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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.
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.
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
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
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,
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…
L'actu culture-médias de ce lundi 31 mars : La 4e édition du festival d'humour "Namur is a Joke" a rassemblé 14 000 personnes. Ruth Lasters est la nouvelle Poétesse de Belgique. Un tableau spoilé par les nazis en Belgique restitué aux ayants droits. L'Académie des Oscars a présenté ses excuses pour son manque de soutien envers le réalisateur palestinien Hamdan Ballal. Le Grand Prix du festival Séries Mania, a été attribué à la série espagnole "Querer". On a appris hier le décès de l'acteur Richard Chamberlain. Merci pour votre écoute N'hésistez pas à vous abonner également aux podcasts des séquences phares de Matin Première: L'Invité Politique : https://audmns.com/LNCogwPL'édito politique « Les Coulisses du Pouvoir » : https://audmns.com/vXWPcqxL'humour de Matin Première : https://audmns.com/tbdbwoQRetrouvez tous les contenus de la RTBF sur notre plateforme Auvio.be Retrouvez également notre offre info ci-dessous : Le Monde en Direct : https://audmns.com/TkxEWMELes Clés : https://audmns.com/DvbCVrHLe Tournant : https://audmns.com/moqIRoC5 Minutes pour Comprendre : https://audmns.com/dHiHssrEt 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.
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 : 00:14:20 - 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.
"Un enterrement à Ornans", de Gustave Courbet, est la plus grande toile du chef de file de ce qu'on a appelé le mouvement "réaliste" : 6,68 mètres de long sur 3,15 mètres de large. Elle représente un enterrement dans le village d'Ornans, le lieu de naissance de Courbet dans le Doubs, et elle a fait scandale a sa présentation au Salon de Peinture de Paris en 1850... Ecoutez La star du jour avec Stéphane Boudsocq du 27 mars 2025.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.
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 : 00:04:44 - 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
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
durée : 00:32:09 - Une histoire particulière - par : Lila Boses - Avant d'être une légende, idéalisée par les artistes masculins qui l'ont systématiquement représenté comme une femme fatale ou étherée, Elizabeth Siddal fut une peintre et poètesse de talent. Retour sur son histoire depuis son regard. - réalisation : Laurent Paulré
Et si le récit familial ne parlait que de notre monde ? Et si nos histoires singulières n'étaient que le miroir déformant de notre famille humaine ? Évidemment pour que ce miroir miroir nous parle, il faut le sens aigu d'une observatrice telle que Gabriella Zalapì. De livre en livre, cette plasticienne d'origines anglaise et italienne livre des paysages intérieurs faits de prénoms Wilibald, Antonia, Ilaria. Des prénoms et des mots-clé : enfance, désobéissance, oppression avec à l'arrivée un héritage familial aussi lourd symboliquement que peut l'être un tableau représentant le Sacrifice d'Abraham. Diplômée de la Haute école d'art et de design à Genève, la Zalapì s'aventure régulièrement dans la cave familiale pour en ramener des archives personnelles qui finiront en photographies de l'âme. Éditées aux éditions Zoé. Et en pleine semaine de la francophonie. Programmation musicale :• Anibal Troilo Nocturno a mi barrio• J.S. Bach Rédemption interprété par Anna Prohaska Mache dich, mein Geist, bereit. BWV 115 Bete aber auch dabe• Art Blakey Are you real ?
durée : 00:32:09 - Une histoire particulière - par : Lila Boses - Avant d'être une légende, idéalisée par les artistes masculins qui l'ont systématiquement représenté comme une femme fatale ou étherée, Elizabeth Siddal fut une peintre et poètesse de talent. Retour sur son histoire depuis son regard. - réalisation : Laurent Paulré
durée : 00:33:11 - Une histoire particulière - par : Lila Boses - En 1969, un jeune anglais déclare avoir vu un vampire dans le cimetière londonien de Highgate. Le vampire qu'il décrit ressemble à Elizabeth Siddal, morte en 1862. Comment a-t-il pu l'identifier aussi facilement ? Peut-être parce que son visage est connu dans le monde entier. - réalisation : Laurent Paulré
durée : 00:33:11 - Une histoire particulière - par : Lila Boses - En 1969, un jeune anglais déclare avoir vu un vampire dans le cimetière londonien de Highgate. Le vampire qu'il décrit ressemble à Elizabeth Siddal, morte en 1862. Comment a-t-il pu l'identifier aussi facilement ? Peut-être parce que son visage est connu dans le monde entier. - réalisation : Laurent Paulré
Es geht drunter und drüber im Männer-Tableau in Indian Wells. Und der Tennisprophet Andreas Du-Rieux versucht mit dem Producer Jens Huiber einen Schuh daraus zu machen.
C'est à la Une du Parisien Dimanche : trois drapeaux qui flottent au vent : drapeaux français, européen et ukrainien, c'est « le réveil de l'Europe », titre le journal, qui a interrogé le ministre français des Affaires étrangères, Jean-Noël Barrot, lequel se montre ferme : « Ne nous laissons pas intimider », dit-il. « La France pourrait-elle entrer en guerre ? » lui demande le journal : « notre objectif est d'assurer une paix durable sur le continent européen », répond prudemment le chef de la diplomatie française, selon lequel « nous obtiendrons cette paix en nous donnant les moyens de dissuader la menace ». La Tribune Dimanche, de son côté, a interviewé Sébastien Lecornu. « Ceux qui nient la menace russe se trompent », estime le ministre des armées. Les États-Unis sont-ils toujours les alliés de la France ? « Je les considère toujours comme des alliés, en dépit de leur grande imprévisibilité », assure le ministre. Quant aux intentions côté russe, la méfiance est de mise : « ils ciblent notre démocratie et notre économie », accuse Sébastien Lecornu.Menace contre la démocratieC'est aussi avec la guerre en Ukraine en toile de fond que le Nouvel Obs a interrogé Raphaël Glucksmann. Le député européen, intellectuel de gauche, opposant de longue date à Vladimir Poutine, fait la Une de l'hebdomadaire, à l'occasion d'une grande interview. « Nous avons un ennemi », explique Raphaël Glucksmann, « Poutine, qui incarne une menace directe contre nos démocraties. Il soutient les mouvements d'extrême droite partout en Europe, attaque nos infrastructures stratégiques. Sa cible, c'est l'existence même de cette Union Européenne qui garantit la paix et la liberté sur le continent ». Mais pour Raphaël Glucksmann, pas question de baisser les bras. « Nous avons les moyens d'agir, de devenir une puissance avec laquelle il faut compter », assure-t-il. « Nous n'avons pas à être les serpillères sur lesquelles les empires s'essuient les pieds ». Le député européen n'est est pas pour autant moins inquiet. Et rappelle : « cela fait vingt ans que j'alerte sur le fait que la guerre va revenir dans nos vies, parce que nous avons affaire à un régime fasciste, la Russie de Poutine qui fonde sa dynamique interne sur l'expansionnisme et l'exaltation nationaliste ».Quelle opposition ?Nous allons à présent aux États-Unis, où se pose la question de l'opposition à Donald Trump. Question posée par l'Express. « Qui pour freiner le 47ème président ? » demande l'hebdomadaire, selon lequel « l'opposition peine à s'organiser et à se faire entendre ». Il y a bien quelques manifestations ici et là, mais aucun mouvement de grande ampleur. « Le Parti démocrate est aux abonnés absents » explique l'Express. « Il n'a pas de vrai leader, est divisé entre centristes et progressistes, et semble incapable d'articuler un message efficace contre le rouleau compresseur républicain ». « Le seul qui se fait entendre » remarque l'hebdomadaire, « c'est le sénateur du Vermont, Bernie Sanders, ex- candidat à la présidentielle. À 83 ans, il s'est lancé dans un tour des états conservateurs et fait salle comble. « Le trumpisme ne va pas être vaincu par les hommes politiques de Washington », harangue-t-il, mais par vous, les électeurs ! » La contestation contre Trump n'en est donc encore qu'à ses débuts, mais « à mesure que les effets des licenciements de fonctionnaires et des suppressions de subventions publiques vont se faire sentir, la grogne pourrait s'amplifier », estime l'Express qui cite Marc Cuban. Ce milliardaire « hostile à Trump » assure ainsi : « les gens commencent à comprendre que le chaos n'est pas bénéfique pour le pays ». Tableau d'honneurNous ouvrons à présent le Point, qui fait sa Une sur « le pouvoir des femmes ». À l'occasion de la Journée internationale pour les droits des femmes, l'hebdomadaire annonce « un état des lieux en France et dans le monde (…) Quel est leur vrai pouvoir dans l'économie, la politique, dans le top 50 de l'industrie culturelle, dans le tableau d'honneur des scientifiques ? » interroge le Point. L'hebdomadaire dresse de nombreux portraits d'entrepreneuses, qui brillent dans la mode ou le monde du football, de patronnes de sociétés fleurissantes, de scientifiques. Cela va de la chanteuse américaine et milliardaire Taylor Swift à l'astronaute française Sophie Adenot. Autant dire que les femmes puissantes ne manquent pas, même si elles ont souvent dû faire face à une forme d'hostilité ou d'ignorance du côté des hommes… Exemple avec Laura Chaubard, la directrice de la prestigieuse École polytechnique. « Je ne compte pas le nombre de fois où on m'a prise pour la secrétaire du service » raconte-t-elle. Graphiques à l'appui, le Point nous explique qu'il faudra encore beaucoup d'efforts pour que les femmes soient aussi nombreuses que les hommes aux postes à responsabilité. Sans oublier les inégalités salariales, toujours d'actualité. Les femmes de pouvoir mises à l'honneur par le Point, car, nous dit-on, « rien n'est plus efficace que les rôles modèles qui font rêver ». Tout de même, les autres femmes, celles qui ne font (peut-être) pas rêver, peuvent, elles aussi être des modèles...
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
Today's guest is perhaps the leading CFO name in data and analytics, the ex-CFO of Tableau and DataRobot. Now as Founder & CEO at Caliper, Fletcher draws on over a decade of executive experience at the intersection of finance and analytics. At Caliper, his mission is transform cloud cost and usage data into actionable insights In this episode Fletcher discusses The relationship between analytics and the CFO Subscription, net dollar retention, customer retention, and annual recurring revenue as key metrics Getting from CFO to CEO and the learning curve How we rely on AI and predictive ML and seasonal patterns to find anomalies Getting to base analytics and starting in AI Challenges and waste with cloud and holding engineers accountable The opportunity to save 30% on cloud spend Moving from Excel to Google Sheets Connect with Damon LinkedIn: https://www.linkedin.com/in/damon-fletcher-bb8a6614/ https://calipersoftware.ai
Voir la Joconde de Léonard de Vinci reste un passage obligé pour les touristes qui visitent Paris. Ils sont pourtant souvent déçus de ne pas pouvoir mieux l'observer, en raison de sa petite taille et de la foule d'observateurs se prenant en selfie devant le tableau. Le 28 janvier, le Musée du Louvre et le chef de l'Etat, Emmanuel Macron, ont annoncé un vaste plan de rénovation pour améliorer l'accueil des 9 millions de visiteurs qui se rendent au Louvre chaque année. Le chantier prévoit notamment une nouvelle entrée, et le déménagement de la Joconde dans une salle qui lui sera entièrement dédiée.Code source revient sur l'histoire du célèbre tableau de Léonard de Vinci avec Yves Jaeglé, journaliste au service culture du Parisien.Écoutez Code source sur toutes les plates-formes audio : Apple Podcast (iPhone, iPad), Amazon Music, Podcast Addict ou Castbox, Deezer, Spotify.Crédits. Direction de la rédaction : Pierre Chausse - Rédacteur en chef : Jules Lavie - Reporter : Barbara Gouy - Production : Thibault Lambert, Pénélope Gualchierotti, Clara Garnier-Amouroux et Clémentine Spiler - Réalisation et mixage : Julien Montcouquiol - Musiques : François Clos, Audio Network. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.
Like many seasoned finance executives, Damon Fletcher saw Snowflake as a game-changer in cloud-based data management. While a senior finance executive at Tableau, he championed its adoption, recognizing its ability to scale analytics and streamline enterprise data operations. But he also discovered a challenge familiar to many finance leaders—the hidden costs that come with cloud consumption-based pricing.At Tableau, Fletcher tells us, the company's Snowflake costs grew exponentially, mirroring a broader trend in tech where companies struggle to control cloud spend. This realization led Fletcher beyond the CFO office. In 2023, he co-founded Caliper, a company dedicated to bringing greater cost transparency and AI-powered efficiency to cloud spending.Fletcher tells us that AI is central to Caliper's approach. The platform leverages machine learning forecasting to predict cloud usage trends and generative AI to surface actionable cost-saving recommendations. Unlike traditional cloud cost tools, Caliper provides deep insights across Snowflake, AWS, and Datadog, allowing finance and DevOps teams to pinpoint inefficiencies in real time.
Manager Minute-brought to you by the VR Technical Assistance Center for Quality Management
This Manager Minute episode spotlights how the Massachusetts Commission for the Blind and MassAbility are leveraging AI to improve service delivery. Host Carol Pankow discusses innovative AI applications with guests Lola Akinlapa, Nathan Skrocki, and John Oliveira. They explore an AI-assisted intake platform designed to streamline processes, enhance multilingual support, and enable faster access to services. The conversation also highlights AI-powered tools like policy lookup systems and data visualization platforms like Tableau. Emphasizing accessibility and transparency, the episode showcases AI's potential to alleviate administrative bottlenecks, support staff, and empower consumers while preserving the human touch in service delivery. Listen Here Full Transcript: {Music} John: We were looking for items that might be helpful to our staff. As many of our veteran counselors move on to retirement, it became imperative that we find a way that the newer counselors could find access to information quickly. Lola: We're not looking to reduce workforce. We're not looking to reduce your day to day operations, right. We're looking to streamline and to make the consumer's journey at MassAbility more accessible to them. Nate: What we're doing is just enhancing and streamlining the process to better understand and strengthen their policy knowledge, to make their jobs a little bit easier. Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow. Carol: Well, welcome to the manager minute. Today joining me in the studio is Lola Akinlapa, director of strategic initiatives in Massachusetts. Nathan Skrocki, Policy director at the Massachusetts Commission for the blind. And John Oliveira, Commissioner for the Mass Commission for the blind. So how goes it, Lola? Lola: Oh, everything is good. Thank you for having me, Carol. I think this is a really great forum to kind of spread the word on what we've been doing at the state of Massachusetts. Carol: Excellent. How about you, Nate? How are you doing today? Nate: Happy new year. Doing well. Glad to be here. Thank you. Carol: Excellent. And last but not least, John, how is it? How are things? You got a new role. John: Everything is great. A very cold day today, but we'll get through it. Uh, it's close to zero wind chill. So very cold day here. Carol: Ah, it's like you guys are in Minnesota... John: Yeah, I think so. Carol: Joining Jeff and I... John: I think so. Carol: Yeah. We were three below today. It was fabulous. Well I'm super excited about our topic. So artificial intelligence, although it's really not a new concept, it's gained significant attention in the recent years and the field of AI research was officially established during a workshop at Dartmouth College in 1956, where researchers optimistically predicted that human level intelligence machines would be achieved within a generation. However, it became clear the challenge was really greater than anticipated. But today, you know, we have AI everywhere seamlessly integrated into our life. You know, we've got Siri and Alexa. I rely on them all the time to your biometric scanning at the airports and the list goes on. And I had the good fortune to find out that Massachusetts is really standing out as a state that has embraced the broad implementation of AI and incorporating it extensively across various aspects of daily life and governance. So I want to dig in and learn some more from you guys. So I'd like to start out because our listeners like to get a little insight into all of you. If you could tell us about yourself and your role. And for our my two friends from the Blind agency a little bit. How you got into VR? And Lola, I'm going to start with you first. Lola: Thank you, Carol. So a little bit about myself, as you mentioned, Lola Akinlapa, I am Director of Strategic Initiatives at now, formerly what used to be the Mass Rehab Commission and now known as MassAbility. I came into the agency back in 2014. I actually started in research and development, doing a lot of the analytic work. I actually was voluntold, I would say, to assist in a new project that we were implementing. It was a statewide case management system for our different divisions at MassAbility. Through that process, I was able to kind of take a step back to say, well, what do we need at this agency to push us toward the future? Carol: Yeah, Lola, it is great being voluntold, because that leads to some of the best things when you're working on different things. So, Nate, how about you? How did you land at Mass Commission for the Blind? Nate: I landed at MCB about eight years ago. At this point. I've been a manager within state government for many years and ended up at MCB. Hopefully this is where I'll be staying for many more years. I really like the mission of MCB and the work that we do as an agency to provide services to residents of Massachusetts. Carol: Good stuff, good stuff. And John, you've switched roles, so I've known you for a while. But tell our listeners a little bit about yourself. John: All right. Carol, I've been with the agency for, wow, 37 years. Carol: Oh my gosh. John: And started out in services and worked with the senior staff, senior consumers, and was in vocational rehab for a while, worked as director of staff development and training for a while. I headed up the assistive technology program for a while. I was deputy commissioner for something like 12 years, oversaw the programs, and I've been commissioner now for a year and a half. Carol: Good for you. Well, sure good to see you again. So in the fall, I had the had the chance to attend an AI convening with Tony Wolf, who is the MassAbility Commissioner. And Tony was mentioning she kept talking about all these really cool things happening in Massachusetts. And I just I needed to learn more. So now, Lola, like, how is MassAbility moving in this AI space? And I know you're doing some things that are helping the consumer experience be quicker and easier. What's that look like? Lola: Oh my God. It's been quite a journey to say the least. At our agency, we as many other agencies identified bottlenecks, identified issues with maybe the bureaucratic side of things where it takes longer to get someone from point A to point B. It was through, actually, our centralized intake unit where we discovered there's area for improvement here. And that area of improvement could be resolved through an assisted intake form. So at MassAbility, we're developing an AI assisted intake platform that's meant to support our staff at MassAbility, who are doing the intakes to allow them to have more leeway on doing what's more important to the work, which is getting our folks to the services they need. Through this intake form, we're actually removing the repetitive task. We're looking at some speech to text technology and then also some guided workflows. And we're also able to get multilingual support. And through the intake, it's meant to guide a lot of our consumers to feel a little bit more empowered to get from I'm stuck here, how do I get services that I need, whether I'm going to work or looking to live or transition into the community, instead of waiting months before someone can speak to you to get you through the process. In this platform, we're actually able to allow our staff to have more time to be dedicated to more personalized interactions with our clients. So it's been a journey to kind of develop what that roadmap looks like. But we are super excited about this. We actually will be going live early this year through our MassAbility site, through our consumer portal, where it will be housed, and individuals will be able to go in, log in and fill out the form, and the form would guide them through the entire process without human interaction. And for us, I think it's really important to take a step back and really understand the purpose of this. Right. It's not to remove the individual from their work, right. It's to make some processes a little bit more streamlined, but then have our staff, our counselors, our case managers be able to focus on more of the human interaction. It's been quite a journey for us, to say the least. Carol: So, Lola, are you working on that with your own state IT folk or who kind of is helping you mastermind all this? Lola: So this is in collaboration with our IT folks at Executive Office of Technology. Also, we're working with a contractor who's been helping us build this platform out. They've been super great. It's been a very collaborative effort across the board. I would even have to throw in Microsoft because there's some work that they're assisting us doing, and it's been a team effort to get it to where it is today. And we're actually very proud of what we've done in such a short period of time. Carol: Very cool, I like it. I know Lola, you had talked to me too, you were interested in doing something kind of in this data realm because I know data isn't cool always. But you were trying to do some stuff with Tableau and AI. So what does that look like? Lola: Tableau. For folks that don't know, it's a visual data tool that we've been using at MassAbility for a little bit over four years now. The really cool thing about technology is as the years go on, the tools get better. Tableau was another way that we were using to kind of drive our data decision making at the agency. You know, things that are really core to the MassAbility beliefs in our missions. With Tableau, we're able to have a chatbot, and the chatbot would be utilized something similar like ChatGPT, where you could say, show me how many individuals are getting X services, or show me how many individuals are served in certain parts of the region. Right? Carol: Yeah. Lola: very cool things like that where you don't have to be a data analyst or a data science... Carol: right. Lola: to use Tableau. It kind of makes it more user friendly and at your fingertips. I think of it like on demand data. So that's something that we've been looking at that is in collaboration with an initiative that we have over at Northeastern. And we've submitted a proposal for that. So we haven't started, but we're looking forward to some of the cool and innovative things, because I think many state agencies will agree. Data is really, really interesting to look at, especially when you're looking to tell a story, when you're looking to improve just the overall outcomes of your agency, depending on what you're looking to achieve. So it's really been something great that we're looking forward to getting started. And then also on the back end, kind of showing and empowering our own staff as to what this data means, right? Because not everyone is a data scientist. Not everyone enjoys. It's a very dry subject, but I think this is a way to keep folks engaged in terms of what's really going on at the agency, and it kind of tells a story without having to truly understand the data to tell the story. Carol: I love that. I think you'll find if you guys can make that all happen, there's going to be a lot of folks across the country that are going to be super interested in that piece because data has been so critical, especially as WIOA passed, and we're looking at so much more of the data and what really is happening for individuals with disabilities and getting into employment. And so I feel like sometimes we're data rich, but we're analysis poor. And people are like, I don't know what all this means. You get a little bit overwhelmed by the data. So I think that would be great for people to be able to do the old ChatGPT kind of thing and just ask a question and get the answer. Lola: Absolutely. Carol: I love that, that's very cool. So when you look at AI, there really has been considerable impact, too, for individuals who are blind and visually impaired. And Nathan and John, I mean, what are you guys seeing with the customers you serve? Just in general, when you think about AI and the work you're doing now? John: Well, obviously in the assistive technology field, there's always been a lot of talk about incorporating AI to serve consumers. And over the past 4 or 5 years, many of the wearables have become very popular. And every year when you see these items, they get better and better. And that's benefiting a lot of our consumers tremendously. I'm sure that you've all heard about the meta glasses. Tremendous assistance for our consumers. You put on this pair of glasses, you can take pictures of the environment you're walking through. You can use it with description services such as Aira and Be My Eyes. And it works great for someone who doesn't know the area. For someone who's trying to do some work and needs to access print immediately, a great way to do this. Many other things are coming down the pipeline, but we were looking for items that might be helpful to our staff. As many of our veteran counselors move on to retirement, it became imperative that we find a way that the newer counselors could find access to information quickly. We do the trainings the usual way, but that takes quite a bit of time. And if you have questions and you want answers right away, we were looking for a solution and we came across this solution in Outlook Insight. I read about it somewhere, I called them, I spoke to an individual at the company and we agreed that we would meet at the NCSAB Conference. And I turned them on to Nate and his policy team. And he can give you more of the story about that journey going forward here. Carol: So what do you know, Nate? Nate: Thanks, John. Carol: John is the idea guy and he's like, Nate, go do the thing. Nate: And it works out great. So what we did was we connected with Outlook Insight, and we wanted a tool that would allow kind of a quick reference lookup for our case managers. So it could be that they have questions themselves and the policy or procedures. And making sure a case is executed properly or consumer may have a question and they want a quick reference for that. So what we did with Outlook Insight is develop a tool that takes all of our internal policies and all of the other policies that govern us, and kind of housed it all in one place and very similar to ChatGPT or some of these other AIs out there. You can ask it a question and it will provide a response. And when it provides a response, we have the ability to really take a look at where it's coming from. So it will include all the resources that it's pulling from with the response. So it will cite the documentation. So it might be some direction from RSA or some of our internal policies or another piece of policy that is out there, another piece of guidance that is out there. And it will cite that particular piece of policy where it's coming from. You can click on it. When you click on it, it will bring that policy up and you can read further, but it will also provide that response. So if you ask it what form is needed at this step of a case procedure, it will bring up what form is needed. Bring up the form and you can go from there. Carol: Nice. So where are you at in the process with this rolling out? Nate: We have rolled it out to some staff. It's not officially rolled out yet as an agency. It's something we're still testing. But we did roll it out to some staff to test to really kind of understand what they're using it for. Another piece of it is we're allowed to add tiles to this particular system. We can create these buttons or tiles above the search bar that will have preloaded questions. So say a consumer is going to college and we you know we might have a button that has the question on it. What is college reimbursement for a student at MCB. You can click on that and we'll bring up all the information about what's appropriate for college reimbursement, how much that college investment can be, so on and so forth. We wanted to get an idea of what people were asking it. We wanted to get an idea of what they're using it for, so we can kind of load in those different tiles on the top as well. And as we go through certain cycles in case management, those will change over the year, in the future when we do roll this out. And we also just were curious on what people were looking up for quick reference. And people are using it. It is a very good tool. It's been helpful for us in the policy unit. We're not getting as many questions for people that are using it, because they're going to that first to see if they can look up the policies on their own and get a response on their own. We do caution people though, because it is AI, so sometimes it does not provide the full picture. I guess is the best way to put it. It might give a partial answer. We haven't seen where it's giving any wrong answers yet, but sometimes it doesn't fill in the whole picture. So that's why we include the policies with the response, because people can go in and search further within that policy if they need to formulate a decision a little bit better. Carol: Yeah, you bring up a really good point. You always have to trust but verify, even ChatGPT you throw something in there. And I use it a lot because it's super helpful and it'll be going along. It's really great. It gives this response and then you have some kind of wacky line comes in there and you go, I don't really know where that came from, but that isn't right. So you can't just turn it all over to the bot. You still have to use your own kind of critical thinking skills and take a look to apply it. Nate: For sure. The advantage that we have, as opposed to like an open source AI, is we control what goes in and out of where it's pulling from. So we're the ones putting the policies in. Or as Lola had mentioned before, if you want statistics or something like that, you can put it in a document with certain statistics and it can pull from that. But we control everything in there. So it's not pulling from this open source where it might recognize something as helpful, but it really isn't. It's everything in there. We've kind of vetted and we understand it's something that is needed by the agency. Lola: Absolutely. And just to Nathan's point, open source, we're talking about like Google, you know, you can get millions of results back and very true at MassAibility. Similarly, we obviously have regulations that we're following with RSA. And there are things that we have to control just to make sure the language is correct. So we're putting in what needs to be said at the bot kind of just follows that logic. So that's kind of the nice thing where you can still have that control, even if it is kind of AI, but it's still guarded. It's not as loose as just an open source would be. Carol: Yeah, absolutely. It's a great point, Lola. And I know for the both of you, you know you're doing things that are impacting the staff. So staff can definitely have a reaction to this. Sometimes positive, sometimes not. Like we're all super excited. I see your smiling faces like, yay, we're doing the thing. And then they're like, you know, people feel like back what I was saying in the beginning, like, we're going to replace everybody with robots or something. And so staff can get concerned. So I'm going to kick this to you first, Lola, what's been kind of the response from staff about the things that you guys are trying to do? Lola: Well, I'm very fortunate to work at an agency where folks are very open minded. Change is a little different, but we're very open minded at MassAbility. I think it's all about the messaging and the purpose on why we're doing certain things right. For sure. There are people that are going to have, you know, pros and cons about it, but I think how we message it is we're not looking to reduce workforce... Carol: right. Lola: We're not looking to reduce your day to day operations, right? We're looking to streamline and to make the consumer's Consumers journey at MassAbility more accessible to them. The option that we have right now and how we've messaged it to staff is it's an option, right? We're not removing the human aspect of it, but it's an option for individuals who are in certain circumstances that need to get something done a little bit faster, right? It takes a little bit longer to talk to individuals, but if it's something that they feel like, you know, I'm just going in and I'm looking for a job, I know everything I need to have. This is another outlet that they can use where the system itself is like, I'm not a person, but I can guide you like an individual, right? At the end of it, you will be meeting with a person. You will have that personalized experience, that interaction, but mostly for the admin and the data entry, right? We can repurpose that. We can shift that burden to some of the tools that we have available to us, like the AI assisted intake form. So that's really the messaging behind it, right? The messaging is not to impact staff. It's not to scare staff. Carol: Right. Lola: But it's more to help think of allowing people to have different options to come into the agency that aren't so impactful or don't feel like a bottleneck. Carol: Yeah, I love that. I love that point. How about you guys, Nate or John? Have you seen any initial responses from staff, maybe different than you thought or how has it been going? Nate: I think for us it's a little bit different too, because we're providing human services, so we're not replacing that in any way with an AI tool. We're not going to be replacing us, going out and sitting with a consumer and meeting them where they're at and providing the services that they need to be successful. What we're doing is really just enhancing and, like Lola said, streamlining the process to better understand and strengthen their policy knowledge to make their jobs a little bit easier. We haven't really explored any type of AI that would help with case management work or anything like that, and it's really tough because like I said, in the human service field and in Lola can probably also agree with this. Every consumer is so different. We're meeting with them a lot of times in person, especially at our agency, and providing the services that they need. A lot of it's hands on services, something that we're not going to be able to do with AI. What we're really looking at is how do we enhance their ability to provide and streamline services and make the experience better for the consumers and for our workers. And that's what we've done with this first policy tool. And I think it's been successful. I don't know if you have anything to add there, John. John: Yeah, we're supporting the staff at this point. So it's not that we're trying to take staff out of the process. We're making it easier for you to do your job and for you to answer questions that you may have about the process of moving the client through the system, or even questions that a consumer may ask you, and you can explain to them. And if you're missing any of that data, you can pull it up on your laptop. And that tool is always with you. You can ask it at that point, or you can refer to other resources we have on that machine. So you could certainly help them get the information they need faster and help yourself process the information they've given you faster. Carol: Well, having done technical assistance for years with state agencies, and I see the hundreds of pages in all your policy manuals and all this craziness, I'm sure staff will greatly appreciate anything that streamlines some of that work that they have to do, and all the things they have to retain. And you've got your policy and your procedure and your desk and your 14 other directions. It's a lot. I mean, it's a lot to keep track of, as well as just paying attention to the individual that's sitting before you. And so I think anything you can do to streamline that is great. I'm wondering if you all have other ideas. I know Lola, when I talked to you before, you are full of lots of thoughts. Do you have any next steps for accessibility that you're thinking about? Lola: I have a couple of next steps right now. I have to rein myself in. We're for sure right now really focused on getting our automated intake form out. We're at the tail end of testing and everything has been looking great on the up and up. So we've been really trying to get our messaging around what that looks like, especially to our constituents that are looking for services. So folks just understand the purpose, the why and how we're trying to make this a little bit better. I'm hoping eventually one day I can take this to phase two where the eligibility pieces may come into play, but we're not there yet. Right. We're taking baby steps. Carol: Yeah. Lola: I'm really excited we've gotten this far. I know Nathan and I have had conversations a few months back about looking at something similar to what they're doing with the policy, because we have our own policies, right, that are kind of everywhere. They need to be updated and staff need to reference them or individuals are looking for them. So I think definitely what MCB has been doing has been in the back of our minds a little bit. But like we said, we're taking baby steps and hopefully we can get there. But I think across the board, these are all great initiatives. Carol: Yeah, absolutely. How about you Nate and John are you guys looking at, you thinking a 2.0 on anything or some other areas you'd like to dabble in with AI? Nate: I think it's rolling this out first and kind of once we get this completely rolled out to staff and kind of understand how well it's working, I think we can take those next steps. We're always keeping our finger on the pulse of technology and how it's advancing, and if it can assist us in any way, and we'll continue to do that. I think an interesting, it kind of fits in with AI is, you know, one of the biggest barriers for our consumers is transportation. And as far as AI goes, one of the big conversations in that community is automated cars and those type of things. And we have in the past provided some input about automation. And when they're creating those type of things for transportation, how to think about how it would benefit people with disabilities and those type of things. It's a long way off, but it's something interesting and something I personally get asked about a lot when I'm out speaking in different areas is, where is that? You know how close that is? Carol: Yeah. Nate: That's nothing we'll ever do as an agency. We're never going to be providing, you know, services. But we have provided some just some input in the past on that. But as far as like case management and service to consumers and those type of things, like Lola says, eligibility is something that's very interesting. If there's something that can help with that, it's for different programs within our agency. You know, when you're coming to MCB, we're a little bit different than MassAbility. By law, you have to be registered with us if you reach the threshold of legal blindness in Massachusetts. So you're registered with us. It's the law. But depending on what services you're receiving and what programs you're in and those type of things and maybe something interesting to look at in the future. Carol: Yeah, definitely. Blind agencies have a lot of moving parts and pieces. So how about any advice you all might have for states that are starting to think about this? Because states are in all different, you know, places and people are kind of, their administrations. Some are very proactive, some are not. Do you have any advice, as you've been working through these projects that might help other people that are starting to dabble? Lola, I'll kick that to you first. Lola: Yeah, I think that's all dependent just on where you are as a state agency, right? It's taken us a while to come to the realization, like, maybe there's something more we can do to kind of help the process that we're in. And it just so happened some of the things that we've identified as pain points, it looks like AI and technology would really help alleviate. And I'm not going to say remove because we're always going to have issues, but it would help alleviate some of those pain points. I think one of the things that would be insightful for folks to know, and just because the disability community loves the community, it's just when it comes to technology, we have to be very careful, right? We need to be mindful of some of the biases that come along with that. We need to make sure that the accessibility is actually accessible. It's usable, right? To Nathan's point, we serve various consumers ranging from different types of disability. And I think sometimes that gets lost in the conversation because we're so much let's get it to the next level and let's make it work for us and automate it. And I think we forget to take a step back and remember who we're doing it for, right? We're doing it for the folks that maybe don't have mobility, the folks that can't always read or have low vision, or the deaf or hard of hearing individuals. We really try to make this form all about the people. So I think as agencies are probably trying to embark on technology, those are some of the things that they might want to keep in mind. And it depends just where you are in the process. Just it was great timing for us, and I'm sure Nathan would agree. It was probably great timing for his agency to start some of the discovery process around how we can utilize AI. Carol: Good advice. John, do you have anything you want to add? John: Yeah. When you're going down this road, be prepared that you understand the process that your state has, because there's many other departments that come in and want to take a look at what you're doing and ask for a lot of different documentation. And so that all has to be done before any product can be deployed. And depending how bureaucratic the state is, it can be different. A large state might have a whole bunch of departments Moving in and wanting to take a look in a smaller state may not be as complicated or as cumbersome process as it can be. So just be aware. Once you understand the idea and you think of a potential product, make sure that you've understood all the steps you have to do at the state level to be able to deploy that product and not have it pulled when you're halfway through, or you've spent money on development so that it gets scrapped in the development stage. So just be very aware of how to get that process through the state. Carol: Yeah, that's very good advice. Nate you get the last word on this. Nate: Patience. For a lot of reasons and pointing at both what Lola and Commissioner Olivera talked about here. You got to have patience to go through the process. But you also have to have patience to make sure that it is accessible. Here at MCB, we obviously have a myriad of different folks using it and with different abilities and ways that they approach the system. We got to make sure it works for all those different ways. And that wasn't easy either, but more so for the process. It's a long process. We're still in the middle of that process, but it's worth it. I do want to say that have the patience, but it is definitely worth it. AI is extraordinarily able to just provide a way to save time. You know, a question that may come up to us where we research a question, decide on what the answer is, reach back out to a worker, give them the answer and they go to a consumer. Give them the answer. It could be days. This is seconds. The time that it saves. And maybe even if you, depending on how it's deployed, the cost it could save in the long run. It's extraordinary and worth the time put in. Carol: I love that you would mention that. There used to be something that I compared every year that came out from RSA, and I'd compare to the previous year, and so I'd always look at, you know, I'd do this side by side, kind of mark up what all change, what language changed. And it used to take me hours, you know, just to look through the document. Now I send it through a tool and literally in a minute it highlights everything that changed from one year to the next. I'm like, boom, done. You have it. People always are asking us questions as a TA provider, and I'm like able to immediately tell them what change they're like. How'd you do that analysis so fast? Well, I used my friend, you know, an AI tool that was able to do it. It really is an amazing Time saver. So how can our listeners find you guys? Could you leave us with like, an email address or something? Lola, would you mind saying your email address for the listeners in case somebody wants to reach out to what you're doing there? Lola: Yeah, absolutely. I can be reached at Oluwafunke.Akinlapa@mass.gov. The spelling is o l u w a f u n k e dot a k I n l a p a at mass.gov. Carol: Oh that's great. And then Nate or John, do you both want to give your email or who's the contact there. Nate: It's Nathan.w. Skrocki@mass.gov and I'll spell that out. It's n a t h a n dot w dot s k r o c k I at mass.gov. Carol: Oh, that is awesome you guys! I really am looking forward to seeing your stuff roll out. You need to give me an update. I am super happy about this. In fact, we were having an AI conversation the other day on our GW team and I said, hey, I'm doing a podcast this week and they're like, you got to give us the names of the people, because some folks are working on something, they like, they're gathering up information from across the country. So I said I'd be happy to share. So thanks so much. And please do keep in touch. I wish you the very best with your projects. Lola: Awesome. Thank you Carol. John: Thank you Carol. Nate: Thanks. {Music} Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!
"What's the point if it's a fast platform, but I still have to go somewhere else? And the last thing is speed. Right now, especially in our region, it's a land grab. When we think about some of the fastest-growing economies in the world—Indonesia, for example, Vietnam, the Philippines—you have hundreds of millions of people here. What we see in every customer I speak to is interest in how they use our platform to move faster, to deploy AI. They don't want to have to build a foundation level of AI, integrating all those elements themselves. They want to deploy it faster. When you think about our history, we have 250 petabytes of data being accessed by 150,000 customers every single day. When you take that set, we had to get this right. We had to because we have thousands of engineers focused on building these platforms so our customers don't have to—so they can deploy innovation and create truly unique and differentiated customer journeys." - Sujith Abraham Fresh out of the studio, Sujith Abraham, Senior Vice President and General Manager, ASEAN at Salesforce, joins us to explore how Agentforce 2.0 is transforming enterprise AI. He shares his journey from automotive engineering to tech leadership, reflecting on the rise of AI agents that move beyond chatbots to take real-world actions. Sujith explains how Agentforce 2.0 integrates across Salesforce products like Slack and Tableau, helping businesses automate sales, customer service, and marketing. He highlights how banks, airlines, and telcos in Southeast Asia are leveraging AI for growth, alongside Salesforce's shift to a pay-as-you-go model for easier adoption. Addressing AI trust and governance, he underscores data privacy and enterprise-grade AI security. Closing the conversation, Sujith shares his vision for AI-driven customer engagement and what great looks like for Salesforce & Agentforce 2.0 in ASEAN. Profile: Sujith Abraham, Senior Vice President and General Manager, ASEAN for Salesforce, LinkedIn: https://www.linkedin.com/in/sujithabraham/ Audio Episode Highlights: [00:46] Quote of the day by Sujith Abraham [01:44] Introduction: Sujith Abraham, Senior Vice President and General Manager, ASEAN for Salesforce [02:22] Sujith's Career Journey [03:51] Career Lessons from Sujith [05:26] What is Salesforce & Its Mission? [08:27] Definition of Generative AI & AI Agents in the context of enterprises [11:22] Introduction to Agentforce 2.0 [15:37] AI Across Salesforce Products [20:22] Enterprise AI Adoption & Challenges [22:51] The Business Model of Agentforce [24:07] Industry Use Cases in Southeast Asia [25:47] AI Governance & Trust at Salesforce [27:54] Choosing the Right Large Language Model (LLM) [28:55] Advice for Business Leaders on AI Adoption [30:60] The One Thing Sujith Knows About Salesforce & Agentforce in ASEAN That Very Few Do [32:48] The One Question Sujith Wants More People to Ask: Why Salesforce? [34:45] What Does Great Look Like for Salesforce? [37:05] Closing Podcast Information: Bernard Leong hosts and produces the show. The proper credits for the intro and end music are "Energetic Sports Drive." G. Thomas Craig mixed and edited the episode in both video and audio format. Here are the links to watch or listen to our podcast. Analyse Asia Main Site: https://analyse.asia Analyse Asia Spotify: https://open.spotify.com/show/1kkRwzRZa4JCICr2vm0vGl Analyse Asia Apple Podcasts: https://podcasts.apple.com/us/podcast/analyse-asia-with-bernard-leong/id914868245 Analyse Asia YouTube: https://www.youtube.com/@AnalyseAsia Analyse Asia LinkedIn: https://www.linkedin.com/company/analyse-asia/ Analyse Asia X (formerly known as Twitter): https://twitter.com/analyseasia Analyse Asia Threads: https://www.threads.net/@analyseasia Sign Up for Our This Week in Asia Newsletter: https://www.analyse.asia/#/portal/signup Subscribe Newsletter on LinkedIn https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7149559878934540288
Team Meatbag follows through on their plan to present a new revelation to the Cult of the Draggerdown. Hilde makes an offer the rest of the team really wishes someone would refuse. If you enjoy the mildly unhinged antics of Stardaddy and his band of merry madpersons, be sure to subscribe on your favorite podcast platform. New episodes hit the feed at midnight Tennessee time every Wednesday. Want even more from Team Meatbag? Check us out online at www.astronomicapodcast.com. Here you'll find links to all of our social media plus an open invite to our Discord server. Questions, comments, or details on how exactly Connect works? Email them to astronomicapodcast@gmail.com and we'll definitely get back to you sometime this month. And finally, if you just absolutely love us and wish to provide support in a monetary manner, you can find us at patreon.com/AstronomicaPodcast. Not only will you enjoy the warm fuzzy feeling of helping us foot production costs, you'll also find a number of fantastic extra perks plus get bragging rights with all your nerdiest friends. Thanks as always for listening and we'll see ya next week! Send us a message through this weird thing that didn't exist before but exists now.Support the show
Happy New Year, everyone! I hope you're having a great start to 2025 and are poised to have a happy, healthy, and successful year. I'm excited to start off the podcast this year with my friend Kevin Wee, a Tableau creator and visualizer, who shares his journey into data visualization. Kevin's Tableau journey starts in 2019 at Purdue University where he faced challenges working with data, but grew in his ability to create interesting and engaging dashboards through creative projects and community involvement. Kevin and I talk about his approach to Tableau, how he incorporates other tools like Figma, PowerPoint, and Excel, and how he is using AI tools to help create better and better data tools. I hope you'll enjoy this week's episode of the show!Keywords: data, data visualization, PolicyVizPodcast, JonSchwabisch, KevinWee, Tableau, DataVisualization, TableauCreator, PurdueUniversity, BiomedicalProject, DataCareer, TableauPublic, MakeoverMonday, TableauAmbassador, DataTools, PowerPoint, Excel, TableauCommunity, Figma, InteractiveDashboards, TalkDataPodcastToMe, DataPodcasts, ChatGPT, SalesforceIntegration, AIDevelopment, DataIntegrity, DataHarmonization, DataAnalysts, FutureAmbitionsSubscribe to the PolicyViz Podcast wherever you get your podcasts.Become a patron of the PolicyViz Podcast for as little as a buck a monthFollow Kevin's Tableau Public page and check out his website.Follow me on Instagram, LinkedIn, Substack, Twitter, Website, YouTubeEmail: jon@policyviz.com
Quand les Grosses Têtes parlent des talents d'artiste de Steevy Boulay, Laurent Ruquier évoque le tableau très spécial qu'il lui a offert. Retrouvez tous les jours le meilleur des Grosses Têtes en podcast sur RTL.fr et l'application RTL.
Marc Benioff is the co-founder and CEO of Salesforce, the second-largest software company in the world. He started programming at age 15, selling his first program for $75, and went on to build Salesforce into a company worth more than $300 billion that also owns Slack, Tableau, Quip, and MuleSoft. Marc is known as a marketing legend, and is now leading Salesforce into the era of AI agents. In our conversation, we discuss:• The importance of maintaining a beginner's mind• His approach to product launches and marketing• Managing through tough times and layoffs• His relationship with Steve Jobs and lessons learned• Why Salesforce is betting big on AI agents• Many stories from his entrepreneurial roller coaster• Much more—Brought to you by:• Cloudinary—The foundational technology for all images and video on the internet• Enterpret—Transform customer feedback into product growth• Coda—The all-in-one collaborative workspace—Find the transcript at: https://www.lennysnewsletter.com/p/behind-the-founder-marc-benioff—Where to find Marc Benioff:• X: https://x.com/benioff• LinkedIn: https://www.linkedin.com/in/marcbenioff—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 Marc Benioff and Salesforce(03:54) Marc's early career and domain names(05:59) The App Store story and lessons from Steve Jobs(15:18) Lessons from launching Salesforce(22:03) The importance of keeping a beginner's mindset(29:53) Why Marc calls Salesforce the “25-year startup”(31:47) Agentforce(36:09) Why Marc says AI is the defining technology of our lifetime(40:12) AI's impact on the workforce(42:31) Entrepreneurs need to be like conductors(46:02) Failure corner(50:32) The future of AI agents(56:34) Final thoughts and farewell—Referenced:• Bill.com: https://www.bill.com• App Store: https://www.apple.com/app-store/• Salesforce: https://www.salesforce.com• Oracle: https://www.oracle.com• Larry Ellison on X: https://x.com/larryellison• Siebel Systems: https://en.wikipedia.org/wiki/Siebel_Systems• Saba Software: https://talentedlearning.com/lms-vendor-directory/saba-software• Tom Siebel on LinkedIn: https://www.linkedin.com/in/thomassiebel• Avon: https://www.avon.com• Salesforce Chief Has Pulled Some Crazy Stunts: https://www.businessinsider.com/marc-benioff-salesforcecom-chief-has-pulled-some-crazy-stunts-2012-3• Matthew McConaughey on Instagram: https://www.instagram.com/officiallymcconaughey• Woody Harrelson on Instagram: https://www.instagram.com/woodyharrelson• “Ask More of AI” with Matthew McConaughey: https://www.youtube.com/playlist?list=PLnobS_RgN7JaxOsLD8WH0I9E6osK3UrfI• Marc's tweet about the ad with McConaughey and Harrelson: https://x.com/Benioff/status/1866175950062239784• Chris Rock on Instagram: https://www.instagram.com/chrisrock• Sushi Iwa: http://www.sushiiwa.jp/en/• Ryoanji Temple Rock Garden: https://www.japan.travel/en/spot/1145/• Neil Young Archives on Instagram: https://www.instagram.com/neilyoungarchives• Mount Tam: https://en.wikipedia.org/wiki/Mount_Tamalpais• Spirit Rock: https://www.spiritrock.org• Jack Kornfield: https://www.spiritrock.org/teachers/jack-kornfield• Agentforce: https://www.salesforce.com/form/agentforce/demo• Minority Report on Prime: https://www.amazon.com/Minority-Report-Tom-Cruise/dp/B00A2FSSHK• Peter Schwartz on X: https://x.com/peterschwartz2• UCSF Health: https://www.ucsfhealth.org• A.I. Chatbots Defeated Doctors at Diagnosing Illness: https://www.nytimes.com/2024/11/17/health/chatgpt-ai-doctors-diagnosis.html• Does AI improve doctors' diagnoses? Study puts it to the test: https://www.sciencedaily.com/releases/2024/11/241113123419.htm• A.I. Will Transform the Global Economy—if Humans Let It: https://www.nytimes.com/2024/12/07/special-series/ai-transform-global-economy.html• Wargames on Prime: https://www.amazon.com/Wargames-Dabney-Coleman/dp/B0011EQBOS• Her on Prime: https://www.amazon.com/Her-Joaquin-Phoenix/dp/B00KATY250• AI (Einstein) at Salesforce: https://www.salesforce.com/in/artificial-intelligence• Salesforce Signs Definitive Agreement to Acquire Airkit.ai: https://www.salesforce.com/news/stories/salesforce-signs-definitive-agreement-to-acquire-airkit-ai• Salesforce Buys Big Data Startup RelateIQ for Up to $390M: https://techcrunch.com/2014/07/11/salesforce-buys-big-data-startup-relateiq-for-up-to-390m• Salesforce to cut workforce by 10% after hiring ‘too many people' during the pandemic: https://techcrunch.com/2023/01/04/salesforce-to-cut-workforce-by-10-after-hiring-too-many-people-during-the-pandemic• Michael Dell on LinkedIn: https://www.linkedin.com/in/mdell• Bret Taylor on LinkedIn: https://www.linkedin.com/in/brettaylor• Akio Toyoda: https://en.wikipedia.org/wiki/Akio_Toyoda• Kaizen: https://en.wikipedia.org/wiki/Kaizen• TRS-80: https://en.wikipedia.org/wiki/TRS-80• CLOAD Magazine: https://archive.org/details/cload_newsletter—Recommended books:• Ghost Fleet: A Novel of the Next World War: https://www.amazon.com/Ghost-Fleet-Novel-Next-World/dp/054470505X• Behind the Cloud: The Untold Story of How Salesforce.com Went from Idea to Billion-Dollar Company—and Revolutionized an Industry: https://www.amazon.com/Behind-Cloud-Salesforce-com-Billion-Dollar-Company/dp/0470521163• Trailblazer: The Power of Business as the Greatest Platform for Change: https://www.amazon.com/Trailblazer-Business-Greatest-Platform-Change/dp/1984825194—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. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
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