon waarbij alle grote technologiebedrijven (Microsoft, Oracle, Google, AWS) investeren in 'data fabric'-technologieën als fundament voor hun AI-strategie.Hoofdstukken:02:15 - Wat is Informatica en waarom is het waardevol? 04:30 - Vergelijking met eerdere Salesforce-overnames (Slack, MuleSoft, Tableau) 07:45 - Data-integratie: MuleSoft vs. Informatica - de verschillen 10:20 - De cloud-transitie van Informatica's legacy-producten 13:40 - AI-strategie: Waarom data cruciaal is voor Salesforce's toekomst 16:55 - De concurrentiestrijd: Waarom IBM en anderen ook interesse hadden 22:10 - Integratiemogelijkheden binnen het Salesforce-ecosysteem 25:45 - Data Fabric: De grotere visie achter deze overname 28:00 - Conclusie: Wat betekent dit voor de enterprise-technologiemarkt?#SalesforceInformatica #TechOvername #DataIntegratie #SalesforceDataCloud #EnterpriseAI #DataManagement #CloudComputing #MasterDataManagement #TechStrategie #DataFabric #SalesforceEcosysteem #EnterpriseData #AIToekomst #TechAnalyse #DataGovernance

Check out the podcast on Macslist here: (https://www.macslist.org/?post_type=podcasts&p=16132&preview=true)  On May 15, we hosted our second quarterly event of 2025 in partnership with the University of Portland's School of Business. More than 110 attendees gathered for networking and a panel discussion, “How to Get a Marketing Job in Today's Uncertain Economy: Why Analytics Gives You an Edge. Together, the panelists brought expertise from across academia, corporate marketing, and entrepreneurship, offering advice on how to navigate today's job market as a creative and how to leverage analytics and AI in your work. About Our Guests: Welcome Michael L. DeVaughn, dean of the School of Business, University of Portland Panelists Dr. Ashley Hass, a marketing professor from the University of Portland Kevin Kinghorn, the executive vice president & chief marketing officer of the Portland Trail Blazers Holly Feather, chief executive officer & founder of HHF Strategy Resources in This Episode: Use AI to optimize your resume against job descriptions, personalize your prompts to reflect your voice, and explore platforms like Jobscan and Hemingway for editing and matching the job description. Experiment with tools like Tableau and JASP. There are also free certifications through HubSpot, Google, Hootsuite, and LinkedIn Learning. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textWhat happens when a leader embraces the role of team coach? In this episode, we sit down with Harvey Smith, VP Partners, who shares his experience leading partner teams across EMEA through his natural team coaching approach.  Harvey opens up about the delicate balance between authority and humility that defines great team coaching leadership. Drawing on his extensive experience at DocuSign, Salesforce, Tableau, and VMware, Harvey reveals how he transformed disparate teams into cohesive units through simple but powerful approaches.His mantra? “If you've got 27 priorities, you haven't got any.” By focusing on no more than three clearly ranked objectives, Harvey empowered his team to stay aligned, and say no to distractions. The phrase “Harvey says no” became a cultural shorthand for protecting priorities and staying on mission. We delve into how genuine trust is built within teams. Harvey shares his belief in vulnerability and accessibility, implementing skip-level meetings where team members could speak freely and career development sessions that demonstrated his commitment to their growth. This created psychological safety that allowed honest communication to flourish.Harvey's innovative approaches to breaking down silos include his "pod model" for cross-functional collaboration and strategic use of "stretch projects" that deliberately positioned team members to connect teams.When it comes to conflict, Harvey doesn't shy away. His take? “Partners are like a car accident – everyone slows down to look but no one wants to get involved.” His solution? Proactive education, clear communication channels, and shared understanding of roles and responsibilities.Book PicksRebel Ideas by Matthew Syed – on the power of diverse thinkingThe Culture Map by Erin Meyer – a must-read for navigating global teams.Whether you're managing partners, leading through change, or simply trying to create more effective teams, this episode offers practical wisdom for balancing the human element with unwavering focus on business outcomes.We would love you to follow us on LinkedIn! https://www.linkedin.com/company/amplified-group/

un avocat

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Après 1815, la vie politique s'organise autour du roi (Louis XVIII en l'occurence) et des deux chambres. Mais attention, la Restauration n'est pas le rétablissement de l'Ancien Régime. le roi ne dispose pas de la puissance législativeAu roi, le pouvoir exécutif avec l'initiative des lois ; aux deux chambres (les Pairs au palais du Luxembourg et les Députés au Palais-Bourbon), le vote des projets de loi et du budget. Trois problèmes dominent la période : la responsabilité des ministres, le mode de scrutin et la liberté de la presse.Ils provoqueront, en définitive, la chute de Charles X.C'est avec l'attentat de Louvel (Février 1820) et l'assassinat du Duc de Berry que le tournant ultra se fait vraiment sentir.Avec la mort de Louis XVIII, le 16 septembre 1824, disparait le dernier obstacle pouvant exister devant les ultras. Le comte d'Artois, succède à son frère sous le nom de Charles X, passe pour être le chef et l'inspirateur de la droite. Grand, mince, élégant, le nouveau roi sait plaire et veut plaire. Mais l'émigration ne lui avait rien appris. Depuis la mort de sa maîtresse, Mme de Polastron, en 1804, il est passé d'une aimable frivolité à une religion fervente. D'intelligence médiocre mais pourvu de qualités de cœur, n'ayant compris aucun des changements introduits par la Révolution mais ayant toujours le souci de bien faire son métier, tout ça fait de Charles X un personnage contradictoire mais ferme dans ses convictions. A plusieurs reprises, il a exprimé son refus du régime parlementaire. Avec lui, la droite a donc maintenant un roi selon son cœur, et peut enfin faire passer dans les faits le programme social et religieux des ultras.Deux lois en 1825 ravivent les clivages. D'abord l'indemnisation des émigrés dont les biens avaient étéconfisqués, qui touche à une mesure emblématique de la Révolution. Ensuite la répression des sacrilèges : les profanateurs d'hosties deviennent passibles de la peine de mort et ceux de vases sacrés des travaux forcés à perpétuité...Restait à Charles X une étape cruciale pour faire de lui un roi de droit divin. Le Sacre.La légitimité divine.Louis XVIII n'avait pas été sacré, empêché par le retour de Napoléon de l'île d'Elbe.Charles X va lui redonner la splendeur d'antan. Selon le rite ancien.Le ton était donné.Pour en parler, je serai accompagné de Bernard Degout, Docteur en Littérature, ancien directeur de la Maison de Chateaubriand, et grand connaisseur de la période, et qui vient de sortir un livre, Le sacre de Charles X, les derniers feux des Bourbons, chez Perrin Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Avec : Yael Mellul, ancienne avocate. Jean-Philippe Doux, journaliste et libraire. Et Benjamin Amar, prof d'histoire-géographie. - Toujours accompagnée de Rémy Barret et sa bande, Estelle Denis s'invite à la table des français pour traiter des sujets qui font leur quotidien. Société, conso, actualité, débats, coup de gueule, coups de cœurs, sexo… En simultané sur RMC Story.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Après 1815, la vie politique s'organise autour du roi (Louis XVIII en l'occurence) et des deux chambres. Mais attention, la Restauration n'est pas le rétablissement de l'Ancien Régime. le roi ne dispose pas de la puissance législativeAu roi, le pouvoir exécutif avec l'initiative des lois ; aux deux chambres (les Pairs au palais du Luxembourg et les Députés au Palais-Bourbon), le vote des projets de loi et du budget. Trois problèmes dominent la période : la responsabilité des ministres, le mode de scrutin et la liberté de la presse.Ils provoqueront, en définitive, la chute de Charles X.C'est avec l'attentat de Louvel (Février 1820) et l'assassinat du Duc de Berry que le tournant ultra se fait vraiment sentir.Avec la mort de Louis XVIII, le 16 septembre 1824, disparait le dernier obstacle pouvant exister devant les ultras. Le comte d'Artois, succède à son frère sous le nom de Charles X, passe pour être le chef et l'inspirateur de la droite. Grand, mince, élégant, le nouveau roi sait plaire et veut plaire. Mais l'émigration ne lui avait rien appris. Depuis la mort de sa maîtresse, Mme de Polastron, en 1804, il est passé d'une aimable frivolité à une religion fervente. D'intelligence médiocre mais pourvu de qualités de cœur, n'ayant compris aucun des changements introduits par la Révolution mais ayant toujours le souci de bien faire son métier, tout ça fait de Charles X un personnage contradictoire mais ferme dans ses convictions. A plusieurs reprises, il a exprimé son refus du régime parlementaire. Avec lui, la droite a donc maintenant un roi selon son cœur, et peut enfin faire passer dans les faits le programme social et religieux des ultras.Deux lois en 1825 ravivent les clivages. D'abord l'indemnisation des émigrés dont les biens avaient étéconfisqués, qui touche à une mesure emblématique de la Révolution. Ensuite la répression des sacrilèges : les profanateurs d'hosties deviennent passibles de la peine de mort et ceux de vases sacrés des travaux forcés à perpétuité...Restait à Charles X une étape cruciale pour faire de lui un roi de droit divin. Le Sacre.La légitimité divine.Louis XVIII n'avait pas été sacré, empêché par le retour de Napoléon de l'île d'Elbe.Charles X va lui redonner la splendeur d'antan. Selon le rite ancien.Le ton était donné.Pour en parler, je serai accompagné de Bernard Degout, Docteur en Littérature, ancien directeur de la Maison de Chateaubriand, et grand connaisseur de la période, et qui vient de sortir un livre, Le sacre de Charles X, les derniers feux des Bourbons, chez Perrin Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Après 1815, la vie politique s'organise autour du roi (Louis XVIII en l'occurence) et des deux chambres. Mais attention, la Restauration n'est pas le rétablissement de l'Ancien Régime. le roi ne dispose pas de la puissance législativeAu roi, le pouvoir exécutif avec l'initiative des lois ; aux deux chambres (les Pairs au palais du Luxembourg et les Députés au Palais-Bourbon), le vote des projets de loi et du budget. Trois problèmes dominent la période : la responsabilité des ministres, le mode de scrutin et la liberté de la presse.Ils provoqueront, en définitive, la chute de Charles X.C'est avec l'attentat de Louvel (Février 1820) et l'assassinat du Duc de Berry que le tournant ultra se fait vraiment sentir.Avec la mort de Louis XVIII, le 16 septembre 1824, disparait le dernier obstacle pouvant exister devant les ultras. Le comte d'Artois, succède à son frère sous le nom de Charles X, passe pour être le chef et l'inspirateur de la droite. Grand, mince, élégant, le nouveau roi sait plaire et veut plaire. Mais l'émigration ne lui avait rien appris. Depuis la mort de sa maîtresse, Mme de Polastron, en 1804, il est passé d'une aimable frivolité à une religion fervente. D'intelligence médiocre mais pourvu de qualités de cœur, n'ayant compris aucun des changements introduits par la Révolution mais ayant toujours le souci de bien faire son métier, tout ça fait de Charles X un personnage contradictoire mais ferme dans ses convictions. A plusieurs reprises, il a exprimé son refus du régime parlementaire. Avec lui, la droite a donc maintenant un roi selon son cœur, et peut enfin faire passer dans les faits le programme social et religieux des ultras.Deux lois en 1825 ravivent les clivages. D'abord l'indemnisation des émigrés dont les biens avaient étéconfisqués, qui touche à une mesure emblématique de la Révolution. Ensuite la répression des sacrilèges : les profanateurs d'hosties deviennent passibles de la peine de mort et ceux de vases sacrés des travaux forcés à perpétuité...Restait à Charles X une étape cruciale pour faire de lui un roi de droit divin. Le Sacre.La légitimité divine.Louis XVIII n'avait pas été sacré, empêché par le retour de Napoléon de l'île d'Elbe.Charles X va lui redonner la splendeur d'antan. Selon le rite ancien.Le ton était donné.Pour en parler, je serai accompagné de Bernard Degout, Docteur en Littérature, ancien directeur de la Maison de Chateaubriand, et grand connaisseur de la période, et qui vient de sortir un livre, Le sacre de Charles X, les derniers feux des Bourbons, chez Perrin Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

sacre1https://m.audiomeans.fr/s/S-tavkjvmo Après 1815, la vie politique s'organise autour du roi (Louis XVIII en l'occurence) et des deux chambres. Mais attention, la Restauration n'est pas le rétablissement de l'Ancien Régime. le roi ne dispose pas de la puissance législativeAu roi, le pouvoir exécutif avec l'initiative des lois ; aux deux chambres (les Pairs au palais du Luxembourg et les Députés au Palais-Bourbon), le vote des projets de loi et du budget. Trois problèmes dominent la période : la responsabilité des ministres, le mode de scrutin et la liberté de la presse.Ils provoqueront, en définitive, la chute de Charles X.C'est avec l'attentat de Louvel (Février 1820) et l'assassinat du Duc de Berry que le tournant ultra se fait vraiment sentir.Avec la mort de Louis XVIII, le 16 septembre 1824, disparait le dernier obstacle pouvant exister devant les ultras. Le comte d'Artois, succède à son frère sous le nom de Charles X, passe pour être le chef et l'inspirateur de la droite. Grand, mince, élégant, le nouveau roi sait plaire et veut plaire. Mais l'émigration ne lui avait rien appris. Depuis la mort de sa maîtresse, Mme de Polastron, en 1804, il est passé d'une aimable frivolité à une religion fervente. D'intelligence médiocre mais pourvu de qualités de cœur, n'ayant compris aucun des changements introduits par la Révolution mais ayant toujours le souci de bien faire son métier, tout ça fait de Charles X un personnage contradictoire mais ferme dans ses convictions. A plusieurs reprises, il a exprimé son refus du régime parlementaire. Avec lui, la droite a donc maintenant un roi selon son cœur, et peut enfin faire passer dans les faits le programme social et religieux des ultras.Deux lois en 1825 ravivent les clivages. D'abord l'indemnisation des émigrés dont les biens avaient étéconfisqués, qui touche à une mesure emblématique de la Révolution. Ensuite la répression des sacrilèges : les profanateurs d'hosties deviennent passibles de la peine de mort et ceux de vases sacrés des travaux forcés à perpétuité...Restait à Charles X une étape cruciale pour faire de lui un roi de droit divin. Le Sacre.La légitimité divine.Louis XVIII n'avait pas été sacré, empêché par le retour de Napoléon de l'île d'Elbe.Charles X va lui redonner la splendeur d'antan. Selon le rite ancien.Le ton était donné.Pour en parler, je serai accompagné de Bernard Degout, Docteur en Littérature, ancien directeur de la Maison de Chateaubriand, et grand connaisseur de la période, et qui vient de sortir un livre, Le sacre de Charles X, les derniers feux des Bourbons, chez Perrin Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Après 1815, la vie politique s'organise autour du roi (Louis XVIII en l'occurence) et des deux chambres. Mais attention, la Restauration n'est pas le rétablissement de l'Ancien Régime. le roi ne dispose pas de la puissance législativeAu roi, le pouvoir exécutif avec l'initiative des lois ; aux deux chambres (les Pairs au palais du Luxembourg et les Députés au Palais-Bourbon), le vote des projets de loi et du budget. Trois problèmes dominent la période : la responsabilité des ministres, le mode de scrutin et la liberté de la presse.Ils provoqueront, en définitive, la chute de Charles X.C'est avec l'attentat de Louvel (Février 1820) et l'assassinat du Duc de Berry que le tournant ultra se fait vraiment sentir.Avec la mort de Louis XVIII, le 16 septembre 1824, disparait le dernier obstacle pouvant exister devant les ultras. Le comte d'Artois, succède à son frère sous le nom de Charles X, passe pour être le chef et l'inspirateur de la droite. Grand, mince, élégant, le nouveau roi sait plaire et veut plaire. Mais l'émigration ne lui avait rien appris. Depuis la mort de sa maîtresse, Mme de Polastron, en 1804, il est passé d'une aimable frivolité à une religion fervente. D'intelligence médiocre mais pourvu de qualités de cœur, n'ayant compris aucun des changements introduits par la Révolution mais ayant toujours le souci de bien faire son métier, tout ça fait de Charles X un personnage contradictoire mais ferme dans ses convictions. A plusieurs reprises, il a exprimé son refus du régime parlementaire. Avec lui, la droite a donc maintenant un roi selon son cœur, et peut enfin faire passer dans les faits le programme social et religieux des ultras.Deux lois en 1825 ravivent les clivages. D'abord l'indemnisation des émigrés dont les biens avaient étéconfisqués, qui touche à une mesure emblématique de la Révolution. Ensuite la répression des sacrilèges : les profanateurs d'hosties deviennent passibles de la peine de mort et ceux de vases sacrés des travaux forcés à perpétuité...Restait à Charles X une étape cruciale pour faire de lui un roi de droit divin. Le Sacre.La légitimité divine.Louis XVIII n'avait pas été sacré, empêché par le retour de Napoléon de l'île d'Elbe.Charles X va lui redonner la splendeur d'antan. Selon le rite ancien.Le ton était donné.Pour en parler, je serai accompagné de Bernard Degout, Docteur en Littérature, ancien directeur de la Maison de Chateaubriand, et grand connaisseur de la période, et qui vient de sortir un livre, Le sacre de Charles X, les derniers feux des Bourbons, chez Perrin Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Le 2 juillet 1816, au large de la Mauritanie, la frégate La Méduse s'échoue. À son bord, plus de 400 personnes, un capitaine incompétent, et un projet colonial mal préparé. Ce qui aurait pu n'être qu'un accident maritime va se transformer en une tragédie nationale – un naufrage absurde suivi d'une odyssée cauchemardesque sur un radeau de fortune.Entre erreurs de navigation, lâchetés en chaîne, abandon volontaire, rébellions sanglantes, cannibalisme et silence officiel, l'affaire devient un scandale d'État, immortalisée quelques années plus tard par le célèbre tableau de Géricault.Dans cette émission, découvrez les dessous politiques et humains de l'un des naufrages les plus terrifiants du XIXe siècle.Pourquoi a-t-on confié un navire à un commandant sans expérience ? Comment en est-on arrivé à manger les morts pour survivre ?Et pourquoi cette histoire résonne-t-elle encore aujourd'hui comme un effrayant concentré d'injustice, de pouvoir et de souffrance ?Avec nos deux invitées, Clarisse Griffon Du Bellay, arrière arrière arrière arrière petite-fille d'un des survivants, Joseph Jean-Baptiste Griffon du Bellay, et Anne Cangélosi, comédienne dans la pièce « Le radeau de la Méduse » nous revenons sur cette incroyable histoire. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Le 2 juillet 1816, au large de la Mauritanie, la frégate La Méduse s'échoue. À son bord, plus de 400 personnes, un capitaine incompétent, et un projet colonial mal préparé. Ce qui aurait pu n'être qu'un accident maritime va se transformer en une tragédie nationale – un naufrage absurde suivi d'une odyssée cauchemardesque sur un radeau de fortune.Entre erreurs de navigation, lâchetés en chaîne, abandon volontaire, rébellions sanglantes, cannibalisme et silence officiel, l'affaire devient un scandale d'État, immortalisée quelques années plus tard par le célèbre tableau de Géricault.Dans cette émission, découvrez les dessous politiques et humains de l'un des naufrages les plus terrifiants du XIXe siècle.Pourquoi a-t-on confié un navire à un commandant sans expérience ? Comment en est-on arrivé à manger les morts pour survivre ?Et pourquoi cette histoire résonne-t-elle encore aujourd'hui comme un effrayant concentré d'injustice, de pouvoir et de souffrance ?Avec nos deux invitées, Clarisse Griffon Du Bellay, arrière arrière arrière arrière petite-fille d'un des survivants, Joseph Jean-Baptiste Griffon du Bellay, et Anne Cangélosi, comédienne dans la pièce « Le radeau de la Méduse » nous revenons sur cette incroyable histoire. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Vom 23. Mai bis 1. Juni finden in Nürnberg die "Musik Installationen 2025" statt, ein Festival für performative Raum-Kunst. An zwei Wochenenden werden neun Kunst-Musik-Aktionen und Performances an ungewöhnlichen Orten in der Stadt aufgeführt, darunter ein Parkhaus oder eine alte Hefe-Fabrik. Die Veranstalter haben ein hochkarätiges Tableau internationaler Künstlerinnen und Künstler eingeladen, eigens für das Festival konzipierte Installationen zu entwickeln und zu präsentieren. Dabei ist das Publikum stets Teil des kreativen Moments. Wolfgang Schicker war am ersten Wochenende dabei und hat einige der Installationen besucht.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Le 2 juillet 1816, au large de la Mauritanie, la frégate La Méduse s'échoue. À son bord, plus de 400 personnes, un capitaine incompétent, et un projet colonial mal préparé. Ce qui aurait pu n'être qu'un accident maritime va se transformer en une tragédie nationale – un naufrage absurde suivi d'une odyssée cauchemardesque sur un radeau de fortune.Entre erreurs de navigation, lâchetés en chaîne, abandon volontaire, rébellions sanglantes, cannibalisme et silence officiel, l'affaire devient un scandale d'État, immortalisée quelques années plus tard par le célèbre tableau de Géricault.Dans cette émission, découvrez les dessous politiques et humains de l'un des naufrages les plus terrifiants du XIXe siècle.Pourquoi a-t-on confié un navire à un commandant sans expérience ? Comment en est-on arrivé à manger les morts pour survivre ?Et pourquoi cette histoire résonne-t-elle encore aujourd'hui comme un effrayant concentré d'injustice, de pouvoir et de souffrance ?Avec nos deux invitées, Clarisse Griffon Du Bellay, arrière arrière arrière arrière petite-fille d'un des survivants, Joseph Jean-Baptiste Griffon du Bellay, et Anne Cangélosi, comédienne dans la pièce « Le radeau de la Méduse » nous revenons sur cette incroyable histoire. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Le 2 juillet 1816, au large de la Mauritanie, la frégate La Méduse s'échoue. À son bord, plus de 400 personnes, un capitaine incompétent, et un projet colonial mal préparé. Ce qui aurait pu n'être qu'un accident maritime va se transformer en une tragédie nationale – un naufrage absurde suivi d'une odyssée cauchemardesque sur un radeau de fortune.Entre erreurs de navigation, lâchetés en chaîne, abandon volontaire, rébellions sanglantes, cannibalisme et silence officiel, l'affaire devient un scandale d'État, immortalisée quelques années plus tard par le célèbre tableau de Géricault.Dans cette émission, découvrez les dessous politiques et humains de l'un des naufrages les plus terrifiants du XIXe siècle.Pourquoi a-t-on confié un navire à un commandant sans expérience ? Comment en est-on arrivé à manger les morts pour survivre ?Et pourquoi cette histoire résonne-t-elle encore aujourd'hui comme un effrayant concentré d'injustice, de pouvoir et de souffrance ?Avec nos deux invitées, Clarisse Griffon Du Bellay, arrière arrière arrière arrière petite-fille d'un des survivants, Joseph Jean-Baptiste Griffon du Bellay, et Anne Cangélosi, comédienne dans la pièce « Le radeau de la Méduse » nous revenons sur cette incroyable histoire. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Pour vous abonner et écouter l'émission en une fois, sans publicité :https://m.audiomeans.fr/s/S-tavkjvmo Le 2 juillet 1816, au large de la Mauritanie, la frégate La Méduse s'échoue. À son bord, plus de 400 personnes, un capitaine incompétent, et un projet colonial mal préparé. Ce qui aurait pu n'être qu'un accident maritime va se transformer en une tragédie nationale – un naufrage absurde suivi d'une odyssée cauchemardesque sur un radeau de fortune.Entre erreurs de navigation, lâchetés en chaîne, abandon volontaire, rébellions sanglantes, cannibalisme et silence officiel, l'affaire devient un scandale d'État, immortalisée quelques années plus tard par le célèbre tableau de Géricault.Dans cette émission, découvrez les dessous politiques et humains de l'un des naufrages les plus terrifiants du XIXe siècle.Pourquoi a-t-on confié un navire à un commandant sans expérience ? Comment en est-on arrivé à manger les morts pour survivre ?Et pourquoi cette histoire résonne-t-elle encore aujourd'hui comme un effrayant concentré d'injustice, de pouvoir et de souffrance ?Avec nos deux invitées, Clarisse Griffon Du Bellay, arrière arrière arrière arrière petite-fille d'un des survivants, Joseph Jean-Baptiste Griffon du Bellay, et Anne Cangélosi, comédienne dans la pièce « Le radeau de la Méduse » nous revenons sur cette incroyable histoire. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

La carte postale du jour est consacrée à l'annonce de Caroline Garcia qui va disputer son dernier Roland-Garros. Eric Salliot et Anthony Rech vous confirment également les derniers billets pour le tableau final et se focalisent sur Arthur Fils qui peut retrouver, si tout se passe bien, Jannik Sinner en huitièmes de finale.

Toute l'équipe de Court N°1 vous présente le tableau de Roland-Garros 2025. Le tirage du Grand-Chelem tant attendu a eu lieu ce jeudi 22 mai et il y a du lourd pour les Français. Débrief' de cette journée avec Anthony Rech, Eric Salliot et Florent Serra.

Bilan de la J4 des qualifs et analyse détaillée du tableau final des françaisHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Dans cette vidéo, nous allons analyser le tirage au sort de Roland-Garros 2025 où Carlos Alcaraz s'avance comme grand favori. Alors, qui va s'imposer ? Si tu veux affûter tes pronostics tennis, notre nouveau partenaire PronoVision peut t'accompagner sur Roland-Garros et Wimbledon. - Pour rejoindre le Groupe Public (des pronos gratuits tous les jours) : https://t.me/+3fFVzexKneQ4YmY0- Pour rejoindre le Groupe Privé : https://sublaunch.com/pronovision?aff=GST (-20% avec le code GST20) ou envoyer VISION sur Instagram (instagram.com/pronovision_) pour tester le Groupe Privé gratuitement !

Vincent Van Gogh avait-il copié le tableau d'une artiste tombé dans l'oubli? C'est la question du moment dans le monde de l'art.Pour cette deuxième semaine du festival de Cannes, c'est Louis Amar qui chaque jour vous raconte une des histoires qui a fait l'actualité du jour dans sa “Story”.

Avec Josianne Delorme et Joëlle Longpré, nutritionnistes au CHU Sainte-Justine, nous allons:définir les éléments de base à connaître sur les préparations commerciales pour nourrissons (PCN);différencier les différents types de PCN (en vente libre et sous prescription) et identifier les éléments à tenir compte lors des ruptures d'approvisionnement; répondre à plusieurs questions fréquentes sur les PCN (quoi essayer en cas d'APLV, place des formules épaissies, quoi faire en cas de gastroentérite, ...).Références:Sathya, P., & Fenton, R. (2024). L'allergie aux protéines du lait de vache chez les nourrissons et les enfants. Société canadienne de pédiatrie. Institut national de santé publique du Québec (INSPQ). (2025). Guide Mieux Vivre avec notre enfant. [PDF]Naître et grandir. (2025). Nourrir. [Page web]Santé Canada. (2024). Les préparations pour nourrissons évaluées par Santé Canada. [Page web]  Allergies Québec (2023). Tableau des préparations hydrolysées pour nourrissons nés à terme.Régie de l'assurance maladie du Québec (RAMQ). (2025). Liste des médicaments.Gouvernement du Québec. (2025). Bébé et mère en bonne santé + Alimentation des bébés et des nourrissons.Institut national de santé publique du Québec (INSPQ). (2025). Les préparations commerciales pour nourrissons (lait commercial). et Manipulation des préparations commerciales pour nourrissons. Besner, M.-È., Brochu È.-E., Champoux, C. et Hogg, M. (2022). Algorithme - utilisation des préparations commerciales pour nourrissons à base de protéines extensivement hydrolysées. https://publications.msss.gouv.qc.ca/msss/fichiers/2022/22-226-01W.pdf Larson-Nath C, et al. Term infant formula macronutrient composition: An update for clinicians. J Pediatr Gastroenterol Nutr. 2025 May;80(5):751-759. Les invité(e)s et l'animatrice ne déclarent aucun conflit d'intérêt. Captation et montage: Philippe Lacroix, spécialiste en audiovisuelIdée originale, réalisation et animation: Émilie Roy-St-PierreConseillères en communication: Katrine Louis-Seize et Pascale ChatagnierLogo: Équipe des communications et du graphisme du CHU Sainte-JustineMusique: Samuel Ross Collègues, ami(e)s et famille, merci pour votre précieux soutien. © mgparkilo 2025 Merci pour l'écoute! Allez mettre une réaction sur vos épisodes préférés, partagez la bonne nouvelle sur Facebook/Instagram et abonnez-vous pour ne rien manquer

Werbung | Handelsblatt mit 30 % Rabatt – exklusiv für unsere Hörer: Sichert euch jetzt das Handelsblatt – gedruckt oder digital – für 12 Monate mit 30 % Rabatt. Alle Infos zum Angebot findet ihr unter: www.handelsblatt.com/wallstreet30 Ein wahrer "Mega Merger" steht in auf dem Tableau zwischen Charter und Cox, mit einem Volumen von 34,5 Mrd. US $. Die Aktie von Charter Communications legt deutlich zu. Das Portfolio und die Transaktionen von Berkshire Hathaway wurde wieder einmal offengelegt laut SEC Regularien und ich werfe einen Blick darauf. Zahlen von Applied Material sorgen genauso für Bewegung wie für das Schmuckunternehmen Richmont, dessen Aktien deutlich zulegen können. Die Märkte bleiben im Aufwind! Nach vier Tagen Rally legen die US-Aktienfutures am Freitag weiter zu – dank vorübergehender Zollpause zwischen den USA und China und schwacher Inflationsdaten. Der S&P 500 ist seit Wochenbeginn um 4,5 % gestiegen, der Nasdaq sogar über 6 % – Tech lässt grüßen! Der Erzeugerpreisindex (PPI) fiel im April um 0,5 %, was den Inflationsdruck weiter entschärft. Auch der Verbraucherpreisindex (CPI) lag mit 2,3 % auf dem niedrigsten Stand seit Februar 2021. Doch nicht alles glänzt: Walmart warnte vor steigenden Preisen durch Zölle ab Ende Mai – erste Risse im Optimismus? Noch ignorieren die Märkte das weitgehend, aber laut Analystin Callie Cox könnten sich darunter „Spannungen aufbauen“. Diesen Freitag läuft ein Optionsvolumen von 2,8 Billionen Dollar aus – das größte jemals im Mai. Das könnte die Wall Street nochmal ordentlich durchschütteln. Ein Podcast - featured by Handelsblatt. +++Erhalte einen exklusiven 15% Rabatt auf Saily eSIM Datentarife! Lade die Saily-App herunter und benutze den Code wallstreet beim Bezahlen: https://saily.com/wallstreet +++ +++EXKLUSIVER NordVPN Deal ➼ https://nordvpn.com/Wallstreet Jetzt risikofrei testen mit einer 30-Tage-Geld-zurück-Garantie!+++ +++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ Der Podcast wird vermarktet durch die Ad Alliance. Die allgemeinen Datenschutzrichtlinien der Ad Alliance finden Sie unter https://datenschutz.ad-alliance.de/podcast.html Die Ad Alliance verarbeitet im Zusammenhang mit dem Angebot die Podcasts-Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, klicken Sie hier: https://datenschutz.ad-alliance.de/podcast.html

Ein wahrer "Mega Merger" steht in auf dem Tableau zwischen Charter und Cox, mit einem Volumen von 34,5 Mrd. US $. Die Aktie von Charter Communications legt deutlich zu. Das Portfolio und die Transaktionen von Berkshire Hathaway wurde wieder einmal offengelegt laut SEC Regularien und ich werfe einen Blick darauf. Zahlen von Applied Material sorgen genauso für Bewegung wie für das Schmuckunternehmen Richmont, dessen Aktien deutlich zulegen können. Die Märkte bleiben im Aufwind! Nach vier Tagen Rally legen die US-Aktienfutures am Freitag weiter zu – dank vorübergehender Zollpause zwischen den USA und China und schwacher Inflationsdaten. Der S&P 500 ist seit Wochenbeginn um 4,5 % gestiegen, der Nasdaq sogar über 6 % – Tech lässt grüßen! Der Erzeugerpreisindex (PPI) fiel im April um 0,5 %, was den Inflationsdruck weiter entschärft. Auch der Verbraucherpreisindex (CPI) lag mit 2,3 % auf dem niedrigsten Stand seit Februar 2021. Doch nicht alles glänzt: Walmart warnte vor steigenden Preisen durch Zölle ab Ende Mai – erste Risse im Optimismus? Noch ignorieren die Märkte das weitgehend, aber laut Analystin Callie Cox könnten sich darunter „Spannungen aufbauen“. Diesen Freitag läuft ein Optionsvolumen von 2,8 Billionen Dollar aus – das größte jemals im Mai. Das könnte die Wall Street nochmal ordentlich durchschütteln. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • X: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Tabatha Jones spent 20 years in the corporate world which she joined right out of high school. Soon after beginning work in a call center she began to discover her own leadership skills and began forging her own path in the corporate environment. Tabatha found that she could empower others to be better than they thought by providing a natural, honest and positive leadership style.   As Tabatha describes, she learned how to communicate and help connect the C Suite leaders in companies to those they lead. She learned to be a positive conduit to help all parts of companies where she served to learn and grow. She tells us stories about how she thrived as a leader and how she created positive change wherever she worked. She provides us with some really good leadership tips.   While Tabatha says her programs today are mainly to help women who more often do not have the confidence to lead, she states emphatically that her teachings do help men as well and she has male clients to prove it.   As Tabatha says, while she was a corporate leader for many years, she also used that time to coach and help others to learn leadership skills. Seven years ago Tabatha decided to leave working for others to form her own coaching firm, Empowered Leadership Coaching, LLC. She helps people learn how they can positively grow and advance in their own careers.   I very much enjoyed this episode and found that Tabatha and I have a lot of leadership views in common. For example, we discuss trust and the need for real trust in work environments. She tells a story about a mistake she made as a leader and how she dealt with it to keep the trust of all persons involved. I think you have a lot to gain from Tabatha. At the end of this episode she tells us how to get a free eBook that provides invaluable lessons to help you in your own efforts to rise in the work world.       About the Guest:   Tabatha Jones is the CEO of Empowered Leadership Coaching, LLC, a Career Advancement & Leadership Coach, author, and keynote speaker based in the SF Bay Area, working with clients nationwide. With over 20 years of experience leading high-performing technical teams in Corporate America, she transitioned into coaching at the age of 50, driven by her passion for helping women break through career barriers and achieve leadership success. Tabatha specializes in working with ambitious Gen-X women who are ready to stop playing small and make the next years the most impactful of their careers. Through her personalized coaching programs, she empowers her clients to develop strategic career plans, build unshakable confidence, elevate their visibility, and secure significant promotions. Her clients, including leaders at companies like Comcast, Cisco, Abbvie, PG&E, and Tyson, have successfully climbed the corporate ladder, developed standout leadership skills, and positioned themselves as top candidates for advancement. As a sought-after keynote speaker, Tabatha inspires audiences with actionable insights on leadership, career advancement, and empowerment. She is also the author of Promotion Ready in 3 Months: The Women's Guide to Career Advancement, available on Amazon.   Ways to connect Tabatha:   Website: https://www.empowered-leader.com/   Connect with me on Linkedin: https://www.linkedin.com/in/tabatha-jones-4485854/   Grab a Free Resource: GenX Promotion Planning Assessment: https://www.empowered-leader.com/promotionassessment   Purchase a copy of my book on Amazon: https://a.co/d/gpoqjNw   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone, and welcome to another edition, an exciting edition of unstoppable mindset where inclusion, diversity and the unexpected meet, and the unexpected is everything that doesn't have anything to do with inclusion or diversity, which is most things, according to my diversity friends, but that's okay, our guest today. How do I do this? Okay, I'll just be up front. As many of you know, I use a screen reader, which is a piece of software to verbalize whatever comes across the screen. And when my screen reader finds my guest today's name, it pronounces it Tabatha. Don't you like that? Of course, it's Tabitha, but Tabata, so, so Tabitha. Tabatha Jones, welcome you to unstoppable mindset. We're glad you're here.   Tabatha Jones ** 02:09 Oh, thank you so much for having me here. And Tabatha sounds fairly International, and maybe I'll take it, yeah,   Michael Hingson ** 02:16 well, you can have it. It's yours. I don't think that the screen reader will mind a whole lot. But But what we're glad you're here now. I met Tabitha, as I have mentioned in the past with others, through an event that I attend, pada palooza. And Tabitha and I were both at the most recent pot of palooza. So what took you there? Are you starting a podcast, or are you just wanting to be interviewed by podcasters, or do you already have a podcast and you've done 1000s of episodes already?   Tabatha Jones ** 02:46 Well, I haven't done 1000s of episodes. I'm a fairly new podcaster. I've launched my own it's called the Gen X, free mix life, laughs and next acts. I think we're at about Episode 11. I was actually really interested in joining pada palusa to meet other podcasters. Here's some success stories and learn some great tips and tricks as I'm continuing to build mine out and and engage my audience well. So if there's   Michael Hingson ** 03:11 any way I can help, you, just need to shout out and glad to do it. And if you ever need a guest, and if I can fit the mold, I'm also glad to do that. It's always fun to to be a guest. When people want to come on unstoppable mindset, and I discover that they have a podcast, I always tell them, Well, you know, and many of them say, Well, do you charge for guests? And I say, Yes, I do. The charges you have to let me be a guest on your podcast, or if I go on to their podcast. I say I charge for that, and the charges that you have to come on my cop podcast to be a guest. So it works out.   Tabatha Jones ** 03:47 It's a fantastic tip. I'm taking that down and definitely having you on the podcast. Oh my gosh, yeah, that'd be fun.   Michael Hingson ** 03:53 Well, it it is cute. Actually, last week of a couple in Australia, a couple people emailed me and they they want to come on unstoppable mindset. And I was glad to do that. And they said, you know, but, but what's your charge? And I said, Well, I know you have a podcast. I have to be on yours. They said, Oh, we can, we can pay that. So it's fine. It is. You know, podcasting is so, so much fun. I did radio for years at the University of California at Irvine, and I like radio. Radio is a wonderful thing, but you're more structured because you have a limited amount of time. You've got to do certain things, you've got commercials you got to do, and sponsors that you have to satisfy, and some of that can happen with the podcast, but it's still not nearly as rigid, which makes it a lot of fun.   Tabatha Jones ** 04:45 Yeah, absolutely. And there's so much variety out there. One of the coolest things for me about starting a podcast is it's led me to so many other podcast shows that I had never listened to before, yours included. So now I think I'm following maybe. 30 to 40 different shows that I hadn't heard of until very recently, I'd say, probably the last six to eight months, and I'm loving it. I learned something new every single day. I learned something about someone's experience that leads me to check more into what they've shared. And it's really been fun. It's been a much more fun adventure for me than the social media that I was kind of, kind of dabbling in a little bit, but podcasts, it's just so much more personal and fun. It   Michael Hingson ** 05:27 is. It's much more connectional. And social media is just so impersonal, and people spend so much time doing it, and I'm amazed at some of the people who spend so many hours on it. I could, I don't do a lot of stuff on social media. I will post things occasionally, and I'm amazed at how fast some people, as soon as they as soon as I post, within minutes, they're responding to it. And I'm going, how do you do that? But anyway, it's people focus on that. But it's so impersonal compared to doing things like podcasting, because you do get to know people. You get to learn about people. And as I tell people constantly, if I'm not learning at least as much as anybody else who listens to this podcast, then I'm not doing my job well, which is kind of the way I look at it. And I always like to learn things from everyone who comes on and who I get to interact with because of the podcast.   Tabatha Jones ** 06:21 Yeah, so much fun. It is. You know, one of the things when we met that really connected me to you was just your story and sharing your author journey on top of it. So, yeah, you're kind of stuck with me in your fan club for a little bit following   Michael Hingson ** 06:40 you Well, thank you. And it is, it is fun to do that and following you back. It's, it's a lot of fun. And as I said, I enjoy getting to know people and connecting and learning which is cool, and to introduce you a little bit more to people, and I'll get to letting you do some of that too. But Tabitha is the CEO of empowered leadership coaching LLC, which is obviously a coaching organization, and you started doing that when you were 50. Of course I could, I could, circuitously get to and and how long ago was that, which would then tell us your age, but I won't that's   Tabatha Jones ** 07:25 all right. As a career advancement coach, I tell people all the time, don't put those long dates on your resume. People will start guessing your age, and then we've got another whole situation. I think the good thing with coaching is age and experience go together, and people see that a little bit differently, which has been fun. Yeah, I left it, you know, corporate at 50, and started my own business. I had been doing it on the side, but now I get to do it every day, and it's so   Michael Hingson ** 07:50 much fun. Well, seriously, how long have you been doing it?   Tabatha Jones ** 07:54 You know, for officially. Oh, I gotta do math. 2017. Is when I started. So,   Michael Hingson ** 08:01 oh, okay, well, there you go. So, 10 years, okay, yeah, and then   Tabatha Jones ** 08:04 I had been doing it as part of my job for more than 20 years. So as a leader in corporate, more than 20 years of coaching experience came from that sure   Michael Hingson ** 08:13 when you've got seven years of official long term, real life, constant experience, which is, which is great too. Well, tell us about the early Tabitha growing up and some of those kinds of things that would get us to know you better.   Tabatha Jones ** 08:28 Well, I grew up in a little town called Livermore. It's not so little anymore out here in California, in the East Bay, I am the oldest of four, and you   Michael Hingson ** 08:37 were never irradiated by the the accelerators, or any of the things that Livermore Labs.   Tabatha Jones ** 08:41 No, there was so much Hush, hush, secret stuff going on out there. But, you know, it was always very cool. They had a swimming pool you could go swim at. I think it was 75 cents to go swim for the whole day at the pool. And, you know, as a grown up, I'm all, should we really have been swimming there? I don't   Michael Hingson ** 08:58 know. Oh, it was safe. Well, it was absolutely Were you ever there after dark? No, so you don't know whether anything glowed in the dark or not. So you didn't probably you were safe.   Tabatha Jones ** 09:07 Probably safe. Yeah, nope. Genetics kids, when the street lights came on, we went home.   Michael Hingson ** 09:11 There you go. But anyway, so Livermore, yeah,   Tabatha Jones ** 09:15 Livermore, and then let's see. So I finished high school. Didn't really know what I was going to do. I stuck a little toe in the telecommunications industry at AT and T and got a job there right out of high school, answering phones and learning all kinds of great things. Did a lot of growing up in that space. Gosh, it was a it was an interesting journey. I actually was sitting in a call center taking phone calls during the 1989 earthquake, which, oh, boy, you may remember, right? I know I was training somebody, and I just looked at the person. I said, we're gonna hang up and go under the desk. That's what we're doing. And that was the day before my birthday. So I got my birthday off that year, which. You know, as they planned   10:00 out very well,   Tabatha Jones ** 10:02 yeah. But terrible, terrible, tragic earthquake, unfortunately. But, you know, I do just kind of try to make a little lighter of it with that. You know, the birthday off, but it is. It was an interesting time, for sure. I lived   Michael Hingson ** 10:16 in Vista, California at the time. Well, actually, I take it back. I lived in Mission Viejo. We hadn't moved to VISTA yet, although I had a job in Carlsbad, and I remember coming out to get on a bus to go from Carlsbad back up to Mission Viejo. And I was going to listen to the World Series, and it wasn't on, and it took me about 15 minutes before, I finally found a radio station that announced that there had been an earthquake. And then we got home, and then we started. We just Karen was was at home, and we just started watching it on TV, and they had all the the live shots and all that, and the freeway collapse and so on. It was, needless to say, quite the event. Karen and I survived. We were in, not married yet in, well, 19, whatever that would have been, 69 or 70 or 71 the Sylmar quake. I don't think it was in 74 I think it was earlier than that. But there was a big earthquake up in Sylmar, and we felt it at UC Irvine, and then we had the Whittier Narrows and Northridge quakes, so we felt those as well. But yeah, that had to be pretty rough in 89 for all of you up there.   Tabatha Jones ** 11:38 Yeah, it was pretty, pretty interesting. You know, from that point, you know, I just was training somebody as I as I mentioned, and, you know, we, we took that next day and couple of days kind of getting things together, working through the call center, handling a lot of emergency calls and things that were going on. And I'd say that's probably the first time I felt that call to leadership, you know, and realized I wanted to do more than being a call center, answering phones. There's nothing wrong with that, but for me, it wasn't the end all. And I started working on mapping out, how am I going to build my career here? Managed to advance a couple of times, and then went through a major layoff. So AT and T we all know, went through a lot of change over the years, but in the 80s and early 90s, there was a lot. So I did a couple of different things in between, and then one day, I walked into what was the Viacom cable office and decided I'm going to apply for a job here. It's just six months for experience, and we'll see where it goes. I fell in love with the cable industry. As weird as it sounds, I loved it, so I worked up really quickly into a lead role, and then started shifting into technology, which is where I spent most of my career, leading those technical teams and just really loving it. But yeah, yeah, that's kind of the journey from the early life into the career side of things. But   Michael Hingson ** 13:05 what kind of things did you do in as a leader for Viacom?   Tabatha Jones ** 13:09 So Viacom was where you in, went through. So I was in the call center. Initially became a lead there, moved into credit and collections and learned everything there was to learn there. It wasn't really my jam, but it was a great place to be. And then I moved into the Information Services Department, and you probably remember this back in the day of punching down phone lines in the little box, in different I don't know if you ever did that, but yeah, soldering cat five lines, crawling under desk, climbing up ladders, doing all those things. So that was early. It days before the internet. Still, I think crazy to say,   Michael Hingson ** 13:48 so did you do that? Or did you lead people who did that? So I   Tabatha Jones ** 13:52 did that early on. I learned everything I could in that department. I learned how to print reports. I knew learned how to compile data. I learned how to code the billing system, moved into project management from there, still on the information services side, and led some really huge projects through that time. We went through three companies. We landed at Comcast. That was where I was for the longest, but never really left, you know, my role, and just fell in love with the technology, because it changes all the time. It's never the same day twice. I loved working with technical people, and learned really quickly that one of my gifts was being able to translate between the Technical Suite and the C suite. So taking those great ideas and going and securing the budget or coming in with here's what the leadership team is thinking. Here's how I think we can do it. What are your thoughts and being able to translate and move things forward really fast. That's where I joined the leadership team and stayed, and I loved it. Climbing the ladder at Comcast was a lot of fun for me. Yeah. Do   Michael Hingson ** 15:00 you think that really taking the time to get that technical knowledge and learn those various jobs, even though you necessarily didn't do them all the time, but learning how to do those jobs? Do you think that was a valuable thing for you, looking back on it now,   Tabatha Jones ** 15:19 yeah, I do in some ways. And I spoke at a women in telecom sorry, it's women in tech and telecom seminar a few years back. And one of the things that we know is women don't advance as quickly into technical leadership roles, and being able to say in that room, leadership is not a technical skill. Just let the light bulbs off for people, because we hold ourselves back. And it's not just women, but it definitely happens in the female space, where we will hold ourselves back. Oh, I'm not technical enough, oh, I don't know enough. Oh, I can't code Python. It. It doesn't always matter for me, having the basis helped because I understood the work the team was doing. I understood quicker ways to do things. I had done them myself the hard way, but it gave me a little bit more, I'd say, street cred with the team, not that they ever expected me to code a macro or build an automation program, but because I could come and speak to them in a language that made sense, then they could go build the thing and do their jobs. So I do think it helped. It helped give me really great insight to what could be and let us really drive innovation quickly, which was super fun. I   Michael Hingson ** 16:41 agree with you on that I felt in everything that I did as a as a leader, working in a variety of different kinds of roles, I felt it necessary to learn the things that the people who worked for me and with me did because at least I could then articulate them. I could talk about them. I didn't necessarily have to do them all the time, and there were some things that I wasn't going to be able to do, for example, for four years or three and a half years, four I owned a company that sold PC based CAD systems to architects, computer aided design systems, for those who don't know, to architects and engineers and so on. And they were some of the early PC based CAD systems. We started in 1985 doing that. And needless to say, that was and and still is very much a highly graphic environment. And that isn't something that I'm going to be able to sit down in front of a computer terminal and do, because the technology, even today, doesn't exist to describe all of that information for me, so that I have access to it as quickly and as efficiently as a person who can see but even though I wouldn't be able to run a CAD system, I knew how to do it. So I could then sit down with an architect in front of a machine and ask them what they wanted to do, and then described them what they needed to do to make it happen. So I actually made them part of the process of showing themselves how the cast system worked by them actually working it. Now I also have people who work for me, but I did know how to do that, and I think that was extremely important. And I've always felt that having that knowledge is is helpful. I do tend to be very technical. I've got a master's degree in physics and so on. And I I think that having that technical knowledge is kind of part of the way I operate, which is fine, but still, I think that having that technical knowledge, really, even if it's only to be able to talk about it at the right times, was a very helpful thing and made me a better leader.   Tabatha Jones ** 18:59 Yeah, absolutely would agree with that, and understanding just the basics of what can and can't be done, or, you know, what my limitations were, and being vulnerable with going back to my team and saying, This is as far as I know how to take it. I need you to walk me through what the next steps are, or what your ideas are, or what your thoughts are. And I had a wonderful team. I'd say one of the benefits of not being the most technical person on the team is then I'm not seen as someone who's micromanaging. I'm not seen as someone who has all the answers. And for my teams, that worked out great because they loved showing their innovation. They loved showing ideas and bringing new technology, tools and things to the forefront, which made it a lot more fun for them, too. And I'd say one of the coolest things I did with my team was I was given, you know, in corporate world, you're sometimes gifted new responsibilities, and one of the new responsibilities. I was gifted with, was creating a quality control team, and this team was going to validate all of the data that the Information Services coding team was developing in the billing system. And it was needed the error rate, I mean, the accuracy rate, rather, was only about 70 ish percent. Wow. So it needed to change. It was impacting our frontline, impacting our techs. It was causing revenue gaps, right, customer experience problems. The vision that was given to me is we want you to hire three people, and they're going to manually validate this data all day long, and me being a hybrid technical people person said, Hold the phone. We're not doing that. So I went and hired someone who was an expert at SQL and Tableau. We then hired someone who was an expert at Quality Assurance, because that's what she had been doing in the call center, was validating orders and making sure the billing their statements were going out correct. So she had the manual aspect. And then we hired a third person who wasn't quite as technical as the first, but definitely a really good balance between the two and between the three of them and their ideas and their skills, and then my abilities as a leader to guide them through. You know, this is what we need. This is the vision. This is the budget, this is the the outcome that we want to get to. We were able to build something that was automated, that drove accuracy up to 98.1% Wow, and it's probably better today, but it's just because that the ability to see people who can bring in the best parts of their knowledge and then work together to build something. That's what helps technology advance so much faster.   Michael Hingson ** 21:44 Yeah, but it's but it's important to be able to do that. And you you learn to have the vision, or innately, you have the vision to to bring that about. And it sounds to me like all of the people that that you were leading really respected you, because you were, first of all, you were not a threat to them, and you clearly showed an interest in what they did, and you loved to hear them talk about it, because that taught you things that you didn't know   Tabatha Jones ** 22:17 exactly, oh my gosh, and they were great about what I'd say is dumbing things down. I'd sit there sometimes and would be listening to somebody, an analyst, who was excited and explaining all these great things they were doing. And finally, my face would say, okay, hold the phone. We need to step back just a teeny bit. I needed to bring it down, maybe just a little bit more. And once I got it, then everybody would be just jazzed and so excited and out to share, and, you know, made sure that they were getting to do part of the presenting when it went to higher levels, so that they could get credit and feel that value, which is so, so critical to help, you know, just boost that morale and keep inspiring people.   Michael Hingson ** 22:53 The other part of that, though, is you are also teaching them some probably sorely needed communication skills, because they're used to just talking very technical, and they're used to just talking to each other, and everybody gets it right away. But the reality is that I would think that they came to realize, well, maybe we need to present it in a little bit different way, because not everybody looks at it the way we do   Tabatha Jones ** 23:21 exactly that's where a lot of coaching came in and helping people work together better in the communication space, and then bringing it forward in a way that people understood. We did a really cool program. It was called insights. It exists out there, and there are people who are certified to administer it, but it basically is a personality assessment based on colors. So red, yellow, blue, green, and blue is generally your very technical, more introverted detail specific people. The Office of that is yellow, and I am very high yellow, which is your, include me. Bring me in. Let's have a party. Let's talk about it. So it was good for me, because it caused me to bring that yellow energy down a bit, which kept the, you know, the conversations going and the conversations open, and they learned to elevate that yellow energy a little bit so we could meet in the middle really well. And some of them had different, you know, red or green in there. But it was really interesting to be leading a team with such opposite energy. From that perspective,   Michael Hingson ** 24:27 did you ever find people who just resisted learning to meet in the middle or learning to do some of the things that you really wanted them to do, and they just didn't want to do that at all?   Tabatha Jones ** 24:41 Oh yes, yes, there were a couple, and that required more coaching, right? So one who had been used to working in a very specific way before we were reorganized and he was moved under me, it took multiple times and finally, a mild threat to. Get him to come forward and come on board with the new process, because sometimes it's really easy to stick in doing things the old way. He had been doing it for 1520, years. And I joke when I say threats. I don't threaten people, but you know, it was kind of a I need you to come up with the rest of the team. Here's what you're doing and how it's impacting the team, and even though it feels like it's making your customer happy in the long run, it's not because they're going to have to work with other people, and we need to make sure that they understand that this has changed, and then another who was more my way or the highway, and that took, you know, again, a bit of coaching. So his leader worked for me, and so his leader and I would come up with different plans and different strategies to put him in positions where he had to stay a little bit more quiet and let the team members bring forward their ideas. And rather than him jumping to a no, it was, we want you to start asking these three questions, and, you know, whatever the questions were to get the conversation going, and then the light bulb started going off for him. Like, wow. Some of these individuals have definitely had different training on, you know, whatever type of technology it is that makes perfect sense. What if we combine this so he was able to actually help us bring out the best in everyone, once he took that step back and really started listening and getting a bit more curious.   Michael Hingson ** 26:30 Well, that that's, you know, of course, a wonderful skill to have, because people need to recognize that not everybody is where they are   Tabatha Jones ** 26:42 exactly. It's true. And you know, I kind of think back when we were talking about the leadership aspect and leading technical teams, I coach a lot of people on interview skills and helping them present their best selves for the job that they're interviewing for. And one thing that seems to be a habit for people who are very technical and are also leaders is deferring so much their technical skills, and it's good, but you've got to have that balance. When you're applying for a leadership role, what happens that is very disappointing, is they'll be told, Well, we're not really seeing your leadership skills or your leadership qualities or not feeling like you're a good fit with this team. Usually, when a company is hiring a technical people leader, they want to know you can lead people, because not everybody can do both,   Michael Hingson ** 27:40 right, or they haven't learned how to   Tabatha Jones ** 27:43 right. It's true. Not everybody wants to. Sometimes they think they do because it's the next logical step, but sometimes people are just really happy being hands on others. To your point, you can learn. You can step into maybe a lead role, and start learning how to let go of some things and and get more comfortable with not being the smartest person in the room, because once you're the leader, you've got to have that balance and, and it's a learning a learning curve, for sure,   Michael Hingson ** 28:09 yeah. And unfortunately, there are way too many people, certainly, a lot of them are technical who think they're the smartest person in the room, whether they are not, and then some of them are. But still, that's not always the solution to making things work, especially if you're working in a team.   Tabatha Jones ** 28:29 Absolutely, yeah, it's all about the team. And it can't be. They always say there's no me and team. But technically, if you rearrange the letters there, kind of is that's maybe snow i Maybe it's No, I in team. No, I in team.   Michael Hingson ** 28:43 Yeah, there's no i That's true. But you know, one of my favorite books I enjoy reading it often, is actually the Five Dysfunctions of a Team by Patrick Lencioni. Have you ever read that?   Tabatha Jones ** 28:55 I have not read that. I am aware of it. I have not bought it yet. It's a   Michael Hingson ** 29:00 short book, relatively speaking, but it's great because it really puts teamwork in perspective, and it really defines what should happen in a well functioning team, including the fact that members of the team can hold each other accountable when the team is comfortable with each other. And then, of course, it's all the team leader who has to really bring people together and meld the team into a cohesive working group. But the good team leaders can do that and understand what their role has to be in getting everybody to operate at peak performance.   Tabatha Jones ** 29:39 Love that. I will get that back on my list. Radical candor is kind of similar, as far as you know, being able to say what needs to be said and feeling like you're in a safe space to say it. Yeah, that's one of the things that I always found a little, I guess, frightening as a leader, is when I would talk to another leader and say, What feedback have you given this person? Well. Feedback is so negative, like no feedback given with love is there with the intention of helping the person grow and do better and understand what they're doing really well so they can keep doing that. So yeah, being able to let the team members or ask the team members hold each other accountable, be honest with each other, this isn't about feelings. This is about respect, and sometimes it's a hard conversation. It's really crunchy and uncomfortable. But once it happens, the trust that is built is it's unstoppable, well,   Michael Hingson ** 30:30 but feedback can also be a very positive thing. And it can be that you're doing a great job. Here's what you're doing. It isn't necessarily but you're not doing this right? It, it can be exactly a very positive thing. And there, there are certainly times that we all like to get that as well.   Tabatha Jones ** 30:47 Absolutely feedback is my favorite F word. I always say it is just, it's so important. And I've worked with people who have said, you know, I can't get feedback from my boss. I said, Well, what do you mean? And they said, Well, he All he says is just, you're doing a good job. Keep doing that. Yeah. Well, what specifically am i doing that's a good job. So feedback in itself is a skill, both giving it in a positive way and giving it in a constructive way. But all feedback is good when it's given with the right intention and it's given with, you know, just honesty and love. And   Michael Hingson ** 31:20 there's a skill in receiving feedback too and recognizing if you trust the feedback, the feeder backer, if you trust the person giving you the feedback, then you know that they're not out to get you. Yeah. And that's part of it is breaking through the usual shell that most of us probably a build up. Well, that person has some sort of alternative agenda they're out to get me. And that isn't always the case. And, oh, absolutely, unfortunately, sometimes it is, but it doesn't necessarily mean it always is. Yeah, I agree.   Tabatha Jones ** 31:54 You know, if you think back to feedback that you've been given throughout your life, is there a piece of feedback that you were given that really changed the way you do things. Yeah,   Michael Hingson ** 32:06 I can think of some, and I think that most of us can, because the people giving us the feedback were concerned about trying to help and concerned to try to get us to hear what others in the world are are saying or thinking. And if we take that to heart, that can be a very positive thing.   Tabatha Jones ** 32:32 Yeah, absolutely. One of the biggest foundations for me as a leader is trust and trust with my team, both going both directions to them, from me and from them to to from me to them, and from them to me. So complete trust. It's so important. And you know, knowing that I've had employees come and give me feedback, and it doesn't matter what level I was at or what level they were at, once, I knew that they were comfortable giving me feedback. I knew our relationship was strong, yeah, and, you know, I've had people come and say, I didn't really like the way that you said that. It would have been more impactful if you had done this. I've had clients come and say, you know, when you said that, I really reflected on it. And maybe we're not in the same spot. So let me say this again and see if you can, you can address it a different way. Great. If we don't have trust, we're not going to go anywhere. So it's such an important piece of of building trust. In   Michael Hingson ** 33:26 my new book, live like a guide dog, true stories from a blind man and his dog about being brave, overcoming adversity and moving forward in faith. Long title, well at the end, the subtitle, but one of the things that I talk about is that I've learned a lot of lessons about dealing with fear and dealing with people from my dogs, because dogs do things differently than we do and don't have any near, anywhere near the stress that We do. For example, dogs are, I think, creatures that do love unconditionally, but they don't trust unconditionally. What dogs do, however, is that they tend to be less something is really hurt a dog. They tend to be more open to trust, and they want to build a trusting relationship with us if we're open to it, because they are, and when we recognize that and we truly build the trusting relationship, it's second to none. So then you've got the love part that is there, but the trusting part, it's a whole different story. And I know that when I start working with every guide dog and people say, Oh, how long does it take to really get used to a dog? My response is, it takes roughly a year. Because it takes a long time for both sides of the team to truly recognize and have enough confidence in the other that they have that trust that they need to have.   Tabatha Jones ** 34:59 Yeah. Dogs are so much better than people. I will tell you their behavior is so much better, but I get that and you know someone who adopted my last two dogs. One was three years old when I got her from the pound, and she lived to be 15, and my other one is she's eight. I got her when she was three from someone that was re homing her. But they do. They they teach you that I can love you, but I don't know that I trust you yet. I've got to build this up like I will lick you and throw a party when you come home, but don't be trying to pick me up yet. We're not there. Yeah. So, you know, I can imagine, with a guide dog, it's even more elevated, and I can't write to read your that book, because I just finished underdog. I did. I don't know why the name just went blank. I posted it on my Facebook and Instagram. I was so excited, but yeah, oh my gosh. I can't wait to read the new one. If you   Michael Hingson ** 35:48 get a chance with both of them, go review them at Amazon. So lovely. Get a we always appreciate reviews. So Amazon and Goodreads are the best places to go to go do reviews, and they're very helpful. But when you read, live like a guide dog, love to get your thoughts, and you're welcome to email me and love to chat about it as well. But you're right that there are so many things about dogs that really teach us a lot. One of my favorite things that I talk about a lot, and we deal with it and live like a guide dog is we, as people tend to what if everything to death. We What if everything well, what if this? What if that? And the reality is, most of the things that we're dealing with, what if about are things over which we have absolutely no control, and all we're doing is building up our own internal Sears, and we need to learn to get away from that. If we could just learn to focus on the things that we have control over and not worry about the rest. And of course, people will say, Well, but, but all this stuff is going on we gotta worry about. No, you don't. You can be aware of it without worrying about it. You can be aware of it without it interfering with your life. But you have control over that, but there are so many things in your life that you don't have control over. And my, my premier example of that, of course, is the World Trade Center. I am not convinced that all of the government departments working together would have been able to figure out what was happening and stop the attacks from half from occurring. But the result of that is, of course, that we had no control over the events occurring. What we absolutely have total control over is how we individually choose to deal with those events and how we choose to move forward.   Tabatha Jones ** 37:36 Yeah, absolutely, oh my gosh, it's so powerful and so true. And I'd say too with dogs is they don't let that little thing that bothered them four hours ago eat them up, or four days ago or four months ago. They don't generally hold a grudge unless something was pretty atrocious, where we will ruminate on a story or a conversation over and over and over again, sometimes it's just solved by a simple Hey, what did you mean when you said that? Or we'll just go and keep thinking about it and keep thinking about it. Dogs moved on. They're like, I've already had my snack in my walk, like we're good again. There's no grudge, there's no past concern, or I made a mistake this day. I'm never gonna cross that line again, because, you know, I did this thing, but humans are so are just wired so differently, just from, I'm sure, our life lessons and all the things that we've been through. But if we could live a little more like a dog, that would be kind of amazing. That guide dogs specifically,   Michael Hingson ** 38:35 I agree. And you know, the reality is that dogs do make mistakes, and one of the things that we learned to put it in terms of what we're talking about today, one of the things that we learn as guide dog handlers is how to give appropriate feedback, and that process has changed over the years, so now it's a much more positive process. We don't tend to yell at dogs, we don't tend to try to give sharp leash corrections, but rather, when they do it right, that's the time to truly reinforce it and say, what a good job you did it. And if you're training a dog to do a new thing or give them a new skill, reinforcing the time that they succeed is so much more powerful than ever saying you didn't do that right? And I think that's as true for humans as it is for dogs, but humans just don't tend to for all the reasons that you said, Trust like, like, maybe they should, but we always think that everybody has a hidden agenda, which is unfortunate, because we don't always necessarily have a hidden agenda. And even if we do, and if you feel like you can't trust me because you think I have a hidden agenda, you can always ask me about it, or you should, and that's something we just tend not to feel that much that we can do, because those aren't skills that we're taught when we're growing up.   Tabatha Jones ** 39:56 Yeah, it's very true, and you. Know when you mentioned the mistakes even thinking about that from a leadership perspective. When I first started leading in my last team, we had reorganized into a corporate structure, so I had new employees sitting across 40 some odd states. It was a big a big reorg, and I would be talking to people about different things. And I said, Well, why did you, you know, why did you do it this way? Oh, well, I realized I made a mistake, so I didn't want to get in trouble. So I thought if I went and I did this, then that would I'm like, wait a minute, stop. Let's let's pause, let's go back to get in trouble. Tell me about that. And I would hear, and I heard it from multiple people across the team that there was such a level of fear over making a mistake. And I said, you know, you're not coming to work with somebody's heart transplant in an ice chest, like, if you make a mistake, nobody's gonna die. Yeah, somebody's gonna get a little maybe mad because we're gonna hit a little bit of a revenue hiccup, or maybe have to send an apology notice to some customers that have a mistake on their bill. But nothing's that big that we can't learn from it, fix it correctly and make sure it doesn't happen again. And that was a huge shift, and that's something you know, where a dog will make a mistake they get through the correction to your point, positive reinforcement. We've got jerky treats, kind of redirect. If people only could take a jerky treat, that'd be great, but they don't. But you know, when a mistake happens, teaching people, teaching our kids, like it's okay to make a mistake, but let's talk about what we learned from it. Make a plan to do better, and figure out how we just don't let that happen again, and then if it happens again, okay, let's have a different conversation. What? What did you notice? Did we miss something in the process? Less last time? Let's fix that, and then let's take the next steps forward, and let's go back and present to the team how we can improve this process and what we've learned from this mistake, like we can make it positive and as leaders, we can help our employees go faster. We can help our dogs learn faster. Can help our kids learn faster by just being a leader and managing mistakes correctly.   Michael Hingson ** 42:06 How do we get that process kind of more into the mainstream of society? How do we get people to recognize that it's okay when you make a mistake, we'll fix it and really give them and teach people to give the positive reinforcement that we need to do. Because I think it's, it's very true. We don't teach it.   Tabatha Jones ** 42:27 We don't teach it. I feel like younger parents that I'm seeing, in some ways, are getting there, you know, I remember back in the day when we would accidentally break something, or, you know, be roughhousing a little, and the glass would get knocked off the counter, and it was a huge thing, right? You're going to clean it up. You're going to go to your room. You're going to stop playing around in the house. And, you know, with my son, I know when He would break something and be like, Hey, let's clean this up. I need you to be more careful. You know, it's not you need to go sit in your room. You made a mistake. It's okay. And I see the difference in myself. Still, when I make a mistake, I beat myself up when he makes a mistake, he cleans it up and moves forward. So it's definitely happening through parenting and the way that we handle it as parents. We have that great opportunity as leaders once adults are full grown and in the workforce and still have those tendencies of fear and oh my gosh, I need to cover it up, teaching them, I had a situation where I made a mistake, shocking. I know I made a mistake, just kidding. I do it all the time, but I had made a mistake with some data that I collected from my team, I'd had individual skip level meetings, and decided kept all the notes in a spreadsheet, and I had told the team as I spoke with them. Whatever you tell me, it's in confidence. I'm taking themes of the conversation and I'll present it back to your leaders. They're not going to have names. We're not going to know who said what. That's not what this is about. It's about me helping drive improvements through my leadership team so that it's better for you. And they were really open, and it was amazing. It was such a gift to have that trust from the team. Well, I went and took my compilations, put all my notes together on a spreadsheet, sent it to my leadership team, and never took off the original notes. And I was like, shoot, now, what do I do? So I asked a peer. I said, Hey, this is what I did. What would you do? And she said, Well, I would tell my leaders, they need to be leaders, and they need to keep it confidential. And I was like, oh, not good enough. I'm not doing that. So I thought about it, yeah. And I said, You know what? This is a teachable moment. This is the opportunity I've been given to practice what I preach. So I pulled my entire team, 50 some odd people on the phone, on a teams call. So we were on camera, and I said, I need to talk to you about something. And I said, I made a mistake, and because of that mistake, I have let you down, and I've broken my word. And I explained what I did. I explained, you know, I got really excited by the information, because I saw things we could do, which then led me to moving way too fast, and I completely sent your comment. Comments with your names to your leaders, and I apologize. And going forward, when I take data and information from you, I will be learning from this mistake. I will keep two separate spreadsheets. I will not be, you know, just adding to the individual spreadsheet, I will quality control, check it before I send it out, and I will make sure that I do better. And I just ask that you forget me. On this one, I got so many texts and emails and instant messages that just said, Thank you so much, and someone that said, thank you, it helps to see that a leader owned up to a mistake, and I'm like, that's that was a teachable moment so nobody died. I didn't lose a heart. I broke a little confidence and a little trust. But we can fix things, and that's how,   Michael Hingson ** 45:46 yeah, and, and that makes a lot of sense, and we, we just tend to, oftentimes do knee jerk reactions. I was sitting here thinking about sometime after we moved to New Jersey in 1996 my wife and I were in our living room, and I don't remember what was going on. We were having a great time, and we each had, each had a glass of champagne, and my fourth guide dog, Lenny, was with us. And Lenny, like any good lab has a tail that never stops. And Karen, I think it was Karen, I don't even remember, sure. I think it was. Had put her glass down on the coffee table, and tail hit glass, glass, which was crystal, went all over floor, hardwood floor, you know, and I can think of so many people who would blame the dog. And actually, I think Lenny blamed herself for a little while, and we kept saying it wasn't your fault we screwed up. And eventually, you know, she well within, within an hour, she was mostly Okay, but, but the bottom line is that she, she, she knew that something happened, but it wasn't her fault, and it is important to own up to to things and and as I said, I think it was Karen, because I think Karen said I should never have put my glass down, or I should have put it back further away from her tail, because she was So excited. You know those   Tabatha Jones ** 47:21 tails, lab tails are crazy things, yeah, oh my gosh, right, but Lenny didn't stop wagging her tail because of that little mistake, right? It's something that Karen was able to own up to. You two were able to clean it up, and then Lenny was able to go on and keep wagging her tail. Everyone's being more careful. Now,   Michael Hingson ** 47:39 what's really funny is that, because it was a hardwood floor and crystal, there were her pieces that we found days later, but   Tabatha Jones ** 47:47 really years later, oh my gosh. But   Michael Hingson ** 47:50 you know what Lenny was? Was, was a cutie, and Lenny was the, probably the most empathetic dog that I've ever had. We had a pastor, and we had who we had come to know, and we were at a party, and she was at this party, and she came up to us and she said, we let Lenny visit everybody, but we just let her loose. Um, Lenny is the most empathetic dog I've ever seen, because you let her loose. And she went to the person who was feeling the most pain first, and then she worked the rest of the room, and we're talking emotional pain, but Lenny could sense that and and she did. She went to the person who was hurting the most for whatever reason. And then after she felt she had done all she could with that person, then she went around to the rest of the room. Oh, what a wonderful experience that was. Yeah, I know, and we hadn't noticed it, but sharee told it to us, and we we realized it from then on, yeah, she's right. I   Tabatha Jones ** 48:52 always think that the companies that allow people to bring their dogs to work are probably the companies that have the highest performance and productivity. I can't prove this yet, but there is something about having a warm, fuzzy little Snuggler with a cold nose right next to you that makes such a difference. Yeah, like I said, you know, mine's by me all the time, but they're just so intuitive. They pick up on your moods. They pick up on what's going on when you've had a bad day, you know, when you're feeling unconfident. I've worked with people a lot on helping them build confidence. And she'll even come around like, Hey, why you down? Like, what's going on? Let's go play. Go play. And then, you know, they're always so excited when you just do the smallest things. It's like, you know what? All right, I am making somebody, somebody happy today. It's just not that, maybe that other person, or whatever it is. But, yeah, oh my gosh. What made   Michael Hingson ** 49:40 you decide? What Madeline just caused you to decide to go from working for other companies in the corporate world to starting your own coaching career full time.   Tabatha Jones ** 49:52 You know, I just love the coaching aspect, helping people who struggle to speak up for themselves or who. Struggle to recognize the value that they bring to the workplace or to the world in general, just really lights my fire. I work mostly with women in their 50s, mostly with women who are already leaders but feel a bit stuck, and help them just remember who they are. Help them remember you know you are a leader. This is how you can set yourself apart, and this is how we can start preparing for your next promotion. I wrote my book promotion ready in three months, the Women's Guide to career advancement, which was released in August. Just because the concerns were so similar, I thought, you know, I'm going to put these specific the specific framework together in a book so that women who maybe don't have time for coaching right now, or they don't have the means, for whatever reason, they can get that framework in this book and get started on setting themselves apart and rebuilding that confidence. And I just love it. I feel like we tend to play really small, especially after a simple mistake or a simple breach of trust or a simple someone said something, and it just really stuck in our head for whatever reason. So I want women to stop. I want them to start feeling more empowered and start going after those things that they want. Because I don't know if you've seen the movie The longest game. But one of the quotes is the, you know, the field isn't the golfing green. The field is the five inches between your ears. And that's life. It is a fact. It is whatever is going on in that space between your ears is what's going to tell you you can and it's going to tell you what you can't do. So we want to only five inches. They say five inches. I haven't actually measured mine either. I say it and I touch it every time, because I'm like, I don't know if it's really five inches. Maybe it's, maybe it's four and a half. I don't know. I've always prided myself on having, you know, a skinny forehead.   Michael Hingson ** 51:57 Well, you know, but, but it's interesting and and, of course, sort of on principle, just for fun. I'll ask, do you ever find that that men read it or that that you coach men as well? Do you find that there are men that will benefit, or choose to benefit from the same things that you're talking about with most women? Absolutely,   Tabatha Jones ** 52:15 I say I work mostly with women and a few lucky men, because there are men who don't feel as confident or who might be a little bit more of that quieter later, and the strategies in there are obvious. Is probably not the right word. But there are things that are really simple and easy to do, but so often overlooked. So for anyone who finds themselves really kind of hiding behind the keyboard, not getting out and about and working on their visibility and relationship building. There are a lot of great strategies for that. The worst thing to do is wait until the promotion opportunity posts to start getting out there and building your brand. It doesn't serve anyone, and it's going to keep you behind. So, yeah, absolutely, that's a great question. If you   Michael Hingson ** 53:05 want to be noticed, then you have to work at what you need to do to be noticed. And that is a an important skill to learn. And it is all about brand, which doesn't mean you're trying to be so calculating that you're trying to do in other people, it is all about doing the things that you need to do, both to learn and to be able to advance in a positive way.   Tabatha Jones ** 53:30 Yeah, exactly. And there are strategies just for even man, even managing your time, because that's so obvious to some of us who have been there, but to others, they'll allow their calendar to be blocked from 7am to 7pm with everyone else's priorities, and it's important to make yourself a priority so that you can start standing out before the job posts. And that's kind of the secret sauce. A lot of people, like I said, they wait until the job posts and they've just been working hard and then can't figure out why they're not getting ahead. So we want to start doing things, taking action every day before that position posts, one   Michael Hingson ** 54:09 of the things that that I do is on my calendar page, I have time blocked out every day and and people will say, Well, I want to schedule something, but this time isn't available, and this is the only time that I can do it. And what I tell people is I have the time blocked out so that I can do the things that I need to do or that I might want to do. And one of them is responding positively to the fact that you need a certain time to meet, and that time is in one of my block times, but I block times so that I have free time to do what needs to be done. So let's schedule it, and, you know, and I, and I find that that works really well, because it gives me the time to make choices and do the things that I want to do. And I think it's so important to be able to do that. So.   Tabatha Jones ** 55:00 Yeah, the calendar is key. I always say your calendar equals clarity equals confidence. I mean, it just it builds that confidence. What I see happen a lot in the corporate space is the calendar gets booked for again, everybody else's priorities, 7am to 7pm I will see someone sitting in a meeting, totally disengaged. And when I would say, What are you doing? And I ask clients now too, so how do you prepare for this meeting? Because almost always the answer is, oh, I have a big meeting coming up in a couple of hours, and I'm not ready yet. Like, well, why are you in this meeting? If that meeting matters so much, why are you here? Because you're hurting your brand here, looking disengaged, asking, Can you repeat that 72 times where you could have just sent a delegate, or you could have blocked that time to think and prepare, which is so important, the calendar blocks. I don't think I could live without them. They're critical, right? That's how we get things done. That's how we make sure we're focused on the right things. That's how I prepare for clients. I don't just get on and wing it, because that's not going to go well, yeah,   Michael Hingson ** 56:02 and that's why on, on unstoppable mindset. I asked people to send me some things because I want to appropriately prepare, because if, if I'm doing my job right, I learn all I can to be able to be involved in an intelligent conversation, and people have so many skills that I haven't learned or don't have, I get to use the information that they send to prepare and learn about some of those skills, which is part of why I say if I'm not learning at least as much as anyone else who is listening To the podcast, and I'm not doing my job right? Because it's so much fun to be able to explore and talk with people, and it's and it is so much fun. So I I appreciate exactly what you're saying. Well,   Tabatha Jones ** 56:53 thank you. Yeah, it's, it's a, I mean, tooting my own horn a little bit. It's a great book full of strategy. And if you just took it, take it and start implementing those small changes, you'll see a huge difference. And I say that you'll see it, but not only you, your leader will see and your team will see that you're making changes and and making a difference. So yeah, it's just that calendar is so helpful.   Michael Hingson ** 57:16 Life is is an adventure, as far as I'm concerned. And if we're not always learning we're not doing our job right exactly which is so important? Well, do you have any kind of last thoughts of things that you want people to to think about, as far as leadership or as far as moving forward in the corporate world, or or any of those kinds of things? Yeah,   Tabatha Jones ** 57:40 absolutely. And thank you so much for asking. I do want to tie it back to unstoppable mindset, because you are absolutely unstoppable. It's a matter of clearing those blocks, the things that are in your way, the things that are in that five inches, or whatever it really is between your ears that is getting in the way and telling you you can't do something. And I encourage you if you're struggling, if you want to get ahead, if you've had some bad experiences when trying to get ahead, connect with me on LinkedIn. You can find me at Tabitha Jones and D, H, A Jones, thank you. Yes, all A's, Tabata, Tabatha. You can call me what you want. Just spell it right so you can find me. But absolutely connect with me there, and let's talk about what's going on and see how we can help you start moving forward again. Absolutely, we'll share strategies to give at least a little bit of a boost and kind of start relieving some of the discomfort that may be going on, but kind of back to that point you are completely unstoppable. It's just about investing in yourself, and that may look like time, energy or financially, just to get yourself out of, out of where you're at and into that next thing.   Michael Hingson ** 58:52 What's your website? You must I assume you have a website. I   Tabatha Jones ** 58:55 do have a website. It is empowered. Dash leader.com, and if you go out there, I actually have a free gift. I've recently published an ebook which is a career confidence playbook for women over 50, and that also has some great strategies, as well as workbook and journaling pages to help you really flesh out those goals and start taking those small action steps,   Michael Hingson ** 59:21 and guys, the concepts are the same. So don't think it's just for women. Otherwise, learn nearly as much on this podcast as you   Tabatha Jones ** 59:29 should. That is true. That's very true. The color is a little purple and black. Don't let that send you anywhere. Just it's perfect. Come on in. Let's talk   Michael Hingson ** 59:39 colors. Don't bother me.   59:42 Outstanding.   Michael Hingson ** 59:44 Well, I want to thank you for being here. This has been really fun. I knew it was going to be, and it was every bit as fun and and informative as as I thought it would be. So I hope people will reach out to you on LinkedIn and go off and. Uh, go to the website as well. Get your free ebook. I'm going to go get it and and I really think that you've offered a lot of good insights that will be helpful for people. I hope all of you listening and watching out there agree. I'd love to hear your thoughts. Please email me. Let me know what you think of our episode today. You can email me at Michael M, I C H, A, E, L, H i at accessibe, A, C, C, E, S,

Sujet perso pour vous partager notre organisation de couple quand l'un est en déplacement professionnel et que l'autre s'occupe de notre enfant.Nous visons l'équité : qu'est-ce qui nous semble juste ?Après de nombreuses réflexions, nous testons un tableau Excel basé sur un système de "dette" et de "crédit". L'objectif n'est pas une égalité stricte (1=1), mais un équilibre qui nous parle et nous convient.C'est notre équilibre équitable du moment.Un outil que je vous propose, en gardant à l'esprit que ce qui fonctionne pour nous ne conviendra pas forcément à tout le monde.L'essentiel, c'est d'en parler et de vérifier, ensemble, si votre système vous convientRessources pour aller plus loin :Mon TEDx : Sexualité: existe-t-il une norme ? POUR LES COUPLES : le replay du Webinaire pour les couples avec des pistes d'explorations pour faire face à l'écart de libido dans le couplePour prendre RDV, c'est ICI

This special episode of the Strategic Finance Lab features a recording of a recent NeuGroup panel featuring WestCap founder Laurence Tosi and Treasury4 co-founder Ed Barrie, moderated by NeuGroup founder and CEO Joseph Neu.The conversation explores what it means to adopt a “treasury-first mindset,” with insights from seasoned finance leaders on how treasury can evolve from a support function to a driver of enterprise value. Mr. Tosi, former CFO of Blackstone and Airbnb, explains how improved cash visibility, FX optimization and data infrastructure can help turn treasury into a value creation center. Mr. Barrie shares lessons from his time at Microsoft, Itron and Tableau and outlines the product vision behind Treasury4.Listeners will hear why WestCap chose Treasury4 as a strategic partner—and why both speakers believe treasurers are uniquely positioned to lead in a future shaped by real-time payments and embedded financial intelligence.

SaaStr 801: AI, M&A, and the Future of SaaS: Lessons from Marc Benioff, Chair, CEO & Co-Founder of Salesforce Join us for as SaaStr CEO and Founder Jason Lemkin sits down for a conversation with Mark Benioff, the CEO, Chair and Co-Founder of Salesforce. Together, we delve into the practical applications of AI in the B2B space. With 40 billion under Salesforce's belt, this discussion sheds light on how AI is transforming enterprise software. Learn about Salesforce's major acquisitions like Tableau and Slack, the evolution of their product offerings, and how they seamlessly integrate AI with business intelligence and analytics. Mark also shares insights on the strategic direction of Salesforce, the significance of data management, and the role of AI assistants in revolutionizing customer service and product development. Tune in for a glimpse into the future of enterprise software and the impactful initiatives driven by Salesforce. -----------------  Hey everybody. SaaStr Annual is almost here. It's May 13th to the 15th, right here in the SF Bay, the heart of the AI Revolution, and you've gotta be part of it in B2B and be it SaaStr 2025. We'll have an incredible line above speakers, the best in SaaS and AI. From HubSpot and Perplexity from Anthropic, to OpenAI, from Snowflake to Cursor, to Google Coud, to Box to IBM and more. We'll have AI matchmaking for founders and investors for the first time,  and we'll have over 1,000+ C-level executives at our VIP summits. It's gonna be great. So we'll see you there. If you want to come in person, use my code Jason20 before tickets sell out.  And we'll see anyone that can't make it in person on our live streams. It'll be all over my Twitter and LinkedIn and everywhere. May 13th to the 15th 2025. It's gonna rock. --------------------------------------------------------------------------------------------  Hey, are you tired of listening to hours and hours of sales calls? Recording is yesterday's game, folks. Yesterday's game attention.com unleashes an army of AI sales agents that auto update your CRM build custom sales decks. Spot cross-sale signals and score calls even before the coffee cold. Teams like Bamboo, HR, and scale AI already automate their sales and rev ops using customer conversations. Step into the future at attention.com/saastr. ------------------------------------------------------------------------------------------- Do you know what would make your customer service helpdesk dramatically better? Dumping it and switching to Intercom.  But, youʼre not quite ready to make that change. We get it!   Thatʼs why Fin, the worldʼs leading AI customer service agent, is now available on every helpdesk.   Fin can instantly resolve up to 80% of your tickets,  Which makes your customers happier. And you can get off the customer service rep hiring treadmill.   Fin by Intercom. Named the #1 AI Agent in G2ʼs Winter Report.      Learn more at : inter.com/saastr   --------------------------------------------------------------------------------------------

Behind the Scenes of Pediatric Critical Care with Dr. Rana ShamiIn this episode of The Pediatric Lounge, hosts Herb and George bring on Dr. Rana Shami, the medical director of the pediatric intensive care unit at Inova Children's Hospital. Dr. Shami discusses her journey from the American University of Beirut to leading a premier PICU in Fairfax, Virginia. She shares insights into the challenges and innovations in pediatric critical care, such as the use of high-flow oxygen and bedside ultrasound, as well as the critical importance of multidisciplinary teamwork. Dr. Shami also talks about the growth of their PICU fellowship program and her advocacy for early diabetes screening to prevent DKA. The episode illuminates how pediatric ICU care has evolved and the ongoing efforts to improve patient outcomes through simulation education and data-driven approaches.00:00 Introduction to The Pediatric Lounge00:28 Sponsor Message: Hippo Education01:08 Meet Dr. Rana Shami: From Beirut to Fairfax01:30 Dr. Rana Shami's Journey in Pediatric Critical Care05:46 Legacy of Dr. Steve Keller in Pediatric Critical Care11:26 Advancements in Pediatric Intensive Care15:36 Challenges and Innovations in Pediatric Care21:42 The Role of Technology in Modern Pediatric Care30:06 Personal Stories and Reflections in Pediatric Care31:48 Using Data to Improve Healthcare33:25 The Power of Tableau in Data Visualization35:48 Leadership Style in the PICU39:25 The Role of Simulation in Medical Training42:35 Launching a PICU Fellowship Program47:18 Telehealth and Remote ICU Work51:16 Advocating for Pediatric Health56:27 The Parent Wise NGO59:19 Concluding Thoughts and FarewellSupport the show

Chaque jour, en quelques minutes, un résumé de l'actualité culturelle. Rapide, facile, accessible.Notre compte InstagramDES LIENS POUR EN SAVOIR PLUSŒUVRES PERDUES : Le Parisien, Le Huffpost, Le Figaro, Le Monde, Radio France, UNESCOSOPHIE MARCEAU RADIO : Le Parisien, Le FigaroCONCERT JUL STREAM : Le Parisien, NumeramaNOTE “CLAIR OBSCUR EXPEDITION 33” : Huffpost, MediametricFILM ASGHAR FARHADI : Variety, HuffpostCASTING HUNGER GAMES : Variety, HuffpostÉcriture : Morgan ProtIncarnation : Blanche Vathonne Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

À première vue, La Liberté guidant le peuple d'Eugène Delacroix semble tout droit sortie de la Révolution française de 1789 : une femme aux seins nus brandit le drapeau tricolore, une foule en armes avance sur des cadavres, et l'ambiance est à l'insurrection. Beaucoup s'imaginent qu'il s'agit d'une représentation de la prise de la Bastille. Pourtant, ce tableau ne représente pas 1789. Il évoque un autre moment clé de l'histoire de France : les Trois Glorieuses, c'est-à-dire la révolution de juillet 1830.À cette époque, la France est sous la monarchie restaurée. Charles X, frère de Louis XVI, est au pouvoir, mais son autoritarisme croissant provoque la colère du peuple. En juillet 1830, il tente un passage en force en suspendant la liberté de la presse et en restreignant le droit de vote. En réaction, Paris se soulève pendant trois jours — du 27 au 29 juillet — et chasse le roi du pouvoir. Ces journées sont restées dans l'histoire sous le nom de « Trois Glorieuses ». Elles marquent la fin de la Restauration et l'avènement de la monarchie de Juillet, dirigée par Louis-Philippe.C'est cet événement que Delacroix a voulu immortaliser. Dans une lettre à son frère, il écrit : « J'ai entrepris un sujet moderne, une barricade. Et si je n'ai pas combattu pour mon pays, du moins peindrai-je pour lui. » Le peintre ne cherche donc pas à représenter une révolution passée, mais bien celle de son époque, qu'il transforme en une scène mythique et intemporelle.La femme centrale du tableau n'est pas une figure réelle, mais une allégorie de la Liberté, inspirée de l'Antiquité. Elle incarne l'élan populaire et révolutionnaire, avec ses attributs symboliques : bonnet phrygien, drapeau tricolore, démarche héroïque. Autour d'elle, on reconnaît des personnages issus de toutes les classes sociales : bourgeois, ouvriers, étudiants, mêlés dans une même lutte.Alors pourquoi la confusion persiste-t-elle avec 1789 ? Tout simplement parce que Delacroix a volontairement emprunté les codes visuels et émotionnels de la Révolution française. Il voulait inscrire 1830 dans une continuité révolutionnaire, évoquer une idée universelle de liberté et de soulèvement.En somme, La Liberté guidant le peuple n'est pas un tableau historique au sens strict, mais une œuvre symbolique, engagée, qui transcende l'actualité pour exalter l'esprit révolutionnaire. C'est cette ambiguïté entre histoire réelle et mythe républicain qui explique, encore aujourd'hui, les malentendus sur son véritable sujet. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Vous écoutez le podcast "Les interviews Histoire", notre émission hebdomadaire gratuite pour tous. Abonnez-vous à "5.000 ans d'Histoire" et accédez à environ 400 podcasts d'1 heure pour seulement 2€ par mois sans Pub ! Avec une nouvelle émission chaque semaine : https://m.audiomeans.fr/s/S-tavkjvmo En 1818, Géricault démarre sa plus célèbre toile « LE RADEAU DE LA MÉDUSE » et fait scandale autant sur le plan artistique que sur le plan politique. Il devient le maître du romantisme comme Hugo avec ses « Misérables ». Il critique la Restauration et son nouveau roi Louis XVIII, obligeant celui-ci à prendre position.Grâce à une drôle de conférencière, découvrez les secrets de ce gigantesque tableau du Louvre qui choqua le monde et ébranla le trône. Revivez les bouleversements artistiques et politiques du début du XIXème siècle.Au Théâtre Comédie Bastille à ParisLa comédienne Anne CANGELOSI est notre invitée en studioDistribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:04:15 - Récits d'enquête - par : Mattéo Caranta - Une enquête sur un phénomène massif et pourtant souvent tu. Un tabou de l'école mais pas que. C'est celui des violences sexuelles entre enfants. Entretien avec la journaliste Aude Lorriaux, qui publie "Tableau noir" aux éditions Stock.

Be on the lookout for glimpses of God's glory – whether it be in a sunset while driving or seeing some stunning mountains outside. May it be a joyful reminder that God is always with you giving you a taste of heaven.-------- Thank you for listening! Your support of Joni and Friends helps make this show possible.   Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org.   Find more encouragement on Instagram, TikTok, Facebook, and YouTube.

Cindy Clifford, a seasoned educator of 25 years, refused to let age or past career define her. She used her skills honed as a teacher and pivoted to data analytics! If you feel you're too old to pivot and become a data analyst, it's never too late-- dive into Cindy's story.

Vous aimez notre peau de caste ? Soutenez-nous ! https://www.lenouvelespritpublic.fr/abonnementUne émission de Philippe Meyer, enregistrée en public à l'École alsacienne le 6 avril 2025.Avec cette semaine :Nicolas Baverez, essayiste et avocat.Jean-Louis Bourlanges, essayiste.Nicole Gnesotto, vice-présidente de l'Institut Jacques Delors.Lucile Schmid, vice-présidente de La Fabrique écologique et membre du comité de rédaction de la revue Esprit.TABLEAU DES FORCES POLITIQUES APRÈS LA DÉCISION DU TRIBUNAL DE PARISLundi, Marine Le Pen a été reconnue coupable de détournement de fonds publics dans l'affaire des assistants parlementaires européens du Front national (devenu Rassemblement national, RN). Elle a été condamnée à quatre ans d'emprisonnement, dont deux ferme avec bracelet électronique, et à une amende de 100.000 euros. Mais c'est la peine d'inéligibilité à cinq ans avec exécution provisoire qui fait débat. La députée du Pas-de-Calais a interjeté appel, mardi, de la décision du tribunal correctionnel de Paris. Quelques heures après, la cour d'appel de Paris a annoncé vouloir rendre sa décision à l'été 2026.Alors que la leader du RN s'insurge contre « la tyrannie des juges », le Président défend « l'indépendance de la justice ». En revanche, tout en considérant qu'il n'a « pas le droit », en tant que membre du gouvernement, de « critiquer une décision de justice », François Bayrou a jugé « en tant que citoyen », que la décision du tribunal correctionnel de Paris soulève « des interrogations ». Lui-même est sous la menace d'une condamnation dans l'affaire des assistants parlementaires du MoDem au Parlement européen, pour des faits comparables à ceux reprochés à Marine Le Pen. Le leader de La France insoumise, Jean-Luc Mélenchon a jugé que « la décision de destituer un élu devrait revenir au peuple ». LFI pourrait bientôt devoir répondre devant la justice à des accusations semblables. Le président du Sénat, Gérard Larcher a estimé que « si la loi va trop loin, le législateur doit pouvoir la corriger », tandis que le président du groupe de l'Union des droites pour la République à l'Assemblée nationale, Éric Ciotti, allié de Marine Le Pen, a décidé de la « supprimer ».Écologistes, socialistes, communistes et anciens « insoumis » ont applaudi la décision des juges et fustigé au passage les propos de Jean-Luc Mélenchon. Le premier secrétaire du Parti socialiste, Olivier Faure, et le chef de file des députés macronistes, Gabriel Attal, se sont démarqués. « Je suis troublé par le trouble du Premier ministre », a dit Olivier Faure. « Je ne suis jamais troublé par la démocratie », a enchaîné Gabriel Attal. Le président de la région Hauts-de-France, Xavier Bertrand s'est inquiété des « manifestations de soutien » de « l'internationale de l'extrême droite » à l'endroit de Marine Le Pen.Ce week-end, Le RN a organisé une mobilisation dans les rues afin de mettre la pression contre l'institution judiciaire – ou comme il le présente, « sauver la démocratie ». Ce dimanche, Gabriel Attal entend rassembler le bloc central dans un meeting au cours duquel, Edouard Philippe, qui n'est pas encore sorti de sa réserve, devrait s'exprimer. D'après un sondage Elabe pour BFMTV 57 % des Français estiment que la décision de justice est « normale au vu des faits reprochés ».Chaque semaine, Philippe Meyer anime une conversation d'analyse politique, argumentée et courtoise, sur des thèmes nationaux et internationaux liés à l'actualité. Pour en savoir plus : www.lenouvelespritpublic.frDistribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Kevin and Ken Flerlage, twin Tableau Hall of Fame Visionaries, pop in to talk about their upcoming mega-talk a Tableau Conference 2025, their personal journeys, and more.

Nous sommes le 30 janvier 1649, à Naples. Dans une lettre qu'elle adresse à Antonio Ruffo, l'un de ses commanditaires, lui annonçant le prochain envoi d'un tableaux, Artemisia Gentileschi écrit : «… Le nom d'une femme soulève des doutes jusqu'à ce que son travail soit vu…» Huit mois plus tard, le 7 août, Artemisia, âgée de cinquante-six ans, ajoute : « Mon illustre seigneurie, je vais vous montrer ce qu'une femme peut faire ». Le 13 novembre de la même année, l'artiste insiste : "Avec moi, Votre Seigneurie ne perdra pas et vous trouverez l'esprit de César dans l'âme d'une femme". Avant de conclure : "Je ne vous dérangerai plus avec ce bavardage féminin, car les œuvres parleront d'elles-mêmes". Née à Rome, fille de peintre, Artemisia commence sa formation artistique dans l'atelier de son père. Alors qu'elle n'a pas dix-huit ans, un événement violent change le cours de sa vie : elle est violée par un collaborateur de l'atelier familial. Un viol qui va entacher durablement sa réputation et orienter toute sa ultérieure. Le procès de son violeur, qui sera aussi le sien, va marquer les esprits de ses contemporains et la postérité. En 1916, commentant l'une des peintures parmi les plus célèbres de l'artiste « Judith décapitant Holopherne », le critique d'art Roberto Longhi note : « Qui pourrait penser que sous un drap étudié de candeurs et d'ombres glacées dignes d'un Vermeer grandeur nature, pouvait se dérouler une boucherie aussi brutale et atroce (…) ? Longhi ajoute : « (…) ce qui surprend, c'est l'impassibilité féroce de qui a peint tout cela et a même réussi à vérifier que le sang giclant avec violence peut orner le jet central d'un vol de gouttes sur les deux bords ! » . Artemisia Gentileschi : de l'infamie peur naître la force … Avec les Lumières d'Anne Hustache, historienne de l'art. Sujets traités : Artémisia Gentileschi, Antonio Ruffo, artiste, réputation, viol, infamie , Rome, peintre, tableau Merci pour votre écoute Un Jour dans l'Histoire, c'est également en direct tous les jours de la semaine de 13h15 à 14h30 sur www.rtbf.be/lapremiere Retrouvez tous les épisodes d'Un Jour dans l'Histoire sur notre plateforme Auvio.be :https://auvio.rtbf.be/emission/5936 Intéressés par l'histoire ? Vous pourriez également aimer nos autres podcasts : L'Histoire Continue: https://audmns.com/kSbpELwL'heure H : https://audmns.com/YagLLiKEt sa version à écouter en famille : La Mini Heure H https://audmns.com/YagLLiKAinsi que nos séries historiques :Chili, le Pays de mes Histoires : https://audmns.com/XHbnevhD-Day : https://audmns.com/JWRdPYIJoséphine Baker : https://audmns.com/wCfhoEwLa folle histoire de l'aviation : https://audmns.com/xAWjyWCLes Jeux Olympiques, l'étonnant miroir de notre Histoire : https://audmns.com/ZEIihzZMarguerite, la Voix d'une Résistante : https://audmns.com/zFDehnENapoléon, le crépuscule de l'Aigle : https://audmns.com/DcdnIUnUn Jour dans le Sport : https://audmns.com/xXlkHMHSous le sable des Pyramides : https://audmns.com/rXfVppvN'oubliez pas de vous y abonner pour ne rien manquer.Et si vous avez apprécié ce podcast, n'hésitez pas à nous donner des étoiles ou des commentaires, cela nous aide à le faire connaître plus largement. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Jen Hawkins went from delivering pizzas to becoming a six-figure data analyst at a FAANG company in just 17 weeks. In our chat, she shares her Data Accelerator Program journey, how she used her background and new skills to stay motivated, land job offers, and eventually achieve her dream role.

durée : 00:03:29 - Charline explose les faits - par : Charline Vanhoenacker - Deux mois après la suspension de l'aide au développement par les Etats-Unis, les conséquences sont dramatiques. Mais tout n'est pas perdu ! Fin février, les ONG ont reçu un questionnaire de l'administration américaine…

durée : 00:03:29 - Charline explose les faits - par : Charline Vanhoenacker - Deux mois après la suspension de l'aide au développement par les Etats-Unis, les conséquences sont dramatiques. Mais tout n'est pas perdu ! Fin février, les ONG ont reçu un questionnaire de l'administration américaine…

durée : 00:14:20 - Journal de 7 h - Le représentant du parquet national financier (PNF) ne mâche pas ses mots et requiert notamment 7 ans de prison dans l'affaire du financement libyen. Une peine jamais envisagée pour un ancien président de la République. Ses avocats plaideront le 8 avril après ceux des autres prévenus.

durée : 00:04:44 - Le Reportage de la rédaction - Dans le cadre de l'opération '100 œuvres qui racontent le climat', le musée des Beaux-Arts de Tours accueille un Sisley pour mettre en lumière la disparition de paysages depuis la fin du XIXe siècle. Conséquence du changement climatique, la neige et les hivers rigoureux sont devenus rarissimes.

durée : 00:29:06 - Une histoire particulière - par : Lou Quevauvillers - Du globe terrestre gigantesque devant l'école aux huit petits pavillons aux murs amovibles que forment les classes, tout est pensé pour que les élèves étudient tout en étant au maximum exposés au soleil ! - réalisation : Rafik Zénine

Breaking Into FP&A: How Data, Finance, and Leadership Shape CareersHow do you transition from data analytics into FP&A? What skills make FP&A professionals successful? In this episode of CFI's Careers in Finance series, we explore how data, finance, and leadership intersect in corporate FP&A, featuring Smith Lordeus, FP&A leader with a background in engineering, data analytics, and finance.What You'll Learn in This Episode:How Smith transitioned from data analytics to financeThe growing demand for data-driven finance professionalsHow tools like Excel, SQL, Power BI, and Tableau shape FP&A analysisThe career shift from senior financial analyst to FP&A managerThe importance of storytelling and leadership in finance rolesHow FP&A teams support budgeting, strategy, and decision-makingThe differences between FP&A, corporate development, and M&AKey career advice for aspiring finance professionalsWho Should Listen?Data analysts looking to transition into financeFinance professionals who want to strengthen their FP&A skillsAspiring finance leaders looking for career growth strategiesAnyone curious about the evolving role of FP&A in corporate finance

Marc Benioff is the founder and CEO of the cloud-based software company Salesforce. Dylan Lewis caught up with Benioff to discuss: - Why Salesforce doesn't plan to hire any software engineers this year. - Lessons learned from major acquisitions, like Slack and Tableau. - Where AI goes next. Companies discussed: CRM, MSFT, LEN, DIS Host: Dylan Lewis Guest: Marc Benioff Producer: Mary Long Engineer: Rick Engdahl, Heather Horton Learn more about your ad choices. Visit megaphone.fm/adchoices