Podcasts about uk institute

Glen Grant worked as a defence and reform expert in Ukraine working for the Ukrainian Institute for the Future. He is also a Senior Fellow in the UK Institute for Statecraft on Building Integrity Initiative countering Russian influence. Glen graduated from the Royal Military Academy Sandhurst, the Junior Staff Course Warminster and the Joint Staff Defence College at the Royal Naval College Greenwich. ----------LINKS:https://x.com/GlenGranthttps://balticsecurity.eu/https://www.linkedin.com/in/glengrant/https://jamestown.org/analyst/glen-grant/ARTICLES & INTERVIEWS:https://www.kyivpost.com/podcasts/31754https://defence-blog.com/ukraines-defense-gaps-threaten-war-effort-says-expert/https://glenhoward.substack.com/p/episode-16-ukraine-at-war-military https://euromaidanpress.com/2023/03/20/2023-is-a-time-and-chance-for-military-change-in-ukraine-glen-grant/https://kyivindependent.com/author/glen-grant-15959/----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtain----------TRUSTED CHARITIES ON THE GROUND:Save Ukrainehttps://www.saveukraineua.org/Superhumans - Hospital for war traumashttps://superhumans.com/en/UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukrainehttps://unbroken.org.ua/Come Back Alivehttps://savelife.in.ua/en/Chefs For Ukraine - World Central Kitchenhttps://wck.org/relief/activation-chefs-for-ukraineUNITED24 - An initiative of President Zelenskyyhttps://u24.gov.ua/Serhiy Prytula Charity Foundationhttps://prytulafoundation.orgNGO “Herojam Slava”https://heroiamslava.org/kharpp - Reconstruction project supporting communities in Kharkiv and Przemyślhttps://kharpp.com/NOR DOG Animal Rescuehttps://www.nor-dog.org/home/----------PLATFORMS:Twitter: https://twitter.com/CurtainSiliconInstagram: https://www.instagram.com/siliconcurtain/Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqmLinkedin: https://www.linkedin.com/in/finkjonathan/Patreon: https://www.patreon.com/siliconcurtain----------Welcome to the Silicon Curtain podcast. Please like and subscribe if you like the content we produce. It will really help to increase the popularity of our content in YouTube's algorithm. Our material is now being made available on popular podcasting platforms as well, such as Spotify and Apple Podcasts.

0:13 -Reflections on Sport and CoachingDan Howells discussed his childhood memories of playing rugby and the connections he made at boarding school. He expressed admiration for athletes in general, rather than specific individuals, and highlighted two significant moments in rugby that left a lasting impression on him. These experiences shaped his understanding of the sport and its demands.12:08- Dan Howells' Professional Journey in Sports Science and CoachingDan Howells provided an overview of his career, beginning with his foundation in strength and conditioning and his internship with the US ski team. He discussed his roles with the UK Institute of Sport and professional rugby, including a successful Olympic experience. His time in Major League Baseball introduced him to advanced analytics in coaching, which he found valuable in enhancing athlete performance.16:42 - Coaching Philosophy and Athlete DevelopmentMichael Wright and Dan Howells explore the distinction between proactive and reactive coaching practices. Dan highlights the significance of understanding the specific needs of athletes and aligning training methods with organizational goals, rather than simply reacting to external pressures. He stresses the importance of clear communication and setting realistic expectations for both coaches and athletes.The role of technology in sports training and coaching.Dan Howells' coaching philosophy emphasizing proactivity and understanding the environment29:37 - Exploring Reality in Sports Performance PracticesMichael Wright and Dan Howells engage in a conversation about the disconnect between perceived and actual practices in sports performance. Dan stresses the importance of witnessing real-world environments to gain insights into effective methodologies. He critiques the reliance on social media and traditional expectations, advocating for adaptability and critical thinking among practitioners.39:21- Insights on High-Performance EnvironmentsMichael Wright and Dan Howells explore strategies for effectively assessing high-performance environments. Dan advises emerging practitioners to avoid making assumptions and to approach observations with curiosity. He highlights the importance of identifying a specific learning goal for each visit to ensure purposeful engagement. Hosted on Acast. See acast.com/privacy for more information.

Glen Grant worked as a defence and reform expert in Ukraine working for the Ukrainian Institute for the Future. He is also a Senior Fellow in the UK Institute for Statecraft on Building Integrity Initiative countering Russian influence. Glen graduated from the Royal Military Academy Sandhurst, the Junior Staff Course Warminster and the Joint Staff Defence College at the Royal Naval College Greenwich. ---------- LINKS: https://x.com/GlenGrant https://balticsecurity.eu/ https://www.linkedin.com/in/glengrant/ https://jamestown.org/analyst/glen-grant/ ARTICLES & INTERVIEWS: https://www.kyivpost.com/podcasts/31754 https://euromaidanpress.com/2023/03/20/2023-is-a-time-and-chance-for-military-change-in-ukraine-glen-grant/ https://kyivindependent.com/author/glen-grant-15959/ ---------- SUPPORT THE CHANNEL: https://www.buymeacoffee.com/siliconcurtain https://www.patreon.com/siliconcurtain ---------- TRUSTED CHARITIES ON THE GROUND: Save Ukraine https://www.saveukraineua.org/ Superhumans - Hospital for war traumas https://superhumans.com/en/ UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukraine https://unbroken.org.ua/ Come Back Alive https://savelife.in.ua/en/ Chefs For Ukraine - World Central Kitchen https://wck.org/relief/activation-chefs-for-ukraine UNITED24 - An initiative of President Zelenskyy https://u24.gov.ua/ Serhiy Prytula Charity Foundation https://prytulafoundation.org NGO “Herojam Slava” https://heroiamslava.org/ kharpp - Reconstruction project supporting communities in Kharkiv and Przemyśl https://kharpp.com/ NOR DOG Animal Rescue https://www.nor-dog.org/home/ ---------- PLATFORMS: Twitter: https://twitter.com/CurtainSilicon Instagram: https://www.instagram.com/siliconcurtain/ Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqm Linkedin: https://www.linkedin.com/in/finkjonathan/ Patreon: https://www.patreon.com/siliconcurtain ---------- Welcome to the Silicon Curtain podcast. Please like and subscribe if you like the content we produce. It will really help to increase the popularity of our content in YouTube's algorithm. Our material is now being made available on popular podcasting platforms as well, such as Spotify and Apple Podcasts.

Introduction:  James Scouller spent 15 years researching and writing his trilogy of books, how to build winning teams again and again…   He led three international Companies as CEO for eleven years before he founded his executive coaching practice, The Scouller Partnership in 2004. Today he coaches Leaders and their teams. James is the author of the bestselling book, The Three levels of Leadership: how to develop your leadership presence, knowhow and skill. He is the holder of two postgraduate coaching qualifications, and he has trained in applied psychology at the UK Institute of Psychosynthesis. In addition, James holds a 4th Dan Black belt in Aikido. He lives in London with his wife Tricia. Podcast episode Summary:  This episode explores what you need to know, what you need to do and how you do it to become a winning team. James shares his passion for teams and his quest to reveal what it takes to build real teams. It takes effort. Questions asked & points made throughout the Episode:   o    How would you like to fill in the gaps, in terms of my introduction? James is an ex-CEO and that is an important part of his identity. James firmly believes that if individuals and team want to grow they need to address their unnoticed psychological obstacles. Peoples biggest obstacles are not to do with technical stuff, but it is more to do with psychological blocks. James believes that most people, if they can recognise these psychological blocks and work on them they can not only see greater improvement in work results but also greater levels of personal satisfaction. James has been working for nearly 48 years. 20 years ago he decided to set up on each own as a Coach, to train as a coach and along the way he wrote the book The three levels of leadership which he calls a self-help psychological manual and for the last 10 years his focus has been on writing the trilogy on teams. -that's James story in a can.   o    What does your first book unearth in terms of the psychological principles you speak?  The first book has a role in the trilogy to describe what you really need to know about teams. What you need to know about teams is firstly the distinction between what a team is and is not, the definition of a team and the many alternative work group units. You also need to know about the psychological forces that are going on beneath the surface and if you do not know about them you are going to end up a victim of them and you will not act and succeed as a genuine team. The third big thing that you need to know is the commit, combust, combine model which James explains is a psychological model but it is also a practical model and a team can use it to determine which issue they are facing.   o    How do you help teams you work with through the collective forces and individual forces material you describe in your book? James is clear that he doesn't, certainly not in the way he described in the book. He does not take teams into the dual forces model, it is a little academic and doesn't give a team an immediate “so what”. James remains as a coach with his clients and not an educator, although now the books are out he may find himself having to spend more time in an educative role. What James really wants teams to know is that there is stuff going on beneath the surface. He will use a scaling question from 0-10 where he asks a team how well they can skilfully assert themselves in a conversation 1:1 and with the same question in a group. Typically the response is much lower in the group setting and this helps sensitise a group to the knowing that something more is going on in a group setting. This question and revealing is about as much as James will ever do with a team when it comes to the dual forces model. James will more readily use the other psychological model, Commit, Combust, Combine as well as the material from his second book with teams. James wants to make his sessions with teams as experiential & as developmental as possible. James will always explain The Team Progression Curve, which features in book one, which differentiates the different work groups such as task group, potential teams, pseudo teams, real teams and high performing teams. James find that most teams and in particular senior teams like this mapping. Teams get it, it intuitively makes sense and they see things that they didn't know that there is a choice of unit and there is a trap called the Pseudo Team. On the same flip chart James will draw arrows on the ascent between the potential team to the real team that shows Commit, Combust and Combine. James is intent on allowing the teams he works with experience what each of these psychological elements feels like and it is only when he is bowing out of a team coaching assignment he will refer back to the explanation of the Commit Combine and Combine model. Instead James gives teams the team fixer model, book three so the team can self-diagnose. In summary James does not give his teams intellectual food on the models discussed in book one.   o    How did you find the synthesis of these three models helped you and your practice? I am a synthesiser. The world of applied psychology frustrates James because he finds that there are so many people describing the same things using different language. The work has an application for James because he can assess which issue is foremost in terms of commit, combust and combine to help him figure out which of the seven principles and action keys, in his 7 principles model described in book two will be most useful for the team and which to zoom in on.    o    James what do listeners to this podcast need to know in terms of the interplay between the three models described in book one? The only thing that team members or team coaches need to take away from this conversation is that there is a model, a dual forces model that explains what is happening beneath the surface that is making it difficult for teams to form easily. James wrote book one to make the point that if a team does not take the material seriously enough it is unlikely to succeed in building teams. He wanted to create some pain to make the point. Book one is going to be of far more interest to psychologists and coaches than to teams other than to make this important point, you have to understand it takes effort to build winning teams. The Commit, Combust, Combine model is much better for teams to help them answer the question “what do I do with this information?” o    Can you give the listeners a thumbnail sketch of each of the three elements in Commit, Combust and Combine? James starts by saying that the world has been fascinated with the idea of Psychological Safety and he will put it in perspective with respect to the C-C-C model. Trust and Psychological Safety are not the first immediate issue with a team. Commit, Combust, Combine is an attempt by James to take the brilliant work of William Schutlz who first came up with a model called FIRO-Elements in 1950, to make this work applicable to teams. Commit is the first issue for Teams. Commit is all about engagement. It asks am I psychologically in this team or am I not? This is not about whether you are physically present on a team, very often you do not have a choice but you do have a choice about whether or not you commit to the team. The commit issue gets revealed with these questions; what is this team going to be like?, is this going to be a good team, what do we have to do here? How does the Leader react to me? How are other people reacting to me? Can I sense a role that adds value to what I think this team is about? Do I feel included and noticed based on  the behaviour of other people towards me and on my experience to date? If team members can say, yes I understand why this team is here, I like the purpose of the team, I can be part of this and I feel noticed & valued and the leader pays attention to me and I can see a role for myself here, then they will likely declare “I'm in” That the simple way of describing the Commit issue and what has to happen to navigate through it successfully. This phase can go on indefinitely and many work groups do not get past the commit issue.   o    Is ambivalence the shadow of commit? Yes because if a team is unclear about the aim of a group, or they do not care about the aim, or they cannot see a role for them in the team then they are unlikely to be able to commit and the result is ambivalence.   o    How long does it take to help a team see their order of Commit? The elements commit, combust and combine do not work like a ladder or linearly. There can be recycling of issues. Moving through or getting commitment can take minutes or months especially with work teams who can often be so fuzzy about their purpose.   o    If we continue with Combust and Combine what do they both mean? When Commit is resolved enough and enough people declare “I'm in” this is when the combust issue emerges. Combust is essentially about Power. Now the team is asking itself questions like; how do we get things done here? How do we make decisions here?, Is that clear and acceptable? Individually questions are asked like; what is my part in those decisions?, how happy am I with my influence over those decisions? Combust is all around influence, power and role. In commit we are trying to sense our role and in combust we are trying to settle into a role that meets our power needs. Not everyone has the same power needs. Combust is resolved when people are happy with their role, influence and how decisions are made.   o    How was the choice of the word combust made? Is it indicative of this phase that combustion will be likely? James lets us into a secret about the naming of his model. He shares that Bruce Tuckman admitted that the real success of his model was because it has a neat rhyming to it and similarly James wanted a memorable model. Psychological Safety comes in at the third issue of the C-C-C model. James restates that in his view, based on research by William Schultz, Psychological Safety it is not the first issue. Combine is a bit more intricate because there are two sides to it. The first side of combine is about trust  & intimacy and the second side is about focus. This is where we have questions like; Is it safe to say what I am really thinking? Who can I trust here? Do I trust? Is it safe to be the real me or if I express myself naturally and honestly will I find myself being rejected. Is it ok to be open, to say what is really on my mind. The other side of combine is about focus. The first two and half parts of the C-C-C model has been about the individual. This second half of the combine issue is about the team or “we” This is where a team member asks if they are prepared to put the groups agenda ahead of their own. The focus needs to be on “we” if the team is to navigate Combine successfully.   o    How do you segue into your 7 principles model? If you apply these 7 principles in a sequence that makes sense in the situation you are in, you will nail the three psychological issues of Commit, Combust and Combine to form a winning team. The 7 principles and the action keys underneath them are designed to try to help a team address the issues described in the commit, combust & combine model.   o    How does resistance feature and where? Because James works mostly with senior teams he finds that they are likely to resist when team coaching is introduced. If you can work quickly on helping a team work on something to do with commit you will find the scales of resistance drop. There are occasions if teams have gotten into the habit of lying to each other and are well down the path of becoming a pseudo team, James will work to help the team become more genuine with each other, otherwise James will start with a team's motivating purpose. It's a great piece of work to starting being honest with each other and feeling valued & noticed and feeling that their collective objective is something they care about.   o    What is the difference between a team's basic purpose & their motivating purpose? The motivating purpose comes from James first book where he describes Leadership as paying attention to four dimensions, and the first of the four dimensions is motivating purpose. A motivating purpose for an organisation is a vision and for a team a motivating purpose Is their number one goal. The distinction between basic purpose and a motivating purpose is an essential distinction. So many thought leaders and books blur the two. A basic purpose and a motivating purpose are connected and distinct. A basic purpose answers the question “why do we exist” and a team needs to get that clear because it signals what kinds of skills and people are required to fulfil the purpose. Most teams that James works with do know what their basic purpose is and it is not a problem for the team, however on two occasions he has met teams where the basic purpose was not clear and its affects were devastating. James has described the two cases in his second book. Sometimes it's enough that a basic purpose says something like “our job is to lead the company to enjoy continued success and growth” A motivating purpose brings urgency, it is much more localised and specific. It answers the question, what is the most important thing we have to get done together in the next 3-12 months. This purpose will reflect the basic purpose but it is much more here and now. A motivating purpose is a device for building a team. You are not going to have commitment if nobody knows exactly what they are committing to and typically the basic purpose is not enough. If you have a sensational basic purpose like “to get Tara Nolan to the moon by Christmas and bring her back safely” that is a serious purpose or for a project team it could be “to save the business from going under by finding €15 million in savings by the end of February” That is a basic purpose that can function as a motivating purpose. A basic purpose if often more philosophical.  A Motivating Purpose is very specific and urgent expressed in emotional language, with no more than three metrics and targets against these metrics and you check to see that team members care about its achievement and if they don't they will feel pretty awful they will feel that they have let themselves down. As a device developing a motivating purpose helps a team speed through the commit issue.   o    What is Leadership in your 7P model? It is the third principle that James calls shared flexed principled leadership. Essential for Leaders to grasp. The word leadership is a massive problem for executives. They have a very unhelpful mental model about Leadership. It is not a person, an office or a role, it is a process, it is in fact a four dimensional process, the process of paying attention to a motivating purpose, task progress and results, upholding group unity and paying attention to individual nuances. This definition according to James is very significant. People need to make a shift in the way they see leadership. The way Leaders see leadership is making it difficult to lead a team and the way team members see leadership makes it difficult for them to share leadership. Asked to define leadership most people say something reasonable like, “leading a team of people to realise its purpose” James will then ask and “how useful is that definition in guiding you about what you do and how you do it? To which he will invariably get the response “not helpful at all” When James digs further to probe the definition of leadership he gets answers like “leadership is done by people with remarkable capabilities who get sensational results” This definition affected James when he was a CEO and it has affected every CEO client he has met and sadly we are not aware of it consciously. This definition sets up leaders to feel an incredible inadequacy and it can set off defensive behaviours like becoming task obsessed, micro managing, or over criticising because leaders are simply terrified of failing. Leaders and the people they are trying to lead are conflating leadership with leader. Shared Leadership as a principle recognises that there is an official leader, who in difficult circumstances will make the ultimate decision if the team is stuck and everyone is there to move things along in terms of the four dimensions mentioned. Shared leadership means everyone is paying attention to the four dimensions  of leadership which for James means motivating purpose, task progress and results,  team unity and individual nuances. Interestingly The SAS, Rangers, Special forces in the USA have got the idea of shared leadership that is so obvious on a sports team. Hierarchy means nothing to these entities. In business we haven't yet grasped the idea of shared leadership.   o    James what keeps us attached to this idea of Leadership? The false idea of what leadership means and its conflation with the leader and the second thing is that people are unaware of the distinction between performance groups and real teams.   o    James in your third book you call out your team fixer approach to apply the material from book two, what surprised you? How difficult it was to answer the frequently asked questions. James wrote answers to 40 and about 5 or 6 were really tricky.   o    What is the current state of teams and what would you like to see happen? There are a couple of myths I would like to bust and a trap I would like everyone to know. Myth number one: Team building is not rocket science and we do not have to put great effort into it. Team building is tougher than rocket science, you do have to put effort into the process. Putting a rocket into space can be solved with mathematics. Teams are comprised of human beings, different human beings with free will. Members can change their minds at any time and you have these subterranean forces causing havoc. Building winning teams is demanding. Why do so many elite sports team leaders gets fired every season? This work is difficult and these leaders, sports leaders have been learning the art for years unlike business leaders. Myth number two: Team building is not easy to do consistently. If you put the effort in you will get better results and you will enjoy the experience The trap is the trap of a pseudo team. Jon Katzenbach and Douglas Smith came up with the  term sixty years ago. Most people do not know it or have forgotten it and James has resurrected it. James invites us to visualise the team progression curve and to see that between the potential team and the real team there is marshland or quicksand. This represents the pseudo team trap. A pseudo team trap is a common one. They are not rare and probably more common the more senior you go. The pseudo team chases the idea of being a genuine team, not because they have a collective something that they have to achieve together but because they assume it is what you do in the 21st century. These types of teams put all the emphasis on teamwork, being emotionally supportive, asking supportive questions being nice to each other. Essentially this team is pursuing harmony above all else and they end up achieving poor results because they lose their focus and they give teams a bad name. Pseudo teams do not have a highly motivating performance goal that demand they pool their efforts.   o    How would you like to close. This is not an easy area. This work is difficult and it is why top team sports coaches get fired. Accept this work is difficult. If you put the effort in you can learn the art. You have to practice. You can realise that working on a team can become one of the most interesting and joyful of experiences. You have to put effort in and there are things to learn but you can do it!   o    How can we be in touch with you? www.leadershipmasterysuite.com and for listeners who are interested if you add /GOT you will go to a welcome page where James has offered sets of tools to download for free.   Resources shared across this podcast  o    www.leadershipmasterysuite.com o    www.leadershipmasterysuite.com/GOT o    How to build winning teams again and again – a trilogy by James Scouller

Learn more from Peter Warren's interviews with Roger Barker, Director of Policy and Corporate Governance of the UK Institute of Directors; Lorenzo Callerio, Senior Director of Alvarez and Marsal; and Lord Francis Maude, former Minister of State for Trade and Investment. This podcast is for informational purposes only and is not intended to replace professional legal, financial or insurance advice. We are not responsible for any losses, damages, or liabilities that may arise from the use of this podcast. The content and views expressed are those of the host and guests.

Chancellor Rachel Reeves and Deputy Prime Minister Angela Rayner have been championing growth this week. But will their plans actually work? Amol has assembled an expert panel to provide their take on how to generate more wealth in the UK – Institute for Fiscal Studies director Paul Johnson and venture capitalist and co-founder of Lovecrafts, Cherry Freeman.And comedian Frank Skinner joins Amol with his moment of the week – watch out for a bonus episode with much more of their chat coming to this feed soon.If you have a question you'd like to Amol and Nick to answer, get in touch by sending us a message or voice note via WhatsApp to +44 330 123 4346 or email us Today@bbc.co.ukEpisodes of The Today Podcast land first on BBC Sounds. Get Amol and Nick's take on the biggest stories of the week, with insights from behind the scenes at the UK's most influential radio news programme.The Today Podcast is hosted by Amol Rajan and Nick Robinson, both presenters of BBC Radio 4's Today programme, the UK's most influential radio news programme. Amol was the BBC's media editor for six years and is the former editor of the Independent, he's also the current presenter of University Challenge. Nick has presented the Today programme since 2015, he was the BBC's political editor for ten years before that and also previously worked as ITV's political editor.You can listen to the latest episode of The Today Podcast any time on your smart speaker by saying “Smart Speaker, ask BBC Sounds to play The Today Podcast.”The senior producer is Tom Smithard, the producer is Hatty Nash, research and digital production from Joe Wilkinson. The editor is Louisa Lewis. The executive producer is Owenna Griffiths. Technical production from Mike Regaard.

James Scouller, executive coach and author of 'How to Build Winning Teams Again and Again,' joins us to discuss the intricacies of team building. James explains the differences between real teams and performance groups, and shares actionable insights on optimizing team performance. Discover the essential elements for creating high-performing teams and learn how to navigate the complexities of team dynamics. SHOW NOTES: James Scouller, an ex-CEO who's been coaching leaders and their teams for 20 years, has released something unusual in the world of books: a nonfiction trilogy. It's titled How To Build Winning Teams Again And Again. He says they're the three books he wished he'd read 40 years ago. It's the first series of handbooks to explain the psychology, action principles and roadmaps behind team success. Book #1 explains what you need to KNOW about teams and their psychology. Book #2 outlines what you need to DO to nail the psychological issues explained in book 1 and build teams that last. Book #3 explains HOW to apply Book #2's models. James has two postgraduate coaching qualifications and trained in applied psychology at the UK Institute of Psychosynthesis. He also holds a 4th Dan black belt in Aikido. He lives near London with his wife, Tricia. In this podcast for managers and executive leadership, Audrey, Lee and James Scouller discuss:   The Difficulty of Building Teams: Building a team is not a natural or easy process. It requires understanding the subterranean psychological forces at play, both at the individual and collective levels, and finding a way to direct these forces. The Role of Conflict in Teams: Conflict is a natural part of any high performing team. Avoiding conflict and focusing solely on maintaining harmony can lead to stagnation and lack of decision-making. The Importance of Clear Goals: Teams need to have a clear understanding of their purpose and primary goal. This clarity helps to align team members and drive their collective efforts towards achieving the goal. The Concept of Pseudo Teams: Pseudo teams are work groups that decide to be a team without having a clear goal. They focus on unanimity and being civil with each other, which often leads to lack of decision making and commitment.  The Unique Challenges of Senior Teams: Senior teams often find it harder to form than other teams due to their reluctance to be challenged by a peer and fear of losing their autonomy. Understanding their unique goal and not conflating it with the organization's goal can help in forming a successful senior team. FREE DOWNLOAD FOR MANAGE SMARTER LISTENERS FROM JAMES! https://leadershipmasterysuite.com/ms/ “(A team should) always know what it's basically for. As the French call it the raison d'etre, the reason for being..” – James Scouller Build Credibility and Effective Leadership with the Manage Smarter Podcast Join hosts Audrey Strong and C. Lee Smith every week as they dive into the aspects and concepts of goodbusi ness management. From debunking sales myths to learning how to manage with and without measurements, you'll learn something new with every episode and will be able to implement positive change far beyond sales.  Connect with James Scouller https://www.facebook.com/TheLeadershipMasterySuite https://www.youtube.com/3LevelsofLeadership https://www.linkedin.com/in/jamesscouller/ https://x.com/JAMESSCOULLER Connect with Manage Smarter Hosts  ·         Website: ManageSmarter.com  ·         LinkedIn: AudreyStrong                                                                    ·         LinkedIn: C.Lee Smith   Connect with SalesFuel ·         Website: http://salesfuel.com/  ·         Twitter: @SalesFuel  ·         Facebook: https://www.facebook.com/salesfuel/  #sales #teams #teamscoaching #teamwork #teamfail #teamtrait #teamassessments #managers #management #career Learn more about your ad choices. Visit megaphone.fm/adchoices

We all know this continent has major issues with social mobility. But having a rich ancestor from *six centuries ago* shouldn't make it more likely that you're rich today... should it? This week we speak to Guglielmo Barone, one of the economists behind some fascinating research into this question in Florence. We're also talking about Ursula von der Leyen's 'jobs for the boys' scandal and the road to a shared European cycling policy.  Guglielmo is a professor of economics at the University of Bologna. You can find his study on intergenerational mobility in Florence here, and an article he co-wrote about the research here. This week's recommendations: 'Today in Focus - Should the UK stop arming Israel?' and 'Have You Heard George's Podcast - Francophone Pt. 1'.  Other resources for this episode:  Social mobility in Europe across generations - EU Science Hub Intergenerational mobility in the UK - Institute for Fiscal Studies' What is the point of inheritance tax?' - The New Statesman' Von der Leyen accused of playing favourite over EU SMEs envoy nomination' - EURACTIVThe European Declaration on Cycling 'How safe is walking and cycling in Europe' - European Transport Safety Council Eurobarometer - Mobility and transport, 2019  The Copenhagenize Index'Paris's Picasso Museum Will Show Work by Françoise Gilot in Permanent Collection Galleries for the First Time' - ARTnews Producers: Katz Laszlo and Wojciech Oleksiak Mixing and mastering: Wojciech Oleksiak Music: Jim Barne and Mariska Martina ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Threads⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠Mastodon⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠hello@europeanspodcast.com⁠

10x Your Team with Cam & OtisOn this episode of 10x Your Team, James Scouller joins Camden and Otis to discuss communication, leadership, and team building.  Are team building retreats a worthy investment?  What is management speak and how is it hurting your team's productivity?  And how important is it to be able to say "I don't know"?  James, Otis, and Camden answer all these questions and much more on this fantastic episode!Special Link for 10x Your Team Listeners:https://www.leadershipmasterysuite.com/10x/More About James:James spent fifteen years researching and writing this trilogy, How to Build Winning Teams. He led three international companies as CEO for eleven years before founding his executive coaching practice, The Scouller Partnership, in 2004. Today he coaches leaders and their teams. James is the author of the top-selling book, The Three Levels of Leadership:  How to Develop Your Leadership Presence, Knowhow, and Skill. He has two postgraduate coaching qualifications and trained in applied psychology at the UK Institute of Psychosynthesis. He also holds a 4th Dan black belt in Aikido. He lives near London with his wife, Tricia. You can find out more about James at www.leadershipmasterysuite.com0:02 - Intro2:08 - Communication Breakdowns8:12 - Management Speak 12:18 - Fear of Being Found Out 18:25 - Creating Solutions 25:35 - Team Building 35:38 - Early Signs of Failure 38:48 - Leaving the Corporate World48:00 - EndJames ScoullerYoutube: https://www.youtube.com/3LevelsofLeadershipFacebook: https://www.facebook.com/TheLeadershipMasterySuiteLinkedIn: https://www.linkedin.com/in/jamesscouller/

(00:00) Introduction to the Guest: Rose Schwartz(01:33) Rose Schwartz's Early Love for French(03:29) Living in France: Experiences and Learnings(04:37) Entry into Translation(06:48) Challenges and Triumphs of First Book Translation(12:48) The Art of Translation: Balancing Meaning and Music(15:54) Engaging with Authors: Building Trust and Understanding(18:05) The Role of Editing in Translation(23:03) Reading for Pleasure vs. Translation(23:58) Evaluating Translation: A Complex Process(25:48) The Art of Mentoring in Translation(27:54) Pitching Translations to Publishers(32:03) The Impact of the Writers in Translation Program(35:06) Exploring Personal Themes in Translation(36:19) The Meaning of Translation(37:00) Current Projects and Future Endeavors(38:02) The Power of Co-Translation(42:18) About the book -Translation as Transhumance(47:28) Closing RemarksThe guest for this Episode is Ros Schwartz.Ros Schwartz is an award-winning translator from French. Acclaimed for her new version of Antoine de Saint-Exupéry's The Little Prince, published in 2010, she has over 100 fiction and non-fiction titles to her name. She is one of the team that has retranslated George Simenon's Maigret novels for Penguin Classics. Her recent translations include Swiss-Cameroonian author Max Lobe's A Long Way from Douala and Does Snow Turn a Person White Inside, a new translation of Simone Weil's The Need for Roots and, in a very different vein, a manga version of Camus' The Outsider.Appointed a Chevalier de l'Ordre des Arts et des Lettres in 2009, in 2017, she was awarded the UK Institute of Translation and Interpreting ' s John Sykes Memorial Prize for Excellence.* For your Valuable feedback on this Episode - Please click the link below.https://harshaneeyam.captivate.fm/feedbackHarshaneeyam on Spotify App –https://harshaneeyam.captivate.fm/onspotHarshaneeyam on Apple App – https://harshaneeyam.captivate.fm/onapple*Contact us - harshaneeyam@gmail.com ***Disclaimer: The views and opinions expressed by Interviewees in interviews conducted by Harshaneeyam Podcast are those of the Interviewees and do not necessarily reflect the official policy or position of Harshaneeyam Podcast. Any content provided by Interviewees is of their opinion and is not intended to malign any religion, ethnic group, club, organization, company, individual, or anyone or anything.This podcast uses the following third-party services for analysis: Podtrac - https://analytics.podtrac.com/privacy-policy-gdrpChartable - https://chartable.com/privacy

Dana recaps the best and worst of the third GOP debate. Vivek Ramaswamey promised to be unhinged. Evidence shows journalists were tipped off on Hamas' attack before it happened. Dana explains how Republicans should message abortion as a winning issue. The White House continues to use the word “pause” when discussing humanitarian aid. The UK Institute of Physics hires a trans dude to be their diversity officer? Rashida Tlaib doubles down on her “river to the sea” remarks. Americans were killed in a head-on crash with a human smuggler fleeing from police in Texas. Dana found a possum in her attic.Please visit our great sponsors:After Deathhttps://angle.com/danaSee a never-before-seen glimpse into what the next life could entail in After Death in theaters now. Rated PG-13Black Rifle Coffeehttps://blackriflecoffee.com/danaChange the lives of Veterans and their families with the Boot Campaign with every purchase of the Ready-to-Drink Coffee!Headrest Safehttps://theheadrestsafe.comUse code DANA for an exclusive $50 off. Hillsdalehttps://danaforhillsdale.comHillsdale College: Developing Minds. Improving Hearts. KelTechttps://KelTecWeapons.comSign up for the KelTec Insider and be the first to know the latest KelTec news. Patriot Mobilehttps://patriotmobile.com/danaGet FREE activation with the offer code DANA. Wise Food Storagehttps://preparewithdana.comSave $50 on your 4-Week Survival Food Kit plus free shipping when you order today!

Dana recaps the best and worst of the third GOP debate. Meanwhile, the UK Institute of Physics hires a trans dude to be their diversity officer?Please visit our great sponsors:After Deathhttps://angle.com/danaSee a never-before-seen glimpse into what the next life could entail in After Death in theaters now. Rated PG-13Black Rifle Coffeehttps://blackriflecoffee.com/danaChange the lives of Veterans and their families with the Boot Campaign with every purchase of the Ready-to-Drink Coffee!Headrest Safehttps://theheadrestsafe.comUse code DANA for an exclusive $50 off. Hillsdalehttps://danaforhillsdale.comHillsdale College: Developing Minds. Improving Hearts. KelTechttps://KelTecWeapons.comSign up for the KelTec Insider and be the first to know the latest KelTec news. Patriot Mobilehttps://patriotmobile.com/danaGet FREE activation with the offer code DANA. Wise Food Storagehttps://preparewithdana.comSave $50 on your 4-Week Survival Food Kit plus free shipping when you order today!

Jane Lo speaks with Dimitris Angelakis, Chief Scientist and Founder (AngelQ Quantum Computing), Principal Investigator, CQT (Centre for Quantum Technologies, Singapore).AngelQ Quantum Computing is a quantum software and consulting company based in Singapore. AngelQ builds architecture-agnostic quantum and quantum inspired software solutions ready for company deployment. Example industries it works with are market and consumer research, finance, energy and sustainability, and supply chain. Angelakis completed his PhD in quantum physics at Imperial College in 2002 and his thesis received the UK Institute of Physics Quantum Electronics Thesis Prize that year. Since then, he has been leading quantum computing research teams in Cambridge, Greece and Singapore. His research awards include the 2018 Google Quantum Innovation Award and the Valerie Myerscough Award from University of London.Dimitris G. Angelakis joined CQT in 2009 as a Principal Investigator after being a regular visitor and collaborator of the quantum group since 2003. He was born and raised in a small farm in Chania, Crete, Greece, where his childhood curiosity for the wonders of nature led him to study physics in the University of Crete in Heraklion. In 1998 he was offered a PhD position in quantum optics to work with Sir Peter Knight FRS at Imperial College London supported by the Greek State Scholarship Foundation. His PhD work in quantum light-matter interactions received the Valerie Myerscough prize in 2000, and also the Institute of Physics UK prize in 2002. In 2001 and at age 25 he was elected college research Fellow at University of Cambridge (St Catharine's JRF) and worked in the Department of Applied Mathematics and Theoretical Physics until 2007. A year after his move to Cambridge, the Centre for Quantum Computation in Cambridge was initiated by Artur Ekert, where he joined to work in implementations of quantum simulation and computation. In 2008 he took over a faculty appointment at his hometown Technical University of Crete, where he in now a tenured associate professor of Quantum Physics at the School of Electrical and Computer Engineering (part time since 2012). He is known among others for his pioneering work in quantum simulators using light-matter systems. He received the Google Quantum Innovation Prize in 2018.In this interview, Dimitris introduces the trends of Quantum Technology, pointing to the developments in 3 rapidly emerging pillars – Quantum Computing, Quantum Networks, Quantum Devices.Focusing on the area of Quantum Computing, Dimitris elaborates on how practical problems that require optimization, simulation and machine learning solutions would benefit from the speedup afforded by quantum technology.Hence, for organisations to be “quantum ready”, Dimitris suggests a key first step for organisations is identifying where there are existing problems relying on optimization – such as routing and navigation. In addition, Dimitris advises that transforming such problems to be “quantum ready” entails working with a quantum technology company to incorporate machine learning, and to co-design the quantum algorithms specific to the organisation's problem.Dimitris also stresses that quantum technology companies are working in partnerships with quantum hardware infrastructure providers to make quantum computing easily accessible to organisations via APIs. Such accessibility removes a major misconception that many have about quantum computing – that adoption requires acquiring specialized hardware.With the disruptive nature of quantum technology, the need to be “quantum ready” is crucial. As such, Dimitris reminds organisations that performance and speedups goals are part of an overall journey that is foremost about learning – and in this, finding the right partner and quantum startup to work with, is one of the keys to success.Recorded 7th June 2023, 2.30pm, Quantum Technology Summit (part of ATxSG), Singapore Expo.

Dr Hannah White - Acting Director of the UK Institute for Government - outlines the duties of the new King.

When he felt his career was on a plateau David took himself to Australia to maintain momentum and after several years finally returned home to the UK when the timing was right. On his journey, he experienced corporate and personal success, significant challenge in his home life and a shock redundancy, all of which he shares openly during our conversation. I am pleased to be able to introduce you to David in this episode and look forward to hearing what resonates with you. David is a globally experienced executive across the premium & luxury consumer goods and automotive industries in the UK, EU, Australia and New Zealand. He holds tertiary qualifications in both engineering (B.Eng, Bath) business management (ADP, London Business School) & (Adv Dip. Bus, Deakin University, Melbourne). He's a passionate advocate of organisational & team development, strategic & operational rigor, continual change and programs to optimise the consumer experience. He's fluent in German, a Member of the UK Institute of Directors (IOD), Board Member of AMDEA, and a British and Australian citizen. And he's the founder of a concept not-for-profit called SaddleUp! supporting people recently made redundant. If you enjoy listening to my guests career stories, please follow CAREER-VIEW MIRROR in your podcast app.  You can contact David via Linked In Why not follow us on Instagram @careerviewmirror where you can see a directory of all our episodes and comment on those you have enjoyed.  This episode of Career-view Mirror is brought to you by Aquilae.  Aquilae's mission is to enable Fullfilling Performance in the auto finance and mobility industry, internationally. Adopting our Fulfilling Performance Paradigm helps you identify what steps you need to take to enable Fulfilling Performance for yourself, your team and your business. Contact cvm@aquilae.co.uk for a no obligation conversation about your situation.  Email: cvm@aquilae.co.uk Episode recorded on 13 June 2022 

FEATURED GUESTSRam CharanRam Charan is a world-renowned business consultant, author, and speaker who has spent the past 40 years working with many top companies, CEOs, and boards. Charan was first introduced to business while working in the family shoe shop in a small town in northern India, where he was raised. He served on the faculties of Harvard Business School and Northwestern University before pursuing consulting full-time. Charan has won several awards, including the Bell Ringer award at GE's Crotonville Institute and best teacher award at Northwestern. He was among BusinessWeek‘s top ten resources for in-house executive development programs. Charan has authored more than 30 books since 1998 that have sold over four million copies in more than a dozen languages. He has also written for Harvard Business Review, Fortune, BusinessWeek, Time, Chief Executive, and USA Today. Charan is a Distinguished Fellow of the National Academy of Human ResourcesJudy SamuelsonJudy Samuelson is founder and executive director of the Aspen Institute's Business and Society Program and author of Six New Rules of Business: Creating Real Value in a Changing World (2021). Signature programs under Samuelson's leadership include a 10-year campaign to disrupt Milton Friedman's narrative about corporate purpose, the Aspen Principles of Long-Term Value Creation, and a partnership with Korn Ferry to rethink executive pay. She previously worked in legislative affairs in California and banking in New York's garment center and ran the Ford Foundation's office of program-related investments. Samuelson blogs for Quartz at Work. She is a Bellagio Fellow and a director of the Financial Health Network.Stilpon NestorStilpon Nestor is the executive chair of Morrow Sodali EMEA. He is also the executive chair and founder of Nestor Advisors, a company that Morrow Sodali acquired in early 2021. In this latter role, he has advised the boards of some of the largest companies and financial institutions in the European Union and emerging markets in Europe, Latin America, Asia, and the Middle East across a variety of sectors. Until 2002, Stilpon was the head of the Corporate Affairs Division at the OECD, leading the team which produced the OECD Principles of Corporate Governance in 1999. Stilpon is a nonexecutive director of the Arabian Construction Co., one of the largest contractors in the Gulf. He is currently a member of the UK Institute of Directors (IoD) Advisory Board on Corporate Governance and cochairs its working group on governance and technology. He is a regular public speaker on governance.Mike LubranoMike Lubrano is managing director of Valoris: Stewardship Catalysts, and an adjunct professor of Sustainable Finance and Impact Investment at Johns Hopkins School of Advanced International Studies in Washington, DC. Lubrano also teaches the International Corporate Governance Network's signature “Governance, Stewardship, and Sustainability” course and served as ICGN's Education Programme advisor. Lubrano was a cofounder and managing director, Corporate Governance and Sustainability, at Cartica Management LLC. Earlier, Lubrano worked at the International Finance Corporation (IFC), the private sector investment arm of the World Bank Group; served as advisor to the Ministry of Finance of Chile for the development of its corporate governance reforms; and was one of the group of experts that designed Brazil's Novo Mercado. Lubrano is a cofounder of the Latin America Corporate Governance Roundtable. He is currently a director of FIBRA ECO. He is the coauthor of Governance, Stewardship and Sustainability (2021). SHOW NOTESmpact of Technology on the Future of Corporate GovernanceRam Charan: Three factors every board must considerNeed to have a view of the outside world that is not purely driven by management. Need independent  view of the outsideTechnology: must focus is critical because a company cannot be everything to everyone. Must have the right CEO aCapital Allocation: balance between short term and long termTechnology will be a critical driver of enabling a board to understand these three critical areasEffective agenda setting to improve the effective time of board meetingsStilpon: Royal Post upgraded many of its digital systems. How can boards fully kick the tires on a reporting system that is fully algorithmic? Boards must be more generalist and with access to more information from the outside.Technology will change employee participation in the boardroom. Judy Samuelson: Era of hyper transparency. Employees have good sightlines into business decision making and ability to follow the money in a way never previously possible. Authentic leadership is keeping your promises and outsiders and employees are now able to apply a level of scrutiny never previously possible with new technology. Technology empowers employees to build consensus and communicate with each other in ways previously not available to other generationsJudy Samuelson: Cultural barrier to employees represented on board. Employees have same long-term interest in the companies success. In the knowledge economy ignore them at your own peril. Employees are the centerpiece of the success of the business. How will the pandemic impact corporate governance moving forward:Ram Charan: Cycle time is reducing, communicating with competitors. 6 boards meetings for boards usually sometimes 4Judy Samuelson: the pandemic ushered in a new era of private, public partnership Total reshaping of executive compensation. Move away from stock in order to incentivize long-term interests and success. “Cannot have a successful business in a failed society”Stilpon: Impacts the new “distributed board” era and will impact the agendas and consolidation of the agendas to allow for more deep diving into the issues during meetings, but less consequential stuff can be distributed to be completed outside of meetings. What knowledge and skills will future board members need?Stilpon: More well-rounded generalists rather than direct specialists on specific topics. Ram Charan: Many board members still don't have the basic finance knowledge (balance sheets)Judy Samuelson: Need more women on boards and need more diversity Final StatementsRam Charan: Broaden focus but cannot focus solely on stakeholders, have the right CEO, focus the agenda every year, employees need to be rewarded in same way as top management to decrease inequalityStilpon Nestor: Companies will become much more social animals. Boards will be freed from the short-termism and be more strategic. Variable architecture in their composition, more distributed boards and distributed dutiesChallenge: going to new social companies is lacking a complete and fulsome accountability structure to replace the shareholder accountability modelJudy Samuelson: Shareholder accountability is not the solution. How will the culture of boards evolve? Status quo will not get us where we want to go. More diversity and supporting the executive to do some difficult and “unpopular” things.

FEATURED GUESTSRam CharanRam Charan is a world-renowned business consultant, author, and speaker who has spent the past 40 years working with many top companies, CEOs, and boards. Charan was first introduced to business while working in the family shoe shop in a small town in northern India, where he was raised. He served on the faculties of Harvard Business School and Northwestern University before pursuing consulting full-time. Charan has won several awards, including the Bell Ringer award at GE's Crotonville Institute and best teacher award at Northwestern. He was among BusinessWeek‘s top ten resources for in-house executive development programs. Charan has authored more than 30 books since 1998 that have sold over four million copies in more than a dozen languages. He has also written for Harvard Business Review, Fortune, BusinessWeek, Time, Chief Executive, and USA Today. Charan is a Distinguished Fellow of the National Academy of Human ResourcesJudy SamuelsonJudy Samuelson is founder and executive director of the Aspen Institute's Business and Society Program and author of Six New Rules of Business: Creating Real Value in a Changing World (2021). Signature programs under Samuelson's leadership include a 10-year campaign to disrupt Milton Friedman's narrative about corporate purpose, the Aspen Principles of Long-Term Value Creation, and a partnership with Korn Ferry to rethink executive pay. She previously worked in legislative affairs in California and banking in New York's garment center and ran the Ford Foundation's office of program-related investments. Samuelson blogs for Quartz at Work. She is a Bellagio Fellow and a director of the Financial Health Network.Stilpon NestorStilpon Nestor is the executive chair of Morrow Sodali EMEA. He is also the executive chair and founder of Nestor Advisors, a company that Morrow Sodali acquired in early 2021. In this latter role, he has advised the boards of some of the largest companies and financial institutions in the European Union and emerging markets in Europe, Latin America, Asia, and the Middle East across a variety of sectors. Until 2002, Stilpon was the head of the Corporate Affairs Division at the OECD, leading the team which produced the OECD Principles of Corporate Governance in 1999. Stilpon is a nonexecutive director of the Arabian Construction Co., one of the largest contractors in the Gulf. He is currently a member of the UK Institute of Directors (IoD) Advisory Board on Corporate Governance and cochairs its working group on governance and technology. He is a regular public speaker on governance.Mike LubranoMike Lubrano is managing director of Valoris: Stewardship Catalysts, and an adjunct professor of Sustainable Finance and Impact Investment at Johns Hopkins School of Advanced International Studies in Washington, DC. Lubrano also teaches the International Corporate Governance Network's signature “Governance, Stewardship, and Sustainability” course and served as ICGN's Education Programme advisor. Lubrano was a cofounder and managing director, Corporate Governance and Sustainability, at Cartica Management LLC. Earlier, Lubrano worked at the International Finance Corporation (IFC), the private sector investment arm of the World Bank Group; served as advisor to the Ministry of Finance of Chile for the development of its corporate governance reforms; and was one of the group of experts that designed Brazil's Novo Mercado. Lubrano is a cofounder of the Latin America Corporate Governance Roundtable. He is currently a director of FIBRA ECO. He is the coauthor of Governance, Stewardship and Sustainability (2021). SHOW NOTESMegatrends shaping corporate governanceJudy Samuelson: Employees are changing the power structureMuch better window into corporate accountability than investors or management, or regulatorsStilpon: Control of corporations is changing. Concentration of control with multiple voting rights, SPACs.2.) Much more voice outside of the company. Corporations are becoming much more social animals than economic animals (corporations are political actors). 3.) Ebb and flow of regulation post 2008Ram Charan: Public boards now have a new boss and the Engine #1 example is proof of that. The new boss is the long-term, permanent investor (passive, BlackRock, Vanguard, Atavists). Drivers: Sustainability and the new boss is 24/7What is the effect of the debate of the purpose of the corporationStilpon: Not quite sure that in spite of the UK CorpGov code and BRT announcement, not sure we have actually seen companies putting purpose into action, and it remains to be seen how companies will “hardwire” purpose into strategy, actions, and compensation incentives.Could simply be a way of dodging accountability to shareholders by diluting the accountability across multiple stakeholder constituenciesRam Charan: Purpose goes back to Harvard Business school since the 1930s. India culturally practices giving 10% of profit to charity. Purpose has been practiced for decades and it merely means that the current efforts of social engagement are not enough. Judy Samuelson: Stakeholder is a bad term, but we need business to be at the table. The law around corporate purpose is not holding us back, but it is the system and infrastructure that keeps the shareholders at the top and front and center to business objectives. Employees are better at accountability than shareholders, and can better account for companies aligned to the promises and expectations set out in BRT. Strong focus on what the company is doing and producing tied to that purpose and what the effects it is having in doing and producing those things on the community it operates in? Derive purpose from this17:00: Moment of huge change with directors retiring in the new normal. We need new innovation at the level of governance. CEO must assess the entire ecosystem of the business, external and internal. Rethink committee structure, employees are not going to be quiet, companies are returning 90% of profits to shareholders in buybacks and dividendsImminent and measurable: composition and diversity are improving but not there yet. 2.) increasing compensation between the top and the bottom, front line workers is untenableTalking about how the business model works and what it is designed to do and then what is the impact in the real world of that modelStilpon: Skeptical, startup model with purpose is potentially a way towards instituting the purpose into the organizationLarge Companies – Is there a dichotomy between the bosses and players a large company has versus mid and small cap that are not high-profile (not as big targets for activists and passive investors)Judy Samuelson: Not sure. Capital is not scarce and many companies simply go public as a means of providing an early escape hatch for their early investors, but they do not actually need capital. Large and small is not the right distinction. Focusing on culture and impact. Inequality needs to bring everyone to the tableCrisis is driving change. Larger companies as they are targeted as they provide a means of bringing the entire vendor, supply chain, and ecosystem to the table to drive change. Small is much more dynamic so it will be interesting to see how they impact this spaceStilpon: Large companies are just engaged in a political communications exercise. 

Konstantin Vodopyanov obtained his MS from the Moscow Institute of Physics and Technology (“Phys-Tech”) and his PhD and DSc (Habilitation) from the Oscillations Lab. of Lebedev Physical Institute (later General Physics Inst.), led by Nobel Prize winner Alexander Prokhorov. He was an assistant professor at the Moscow Phys-Tech (1985-90) and later did research as an Alexander-von-Humboldt Fellow at the University of Bayreuth in Germany (1990-92), and at Imperial College, London, UK (1992-98). In 1998, he moved to the United States to became head of the laser group at Inrad, Inc., NJ (1998-2000), and later director of mid-IR systems at Picarro, Inc.,CA (2000-2003). His other industry experience includes co-founding and providing technical guidance for several US and European companies. In 2003 he returned to Academia (Stanford University, 2003-2013) and is now an Endowed Chair & Professor of Optics and Physics at CREOL, the College of Optics & Photonics, University of Central Florida. Konstantin is a Fellow of the American Physical Society (APS), Optical Society of America (OSA), SPIE – International Society for Optical Engineering, UK Institute of Physics (IOP). His research interests are lasers and their spectroscopic and biomedical applications. His passion is music, hiking is wild jungles of Florida, swimming in the ocean, and long bicycle rides. FIND KONSTANTIN ON SOCIAL MEDIA LinkedIn | Facebook ================================ SUPPORT & CONNECT: Support on Patreon: https://www.patreon.com/denofrich Twitter: https://twitter.com/denofrich Facebook: https://www.facebook.com/denofrich YouTube: https://www.youtube.com/denofrich Instagram: https://www.instagram.com/den_of_rich/ Hashtag: #denofrich © Copyright 2022 Den of Rich. All rights reserved.

Konstantin Vodopyanov obtained his MS from the Moscow Institute of Physics and Technology (“Phys-Tech”) and his PhD and DSc (Habilitation) from the Oscillations Lab. of Lebedev Physical Institute (later General Physics Inst.), led by Nobel Prize winner Alexander Prokhorov. He was an assistant professor at the Moscow Phys-Tech (1985-90) and later did research as an Alexander-von-Humboldt Fellow at the University of Bayreuth in Germany (1990-92), and at Imperial College, London, UK (1992-98). In 1998, he moved to the United States to became head of the laser group at Inrad, Inc., NJ (1998-2000), and later director of mid-IR systems at Picarro, Inc.,CA (2000-2003). His other industry experience includes co-founding and providing technical guidance for several US and European companies. In 2003 he returned to Academia (Stanford University, 2003-2013) and is now an Endowed Chair & Professor of Optics and Physics at CREOL, the College of Optics & Photonics, University of Central Florida. Konstantin is a Fellow of the American Physical Society (APS), Optical Society of America (OSA), SPIE – International Society for Optical Engineering, UK Institute of Physics (IOP). His research interests are lasers and their spectroscopic and biomedical applications. His passion is music, hiking is wild jungles of Florida, swimming in the ocean, and long bicycle rides.FIND KONSTANTIN ON SOCIAL MEDIALinkedIn | Facebook

Does the landscape profession need professional societies? Yes. Institutes, societies and similar bodies have a vital role: in promoting landscape architecture, in maintaining standards - and in raising standards. This podcast is about the past, present and future of the Landscape Institute - and about the term ‘landscape architecture’. Though it’s focus is on the UK, I’m also thinking about the wider, and international, questions of WHY landscape architects NEED professional institutes and of WHAT their main objectives should be. There is an illustrated version of this podcast on YouTube. Sir Geoffrey Jellicoe had a significant role in shaping the UK Institute of Landscape Architects (which became the Landscape Institute) and founded the International Federation of Landscape Architects in 1948. He had the same idea about both institutes: their central role should be in promoting landscape architecture.

Start of interview [1:06]Kerrie's "origin story" [1:34]Her initiation on corporate governance matters with the UK Institute of Directors (IoD) (2000-2004) [3:49]Her take on corporate director education and training [5:42]Her role at the Institute of Chartered Accountants in England and Wales (ICAEW) (2005-2008) [7:43]Her transition to the International Corporate Governance Network (ICGN)  (2008-Present) [9:49]History and mission of ICGN [11:56]. It was established in 1995, it has grow to over 800 members from 43 countries, (~70% of members are based in North America and Europe, ~20% in Asia). These members represent ~US$54 trillion of AUM. ICGN Global Governance PrinciplesICGN Global Stewardship PrinciplesEngagement with regulators (they send ~20-25 engagement letters to regulators per year). "ICGN brings a global investor flavor to national issues."The concept of "investor stewardship" and its evolution over time [15:27]The Cadbury Report (1992)The UK Stewardship Code (2010)The European Shareholder Rights Directive II (SRDII) (2020).Recently, UK and Japan have expanded stewardship principles beyond equity to all asset classes (Japan Stewardship Code, 2020)Her take on the debate of the purpose of the corporation (shareholder primacy vs stakeholders) [20:36]Business Roundtable's Statement on the purpose of the corporation (2019)Europe's Consultation on Sustainable Corporate Governance (2020)Section 172 of the UK Companies Act (2006)CII's statement opposing the BRT's 2019 Restatement ("accountability to everyone means accountability to no one")On the rise of ESG [26:47] "[I think] ESG has grown from a deeper understanding of stewardship since 2008... I would take away the G [since we've always been focused on governance] so really what we have witnessed is the rise of E and S... and this year COVID has shifted the narrative particularly around the S." For example, ICGN members have focused on "human capital management":Health and safetyStaff training due to WFHIncome inequality, pay.Many ICGN members have formed the "Human Capital Management Coalition" which has been engaging with the SEC, resulting in new disclosure rules involving human capital resources  [28:49]Her take on climate change [29:31]ICGN is calling for ESG reporting on an international scale to address climate change.Many ICGN members are calling for Task Force on Climate-Related Disclosure (TCFD) frameworkNZ is the first country in the world to make climate reporting compulsory with TCFD.Her take on diversity [32:38]Focus on disclosure of diversity policies.Measurable targets, goals and time periods.Boards should disclose skills matrix. "For me, one of the biggest barriers of board diversity is director tenure, 'zombie directors', we need to have a policy of board refreshment and board evaluation." "There is still a problem surrounding the 'old boys network', the 'male, pale and stale crew.'"Her take on Big Tech [39:14]She's worried about the "covert behavioral manipulative algorithms that are gradually changing the way we think, feel and act." (for example, as described in The Social Dilemma documentary)ICGN has not weighed into this issue. From a governance perspective many ICGN members cannot influence these companies due to dual-class share structures that make them less accountable to shareholders (ICGN advocates for a "one share one vote" structure)."The U.S. also has weaker data privacy regulations than Europe, and that's a problem."Her parting thoughts for directors "investors are your allies" [44:34]Her favorite books: [49:27]Ten Arguments for Deleting Your Social Media Accounts Right Now, (2018) by Jaron Lanier (this is the book that she's currently reading)Factfulness, (2018) by Hans Rosling.Corporate Governance and Chairmanship, (2002) by Sir Adrian Cadbury.Her professional mentor: [46:45]Anne Simpson, currently at CalPERS.His favorite quotes: [47:50]"You can’t go back and change the beginning, but you can start from where you are and change the ending.” (C.S. Lewis)"Unless someone like you cares a whole awful lot, Nothing is going to get better. It's not.” (Dr. Seus, The Lorax).Her unusual habit [48:53]The living person she most admires [49:43]David AttenboroughJacinda ArdernMusic/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Citigroup has named a woman to be its new chief executive in a first for a Wall Street bank.Briton Jane Fraser, its current president and head of global consumer division, is to become its new boss when current chief Michael Corbat retires in February. Emily Flitter covers banking and Wall Street for The New York Times and explains the significance of the decision. Also in the programme, the EU is demanding the UK ditches plans to change Boris Johnson's Brexit deal "by the end of the month" or risk jeopardising trade talks. The UK has published a bill to rewrite parts of the withdrawal agreement it signed in January. Jess Sargent of the UK Institute for Government explains the legalities of this move. And Fintan O'Toole of the Irish Times explains what that means for the UK's closest European neighbour. The lead in a new socially-distanced production of Cats in Seoul talks about what it's like getting back on the stage. Plus, 80s Hair Metal singer Jon Bon Jovi pitches in at a food bank during an unprecedented unemployment crisis. (Picture: Jane Fraser. Picture credit: Reuters.)

The EU is demanding the UK ditches plans to change Boris Johnson's Brexit deal "by the end of the month" or risk jeopardising trade talks. The UK has published a bill to rewrite parts of the withdrawal agreement it signed in January. Jess Sargent of the UK Institute for Government explains the legalities of this move. Meanwhile the EU said this had "seriously damaged trust" and it would not be "shy" of taking legal action against the UK. Fintan O'Toole of the Irish Times explains what that means for the UK's closest European neighbour. Also in the programme, the lead in a new socially-distanced production of Cats in Seoul talks about what it's like getting back on the stage. And we'll hear about the day's trading on Wall Street with Cary Leahy of Decision Economics. Plus, 80s Hair Metal singer Jon Bon Jovi pitches in at a food bank during an unprecedented unemployment crisis.

Interview with Ken Burnett (UK) - Founder and Managing Trustee of SOFII; Voted Most Influential Fundraiser in UK (2011). Ken is an author, lecturer and consultant on fundraising, marketing and communications for nonprofit organisations worldwide. In 2007 Ken Burnett was recipient of Professional Fundraising magazine's ‘Outstanding Contribution' award and the UK Institute of Fundraising's ‘Lifetime Contribution' award. Sections included in this episode: Section 1: Ken Burnett's early days in fundraising Section 2: Storytelling for fundraising Section 3: Relationship fundraising Section 4: Professional development for fundraisers Section 5: SOFII and next plans --- Send in a voice message: https://anchor.fm/fulfilled-fundraisers/message

Renee Shaw hosts live comprehensive statewide coverage of the 2020 primary election returns in Kentucky. Guests include Secretary of State Michael Adams; former Secretaries of State Trey Grayson and Bob Babbage; and Al Cross, director of the UK Institute for Rural Journalism and Community Issues. The show also features taped interviews with Amy McGrath and Charles Booker, Democratic candidates for U.S. Senate.

Renee Shaw hosts live comprehensive statewide coverage of the 2020 primary election returns in Kentucky. Guests include Secretary of State Michael Adams; former Secretaries of State Trey Grayson and Bob Babbage; and Al Cross, director of the UK Institute for Rural Journalism and Community Issues. The show also features taped interviews with Amy McGrath and Charles Booker, Democratic candidates for U.S. Senate.

Today's guest is Paul Bean Paul is a high calibre Executive with a proven strategic and operational track record. Kick-starting his career in hotel operations, with Hilton and Marriott Hotels. In 2006 Paul was awarded a Fellowship by the UK Institute of Hospitality in recognition of his contribution to the UK hospitality industry. Paul has spent the last 17 years'  in large scale facilities management, contract management and business development, operating in many sectors in Europe. In November 2019 Paul was recognised for his contribution to the Facilities Management sector with a Fellowship award from IWFM.Paul was a co-founder of Resource Group which was started from a management buy in and was built up to integrate 5 companies creating one of the largest private FM companies in Ireland from 2006 to 2010. Following his exit in 2010 Paul held executive level positions with GDF Suez and Amey plc up until 2014 when he joined Sodexo where Paul held the position of CEO Mining Worldwide. Paul was instrumental in driving the growth and innovation for Mining within Sodexo and helped to drive business growth significantly over 6 years establishing a market leading position in many territories globally, including leading the award and mobilisation of the largest contract awarded to Sodexo in its 52 year history valued at over $3bn. Joining City FM in March 2020, Paul brings with him a wealth of expertise in business growth, people management, change management, project mobilisation, innovation and problem solving.In this truly inspirational episode we will discuss Paul's Early life and education First Job Entry and Experience in Hospitality sector Entrepreneur journey with Resource Group Sodexo career City FM and City Partnership Model Key achievements 3 things not many people know about him First reaction hearing Covid19 lockdown and subsequent approachAdaptation to new normal Advice to people wanting to pursue leadership career One thing he wish he had known early in his careerOne kind or thoughtful thing someone did to himKindest person he knowsBest piece of advice he has receivedBiggest lesson life has taught himFew Random Questions What made you laugh or smile recently? What was your best subject in school?What movie character are you most like?What is the most courageous thing you have ever done?If you could be anywhere else right now, where would it be?If you could eat only 3 foods for the rest of your life, what would they be?Who haven't you seen or talked to in a long time and hope they are doing okay?What trait do you like the most about yourself?Key nuggets University of life Creativity triggers entreprenurial thoughts Lost a business built more self confidencePrevious step equipped me to the next step For every achievement there are many corresponding failures Took Covid 20% pay cut ensured furloughed employees 100% Employees putting themselves on the line is the most humbling experience If you have choice to work from home you are fortunateMissing social connections and innovation that comes from spontaniety Learn more by listening Kindness is every day character You can if you think you can Learn to be humble My achievement will be my legacy Get to know Paul Bean, one of the most grounded visionary leader you will ever meet.  https://www.cityfm.com.au/about-city/our-story/

Jonny Gray is a Senior Partner at Control Risks (one of the world’s leading business risk consulting companies) having had a fast stream, highly successful military career & left after commanding The 1st Battalion The Argyll & Sutherland Highlanders with action in the Iraq War. As a result he was awarded the Queens Commendation for Valuable Service (QCVS) in 2004.He found that a lot of adjustment and learning was needed to transition from the military to a Professional Services Firm (PSF) in 2005. Since this interview Jonny has been selected to be the first CEO of the global Tennis Integrity Unit (TIU) from February 2020. He looks forward to working with all involved in world tennis to grow and develop the TIU into a broader-based integrity organisation for professional tennis. In Control Risks he had leadership consulting roles in EMEA & the Americas based in LA. He was then Head of Sales & Marketing for the Americas and finished up as Global Head of Sports and Major Events based back in London. For Jonny he admires Inspiring Leaders like General Sir David Richards (Lord Richards now) & General Sir Nick Carter plus former Control Risks’ CEO Richard Fenning. He learnt to thrive in a complex matrix management structure with reporting lines by function, geography and client. Having done an MPhil at Cambridge in the Army, Control Risks invested in sending him to Harvard Business School for two PSF courses. Also training at the UK Institute of Directors helped him to “be less rough around the edges”. Leading in a PSF is about normally leading from back and only occasionally from the front - depending on circumstances. He learnt to create the environment for others to succeed. The challenge is to “Empower & Enable” your teams (sometimes 3,000 miles away) and yet you understand them and what it takes. He realised you need a lot of humility. What Jonny got wrong in leadership. It’s about constant learning. Jonny said - my DNA was to lead and be at front - that is often NOT what is required. Rather to be “a producing manager” who sells and leads by example while empowering others to stretch for success. Top tip - You lead people; you manage resources. #InspiringLeadership #leadership #CEOs #MotivationalSpeaker #teamcoach #InclusiveLeadership #Boards See acast.com/privacy for privacy and opt-out information.

Klar ist: Der Brexit hat für Finanzunternehmen aus Deutschland andere Auswirkungen als auf UK Institute. Unser Deloitte Brexit Experte Mathias Hanten, Partner bei Deloitte Legal, beleuchtet die Konsequenzen für Banken aus beiderlei Perspektiven. Welche Möglichkeiten ergeben sich nun für deutsche Finanzinstitute? Und wieso ist Frankfurt bei der Standortwahl britischer Banken eine gefragte Option? Das und mehr, in einer neuen Ausgabe „3 Fragen an den Brexit“.

A study has shown that children's centers in England are being shut down due to lack of funds despite being beneficial to poor children. The UK Institute for Fiscal Studies (IFS) released the results of a study about Sure Start, a government initiative that is geared toward parents and their children. Sure Start centers offer services that promote the health, education and welfare, and emotional progress of children, especially in poor communities. The centers also give advice to parents regarding childcare and employment. The IFS study sought to determine what impact Sure Start centers had on the health of children. The study revealed that between 1999 and 2011, Sure Start centers helped significantly reduce the number of hospitalizations for children up to 11 years old. Having access to the health services provided by Sure Start centers kept children from needing to be hospitalized for infections or injuries. Education given to parents about childrearing, children's health and safety, and ways to improve children's behavior also helped lower the rate of hospitalizations. However, although the study revealed that Sure Start centers benefit children tremendously, it also found that funding for the centers has been dwindling. From having over $2 billion worth of funding in 2009, Sure Start's budget has decreased by two-thirds since 2010. This resulted in around 500 centers closing down between 2011 and 2017. An IFS researcher said that with decreasing funds, local authorities should determine where the centers can make a world of difference. She proposed that limited resources should be allocated to the construction of centers in the most destitute areas.

Niall Boyce discusses early intervention in first-episode mania with Sameer Jauhar of the UK Institute of Psychiatry, Psychology & Neuroscience.

President- elect Donald Trump has begun a victory tour of US starting in the state of Indiana where he's taken credit for stopping a thousand jobs at an air conditioning firm Carrier from going to Mexico. Can Mr Trump live up to his campaign pledges - and does it matter? We asked economist Irwin Stelzer at the Hudson Institute. Food giant Nestle claims is claiming a breakthrough that will cut the sugar in its chocolate by 40 per cent. The company suggests it can scientifically 'restructure' the sugar without affecting the taste. Professor Julian Cooper, chair of the Scientific Committee at the UK Institute of Food Science and Technology, explains the implications. About 10 million turkeys are consumed in the UK over the festive season. Rearing the birds however isn't as easy as you might think with natural predators like foxes providing a constant threat. Elizabeth Hotson has been finding out about a rather novel solution to the problem. Business Matters is joined from Washington by Michael Brune, Executive Director of the environmental organisation the Sierra Club and Madhavan Narayahan, columnist and writer in India for comment throughout the programme. (Picture Credit: Tasos Katopodis/Getty Images)

Dr. Chiara Mingarelli describes her personal journey—and roadblocks encountered—to the “center of the universe.” Dr. Chiara Mingarelli is an Italo-Canadian gravitational-wave astrophysicist, currently based at Caltech and NASA’s Jet Propulsion Laboratory, where she holds a Marie Curie Fellowship. Mingarelli received her Ph.D from the University of Birmingham, UK, in 2014, where she worked with Prof. Alberto Vecchio. Her core research is focused on using Pulsar Timing Arrays to detect low-frequency gravitational waves, with forays into electromagnetic counterparts to gravitational-wave events, such as fast radio bursts. Mingarelli’s thesis was published in the Springer Thesis Series (2015), and is the recipient of numerous grants from the Royal Astronomical Society and the UK Institute of Physics for both research and outreach. She recently appeared on Amy Poehler’s Smart Girls, “Talk Nerdy” with Cara Santa Maria, and maintains a strong social media presence where she advocates for “Science, Coffee, and Girl Power”.

The UK Institute of Food Research (IFR) has launched a new special expertise cluster for industry members wishing to focus on structuring food for health.