Podcasts about thanks brian

On this week's episode of Inside Outside Innovation, we sit down with Wayne Li, Professor of Practice of Design and Engineering, School of Industrial Design at Georgia Tech and Director of Design Bloc. Wayne and I talk about the growing importance of design and design thinking, and we explore some of the changing trends when it comes to technology, tools, and tactics for building new products and services that matter. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring you latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today we have Wayne Li. He is Professor of Practice of Design and Engineering, School of Industrial Design at Georgia Tech, Director of Design Bloc. Welcome to the show, Wayne.Wayne Li: Hi thanks. Thanks Brian. Thanks for having me. Brian Ardinger: Hey, I'm excited to have you on, because you have had a long career in this whole world of design and innovation. You were a founding class member at the Stanford d.school. You've worked with great companies like Ford and Pottery Barn and VW. And I think you were a part of the original team that helped develop the original Tesla Roadster. I think I'll start off the conversation with where you're currently at with Design Bloc and how it got has origin. Wayne Li: Design Bloc is a multidisciplinary Design Thinking initiative on Georgia Tech Campus. So, you can think a center. We try to bridge different schools and colleges. Think like a large university, they're separated in different units or colleges. You have a college of engineering and college of design, college of natural sciences.And what Design Bloc tries to do is to teach in a multidisciplinary type of way. And so we partner with professors from all over the Institute to try to offer courses that teach not only Design Thinking, but do it in a way that bridges more than one unit, more than one college. We have things like Bio-inspired Watercolor Painting all the way to Transportation Design.Community Engagement and Service, like a humanitarian design project. And again, you can see that those problems exist. They exist beyond just the sphere of one unit. For example, you're saying, okay, I'm going to address developing countries energy grid. That's not just engineering that requires public policy. It requires cultural engagement and community knowledge. You have structure or architecture there. So, you can see a problem like that is multifaceted. We shouldn't be teaching in a siloed or singled mono disciplinary manner. You know, I learned this really early on, probably back when I was still in college, actually. But I worked at IDEO product development very early on in my career.You know, I think the reason why it came to be like, you mentioned, like, you know, what is it, how did it get started? Was that when I went to undergraduate, I was both a fine arts and engineering major. I kind of saw how the perception of an object, its beauty, its appearance, had a cultural relevance to it.And then you coupled that with how well it was engineered. How well it was built. What it was actually intended to function as and whether or not those mesh together well. And I think that's kind of what got me to my work at IDEO. But I think that was the benefit. And so about almost seven years ago, an alumnus from Georgia Tech, Jim Oliver, went back and visited the Institute and just notice that the College of Engineering and the College of Design really didn't talk to each other that much. Even though he himself had had a similar background. In undergraduate, he also had a mechanical engineering and industrial design background just like me.So, he basically put out a search and said, I want someone. I will donate a certain sum of money. And I want someone to establish this kind of initiative, whose goal it is to teach students in a more well-rounded way. And so, I'm very lucky and very blessed after a nationwide search that I managed to get it. That's kind of how it came to be.So, we started about six, seven years ago with basically one class. With 8 students to 12 students in it. And now we teach about 20 classes a year, with about a thousand to 2000 students. Right? So, it has grown. It's wonderful to see it. I love being the director of it and seeing it grow and getting partners and collaborators who are really psyched about it.And the cool thing is, yeah, you actually see professors who have a PhD in something, so they're very, very intelligent about something. All of a sudden get intrigued, like I never thought of myself as a designer. Well, everyone, little d design. Brian Ardinger: That's an interesting point because obviously people are beginning to understand that design is a core component of every facet of their life nowadays. But tell me a little bit about like what's the process of Design Bloc and how do you go from an idea to creating something valuable in the market? So, walk me through the whole process of Design Bloc. Wayne Li: Design Bloc, the initiative, right? Is you, like you mentioned, I did my graduate work at Stanford. We were in the class that helped to found the Stanford d.school. So, let's take like the little d design. Don't think like I'm a fashion designer or I'm a software designer or I'm a car designer. Let's take the little d design. So, design, if we just think about design process, right. Stanford has a certain method for their design process. They call it Design Thinking Process. But if we just think of it as a process, when anyone goes through steps or goes through mindsets or phases in order to create something, they go through a design process. Design is a very flexible word. It's like Smurf, it's the only word where you can almost use it like six or seven times and still get the actual understanding.Like I could say, well, I'm designing a design that will design a design to design. So, and you'll be like, what? But that would make sense, right? I'm designing a design; I'm creating a blueprint that will create a robot that will actually learn and make something of use. That's what it is. The idea of course, is that when they build anything. They're going through what we consider a process, a design process. And again, this isn't something that necessarily is taught at an Institute. You know, an Institute will teach physics, or it'll teach mathematics or Latin. They're not actually teaching the process of how you create novel, useful, effective ideas, right, for society. The Design Thinking processes that Stanford created along with the Hasso-Plattner Institute in IDEO. Talks about how can you hone and better your design process regardless of what it is. Regardless of what you're building. So, I think in that sense, Design Bloc is also trying to create courses that allow students to learn about the design process, hone it, and foster good mindsets and behaviors as they go through it.Like for example, with pick something relatively trivial, but let's just for kicks. You get up in the morning and you want to make eggs for your partner or your wife or your spouse. That's a design process, right? You're making something that serves a need or a benefit to someone or some entity. So technically you went through a design process.Now the question is, if you think about it, if you really wanted to make eggs well for your spouse or partner, what would you have to do? Well, you kind of needed to know what they like. So, if they love poached eggs and you give them hard-boiled, they might not like that. And then you also have to be creative.You have to know how many different ways can you make eggs. You also have to think about whether or not it gets well received. Obviously, if you don't know your partner or spouse very well, and you make horrible eggs for them, they'll let you know about it. So sooner or later, and of course that last part is the cycles, the iteration, the more and more you do it, the better you get at it.Right. The better you get at making eggs, the better you get at making the eggs the way your partner or your spouse likes them. So, you can imagine that's another, like a semi trivial one day activity. But whether or not you're making eggs, an electric car, a public policy, a courtroom drama, novella, all of those are design processes. Now apply it to something more serious and you get my drift. Brian Ardinger: Is there a standard iteration of step one, do this step two do this. Or is a lot of it driven by the learnings that you find by moving the idea forward in the first place? Wayne Li: Yeah, no, this is great because I mean, there are many design practitioners and researchers and, you know, people who are designed professors, people who study design, and the people who practice it, who have put terminology around their design process. You might hear these in the industry, right. You know, Google will say, well, we use Design Sprint, it's an Agile Methodology. You might hear maybe a traditional company say, well, we use a double diamond approach, right? Where we go out and we go in, they have their terminology. And of course Stanford's Design Thinking Process is empathize, define, ideate, prototype, test, or evaluate. And they've put words to that. I think when people get a little bit tripped up on is when they hear things defined with either a series of words or a diagram that like, it looks like it moves to the right.It's like, oh, arrow, arrow, arrow moves to the right. They get into this mindset that if I blindly follow a process from start to finish, I will be guaranteed a great result. And that's where I think practitioners understand that the design process is not linear. It's messy, it's cyclical. It repeats it folds on itself. It goes backwards. You jump two steps forward or back. Part of it is the sense and respond. That's why, what I mentioned before, the more and more you practice your design process through experience, and through each phase, you get better at understanding how the design process is going to affect the final result.And that takes some skill. It takes experience. You know, it can also be taught. It can be learned. As you go through a phase, are you sensing how it's going? Do you understand the implications of what you're doing at the time? And then can you respond? For example, if you're in a ideate phase, it is a creative phase. I need to know how many different types of eggs I can make to address my partner.Let's say I only know how to make one. I only know how to boil eggs. I don't know how to poach them. I don't know how to fry them. I don't how to scramble. If you only make one solution and then go get that tested, chances are you're wrong. You know, one out of 10 shot that or one out of seven shot that that's right. If you're not creative by nature or your company doesn't have a creative culture in it, then blindly going through that phase of creating or ideating, isn't going to help.So, if you don't know how to ideate, you're going to be in trouble because that phase will result in the same ideas you always come up with. Part of that is again the sense and respond. Knowing how you execute. Knowing what your strengths and weaknesses are in each phase and whether or not you can cultivate those.If you know, you're not a very creative person in the sense that you very quickly drill down to one possible solution, and then you're very dogmatic about it, then realize that's a weakness in your creative process. It's a weakness of your design process. At the same time, if you're really blue sky and you just love imagining all day and at the end of the day, you need to put something in front of someone, otherwise this product doesn't get built, then you're going to have to learn about your execution and critical thinking skill.At a certain point, I think we try to instill in our students is that, you know, the design process is fluid, it's living and it's part of you. You need to understand how you use it, and then you need to understand how companies use it. Cause that's not always the same thing. Brian Ardinger: That's an interesting point. Are there particular areas that you find, doing these workshops and working people through a process, where people tend to get stuck? What's the biggest aha moments about teaching a process and how to think about designing? Wayne Li: A lot of this is cultural, right? A lot of this deals with people, and of course you see this right with various established or rigid companies that have very, very well-documented well hewn, traditional processes. They love buying out startups. Why? Because the startups are small four employee kind of entities that are usually young. They take risks. They don't know what they can't do because they've never been slapped on the wrist so many times. For them like big companies who are really staid, who don't encourage or empower all levels of their company to come up with ideas, will usually get into this group thing. Like, well, I can't possibly be right. No one values my opinion. The only person that's valued is the CEO or the executive management or the senior vice president. So, then that just destroys a kind of innovative culture because the creativity is not fostered. It's not empowered across all levels. I see that often, usually when I'm brought in to consult with a company or a company comes in and wants a project with a Design Bloc and we do projects for companies. You know, they're always like looking for something like, let's just show something we don't know. That they usually, something will surprise them. And part of that is because young students don't know what they can't do. When they come up with an idea, a lot of the times, the reason that large companies can't or companies that don't have an innovative culture, they don't ask that question anymore.Right. So, like maybe three generations ago, they stopped doing it a certain way because they learned something. But now the business environment has shifted and no one's bothered to really question why they can't do it that way. Or why they can't do it in a new way. Right. It's always so we've always done it that way.Well, yeah, that's the group thing, right? No, one's empowered to ask and go, wait a minute. Yeah, that was true 20 years ago, but the technology has shifted around you. The audience has shifted around you, the people that use your product has shifted around you. Why not go back and question some of those baseline assumptions.Brian Ardinger: Have you learned any techniques that you could help folks that are in that particular environment to open up their thinking or open up their exploration and not fall into this typical traps? Wayne Li: There are a lot of different ways that you can do that, Brian. What I tend to always ask is when someone is in kind of that group think is to say, okay, wait Taguchi calls it Root Cause Analysis.I think Dev Patnaik  uses, who teaches Needfinding at Stanford has taught like a Contextual Ladder, which is like a How Why Ladder. If you're confronted with a problem, do you understand the constraints with which you are assuming are already frozen. Taguchi method is just, why does that exist as a root problem?That's not necessarily creative, but what it does is it tries to ask, do you understand your context? If you're confronted with, I only know one way to do this, or this is the way that we think the company always wants to work, then at least questioning that constraint to say, well, why do we do it this way? What assumptions are we making about either our processes or our customers, that make us decide that we should be doing it this way? Brian Ardinger: And basically being okay with the fact that let's assume that this is an assumption. And then like, how do we find evidence to figure out is this assumption true or false? I think a lot of people don't go back to that process, like you said, and just double-check like, I know we've been doing this 20 years like that, does it still hold true. Its an important part of the process.Wayne Li: And one thing I always love is just pushing constraints, right? I mean, ultimate creativity is having no constraints. But it's difficult in a business environment because you always have some type of like time and money are always going to be constraints. You don't have infinite time. You don't have infinite money.If you had those, you can make anything you wanted and take as long as you want it to make. So you always have some type of constraint. But what I always like to do is push against it. So if you say something like we can't build that, that's too expensive. Then if you say, okay, well we'll hold on a second.What are those assumptions? And then say, there's inherent assumptions in that way. You're building it the same way. That's one assumption. If you built it with a different material or different process, you could maybe save money. If you built it with a different volume, it could be cheaper. So you're like, well, you're assuming that we can only sell that to 10,000 people.What if we sell to 10 million? Or you're assuming no one will pay for it at a higher cost. So again, really, it is about pushing on that constraint to say, we can't do this. Flip that and reframe it. What are all the different ways that we can actually push beyond that boundary? And I take each, sometimes I'll take the top three constraints and kind of see if they're related and in tandem, push against them.Sometimes I'll take each constraint and basically brain on each one separately. Right. But ultimately I'm always asking why is this assumption here and why is this constraint here? And, you know, sometimes somebody will say, well, that just defies the laws of physics. I'm like, no, that just defies the laws of your creativity of your brain.Right. You're not framing it well enough. The only meaningful attribution you have is that that must be a mechanism that follows the laws of physics or follows the laws of finance. Like it has to, you know, supply demand. You must sell something for more than you make it. But those laws are inherent in a human assumption.Somebody is using that device. So the laws of physics change if a 10 year old uses it versus a 30 year old. So if you're like making a shovel, a kid's plastic shovel is way different than a 30 year olds Gardener's shovel. So one shovel is made out of metal costs, maybe $25, and one's made out of plastic and cost two. So again, your physics law didn't change, but your framing did. Part of that is understanding your framing when you'd make an assumption, Brian Ardinger: I'd lIke to switch gears a little bit and talk a little bit about some of the things that you're seeing, what are some of the interesting trends in UX, UI design, and maybe even technology that you've seen and where do you see this whole I guess, industry going Brian?Wayne Li: That's a great question. I mean, I work with industrial design students and mechanical engineers, electrical engineers, computer scientists, human computer interaction, math graduate students. Definitely the thing you see faster and faster and faster for UI and UX is both portability and anticipation. So let me kind of explain what that means.Portability in the sense that devices get smaller, they get more personal, right? No, one's out of client terminal. There's no client terminal relationship anymore. So the portability meaning your ability to consume data, manipulate software, has to be more and more flexible, more and more intuitive. You basically be at the will it like, you know, sooner or later, you might not even use your hand.It's going to be so fluid and so natural. Then you can talk to it. You can gesture at it. The interactions will be more and more natural and quicker, faster, smaller. Now the other thing, like I said is the anticipation. Everything you do is being logged so sooner or later between the machine learning algorithm and the companies that are constantly monitoring your data, they'll be able to truly understand what you are based on your behavioral pattern. If you've read the Singularity Is Near, they basically say, you know, pretty much by 2045, your consciousness will be digitized. So in that sense, if we, if we got what 20 some odd years, 24, some odd years to get there, that basically means AI will be conscious by then, in the sense that hopefully if I live long enough, I could go back and go, what did Wayne think in 2019, every thought that you put into Instagram, Facebook, anything you put into your computer will be logged and kept. So every thought you've ever had. You may no longer corporally exists, but someone got a, what would Professor Li have thought in 1998, about this vehicle. And based on the machine learning though, well, Wayne said this about certain vehicles. And this vehicle and this vehicle people are very similar. So even if I'm not alive in 2080, and there's a 2080 sports car, they're going to go, well, what would Wayne have thought about this 2080 sports car?And they would probably, the machine learning algorithm will say, well Wayne talked about these vehicles or design these sports cars. And these were his thoughts on them because they've all been logged. And by the weighting metric I have, he would have liked it. Or he would have said blah-blah-blah send it.  Sooner or later, we'll have digital avatars that anyone can consult. And so that's the anticipation part. If you can anticipate that now how will that change, what you do Brian Ardinger: Tomorrow is Tesla's AI day. And they're gonna be talking a little bit about some of the new mind of the car stuff that they're working on. Similar to what you're saying, where the car can anticipate based on its surroundings, what's happening and self-driving and everything else around that.But you know, you take that beyond just transportation. You take that to everything else and how does that change the world and what we're looking at? Even things like I think about technology and how it's accessible to anybody now. So I have to be a coder, for example. A lot of no code tools and things along those lines that allow you to experiment and build and try things that 10 years ago, 15 years ago, you had to have a design development team to make that happen. So it'll be interesting to see where that trend takes the world of design as well. Wayne Li: Yeah, no, absolutely Brian. I mean, going back to what you said. I mean, obviously the sort of research area of mine, because I have an automotive interface, a human machine interface lab at Georgia Tech, right. That looks at futuristic automotive experiences. And absolutely you're right. I mean, thinking about it this. Not only can all the cars, right now is 5g. Like let's just think, think about 5g. If 4g was something like, oh, it was novel for us to have one HD movie streaming on our phone. Like that's the data of 4g, without major compression. 5g is like 40 simultaneous HD streams. So for example, if we just take some of that bandwidth and each car is communicating to the 15 nearest cars next to it, and those cars are connected and getting next to the internet enabled lampposts signage traffic stops, then that information is being shared very, very quickly.So if there's something that optimizes traffic flow like a stop says, well, this is open, right now. And there's really no need for a green light or a red light or a yellow light anymore, because everyone's already talking to each other. Brian Ardinger: Tie that into a person's phone and you realize, well, Joe's a crappy driver and he's, he's in the lane next to me. I probably need to adjust for that. Wayne Li: Yeah. Every car in the compass directions around you will notice that, right. Or based on your driving pattern already know that you're a bad driver based on your previous driving history. Right? So that economists levels between semi and fully is tricky. But that data, if it's freely shared, is there. The same thing and will be the minute you tell your car where you're going. So if you say, oh, I'm going to work and it's like, great, I'm driving you there. That's great. It will then ping everyone who's also going to work with you. And so it'll just say, oh, well, you know your neighbor down the street who works at the same company, why don't y'all platoon together.And all of a sudden you match up and you can streamline your traffic. Right? So, same thing, if you, all of a sudden, you tell the car out, I'm going to a concert. It's a new thing. It'll ping everyone on the internet who's interested in that same topic, who's going to the concert with you. And your windshield will turn into a screen.We actually have this in the lab, a windshield that is an augmented reality screen. And then you can then meet 15 people who will meet you at the door. Cause you'll be all dropped off at the same time to the same concert. So now you can go to the concert with not only the friends in your own car, but feel close kinship to 15 other cars that have the same people going at the same concert.It's an interesting concept when you can share that much data that quickly, and you see that as a trend. Yes, privacy is an issue, but you don't really see people pushing against it that much. They're sharing their information. Brian Ardinger: I love what you're doing and some of the things that you've seen in the past, and that. If people want to find out more about yourself or more about Georgia Tech or Design Bloc, what's the best way to do that?Wayne Li: My email's fine. That's just my name. W A Y N E . L I @ design . G A T E C H - Georgia tech.edu. If you want to know more about Design Bloc, basically design bloc without the K so D E S I G N B L O C.ga tech.edu. So they can go to our website and then see what we do. There's a contact us button there.Obviously, if you're a Georgia tech student or a prospective high school student, plenty to learn about what we do, which classes you can take. We do do workshops and not only for students, but we have done workshops for other entities. And so we are in the process of getting those things approved by the Institute. Right. But we have mechanisms in which we do give workshops to companies or groups like the Georgia Tech Alumni Association. We've done Design Thinking workshops for them. So you'll see a list of all the workshops we tend to give. And if it's something that you are interested in or you're interested in giving to your company or entity, then there's a connect to us button and we can talk about that.Brian Ardinger: Wayne, thanks again for being on Inside Outside Innovation, look forward to seeing what the future brings Wayne Li: Me too. It's been a pleasure. Thanks so much for having me on.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Wayne Li, Professor of Practice of Design and Engineering, School of Industrial Design at Georgia Tech and Director of Design Bloc. Wayne and I talk about the growing importance of design and design thinking, and we explore some of the changing trends when it comes to technology, tools, and tactics for building new products and services that matter. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring you latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today we have Wayne Li. He is Professor of Practice of Design and Engineering, School of Industrial Design at Georgia Tech, Director of Design Bloc. Welcome to the show, Wayne.Wayne Li: Hi thanks. Thanks Brian. Thanks for having me. Brian Ardinger: Hey, I'm excited to have you on, because you have had a long career in this whole world of design and innovation. You were a founding class member at the Stanford d.school. You've worked with great companies like Ford and Pottery Barn and VW. And I think you were a part of the original team that helped develop the original Tesla Roadster. I think I'll start off the conversation with where you're currently at with Design Bloc and how it got has origin. Wayne Li: Design Bloc is a multidisciplinary Design Thinking initiative on Georgia Tech Campus. So, you can think a center. We try to bridge different schools and colleges. Think like a large university, they're separated in different units or colleges. You have a college of engineering and college of design, college of natural sciences.And what Design Bloc tries to do is to teach in a multidisciplinary type of way. And so we partner with professors from all over the Institute to try to offer courses that teach not only Design Thinking, but do it in a way that bridges more than one unit, more than one college. We have things like Bio-inspired Watercolor Painting all the way to Transportation Design.Community Engagement and Service, like a humanitarian design project. And again, you can see that those problems exist. They exist beyond just the sphere of one unit. For example, you're saying, okay, I'm going to address developing countries energy grid. That's not just engineering that requires public policy. It requires cultural engagement and community knowledge. You have structure or architecture there. So, you can see a problem like that is multifaceted. We shouldn't be teaching in a siloed or singled mono disciplinary manner. You know, I learned this really early on, probably back when I was still in college, actually. But I worked at IDEO product development very early on in my career.You know, I think the reason why it came to be like, you mentioned, like, you know, what is it, how did it get started? Was that when I went to undergraduate, I was both a fine arts and engineering major. I kind of saw how the perception of an object, its beauty, its appearance, had a cultural relevance to it.And then you coupled that with how well it was engineered. How well it was built. What it was actually intended to function as and whether or not those mesh together well. And I think that's kind of what got me to my work at IDEO. But I think that was the benefit. And so about almost seven years ago, an alumnus from Georgia Tech, Jim Oliver, went back and visited the Institute and just notice that the College of Engineering and the College of Design really didn't talk to each other that much. Even though he himself had had a similar background. In undergraduate, he also had a mechanical engineering and industrial design background just like me.So, he basically put out a search and said, I want someone. I will donate a certain sum of money. And I want someone to establish this kind of initiative, whose goal it is to teach students in a more well-rounded way. And so, I'm very lucky and very blessed after a nationwide search that I managed to get it. That's kind of how it came to be.So, we started about six, seven years ago with basically one class. With 8 students to 12 students in it. And now we teach about 20 classes a year, with about a thousand to 2000 students. Right? So, it has grown. It's wonderful to see it. I love being the director of it and seeing it grow and getting partners and collaborators who are really psyched about it.And the cool thing is, yeah, you actually see professors who have a PhD in something, so they're very, very intelligent about something. All of a sudden get intrigued, like I never thought of myself as a designer. Well, everyone, little d design. Brian Ardinger: That's an interesting point because obviously people are beginning to understand that design is a core component of every facet of their life nowadays. But tell me a little bit about like what's the process of Design Bloc and how do you go from an idea to creating something valuable in the market? So, walk me through the whole process of Design Bloc. Wayne Li: Design Bloc, the initiative, right? Is you, like you mentioned, I did my graduate work at Stanford. We were in the class that helped to found the Stanford d.school. So, let's take like the little d design. Don't think like I'm a fashion designer or I'm a software designer or I'm a car designer. Let's take the little d design. So, design, if we just think about design process, right. Stanford has a certain method for their design process. They call it Design Thinking Process. But if we just think of it as a process, when anyone goes through steps or goes through mindsets or phases in order to create something, they go through a design process. Design is a very flexible word. It's like Smurf, it's the only word where you can almost use it like six or seven times and still get the actual understanding.Like I could say, well, I'm designing a design that will design a design to design. So, and you'll be like, what? But that would make sense, right? I'm designing a design; I'm creating a blueprint that will create a robot that will actually learn and make something of use. That's what it is. The idea of course, is that when they build anything. They're going through what we consider a process, a design process. And again, this isn't something that necessarily is taught at an Institute. You know, an Institute will teach physics, or it'll teach mathematics or Latin. They're not actually teaching the process of how you create novel, useful, effective ideas, right, for society. The Design Thinking processes that Stanford created along with the Hasso-Plattner Institute in IDEO. Talks about how can you hone and better your design process regardless of what it is. Regardless of what you're building. So, I think in that sense, Design Bloc is also trying to create courses that allow students to learn about the design process, hone it, and foster good mindsets and behaviors as they go through it.Like for example, with pick something relatively trivial, but let's just for kicks. You get up in the morning and you want to make eggs for your partner or your wife or your spouse. That's a design process, right? You're making something that serves a need or a benefit to someone or some entity. So technically you went through a design process.Now the question is, if you think about it, if you really wanted to make eggs well for your spouse or partner, what would you have to do? Well, you kind of needed to know what they like. So, if they love poached eggs and you give them hard-boiled, they might not like that. And then you also have to be creative.You have to know how many different ways can you make eggs. You also have to think about whether or not it gets well received. Obviously, if you don't know your partner or spouse very well, and you make horrible eggs for them, they'll let you know about it. So sooner or later, and of course that last part is the cycles, the iteration, the more and more you do it, the better you get at it.Right. The better you get at making eggs, the better you get at making the eggs the way your partner or your spouse likes them. So, you can imagine that's another, like a semi trivial one day activity. But whether or not you're making eggs, an electric car, a public policy, a courtroom drama, novella, all of those are design processes. Now apply it to something more serious and you get my drift. Brian Ardinger: Is there a standard iteration of step one, do this step two do this. Or is a lot of it driven by the learnings that you find by moving the idea forward in the first place? Wayne Li: Yeah, no, this is great because I mean, there are many design practitioners and researchers and, you know, people who are designed professors, people who study design, and the people who practice it, who have put terminology around their design process. You might hear these in the industry, right. You know, Google will say, well, we use Design Sprint, it's an Agile Methodology. You might hear maybe a traditional company say, well, we use a double diamond approach, right? Where we go out and we go in, they have their terminology. And of course Stanford's Design Thinking Process is empathize, define, ideate, prototype, test, or evaluate. And they've put words to that. I think when people get a little bit tripped up on is when they hear things defined with either a series of words or a diagram that like, it looks like it moves to the right.It's like, oh, arrow, arrow, arrow moves to the right. They get into this mindset that if I blindly follow a process from start to finish, I will be guaranteed a great result. And that's where I think practitioners understand that the design process is not linear. It's messy, it's cyclical. It repeats it folds on itself. It goes backwards. You jump two steps forward or back. Part of it is the sense and respond. That's why, what I mentioned before, the more and more you practice your design process through experience, and through each phase, you get better at understanding how the design process is going to affect the final result.And that takes some skill. It takes experience. You know, it can also be taught. It can be learned. As you go through a phase, are you sensing how it's going? Do you understand the implications of what you're doing at the time? And then can you respond? For example, if you're in a ideate phase, it is a creative phase. I need to know how many different types of eggs I can make to address my partner.Let's say I only know how to make one. I only know how to boil eggs. I don't know how to poach them. I don't know how to fry them. I don't how to scramble. If you only make one solution and then go get that tested, chances are you're wrong. You know, one out of 10 shot that or one out of seven shot that that's right. If you're not creative by nature or your company doesn't have a creative culture in it, then blindly going through that phase of creating or ideating, isn't going to help.So, if you don't know how to ideate, you're going to be in trouble because that phase will result in the same ideas you always come up with. Part of that is again the sense and respond. Knowing how you execute. Knowing what your strengths and weaknesses are in each phase and whether or not you can cultivate those.If you know, you're not a very creative person in the sense that you very quickly drill down to one possible solution, and then you're very dogmatic about it, then realize that's a weakness in your creative process. It's a weakness of your design process. At the same time, if you're really blue sky and you just love imagining all day and at the end of the day, you need to put something in front of someone, otherwise this product doesn't get built, then you're going to have to learn about your execution and critical thinking skill.At a certain point, I think we try to instill in our students is that, you know, the design process is fluid, it's living and it's part of you. You need to understand how you use it, and then you need to understand how companies use it. Cause that's not always the same thing. Brian Ardinger: That's an interesting point. Are there particular areas that you find, doing these workshops and working people through a process, where people tend to get stuck? What's the biggest aha moments about teaching a process and how to think about designing? Wayne Li: A lot of this is cultural, right? A lot of this deals with people, and of course you see this right with various established or rigid companies that have very, very well-documented well hewn, traditional processes. They love buying out startups. Why? Because the startups are small four employee kind of entities that are usually young. They take risks. They don't know what they can't do because they've never been slapped on the wrist so many times. For them like big companies who are really staid, who don't encourage or empower all levels of their company to come up with ideas, will usually get into this group thing. Like, well, I can't possibly be right. No one values my opinion. The only person that's valued is the CEO or the executive management or the senior vice president. So, then that just destroys a kind of innovative culture because the creativity is not fostered. It's not empowered across all levels. I see that often, usually when I'm brought in to consult with a company or a company comes in and wants a project with a Design Bloc and we do projects for companies. You know, they're always like looking for something like, let's just show something we don't know. That they usually, something will surprise them. And part of that is because young students don't know what they can't do. When they come up with an idea, a lot of the times, the reason that large companies can't or companies that don't have an innovative culture, they don't ask that question anymore.Right. So, like maybe three generations ago, they stopped doing it a certain way because they learned something. But now the business environment has shifted and no one's bothered to really question why they can't do it that way. Or why they can't do it in a new way. Right. It's always so we've always done it that way.Well, yeah, that's the group thing, right? No, one's empowered to ask and go, wait a minute. Yeah, that was true 20 years ago, but the technology has shifted around you. The audience has shifted around you, the people that use your product has shifted around you. Why not go back and question some of those baseline assumptions.Brian Ardinger: Have you learned any techniques that you could help folks that are in that particular environment to open up their thinking or open up their exploration and not fall into this typical traps? Wayne Li: There are a lot of different ways that you can do that, Brian. What I tend to always ask is when someone is in kind of that group think is to say, okay, wait Taguchi calls it Root Cause Analysis.I think Dev Patnaik  uses, who teaches Needfinding at Stanford has taught like a Contextual Ladder, which is like a How Why Ladder. If you're confronted with a problem, do you understand the constraints with which you are assuming are already frozen. Taguchi method is just, why does that exist as a root problem?That's not necessarily creative, but what it does is it tries to ask, do you understand your context? If you're confronted with, I only know one way to do this, or this is the way that we think the company always wants to work, then at least questioning that constraint to say, well, why do we do it this way? What assumptions are we making about either our processes or our customers, that make us decide that we should be doing it this way? Brian Ardinger: And basically being okay with the fact that let's assume that this is an assumption. And then like, how do we find evidence to figure out is this assumption true or false? I think a lot of people don't go back to that process, like you said, and just double-check like, I know we've been doing this 20 years like that, does it still hold true. Its an important part of the process.Wayne Li: And one thing I always love is just pushing constraints, right? I mean, ultimate creativity is having no constraints. But it's difficult in a business environment because you always have some type of like time and money are always going to be constraints. You don't have infinite time. You don't have infinite money.If you had those, you can make anything you wanted and take as long as you want it to make. So you always have some type of constraint. But what I always like to do is push against it. So if you say something like we can't build that, that's too expensive. Then if you say, okay, well we'll hold on a second.What are those assumptions? And then say, there's inherent assumptions in that way. You're building it the same way. That's one assumption. If you built it with a different material or different process, you could maybe save money. If you built it with a different volume, it could be cheaper. So you're like, well, you're assuming that we can only sell that to 10,000 people.What if we sell to 10 million? Or you're assuming no one will pay for it at a higher cost. So again, really, it is about pushing on that constraint to say, we can't do this. Flip that and reframe it. What are all the different ways that we can actually push beyond that boundary? And I take each, sometimes I'll take the top three constraints and kind of see if they're related and in tandem, push against them.Sometimes I'll take each constraint and basically brain on each one separately. Right. But ultimately I'm always asking why is this assumption here and why is this constraint here? And, you know, sometimes somebody will say, well, that just defies the laws of physics. I'm like, no, that just defies the laws of your creativity of your brain.Right. You're not framing it well enough. The only meaningful attribution you have is that that must be a mechanism that follows the laws of physics or follows the laws of finance. Like it has to, you know, supply demand. You must sell something for more than you make it. But those laws are inherent in a human assumption.Somebody is using that device. So the laws of physics change if a 10 year old uses it versus a 30 year old. So if you're like making a shovel, a kid's plastic shovel is way different than a 30 year olds Gardener's shovel. So one shovel is made out of metal costs, maybe $25, and one's made out of plastic and cost two. So again, your physics law didn't change, but your framing did. Part of that is understanding your framing when you'd make an assumption, Brian Ardinger: I'd lIke to switch gears a little bit and talk a little bit about some of the things that you're seeing, what are some of the interesting trends in UX, UI design, and maybe even technology that you've seen and where do you see this whole I guess, industry going Brian?Wayne Li: That's a great question. I mean, I work with industrial design students and mechanical engineers, electrical engineers, computer scientists, human computer interaction, math graduate students. Definitely the thing you see faster and faster and faster for UI and UX is both portability and anticipation. So let me kind of explain what that means.Portability in the sense that devices get smaller, they get more personal, right? No, one's out of client terminal. There's no client terminal relationship anymore. So the portability meaning your ability to consume data, manipulate software, has to be more and more flexible, more and more intuitive. You basically be at the will it like, you know, sooner or later, you might not even use your hand.It's going to be so fluid and so natural. Then you can talk to it. You can gesture at it. The interactions will be more and more natural and quicker, faster, smaller. Now the other thing, like I said is the anticipation. Everything you do is being logged so sooner or later between the machine learning algorithm and the companies that are constantly monitoring your data, they'll be able to truly understand what you are based on your behavioral pattern. If you've read the Singularity Is Near, they basically say, you know, pretty much by 2045, your consciousness will be digitized. So in that sense, if we, if we got what 20 some odd years, 24, some odd years to get there, that basically means AI will be conscious by then, in the sense that hopefully if I live long enough, I could go back and go, what did Wayne think in 2019, every thought that you put into Instagram, Facebook, anything you put into your computer will be logged and kept. So every thought you've ever had. You may no longer corporally exists, but someone got a, what would Professor Li have thought in 1998, about this vehicle. And based on the machine learning though, well, Wayne said this about certain vehicles. And this vehicle and this vehicle people are very similar. So even if I'm not alive in 2080, and there's a 2080 sports car, they're going to go, well, what would Wayne have thought about this 2080 sports car?And they would probably, the machine learning algorithm will say, well Wayne talked about these vehicles or design these sports cars. And these were his thoughts on them because they've all been logged. And by the weighting metric I have, he would have liked it. Or he would have said blah-blah-blah send it.  Sooner or later, we'll have digital avatars that anyone can consult. And so that's the anticipation part. If you can anticipate that now how will that change, what you do Brian Ardinger: Tomorrow is Tesla's AI day. And they're gonna be talking a little bit about some of the new mind of the car stuff that they're working on. Similar to what you're saying, where the car can anticipate based on its surroundings, what's happening and self-driving and everything else around that.But you know, you take that beyond just transportation. You take that to everything else and how does that change the world and what we're looking at? Even things like I think about technology and how it's accessible to anybody now. So I have to be a coder, for example. A lot of no code tools and things along those lines that allow you to experiment and build and try things that 10 years ago, 15 years ago, you had to have a design development team to make that happen. So it'll be interesting to see where that trend takes the world of design as well. Wayne Li: Yeah, no, absolutely Brian. I mean, going back to what you said. I mean, obviously the sort of research area of mine, because I have an automotive interface, a human machine interface lab at Georgia Tech, right. That looks at futuristic automotive experiences. And absolutely you're right. I mean, thinking about it this. Not only can all the cars, right now is 5g. Like let's just think, think about 5g. If 4g was something like, oh, it was novel for us to have one HD movie streaming on our phone. Like that's the data of 4g, without major compression. 5g is like 40 simultaneous HD streams. So for example, if we just take some of that bandwidth and each car is communicating to the 15 nearest cars next to it, and those cars are connected and getting next to the internet enabled lampposts signage traffic stops, then that information is being shared very, very quickly.So if there's something that optimizes traffic flow like a stop says, well, this is open, right now. And there's really no need for a green light or a red light or a yellow light anymore, because everyone's already talking to each other. Brian Ardinger: Tie that into a person's phone and you realize, well, Joe's a crappy driver and he's, he's in the lane next to me. I probably need to adjust for that. Wayne Li: Yeah. Every car in the compass directions around you will notice that, right. Or based on your driving pattern already know that you're a bad driver based on your previous driving history. Right? So that economists levels between semi and fully is tricky. But that data, if it's freely shared, is there. The same thing and will be the minute you tell your car where you're going. So if you say, oh, I'm going to work and it's like, great, I'm driving you there. That's great. It will then ping everyone who's also going to work with you. And so it'll just say, oh, well, you know your neighbor down the street who works at the same company, why don't y'all platoon together.And all of a sudden you match up and you can streamline your traffic. Right? So, same thing, if you, all of a sudden, you tell the car out, I'm going to a concert. It's a new thing. It'll ping everyone on the internet who's interested in that same topic, who's going to the concert with you. And your windshield will turn into a screen.We actually have this in the lab, a windshield that is an augmented reality screen. And then you can then meet 15 people who will meet you at the door. Cause you'll be all dropped off at the same time to the same concert. So now you can go to the concert with not only the friends in your own car, but feel close kinship to 15 other cars that have the same people going at the same concert.It's an interesting concept when you can share that much data that quickly, and you see that as a trend. Yes, privacy is an issue, but you don't really see people pushing against it that much. They're sharing their information. Brian Ardinger: I love what you're doing and some of the things that you've seen in the past, and that. If people want to find out more about yourself or more about Georgia Tech or Design Bloc, what's the best way to do that?Wayne Li: My email's fine. That's just my name. W A Y N E . L I @ design . G A T E C H - Georgia tech.edu. If you want to know more about Design Bloc, basically design bloc without the K so D E S I G N B L O C.ga tech.edu. So they can go to our website and then see what we do. There's a contact us button there.Obviously, if you're a Georgia tech student or a prospective high school student, plenty to learn about what we do, which classes you can take. We do do workshops and not only for students, but we have done workshops for other entities. And so we are in the process of getting those things approved by the Institute. Right. But we have mechanisms in which we do give workshops to companies or groups like the Georgia Tech Alumni Association. We've done Design Thinking workshops for them. So you'll see a list of all the workshops we tend to give. And if it's something that you are interested in or you're interested in giving to your company or entity, then there's a connect to us button and we can talk about that.Brian Ardinger: Wayne, thanks again for being on Inside Outside Innovation, look forward to seeing what the future brings Wayne Li: Me too. It's been a pleasure. Thanks so much for having me on.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

OBS Talk is brought to you by these OBSponsors -  Title Sponsor - www.lmctruck.com - When you need OBS Parts, think LMC Truck.  www.belltech.com - The most trusted source in lowering your truck!  www.dakotadigital.com - Yep  - they make gauges for our trucks.  www.airliftperformance.com - When you are thinking about Air Management - Think Air Lift!   www.azproperformance.com - Have you heard about their new REACT OBS spindle? Yep!  www.psiconversion.com - When you are going to upgrade your motor to an LS/LT based motor, PSI is the PROS. Use Code "OBS Talk" and save 10% off your total order.  www.ridetech.com - Your OBS is ready for a suspension upgrade and RideTech has a proven suspension system for you and your improved RIDE!  Travis sits down with Brian Crockett of Crocketts' Drop Shop - this dude puts the OBS in OBSessed!  Once Brian saw the first '88 he knew he was in love! Over 30 years and who knows how many OBS trucks later, he is still building and adoring these iconic Sports Trucks are back. Thanks Brian for being OBSessed, and for being our guest on OBS Talk. 

On this week's episode of Inside Outside Innovation, we sit down with New York Times bestselling author and founder of Moves The Needle, Brant Cooper. Brant and I talk about his upcoming book, Disruption Proof, and provide a sneak peek into our upcoming IO Live event on September 20. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week we'll bring you the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need as a new innovator.Interview Transcript with Brant Cooper, CEO of Moves The NeedleBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Brant Cooper. He's the founder of Moves The Needle, New York Times bestselling author of the Lean Entrepreneur, and author of an upcoming book, which I'm so excited to talk about called Disruption Proof: Empower People, Create Value and Drive Change. Welcome Brant. Brant Cooper: [00:01:07] Thanks Brian. Pleasure as always. Brian Ardinger: [00:01:10] I'm excited to have you back. As our audience knows you've been a part of the lean scene for a long time. You had a chance to speak at our IO2020 Summit. And we're going to do a little something different with this podcast episode, because we're having you back on September 29th for a live event. It's part of our IO Live series. Basically, we're going to have an hour to talk about the book and have audience questions and do a little bit more in depth stuff with you. So, I wanted to save this episode more as a preview to get folks excited about the book and excited about some of the things we're going to be talking about. So, with that, you got a new book out called Disruption Proof. Tell us how you got to the point of writing a new book and what's it all about? Brant Cooper: [00:01:50] Yeah. So, I guess it's been in the works for a couple of years, actually. It seems like so pandemic ready, but that was maybe just fortuitous that I was already embarking on it. And then of course the pandemic itself hit and business kind of dried up. So that gave you the opportunity to really crank it out. You know, over the last seven, eight years taking some of that lean stuff into the large enterprise. And it's just, that was an interesting journey in the sense that, you know, all of this lean startup, lean innovation stuff really started in Silicon Valley startups.I mean, honestly it preceeded all of that, but you know, us tech startup people like to feel like we've invented everything. There was a movement. Right. And so, starting in startups and then we bring it into the big companies. And inevitably we start with the innovation groups. As I'm trying to work through the change that is required inside of these companies, I really realized that there's uncertainty everywhere inside the enterprise.There's something happening here, way bigger. And this is perhaps obvious to a lot more people. It takes me awhile. I think really this fundamental shift from the industrial age and management practices and even management organization, that's based around the industrial, really this level of complexity and endless disruption that is in the digital age, leads to this uncertainty.And we continue to try to tackle the uncertainty the way we did in the industrial age. And it just creates more angst, and it creates more doubt and people just really wondering what the heck is going on. Then the pandemic hits. And I think we blame all of that angst and anxiety on the pandemic. And now people are like, ah, man, I can't wait to get back to the old normal. And yet the old normal was still filled with that uncertainty. And so that's really what the book ended up addressing. So again, I didn't start out with writing, you know, sort of this post pandemic book, but because I was writing it right in the middle of all of this, there really ends up being these pandemic…and how do you respond to it? And what does this mean in that bigger picture that ends up being what the book is about? Brian Ardinger: [00:04:05] It's interesting because I think, you and I have I've been talking about disruption forever. And innovation groups have been talking about it and trying to figure out how to do this. And the pandemic really seems to have taken that theory and made it real for most people.I mean, everybody on the planet to some extent has been disrupted by various means of, of what happened during the last 18 months. And it really, I think has brought out the conversation where it's no longer theory we're talking about. It's like, yeah, I get it. But now I really get it. But I still don't know what to do about it.So, you know, I've seen a proof of your book in that you really capture it and talk about the five elements of what you need to be doing to embrace this new world of work. So maybe talk through a little bit about that and some of the things you found out. Brant Cooper: [00:04:48] Yeah. So, to me, the key is to all of this, is that it's not really the technology, even though we're in a digital revolution and we're doing digital transformation and we're working in innovation. It just really isn't about the technology because there's not that much uncertainty around the technology.It's really about the mindset and the way we have to change our thinking and our behavior relative to this massive change in technology. And so, I described the behavior change that we need based upon these five elements. And so, empathy, exploration, which is basically admitting what we don't know. And so going out and learning. Leveraging evidence, so data plus insights to help us inform decisions. We don't want just algorithms and AI deciding for us, but certainly what we go and figure out needs to inform our decision. This concept of equilibrium, which is building a balance between the execution, everything that we know we have to get done, and this exploration work, meaning that we have to go and learn something first. That's a continuum throughout the organization. Even your core business needs to do some amount of exploration. It's not this bifurcation of one side of the house is execution. And one side is exploration. I think that's industrial age innovation thinking. And then the final one is ethics. And with all of the data problems that we have, and with livable wages and all of these other things that have really come to the fore, it's really incumbent upon businesses to figure out how they live up to their own values that they establish and that they broadcast.And again, that ends up being something that we have to drive down into the human behavior. And so rather than some of the big management theories on how you do change, which is very top down. I wanted to describe the behaviors of what people actually have to do day in, day out inside of their jobs. And it really is a ground up initiative.It requires obviously leaders to buy in and go, yes, we're going to change. It's kind of a pincer move, but you have to start with developing that behavior on the ground. And I guess the one other point I would make about it is the reason why I'm somewhat optimistic about that is this behavior already exists, right?The people that are subscribing to your podcast and that read your stuff, Brian, Design Thinkers, and Agile people, and Lean Startup people and entrepreneurs, people that are doing side gigs, these are people that already have this mindset. And so, what we have to take is not put them all in this silo, but rather get them to be the leaders of tomorrow, bringing this diverse mindset, this exploration skillset to the rest of the business. Brian Ardinger: [00:07:32] All the stuff you talked about, it's just so messy. And I think everybody's still looking for that silver bullet. Like if you do this, this, and this follow this particular path, you will have success. And Lean Startup was never meant to be the perfect path. Even if you follow lean startup 100 percent, you're still not guaranteed a successful product, service, whatever you're trying to create. It's that journey. You have to put on those exploration hats or backpack or whatever. I talk about going into a cave. The only way you can get out of the cave is you got to stumble around and figure it out. And the challenge is we don't reward that stumbling around. We don't provide the tool sets or the skillsets for folks that are not inherently like the entrepreneur that kind of has that built into their ecosystem. So, what can an average Joe hearing about this, understanding theoretically, like they need to do this. Are there tactics or things that you've seen that help start building that muscle? Brant Cooper: [00:08:26] There's a couple of things in there that come to mind. Number one is go find the like-minded people. Go find the people that maybe already exist inside of every big business. So go find them. And it could be just doing an innovation mindset happy hour once a week or every other week. But it's something that you want to try to spread throughout the organization, because these are your early adopters. And what you find is that there are leaders that actually belong to that group. And suddenly you make, you have these areas where you can start running experiments even with budget or even with permission. So, number one is finding like-minded people. Number two is to not wait for permission. To go and run experiments and come up with data. And then when you actually are seeking permission or advice or input. You're actually bringing evidence to the table and not just ideas. And I really do believe that ideas are a dime a dozen. Every big organization I've worked with has no problem with ideas. And I think leadership and middle management and all the rest go, yeah, we really need to empower the ideas of people. It's just not taking it far enough. If you've got thousands of ideas, literally it's how do you choose those ideas? The people on the ground need to themselves, not just go ask for stuff. They need to be able to provide evidence for what they're asking for. And I think that that added layer is actually going to start changing the conversation.And then the third thing that I really encourage people to do is to try to go and get empathy for their leadership. And so, it's kind of a funny concept because we often in that hierarchical command and control structure, are either afraid to do that, or don't think that we're even allowed to do that.And it doesn't mean that we are to whatever the whims are of the leaders. There's a selfish aspect of developing empathy in the sense that the more I understand my bosses, the more I understand how I'm going to get what I think that I need. Right. So, you're learning just as if they were a customer. You're learning how to navigate your relationship with the leader in order to get what you think is the right thing for yourself, your team, and your company. For More InformationBrian Ardinger: [00:10:45] Yeah. Oftentimes it is a balance. You still have to hit those quarterly numbers and still do what you're designed to execute on and optimize but knowing full well that if you do that and only that you're not going to get to where you need to be or not create the next future, whatever ends up on it.Again, we can go and talk for hours and we're going to do that here in the coming months. So, I encourage people to go to Insideoutside.IO. We'll have information posted there about signing up for the IO Live event here with Brant Cooper and in the interim, if people want to get a little sneak preview, find out more about yourself, more about the book, what's the best way to do that?Brant Cooper: [00:11:20] Yeah. So, I'm brant@brantcooper.com. Brant Cooper on all the social media. And I really encourage people to reach out. I respond to everyone. The website is Brantcooper.com right now. And people can pre-order the book as well as get some other goodies and we'll be sharing a content from the book in the coming months. As we prepare to join you on your show. Reach out, say hello and join the conversation. Really. I think that one of the things that you said, Brian, is that there isn't a formula. I mean, there's actually not one way out of that cave. And that's what complexity is right. Is that there's no best practices. And so, all of these different variables that people face based upon their businesses and based upon the history and based upon the people that are inside that business, everybody's going to have to figure out their way out of the cave, but there are some fundamentals.And also, what we want to do is try to create community around what works. We can share, what works and what doesn't work and those types of things. So, all of these people can start figuring it out, what works in their organization. Brian Ardinger: [00:12:21] Excellent. Well, Brant I'm excited for this conversation. Thanks for being a part of it. I look forward to having, again, a more in-depth conversation with the audience and encourage people to come out for that. Participate in that. And we look forward to talking in about a month or so. Thanks again for coming on. We'll talk to you soon. Brant Cooper: [00:12:35] Thank you, Brian. Great to catch up, man.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with New York Times bestselling author and founder of Moves The Needle, Brant Cooper. Brant and I talk about his upcoming book, Disruption Proof, and provide a sneak peek into our upcoming IO Live event on September 20. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week we'll bring you the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need as a new innovator.Interview Transcript with Brant Cooper, CEO of Moves The NeedleBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Brant Cooper. He's the founder of Moves The Needle, New York Times bestselling author of the Lean Entrepreneur, and author of an upcoming book, which I'm so excited to talk about called Disruption Proof: Empower People, Create Value and Drive Change. Welcome Brant. Brant Cooper: [00:01:07] Thanks Brian. Pleasure as always. Brian Ardinger: [00:01:10] I'm excited to have you back. As our audience knows you've been a part of the lean scene for a long time. You had a chance to speak at our IO2020 Summit. And we're going to do a little something different with this podcast episode, because we're having you back on September 29th for a live event. It's part of our IO Live series. Basically, we're going to have an hour to talk about the book and have audience questions and do a little bit more in depth stuff with you. So, I wanted to save this episode more as a preview to get folks excited about the book and excited about some of the things we're going to be talking about. So, with that, you got a new book out called Disruption Proof. Tell us how you got to the point of writing a new book and what's it all about? Brant Cooper: [00:01:50] Yeah. So, I guess it's been in the works for a couple of years, actually. It seems like so pandemic ready, but that was maybe just fortuitous that I was already embarking on it. And then of course the pandemic itself hit and business kind of dried up. So that gave you the opportunity to really crank it out. You know, over the last seven, eight years taking some of that lean stuff into the large enterprise. And it's just, that was an interesting journey in the sense that, you know, all of this lean startup, lean innovation stuff really started in Silicon Valley startups.I mean, honestly it preceeded all of that, but you know, us tech startup people like to feel like we've invented everything. There was a movement. Right. And so, starting in startups and then we bring it into the big companies. And inevitably we start with the innovation groups. As I'm trying to work through the change that is required inside of these companies, I really realized that there's uncertainty everywhere inside the enterprise.There's something happening here, way bigger. And this is perhaps obvious to a lot more people. It takes me awhile. I think really this fundamental shift from the industrial age and management practices and even management organization, that's based around the industrial, really this level of complexity and endless disruption that is in the digital age, leads to this uncertainty.And we continue to try to tackle the uncertainty the way we did in the industrial age. And it just creates more angst, and it creates more doubt and people just really wondering what the heck is going on. Then the pandemic hits. And I think we blame all of that angst and anxiety on the pandemic. And now people are like, ah, man, I can't wait to get back to the old normal. And yet the old normal was still filled with that uncertainty. And so that's really what the book ended up addressing. So again, I didn't start out with writing, you know, sort of this post pandemic book, but because I was writing it right in the middle of all of this, there really ends up being these pandemic…and how do you respond to it? And what does this mean in that bigger picture that ends up being what the book is about? Brian Ardinger: [00:04:05] It's interesting because I think, you and I have I've been talking about disruption forever. And innovation groups have been talking about it and trying to figure out how to do this. And the pandemic really seems to have taken that theory and made it real for most people.I mean, everybody on the planet to some extent has been disrupted by various means of, of what happened during the last 18 months. And it really, I think has brought out the conversation where it's no longer theory we're talking about. It's like, yeah, I get it. But now I really get it. But I still don't know what to do about it.So, you know, I've seen a proof of your book in that you really capture it and talk about the five elements of what you need to be doing to embrace this new world of work. So maybe talk through a little bit about that and some of the things you found out. Brant Cooper: [00:04:48] Yeah. So, to me, the key is to all of this, is that it's not really the technology, even though we're in a digital revolution and we're doing digital transformation and we're working in innovation. It just really isn't about the technology because there's not that much uncertainty around the technology.It's really about the mindset and the way we have to change our thinking and our behavior relative to this massive change in technology. And so, I described the behavior change that we need based upon these five elements. And so, empathy, exploration, which is basically admitting what we don't know. And so going out and learning. Leveraging evidence, so data plus insights to help us inform decisions. We don't want just algorithms and AI deciding for us, but certainly what we go and figure out needs to inform our decision. This concept of equilibrium, which is building a balance between the execution, everything that we know we have to get done, and this exploration work, meaning that we have to go and learn something first. That's a continuum throughout the organization. Even your core business needs to do some amount of exploration. It's not this bifurcation of one side of the house is execution. And one side is exploration. I think that's industrial age innovation thinking. And then the final one is ethics. And with all of the data problems that we have, and with livable wages and all of these other things that have really come to the fore, it's really incumbent upon businesses to figure out how they live up to their own values that they establish and that they broadcast.And again, that ends up being something that we have to drive down into the human behavior. And so rather than some of the big management theories on how you do change, which is very top down. I wanted to describe the behaviors of what people actually have to do day in, day out inside of their jobs. And it really is a ground up initiative.It requires obviously leaders to buy in and go, yes, we're going to change. It's kind of a pincer move, but you have to start with developing that behavior on the ground. And I guess the one other point I would make about it is the reason why I'm somewhat optimistic about that is this behavior already exists, right?The people that are subscribing to your podcast and that read your stuff, Brian, Design Thinkers, and Agile people, and Lean Startup people and entrepreneurs, people that are doing side gigs, these are people that already have this mindset. And so, what we have to take is not put them all in this silo, but rather get them to be the leaders of tomorrow, bringing this diverse mindset, this exploration skillset to the rest of the business. Brian Ardinger: [00:07:32] All the stuff you talked about, it's just so messy. And I think everybody's still looking for that silver bullet. Like if you do this, this, and this follow this particular path, you will have success. And Lean Startup was never meant to be the perfect path. Even if you follow lean startup 100 percent, you're still not guaranteed a successful product, service, whatever you're trying to create. It's that journey. You have to put on those exploration hats or backpack or whatever. I talk about going into a cave. The only way you can get out of the cave is you got to stumble around and figure it out. And the challenge is we don't reward that stumbling around. We don't provide the tool sets or the skillsets for folks that are not inherently like the entrepreneur that kind of has that built into their ecosystem. So, what can an average Joe hearing about this, understanding theoretically, like they need to do this. Are there tactics or things that you've seen that help start building that muscle? Brant Cooper: [00:08:26] There's a couple of things in there that come to mind. Number one is go find the like-minded people. Go find the people that maybe already exist inside of every big business. So go find them. And it could be just doing an innovation mindset happy hour once a week or every other week. But it's something that you want to try to spread throughout the organization, because these are your early adopters. And what you find is that there are leaders that actually belong to that group. And suddenly you make, you have these areas where you can start running experiments even with budget or even with permission. So, number one is finding like-minded people. Number two is to not wait for permission. To go and run experiments and come up with data. And then when you actually are seeking permission or advice or input. You're actually bringing evidence to the table and not just ideas. And I really do believe that ideas are a dime a dozen. Every big organization I've worked with has no problem with ideas. And I think leadership and middle management and all the rest go, yeah, we really need to empower the ideas of people. It's just not taking it far enough. If you've got thousands of ideas, literally it's how do you choose those ideas? The people on the ground need to themselves, not just go ask for stuff. They need to be able to provide evidence for what they're asking for. And I think that that added layer is actually going to start changing the conversation.And then the third thing that I really encourage people to do is to try to go and get empathy for their leadership. And so, it's kind of a funny concept because we often in that hierarchical command and control structure, are either afraid to do that, or don't think that we're even allowed to do that.And it doesn't mean that we are to whatever the whims are of the leaders. There's a selfish aspect of developing empathy in the sense that the more I understand my bosses, the more I understand how I'm going to get what I think that I need. Right. So, you're learning just as if they were a customer. You're learning how to navigate your relationship with the leader in order to get what you think is the right thing for yourself, your team, and your company. For More InformationBrian Ardinger: [00:10:45] Yeah. Oftentimes it is a balance. You still have to hit those quarterly numbers and still do what you're designed to execute on and optimize but knowing full well that if you do that and only that you're not going to get to where you need to be or not create the next future, whatever ends up on it.Again, we can go and talk for hours and we're going to do that here in the coming months. So, I encourage people to go to Insideoutside.IO. We'll have information posted there about signing up for the IO Live event here with Brant Cooper and in the interim, if people want to get a little sneak preview, find out more about yourself, more about the book, what's the best way to do that?Brant Cooper: [00:11:20] Yeah. So, I'm brant@brantcooper.com. Brant Cooper on all the social media. And I really encourage people to reach out. I respond to everyone. The website is Brantcooper.com right now. And people can pre-order the book as well as get some other goodies and we'll be sharing a content from the book in the coming months. As we prepare to join you on your show. Reach out, say hello and join the conversation. Really. I think that one of the things that you said, Brian, is that there isn't a formula. I mean, there's actually not one way out of that cave. And that's what complexity is right. Is that there's no best practices. And so, all of these different variables that people face based upon their businesses and based upon the history and based upon the people that are inside that business, everybody's going to have to figure out their way out of the cave, but there are some fundamentals.And also, what we want to do is try to create community around what works. We can share, what works and what doesn't work and those types of things. So, all of these people can start figuring it out, what works in their organization. Brian Ardinger: [00:12:21] Excellent. Well, Brant I'm excited for this conversation. Thanks for being a part of it. I look forward to having, again, a more in-depth conversation with the audience and encourage people to come out for that. Participate in that. And we look forward to talking in about a month or so. Thanks again for coming on. We'll talk to you soon. Brant Cooper: [00:12:35] Thank you, Brian. Great to catch up, man.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

This week we are excited to have a long form conversation with Brian Chan. Brian is simply one of the most informed stillwater fly fishers around. He is a retired small lakes fisheries biologist, fisheries advisor, he has authored numerous books, guide, has the stillwater fly fishing store, innovative fly pattern creator and well respected fly fishing educator. We learn what Brian is up to these days, talk bow hunting and lessons learned on the water. Thanks Brian for sharing your story with us!

  Announcements: Feeling Great Book Club We're excited to announce a Feeling Great Book Club for anyone in the world, supporting people in reading and learning from David Burns' powerful and healing TEAM-CBT book Feeling Great with questions and answers, exercises and discussions in large and small groups. It will meet online for an hour at a time for 16 weeks on Wednesdays starting March 17 at 9am and 5pm Pacific Time - which should allow for fairly reasonable hours from anywhere in the world. Note that the group is intended to provide education but NOT therapy or treatment. Cost is 8$ per session paid in advance, but people will be able to pay whatever they can comfortably afford and no one will be turned away for lack of finances. The group will be primarily led by Brandon Vance, a psychiatrist who is a level 4 TEAM therapy trainer who has studied with David Burns since 2011. Please go to https://www.feelinggreattherapycenter.com/book-club to find out more and to register. Your Book Club Teacher: Brandon Vance, MD Upcoming Virtual Workshops February 28, Self-Defeating Beliefs: How to Identify and Modify Them, a one day workshop for mental health professionals. 7 CE credits. Featuring Drs. David Burns and Jill Levitt, sponsored by FGI, Mt. View Click here for more information including registration!   March 24, 2021, Feeling Great: A New, High-Speed Treatment for Depression and Anxiety. A One-Day Workshop by David Burns, MD. sponsored by Jack Hirose & Associates, Vancouver Click here for more information including registration!   April 7, 2021, Bringing TEAM-CBT to Life in Real Time, by David D. Burns, MD. A Half-Day Live Therapy Demonstration Sponsored by Jack Hirose & Associates, Vancouver Click here for more information including registration!   Today's Questions Brian asks: Can negative thoughts lead to high blood pressure? Thank you Jim asks: I’m having panic attacks! What should I do? Adam asks: Shouldn’t we get rid of the terms, “Positive Thoughts” and “Self-Defeating Beliefs?” Phil asks: Hi David and Rhonda! Is it necessary to write out the distortions in your DML or would you get the same benefit by just plowing through with positive thoughts, realizing that your negative thoughts contain loads of distortions? Nandini asks: How do I get your Decision-Making Tool for help with habits and addictions? A man from France asks: After listening to Podcast 003: E = Empathy — Does It Really Make a Difference?: “How do we do when the person, we are having a conversation with does not feel comfortable in sharing his/her feelings and thoughts, or does not know how to deal with feelings and thoughts when hearing them? Thomas asks: What would you say to a person who wants more ego strength.? * * * Brian asks: Can negative thoughts lead to high blood pressure? Thank you Thanks Brian. I don’t know the answer to your excellent question. One big problem is that much, if not all, of this type of research is of pretty poor quality. When I review research articles, my focus is not on “what are the implications of these findings,” but rather on “what are the flaws in this research study?” Usually, the flaws are so severe, at least to my way of thinking, that the findings are not worth interpreting. I apologize for this answer, as it is way less exciting than speculation! On minor point would be that if you believe negative thoughts, you will experience feelings like depression, anxiety, anger, and so forth. So the real question would focus on whether elevations in negative feelings are associated with increases in blood pressure. One common phenomenon is that some people get very anxious when their blood pressure is measured, and this, it appears, can lead to temporary blood pressure elevations. So, sometimes the doctor or nurse will ask the patient to sit quietly for a little while, and will then repeat the blood pressure measurement. So, it might be the case that people who are more prone to feelings of anxiety would have more fluctuations in blood pressure. But the question then might be—are these temporary fluctuations associated with generally elevated blood pressure? I don’t think they are, but I’m not up on the latest thinking on this topic. david Brian adds: David Burns Last night, I was having stressful thoughts about family and I checked my blood pressure and it was way up, so I think it does.

Weekly Message from Maranatha Church of Jacksonville. Find out more at maranathajax.com

In this episode, instead of interviewing an Industrial Professional, I flip the script and interview one of my recent clients who’s home I sold earlier this year. Brian and his life Vicki raised their children in this home and had never sold a home before so the process was new and stressful. We go over some of the highs and lows of the transaction as well as those things that went smoothly and those that didn’t. Reasonable expectations is what a Real Estate transaction is all about. Thanks Brian for taking the time to sit down and discuss the sale of your home and thank you for hiring me to be the man for the job. Cheers, Thomas #TRRE #ThomasRyanRealEstate #TRREfirst1000 Day988of1000

Welcome to part 2 of this week's episode with BRIAN TOTTY. In this second part we go more in depth about some of Brian's fights, talk about his competitive training with Spencer Brown, ruminate on some of Brian's potential opponents and talk about Brian's mental approach to thai boxing and the benefits the sport can bring. It's a belter. Thanks Brian!  Follow Brian on Instagram: btottyjnr

Hello and welcome to the first two parter of this run! My guest this week is professional thai boxer BRIAN TOTTY. I spoke to Brian via Zoom one Sunday afternoon in the depths of the pandemic pandemonium and in this first part we discuss how Brian got into Muay Thai, weight cutting, One Championship, how falling out of love with the sport affected Brian and how changing gym helped him rediscover his passion for Muay Thai and much more. Thanks Brian. Part 2 to follow!  Follow Brian on Instagram: btottyjnr

Chapter 22: Owl Post Again- Pause for cookie. Welcome to the final chapter of book 3. Adam has a new cat. He also has a REALLY convincing Tara accent. Also, Brian O. Jackson is back on this episode to read Adam’s thing (and drink wine)- THANKS BRIAN! He also joins for FMK! The Snitches got him drunk!!!Snape is a child. 

Some questions regarding this FPGA and programming technology has been answered in regards to algo trading. Worried about your future with retirement, get this latest USB product https://quantlabs.net/retire/ Learn how to build your custom crypto or forex trading bot here https://quantlabs.net/python/ Jump on this Quant Analytics service https://quantlabs.net/quantanalytics/ Hi Bryan, appreciate you getting back to me, thanks. I wondered if you still use the simulink/stateflow system to generate models and trade from and what interface/broker you use? and do you use generated c++ code with broker API?  Also, you referred to using this simulink workflow to generate HDL and use FPGA- I have a couple of free simple sample models from the internet in simulink and can generate the HDL code the way you show in you video, but how can I use this with my home PC and FPGA with a NIC and data provider/broker who cater for FPGA setup. I mainly trade futures, not a programmer or anything like that. Thanks Brian! really appreciate any advice you have.   https://quantlabs.net/blog/2020/09/matlab-simulink-c-hdl-fpga-algo-trading-questions/

Hi  Thanks for downloading the Plane Safety Podcast with Pip and Al. This is an aviation podcast about flying, aeroplanes and being a pilot.  In this episode we'll be catching up the latest from Pip and Al as the lockdown continues to have a drastic impact on out industry. We are taking a look at some news stories including the recent PIA A320 crash at Karachi. ATC audio can be found at VAS Aviation  In the Squawkbox. Brian Coleman has sent us some rather naughty nose art pictures. Here are some examples  : Thanks Brian ! Dr Pras sent us this article from the Newyorker telling the amazing story of Lawn Chair Larry. Very much worth a read ! https://www.newyorker.com/magazine/1998/06/01/the-man-in-the-flying-lawn-chair Stefan has some questions about Cabin Pressurisation and includes a link to this story https://www.aviationpros.com/home/news/10401947/american-airlines-flight-attendants-death-result-of-pilot-error William from LA says hi and shares some details about his flying career. Chris Marsh says hi and reminds us that the fantastic radio sitcom Cabin Pressure is being rebroadcast on Sunday evenings on BBC Radio4 (hint, search Apple podcasts for Cumberbins Treasure). Essential listening. Chris from Big Jet Airways says hi. If you would like to contact the show please email feedback@planesafetypodcast.com or visit the Squawkbox Thanks for listening.  

One of my goals with Strength Running is to prevent you from making the same mistakes that I've made in my own running career. Because I've made almost all of them! Some of my "favorite" mistakes have been: Running my easy days too hard Not doing any dynamic warm up exercises before each run Inconsistently completing my strength exercises Relying too much on intensity and brutal workouts to "prove" my fitness Now, my coaching philosophy is more balanced. There's less pressure on any one individual workout and more on the total body of work completed during a training cycle. And today on the podcast, I want to show you what that looks like in practice. Brian is in his mid-40's and started running about five years ago. He's run a variety of races but only one marathon. A big reason why is that he's had a lot of injuries from knee pain, glute problems, and IT Band Syndrome. We're discussing: How Brian typically prepares for the marathon His background in other sports The steps he can take to prioritize healthy, pain-free running Marathon training fundamentals Show Links & Resources: Injury prevention for runners ecourse Elite runners on recovery and staying healthy Sub 3 hour marathon training How to run your fastest marathon Thanks Brian for sharing your running life with us! Thanks PATH Projects PATH Projects made this episode of the podcast possible. They’re an online-only retailer of high-quality running gear and apparel that I’m falling in love with (and they're giving away three $75 gift cards!). Currently, I’m wearing the Sykes 5″ Shorts (see them in action in this video), the Pyrinees hooded sweatshirt, and the Torch base liner. Their gear is unique, stylish, and a premium quality that feels great to wear. And because there’s no retail markup, PATH is quite affordable. They’re using new technical fabrics and innovations to create award-winning apparel for endurance athletes. In fact, their Brim shorts and Tahoe base liner won Runner’s World’s 2018 Gear of the Year award. And the Pyrinees hoodie was named one of the best six sweatshirts for running in the cold by Gear Patrol. Check out their full lineup of shorts, tops, hats, and base liners on their site - and don't forget to enter to win one of three $75 gift cards at PathProjects.com.

This on the podcast, I talk to Brian from the Gothsicles about Wax Trax! Records, the midwestern industrial music scene, the Boston noise scene and the upcoming Gothsicles shows and albums. We also talk about how he got started making music on his Yamaha QY10 sequencer and his affiliation with the Dr. Dements-inspired FuMP community. Thanks Brian! Special Guest: The Gothsicles.

The team goes Down the Alley with Brian Kallberg, a former standout defenseman at Prior Lake High School where he won back to back state championships. Brian is currently playing at Lindenwood University, NCAA Division 2 team that will be making a run at the title this spring. Brian was very knowledgeable in the recruiting process gave great insight into his process. Thanks Brian for coming Down the Alley with us!

If you aren't from the UK, you might not be aware that we aren't getting Disney+ along with the rest of the world. We have some stuff to say about that.  Once we've gone through the stages of grief, we have time to talk about The Mandalorian, new Disney and Star Wars series, and Control. We even squeezed in a chat with Brian Froud, the genius behind the many, many designs of creatures in The Dark Crystal, and its new Netflix Prequel, Dark Crystal: Age of Resistance. Thanks Brian! And remember, if you want to get in touch with the podcast, please do: ign_ukfeedback@ign.com

Thanks Brian for being on the show and lending us your story. It was incredible. Best to you in your running journey. In this week's episode we give you a real life testimonial of how you can use running to change your life from self destruction to feeling fit and able to do anything. Our Vlogs and Podcast will deal with answering your most precious questions about either Running, Intermittent Fasting or Weight loss as well. Don't forget to SUBSCRIBE so that you can receive notifications when new episodes are available! Feel free to email us your questions: coachtadris@gmail.com SIGN UP FOR OUR TRAIL OF 2 CITIES/VIRTUAL TRAINING https://runsignup.com/Race/NJ/SomersPoint/12WeekRunWalkProgramVirtualTrailof2Cities Thanks for listening, please share with your family and friends on your favorite social media. Become a supporter of our show/videos by becoming a patron. To make a contribution please visit: patreon.com/coachtadris Thank you so much. All patreons will be mentioned or added to our video credits. Shout out to Ed Brown our First Patron! Pick up your free nutrition guide head over to www.runtothebestyou.com today. Click Link To Join Our Next Keeping It Real 7 Day Challenge (7 Days Can Change Your Life) https://coachtadris.wufoo.com/forms/mn5d0nq1g28syh/

James and Michael have tons of news to talk about. They talk about Paul Heyman and Eric Bischoff, Stomping Ground, Nikki Bella, AJ, and so much more. They drink Matilda, an amazing beer from our friends at Goose Island. (THANKS BRIAN)

CYB 031 - Brian is a PGA Member from Upstate New York. He learned golf starting as a caddy, and continued to dive right in to the industry. He's a golf coach that cares a lot about his processes, and systems. He's a man that has spent a lot of time doing his best to help his students build long-term sustainable skills. Thanks Brian for coming on here! TOPICS INCLUDE: Starting as a caddy, systems and failure or success, learning from failure, the highs and lows of the learning cycle, creating a culture, providing honest information What's up my people? Are you ready to start chasing your best? .... CLICK HERE Follow Brian on Instagram @brianjacobsgolf or catch him on the interwebs www.brianjacobsgolf.com SUBSCRIBE and follow along for the journey! INSTAGRAM - https://www.instagram.com/tcgolfdoc/ EMAIL - tcgolfdoc@gmail.com YouTube CHANNEL - Tim Connor Golf LEARN MORE - https://www.chasingyourbest.com/ Find it anywhere you can find a podcast!

Entrepreneur or business owner which are you Championing Small Business and Medium Sized Businesses.Brian helps us answer this question:- "Entrepreneur or business owner which are you?" Brian Moran is the CEO of Brian Moran and associates and Small Business Edge, Ex Wall Street Journal and Inc. Magazine. We discuss the importance of knowing if you are an entrepreneur, small business owner or an passionate business owner. In addition we share lots of interesting insights and tips for small business, including understanding the pain points people are facing. Brian runs a lot of different workshops and has been a consultant for 27 years, he has worked at the Wall Street Journal and Inc Magazine.One of the biggest issues is that business owners don't know what type of business owner they are. This is super important when you hit a fork in the road. For example any key opportunities to grow your business, like hiring employees, buying new machinery etc. Brian asks some great questions in his workshops, interestingly 5% of all business owners are true entrepreneurs. This keeps business owners up at night because you see a fork in the road as a different investment VS a small business owner and you may look at these things as expenses. But the mindset and lifestyle type of business is a very different mindset to an entrepreneur or a passionate business owner. Brian worries about the passionate business owner, they open a venture and then are persuaded to open another restaurant for example and they don't look at the long term implications of making these bold moves, but instead they should have stayed small and continued with their lifestyle business. Making sure planning is done in the short term is crucial before making these bold moves. Brian and I as consultants look inside the business for business owners. Business owners can get stuck in the weeds of the business, putting out fires, process or employees can cause these problems and as business owners cannot see these problems without being up there in the clouds looking down on the business from the outside. Taking the time to look down upon your business and planning effectively is key to making sure we get to where we are going, looking at the problems that may come up, the market, competition and potential partnership opportunities and where the business is going. Checking the GPS is how Brian looks at it! Taking this "Eagle Eye" view over the business is certainly the key to making it more successful. Getting under the bonnet of the business is crucial and thinking of the potential problems that can occur. So revisiting the lifestyle business idea is crucial, do we want to buy a lifestyle business or do we want to own a business? The podcast goes through these thought processes and some of the main problems business owners face. Thanks Brian for sharing your time with me and so many amazing tips for targeting entrepreneurs and small business owners.Visit Brian Moran's Small Business Edge

Brian Hug, 45, is a father, husband, cancer survivor, jeep lover, and baseball enthusiast.  On New Year's eve in 2015, Brian was diagnosed with esophageal cancer.  His first thought after receiving the news was, " I'm Dead".  He second thought was, "When can I attack this."  The day after his birthday, Brian started treatment that involved receiving chemo for 35 days straight.  After treatment, and a major surgery, Brian was able to beat it.  Fast-forward to today, Brian has just been diagnosed wth stage 4 esophageal cancer.  Brian's first thought this time, "Let's take care of this thing." Brian stops by to discuss how cancer has made him a better father, and husband.  He stresses the importance of regular check ups and exams.  He also talks about the importance of therapy, and how it has helped him deal with his emotions throughout this process. A ton of value bombs are dropped throughout this episode.  Thanks Brian for sharing your story, and teaching us the importance of appreciating the small things.  Reach out to the show for details on how to acquire the "HUG SMASH" t-shirts that will be sold towards cancer research, in Brian's name.     www.yoursuperiorself.com

Learn how to get a free credit report and why it is so important to improving your credit. I received a listener letter. In response the the episode about making one phone call to make good credit great, Brian said: Linda you are THE BEST...I have been wondering how to boost my credit score now that it's gotten a lot higher since I met you! Thanks Brian! Good credit is a matter of doing a few things right consistently. It’s not hard to do if you pay attention to your credit.   Thank you to people who have left reviews for the show! Please subscribe and leave me a review on iTunes or Stitcher Radio. All of my podcasts can be found at http://lindapjones.com.

We had a lull in practice and figured we would do an interview for Skate Talk! Brian Gettys got kind of a late start in skating but you wouldn't know it watching him go! Thanks Brian for taking the time to join us Skate Talk with Boomer and the Coach is brought you to you Pinnacle Racing. I'm sure your New Year's Resolution has to do with being the best skater you can be and you can achieve that resolution by skating on Pinnacles. Reach out to Jimmy Blair at pinnacleracing.com or better yet look for Jimmy at a wide variety of meets and invitations. And keep in mind the Spring Fling will be here soon!

Matthew 9:9-13 | Mark 3:1-6

Matthew 5:44-46 | John 12:44-46 | 1 John 1:4-5 | Colossians 1:15

Matthew 6:25-26

First, Will surprises Greeze with a sample that a friend sent them. It's a delicious member of the BTAC family that Greeze has not had before. Then they discuss great bourbons to drink with your buddies when you need to go all night. Thanks Brian for the topic. Then they try Willett 3 year rye in the 15. This one is 108.6 proof. 

We continue our celebrity Star Wars collector shows this week with Brian Stillman, the writer and director of Plastic Galaxy: The Story of Star Wars Toys!Brian joins us to discuss the motivation behind his 2014 documentary on the history of the Kenner Star Wars action figure line. It's an amazing film and has been a big influence on Dan and Mike and their fairly recent focus on vintage Star Wars toys. We discuss what went into Kenner deciding what the original twelve Star Wars figures should be and take a look at a wish list of characters that may have been considered. What was the reason that the main villain of Star Wars, Grand Moff Tarkin wasn't made into a figure? Listen and find out!Brian shares some great tips on being a focused collector and the importance of collecting something that excites you. Check out the Plastic Galaxy website and be sure to order a copy of this in-depth look at the toy line that started it all: Kenner Star Wars figures. Thanks Brian!

Episode 186 of the PetaPixel Photography Podcast. Download MP3 -  Subscribe via iTunes, Google Play, email or RSS! Featured: Photographer Brian Pex In This Episode If you subscribe to the PetaPixel Photography Podcast in iTunes, please take a moment to rate and review us and help us move up in the rankings so others interested in photography may find us. Photographer Brian Pex opens the show. Thanks Brian! Sponsors: - Get 10% off your order at MeFOTO.com, Tenba.com, KupoGrip.com and StellaProLights.com using code PetaPixel. - First time customers in the US get $25 off rentals of $50 or more through June 29, 2017 with code PP25 at BorrowLenses.com. A certain country crashes a drone and a Sony is found. Which one? (#) More specs for the upcoming Canon 6D Mark II as its release approaches. (#) Macphun updates the excellent Luminar image editor with AI technology. (#) Manfrotto introduces two new backpacks and messenger bags. (#) Nikon announces 100th anniversary commemorative items with hefty price tags. (#) Verizon officially acquires Yahoo!, but will Flickr get the axe? (#) Outtake Connect With Us Thank you for listening to the PetaPixel Photography Podcast! Connect with me, Sharky James on Twitter, Instagram and Facebook (all @LensShark) as we build this community.

In Episode 2, the First 30 Days, Tracey (while suffering from a cold) talks about the first few weeks after her separation from her husband of 15 years.  In this episode she talks about dealing with the "realization" that he is seeing someone else, battling the urge to stay in bed, redefining her future, and the dreaded first date.   To learn more about Tracey and the podcast visit the Finding Your Best Self website.  Once there you can opt in for access to special episodes and updates, and join the Finding Your Best Self Facebook page, a special community just for women who are striving to find the best versions of themselves.  You can also support the podcast by shopping with one of our many affiliates.  Each time you make a purchase through an affiliate partner, they make a contribution to Finding Your Best Self which helps us to keep producing podcasts for you. Do you love what you are hearing so far?  Leave us a review on iTunes!  It is the best way for you to help others find the podcast.  Also, Tracey loves to hear your feedback.  Just click here to leave feedback, ideas for future episodes, or to share your personal story.   Welcome back to the Finding Your Best Self podcast. So, the last time we “spoke” I had just left my husband of 15 years on a gray snowing December day. It was December 30th, 2008.  The kids and I moved into a cold crappy rental house that would never feel like home…we would only stay there for six months because the landlord was a drunk who liked to call me and try to extort money from me at all hours of the night. The meeting I had quit my job right before Christmas.  An attorney I had scheduled a free consultation with had told me that I would lose my kids because of the crazy hours that I worked (4 am to 11 pm and up to 55 hours per week).  My parents, who are the best any girl could ever ask for, had put up the deposit on what we called the “poopy brown house” as well as a retainer for a lawyer and had promised to help me out if I agreed to go back to school. I love college! Now, I already had a college degree. I had earned my bachelor’s degree back in 1999.  In fact, the day that I graduated from college was the day that I found out I was pregnant with my baby boy—he is almost 17 now, and I like to talk about what a cute baby he was in front of him just to bug him.  Now if you do the math on that from Episode one, you will figure out that I didn’t do college in four years, but rather my college career spanned the better part of 9 years.  I do love college! Buh-bye law school. After graduation, I had applied to law school which was always my goal and  I was accepted.  By then I was very pregnant, working full time and also had a business with a direct selling company that was bringing in almost as much as my corporate job. Gary liked that we were financially secure and that I was able to put up most of the down payment for the house we were buying from my side gig. He did not like the idea of me stopping all of that to go back to school or the concept of leaving him with a baby most nights to go to class.  He said no to law school.  And I probably cried about it for a minute but I let go of that dream because my focus was my family and building this life together. Yeah! Screw him! So, sitting with my parents in a bar after signing the lease on the poopy brown house my Mom asks me what I want to do since my degree in Sociology and Social Work had never translated to anything more than a line on my resume. Paralegal, I said.  Yeah, the next best thing to being a lawyer…but I was so disgusted by the lawyers I was talking to who wanted to help me “screw him over”.   I just wanted to be nice!  I figured maybe I would get over that and find my legal career after all. Thanks Brian! Late one night shortly after we had moved, while I procrastinated going to sleep in an empty bed, a commercial came on TV for a college nearby.  I called the number and set an appointment with the admissions rep.  His name was Brian and he changed the course of my life—no we didn’t fall in love at first sight or anything like that.  Jeez, people !  I went to see Brian on January 2nd, 2009.  He asked me what I wanted to be when I grew up (ha, I was 36).  I told him I wanted a job that was recession proof, that I never wanted to have to worry about finding work.  He suggested I look in the paper and see what the postings were.  So I bought a Star Tribune and went home and opened up to the job ads.  There weren’t many, but under the medical section, four ads for medical assistants jumped off the page at me.  There was only one for paralegal and they asked for three years of experience.  My decision was made.  I called Brian back and January 6 th I was sitting in class, starting a journey I would not regret, learning to be a medical assistant. Home alone. So I was in school. Which meant that I had to get my kids up and on the bus every morning and then get myself out to class, and then get back to be there for them when they got home.  In those early days,  Gary didn’t always come to get the kids when he was supposed to. There was at least one time when he forgot completely…did not meet them at the bus, and my seven-year-old had to break into the house through a sliding glass door that didn’t lock right (very reassuring for the single Mom living in the poopy brown house in the boondocks, let me tell ya). If you’re happy and you know it… From the outside, I was doing just fine.  All of my friends were so proud of me.  And when my kids were home or awake, I am sure I looked happy.  I refused to bury my nose in school books while they were home and just tried to be normal.  But when they went to bed, and my homework was done…the darkness would close in and I would cry myself to sleep.  On days that I didn’t have class and they were in school, I would stay in my pajamas until a half hour before the bus came, then frantically shower and get made up so they would see that everything was fine.  On the weekend that they went with their Dad (and spent it at Carol’s even though her own husband didn’t know yet that his marriage was over) I just stayed in bed all weekend. Don’t wallow…start online dating! I was living a double life…or a life, and a half-life or something…  And I knew it couldn’t last.  So I told myself that I could wallow for a full 30 days.  I signed up for a dating website.  I had really strange online conversations with a few guys and then spent a weekend that the kids were away chatting with one guy in particular.  And on the 30th day, I went on a date. Advertisement: Love the look of leggings, but have a hard time paying more than $20 a pair?  You need to check out Leggings Army–Butter Soft Leggings at a Great Price!  Choose your favorite style/colors in the size you need, whenever you want to shop! And we’re back. Epic mistake #376 Okay, now in the long list of epic mistakes that I have made in my life, this won’t even rank in the top 10. But holy crap, what a mistake that was.  Don’t get me wrong, he was sweet.  And probably one of the most normal guys that I have dated, especially from online dating.  He was very cute.  Very very cute.  Only just a little bit boring.  And he had a fantastic body.  Nothing terrified me more than being with someone new after 18 years with one man.  So, of course… I slept with him on the first date. (twice)  It was pretty terrible (both times) and I had to shove him out the door with moments to spare before my kids were dropped off the next morning.  Afterwards… He called!  We set a date for later that week…and then he vanished off the face of the earth.  We will talk more about dating in another episode but if you have ever read the book “He’s just not that into you”, you know exactly what I did and how I rationalized his tragic disappearance.  I’ll tell ya later! To get a copy of the book and see for yourself what I did…Order He’s Just Not That Into You on Amazon now! The up-down So, with that out of the way, I felt better. I had lost about 40 lbs over the past few months since my life imploded (and Gary found it, ha ha) and I was looking pretty good. So much so in fact, that when Gary came to get the kids one night as I was preparing for a date with a new online guy he gave me the up-down.  You know, the look you up, and then look you down again up-down?  We joked about something (things hadn’t really gotten ugly yet) and I asked him if he was ever going to apologize to me for ruining my life.  He asked me if I was ever going to thank him—because he said he had never seen me so happy.  Thank him!  Can you believe that crap?  Thank him…but yeah, I guess I was kind of happy.  I loved my classes and was making new friends.  I had just started a part time job that I could  just work when he had the kids and I had made a couple new friends there too. My date that night was taking me to a fancy place for dinner…  I kind of laughed and told him the thank you cards were being embossed.  I still wanted him to apologize.  He was still an ass. And slowly I started putting one foot in front of the other. That relationship didn’t work, because he said I was “not damaged enough” for him—we stayed friends.  I had met the two girls who would be the kind of friends who would help a girl move.  Twice.  They are my best friends to this day.  I still have that part time job.  I still love it.  The building blocks of the new foundation were laid.  I was starting to feel like I was going to be okay.  I wouldn’t stay feeling that way…but I would feel that way again, eventually.  A story for another time.  Until then.

Learn how to get a free credit report. It’s listener question day! Before we get started, I wanted to let you know about another awesome podcast called Profit Boss Radio. Profit Boss Radio, hosted by MBA and Certified Financial Planner Hilary Hendershott, highlights inspiring women who have created success in their financial and professional life. Each week you can tune in and hear how women have paved the road to sustained success with both beliefs and actions. Check out www.profitbossradio.com. In response the the episode about making one phone call to make good credit great, Brian said: Linda you are THE BEST...I have been wondering how to boost my credit score now that it's gotten a lot higher since I met you! Thanks Brian! Good credit is a matter of doing a few things right consistently. It’s not hard to do if you pay attention to your credit. You can always get one free credit report a year at www.annualcreditreport.com Some credit cards are also supplying your credit report for free. Thank you to people who have left reviews for the show! Please subscribe and leave me a review on iTunes or Stitcher Radio. Get your net worth growing by getting “11 Quick Financial Tips to Boost Your Wealth” at www.lindapjones.com.  

Episode 150 of the PetaPixel Photography Podcast. Download MP3 -  Subscribe via iTunes, Google Play, email or RSS! Featured: Zeiss Ambassador, author and educator, Brian Matiash In This Episode If you subscribe to the PetaPixel Photography Podcast in iTunes, please take a moment to rate and review us and help us move up in the rankings so others interested in photography may find us. Zeiss Ambassador, author and educator, Brian Matiash opens the show. Thanks Brian! Leaked photos of Canon's M6 and (admittedly) wild speculation on why the company may be dumbing down the EOS-M system in advance of a full-frame EF-mount mirrorless system. (#) Think Tank Photo's new Signature bags offer a stylish upgrade without screaming "camera bag!". (#) Peak Design's Range Pouch offers three options and matches their popular Everyday messenger bag. (#) Roger Cicala on why zoom lenses just aren't as sharp as primes...and the data to back it up. (#) Adorama releases the Orlit Rovelight RT 610 TTL monolight, Orlit TR-612N TTL transceiver and Orlit RT 600C speedlite under their house brand. (#) Four pioneers in image sensor technology are honored and will share a massive cash prize. (#) Listener Malka wants to know how best to carry her backpack, camera gear and tripod to school via her bike and/or train...and wants to know how to price her services. A smartphone lens case with built-in battery, 18mm lens and a shutter button. (#) Outtakes Connect With Us Thank you for listening to the PetaPixel Photography Podcast! Connect with me, Sharky James on Twitter, Instagram and Facebook (all @LensShark) as we build this community. We’d love to answer your question on the show. Leave us an audio question through our voicemail widget, comment below or via social media. But audio questions are awesome! You can also cut a show opener for us to play on the show! As an example: “Hi, this is Matt Smith with Double Heart Photography in Chicago, Illinois, and you’re listening to the PetaPixel Photography Podcast with Sharky James!”

Weand're talking with NDOT Coordinator Brian Pickering about whatand's special about the upcoming National Day of Thanks on the 28th May. Help Vision to keep 'Connecting Faith to Life': https://vision.org.au/donate See omnystudio.com/listener for privacy information.

Ok, so there are technically 4 fancy stouts, a fancy porter, and a plus one, but screw it. We talk beer, sadness, and Grant's infamous status in Australia. Thanks Brian and Haig! Terrapin & Green Flash Tangerine DreamsicleTerrapin Liquid BlissGood People Coffee Oatmeal StoutBelching Beaver Peanut Butter Milk StoutElevation SeñoritaWestbrook Mexican Cake   Rankings: Mike1. Westbrook Mexican Cake2. Belching Beaver Peanut Butter Milk Stout3. Terrapin/Green Flash Tangerine Dream4. Good People Coffee Oatmeal Stout5. Terrapin Liquid Bliss6. Elevation Señorita Rubio1. Westbrook Mexican Cake2. Terrapin/Green Flash Tangerine Dream3. Belching Beaver Peanut Butter Milk Stout4. Good People Coffee Oatmeal Stout5. Terrapin Liquid Bliss6. Elevation Señorita Grant1. Good People Oatmeal Stout2. Terrapin/Green Flash Tangerine Dream3. Westbrook Mexican Cake4. Belching Beaver Peanut Butter Milk Stout5. Terrapin Liquid Bliss6. Elevation Señorita Anastacia1. Terrapin Liquid Bliss2. Terrapin/Green Flash Tangerine Dream3. Good People Coffee Oatmeal Stout4. Belching Beaver Peanut Butter Milk StoutT5. Elevation SeñoritaT5. Westbrook Mexican Cake   Subscribe! Point your podcatcher to our RSS feed: feed://feeds.feedburner.com/thebeerists Or, subscribe via iTunes (Give us a review and a rating!) The Beerists are: John Rubio, Anastacia Kelly, Grant Davis, and Mike Lambert. twitter.com/thebeeristsfacebook.com/thebeeristsor email us at info@thebeerists.com