Podcasts about true advice

這集特別帶大家回顧過去的精彩集數—— 農曆年假結束，許多上班族在開工的第一天可能會感到焦慮和倦怠，甚至有轉職的念頭，但同時，卻又害怕跳出舒適圈。 今天的節目內容，將幫助你重新找到方向和動力。透過精選出EP77〈面對抉擇，該聽心，還是聽腦？〉和EP63〈此刻開始，讓自己人生少點後悔〉，我們將探討如何在聽從內心聲音與理智分析之間找到平衡，以及如何從過去的後悔中學習，讓我們的人生更少遺憾。 無論是在職場上還是生活中的每一個決定。讓我們一起用一種全新的心態迎接挑戰，並從每一次的選擇中學習和成長，讓這一年更加充實，不留遺憾！ ▬ ▬ ▬ ▬ ▬ ▬

Why is the single biggest barrier to having power…ourselves?How can you, as an HR professional step into your power?My guest on this episode is Jeffrey Pfeffer, Professor of Organizational Behavior at the Graduate School of Business, Stanford University and Author of 16 books including his latest one the “7 Rules of Power - Surprising But True Advice on How to Get Things Done and Advance Your Career”During our conversation Jeffrey and I discuss:Why he believes the single biggest barrier to having power is ourselvesWhy it is important that we own and tell our story, not let others tell it for usWhy he believes that being authentic and/or modest is terrible leadership advice Why networking is a super power and how to do it wellWhy he believes HR needs to raise the bar and step into their powerHis advice on how to deal with difficult leaders in positions of powerConnecting with Jeffrey PfefferConnect with Jeffrey Pfeffer on LinkedInLearn more about the Jeffrey's books, research, podcast and more

On this week's GAINcast Vern shares his top 6 books of 2023, key insights after recent travels to Europe and Australia, plus thoughts as we look ahead at preparing for the 2024 Olympics. For more information on this topic, read the complete show notes at: https://www.hmmrmedia.com/2023/12/gaincast-episode-277-books-travels-and-olympic-preparations/ The following links were also referenced in the podcast or provide some additional reading material on the topic:  The GAINcast is sponsored by GAIN and by HMMR Media. Join HMMR Media to get access to a vast library of online training resources, video, articles, podcasts, and more. Book recommendations mentioned in this episode: The Creative Act: A Way of Being by Rick Rubin The Core. Better Life, Better Performance by Aki Hintsa and Oskari Saari Hidden Potential: The Science of Achieving Greater Things by Adam Grant Clear Thinking: Turning Ordinary Moments into Extraordinary Results by Shane Parrish 7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your Career by Jeffrey Pfeffer Awaken Your Genius: Escape Conformity, Ignite Creativity, and Become Extraordinary by Ozan Varol Vern discussed his top books of 2022 and 2021 on GAINcast 259 and on GAINcast 231. You can also read his book lists from 2022, 2021, 2020 and 2019. There's more from Adam Gran recently: a good interview with David Epstein and recent opinion piece in the New York Times on teaching. Other individuals discussed on this podcast have perviously been guests, including Ellyse Perry on GAINcast 213, Nick Lumley on GAINcast 166 (more from Nick here), and John Pryor on GAINcast 135 and 136. Also discussed was the talent identification research of Arne Gullich.

Guest: Jeffrey Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, where he has taught since 1979. Prof. Pfeffer is the author or co-author of 16 books, including his latest, 7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your Career. Overview: The tools that allow business leaders to gain, increase, and retain their power are neutral. It's how you use those tools that determines how far others will be willing to follow you and how BIG your company will get.  On today's show, Jeffrey Pfeffer discusses his 7 Rules of Power, how power is and isn't distributed through successful organizations and societies, and the choices we all have to make as we strive to Make BIG Happen. 

#True #Advice & #Knowledge - #YomKippur & #Sukkot by #EliGoldsmith @ #ShiratDavid hosted by #RavShlomoKatz... Unity Inspires Projects - Unity Flow

Nicole Kalil is the Confidence Sherpa. She's the author of “Validation is for Parking,” and a leadership strategist, respected coach, speaker, and host of the “This is Woman's Work” podcast. Nicole sees that women and men approach confidence very differently. She discusses how appearing confident is very different from being confident. Real, authentic confidence produces executive presence, and is a catalyst for effective leadership. Listen in for new insights on confidence and how it affects team success, and professional fulfillment. https://bit.ly/TLP-347   Key Takeaways   [1:25] Jan and Jim want to know if you have listened to every episode of The Leadership Podcast. If you have, please drop them a line. They may have something for you! [2:27] Nicole is a partner to her husband, a mom to her nine-year-old daughter, a hotel snob, a wine and cheese enthusiast, and a reluctant Peloton rider. [4:23] Nicole wrote Validation Is For Parking to discuss confidence through a feminine lens. At the time she wrote the book, 92% of business books were written by men. In her finance job, all her mentors were men. Nicole felt an imbalance. She wrote the book with women in mind. Her intention isn't to be exclusionary. She hopes people who identify as any gender will read it and have good takeaways. [6:29] Nicole took the filters off and wrote what she felt and knew, having women in mind, and sharing stories she felt would be most relevant or help people feel less alone. She wrote it almost as a journal and then realized someone was going to read it! It felt important to her, in writing a book about confidence, to put it all out there and be authentic and true to herself. [8:22] In work environments, confidence is when you trust yourself firmly and boldly. When you walk into an environment where you're “the other,” you may spend a lot of your energy trying to navigate how to fit into the culture and the environment, and in doing that, you tend to lose some of your authenticity; you tend to lose some of yourself. That impacts your confidence. [9:11] When negotiating for a salary increase or a promotion, women are coming to those conversations with less confidence than their male counterparts because the way they would do it authentically or naturally is different from the way that is being encouraged, supported, trained, or recognized in the culture and environment. Jan cites past guest Jeffrey Pfeffer on the seven rules of power. [10:24] How are we defining power? Nicole defines power as showing up with true and vulnerable emotions, not as inauthentically looking confident or powerful. [12:53] The boss is the keeper of the culture. If your being authentic doesn't fit in the culture, this is the opportunity for the boss to say, “This is just not the right place for you.” [13:16] If you're accentuating something about yourself so much that it's repellent to others it may be worth questioning if you are actually showing up authentically at all. You're probably doing that in reaction. Nicole shares an experience from when she was trying to fit in. Looking back, she sees that was not her authentic self. [15:34] There isn't one right, definitive answer to just about anything. We come to every situation, conversation, or event with our beliefs, values, experiences, and interpretations, and we think that those experiences, interpretations, and values are right or true with a capital T. What one person believes is right and true may not be right and true for everybody. [16:31] Nicole is trying to practice being more empathetic, better listening, being more open, and communicating, “This is the way I see it and I'm open that there may be another way to see it,” and being curious about that. [16:49] Nicole sees all of those things as a practice in being and becoming a better leader. They make us better relationship-builders, and developers of others, and create safer, healthier, and more productive environments. [18:24] Leadership and allyship are very closely connected. Be curious, listen. When you ask a question, believe what people are telling you is their perception or interpretation, and try to have empathy around that. All of us have the opportunity to create more balance. [18:57] Understand that the masculine approach to success in business is alive and well. There is the opportunity to bring in, recognize, and reward the more feminine side, as well, within yourselves and your organization, and your culture. Be aware and pay attention. [19:26] It helps people to have someone they trust and have a good relationship with. Be a coach to others when they say something that they may have meant in one way, but that might have been interpreted in another way. Most people can be very forgiving if they know you're coming from a good place. Knowing where you're coming from makes all the difference in the world. [22:21] Nicole discusses executive presence. It's external; what we show to the world. We have an impact on how people see us. Nicole distinguishes it from confidence. Confidence is about firm and bold trust in self. Confidence in others is trust in them. Confidence leads to executive presence and that leads to leadership. [24:02] If you bypass confidence and go for executive presence, you can look confident but at some point, if the internal component isn't there, it's going to become painful to you and obvious to others. Don't be focused on how you look to others but on who you are and what you bring to the table; what it is you can, and choose to, trust in yourself. [25:24] Nicole discusses the gender component of confidence vs. competence. Women tend to over-rotate on competence. They believe they need to do it all, have it all, and look the part; get all the designations and check all the boxes. It's very much about how it looks. But you cannot be competent at anything you're doing for the first time. Competence takes time. [26:00] Confidence is a choice we can make any time we want. Confidence is on the road to competence. Competence will then circle back and increase your confidence as you go. But there's always something more to learn and skills to develop before you are fully competent. Instead of “Fake it till you make it,” Nicole says, “Choose it until you become it.” Choose confidence continually. [26:55] Women, especially, feel they need to be 100% ready before taking big actions. But 100% ready is not available to any of us when it comes to doing something new. We do most meaningful things with a combination of excitement, fear, readiness, and doubt. [27:34] For a lot of women it's letting go of the unachievable expectation that you're going to be 100% anything. Trust that you'll figure it out as you go. Trust that if you don't do well, you'll be OK; you'll learn something to take to the next thing you do. Trust that you've done what got you here, and you can apply your unique talents, strengths, and abilities to this new thing and you will get there. Trust in yourself. [29:03] Nicole saw integrity as strong moral principles or being honest. Her background is in finance, where being honest is important, and doing what's best for your clients. In terms of a strong moral standing, who decides what that is? Do personal things bleed into the definition? Nicole had a struggle with the word, which forced her to look at the definition. [30:08] Nicole loves the second definition of integrity: the state of being whole and undivided. That's what we need to be talking about, is being so true and trusting in ourselves that we show up with all that we are, we own everything that we're not, and we choose to embrace all of it. And that would lead us to bring our full and best selves to the leadership table, to our businesses. [30:52] Nicole sees power and magic in knowing who we are, owning who we are not, choosing to embrace all of it, and showing up as our full and best selves. That's how we should be talking more about integrity. [31:46] We've over-rotated in society and we try to “save” people every time they express that they are not meant for something. We think everybody can be anything they want to be. That's not an available option for any of us. And, unfortunately, we think that we should do and be everything. What we end up doing is watering down our unique abilities and unique talents by trying to be everything. [32:32] Nicole refers to Essentialism, by Greg McKeown (a previous guest). We don't stay in our lane because we don't spend any of our time figuring out what our lane is. In order to do that, we need to know what our lane isn't. There is power in owning what and who you are not meant for; what and who may not be meant for you. Being able to discern that will put you on track for what you are meant for. [33:16] Purpose is not one thing but we all have a purpose. It's confidence-boosting to sift out the things that are not meant for you. [34:42] The biggest “Aha” that Nicole would tell her younger self is how much her failures, missteps, mistakes, fears, and doubts built her confidence and contributed to her success and purpose, more than her achievements, successes, wins, and things that came easily. It doesn't hurt any less when she's in it, but when she's experiencing bad feelings, she tells herself all that's missing is the benefit of hindsight. [35:26] Nicole reminds herself that she doesn't yet know why the negative thing is happening, but she trusts that it is serving a purpose. It's a gift, a lesson, a redirect, or an opportunity. There's some other way to see the thing that's happening that is going to work for her betterment. She trusts that in those moments. She wishes she would have failed more often and risked more, earlier on. [36:40] Letting your children or employees fall is a struggle, but they go through it for their growth. You want to protect. You want them to be happy. Nicole and her husband are clear that they want to protect their daughter as much as they can from things that fall under health and safety that are very difficult to recover from. On other things, it is better to just let it play out and get messy. [37:44] Nicole tells her daughter that she loves her all of the time. It's constant and does not need to be earned. She doesn't need to prove herself to get it. The love is constant even in the messiness, failure, and mistakes. She can figure all the rest of it out. She encourages her daughter to hold onto her own confidence when it gets challenged. [39:08] Nicole's challenge to listeners: “Separate all the advice, advertisements, and things on social media that tell you that the way you gain confidence is by fixing how your confidence looks to others. If it's external, it's probably not confidence-building. Go back to ‘Confidence is when you trust yourself.' … Ask yourself, ‘Is this going to help me trust myself more?' If the answer is yes then go do it!” [40:25] Closing quote: Remember, “To be yourself in a world that is constantly trying to make you something else is the greatest accomplishment.” — Ralph Waldo Emerson   Quotable Quotes “So much of what we learn about what it is to be professional, what it is to be successful, what it is to be a leader, or what it is to be confident comes from the masculine lens. I worked in finance and almost exclusively, all of my mentors, trainers, and teachers were men.” “When you walk into an environment where you're ‘the other,' … a lot of people spend a lot of their energy trying to navigate how to fit into the culture and the environment, and in doing that, we tend to lose some of our authenticity; we tend to lose some of ourselves.” “We are often being taught how to look confident. Very rarely taught how to be or become confident.” “I have a fundamental belief that leaders are keepers of the culture and if somebody being their authentic self doesn't fit in a culture, then it's probably the opportunity to say, ‘You're not bad, we're not bad, this is just not the right place for you.'” “The older I get the more I realize that there isn't one right, definitive answer to just about anything.” “We are all coming to every situation, conversation, or event with our own beliefs, values, experiences, and interpretations, and unfortunately, we are thinking that those experiences, interpretations, and values are right or true with a capital T.” “[Let] people know ‘I'm going into this uncomfortable place. I might say things wrong; I might do things wrong. But my intention is only ever, always to get better. I'm open to feedback. If I make mistakes [please] pull me aside and tell me about it.'” “Confidence is about trust; firm and bold trust in self. So when we talk about being confident, that's what I think we are talking about.” “One hundred percent ready is not a thing that's available to any of us when it comes to doing something new or that we haven't done before.” “That's what we need to be talking about, is being so true and so trusting in ourselves that we show up with all that we are, we own everything that we're not, and we choose to embrace all of it. And that would lead us to bring our full and best selves to the leadership table.”   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Nicole Kalil NicoleKalil.com Validation Is For Parking: How Women Can Beat the Confidence Con, by Nicole Kalil This is Woman's Work podcast Peleton The White Lotus The Confidence Code: The Science and Art of Self-Assurance—What Women Should Know, by Katty Kay and Claire Shipman The Confidence Gap: A Guide to Overcoming Fear and Self-Doubt, by Russ Harris  Jeffrey Pfeffer 7 Rules of Power” Surprising—but True—Advice on How to Get Things Done and Advance Your Career, by Jeffrey Pfeffer Essentialism: The Disciplined Pursuit of Less, by Greg McKeown Greg McKeown

Ed O'Malley is the Founder of the Kansas Leadership Center, President and CEO of the Kansas Health Foundation, and the author of four books, including his latest, “When Everyone Leads.” Ed discusses how leadership differs from authority, and that authority is required to lead. He explores the disruptive aspects and the risks of leadership. Ed explains the type of problems authority solves and the challenges that require unleashing the leadership of the whole team to move forward. Listen in for how to move forward when faced with daunting challenges. https://bit.ly/TLP-346   Key Takeaways [3:25] In Ed's book, When Everyone Leads, the key is getting people to separate leadership from authority. In some situations, the reliance on authority gets in the way of progress. We need people to know that even if you're not the captain of the team or boss, the toughest challenges require your leadership, also. The book is about how you unleash that in everybody. [4:45] Ed talks about over-reliance on authority. Authority is necessary, but it's not sufficient for making progress on our biggest problems. Challenges between people need to be resolved by the people involved. [6:14] On our toughest challenges, none of us know exactly the way forward. Trust that the collective is stronger than one person's idea. If we unleash the leadership of others, so they feel empowered to exercise that leadership, then we start making more progress. [6:49] If we assume that we have the answers and we know the best way forward, that conveys a lack of trust in the collective. The toughest challenges get solved by people working together. [8:46] The book is about the toughest challenges. A prerequisite for unleashing leadership in more people is to help people break apart the idea of leadership from the idea of authority. They are different things and people know this intuitively. Ed uses the example of Rosa Parks showing leadership by choosing her seat on the bus. [10:20] Ed wants people to be conscious of the differences between authority, leadership, people holding positions of authority, and people exercising leadership. Sometimes people in authority exercise leadership. Sometimes People not in authority exercise leadership. Sometimes nobody does. If people see it separately, it opens up a conversation about what the exercise of leadership looks like for them. [11:22] Jim cites Jim Detert, author of Choosing Courage, regarding the courage it takes to step up and face big problems. [12:08] Julia McBride, Ed's co-author on the book, would say it's all about clarity of purpose. Those who exercise effective leadership are clear in their deep purpose, and clear on the purpose for the meeting they're walking into and the role they play in that meeting. They're clear on the purpose of the project they're a part of. [12:46] A lot of people's purpose is to keep their boss happy. Our toughest challenges are usually about something a lot bigger than that. Leadership is motivating others to make progress on daunting challenges and it hardly ever happens. [14:24] Ed cites the work of authors Ron Heifetz and Marty Linsky who pioneered the concept of the Zone of Productivity, where there is enough conflict that people are uncomfortable enough to change the status quo, but there is not enough conflict to shut people down. If you don't have enough conflict, nothing is changing. If you have a lot of heat at work, consider if progress is being made in the work. [15:32] If the conflict or heat from the top is not leading to progress, then it's time to ask questions and intervene in the lack of progress. [16:52] An executive team needs a common language to talk about the dynamics of productivity. [17:30] Leadership is always about disrupting things. Ed quotes Marty Linsky, “Leadership is disappointing your own people at a rate they can absorb.” When you're intervening up, you can't anger the boss too much; you might be out! But If you're just keeping the boss 100% happy, you might not be doing anything that looks like leadership. [18:02] Jan recalls Jeffrey Pfeffer's 7 Rules of Power. It's evidence-based, controversial, and makes people very uncomfortable. Two of the rules are “Break the rules,” and “Show up in a powerful way.” These are hard to do. You've got to know how far you can push a boss before you're damaging yourself. [18:36] Ed goes back to being clear about purpose. If your purpose is to get along, be secure, and not rock the boat, you will not get close to exercising leadership. If your purpose is “I want the best value for my clients,” or “I'm a sales leader and I'm taking the organization from this level to that level higher,” then you'll be willing to disrupt the norms. Leadership is always disruptive and risky. [19:18] Ed says all of our research is showing if you get lots more people exercising leadership and intervening to create more progress it makes it more likely you'll get the progress. It's too tough for one or two people to do alone because it's too disruptive. [20:01] A chapter in the book explores the clash of values. Our toughest challenges are often about value clashes. You may have a value of gaining market share and a clashing value of playing it safe and not developing new products because you have a legacy product that has been winning for so long. Leadership is always about helping a system elevate one value over another. There is loss in that. [21:31] Anyone can ask powerful questions. Ed explains that a powerful question comes from deep curiosity and it's open-ended. A question that has an exact technical answer is not a powerful question, it's a fact-based question. Powerful questions help everyone learn. “What's our greatest aspiration for our organization?”, “What concerns us the most?”, “What makes progress so hard on those things?” [22:56] Big open-ended questions are powerful and are often game-changing. Powerful questions often make us uncomfortable. They should force us to slow down a little bit and reflect differently. [24:33] Ed interviewed a sage one time who told him, “Ed, that's a great question! And it's a great question because it doesn't have any answers!” If there's an easy answer, it might not be a good question. [25:01] If what you're working on isn't a daunting challenge; if it's run-of-the-mill stuff; if you've got a deadline and the work is technical, and you've got to meet it, you're going to drive everybody crazy if you're walking around asking big, open-ended questions all the time! It's when you're trying to focus people on the things that matter most that these powerful questions are so needed. [26:10] Less senior people may be granted some grace in asking open-ended questions to reveal less knowledge of the organization's purpose. More senior people may ask powerful questions that tend to shape expectations: “How will we respond to some inevitable failure in our attempts to do X?” This introduces the concept of being adaptive. [28:49] The book discusses technical problems vs. daunting adaptive challenges. If you have the authority, say, “We're solving this technical problem this way.” But it is a mistake to treat a daunting adaptive challenge as if it were technical. Those types of challenges where the problem is poorly defined and the answer is unknown cannot be solved by your authority alone. You won't get progress. [30:34] Jan tells about Bill Dean. They would be at a problem situation and Bill would say, “OK.” It meant he acknowledged, he understood, and they would step back and pause before trying to find out what the issue was. He said OK, and everybody knew it was going to be OK. Jan learned to step back when people are hitting the Panic button. Ed says, on the toughest challenges, help people to go slow. [33:32] Have the awareness to discern when you're facing something adaptive where you don't know the way forward. In that situation, progress is about creating a system that can be iterative, that can be experimental, that can take smart risks, learn from them, and take bigger risks. If the situation doesn't call for that and we bring it, we're just going to create more problems. [34:10] There are a lot of big ideas in the book. One is knowing the difference between the technical problems and the adaptive challenges. They require you to lead differently. Another idea is that your authority is a resource but it is not enough to solve adaptive challenges, so you unleash leadership for others in an iterative, learning environment where risk-taking is expected. [36:25] There are expectations on those in authority. Ed repeats that leadership is disappointing your people at a rate they can absorb. People have expectations of those in authority and history is full of examples of what happens to people in authority if they disrupt those expectations too much. Live within the expectations, but push against them, as well. [37:04] Ed explores how those in authority successfully used leadership during the pandemic to be firm and specific about the process they would use to solve the issue without going into what the outcome of the issue would be. They used authority to help people feel safe and that there is some order to things. They talked about the timeline for bringing the best people together to solve the problem. [38:16] Jim compares how Jessica Chen from the previous podcast episode described the same situation of describing the process you are going through to arrive at an answer when dealing with ambiguity. Jim recommends listening to that episode, as this is a big and important concept. Ed agrees, it is important, but it is hard to practice. Go back to knowing whether it is an adaptive challenge or a technical problem. [39:31] If it's a technical problem and you are in authority, use your authority to solve the problem. For listeners who aren't in authority, Ed reminds you to break apart authority and leadership. If you connect them, it lets everybody off the hook, and it's the CEO's job. That puts too much pressure on those in authority. They can't deliver. The truth is, in the big tough challenges, we've all got a part in the mess. [40:25] Jack Welch said, “You can't scale complexity.” Ed's book leads toward simplifying our approach. Jan recommends listeners read Ed's book. It's easy to read and laid out in a way that's very pragmatic. [42:06] Ed's challenge to listeners: “I think we've got to get the bat off our shoulder and take some swings. … Learn how do you take those swings with confidence and skill so you can get a few more hits than you would otherwise.” [44:12] Closing quote: Remember, “Unity is strength…  When there is teamwork and collaboration, wonderful things can be achieved.” — Mattie Stepanek   Quotable Quotes “We need people to know that even if you're not the captain of the team, the boss, the CEO of the company, or the mayor of the town, the toughest challenges require your leadership, also.” “I think we have an over-reliance on authority. Authority is useful; it's necessary, but it's insufficient for making progress on our biggest challenges.” “A prerequisite for unleashing leadership in more people is to help people break apart the idea of leadership from the idea of authority. We've got to get people to see them as two different things. They are totally separate. And I think that intuitively, people know this.” “Authority is a role; it's a position, and leadership is an activity. And sometimes those in authority exercise it. But most of the time they don't. And sometimes people not in authority exercise leadership. But a lot of times, they don't.” “The book is counter-cultural, in that regard. We're trying to create a new norm for what leadership even is.” “Leadership is always about disrupting things.” “Leadership is so rare because it's risky; … it's disruptive, which is why all of our research is showing if you get lots more people exercising leadership; intervening to create more progress, it's … more likely you'll get the progress. It's too tough for one or two people.” “Big open-ended questions are powerful and they're often game-changing.” “If what you're working on isn't a daunting challenge; if it's run-of-the-mill stuff; if you've got a deadline and the work is technical, and you've got to meet it, you're going to drive everybody crazy if you're walking around asking big, open-ended questions all the time.” “It's when you're trying to focus people on the things that matter most that these curiosity-based, open-ended, powerful questions are so needed.”   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Ed O'Malley Kansas Leadership Center Kansas Health Foundation The Colorado Health Foundation When Everyone Leads: How The Toughest Challenges Get Seen And Solved, by Ed O'Malley and Julia Fabris McBride Todd Satterson U.S. Navy SEALS Jim Detert Choosing Courage: The Everyday Guide to Being Brave at Work, by Jim Detert Ron Heifetz Marty Linsky 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, by Jeffrey Pfeffer Jeffrey Pfeffer Jessica Chen Jack Welch

What comes to mind when you hear the word power? Whether or not you're ambivalent about the idea of power, there's no denying its role in the workplace. From bureaucracy and hierarchy to performance reviews and incentive plans, power dynamics are on full display in the workplace. So how can we show up powerfully at work and wield influence within our organizations? Dr. Jeffrey Pfeffer is a professor of organizational behavior at the Stanford University Graduate School of Business. He's the author of many books including The Human Equation, Dying For Paycheck, and most recently The 7 Rules of Power: Surprising–but True–Advice on How to Get Things Done and Advance Your Career.  In this episode, Dart and Jeffrey discuss the thesis of Jeffrey's recent book The 7 Rules of Power. They discuss the relationship between power and formal titles, how leaders rise to the top, how to gain power and influence, how companies can generate higher profits by putting people first, and much more. Topics Include:- Why people are ambivalent about power - Defining power, influence, and control- The purpose of power  - Dying for a paycheck - The knowing-doing gap - Gaining influence with powerful people- The modern plight of HR departments - And other topics… Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, where he has taught since 1979. Before Stanford, Jeffrey taught at the University of California, Berkeley, and the University of Illinois. Jeffrey has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE in Barcelona. He has given talks in 39 countries and received an honorary doctorate from Tilburg University in The Netherlands. He currently writes a twice-monthly column for Fortune.com, and in the past has written for Business 2.0, the CEIBS Business Review (China), Capital Magazine (Turkey), and for numerous other blogs in the U.S. He is also the author of several books including the Human Equation, The Knowing-Doing Gap, Dying for a Paycheck, Hard Facts, Managing with Power, and the 7 Rules of Power. Jeffrey currently serves on the board of Berlin Packaging and a nonprofit, Quantum Leap HealthcareResources Mentioned:7 Rules of Power by Jeffrey Pfeffer: https://www.amazon.com/Rules-Power-Surprising-but-True-Advice-Advance-ebook/dp/B09FPGBG22 The Human Equation by Jeffrey Pfeffer: https://www.amazon.com/Human-Equation-Building-Profits-Putting/dp/0875848419The No Asshole Rule by Robert Sutton: https://www.amazon.com/The-No-Asshole-Rule-audiobook/dp/B000NOKBYSInfluence by Robert B. Cialdini: https://www.amazon.com/Influence-Psychology-Persuasion-Robert-Cialdini/dp/006124189X  

Dr. Zoe Chance is a professor at the Yale School of Management, and is the author of Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen. Her framework for behavior change is the foundation for Google's global food policy. In this conversation, Zoe describes forms of influence and discusses how good relationships lead to good work. She challenges the people to use influence for the greater good, not just for individual purposes.   https://bit.ly/TLP-322   Key Takeaways [2:11] Zoe, a sci-fi fan, named her daughter Ripley after Ellen Ripley from Aliens. [5:16] Almost all of us, even the most successful, have negative feelings about influence strategies or tactics, but almost all of us would also like to be more influential. Influence has a bad rap. We think of it as distasteful. With new science, Zoe is bringing back the idea of influence as a leadership trait. [7:06] People have different definitions of influence and manipulation. Zoe considers influence to be anything that shifts someone's thinking or behavior, including manipulation, persuasion, behavioral economics, coercion, military might, and incentives. Manipulation is someone trying to influence a person in an underhanded way with a motive that does not align with the well-being of the person. [8:13] Behavioral economics nudges are mostly imperceptible, but would not be upsetting to people being influenced for their best interest, such as attempts to get people to save more for retirement. [9:48] Over the past year, up to the rise of bad inflation, employees have had a lot of power, and companies were desperate to hire. There's been a crisis in the service industry. Now the power is shifting to employers. They want people to be there but, for the most part, they don't have good reasons for wanting people to be there. Humu's Laszlo Bock asks, “Why, to look over their shoulder?” [11:51] Jan, Zoe, and Jim discuss whether most companies need to have their employees in the office, and how the return to the office is being handled. [13:51] Jim finds that in-person meetings are much more effective than online meetings that are filled with side-text meetings within the meeting. Jim also observes the need to train new college graduates in the culture of the organization. A culture needs to be maintained and groomed like a garden and that happens better in person. [15:31] Zoe would like to see leaders be better able to create the culture that they want. Bringing people back to the office to experience a negative culture is a horrible plan. [17:19] Jim contrasts the freedom of travel and the restrictions of the cube farm he experienced early in his career. He didn't like working in a cube and it affected his career. Now, since the pandemic, everyone has enjoyed freedom, and once freedom has been enjoyed it's hard for it to be taken away. Zoe says taking freedoms and privileges away will cause a rebellion; she shares an example from a bank. [20:26] Zoe shares a story featuring the Magic Question “What would it take for that to never happen again?”, and how to use it. It acknowledges that the people you are trying to influence know much more about their life than you do. It's not perceived as pressure to follow your advice and it can lead to a commitment to the positive outcome you want. [26:05] Zoe gives a shoutout to the veterans who come through the Yale School of Management. The professors love to have veterans in their classes because they are good listeners, and pay attention to the professors, their colleagues, and their classmates. They amplify other people's ideas and ask follow-up questions; they only speak when they feel they have something important to share. [28:16] Zoe tells about her TEDx talk, “How to Make a Behavior Addictive.” She tells how a pedometer injured her body, her marriage, and her relationships. She is vulnerable to technology. Social media is addictive because it's designed carefully to keep your attention. There is evidence that social media does much more harm than good. Zoe has studied the psychology that makes people want to come back. [31:28] Zoe explains the manipulative and negative power of variable intermittent rewards. If someone is using variable intermittent rewards to manipulate you, it's an unhealthy relationship. Social media does that to us constantly. [35:38] Zoe shares advice for leaders on having difficult conversations involving challenging feedback. Have these conversations as soon as you realize that there's something amiss, ideally, that day. If you are giving criticism, the longer you wait, the more betrayed the person feels because you've been harboring resentment against them. Having the practice of bringing it up as soon as you can is life-changing. [39:35] How can you have more power within your organization? Internalize the idea that good work comes from good relationships. Reach out to get to know challenging people in other departments and ask questions. “How is this going for you? It's kind of been a struggle for me and I'd like to understand your perspective.” It's hard for people not to like you when you reach out and connect with them. [41:42] Research shows men's social and professional networks overlap a lot while women's social and professional networks do not. If you are a woman, Zoe advises you to reach out to women and men at work, especially if you're not already friends with lots of people at work. You will find a friendly rapport and reciprocity that leads to things happening more easily. Men usually have better networks. [43:41] As Zoe was writing Influence Is Your Superpower, she asked a group of people about negotiations. Only 40% of men and 17% of women said they like or love negotiating. When she asked another group to describe their most recent negotiation, their adjectives were overwhelmingly positive. About 80% of them had had a good result and felt empowered! [47:54] Zoe discusses power in an organization. Influence works the same in leadership and relationships. The idea that a leader should never apologize because apologizing gives up power is wrong to Zoe. You build a lot of social capital by apologizing at the right time, in the right way, and by taking responsibility. That's powerful! [49:44] Zoe provides an anecdote that listeners can copy about a leader raising his status by sharing the spotlight. Jess Cain VP of Customer Service at Eversource has a 96% employee engagement rating by sharing a short weekly voicemail including a spotlight on two different team members. She has 1,500 members on her team. Jan notes also that people support what they help create. [53:27] Zoe's challenge to listeners: Challenge the frame of consumerism. Thinking of ourselves as consumers has caused the climate crisis. Think about using your influence in the grand scheme and not just for your benefit. Be a role model. Zoe is donating half the profits from her book to 350.org. [56:00] Closing quote: “Think twice before you speak because your words and influence will plant the seed of either success or failure in the mind of another.” — Napoleon Hill.   Quotable Quotes “Almost all of us, … have mixed feelings about influence. … If I ask people …  what are three adjectives that come to mind when you think of influence tactics, [it's] yucky, greedy, manipulative. … When I ask … ‘Would you like to be more influential?”, all of them say, yes.” “Employees have been more productive at home than they have been at work, … but it hasn't changed the fact that employers want employees to come back.” “Employers that offer more flexibility are going to do much better in the long run, because they'll be able to recruit the best talent.” “As most academics do, we collaborate with people that we never see and that's partly because we're introverted and so we're kind of happy to be in our little cave. But there's no problem with collaborating with people that you don't see.” “If you want to onboard new people and help them make friends; to have informal conversations and collaborations, OK, that's great. We just don't need to all be at the office every single day, or even every single week, right?” “Plenty of surveys have shown that leaders are actually out of touch about the real culture of their company. … the actual reality is kind of a crappy culture. It's horrible to bring people back to the office to experience the crappy culture.” “Bringing people back to the office or allowing people to work remotely has a differential impact on women and people of color and various groups. So there's more equality when we have more flexibility. That's another reason I'm generally in favor of giving people flexibility.” “Every freedom, every privilege, should be so carefully and thoughtfully doled out with the expectation that what you're giving an employee is going to be in perpetuity, or there's going to be a rebellion.” “When she's asking this {Magic Question], she's respectfully acknowledging ‘Listen, you know all kinds of things that I don't know,” which is always the case with the people we're trying to influence. They know all kinds of things about their life that we don't.” “The most addictive piece [of social media] … is called ‘variable intermittent rewards.'” “We also often don't really realize what our expectations are until they get violated.” “Just internalize the idea that good work comes from good relationships.” “There is a ‘liking' gap of 12%, where people like you 12% more than you think that they do. And this very much includes people who you have some bit of conflict or strife with.” “The majority … have this idea of negotiations that … comes from the movies. … We don't directly observe many negotiations and we're just not realizing that in our lives, most of the time when we're negotiating, it goes pretty well. … Negotiation is not as bad as we think."   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Dr. Zoe Chance Dr. Zoe Chance on LinkedIn Yale School of Management Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen, by Zoe Chance Google “How Google Optimized Healthy Office Snacks,” by Zoe Chance,  Ravi Dhar,  Michelle Hatzis,  and Michiel Bakker Aliens Resident Alien Robert Cialdini Daniel Kahneman Laszlo Bock from Humu Gloria Steinem “How to Make a Behavior Addictive,” Zoe Chance, TEDxMillRiver Jeffrey Pfeffer 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, by Jeffrey Pfeffer Eversource Energy Jessica Cain 350.org Corporate Competitor Podcast, with Don Yaeger  

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Jocelyn Brady discusses the importance of brain play. She creates engaging, educational “tiny tip” videos which teach ways for people to live healthier and happier lives while simultaneously teaching cognitive subjects. Research Question: Jocelyn wants researchers to figure out how we get kids to understand better fundamental concepts about their own brains–especially neuroplasticity, which can be viewed as a general umbrella term that refers to the brain's ability to modify, change, and adapt both structure and function throughout life and in response to experience. Resources: Let's Play with Your Brain Tiny Tips YouTube Channel WHAT ONLINE-OFFLINE (O-O) CONVERGENCE MEANS FOR THE FUTURE OF CONFLICT By Sean A. Guillory & John T. Carrola [VR Human Documentary] Mother meets her deceased daughter through VR technology Reading on a smartphone affects sigh generation, brain activity, and comprehension Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the Soul by Stuart Brown, Christopher Vaugha 7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your Career by Jeffrey Pfeffer Link to full show notes and resources https://information-professionals.org/episode/cognitive-crucible-episode-108 Guest Bio:  Jocelyn Brady is a writer, edutainer and professional brain coach & behavior designer who thrives at the intersection of comedy, storytelling and unraveling the mysteries of the human brain. When she's not being the Bill Nye of the brain (as the creator and host of Tiny Tips, the Internet's favorite way to Brain), Jocelyn applies her certified NeuroLeadership and Tiny Habits coaching chops to help creative visionaries play to their brains' greatest potential. In her past life—as an award-winning copywriter, Creative Director and agency CEO—Jocelyn led narrative strategy and international storytelling training for some of the world's biggest brands. She also produced and co-hosted Party Time, a standup comedy and storytelling show featuring talent who went on to write or perform for Conan, Colbert and Comedy Central. All while managing to keep her two cats and houseplants alive. Jocelyn's first book, tentatively titled Your Brain is a Magical Asshat, is slated for publication next year… Probably. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Today we kick off our new series, "The Blueprint." Jason gives practical advice on how to brand yourself (1:33). Then, Jason sits down with Stanford professor and author Jeffrey Pfeffer to talk about his new book, "7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your Career" (14:36). (0:00) Jason tees up today's show! (1:33) The Blueprint E1: branding yourself (13:39) Visa. Learn more about Visa's online Small Business Hub at Visa.com/smallbusinesshub. (14:36) Jeffrey Pfeffer speaks about his book “7 rules of Power” (28:26) LinkedIn Marketing - Get a $100 LinkedIn ad credit at https://linkedin.com/thisweekinstartups (29:56) Break the rules: Why are people so uncomfortable breaking the rules? (37:41) OpenPhone - Get an extra 20% off any plan for your first 6 months at https://openphone.com/twist (38:58) Show up in a powerful fashion: body language (41:45) Building a brand (50:12) Use your power (53:53) Trump using his power (56:46) Once you have power, what you did will be forgiven forgotten or both (1:01:42) Q&A: how do introverts exert power? (1:02:46) Best networking tips

Why are so many organizations run by ineffective or toxic leaders? Because it isn't the best leaders that succeed. Its the ones that best understand how to gain power and use power. According to Jeff Pfeffer, the leadership industry has led many prospective leaders astray, providing them with a normative framework that fails to provide an accurate account of how organizations work. Jeff Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business at Stanford University where he has taught since 1979. He is also the author or co-author of 15 books, the most recent of which is “The 7 Rules of Power'In this episode, we'll hear Greg & Jeff discuss values based leadership, Jeff's course “Paths to Power,” the nature of reciprocity in the workplace and self help books.Episode Quotes:Values based leadershipAt Stanford we talk about values based leadership and on the surface you would say, who could be opposed to values-based leadership? That you ought to lead with values, you want to lead with integrity, authenticity all of these things. But I think we have failed to ask the question: if you're going to have values-based leadership, the next thing you need to ask is how are you going to get the power and influence to actually implement those values? The complexities of work friendsIf you and I are friends and we work in different organizations and probably even in different industries, there is a pure friendship relationship. But as soon as we work for the same place, because organizations are hierarchical, we are both competing. So it's a very mixed motive situation.The calculated mindset of workplace thinkingIt makes complete sense that in interpersonal relationships, the norm of reciprocity is quite strong. But when you get into an organization, you adopt what we call a more “calculative mindset.” In which we're thinking not just, you know did Gregory do something for me, so I need to repay it? But is Gregory going to be part of my life in the future?What is Gregory going to be able to do for me in the future? And if he is not going to be in a position of power, or maybe he's not even going to be in the organization in the future, then as I calculate whether or not I need to repay and what I need to do for him, its much more calculative and less this automatic, normative basis.Show Links: Recommended Resources:Herminia Ibarra on TEDxLondonBusinessSchool talking about: What does it really mean for leaders to be authentic?The Authenticity Paradox by Herminia IbarraUnless You're Oprah, ‘Be Yourself' Is Terrible Advice by Adam GrantHow David Beat's Goliath by Malcolm GladwellGuest Profile:Faculty Profile at Stanford Graduate School of BusinessSpeaker's Profile at Stern Speakers & AdvisorsJeff Pfeffer's WebsiteJeff Pfeffer on LinkedInJeff Pfeffer on TwitterHis Work:Jeff Pfeffer on Google Scholar7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your CareerDying for a Paycheck: How Modern Management Harms Employee Health and Company Performance―and What We Can Do About ItLeadership BS: Fixing Workplaces and Careers One Truth at a TimePeople are the Name of the Game: How to be More Successful in Your Career--and LifePower: Why Some People Have It and Others Don'tWhat Were They Thinking?: Unconventional Wisdom About ManagementHard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management

我們到底會為了哪些事而後悔？ 有沒有一些方法能讓人減少後悔？ 這一集【心情Studio】就要帶你透過心理學者研究、以及安寧看護照顧臨終病患的實際觀察，來探討我們人生中有沒有可能減少後悔、又該如何從過往後悔中學習。 ▬ ▬ ▬ ▬ ▬ ▬

Cornell Professor and author of “30 Lessons for Living: Tried and True Advice from The Wisest Americans“ Dr. Karl Pillemer talks about how the oldest Americans can teach Millennials and Generation Z’s how to get through the Coronavirus crisis. Read Dr. Pillemer's latest article on on elder wisdom and the coronavirus crisis. https://www.human.cornell.edu/about/stories/living-well-through-crisis

Fighting isolation through schedules, journaling and connection kicks off this episode. We also talk about the roles of cultivating gratitude and curiosity in times of adversity, and we celebrate walking on the US’s National Walking Day even as we distance ourselves socially during the coronavirus pandemic.   LET’S TALK THE WALK! Wellness While Walking Facebook page Wellness While Walking on Instagram Wellness While Walking on Twitter Wellness While Walking website for show notes and other information Email: wellnesswhilewalking@gmail.com   RESOURCES AND SOURCES (some links may be affiliate links)   Cultivating Gratitude “Why Gratitude is Good,” greatergood.berkeley.edu Walking Organizations Walk With a Doc organization Corona Cluster Distance Walkers Facebook Page – public walking group (temporary, during Coronavirus Crisis) Isolation during Coronavirus Pandemic “I Spent a Year in Space, and I Have Tips on Isolation to Share,” Scott Kelly, nyt.com Kelly’s Recommended Coronavirus Sources: World Health Organization and Coronavirus Resource Center The Artist’s Way, Julia Cameron “Julia Cameron Wants You to Do Your Morning Pages,” nyt.com “How to Help – Or Get Help – in the Coronavirus Pandemic,” time.com Curiosity: A Character Strength Curious? Discover the Missing Ingredient to a Fulfilling Life, Todd Kashdan. 30 Lessons For Living: Tried and True Advice from the Wisest Americans, Karl Pillemer. Your Empty Nest Coach podcast, Episode 83     DISCLAIMER Neither I nor my podcast guests are doctors or healthcare professionals of any kind, and nothing on this podcast or associated content should be considered medical advice. The information provided by Wellness While Walking Podcast and associated material, by Whole Life Workshop and by Bermuda Road Wellness LLC is for informational and entertainment purposes only. It is not intended to be a substitute for professional medical advice, diagnosis or treatment. Always seek the advice of your physician or other qualified health care provider with any questions you may have regarding a medical condition or treatment, and before undertaking a new health care regimen, including walking.      

Are you finding it challenging to get through the day without someone wanting to punch you? Do you feel tongue-tied when someone says something snarky? Claire and Wendy feel your pain and want to help you transfer that pain onto others. In this special “live action” episode, the dynamic duo teach you some world class martial arts techniques that are so easy even a baby could do them. And then they share some mind-bending verbal kung fu that will render anyone slinging shit your way, thunderstruck and alone.

This episode is advice-giving at its best. It’s all about parenting and how to do it. And the fact that neither Claire nor Wendy have kids means that you’re getting pure, unadulterated (emphasis on the “unadult”), not at all obnoxious, grade-A advice.

If death has been a concern, this episode is for you. In this episode of Inside the Box, Claire and Wendy get serious about strategies to stay alive, addressing everyday concerns like what to do when confronted by a wild animal or a threatening leprechaun; what items you should have in your post-apocalyptic bunker; and how to skip death altogether and become immortal. It doesn't get any better than this. True advice. Right here. Right now.

Two things in life are certain: Death and Assholes. Claire and Wendy will be addressing death (specifically, how to avoid it) in their next episode, but in this episode – it’s all about assholes. They identify common types of assholes, as well as effective and some might say immature (the people who would say that are assholes) ways to handle them.

In this episode Claire and Wendy play the How to Fuck up Your Life game! You know, to make it fun. Play along and discover the creative ways in which they’ve fucked up their lives so that you can find creative ways to fuck yours up too. Because: Personal growth.

Claire and Wendy know how important it is to make a powerful impression in the business world. In this episode they share insights that they learned and/or made up to help you "up your professionalism game."

Welcome...and You're Welcome

In this latest Radius Data Exchange podcast, we talk to Liz Craig, managing partner of the commercial division at Bidwells and Andy Martin, the UK chief executive of BNP Paribas Real Estate, about how when it comes to delivering something really important for the the sector, the industry works best when it works togther. Martin says the establishment of Radius Data Exchange was a necessary next step in the evolution of the consultancy world. “We all saw that we were collecting our own data so thought wouldn't it be easier if we actually spent time looking at how we could create trends information, rather than on collecting the data,” says Martin. “Clients want to know what the data means, not what the data is. So in some respects that was the obvious place for us to fix.  The industry knows how to come together on important projects and this is just another way in which we can work together for common good.” To read more on how the UK's agents are adapting to a data-sharing future visit www.egi.co.uk/news  To find out what Radius Data Exchange can do for you, visit www.egi.co.uk/radiusdx        

This week, Rabbi Segal speaks with Moishe Bane, President of the Orthodox Union and partner at Ropes & Gray LLP. In the first part of their conversation, President Bane offers an inside look at the OU, and discusses his educational philosophy (for children and adults alike) with Rabbi Segal. President Bane also explores his background as an activist within the Orthodox community, and shares his most powerful moment of the Jewish year. The book President Bane mentions is "30 Lessons for Living: Tried and True Advice from the Wisest Americans," by Karl Pillemer.

Karl Pillemer wrote an amazing book called, 30 LESSONS FOR LIVING ~ Tried and True Advice from the Wisest Americans After Terry watched a :60 Minutes story about aging, he knew he had to reach out to Karl again! On this show Karl explains what he's learned about Faith and Spirituality as well as Worry and Stress .... plus how older people have learned to "kick out all the jerks."   This is a must listen!

Karl Pillemer, author of the book, "30 Lessons for Living: Tried and True Advice from the Wisest Americans" reflects on what he's learned from discussions with older Americans.

When it comes to the stuff of life, there is no shortage of people and resources who offer insights on how to be successful, get a job, have meaningful relationships, and more. The experts range from celebrities to academics to anyone with a blog. Our guest in this episode is Karl Pillemer, author of 30 Lessons for Living: Tried and True Advice from the Wisest Americans. There are all kinds of reasons why Justin Bieber or other celebrities aren't the best sources for life lessons! But what if we talked to people who have lived much of their life and had a bit of a retrospective or lessons learned with them? That's the idea behind Karl's book, which we discuss in this episode. Thank you for joining me for this episode of The People and Projects Podcast! Have a great week! Total Duration 40:24 Download episode 90   30 Lessons Trailer For more about Karl and his book, check out this trailer: {youtube}PRaboPigDyc{/youtube} QUADRILLE LAURIER (6EME PARTIE) by Isidore Soucy is licensed under a Orphan Work License. TROUBA by Steve Gunn is licensed under a Attribution-NonCommercial-ShareAlike License.

Weekly JourneywithJesus.net postings, read by Daniel B. Clendenin. Essay: *A Day of Ashes and Rituals of Renewal* for Wednesday February 22 and Sunday, 26 February 2012; book review: *30 Lessons for Living; Tried and True Advice from the Wisest Americans* by Karl Pillemer (2011); film review: *Hell and Back Again* (2010); poem review: *Marked by Ashes* by Walter Brueggemann.