Podcasts about team collaboration

Shift AI is brought to you by Clause, a legal AI platform, and is syndicated by GeekWire.In this episode of the Shift AI Podcast, Shalini Agarwal, VP of Product at Salesforce overseeing Slack's AI and search capabilities, joins host Boaz Ashkenazy to explore how AI is transforming workplace collaboration from the inside out. With 17 years of experience at Google and now leading AI innovation at one of the world's most widely used workplace platforms, Shalini offers unique insights into how billions of weekly messages are being augmented with intelligent agents and contextual AI.From her journey as a seasoned product manager to spearheading Slack's evolution into an agentic work operating system, Shalini reveals how teams are already using AI search, channel experts, and multiplayer agents to unlock institutional knowledge and streamline productivity. The conversation dives into the future of human-agent collaboration, the importance of contextual AI that works in the flow of work, and how Slack is positioning itself as the perfect platform for the next generation of workplace intelligence. If you're curious about how AI agents will reshape team productivity and what the future holds for contextual, collaborative AI experiences, this episode provides invaluable insights from someone building the future of work today.Chapters:[02:00] Shalini's Background and Product Management Evolution[04:43] Slack's AI Vision and Work Operating System[09:17] Real-World AI Integration Examples at Slack[12:26] The Power of Contextual AI in Workflow[13:56] Customer Adaptation and AI Journey Patterns[16:02] Agents vs Assistants: Understanding the Difference[18:14] Surprising Customer Use Cases and Open Text Box Innovation[21:22] Multiplayer AI Experiences and Team Collaboration[25:20] Security, Privacy, and Enterprise Data Protection[25:49] Multiplayer Native Agents Preview[27:44] The Future of Work: Agentic and ContextualConnect with Shalini AgarwalLinkedIn: https://linkedin.com/in/shaliniprofile/ Connect with Boaz AshkenazyLinkedIn: https://linkedin.com/in/boazashkenazy Email: info@shiftai.fm Shift AI is brought to you by Clause, a legal AI platform, and is syndicated by GeekWire.

This week on Skip the Queue, we're stepping into the turret and turning up the tension, as we explore one of the UK's most talked-about immersive experiences.Our guest is Neil Connolly, Creative Director at The Everywhere Group, who have brought The Traitors Live Experience to life. With over 10 million viewers watching every betrayal, backstab and banishment on the BBC show, expectations for the live version were nothing short of murderous.So, how do you even begin to transform a TV juggernaut into a thrilling, guest-led experience? Let's find out who's playing the game… and who's about to be banished…Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references: The Traitors Live website: https://www.thetraitorslive.co.uk/Neil's LinkedIn: https://www.linkedin.com/in/neil-connolly-499054110/Neil Connolly is a creative leader of design and production teams focused on development, production and installation of live theatre, entertainment, multi-media and attractions for the themed entertainment industry worldwide.Neil began his career as a performer, writer, producer & artist in Londons alternative theatre/art scene. It was during this time Neil developed a love and passion for story telling through the platform of interactive playable immersive theatre.Having been at the vanguard of playable & immersive theatre since 2007, Neil had a career defining opportunity in 2019 when he devised, wrote & directed an immersive experience as part of Sainsbury's 150th Birthday Celebrations. Making him the only immersive theatre & game maker in the world to have HRH Elizabeth Regina attend one of their experiences.In a distinguished career spanning 20 years, Neil has brought that passion to every facet of themed entertainment in the creative direction and production of attractions such as; Handels Messiah, Snowman & The Snowdog, Peppa Pig Surprise Party, Traitors Live, The Crystal Maze Live Experience, Tomb Raider Live Experience & Chaos Karts, an AR go-kart real life battle. Other clients and activations include: Harrods, Sainsbury's, Camelot/The National Lottery, Samsung, Blenheim Palace, Land Rover and Warner Brothers.Neil has worked across 4 continents for many years with private individuals; designing, producing and delivering live entertainment on land, sea & air. A world without boundaries requires freethinking.Neil is currently working with Immersive Everywhere on creative development of show and attraction content for projects across U.K, Europe, North America & Asia. Transcriptions:  Paul Marden: This week on Skip the Queue, we're stepping into the turret and turning up the tension as we explore one of the UK's most talked about immersive experiences.Paul Marden: Our guest is Neil Connolly, Creative Director at The Everywhere Group, who've brought The Traitor's live experience to life. With over 10 million viewers watching every betrayal, backstab and banishment on the BBC show, expectations for the live version were nothing short of murderous. So how do you even begin to transform a TV juggernaut into a thrilling guest-led experience? Let's find out who's playing the game and who's about to be banished.Paul Marden: So, we're underground. Lots of groups running currently, aren't they? How did you make that happenNeil Connolly: Yeah, so now we're two floors under us. There's a lower basement and some other basement. So the building that we are in, there's a family in the 1890s who owned all of the land around Covent Garden and specifically the Adelphi Theatre.Paul Marden: Right.Neil Connolly: And they wanted their theatre to be the first theatre in the UK to have its lights powered by electricity. So they built their own private power station in this building. Like, literally like, all this, this is a power station. But unfortunately for these the Savoy had taken to that moniker, so they quickly built their important institution. The family had this building until the 1980s when the establishment was assumed through the important UK network.Neil Connolly: And then it was sat there empty, doing nothing for 40 years. And so the landlord that is now started redeveloping the building 10 years ago, added two floors onto the top of the building. So now what we're in is an eight-storey structure and we've basically got the bottom four floors. Two of which are ground and mezzanine, which is our hospitality area. And the lower two floors, which are all in the basement, are our experience floors. What we're looking at right now is, if you look off down this way to the right, not you people on audio, but me here.Neil Connolly: Off this side is five of the round table rooms. There's another one behind me and there's two more upstairs. And then I've got some Tretters Towers off to the left and I've got my show control system down there.Neil Connolly: On the floor above me, we've got the lounges. So each lounge is connected to one of the round table rooms. Because when you get murdered or banished, one of the biggest challenges that I faced was what happens to people when they get murdered or banished? Because you get kicked out of the game. It's not a lot of fun, is it? Therefore, for me, you also get kicked out of the round table room. So this is a huge challenge I face. But I built these lounge concepts where you go— it's the lounge of the dead— and you can see and hear the round table room that you've just left. We'll go walk into the room in a while. There's lots of interactivity. But yeah, super fun. Neil Connolly: But unfortunately for these the Savoy had taken to that moniker, so they quickly built their important institution. The family had this establishment until the 1980s when the establishment was considered through the important UK network.Paul Marden: Yeah. So we've got 10 million people tuning in to Traitors per episode. So this must be a lot of pressure for you to get it right. Tell us about the experience and what challenges you faced along the way, from, you know, that initial text message through to the final creation that we're stood in now.Neil Connolly: So many challenges, but to quote Scroobius Pip on this, do you know Scroobius Pip? Paul Marden: No. Neil Connolly: Great, he's amazing. UK rapper from Essex.Neil Connolly: Some people see a mousetrap and think death. I see free cheese and a challenge.Neil Connolly: There's never any problems in my logic, in my thinking. There's always just challenges to overcome. So one of the biggest challenges was what happens to people when they get murdered or banished. The truth of the matter is I had to design a whole other show, which happens after this show. It is one big show. But you go to the Lounge of the Dead, there's more interactivity. And navigating that with the former controller, which is O3 Media and IDTV, who created the original format in the Netherlands, and basically designing a game that is in the world and follows the rules of their game with some reasonable adjustments, because TV and live are not the same thing.Neil Connolly: It takes 14 days to film 12 episodes of The Traitors. Paul Marden: Really? Okay. Neil Connolly: So I was like, how do I truncate 14 days of somebody's life down into a two-hour experience and still deliver that same impact, that same power, that same punch?Paul Marden: Yep.Neil Connolly: But I knew from the beginning of this that it wasn't about time. There is a magic triangle when it comes to the traitors, which is time, space, atmosphere. And time was the thing that I always struggled with. I don't have a Scottish cattle show, and I don't have two weeks. No. So I'm like, 'Cool, I've got to do it in two hours.' So our format follows exactly the same format. We do a breakfast scene, then a mission, then a roundtable banishment, then there's a conclave where the traitors meet and they murder somebody. And I do that in a seven-day structure, a seven-day cycle. But it all happens within two hours around this round table.Neil Connolly: I'm the creative director for Immersive Everywhere. We're a vertically integrated structure in the sense that we take on our own venues. So we're now standing in Shorts Gardens in the middle of Covent Garden. So we've leased this building. We've got a lease that is for a number of years and we have built the show into it. But we also identify the IP, go after that ourselves, we capitalise the projects ourselves. We seek strategic partners, promoters, other people to kind of come involved in that journey. But because we're also the team that are licensing the product, we are also the producers and I'm the creative director for that company. So I developed the creative in line with while also getting the deal done. This is incredibly unusual because other producers will be like, 'Hey, I've identified this IP and I've got it.' Now I'm going to approach a creative agency and I'm going to get them to develop the product. And now I've done all of that, I'm going to find someone else to operationally put it on, or I'm going to find a venue to put it on in, and then I'm going to find my ticketing partner.  But we don't do that. We have our own ticketing platform, and we have our own database, so we mark our own shoulders.Neil Connolly: As well as other experiences too. Back, we have our own creative industry, we are the producers, we are the female workers. So we cast it, we hire all the front of house team, we run the food and beverage, we run the bars. The operations team is our operations team because they run the venue as well as the show at the same time. So that's what I mean. We're a vertically integrated structure, which means we do it, which makes us a very unusual proposition within... certainly within the UK market, possibly the world. It makes us incredibly agile as a company and makes us to be able to be adaptive and proactive and reactive to the product, to the show, to the market that we're operating in, because it's all under one roof.Neil Connolly: This show started January 24th, 2023. Right. It's very specific because I was sitting on my sofa drinking a lovely glass of Merlot and I had just watched... UK Traitors, Season One. Yep. Because it came out that Christmas. Immediately I was like, 'Oh my God, this is insane.' And then I got a text message that particular night from our head of licensing, a guy named Tom Rowe, lovely man. And he was like, Neil, I'm at a licensing event with some friends of mine and everyone's talking about this thing called Traitors. I've not watched it. Have you watched it? Sounds like it might be a good thing. And so I sat back and drank my Merlot. And about five minutes later, I text him back and I was like, Tom, get us that license.Neil Connolly: And then I sent him a bunch of other details of how the show in my head would work, both from a commercial standpoint, but also from a creative standpoint, because I'm a commercially minded creative. Right. So I instantly took out my notebook and I started writing down exactly how I thought the show was going to do, the challenges that we would face and being able to translate this into a live thing. But I literally started writing it that night. And then he watched the first episode on the train on the way home. And then he texted me the next morning and he was like, 'I love it.' What do we need to do? And I was like, 'Get us in the room.' Two days later, we were in the room with all three media who own the format globally.Paul Marden: Okay.Neil Connolly: So we sat down and then they came to see one of our other shows and they were like, 'Okay, we get it now.' And then that was like two and a half years of just building the show, getting the deal done and facing the myriad of challenges. But yeah, sometimes it just starts with the text message.Paul Marden: So they get to experience all the key parts of the TV.Neil Connolly: All the key beats. Like right now, I'm holding one of the slates. They're not chalkboard slates. Again, this is... Oh, actually, this is a good challenge. So in the TV show, they've got a piece of slate and they write on it with a chalkboard pen. This seems so innocuous and I can't believe I'm talking about this on a podcast.Neil Connolly: Slategate was like six months of my life. Not in its entirety, but it was a six month long conversation about how we do the slates correctly. Because we do... 48 shows a day, six days a week. And those slates will crack. They will bash. And they're kind of a bit health and safety standards. I was like, can't have them. Also, they write on them with chalk pens, white ink chalk pens. But in the TV show, you only do it once a night. Yeah.Paul Marden: And then you have a producer and a runner.Neil Connolly: They just clean them very, very leisurely and set them back for the next day. And I was like, no, I've got to do a whole bunch of roundtable banishments in two hours. So we talked a lot about material, about style, literal viewership, because if you take a seat at the table. Yeah. If you're sitting at the table here, you'll notice that we've got a raised bit in the middle. If I turn mine around, the other person on the other side can't see it. So I was like, 'Okay, cool.' So we had to do a whole bunch of choreography. But also, the room's quite dark. Yes. At times, atmospheric. Yeah. In that magic triangle time-space atmosphere. So anything that was darker, or even that black slate, you just couldn't read it. And then there was, and then I had to— this is the level of detail that we have to go into when we're designing this kind of stuff. I was like, 'Yeah, but I can't clean off these slates with the white ink because everyone will have to have like a wet cloth chamois. Then I've just got loads of chamois around my venue that I just don't need.' And so then we're like, 'Oh, let's use real slates with real chalk.' And I was like, 'No, because dust will get everywhere.' I'll get chalk just all over my table. It'll just ruin everything. It'll ruin the technology that's inside the table because there's lots of hidden tricks inside of it. Paul Marden: Is there really? Yeah, yeah, yeah.  Neil Connolly: There's loads of hidden tricks inside the table. So after a while, going through many different permutations, I sat down with Christian Elenis, who's my set designer and my art director. And we were, the two of us were nearly in tears because we were like, 'We need,' and this only happened like.Neil Connolly: I would say two, three weeks before we opened. We still hadn't solved how to do the slate, which is a big thing in the show. Anybody who's seen the show and loves the show knows that they want to come in, they want to write somebody's name on the slate, and they want to spell the name incorrectly.Neil Connolly: Everyone does it on purpose. But I wanted to give people that opportunity. So then eventually we sat down and we were like, Christian, Neil. And the two of us in conversation went, why don't we just get a clear piece of Perspex, back it with a light coloured vinyl. And then Christian was like, 'Ooh,' and I'll make it nice and soft and put some felt on the back of it, which is what I'm holding. And then why don't we get a black pen? And we were like, 'Yeah,' like a whiteboard marker. And then we can just write on it. And then A, I can see it from the other side of the table. Thing one achieved. Two. Every marker pen's got an eraser on the top of it. I don't know why everyone thinks this is important, but it is. That you can just rub out like that, and I'm like, 'There's no dirt, there's no mess, and I can reuse this multiple times, like dozens of times in the same show.' And I know that sounds really weird, but that's the level of design I'm going to need.Paul Marden: I was just about to say, and that is just for the chalkboard. Yeah. Now you need to multiply that. How many decisions?Neil Connolly: How many decisions in each game. But also remember that there are eight round tables in this building. Each round table seats 14 people. And we do six sessions a day. So first ones at 10 a. m. Then we do 12, 2, 4, 6, and 8 p. m. So we do 48 shows a day, six days a week.Paul Marden: I love the concept that these are shows. This is not this is not visitor attraction. This is theater repeated multiple times a day for multi audience is concurrently.Neil Connolly: And I've just spent five minutes describing a slate to you. Yeah. But like, I haven't even got— it's like the sheer amount of technology that is in the show. And again, theatrical, like, look above our heads. Yeah. You've got this ring light above every seat. It's got a pin light. There's also microphones which are picking up all the audio in the room, which again is translating to the lounge of the dead. Every single one of the round table rooms has four CCTV cameras. Can you see that one in the corner? Each one of them is 4K resolution. It's quite high spec, which is aimed at the opposite side of the table to give you the resolution in the TV. In the other room. Then you've got these video contents. This is constantly displaying secret information through the course of the show to the traitors when they're in Conclave because everyone's in blindfolds and they took them off. They get secret instructions from that. There's also a live actor in the room. A live actor who is Claudia? They're not Claudia. They're not pastiches of Claudia. They are characters that we have created and they are the host of The Traitor's Game. Right. They only exist inside this building. We never have them portrayed outside of this building in any way whatsoever.Neil Connolly: They are characters, but they live, they breathe— the game of Traitors, the world of Traitors, and the building that we have designed and constructed here. And they facilitate the game for the people. And they facilitate the game for the people. One actor to 14 people. There are no plants, even though everyone tries to tell me. Members of the public will be convinced that they are the only person that's in that show and that everyone else is a plant. And I'm like, no, because that would be insane.Neil Connolly: The only actor in the room is the host.Paul Marden: 14 people that can sit around this table. How many of them are in the same group? Are you with your friends or is it put together where there are other people that you won't know in the room? If you book together, you play together.Neil Connolly: Yes. Okay, so if you don't book 14 people... Ah, we also capped the number of tickets that you can purchase to eight. Right. So you can only purchase a maximum of eight tickets unless you do want a full table of 14, at which point you have to then purchase a VIP package because you are booking out a whole table for yourselves. The game doesn't work if there's less than 10 people at the table. So there has to be 10, 11, 12, 13 or 14 people sat at a round table for the show to actually happen, for it to work. By capping the number of tickets that you book for eight, then that guarantees that strangers will be playing together. And that is the basis of strangers. Yeah, yeah. Like, you need to be sat around a table with people you know, you don't know, that you trust and you don't trust. Yeah. Fact of the matter. And do you see people turning on the others in their own group? Every single time. People think genuinely, and I love this from the public, you would think that if you're turning up as a group of eight and a group of four and a group of two, that the bigger group would just pick everybody off to make sure that someone in their group gets through to the end game.Neil Connolly: I'm sure they think that and they probably plot and plan that before they arrive on site. As soon as this game starts, gloves are off and everyone just starts going for each other. We've been open nearly two months now. I have seen, like, children murdered of their mothers.Neil Connolly: Husbands murder their wives, wives murder their husbands. I've seen, like, three generations—like, we get, because it's so intergenerational, like our lowest, the lowest age that you can play this is 12. Right. And then it's upwards. I've seen three generations of family come in and I've seen grandkids murder their own nan.Neil Connolly: Absolutely convinced that they're a traitor. Yeah, yeah, yeah. 100%. Or they banish them. Like, it's just mental. I've also seen nans, who are traitors, murder their grandkids.Neil Connolly: Like, and this is in a room full of strangers. They're just like, 'No, I'm not going to go for Barbara, who I met two hours ago in the bar. I'm going to go for my own grandson. It's mental.'Neil Connolly: The very, very first thing that I always think about whenever I'm creating an experience or whenever I'm designing a show is I put myself in the position of 'I'm a member of the public.' I have bought a ticketNeil Connolly: What's the coolest thing that I am going to do for my money? What is my perceived value of my ticket over actually what is the value of that ticket? I wanted to give people the experience of knowing what it was like to be sitting in one of these chairs at this table and feeling their heart. The pounding in their chest and I mean, the pounding in their chest, that rush of adrenaline from doing nothing— from sitting in a chair and all you were doing was sitting in a room talking to people and your heart is going.Neil Connolly: Because you're either being accused of being a liar. And trying to defend against it. And trying to defend against it. Or you actually are lying and you're trying to whittle your way out of it. And that feeling is the most alive that you will ever feel. Not ever. Like, I'm sure they're... No, no, no. But, like, give people that opportunity and that experience, as well as, like, access to the world of traitors and the law and everything else. But also, it's like any other theme park ride. People go on roller coasters because the imminent fear of death is always there. Yeah. And you feel alive. You're like, you've got such a buzz of adrenaline. Whereas, arguably, we do exactly the same thing as roller coasters, but in a much more longer-drawn format and multiple times. Yeah. And people do feel alive. When people walk out of the show, you see them go upstairs to the bar, and they are... Yeah.Paul Marden: You've said to me already that you don't use the word 'immersive,' but you know, I'm, I'm, I'm sat. The company is called 'immersive' everywhere. I'm sat behind the scenes. Okay. I'm sat in the room and the room is hugely convincing. It's like the highest fidelity escape room type experience that I've ever sat in. It feels like I'm on set, yeah, yeah. Um, I can totally believe that, in those two hours, you can slip. I sat on a game. It was only a two-minute game at iApple, but I was being filmed by one of the team. But within 30 seconds, I'd forgotten that they were there because I was completely immersed in the game. I can believe that, sitting in here right now, you could forget where you were and what you were doing, that you were completely submerged in the reality of the land that you're in.Neil Connolly: Yeah, 100%. Like, the world does not exist beyond these worlds. And for some people, like, I have my own definition. Everyone's got a different definition of what immersive is. I've got my own definition. But... I can tell you right now, as soon as people enter this building, they're in the bar, they're kind of slowly immersed in that world because the bar is a themed bar. It's done to the same, like we designed and built that bar as well. But as soon as they start descending that spiral staircase and coming into the gameplay floors, into the show floors, they just forget the rest of the world exists. And especially when they sit down at this table, it doesn't matter. I'm sat next to you here, but you could be sat at this table with your loved one, strangers, whatever. The gloves come off and just nothing exists apart from the game that you're about to go through.Paul Marden: You've been open now for a couple of months. More success than you were anticipating, I think. So pre-sales went through the roof? Yes. So you're very happy with the results?Neil Connolly: Yeah, yeah, we were. Yeah, well, we still are.Neil Connolly: We were very confident before we'd even started building the show, like the literal structural build, because we did very well. But then that set expectations quite high because I had a lot of people that had bought tickets and I was like, 'OK, I need to put on a good show for these people. And I need to make sure that they get satisfaction relative to the tickets that they bought.' But I don't feel pressure. I do feel anxiety quite a lot. Creatively? Yeah. I mean, I meditate every day.Paul Marden: But you've created this amazing world and you're inviting people into it. And as a creative, you're opening yourself up, aren't you? People are walking into the world that you've created.Neil Connolly: Yeah, this was said to me. This is not something that I came up with myself, and I do say this really humbly, but it was something that was said to me. It was on opening day, and a bunch of my friends came to playtest the show. And they were like, 'Oh, this is your brain in a building.'Neil Connolly: And I was like, 'Yeah, I hadn't thought about that.' But yeah, it is my brain in a building. But also that's terrifying, I think, for everybody else, because I know what happens inside my brain and it's really quite chaotic.Neil Connolly: But, you know, this I am. I'm so proud of this show. Like you could not believe how proud I am of this show. But also a huge part of my job is to find people that are smarter than me at the relative thing that they do, such as the rest of my creative team. They're all so much smarter than me. My job is vision and to be able to communicate that vision clearly and effectively so that they go, 'I understand.' The amount of times that people on the creative team turn around to me and go, 'Neil, that's a completely mental idea.' If people are saying to me, 'No one's ever done that before' or 'that's not the way things are done.'Neil Connolly: Or we can do that, but we're going to have to probably invent a whole new thing. If people are saying those things to me, I know I'm doing my job correctly. And I'm not doing that to challenge myself, but everything that I approach in terms of how I build shows is not about format. It's not about blueprints. It's not like, 'Hey, I've done this before, so I'm just going to do this again because I know that's a really neat trick.' I go back to, 'I made the show because I wanted people's heart to pound in their chest while they're sitting in a chair and make them feel alive.'Paul Marden: Is that the vision that you had in your head? So you're articulating that really, really clearly. Is that the vision that you sold to everybody on, not maybe day one, but within a couple of days of talking about this? No, it was day one.Neil Connolly: It was day one. Everyone went, that's a completely mental idea. But, you know, it's my job to try and communicate that as effectively and clearly as I can. But again, I am just one man. My job is vision. And, you know, there's lighting design, sound design, art direction, there's game logic. We haven't even gotten to the technology of how this show works yet, or how this room works.Neil Connolly: Actually, I'll wander down the corner. Yeah, let's do that. But, like, there's other, like, lots of hidden tricks. Like, this is one of the games, one of the missions. In the world and the lore of the show, the round table is sacrosanct.Paul Marden: Yes.Neil Connolly: Traitors is the game. The game is in other people. I can do so many missions and there's loads of missions and they're really fun in this show. But the game is in other people. It's in the people sat on the other side of the room. But also I wanted to do a thing where people could interact directly with the set. And so I designed one of the missions to be in the round table itself.Neil Connolly: So there's a course of these moon dials, which you basically have to align through the course of it. And there are sensors built into the table so that they know when they're in the correct position. How you find out the correct position is by solving a very, very simple puzzle and then communicating effectively to a bunch of strangers that you just met.Neil Connolly: And the sensors basically read it all. And when that all gets into position, the lights react, the sound reacts, the video content reacts, the whole room reacts to you. So I wanted to give people something tangible that they can touch and they make the room react to them. Yes, it's. I mean, I've designed, I've got background in escape rooms as well, right? Um, so I've done a lot of that kind of stuff as well. So I wanted people to feel in touch, same, but like, there's more tangible props over here. Um, yeah, that is a model box of the room that we are stood in, yeah. Also, there's an exact replica of it on the other side of it. There are very subtle differences between it, and that informs one of the missions. So that is two model boxes in this roundtable room. There's one of these in every single roundtable room. So there's 16 model boxes of the show that you're stood in on the set. And again, theatre. It's a show. But it's one of the missions, because I wanted people to kind of go, 'Oh, there's a live actor in front of me.' I'm having fun. Oh, look at all these lights and all the sound. Oh, there's a model box over here. That's in theatre land and blah, blah, blah. But that is also a really expensive joke. It's a really expensive joke. And there's other, like, lots of hidden tricks.Neil Connolly: Let's go look at backstage. Yeah, yeah, yeah, absolutely.Neil Connolly: I say backstage, like how we refer to it or how I always go. I use 'I' and 'we' very interchangeably. Like right now you're on the set. Like you're on the stage. Yes. We're just wandering around a long corridor. There are round table rooms off to either side. But like, you know, there's a green room upstairs where the actors get changed, where the front of house team are, where the bar team all are. But as soon as they go out onto the show floor, they're on stage—yes, completely. We'll very quickly have a look at the gallery—yes, show control. Hi, Robbo. Do you mind if I stand in your room for the purposes of the audio? I'm talking to the technical manager, Thomas Robson. We're recording a podcast.Paul Marden: Robbo, oh yeah, okay. My mind is absolutely blown. So you've got every single room up on screen.Neil Connolly: Yeah, so that's great. There's 164 cameras—something like that. But every roundtable room has four cameras in it. Each camera is 4K resolution. So we've got cameras on all of them. We've got audio into those rooms. That's two-way, so that if show control needs to talk directly to them, they just press a button here and they can talk directly to the room itself. Mainly just like, stop misbehaving, we're watching you.Neil Connolly: We've then got cameras into all of the lounges, all of the show spaces, all the front of house, all of the bar areas, the mezzanine and back of house. And then you've got QLab running across all of the different shows. We've got backups on all of these screens. So if one... of the computers goes down, we can very quickly swap it in for a backup that's already running. We've got show control, which is, there's a company called Clockwork Dog, who, they're an amazing company. What COGS, their show control system, is doing is pulling in all of the QLab from sound, all of the QLab from lighting, and also we built our own app. to be able to run the show. So there's a whole logic and decision tree based on the decisions that the public do through the course of the game. So yes, there is a beginning, a middle, and an end in terms of our narrative beats and the narrative story of the show that we're telling people. But also that narrative can go in. Hundreds of different directions depending on the actions and the gameplay that the people do during the course of the show. So, you haven't just learned one show— you have to learn like You have to learn a world, and you have to learn a whole game.Neil Connolly: Like, there's the server, stacks, which we had to build. You had to network and cable the entire building. So we have built an entire new attraction, which didn't exist before. And also we're pulling in information from the front of house system which is also going into the show itself because again, you put your name into the iPad when you arrive on site and then you tick a box very crucially to say, 'Do you want to be selected as a trader? Yes or No.' Because in the game, it's a fundamental rule. If you say no, you cannot be selected as a traitor by the host during traitor selection. That doesn't mean you can't be recruited.Paul Marden: By the traitors later on in the game. So you could come and do this multiple times and not experience the same story because there were so many different pathways that you could go down.Neil Connolly: But also, the game is in other people. Yes. The show is sat on the opposite side of the table to you because, like, Bob and Sandra don't know each other. They'll never see each other ever again. But Bob comes again and he's now playing against Laura. Who's Laura? She's an unknown quantity. That's a whole new game. That's a whole new show. There's a whole new dynamic. That's a whole new storyline that you have to develop. And so the actors are doing an incredible job of managing all of that.Paul Marden: Thanks, Robbo. Thank you. So you've worked with some really, really impressive leading IP, Traders, Peppa Pig, Doctor Who, Great Gatsby. What challenges do you face taking things from screen to the live experience?Paul Marden: Challenges do I face? We're wandering here.Neil Connolly: So we are in... Oh, we're in the tower.Neil Connolly: Excellent. Yep, so we're now in Traitor's Tower. Good time for you to ask me the question, what challenges do I face? Things like this. We're now stood in Traitor's Tower. Paul, let me ask you the question. Without the show lights being on, so we're just stood on a set under workers, what's your opinion of the room that we're stood in?Paul Marden: Oh, it's hugely impressive. It feels like, apart from the fact you've punched the fourth wall out of the telly, it does feel like you're on set.Neil Connolly: It's a really faithful reproduction of the set. So that's kind of one of the challenges is managing the public's expectations of what they see, do and feel on site. So that I don't change the show so that people come and play the game that they're expecting to play. But making reasonable adjustments within that, because TV and live are two very, very different things. So first and foremost was making sure that we get the format right. So the game that people play, which informs the narrative of the show and the narrative structure of the show. Breakfast, mission, round table, conclave. Breakfast, mission, round table, conclave. I've designed a whole bunch of new missions that are in this, taken some inspiration from missions that people know and love from the TV shows, whether that's the UK territory or other territories around the world. And also just other stuff is just clear out of my head. So there's original content in there. paying homage and respect to the world that they've built and allowing ourselves to also play and develop and build out that world at the same time. Other challenges.Neil Connolly: This is not a cheap project. No, no. I mean, the production quality of this is beautiful. Yeah, yeah, thank you. It is stunning. When people walk in here, they're like, 'Oh my God, this is... High end.' I am in a luxury event at a very affordable price.Paul Marden: Thank you. And then we're going back upstairs again. Yes. And in the stairwell, we've got the crossed out photos of all of those that have fallen before us.Neil Connolly: No, not quite. All of the people that are in this corridor, there's about 100 photos. These are all the people who built the show.Neil Connolly: So this is David Gregory. He's the sound designer. This is Kitty, who is Immersive Everywhere's office manager. She also works in ticketing. That is Tallulah and Alba, who work in the art department. Elliot, who's our lighting designer. So all of these people are the people who brought the show to life.Paul Marden: Amazing.Neil Connolly: And we wanted to pay homage to them because some of them gave years of their lives to building the show from literally the inception that I had in 2023. Through to now and others are the people who literally spent months of their life underground in these basements building hand-building this set and so we wanted to pay homage to them so we got all of their photos we did the iconic red cross through it yeah and we stuck them all up in the corridor just because we thought it'd be a nice thing to do.Paul Marden: You're in the business of trading and experiences and that ranges from art exhibitions to touring shows. There's always going to be a challenge of balancing innovation and profitability. What is the formula? What is the magic formula?Neil Connolly: I believe, first and foremost, going back to what I was telling you earlier about us being a collaborative organisation. We are not a creative crack that has been used for the show. We are also the producers of the show. And to make my point again, I'm a commercially minded creative. So I actually sit down with the producers and go, 'Okay, cool.' There are 112 seats in the show.Paul Marden: Yep.Neil Connolly: Therefore, how many shows do we need to do per day? How many shows do we need to do per week? How many shows do we need to do per year? Therefore, let's build out a P &L. And we build a whole business plan based around that.Paul Marden: By having everybody— that you need in the team— makes it much easier to talk about that sort of stuff. It makes it much easier for you to design things with the end result in mind. You don't have a creative in a creative agency going off— feeding their creative wants without really thinking about the practicalities of delivering on it.Neil Connolly: Exactly. So you've got to think like, literally, from the very, very beginning: you've got to think about guest flow. You've got to think about throughput. You've got to think about your capacities. Then you've got to basically build out a budget that you think— how much, hey, how much really is this going to cost? Yeah. Then you build out an entire business plan and then you go and start raising the money to try and put that on. And then you find a venue. I mean, like the other magic triangle, like the traitor's magic triangle is, you know, time, space, atmosphere. That's how you do a show. Like with my producer's hat on, the other magic triangle is show, money, venue.Neil Connolly: The truth of the matter, like I make no bones about it, I can design shows till the cows come home, but I'm always going to need money to put them on and a venue to put them in. Also, I want to stress this really important. I use the words 'I' and 'we' very interchangeably.Paul Marden: It's a team effort.Neil Connolly: You can see that in that corridor. I am not a one-man band. I am the creative director of a company. I am a cog that is in that machine, and everybody is doing... We are, as a team... I cannot stress this enough. Some of the best in the business are doing what we do. And everyone is so wildly talented. And that's just us on the producing side. That's immersive everywhere, limited. Then I've got a whole other creative team. Then we've got operations. Then we've got... It's just mad. It's just mad, isn't it? This is a job. Who would have thought, when you were at school, this was an opportunity? Not my principal or my maths teacher.Neil Connolly: So, sorry, just to balance the kind of economies of scale. That was the question, wasn't it?Paul Marden: Well, we were talking about what is the formula for making that an investment, but you know, the authority here is the effort you've put in to do this feels high, but at the same time, you have to find this thing. There is a lot of investment that goes into the front.Neil Connolly: But that comes back to creatives. Caring and I'm not saying the creatives don't, but I care. I care about building businesses. Yeah, not necessarily like building my own CV, like there's so many projects that across our desks. I'll be like, 'Yeah, that'd be really fun to work on.' But do I think that I can make that a touring product? Can it be a long-running location-based entertainment sit-down product? Can it be an art shop? Like you've kind of got a balance with what do you think is just creatively cool versus what can we do as a company that is a commercially viable and financially stable product? And so all that comes through in terms of the creative, but also in terms of the activities of how we run the building, how this model realizes. Because if you think about it, let's make Phantom of the Opera run in the West End. Yes. The show is very obvious, with many casts on a room, away, fruit team away, terrace, it's a big activity. If they haven't sold half that away, they have to use the whole show and play all those people.Neil Connolly: But if they haven't sold half that away from one of my shows... I only have to activate four of my rooms, not eight of them. Therefore, I don't have to call in four actors. I don't have to call in a bunch of the other front of house team and I can scale in the operations on the back. It's an entirely scalable process. Flexible, yeah, yeah, yeah. Oh, 100%. But also, like, we've got eight rooms here. If we decide to take this to another territory, and that territory demands a much higher throughput, then instead of eight rooms, I can do 20 rooms, 30 rooms. As long as we know that the market is there to be able to kind of get people through it.Neil Connolly: I love this show and I'm so proud of it. The main reason why I'm proud of it is when the show finishes, let's go into one of the lounges. Have you been into one of the lounges?Paul Marden: I've had a nose around a lounge.Neil Connolly: There are different shapes and sizes. We won't go into that one. We'll go into this one down here. That one, that one. It's always such a buzz when you're stood in the bar and the shows kick out, and you see tables and tables of 14 people going up into the bar.Neil Connolly: Area and before they've even gotten a drink, they will run straight over to their friends, families, strangers, whoever they were playing with in that table of 14, and instantly be like, 'Right, I need to know everything that was going on inside your head, your heart, and your soul over the last two hours of my life because this was my experience.'Neil Connolly: And they'll just go, and they'll be like, 'And this is what I was thinking.' And then I thought it was you because you did this and you touched your nose in a weird way. And then I thought you were sending secret signals. And then everyone's like, 'No, that's not what I was doing.' I was just trying to be a normal person. And they were like, 'Well, why did you say that thing?' It sounded super weird. And they're like, 'That's just what I do.' And it's just totally mental. And then they all get a drink from the bar. And we call it the bar tab chat.Neil Connolly: It's another revenue stream.Neil Connolly: I do talk about this like it's a show. And it is a show. You've walked around, do you think it's a show? Completely. I talk to established houses all the time. Like, you know, the big theatres of the land. Organisations that are national portfolio organisations who receive a lot of Arts Council funding. The thing that they want to talk to us about all the time is new audiences. They're like, 'How do I get new audiences through my door?' What can I do? And I'm like, 'Well, firstly, make a show that people want to go and see.'Neil Connolly: Again, they're like, 'But I've got this amazing writer and he's a really big name and everyone's going to come because it's that name.' And I'm like, 'Yeah, that's wicked. That's cool.' And they can all go pay reverence to that person. That's really wonderful. Whereas when you look at the attractions landscape or the immersive theatre landscape or like anything like... Squid Game, or The Elvis, Evolution, or War of the Worlds, which has also laid reality, or any of that kind of stuff, across the landscape, it is nothing but new audiences. Yeah, yeah, yeah. It is nothing but actual ticket-buying audiences.Neil Connolly: And they come from all different walks of life. And what I love is that they do come in to this experience and we hit them with this like secret theatre.Neil Connolly: And they're like, 'Oh my God.' And often it's a gateway to them being like, 'Oh, I didn't realise that.' Maybe I'll go see a Western show or maybe I will go to the National Theatre and see something. Because that's the level of archery. Because those organisations, I love them and I've worked in a few of them, but those buildings can be quite austere, even though they're open and porous, but it's still very difficult to walk through that threshold and feel a part of it.Paul Marden: Whereas coming in here, coming into an event like this, can feel like a thing that they do.Neil Connolly: Because it's the same demographic as theme park junkies. People who love going to theme parks love going to stuff like this because it's an experience, it's an otherness, it's an other nature kind of thing. Because modern audiences want to play and do, not sit and watch. But we all exist in the kind of same ecosystem. I'm not taking on the National Theatre.Paul Marden: Gosh, no. I always talk about that. I think the reason why so many attractions work together in the collaborative way that they do is they recognise that they're not competing with each other. They're competing with sitting on your backside and watching Netflix.Paul Marden: Yeah, yeah.Paul Marden: Our job for all of us is to drag people away from their screens and drag people off of their sofas to do something. And then that's the biggest challenge that we all face.Neil Connolly: I think then that kind of answers the question that you asked me earlier, which I didn't answer. And I'm very sorry.Neil Connolly: is about identifying different pieces of IP. Like, yes, we largely exist in the world of licensing IP. And how do we identify that kind of IP to be able to translate? Not just how do we do it, but like, actually, how do we identify the right thing that's going to... How do you spot the winner? Yeah, exactly. Yeah. And that is one of the biggest challenges to your point of we're talking directly to people who consume arts, culture and media and technology in a slightly more passive way, whether that's just at home and watching Netflix and then bringing that to life. In a very, very different way. If you have a very clear marketing campaign that tells people what it is that they're buying and what they're expected to see or do on their particular night out, because that's what modern people really care about, what they do with their money. Yeah. And they want to have a good night out. And I'm in the business of giving people a good night out. We also happen to be murdering a lot of people in the course of the show.Neil Connolly: Still a good night out. Still a good night out. But I'm in a place where the dead sit. Yeah, exactly. Lounge of the dead. And like, you know, this is a really cool space. Oh, it's just beautiful. You know, we've got the telephone really works. There's lots of information that comes through that. The radio works, that does different things. The TV screen on the wall, that has the actual live feed into the round table room that you've just left. And there's other little puzzles and hints and tricks in this room, which means that after you've been murdered or banished and you come to the Lounge of the Dead, you're still engaged with the game to a degree. You just don't directly influence the outcome of the game. But you're still involved in it. You're still involved in it. It's super fun. Oh, and you can have a drink in here.Paul Marden: I don't let people drink in the round table. Even more important. What's this?Neil Connolly: The dolls, the creepy dolls. What this is, this is the void. Creatively speaking, this is where all the gold goes when people win or lose it. And the creepy dolls are from the TV show. Ydyn nhw'r un gwirioneddol o'r sioe? Felly, gafodd studio Lambert, sy'n gwneud y sioe tebyg, llawer o brops o'r sioe tebyg i ni eu rhoi ar y ddispleiddio yma. Felly, mae gennych chi'r Dolls Creepy o'r lles 3 yno. Rydyn ni'n mynd i fyny. Yn ôl yma, mae'r peintiwch Deathmatch.Paul Marden: Which is from season three.Neil Connolly: And they get the quill and they write the names and got the quill upstairs. We've also got over here, the cards that they used to play the death match with. Excellent.Paul Marden: So you began your career in theatre. How did that evolve into the world of immersive live experiences?Neil Connolly: Life story. I am the son of a postman and a cook. And if you haven't noticed already, I'm from Ireland. There was no theatre in our lives, my life, when I was growing up. And I stumbled into a youth theatre. It's called Kildare Youth Theatre. And the reason why I joined that is because there was a girl that I really fancied.Neil Connolly: She had just joined this youth theatre and I was like, 'Oh, I'm gonna join that as well' and that kind of opened the world of theatre for me. At the same time, I then got spotted by this guy, his name's Vijay Baton, his real name's Om, but he converted to Hare Krishnanism in the 90s. And he set up a street theatre company in Ireland. He just taught me street theatre. So he taught me stilt walk, he taught me juggling, he taught me how to build puppets. And so I spent years building puppets with him and going around Ireland doing lots of different street theatre while I was a teenager. And doing street theatre and doing my youth theatre and then kind of all of that kind of came to a head when I had to decide what I was going to do with my life. I applied to go to drama school. And I applied to two drama schools. One was Radha. Didn't get in. Didn't even get an audition. And the other one was Rose Bruford. And they took me. And the reason why they took me— I probably wasn't even that good. But on the day that I was auditioning to get into Rose Bruford was the same day as my maths exam for my final exams at school. You call them your A-levels, we call them the leaving certificate.Neil Connolly: And while all of my friends were back in Ireland doing their maths exam, I was in an audition room pretending to be a tree or the colour black.Neil Connolly: Who knows? And they kind of went, 'Well, if I fail my maths exam, I don't get into university in Ireland.' Like, it's just a blanket thing. And so I was like, 'I literally sat across the panel' and I was like, 'eggs, basket.' And they were like, 'cool.' So they let me in based off of that. So I got a classical training. Then what happened is I came out of university. I was living with two of my friends, Natalie and Joe. And we had our own little production company called The Lab Collective. And we just started making shows. In weird ways, we joined a company called Theatre Delicatessen. Let's get away from this. Yeah, yeah, yeah.Neil Connolly: So Theatre Deli was a company set up to take over disused spaces in London and convert them into art spaces.Neil Connolly: Basically legalised squatting. It's the same as like a guardianship. But we weren't living in the buildings. We were just putting on shows and we put on art shows, we put on theatre shows. We did Shakespeare for a while. We wrote our own work and we just did lots of really, really cool stuff. And I worked in music festivals, classically trained actor. So I was trying to do shows. I did a lot of devising. I also joined an improvisation group. And kind of through all that mix, like those years at Delhi, which was making these weird shows in these weird buildings, were very, very formative years for us. The Arts Council wouldn't support the kind of work that we were making. We were like, 'Cool, how do we get space?Neil Connolly: How do we get or make money to support ourselves? And what are the shows? There's the magic triangle all over again. Space, show, money. And that's your apprenticeship, I guess, that brings you to here. Yeah, yeah, yeah. And like, again, I make no bones about it. 10 years ago, I was selling programs on the door of the Royal Festival Hall while doing all of that stuff. So in one of the Theatre Daily buildings, we did a show called Heist, which is you break into a building and steal stuff. That's what the public do.Neil Connolly: And a bunch of us did that. I mean, it's so much fun— kind of doing it. And off the back of that, somebody else basically tried to chase down the crystal maze. And then they went away, and then they called me up and they were like, 'Hey, I've got the rights. Do you want to make the crystal maze?' And I was like, 'Yeah, sounds like fun.' So I got involved with that, did that for a while. And then, from there, this is the end of a very long story. I'm so apologised. Yeah, from there, all of those different things that I've done through the course of my life in terms of operations, designing experiences, being a creative, understanding business.Neil Connolly: Building a P&L, building a budget, talking to investors, trying to convince them to give you money. All of that stuff kind of basically came together. And over the last few years, like the wildest ride is that pre-2020.Neil Connolly: We were just a bunch of people doing a bunch of weird things, making weird shows and weird attractions in kind of different ways. And then that year happened. And I don't know what happened, but literally every single major studio, film, TV production, game designer, licensor in the world, suddenly just went— brand extensions, world extensions, and they all just started calling us. And they were like, 'Hi, I've got this thing.' Can you develop it into a thing? Because I need to extend my brand or I want to build a world and extend that for the public. And we were like, 'Yeah, okay, cool.' And we were just lucky, serendipitously, to be in the right place at the right time. To be those people that people can approach. And we're always, we're very approachable.Neil Connolly: As you can tell, I talk a lot. And, you know, so the last five years, it's just been a mad ride.Paul Marden: So look, Neil, it's been amazing. I have had the most fun. Last question for you. What's next? Are you putting your feet up now because you finished this? Or on to the next? Neil Connolly: Very much on to the next thing. So we're already in production with our new show, which is called Peppa Pig Surprise Party. And that is opening at the Metro Centre in Gateshead next year. Oh, how exciting is that? It's very exciting.Paul Marden: So quite a different demographic.Neil Connolly: The demographic for Peppa Pig is two to five year olds. It's been a really fun show to design and create. To go back to a question that you asked me very early on, there is no blueprint, there is no format. I have embraced the chaos tattooed on my arm. And always when I approach things, any new show or any new creative, I am thinking of it from a ticket buying perspective: 'I have paid my money.' What is the coolest thing that I can possibly do with that money? And so therefore, I'm now looking at families and, like, what's the coolest thing that they can do for that ticket price in the world of Peppa Pig?Paul Marden: Let's come back in the new year, once you've opened Peppa Pig, let's go to Gateshead and see that. That sounds pretty awesome to me. I reckon there's a whole new episode of Designing Worlds for two to five-year-olds that we could fill an hour on.Neil Connolly: Oh yeah, 100%. It's a totally different beast. And super fun to design.Paul Marden: Oh mate. Neil, it has been so wonderful having a wander around the inside of your crazy mind.Paul Marden: If you've enjoyed today's episode, please like it and leave a comment in your podcast app. It really does make it so much easier for other people to find us. This episode was written by Emily Burrows from Plaster, edited by Steve Folland, and produced by Sami Entwistle from Plaster and Wenalyn Dionaldo. Thanks very much. See you next week.  The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

BONUS: Jochen Issing on Building High-Performing Engineering Teams In this BONUS episode, we explore the fascinating journey of Jochen Issing, an engineering leader who brings unique insights from his background as a handball player and band member to building exceptional software development teams. From sports courts and music stages to engineering leadership, Jochen shares practical wisdom on psychological safety, team dynamics, and creating cultures where the best ideas win. From Sports and Music to Software Leadership "As soon as you complain about each other, you are starting to lose." Jochen's unconventional background as a handball player and band member has profoundly shaped his approach to engineering leadership. Drawing from team sports, he discovered that frustration leads to losing in both athletics and technology work. Great players in great teams optimize for the team's results, not individual glory. This translates directly to software development where great engineers slow down to make the team faster, recognizing that collective success trumps individual achievement. The lesson from the handball court is clear: when team members start blaming each other, they create a losing mindset that becomes self-fulfilling. Breaking the 10X Engineer Myth "It's not your success that makes our success, it's our success that makes your success." The mythology of the 10X engineer remains pervasive in software development, but Jochen challenges this with insights from team dynamics. The "hero culture" in companies often emerges when systems are already broken, requiring someone to step in and save the day. While we celebrate these heroes, we forget to ask the crucial question: how did we end up needing a hero in the first place? True high-performing teams don't require heroic individual efforts because they've built sustainable systems and shared knowledge. The goal isn't to eliminate talented individuals but to ensure that even the most skilled engineers can take time off without the organization grinding to a halt. Creating Psychological Safety Through Vulnerability "When psychological safety is missing, I try to ask ignorant questions - expose myself as being the least experienced person in the room." Building psychological safety requires intentional strategies that go beyond good intentions. Jochen employs a counterintuitive approach: when he senses team members hesitating to speak up, he deliberately asks "ignorant" questions to position himself as the least knowledgeable person in the room. This modeling behavior demonstrates that it's safe to admit uncertainty and ask questions. He also builds a culture of "challenging ourselves" by implementing ritualized dissent - assigning someone the specific job of finding flaws in proposed solutions. This prevents the dangerous harmony that can emerge when teams agree too quickly without proper scrutiny. The Power of the Expectation Sheet "I want people to share with me what might even drive them away from the company." Trust forms the foundation of effective team relationships, but building it requires explicit frameworks. Jochen uses an "expectation sheet" (See a prototype here Google Doc)- a document that formalizes mutual expectations between him and his team members. This tool establishes that he wants open, honest communication about everything, including situations that might drive someone to leave the company. The key principle is that he will never share confidential information or use personal disclosures against team members. This creates a relationship where he serves as both a representative of the company when necessary and a personal advocate for his team members when they need support navigating organizational challenges. Team-Centric Productivity and Collaboration "The team is the unit of productivity and delivery, not the individual." Effective engineering leadership requires balancing individual desires with team outcomes. Jochen emphasizes that while people naturally want to say "I did this," the focus must remain on team impact. This involves creating shared understanding of collective goals while still addressing individual needs and growth aspirations. Practical strategies include using on-call rotations to identify knowledge silos, implementing pair programming and mob programming to reinforce collaborative work patterns, and designing tasks that allow individuals to take ownership while remaining embedded in team efforts. The analogy to band dynamics is apt - when someone brings a song idea to the band, it evolves through collaboration into something different and usually better than the original vision. Building Sustainable High Performance "Great engineers slow down to make the team faster - which is how we get better teams." Sustainable high performance emerges when senior engineers invest in lifting the entire team rather than maximizing their individual output. This means senior staff level engineers focus less on their personal contributions and more on forming "tribes" across teams, coaching junior engineers, and building organizational capability. The measure of success shifts from individual heroics to collective achievement - if problems consistently require the same person to fix them, the team hasn't truly succeeded in building sustainable systems and shared knowledge. Recommended Resources for Further Reading Jochen recommends several foundational books for understanding team dynamics and engineering leadership. "The Culture Code" by Daniel Coyle explores the structure of high-performing teams and debunks myths about command-and-control leadership. "Product Development Flow" by Reinertsen provides the scientific foundation behind agile methodologies and explains what teams are really trying to solve. "The Culture Map" by Erin Meyer offers insights on working with diverse cultures and backgrounds to bring out the best in each team member. "Coaching Agile Teams" by Lyssa Adkins serves as a practical guide for developing coaching skills in technical environments. And our very own Scrum Master Toolbox podcast provides ongoing insights and real-world experiences from practitioners in the field. About Jochen Issing Jochen is an engineering leader who's all about building great teams and better developer experiences. From audio tech and cloud platforms to monorepos and feedback culture, he's done it all. A former bandmate and handball player, Jochen brings heart, trust, and collaboration into everything he builds with his teams. You can connect with Jochen Issing on LinkedIn and connect with Jochen Issing on Twitter.

Scott Johnston is the Founder of Evoke Endurance, a coaching company serving trail runners, skiers, climbers, alpinists, and beyond. Scott is also the coach of both Tom Evans and Ruth Croft, the 2025 UTMB champions. In this conversation, we explore Scott's coaching background, the importance of fatigue resistance, local fatigue vs. global fatigue, his relationship with Tom & Ruth, and reflections from their victories.    Chapters: 00:00 Introduction and Background 09:00 Understanding Fatigue Resistance 14:49 Muscular Endurance and Its Importance 18:02 Practical Applications of Training Techniques 20:55 Utilizing Treadmills & Poles for Enhanced Training 40:06 Understanding the Unique Talents of Tom and Ruth 42:28 Daily Communication and Coaching Dynamics 46:15 Enhancing Coach-Athlete Communication 48:39 The Importance of Team Collaboration 51:15 Training Adjustments for Ruth's Aggressive Strategy 53:03 Tom's Increased Training Load 55:28 Race Management and Observations 57:22 Emotional Highs of Coaching Success 01:00:04 Muscular Endurance and Race Execution 01:02:43 Curiosity and Continuous Learning in Coaching 01:06:33 Admiring Influential Figures in Sports Science   Training for the Uphill Athlete   Evoke Endurance   JOIN FREETRAIL PRO   Sponsors:   Grab a trail running pack from Osprey Use code FREETRAIL25 for 25% off your first order of NEVERSECOND nutrition at never2.com Go to ketone.com/freetrail30 for 30% off a subscription of Ketone IQ   Freetrail Links: Website | Freetrail Pro | Patreon | Instagram | YouTube | Freetrail Experts   Dylan Links: Instagram | Twitter | LinkedIn | Strava

In today's episode, we had the pleasure of speaking with John N. Allan, MD, and Melissa Rubianes about factors that influence treatment decision-making in chronic lymphocytic leukemia (CLL). Allan is an associate professor of clinical medicine and a member of the lymphoma faculty in the Division of Hematology and Medical Oncology, as well as a member of the CLL Research Center at Weill Cornell Medicine in New York, New York. Rubianes is a hematology/oncology physician assistant (PA) at Weill Cornell.  In our exclusive interview, Allan and Rubianes discussed best practices for oncologists and PAs when it comes to collaborating with each other to make treatment decisions for patients with CLL, disease factors and patient characteristics that affect their treatment sequencing decisions, ongoing studies and emerging therapies for CLL that they're excited to see, and more. 

Join Mark alongside the insightful Keith Ferrazzi, author of "Never Lead Alone," as they discuss the shifts to revolutionizing team collaboration and culture change in sales. Discover how adopting a team-first mindset and nurturing a culture of co-elevation leads to increases in performance. Mark and Keith explore the profound impact of culture change within teams as they cover three pivotal shifts and seven essential practices that can yield results in just three months.  In this episode, you'll gain insights into moving from conflict avoidance to fostering open candor. Keith will share practical strategies for celebrating successes and sustaining team energy, such as monthly gratitude sessions. Don't miss out on these invaluable insights designed to foster a culture of ownership and collaboration.

In this episode, Shannon dives into the transformative potential of profit sharing with expert guest Rob Gallagher. Rob, a successful business owner, shares his journey from the grueling early days of entrepreneurship to a thriving, profitable enterprise powered by a well-crafted profit sharing program. Learn the ten critical rules to structuring a successful profit sharing scheme, from making it substantial and attainable to the importance of education and financial wellness for employees. Rob discusses real-life examples, potential hurdles, and the tremendous benefits, including increased profits and improved work-life balance. This episode is packed with actionable insights ideal for business owners looking to implement profit sharing and inspire an ownership mentality among their teams. Tune in to discover how to supercharge your business's success through effective profit sharing strategies.   [1:20] The Struggles and Realizations of a Business Owner [3:10] Discovering and Implementing Profit Sharing [4:22] The Challenges and Evolution of Profit Sharing [7:50] The Importance of Monthly Profit Sharing [9:15] Rules for a Successful Profit Sharing Program [14:20] Essential Elements for Implementing Profit Sharing [23:40] Final Thoughts and Encouragement 25:10 The Power of Team Collaboration [26:15] Educating Employees on Profit Sharing [27:00] Sharing Financials with Employees   Learn more about our CFO firm and services: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein Watch full episodes: https://www.youtube.com/channel/UCMlIuZsrllp1Uc_MlhriLvQ Follow along on IG: https://www.instagram.com/shannonkweinstein/   Connect with Rob: Instagram: https://www.instagram.com/robertgallaher/?hl=en LinkedIn: https://www.linkedin.com/in/robertgallaher/   The information contained in this podcast is intended for educational purposes only and is not individual tax advice. We love enthusiastic action, but please consult a qualified professional before implementing anything you learn.

Somya Mehra: How Upper Management Can Destroy a High-Performing Team in Minutes Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. While working as a business analyst at a startup building an exam evaluation product for universities, Somya witnessed a well-functioning team with good collaboration and timely delivery. However, upper management began challenging the team lead and Scrum Master, accusing the team of padding story points. When leadership confronted the team, the tech lead threw the entire team under the bus, breaking all trust. The CEO's declaration that he could detect padding in estimates shattered the relationship between developers and leadership, leading team members to want to leave. Featured Book of the Week: Agile Retrospectives by Larsen and Derby Somya recommends "Agile Retrospectives" by Larsen and Derby because doing Scrum right means doing retrospectives right. As someone who wanted to excel as a retro facilitator, she found this book invaluable due to its excellent reviews and practical examples. The book provides several examples of how to facilitate retrospectives effectively, making it her go-to recommendation for Scrum Masters wanting to improve their retrospective facilitation skills. Self-reflection Question: How do you maintain trust between your team and leadership when management questions the team's estimates or performance? [The Scrum Master Toolbox Podcast Recommends]

Watch on YouTube.In this August edition of the Microsoft Teams Show, hosts Kristian McCann and and Tom Arbuthnot dissect some of the biggest Teams stories from the past month with the panel – from meetings on the move to AI that can see your screen.Mercedes Enables Teams Video Calls While DrivingTeams meetings are now available on the go – but is this the future of mobile collaboration or a serious safety concern?Teams Search Gets SmarterSQL-style search is on its way – finally! But will it actually help users find what they need, or just add more complexity?Threaded Conversations: Teams Borrows from Slack (Again)Another Slack-like feature arrives – is this improving the experience or just Microsoft playing catch-up?SharePoint Servers Under AttackA major breach raises big questions for on-premises customers – and for Teams, which is tightly integrated with SharePoint.Copilot Vision AI Can Now See Your ScreenMicrosoft's AI assistant just got a new set of eyes – but is this a game-changer or a privacy nightmare in the making?Plus, we're joined by special guest Robbie Warwick, UCaaS & CCaaS Transformation Leader at Accenture Song, who shares insights from his 20-year career — including leading a massive Teams transformation at the UK Home Office.Hosted by the UC Today editorial team – tune in for the latest Microsoft Teams updates, expert takes, and real-world insights.Let us know in the comments which stood out to you the most!Thanks for watching, if you'd like more content like this, don't forget to SUBSCRIBE to our YouTube channel.You can also join in the conversation on our Twitter and LinkedIn pages.Join our new LinkedIn Community Group. 

Join the VIP Waitlist for RevUP: https://www.thecustomersuccesspro.com/revupIn this episode, Anika Zubair discusses the transition from customer service to customer success with Lena Therese Zimmerman, Head of Customer Experience at Do Instruct. They explore the importance of curiosity, team collaboration, and the need for a strategic approach in customer success. Lena shares her journey in transforming a reactive customer service team into proactive customer success managers, emphasizing the significance of aligning internal goals with customer success metrics. The conversation highlights the shift in mindset required to prioritize customer success over mere customer happiness, and the strategies for educating customers about the role of customer success managers. In this conversation, the speakers delve into the intricacies of customer success, focusing on the challenges faced during onboarding, the importance of empathy, and the need for effective communication. Chapters00:00 Introduction 02:52 Transitioning from Customer Service to Customer Success05:52 Understanding the Role of Customer Experience08:51 The Importance of Team Collaboration in Customer Success12:07 Curiosity as a Key Trait in Customer Success15:02 Transforming Reactive Teams into Strategic Partners18:11 Aligning Internal Goals with Customer Success21:10 The Shift from Customer Happiness to Customer Success23:53 Educating Customers on the Role of Customer Success28:38 Understanding Customer Fears and Onboarding Challenges31:38 Empathy in Customer Success33:02 Overcoming Customer Hesitation34:32 Communicating Effectively During Onboarding36:09 Setting Expectations: The Importance of Honesty39:33 The Balance of Saying No: Guiding Customers to Success41:00 Collaboration Between Sales and Customer Success43:40 Transitioning from Support to Strategic Advisor47:59 Lessons Learned: Shifting from Service to Revenue Focus51:25 The Future of Customer Success: Embracing AI52:59 Changing Perceptions of Customer SuccessConnect with Anika Zubair:Website: https://thecustomersuccesspro.com/LinkedIn:  https://www.linkedin.com/in/anikazubair/CSM RevUP Academy: https://thecustomersuccesspro.com/revupConnect with Lena Theres Zimmermann:Linkedin: https://www.linkedin.com/in/lena-theres-zimmermann/Lena Zimmermann is Head of Customer Experience at doinstruct, a fast-growing Compliance Tech startup. With over 7.5 years of experience in SaaS, she has led Customer Success teams across DACH and BENELUX, helping companies create meaningful, long-term customer relationships.Lena is passionate about turning Customer Success into a strategic growth lever — especially in contexts where customer bases are more traditional and starting their digital transformation. Her leadership approach blends structure with empathy, enabling scalable processes that support retention, adoption, and revenue expansion.Send Anika a text :) Want to be our next guest? Apply here: https://www.thecustomersuccesspro.com/podcast-guest Book Anika as a speaker at your next team event: https://www.thecustomersuccesspro.com/team-event

In this episode of Confessions of a B2B Entrepreneur, Shenandoah Chefalo, the host of Mindful Management: Creating a Trauma-Informed Work Environment, welcomes Tom Hunt, the Founder and CEO of Fame. What happens when a CEO admits they're figuring it out as they go? Tom candidly shares his blueprint for building a thriving 70-person remote company, emphasizing the power of trust over micromanagement and delving into the essence of trauma-informed leadership. Discover Fame's innovative strategies for fostering team cohesion, including empowering employee autonomy and unique initiatives like the 'Culture Club'. This episode offers practical wisdom for leaders on manager training, building genuine connections, and why embracing vulnerability can be your most authentic leadership strategy in the modern workplace.

Watch on YouTube.In this edition of UC Big News, host Kieran Devlin is joined by leading UC analysts Zeus Kerravala and Blair Pleasant to unpack three headline-grabbing stories shaking up the collaboration world. First up, the team shares takeaways from Zoom Perspectives, where Zoom's vision of an AI-powered “Workplace” was more compelling than ever. Then they turn to the reported rift between Microsoft and OpenAI, and what it signals for enterprise AI partnerships. Finally, things get slightly more surreal with a discussion of Microsoft Teams meetings being enabled in Mercedes-Benz vehicles — and whether that's a productivity win or just a corporate boundary too far.Enterprise AI and collaboration took a weird and wonderful turn this week — and UC Big News is here for all of it. The trio takes stock of what's real, what's hype, and what IT leaders should watch closely.Here's what you'll learn in this episode:Zoom's AI Work Platform evolves — With live agent copilots and better cross-surface integration, Zoom's once-vague AI story is turning into a practical, productised vision for modern work.Microsoft and OpenAI tensions rise — Reports suggest growing disagreements over product direction and control. Blair and Zeus explore why betting everything on one AI partner could create long-term risks.Teams in your car? — Mercedes-Benz drivers can now take Microsoft Teams calls on the road. The panel asks: is this a helpful innovation for field workers, or a work/life balance killer on wheels?Next Steps:Still undecided about Teams in cars? Share your hot take in the comments.Curious about Zoom's evolving AI platform? We'll have more deep dives coming soon.Subscribe to UC Big News for sharp analysis and strong opinions on the future of enterprise comms.Thanks for watching, if you'd like more content like this, don't forget to SUBSCRIBE to our YouTube channel.You can also join in the conversation on our Twitter and LinkedIn pages.Join our new LinkedIn Community Group.

Anamaria Ungureanu: The Tech Lead Who Nearly Destroyed the Team Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Anamaria describes a seven-member software team that initially seemed engaged but began self-destructing when a senior tech lead refused to embrace transparency and knowledge sharing principles.  The situation escalated when this key team member's four-day absence completely blocked the team's ability to deliver, creating a dangerous single point of failure. Through careful retrospective facilitation and strategic motivation techniques, including offering the specialist new learning opportunities while gradually transferring their legacy knowledge to teammates, Anamaria helped the team overcome knowledge silos and establish sustainable collaboration patterns. Featured Book of the Week: Never Split the Difference by Chris Voss Anamaria recommends “Never Split the Difference” by Chris Voss, a negotiation masterpiece because it taught her essential communication strategies for establishing trust and navigating tense situations. She emphasizes that negotiation is a critical Scrum Master skill, and Voss's techniques help build rapport with stakeholders while managing difficult conversations that arise during team transformations and organizational change initiatives. Self-reflection Question: What knowledge silos exist in your teams, and how might you motivate specialists to share their expertise while providing them with new growth opportunities? [The Scrum Master Toolbox Podcast Recommends]

What You'll Learn:How ego can cloud judgment—and what to do when it doesThe difference between collaboration and consensus in leadershipHow to recognize decision fatigue in yourself and othersWhy it's okay to be wrong—and how to grow from itThe power of surrounding yourself with people who will tell you the truthKey Questions Explored:How do you lead when no one agrees with you?What does accountability look like after a bad call?When should you trust your gut over your data?What happens when someone says, “I just can't make another decision”?How do you stay humble and curious in the middle of pressure?

Summary When you hear the word negotiation, what comes to mind? A boardroom showdown? A salary discussion? In this episode, Andy welcomes back Dr. Mike Clayton, author of How to Negotiate: Practical and Proven Skills to Help You Strike Better Deals to unpack the truth about negotiating. Mike brings clarity, wisdom, and practicality to a skill that project managers and frontline leaders use more often than they might realize. In this conversation, you'll learn why negotiation is not a talent you're born with. Rather, it's a skill you can build. Mike explains how to prepare effectively, how to open conversations the right way, and how to bargain in ways that foster agreement, not conflict. You'll discover surprising examples of everyday negotiations, phrases that help (and hurt) rapport, and even ideas to help your kids become more confident negotiators. If you're looking for insights on how to lead through conversations that matter, this episode is for you! Sound Bites “Negotiation is a process of searching for an agreement that satisfies both parties.” “You can become a good negotiator the same way you become a good leader: by learning and practicing.” “Building agreement on agreement is easier than building agreement on disagreement.” "What will you get when you've got it? Because that's the motivator." “If we respect each other and follow a process, we can negotiate even in tough situations.” “The phrases that are best for building rapport are questions.” “Signposting the junction means alerting our counterparty that we think we're coming to the point where we need to stop.” “Your credibility is currency. Character and trust are foundational in negotiation.” “Almost every conversation where two people want different things is a negotiation.” “It's okay to negotiate. It's okay to walk away. And it's okay to not always win.” Chapters 00:00 Introduction 01:50 Start of Interview 01:04 Understanding Negotiation as a Skill 02:01 Common Myths About Negotiation 05:39 The Process of Negotiation 12:31 Preparing for a Negotiation 16:12 Opening a Negotiation 23:05 Introduction to Feedback and Negotiation 23:43 Breaking Down Feedback 24:42 The Yes Mindset in Negotiation 25:56 Building Rapport in Negotiation 27:40 The Light and Dark Sides of Language 29:08 Signposting the Junction in Negotiation 31:47 Establishing Character in Negotiation 34:21 Teaching Kids to Negotiate 38:34 End of Interview 39:01 Andy Comments After the Interview 42:09 Outtakes Learn More You can find Mike's content and negotiation advice at his YouTube channel: OnlinePMCourses. For more learning on negotiation, check out these episodes: Episode 444 with Rick Czaplewski, who provides negotiating secrets for project managers Episode 412 with Scott Walker, who provides insights from a former hostage negotiator Episode 148 with Dan Shapiro: High-stakes negotiation from a Harvard expert Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, Negotiation, Communication, Emotional Intelligence, Project Management, Influence, Rapport Building, Conflict Resolution, Trust, Team Collaboration, Process Thinking, Parenting The following music was used for this episode: Music: Summer Awakening by Frank Schroeter License (CC BY 4.0): https://filmmusic.io/standard-license Music: Chillhouse by Frank Schroeter License (CC BY 4.0): https://filmmusic.io/standard-license

Ep 329: Identifying 'More Than Myo' Moments — Referral Strategies and Team Collaboration in Complex Cases with Hallie Bulkin, MA, CCC-SLP, CMT®, CPFT™In this episode of The Untethered Podcast™, Hallie Bulkin takes a deep dive into one of the most critical aspects of patient care: knowing when it's time to go beyond myofunctional therapy. These “more than myo” moments require clinical insight, humility, and collaboration and Hallie shares practical tools to help therapists recognize and navigate them.This episode empowers professionals to move from isolated intervention to integrated care because sometimes, success lies in knowing when not to go it alone.If this episode resonates with you, snap a screenshot of you listening and share it on your Instagram Stories! Tag Hallie @halliebulkin to spread the word.In this episode, you'll learn:✔️ What “more than myo” moments look like in practice✔️ Red flags that should trigger a referral✔️ Who should be on your extended care team and why✔️ How to present referrals to families with confidence and compassion✔️ Why a referral tracker is essential for effective case management✔️ The importance of collaborative care in complex cases✔️ How to keep learning and improving your referral instinctsLINKSBe part of our Myo Fam! Join us inside The Myo Membership®: www.themyomembership.comBecome a Certified Myofunctional Therapist™ (CMT®). Enroll here: www.themyomethod.comReady to turn your "myo eyes" on? Join our webinar: https://www.feedthepeds.com/myo-webinarDownload a Free F.A.S.T. Myo Screening Packet Here: FastMyoScreening.comFind a myofunctional therapist: www.themyodirectory.comConnect with Hallie on Instagram, Facebook & LinkedINHaven't left a review yet? Click here and thank you, as always, for being a listener! Want to watch more of the episode? Click here Hosted on Acast. See acast.com/privacy for more information.

July 17, 2025: Chris Harper, CIO and Senior Associate Vice Chancellor of AI at the University of Kansas Medical Center, discusses the nuances of AI governance. Chris discusses why he'd rather be "a pro than a hero" and how this philosophy shapes his collaborative leadership style in implementing AI solutions. They explore his organization's strategic technology bets over two decades, from meaningful use to data analytics to AI automation, and reveal how building trust with clinical partners has become the foundation for successful innovation. Through insights on governance across multiple organizational structures and his "move fast and be responsible" methodology, Chris offers practical wisdom for healthcare leaders preparing for what he sees as a paradigm shift in how technology will reshape the industry. Key Points: 03:55 Governance and Decision Making 10:33 Leadership and Team Collaboration 21:37 Disparities in Rural Areas 27:01 Challenges for Healthcare CIOs 30:01 Speed Round and Closing Remarks X: This Week Health LinkedIn: This Week Health Donate: Alex's Lemonade Stand: Foundation for Childhood Cancer

 Join UC Today's Kristian McCann as he talks with Joe Gillis, Senior Vice President of Sales and GVC & Strategic Growth about New Era Technology and their solutions and market insights.In this comprehensive interview, Gillis shares his thoughts on the power of partnerships, the evolving world of AI, and how New Era is tackling the challenges of delivering seamless service on a global scale. If you're interested in understanding how a leading systems integrator helps companies stays agile and future-ready, then tune in to hear the following:Learn how New Era grew into a 4,500-employee powerhouse spanning 180+ countries and seamlessly integrates acquisitions into its strategy.How AI is being incorporated into customer solutions, making workflows faster, more insightful, and more cost-effective.The differences in New Era's mid-market vs. enterprise offerings and the tailored support that large-scale companies demand.How the company fosters a transparent, collaborative culture that embraces feedback and continuous adaptation to stay competitive.

Watch on YouTube.In this July 2025 edition of the Microsoft Teams News Show, co-hosts Rob Scott and Kristian McCann of UC Today are joined by Tom Arbuthnot (Empowering.Cloud) and an expert panel featuring Kevin Kieller, Ryan Herbst, and Josh Blalock. Together, they unpack a transformative month for Microsoft Teams, from sweeping layoffs to rapid Copilot deployment and rising data sovereignty concerns.Microsoft enters its new fiscal year with bold moves—cutting roles, re-aligning priorities, and pushing harder on AI. Tom Arbuthnot details the internal shakeups and how they're tied to the company's CoPilot-first vision. One of the biggest headlines? Barclays Bank's rollout of 100,000 M365 Copilot licenses—one of the largest deployments to date.The panel also dissects the end of Teams Classic, enhanced tools for IT pros, and the strategic launch of real-time voice Copilot across platforms. Meanwhile, Europe's pushback on data sovereignty, including a German municipality's exit from Teams, hints at larger geopolitical tensions in cloud tech. It's an unmissable update filled with practical takeaways and expert insights.Discussion Highlights:Microsoft's FY25 kickoff: Layoffs, new roles, and renewed focus on AI and agentic capabilitiesEnterprise AI at scale: Barclays rolls out 100,000 Copilot licenses and what that means for adoptionTeams Classic sunset, new IT health dashboards, and AI-powered Teams Room administrationEuropean data sovereignty challenges and Microsoft's “M365 Local” and sovereign cloud responsesNext Steps:For deeper dives into Copilot, agentic AI, and what's next in FY25, don't miss the Microsoft Partner Kickoff on July 22 and the Copilot Fireside Chat on July 31.Thanks for watching, if you'd like more content like this, don't forget to SUBSCRIBE to our YouTube channel.You can also join in the conversation on our Twitter and LinkedIn pages.Join our new LinkedIn Community Group.

In this episode, host Kieran Devlin sits down with Chris Miller, Vice President of Technology and Solutions at Pacific Office Automation (POA), to explore how auto dealerships are transforming their communications strategies.Chris shares front-line insights into the sector's unique challenges—from outdated tech to rising customer expectations—and how unified communications solutions from Intermedia are helping dealerships boost responsiveness, improve internal efficiency, and gain powerful analytics-driven insights.If you're in a tech decision-making role or serve the auto retail space, this is a must-watch conversation on turning communication from a headache into a competitive edge. Key takeaways include:The shift from outdated on-prem phone systems to cloud-based UCaaS for real-time communication and agility.How Intermedia's seamless integration with tools like Microsoft Teams supports dealership workflows and boosts adoption.The critical importance of ease of use, mobile access, and simplified deployment for IT-strapped dealership operations.Why AI and advanced analytics will drive the next wave of communication innovation in auto retail.

Pascal Papathemelis: From Mechanics to Human Factors—How Scrum Masters Grow Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Pascal shares his evolution as a Scrum Master, moving from focusing purely on the mechanics of Scrum to understanding the critical importance of human factors. Early in his career, Pascal worked with teams that struggled to achieve sprint goals, with stories floating from one sprint to another. Through retrospectives and continuous improvement, he learned essential tips like not taking too much into sprints and making stories smaller.  However, Pascal's biggest transformation came when he shifted focus to human elements - involving everyone in the team, improving collaboration during refinement, and developing people's skills and attitudes. He emphasizes that every person is an individual with the intention to be their best, and a good Scrum Master must sense when something is wrong and create safe environments for open conversations. Pascal highlights the importance of corridor conversations and coffee machine breakthroughs, especially before COVID, and stresses the need to invest effort in how teams start, using models like Tuckman's team growth model and Diana Larsen's Team Liftoff approach. In this segment, we also refer to the episode with Arne Roock, about the importance of team design and setup in the success of teams. Self-reflection Question: How might shifting your focus from Scrum mechanics to human factors transform the way you support your team's growth and collaboration? [The Scrum Master Toolbox Podcast Recommends]

Watch on YouTube.In this jam-packed episode of UC Big News, host Kieran Devlin is joined by expert analysts Jon Arnold, Melody Brue, Craig Durr, and Zeus Kerravala for a whirlwind tour of the latest from the unified communications world.The team unpacks Mitel's return from bankruptcy, gets hands-on with Google Beam's volumetric video marvel, and decodes Cisco's new enterprise-focused vision for Webex, fresh from Cisco Live 2025.Whether you're a tech leader, vendor watcher, or just UC-curious, this is the episode to watch. Three seismic updates, one expert panel, here's what you'll learn in this episode:Mitel is back! The team debates whether slashing $1.15 billion in debt and doubling down on hybrid UC is enough to revive the brand in a cloud-first world.Google Beam wowed InfoComm — with light field displays, spatial audio, and real-time translation. Melody Brue calls it “shockingly natural,” while the crew unpacks pricing, practicality, and use cases from executive comms to telehealth.Cisco pivots Webex — unveiling a security- and observability-first pitch at Cisco Live. Is this a necessary evolution for serious enterprise buyers? The team weighs in on whether this is Cisco's best Webex strategy yet.Big questions raised — from the future of on-prem UC to whether 3D meeting rooms can scale, and if Cisco's security-first focus can win back market momentum.Next Steps: ✅ Subscribe to UC Big News for sharp, unscripted insights on UC, CX, and collaboration.

In this interview, host Kieran Devlin sits down with Will Morey, Managing Director of Channel at Gamma, to explore the thinking behind Gamma Edge — a comprehensive new partner initiative designed to give resellers a competitive edge in today's challenging market.With macroeconomic pressures, increased focus on voice security, and the growing demand for AI-powered solutions, Gamma Edge responds with a strategy rooted in listening, alignment, and tailored support. Whether you're a partner looking to scale, attract investment, or strengthen profitability, this is a must-watch conversation on the future of channel enablement.Gamma's new partner programme — Edge — is more than just a set of perks. It's a business growth engine. In this candid interview, Will Morey walks us through how Gamma is responding to real-world partner feedback to deliver meaningful support, practical incentives, and long-term alignment. Key takeaways include:Partner Pulse: A co-planned growth journey, backed by data-driven insights tailored to each reseller's business goals.Velocity Rebates: A generous, growth-linked rebate scheme that rewards cross-portfolio engagement and reinvests directly in partner businesses.Gamma Elements: A flexible toolkit of UCaaS, mobile, connectivity, cybersecurity, and IoT services, designed to suit each customer and partner use case.Boosts & MyGreat: Inclusive UCaaS call minutes, aggressive connectivity pricing, and a hands-on migration program that takes the operational headache off partners' plates.Morey makes one thing clear: this isn't about pushing product — it's about empowering partners to realise their ambitions, with Gamma playing a trusted, enabling role every step of the way.

In this short segment of the Revenue Builders Podcast, we revisit the discussion with George Mogannam, CRO of Celigo, to explore the foundational gaps that hinder scalable growth—particularly in recruiting, onboarding, and team cohesion. George unpacks what most companies miss when trying to scale, including the absence of ideal hiring profiles, lack of onboarding discipline, and broken internal processes. He also emphasizes the power of in-person connection, the hidden cost of remote culture, and the importance of aligning internal teams during growth surges.KEY TAKEAWAYS[00:00:25] Common Gaps in Scaling Sales Teams: Many organizations lack ideal hiring profiles, onboarding processes, KPIs, and operational rhythms.[00:01:40] Remote Work's Cultural Void: Remote work has eroded the informal peer-to-peer learning and camaraderie critical to high-performing sales teams.[00:02:37] Why In-Person Teams Outperform: George shares research that shows 4x higher churn in remote teams versus co-located ones—highlighting the need for centralized sales orgs.[00:03:37] The True ROI of Sales Kickoffs: More than training, it's the peer interaction, story-sharing, and cross-learning that drive culture and performance.[00:04:30] The Overlooked Bottleneck in Scaling: Many CROs underestimate internal readiness for hiring sprees, especially around slow offer letter processes and internal misalignment.[00:06:59] Fixing Internal Bottlenecks: George details how his team automated contract counter-signatures to reduce booking delays and avoid customer disruptions.QUOTES[00:01:14] “There's a sales process, but no one's really utilizing it… there's no discipline around it.”[00:02:01] “You will get four times higher churn when everybody's remote versus when people are together.”[00:03:37] “The priceless part comes from them all engaging together... more powerful than all the formal training.”[00:04:59] “Companies don't realize they're a walking audition for what it's going to be like to work for them.”[00:06:41] “That's how you burn cash in an organization—when internal readiness doesn't match external hiring urgency.”[00:07:27] “If the order isn't executed at the proper time, we can accidentally shut the customer off.”Listen to the full conversation through the link below.https://revenue-builders.simplecast.com/episodes/scaling-high-growth-sales-organizations-with-george-mogannamEnjoying the podcast? Sign up to receive new episodes straight to your inbox:https://hubs.li/Q02R10xN0Check out John McMahon's book here:Amazon Link: https://a.co/d/1K7DDC4Check out Force Management's Ascender platform here: https://my.ascender.co/Ascender/

It all started with one small change. He thought his DMS setup was fine—until he tweaked a phase-in criteria and suddenly realized how much he was missing. This week on the PartsEdge Podcast, we sat down with Zach Don, a Toyota parts manager who took that moment of chaos and turned it into a better system. He shares what broke, how he fixed it, and why he's now running a smarter, more controlled department. Zach also talks about bringing in team members with different backgrounds, the value of having a “co-pilot” on the reporting side, and how these changes are not only improving efficiency but making his conversations with upper management more impactful.Together, they explore how data-driven decision-making and personalized support have helped shift inventory from inactive to active, and freed up valuable time to focus on growing the business.Tune in for practical insights, relatable moments, and actionable tips for anyone looking to up their game in fixed ops and parts management!--------------------------------------------This show is powered by PartsEdge: Your go-to solution for transforming dealership parts inventory into a powerhouse of profitability. Our strategies are proven to amp up parts sales by a whopping 20%, all while cutting down on idle inventory. If you're looking to optimize your parts management, visit

What You'll Learn:In this episode, host Patrick Adams, Shane Daughenbaugh, and guest Scott Gauvin discuss how the principle of "respect for people" goes beyond individual actions to become an organizational-wide practice that fosters culture transformation, engagement, and continuous improvement. They explore strategies for leaders to cultivate a learning culture, emphasizing active listening, transparency, and coaching to develop human skills and create lasting change within organizations.About the Guest:Scott Gauvin is a management consultant and Lean specialist with 30 years of experience helping organizations transform the way they perceive and pursue performance. As CEO of Macresco and co-founder of the Respect for People Roadmap, he's partnered with organizations worldwide and across industries to innovate their business and operating models and put people at the center of their corporate and operations strategies.Links:THE RESPECT FOR PEOPLE ROAD - WEBSITECLICK HERE FOR SCOTT GAUVIN LINKEDIN

In this episode of UC Today, host Rob Scott sits down with Garth Landers, Director of Global Product Marketing at Theta Lake, to tackle one of the most urgent and overlooked risks in Unified Communications today: voice compliance.As enterprises migrate from legacy PBX systems to cloud-first platforms like Microsoft Teams Phone and Zoom Phone, many are leaving a dangerous gap in their compliance stack. Voice is no longer isolated — it's deeply integrated with chat, video, AI tools, and screen sharing — yet many compliance strategies are still built for a siloed world.Why watch this? Because as AI transforms UC platforms and vendors roll out new features at lightning speed, knowing how to govern all forms of communication data — including voice — is critical to avoid regulatory risks and future-proof your organization.Key discussion points include:Why voice compliance continues to lag behind messaging and video — and why that's a risk.The top challenges enterprises face when migrating voice to cloud platforms like Teams & Zoom.How to ensure consistent compliance across hybrid UC environments with multiple voice channels.How Theta Lake's solutions enable real-time risk detection and flexible archiving for voice, chat, video, and AI-generated content.Practical advice for IT and compliance leaders preparing for AI-driven voice features and virtual agents.Next Steps: If your organization is modernizing its UC stack or exploring AI-powered communication features, now is the time to review your compliance readiness. Explore how Theta Lake can help you bridge the gap and stay ahead of regulatory demands.

In this episode, we explore the power of leadership and how it shapes a successful sales team. We dive into the importance of setting clear standards and holding yourself and others accountable. Learn how to effectively lead your team with transformational coaching and thoughtful questioning. Whether you're building a team or refining your approach, this episode provides valuable insights on fostering collaboration, removing barriers to success, and achieving your real estate goals with integrity and strategy.What you'll learn on this episodeGreat leaders act as coaches, guiding their teams through thoughtful questions rather than issuing commands.Setting standards and holding team members accountable is the foundation of high performance.Focusing on the activity (not just results) leads to more success.Accountability conversations should be empowering, not blame-focused.When facing resistance, help team members bridge the gap between their personal goals and actions.Role modeling, planning, and role-playing are essential components of effective training.Always encourage solutions over complaints—empower your team to find answers.Starting with clear goals and measuring progress ensures consistency in performance.The "why" and "how" questions help uncover deeper growth opportunities.Creating a solutions-oriented environment fosters a strong, high-performing team.If you're ready to lead a team where accountability feels empowering, coaching fuels growth, and high standards drive results, this is your next step.Teach to Sell gives you the exact tools to lead with influence, guide clients and teams with clarity, and build a sales business that consistently produces No Broke Months. Whether you're scaling a team or refining your leadership skills, this book will show you how to create trust, alignment, and success through transformational leadership.Preorder Teach to Sell today and start mastering the leadership skills that move people—and results—forward.https://www.nobrokemonths.com/teach-to-sell-preorderResources mentioned in this episodeRole modeling: Demonstrating the desired behavior to create awareness.Coaching techniques: Focus on deep probing questions like "What makes that important to you?" to spark growth.Accountability methods: Ensuring your team aligns with their personal goals and actions. To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

In today's episode of the No Broke Months Podcast, we dive deep into the importance of establishing standards and accountability to lead a successful sales team. You'll learn how to implement practical strategies—like calendar invites, video introductions, and lender connections—that move the sales process forward and foster stronger client relationships. Dan Rochon shares actionable insights on creating team alignment, improving sales performance, and overcoming common challenges when working with buyers and sellers. If you want to drive results and keep your sales cycle running smoothly, this episode delivers the framework to help you do it.What you'll learn on this episodeSet Clear Standards: Establish minimum performance standards to guide your team.Track Metrics: Monitoring performance is crucial to intentional improvement.Use Presumptive Language: Sending a calendar invite with a presumptive close helps train your clients to say yes.Short Introduction Videos: Personalize your approach with a 10-second video introducing yourself to buyers.Introduce a Lender: Leverage your relationship with a lender to build trust with clients and streamline the process.Follow-Up Speed Matters: The quicker your lender contacts the client, the better the results.Accountability Drives Results: Weekly accountability meetings help boost team performance.Success Comes from Collaboration: Rally behind team members who fall behind to ensure their success.The Power of Yes: Every step in the sales process should be designed to get your client to say yes.Empathy and Persuasion: Being empathetic while persuasive will create better outcomes for your clients.If you want to build a sales process that inspires client trust, drives team accountability, and creates predictable results, this is your next step.Teach to Sell gives you the full framework for leading clients and teams with clarity, empathy, and influence—without relying on pressure or guesswork. Inside, you'll learn the exact language, leadership skills, and process structure that top agents and leaders use to create No Broke Months.Preorder Teach to Sell today and start mastering the systems that build consistent success.https://www.nobrokemonths.com/teach-to-sell-preorderResources mentioned in this episodeGoogle Calendar Invitations: Use this tool to schedule and confirm meetings with clients, reinforcing their commitment to you.Lender Introduction Template: Learn how to introduce clients to your preferred lender via text message.Video Introduction Tips: Film quick 10-second intro videos to build rapport with prospective clients.Sales Process Steps: The key steps in the sales process—setting appointments, building relationships, and keeping clients engaged. To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

In this episode of Building Better Developers, hosts Rob Broadhead and Michael Meloche explore how to improve team collaboration in software development through the lens of AI-driven insights. Whether you're a solo developer, part of a tight-knit team, or scaling across departments, collaboration remains the backbone of efficiency and success. What Does Collaboration Mean in Development? AI kicked off the discussion with a powerful insight: define “efficiency” in context. But more importantly, it highlighted that collaboration fuels efficiency, not just working faster, but working better. Effective collaboration avoids: Redundant work Misunderstood requirements Tech debt and burnout Rob emphasized that a productive team isn't rushing through tasks but solving the correct problems—together—on the first try. Collaboration Strategies for Solo Developers Even solo developers need structured collaboration between their tools, their future selves, and their automation stack. Top collaboration tips for independent devs: Use opinionated frameworks like Next.js or Rails to minimize decision fatigue. Automate repetitive tasks early to save time in the long run. Commit code regularly with meaningful messages. Document workflows using Notion, Obsidian, or Jira—even if you're the only one using them. Containerize development environments for repeatability and rapid setup. “Solo doesn't mean siloed. Collaborate with your tools, your past decisions, and future goals.” Enhancing Collaboration in Small Development Teams For teams of 2–10 developers, Rob and Michael discussed how tight feedback loops and structured communication are essential to avoid chaos. Recommended practices for small team collaboration: Short, focused daily standups Shared development environments Lightweight Agile or Kanban boards Early investment in CI/CD pipelines Use of pair programming or mob programming for knowledge sharing Michael emphasized Agile's power in synchronizing team efforts, avoiding duplicated work, and solving problems more efficiently as a unit. “Agile helps teams collaborate—not just communicate. It keeps everyone moving in the same direction.” Solving Common Bottlenecks Together AI highlighted four universal collaboration pain points and solutions: Slow Code Reviews - Use SLAs and rotate reviewers Unclear Requirements - Kick off with 15-minute clarification huddles Testing Paralysis - Focus on integration tests and avoid overtesting Context Switching - Block dedicated focus hours Michael zeroed in on testing paralysis, especially in early-stage projects, where developers are too busy scaffolding to write tests. Without collaboration on testing plans, critical issues may be overlooked until it is too late. Rob addressed context switching, warning against excessive meetings that fragment developer flow. Leads should shield devs from distraction by delivering distilled, actionable feedback. Final Thoughts on Collaborative Development As teams grow, minor issues scale fast, and so do inefficiencies. Tools, meetings, workflows, and expectations must all scale intentionally. Rob reminded leaders to summarize and distill information before passing it to their teams and to make clever use of tools like AI, recordings, and summaries to keep everyone aligned without wasting time. “If you're building better developers, you're also building better collaborators.” Take Action: Build Collaboration Into Your Workflow Reassess your standups and review cycles Empower solo devs with documentation and CI/CD Streamline onboarding with containers Test early, test together Protect team focus time Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Embrace Feedback for Better Teams Using Offshore Teams and Resources – Interview With Tanika De Souza Moving To Mobile Teams and Building Them – Sebastian Schieke Building Better Developers With AI Podcast Videos – With Bonus Content

Watch on YouTube.In this must-watch episode of UC Today, host Kieran Devlin sits down with renowned analyst Dave Michels of TalkingPointz to dive into the headline insights from the May Insider Report.With Kieran making his video series debut and Dave bringing his signature wit and industry expertise, the two unpack a turbulent moment in tech—from AI's disruptive trajectory to Big Tech's regulatory headaches. If you care about the future of work, search, or enterprise communication platforms, this conversation delivers unmissable clarity—and a few laughs along the way.From AI's creeping impact on jobs to the shifting sands of online search, this video covers the most pressing narratives in enterprise tech. Dave Michels joins UC Today's Kieran Devlin to unpack his latest TalkingPointz Insider Report, revealing what matters—and why.Key Highlights Include:AI's Efficiency Paradox: Why tools like Copilot and Gemini are driving productivity—but not yet replacing jobs—and why that balance might not last.Mary Meeker's 340-Slide AI Bombshell: What stood out most in the queen of the internet's long-awaited return to trend analysis.The Slow Death of Google Search: How AI is cannibalizing search queries—and why that's dangerous for publishers and digital marketing.Microsoft vs. the EU: What's really behind the Teams-M365 unbundling saga, and why Microsoft's fix may not fly with regulators.Whether you're a tech strategist, analyst, or curious end-user, Dave's insights help make sense of a rapidly evolving landscape.Next Steps:Subscribe to TalkingPointz for exclusive deep dives and future Insider Reports.Follow UC Today for the latest updates on enterprise communications and collaboration.Drop a comment—do you think AI is a productivity boost or job threat?Thanks for watching, if you'd like more content like this, don't forget to SUBSCRIBE to our YouTube channel.You can also join in the conversation on our Twitter and LinkedIn pages.Join our LinkedIn Community Group.

In this episode of the No Broke Months Podcast, Dan Rochon shares the importance of leadership, accountability, and setting standards for high-performing sales teams. He explains how to align personal and team goals, create meaningful accountability, and implement actionable steps that lead to consistent and predictable results. If you want to elevate your leadership, improve team performance, and build a business that delivers No Broke Months, this episode offers the strategies to help you do it.What you'll learn on this episodeThe difference between management and leadership—and why it mattersHow setting and upholding high standards influences team performanceWhy personal accountability starts with leading by exampleThe role of effective communication and prescriptive language in building trust with clientsHow to foster team collaboration and support members who are strugglingThe true impact of accountability meetings on progress and course correctionWhy leadership is about teaching others how to think and succeedHow to focus on finding win-win solutions in sales, rather than being “right”If you're ready to lead your clients—and your team—with greater clarity, influence, and purpose, this is the next step.Teach to Sell provides the leadership frameworks, language patterns, and influence strategies that top agents and leaders use to create lasting trust and consistent results. It's not about managing transactions—it's about leading people to better decisions and building a business that thrives.Preorder Teach to Sell today and learn how to lead in a way that drives both relationships and results.https://www.nobrokemonths.com/teach-to-sell-preorderResources mentioned in this episodeGoogle Calendar Invitations: Set up calendar invitations to help prospects commit to appointments.Gary Keller's "The One Thing": A resource on focusing on the most impactful actions in life and business. To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

In this episode of the Post Status Happiness Hour, host Michelle Frechette and Darian Lusk share their journey launching and managing the official WordPress.org TikTok account. They discuss overcoming initial nerves, embracing influencer marketing, and collaborating across generations to create daily, authentic, and engaging videos. The duo highlights their creative process, community-driven content, and the importance of spontaneity over corporate polish. They also reveal behind-the-scenes stories from WordCamp events, tease upcoming collaborations, and encourage audience participation, all while emphasizing the fun and connection at the heart of their WordPress TikTok adventure.Top Takeaways:TikTok is Being Used to Energize and Expand the WordPress Community: Michelle and Darian are using TikTok as a playful, engaging platform to showcase the global WordPress community. Their content captures behind-the-scenes moments at events like WordCamp Europe and aims to connect with younger, more diverse audiences in an authentic, unscripted way. The vibe is intentionally fun, personal, and accessible—not overly polished or corporate.Community and Team Collaboration are Key to Real-Time Content Success: The success of the TikTok initiative was made possible by the fast support of the Automattic team across time zones. From helping Michelle access the TikTok account while traveling, to teammates assisting with content ideas, the distributed team model enabled agile, in-the-moment content creation and reinforced the value of strong internal collaboration.Personal Joy, Humor, and Relationships Fuel the Project: Michelle and Darian's enthusiasm and personal connection shine throughout the project. Their humor, openness (including joking about stunts and family involvement), and genuine love for the WordPress community create a sense of fun that draws people in. They prioritize joy and connection as central to their content and outreach.Mentioned In The Show:TikTokAutomattic WordPress.orgAdobe PremierVid CapCap CutWP Community Collective

Join Kristian McCann for an insightful conversation with Ryan Zoehner, CEO of Algo, as he reveals how his company is tackling one of UC's biggest challenges: integration with your AV technology.With over 55 years of innovation behind them, Algo has positioned itself as the critical bridge between legacy systems and modern UC infrastructure. Zoehner shares how his team's education-first approach is helping partners and customers navigate the complex landscape of IP endpoint deployment, empowering frontline companies to gain control of their enterprise communications strategy.Discover how Algo is transforming the UC landscape by focusing on what others overlook—the final mile of UC migration. Key insights from this conversation:Why Algo targets end-user organizations directly rather than competing solely on channel partnershipsHow Algo's products seamlessly connect with existing UC platforms without disrupting current workflowsThe company's unique approach to building partner expertise through comprehensive training and support AIHow AI is reshaping communication endpoints and creating new opportunities for frontline connectivityWhy the "final mile" represents the biggest untapped opportunity in unified communicationsAlgo's 55+ year heritage positions them uniquely to solve these challenges

In this episode of Zero to CEO, I speak to change agent and coach Evan Unger about how meetings can either make or break your startup's culture. Evan reveals how most meetings are shockingly inefficient and how that wasted time impacts leadership, productivity, and team morale. He shares practical tools to transform your meetings from painful time-sinks into high-performing decision-making engines. Whether you're leading a remote team or building your startup's culture from scratch, this episode gives you the strategies to make every meeting count.

Join UC Today's Kristian McCann as he sits down with Dima Gutzeit, Founder and CEO of LeapXpert, for an insightful conversation on the evolution of enterprise communication and where LeapXpert fits into it.Gutzeit reveals how LeapXpert is redefining secure messaging for businesses, blending cutting-edge compliance solutions with the power of AI. Gutzeit pulls back the curtain on LeapXpert's mission to make modern messaging applications enterprise-ready-without sacrificing compliance or security.Discover how LeapXpert's unique approach is empowering organizations to embrace platforms like WhatsApp and WeChat while meeting stringent regulatory requirements. Key highlights include:LeapXpert's strategy for integrating popular messaging apps into enterprise workflows-securely and compliantly.The pivotal role of AI in driving communication intelligence and actionable insights.How LeapXpert's company culture fuels innovation and rapid response to customer needs.

 UC Today's David Dungay sits down with Robyn Erkelens, Business Development Executive at New Era Technology, to unpack what modern businesses are getting wrong—and right—about workplace transformation.With her background in experience design and innovation, Robyn shares why organizations need to rethink the “big bang” approach and instead focus on smart, scalable changes that actually move the needle. If you're navigating hybrid work, ESG goals, or the AI wave, this conversation is packed with practical advice.The future of the office isn't about gimmicks or grand overhauls—it's about thoughtful, human-centered transformation.In this candid conversation, Robyn challenges traditional thinking and outlines New Era's playbook for building smarter, more agile workplaces.Why the “big bang” digital overhaul often fails — and how to replace it with a step-by-step, ROI-driven approach.Three transformation pillars — infrastructure, operations, and experience — and how to start small in each.How smart building tech and collaboration tools feed both ESG goals and employee experience.AI isn't a magic wand — learn how New Era helps clients like Indiana University use Co-Pilot to drive real business outcomes.

In this episode of the Automate IT podcast, Jeremy Maldonado discusses the importance of engaging with executive teams and the necessity of clear communication within organizations. He emphasizes the value of understanding team dynamics, preparing effectively for discussions, and aligning goals with organizational priorities to foster collaboration and drive success.This episode originally aired February 4, 2025. 

UC Today's David Dungay sits down with Aaron Clark, Director of Sales Engineering at TTx, to dive into the company's evolving cloud communications strategy.Backed by its partnership with Intermedia, TTx is delivering flexible, fully branded UCaaS that's helping businesses modernize—without sacrificing the support they need. Whether you're navigating on-prem migrations or exploring Teams integrations, this is the partner playbook you want to hear. TTx has spent decades helping businesses stay connected—and they're not slowing down.In this candid conversation, Aaron Clark shares how Intermedia's white-label platform has become the backbone of Maven Cloud, TTx's branded UCaaS offering. Learn how their approach balances deep local support with enterprise-grade tech to unlock value for every customer.Why white-labeling with Intermedia just works.How Intermedia's Teams integration crushes “Microsoft tax” and app overload.Real strategies for migrating 20,000+ on-prem endpoints to modern cloud.What's next: contact center AI, intelligent analytics, and cross-platform visibility TTX's model isn't just about tech—it's about delivering seamless customer experiences and maintaining healthy margins. If you're a service provider or MSP looking to scale cloud communications without losing your identity, this one's for you.

What You'll Learn:In this episode, hosts Catherine McDonald, Shayne Daughenbaugh, and guest Sam Yankelevitch discuss the importance of respectful delegation in leadership. They highlight the significance of clarity, accountability, and continuous coaching in delegation. Together, they elaborate on the "commitment conversation" framework, which includes defining tasks, acknowledging uncertainties, and regular follow-ups. They emphasize the need for leaders to shift from being intimidating task givers to supportive coaches.About the Guest:Sam Yankelevitch is the CEO of Xpress Lingo Solutions, a TEDx speaker, and corporate trainer focused on aligning people, processes, and communication to close performance gaps. An industrial engineer and former VP of global operations, he brings deep expertise in Lean, Quality, and problem-solving methodologies. Sam is a popular LinkedIn Learning instructor with over 750,000 learners and the author of several books, including Lean Potion #9, Walking the Invisible Gemba, and the fiction title An Interview with Failure. He lives in South Carolina with his wife and borrowed dog, and believes in lifelong learning and giving back.Links:Click Here For Sam Yankelevitch WebsiteClick Here For Sam Yankelevitch LinkedInClick Here For Sam Yankelevitch YouTube

What You'll Learn:In this episode, hosts Patrick Adams, Shayne Daughenbaugh, and guest Jason Schroeder discuss the importance of core values in leadership, particularly in the construction industry. Schroeder shares his journey from a command-and-control leadership style to a more collaborative approach, highlighting the significance of a clean, organized, and safe work environment.About the Guest:Jason Schroeder is a former Field Operations and Project Director. He has worked as a construction leader for 26 years, working in positions that ranged from field engineer to project superintendent, general superintendent, and field operations director. He is the Owner and Lead Trainer at Elevate Construction, a company focused on elevating construction throughout the world by providing insights, solutions, and training. His mission is to create respect in the field through trained leaders, which ultimately preserves and protects families in construction. He is the creator of the Field Engineer and Superintendent Boot Camps, which are immersive courses that train field leadership. Jason Schroeder hosts the Elevate Construction Podcast, a blog through Home - Elevate Constructionist, and trains, consults, and coaches throughout the world.Links:Click Here For Jason Schroeder's LinkedInClick Here For Jason Schroeder's YouTube Click Here For Jason Schroder's Podcast

The Bulletproof Hygiene Podcast Episode 141 HOSTS: Charissa Wood, RDH and Ashley Price, RDH DESCRIPTION In this episode of the Bulletproof Hygiene Podcast, Charissa Wood and Ashley Price discuss the upcoming Bulletproof Summit, highlighting its importance for dental professionals. They emphasize the energy and collaborative learning environment of the summit, the significance of team participation, and the various educational tracks available, including those focused on hygiene, team dynamics, and innovative treatments. The conversation also features insights from guest speakers and the overall goal of enhancing patient care and professional development in the dental community. TAKEAWAYS The Bulletproof Summit is an exciting opportunity for dental professionals. Team collaboration enhances learning and implementation of new strategies. Attending the summit together fosters a unified vision for practices. Hygiene is not just a technical field; it's psychological as well. Building a strong hygiene team is crucial for practice success. Guest speakers bring valuable insights and fresh perspectives. Oral-systemic health is a key focus in modern dentistry. Innovative treatments like Perio Protect can transform patient care. Total body health is interconnected with oral health. Mindset shifts are essential for achieving success in dental practices. CHAPTERS 00:00 Welcome and Summit Introduction 03:07 The Energy of the Summit 05:57 Team Collaboration and Learning 09:00 Hygiene Focus: Headspace and Team Dynamics 11:59 Building a Rock Star Hygiene Team 15:02 Guest Speakers and Their Impact 17:52 Oral-Systemic Health and Patient Care 21:01 Innovative Treatments: Perio Protect 23:51 Total Body Health and Wellness 27:00 Mindset Shifts for Success 29:55 Summit Wrap-Up and Final Thoughts REFERENCES Bulletproof Summit Bulletproof Mastermind  

What does it take to build stronger teams and more effective leaders? For Ken Bogard and Grace Gavin, it begins with a commitment to honesty. Laurie Barkman sits down with Ken and Grace—co-founders of Know Honesty and authors of the new book by the same name—for a compelling conversation about the role of open communication in business success. Dedicated to enhancing professional lives and simplifying leadership, Ken and Grace are leading a transformative movement that empowers individuals and organizations to close communication gaps, foster collaboration, and achieve meaningful goals.

Carmen Jurado: Beyond the Backlog—How Great Product Owners Embrace Team Collaboration The Great Product Owner: Standing with the Team  Carmen shares that the best Product Owners she's encountered are those who stand with their teams. Drawing from her own recent experience as a Product Owner, she emphasizes the importance of being there for your team, recognizing that they make you look good. Great Product Owners understand that achievements are team efforts, not individual accomplishments. Carmen also highlights that exemplary Product Owners have a deep understanding of the goals, values, and principles of Agile methodologies, allowing them to better support their teams and leverage agile practices effectively. In this segment we refer to the book Generative AI in a Nutshell. The Bad Product Owner: The Novice Who Does Everything Carmen describes a common anti-pattern she encountered: the inexperienced Product Owner who attempts to handle everything independently. This particular PO was preparing reviews and planning sessions alone, feeling that these events wouldn't happen otherwise. The team wasn't engaged, and the backlog had ballooned to over 300 items. Carmen helped this PO sort through the backlog to start with a clean slate and conducted a stakeholder mapping session to manage difficult stakeholders, particularly a CFO who was treating the PO as merely a scribe. They also worked to involve the team in Scrum events, reducing the burden on the PO. Carmen emphasizes the importance of keeping the team updated on process changes and the value of having a PO who can openly discuss their challenges. Self-reflection Question: As a Scrum Master, how can you help both experienced and novice Product Owners find the right balance between taking ownership and enabling team participation? [Scrum Master Toolbox Podcast Recommends]

Collaboration isn't just a buzzword — it's the backbone of strategy execution.In this episode of The Strategy Gap, hosts Jonathan Morgan (SVP of Operations) and Joe Krause (SVP of Strategy Consulting) dig into why so many organizations say they value collaboration but still fail to practice it. From breaking down silos to running meetings that don't suck, they share real-world lessons (and hard truths) about what it takes to turn big plans into real progress. With 77% of leaders saying silos hold them back — and 79% of failed initiatives pointing to poor collaboration — this episode is a must-listen for anyone trying to get strategy over the finish line.Whether you're leading a strategy team or sitting in cross-functional meetings wondering why progress stalls, this conversation is full of relatable moments, tactical tips, and a healthy dose of humor. Learn how to structure collaboration so it actually works, without overwhelming your calendar — or your team. 

A frustrated CEO, a legacy system no one liked, and a looming contract deadline — this episode unpacks the story of how one team broke out of vendor-driven inertia and took back control of their tech strategy. What started as confusion and friction turned into clarity and confidence, all through the power of intentional facilitation and a tightly structured two-day workshop. You'll hear how a group of cross-functional stakeholders aligned on priorities, identified risky assumptions, and rapidly shaped a new path forward — including a validated RFP and scoring rubric — in just 16 hours. This episode is packed with practical tips for anyone facing a big, high-stakes decision with too many options and too little time. Inside the episode... A CEO's challenge with legacy tech and vendor pressure How a two-day workshop turned chaos into clarity The role of facilitation in accelerating strategic alignment Stack ranking, 2x2 matrices, and other prioritization techniques Why solo work before group discussion makes a huge difference Designing better user stories from the ground up Using ChatGPT to draft faster, better RFPs and rubrics How to spot and de-risk your most dangerous assumptions Tactical facilitation tips for running your own workshop The impact of intentional structure, breaks, and focus Mentioned in this episode ChatGPT RFP (Request for Proposal) templates and scoring rubrics Integral's Plus/Delta/Learn framework Facilitation techniques like 2x2 matrices, stack ranking, dot voting Data integration planning Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence

Conflict is an unavoidable part of leadership. Whether managing a team, navigating workplace dynamics, or handling high-stakes negotiations, leaders constantly face moments of tension. How they respond in these situations determines not only their effectiveness but also the success of their teams and organizations. Without the right approach, unresolved conflicts can damage morale, decrease productivity, and create a toxic work environment. Conflict resolution for leaders isn't about eliminating disagreements—it's about transforming tension into productive conversations and stronger relationships. Too often, leaders view conflict as a problem to avoid rather than an opportunity to foster collaboration and innovation. Natalia Trodhal, a Conflict Converter™ and Leadership Impact Strategist, has built her career on helping leaders reframe conflict and use it as a tool for growth. With a background in law enforcement and social services, Trodhal understands high-pressure environments where conflicts escalate quickly. Early in her career, she relied on traditional de-escalation tactics, only to realize that real transformation starts with self-regulation. Leaders who struggle with conflict often focus on controlling others rather than managing their own reactions. Trodhal's approach flips that mindset, emphasizing the importance of self-awareness, emotional intelligence, and a structured framework for handling workplace tension. At the core of her conflict resolution strategy is a three-step framework: Evaluate, De-escalate, and Navigate. Leaders who master these steps gain the ability to assess their own emotional responses, take control of their reactions, and guide conversations toward positive outcomes. Instead of reacting impulsively, they develop the skills to pause, assess the situation, and approach conflicts with clarity and composure. One of the biggest challenges in conflict resolution for leaders is navigating difficult conversations without triggering defensiveness. A poorly handled confrontation can escalate tensions, leading to disengagement or even turnover. Trodhal emphasizes that leaders must shift their approach from blame and control to curiosity and collaboration. Asking better questions, acknowledging different perspectives, and setting clear expectations can turn what feels like a standoff into a breakthrough moment for teams. Unresolved conflict is one of the most damaging forces in any organization. It creates resentment, stifles innovation, and erodes trust. Leaders who avoid addressing problems directly often find themselves dealing with bigger issues down the road. By approaching conflict with confidence and a proven strategy, they foster a culture where team members feel heard, respected, and motivated to contribute. The future of leadership will be defined by those who can navigate workplace challenges with confidence, emotional intelligence, and a willingness to engage in tough conversations. As workplaces evolve, remote teams grow, and AI shifts how businesses operate, human connection and strong leadership skills will remain irreplaceable. The ability to turn workplace tension into collaboration will set great leaders apart from the rest. Watch the full episode on YouTube. Don't miss future episodes of Fordify LIVE! every Wednesday at 11 AM Central, streaming on your favorite social platforms. Catch new episodes of The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Natalia Trodhal Nat is a speaker, consultant, and IT professional who draws from her personal journey and years of professional expertise to help individuals and organizations master their emotional responses, leading to stronger teams and better outcomes. Born to immigrant parents and having faced the uncertainty of life as an undocumented resident, Nat brings a unique perspective to her work. She offers consulting services that help clients overcome obstacles, set meaningful goals, and create fulfilling lives both personally and professionally. As a speaker, Nat delves into the heart of resilience, providing insights, strategies, and inspiration to conquer obstacles and emerge stronger. Find out more about Natalia at NatTrodhal.com. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has helped companies—from startups to Fortune 500s—generate over a billion dollars in sales. As President and CEO of Prime Concepts Group, Inc., he specializes in customer acquisition, brand expansion, and innovation. A serial entrepreneur, Ford has founded over ten companies, authored five books, and been awarded three U.S. patents. His expertise also includes AI-driven content strategy, which he showcased at the Unleash AI for Business Summit. Learn more at ProfitRichResults.com and watch his TV show at Fordify.tv.

Join Jason and me for a discussion about building systems that work well for you and your team's culture. Jason Barnard is the founder of Kallicube, an AI branding company. One of my favorite parts of this interview is the system he uses for cross-team collaboration. You can get the Magnetic Systems Method (and other systems guides) to find issues before they become expensive problems. Highlights from the interview: 1. Mastermind system for cross-team collaboration He describes a system of cross-team masterminds where employees from different departments come together to share problems and brainstorm solutions. This helps improve communication, understanding, and problem-solving across the organization. Watch the 5-minute Systems Segment on YouTube 2. Automation and efficiency gains from mastermind insights An example is provided where the marketing team was able to automate processes after getting input from the more tech-savvy production team during a mastermind session. This led to significant time savings for the marketing department. 3. Jason's background and polymorphic career path  He shares how his diverse experiences, from economics to music to cartoons, have shaped his ability to think creatively and tackle complex problems, especially in understanding how search engines and AI work. 4. Maintaining regular communication with team leads He has weekly 30-minute calls with each department head to stay connected, understand challenges, and provide guidance, as well as a monthly all-hands meeting where everyone shares wins, struggles, and other updates. 5. Intentional reflection time and setting reasonable daily goals  He describes a daily routine of spending 10 minutes in the morning reflecting on the day ahead, assessing what is reasonable and possible to accomplish, rather than creating overly ambitious to-do lists. Learn more about Jason Barnard over at Kallicube. You can also connect with Jason on LinkedIn. As always, if you have any questions or want to submit an amazing guest for the podcast, just reach out to me on the Systematic Leader website, and I'll do my best to get them on. If you enjoy the interview, please take 30 seconds to rate the Systematic Leader podcast on your favorite platform. Thanks!

BONUS: Why Your Teams Really Resist Change, The Neuroscience of Leadership That Nobody Taught You With Andra Stefanescu In this BONUS episode, we explore the challenges leaders face during transformations with leadership coach Andra Stefanescu. Drawing from her extensive research and coaching experience, Andra shares powerful insights on fostering psychological safety, understanding brain-based responses to change, and developing the emotional intelligence needed to lead effectively. She reveals practical frameworks and techniques that help leaders navigate resistance and build meaningful connections with their teams. The Leadership Challenge of Transformation "People are giving resistance... and in general, leaders are feeling overwhelmed in times of changes, whatever those changes are." Resistance and overwhelm are the two biggest challenges leaders face during transformations. Through her research and coaching work across different industries, Andra has found that leaders often feel powerless when their teams resist change. This resistance stems from basic psychological needs not being met. Leaders can overcome these challenges by understanding the different psychological needs of their team members and adapting their communication accordingly. By using specific frameworks, leaders can address resistance more effectively and rediscover their passion for leadership. Understanding the Brain's Response to Change "When something is changed, whatever that is... what your brain perceives is like a threat because the one question that we put all day long in our brains is: is this safe for me?" The brain naturally resists change because it prefers routine and automation. When facing transformation, people instinctively question whether the change is safe, which triggers resistance. This creates a challenging dynamic where leaders experiencing their own fear and resistance become less able to empathize with their team's concerns. Andra emphasizes the importance of leaders "putting their own mask on first" by acknowledging their own feelings and ensuring they're in the right state of mind before attempting to lead others through change. The Middle Manager's Dilemma "Middle managers are in the middle, they have high pressure from above, high pressure from down... And this is where they arrive in this powerless situation, where they ask themselves, how can I make this work?" One common scenario Andra encounters is middle managers feeling trapped between conflicting demands. They face pressure from upper management to implement changes quickly while experiencing resistance from their teams below. This position often leads to feelings of powerlessness and diminished job satisfaction. Andra notes that despite the depth of this challenge, it can be addressed through techniques that help leaders recalibrate themselves and improve communication with others. Fostering Psychological Safety Through Emotional Intelligence "Employees who report to have a leader with low emotional intelligence are four times more likely to leave the company within one year." Emotional intelligence is increasingly recognized as a critical leadership skill. Andra's research shows that 31% of employees who experience burnout report lacking support or recognition from leadership. She approaches developing emotional intelligence through guided self-reflection rather than external assessment, helping leaders gain insights about their communication patterns and relationships. Psychological safety doesn't happen by default—it requires active work and maintenance from leaders. The SCARF Model for Better Leadership "There are specific buttons that you press positively or negatively, and when you press them positively, you are most probably meeting also the psychological needs of the people." Andra recommends the SCARF model developed by Dr. David Rock as a practical framework for leadership communication. This model identifies five key domains that affect how people collaborate: Status, Certainty, Autonomy, Relatedness, and Fairness. By understanding and addressing these domains positively, leaders can better meet their team members' psychological needs. Additionally, she recommends the Process Communication Model (PCM), which helps leaders identify different personality types and adapt their communication accordingly. Connect Before Collaborate "Put the relationship above your agenda because it's more important to have a long-term relationship than to achieve whatever you wanted to go through with." One powerful principle Andra teaches is to connect before attempting to collaborate. Too often, leaders jump straight into tasks or discussions without first establishing a connection, failing to consider the other person's current state of mind. By asking simple questions like "What's on your mind today?" or "What is your intention for this meeting?", leaders can build psychological safety and maintain relationships that endure beyond immediate goals. This approach recognizes that workplace relationships should be viewed as long-term investments rather than transactional encounters. Sustainable Leadership Development "Ask: why do I get resistance? How can I communicate in a way that I get followers instead of resistance?" For sustainable growth, Andra encourages leaders to reflect on why they encounter resistance and how they might communicate differently to inspire followers instead. Self-awareness is crucial—leaders need to understand their own communication patterns and leadership styles before they can effectively influence others. By learning frameworks based on neuroscience and practicing new communication techniques, leaders can create environments where both they and their teams thrive during transformations. Recommended Resources To better understand how change affects our brain, Andra recommends Your Brain at Work by Dr. David Rock.   About Andra Stefanescu Andra is a leadership coach and facilitator specializing in brain-based ways to foster psychological safety and team collaboration. She helps leaders navigate transformation challenges with playful, neuroscience-driven techniques. Passionate about creating healthy workplace relationships, Andra empowers teams to resolve conflicts, make better decisions, and experience meaningful growth through customized training experiences. You can link with Andra Stefanescu on LinkedIn and follow Andra Stefanescu on Substack.

#12WeeksToPeak #Sales Training #selfimprovement 00:00 Reconnecting and New Ventures03:14 The Evolution of Sales Post-COVID05:57 Prospecting in a Distracted World09:05 The Balance of Automation and Personalization11:59 The Journey into Sales and Communication17:58 Sales as a Life Skill18:30 The Sales Mindset in Everyday Life20:06 Building an Online Academy for Sales Training22:27 The Importance of Team Collaboration in Sales23:12 The Art of Customizing Speeches for Different Audiences25:38 Core Principles of Sales and Personal Branding28:20 The Journey of a Speaker: Challenges and Opportunities30:16 The Meaning Behind Orange Leaf Consulting31:27 Passion for College Football and Southern CultureNot for the mediocre majority: Learn how I get more done in a quarter than most achieve in a decade in 12 Weeks To Peak™ https://wesschaeffer.com/12wConnect with me:X -- https://X.com/saleswhispererInstagram -- https://instagram.com/saleswhispererLinkedIn -- http://www.linkedin.com/in/thesaleswhisperer/#12WeeksToPeak #Sales Training #SelfImprovement