Podcasts about under john

John Temple is the President and CEO of Guideposts, a national non-profit organization that promotes hope, faith, and prayer in people's lives. Guideposts reaches millions of people to build a more hopeful and positive world united in understanding,  empathy, and compassion. Under John's leadership,  Guideposts has grown from its publishing roots into a digital-first organization where the spiritual needs of the Guideposts community are being served through a combination of apps,  communities, websites, outreach, and publications.  Prior to Guideposts, John served as the founder and Chief of the Human Trafficking Response Unit at the Manhattan District  Attorney's Office in New York City. John worked to form the unit in recognition of the devastating impact that human trafficking has on its victims and their families. Under his leadership, the unit developed innovative approaches to combat trafficking on a domestic and international scale. His holistic vision brought together diverse stakeholders to build the anti-trafficking community across multiple disciplines,  geographies, and industries.   John has lectured both within the U.S. and internationally on human trafficking for foreign delegations, members of law enforcement, the legal community, non-profits, and other governmental agencies. He has been recognized for his anti-trafficking work as one of New York's “New Abolitionists” and is the recipient of the Thomas E. Dewey Medal for outstanding prosecutors.  From 2012 to 2016, John taught courses on human trafficking and constitutional law at Fordham University. He graduated from the University of Rochester in 1998 and from Brooklyn Law School in 2003. 

Today's guest on Mitlin Money Mindset™ is John Miller, President, and CEO of the Guide Dog Foundation and America's VetDogs. Under John's leadership, the nonprofits have seen expansive growth, national recognition, and public awareness. These have resulted in both an upsurge in demand for their services and significant revenue increases. During Miller's tenure, the organization has placed the most guide and service dogs with people with disabilities in their history. In addition, America's VetDogs became the home of Sully, service dog to the late President George H.W. Bush. Sully now serves at Walter Reed National Military Medical Center as a member of the facility dog program. You will want to hear this episode if you are interested in... What drew John to the nonprofit line of work? [1:54] How many dogs are paired each year and how Covid has affected everything [6:48] Stories of how service dogs change people’s lives [9:20] Who and where the organizations serve [11:43] Ways people can get involved [13:52] How economic conditions are having effects on other areas of the nonprofit? [16:28] What John Miller did today that put him/her in the right mindset for success? [20:33] Resources & People Mentioned www.guidedog.org  www.vetdogs.org Connect with John Miller On Instagram Guide Dog Foundation for the Blind, America’s VetDogs On Twitter @JohnMillerNY, Guide Dog Foundation for the Blind, America’s VetDogs On Linkedin John, Guide Dog Foundation for the Blind, America’s VetDogs On Facebook Guide Dog Foundation for the Blind, America’s VetDogs On YouTube Guide Dog Foundation for the Blind, America’s VetDogs Connect With Mitlin Financial podcast(at)MitlinFinancial.com - email us with your suggestions for topics or guests https://mitlinfinancial.com  Follow on Twitter Follow on Instagram Subscribe on Youtube Follow on Linkedin Follow on Facebook Subscribe to Mitlin Money Mindset™ on  Apple Podcasts, Spotify, Google Podcasts

After a holiday hiatus, the P-56 Podcast returns this week with special guest John Heimlich, Vice President and Chief Economist of Airlines For America. In this episode, we discuss the current state of the airline industry, some of the lesser-known-yet-incredibly-helpful provisions of the CARES Act, the future of propulsion & fuel, and more. John Heimlich currently serves as Vice President and Chief Economist for Airlines For America (A4A), where he has worked since 2001. He is responsible for matters pertaining to economics and energy and frequently engages with members of the media. Prior to A4A, Heimlich spent five years at United Airlines in financial planning, financial analysis and international and regulatory affairs. In the latter role, he worked on competition matters, mergers, route cases and antitrust immunity for alliances. A native of Kent, Ohio, Heimlich holds a Bachelor of Arts degree magna cum laude, Phi Beta Kappa, from Cornell University and a master’s degree in public policy from Harvard University’s John F. Kennedy School of Government. Airlines for America, also known as A4A, advocates on behalf of 10 US carriers (including Delta, Southwest, American, United, FedEx, UPS, and others) to help shape crucial policies and measures that promote safety, security and a healthy U.S. airline industry. Under John's leadership, A4A regularly publishes and maintains a current state of the industry that can be found here: https://www.airlines.org/data/. More information about the organization can be found by visiting the A4A website. In addition, the organization regularly posts updates and other news via their Twitter, @airlinesdotorg.

John Wernz is the former Chief Marketing Officer for Wealth Enhancement Group, an independent RIA based in Minneapolis that has nearly $20 billion in assets under management for nearly 20,000 affluent clients. Under John’s leadership, Wealth Enhancement Group went from nearly $1 billion AUM to $20 billion—and attracted more than $1.5 billion of net new client assets in the past year alone. John joins me today to discuss in depth how he built the organic marketing engine at his firm, why direct mail became a foundation in their growth strategy, and how they leverage third-party data sources to better target marketing initiatives. He’ll also share why the firm uses a centralized sales team for inquiries, how he has structured a thirty-person marketing team to manage all of the different marketing channels, and why bird watchers make for their best client base. For show notes and more visit: https://www.kitces.com/201

In this episode, we talk with JOHN GALLOWAY, who is the Chief Marketing and Innovation Officer for Godiva Chocolates.THOUGHT #1Empower People and Just Watch How They DeliverTHOUGHT #2As We are Liberated from Our Own Fear, Our Presence Automatically Liberates Others  - Marianne WilliamsonCONNECT:Website: Godiva.comEmail: JGalloway24@gmail.comFacebook: @John.Galloway.739Instagram: @GodivaLinkedin: John-Galloway-Under4Twitter: @GodivaBRAND & RESOURCE MENTIONS:The Greatest Love of All (Whitney Houston) - Youtube.comJergens - Jergens.comHarry Caray - WikipediaCVS - CVS.comWalgreens - Walgreens.comYoung & Rubicam - VMYLR.comUS Army - Army.MilMiller Brewing Co - MillerLite.comDuPont - DuPont.comPepsiCo - PepsiCo.comMountain Dew - MountainDew.comGatorade - Gatorade.comHumvee/Hummer - GMC.comHar Mar - HarMarSuperstar.comThe Vice - IMDB.comAndrew W.K - AndrewWK.comLive Nation - LiveNation.comHamish Dodds - LinkedinJeff Bezos - Forbes.comScott Dikkers (The Onion) - ScottDikkers.comMarianne Williamson - Marianne.comNelson Mandela - NelsonMandela.orgKelli Valade - Linkedin.comChili's Bar & Grille - Chilis.comBlack Box Intelligence - BlackBoxIntelligence.comBrene Brown - BreneBrown.comPepsi 400 (Daytona International) - Wikipedia.comJeff Gordon - JeffGordon.comCoca-Cola - Coca-Cola.comDove Chocolate - DoveChocolate.comGSC = Gas Station ChocolateHard Rock International – HardRock.comThoughts That Rock – ThoughtsThatRock.comCertified Rock Star - CertifiedRockStar.comCulture That Rocks: How to Revolutionize Your Company’s Culture (Jim Knight) – CultureThatRocks.comBlack Sheep: Unleash the Extraordinary, Awe-Inspiring, Undiscovered You (Brant Menswar) - FindYourBlackSheep.comRock ‘n Roll With It: Overcoming the Challenge of Change (Brant Menswar) – RocknRollWithIt.comCannonball Kids’ cancer – CannonballKidscancer.orgBig Kettle Drum - BigKettleDrum.comSpectacle Photography (Show/Website Photos) – SpectaclePhoto.comJeffrey Todd “JT” Keel (Show Music) - JT KeelJOHN GALLOWAY'S BIO:John Galloway is a senior executive with a proven track record of building brands, driving growth and inspiring people. His upbringing as an Army brat, as well as his own small stint in the military, prepared him well for a career full of leadership challenges and diverse geographic assignments. John’s post college journey began with six years of dynamic agency experience working for world-class companies, including Young and Rubicam and TracyLocke and supporting premier brands the likes of the U.S. Army, Miller Brewing Company, DuPont and PepsiCo. Among his many roles, John executed photo-shoots in the jungles of Honduras and Panama with the Army Reserve, wrote copy for DuPont car- covers in Wilmington, Delaware, drove sports marketing execution and strategy out of a Miller Genuine Draft van in support of Miller Sports in New England and developed packaging and promotions on-site at Pepsi North America’s headquarters in Somers, New York. John’s agency experiences provided him with invaluable consumer insights, lessons on brand loyalty and a strong creative spark that have helped guide him throughout his career on the client-side. Jumping the wall from agency (TracyLocke) to client (PepsiCo), John began a fourteen year stint with PepsiCo that would take him (and his growing family) from Purchase, New York to London, England back to Purchase to Boulder, Colorado and finally to Chicago, for various marketing and general management assignments. Under John’s leadership at PepsiCo, Pepsi increased experimentation with non-traditional media and acquired the sponsorship rights to the NFL for the first time (still holds), Mountain Dew, expanded its reach to new consumers, created a full-length movie with Universal Pictures and launched the Dew Tour with NBC, 7UP re-framed its marketing strategy, look and investment and  grew beverage share in Europe, IZZE was fully-integrated into the PepsiCo family and Gatorade rebounded from a momentary blip in its growth track. John then showcased his brand passion and traffic building skills within the hospitality trade at Hard Rock International, for what may be a record (eight years) in position as Chief Marketing Officer, where he oversaw marketing efforts across Cafes, Hotels and Casinos in 75 countries across the globe. He was a member of the executive leadership team responsible for delivering six straight years of record profit for the company. Under John’s direction, the brand step-changed digital efforts across the board dramatically increased owned and earned media through social and CRM efforts. He also launched the brand’s first-ever unified loyalty program, Hard Rock Rewards, the “largest global, multi-hospitality unit” program in world along with Hard Rock Rising, the brand’s omni-channel global battle of the bands. When not working on digital, loyalty or new openings, John kept busy driving brand relevance by signing key philanthropic partnerships with global icons including Imagine Dragons, Rihanna and Pitbull, negotiating concert deals with Live Nation and overseeing content plays with VICE Media. After leaving Hard Rock, John took up his current role overseeing Marketing and Innovation for Godiva International based in New York City. Today, he is kept busy working across multiple products, brand and channels as Godiva pursues an aggressive global growth agenda and a noble brand purpose (Open People’s Eyes To A More Wonderful World). His favorite chocolate is the Godiva Chocolate Lava Truffle. John is a long-suffering New York Jets fan, an ex-college lacrosse goalie at Manhattan College (still believes he can save any shot), a hack runner chasing an elusive under four hour marathon (personal best: Marine Corp Marathon, 2016 4:07), a proud husband to his college sweetheart and a, most-of-the-time, doting father of three to Julia (22), JJ (19) and Nicholas (12).

John is the principal of Trundle Central School and has shown selfless dedication for the community. He has managed to coordinate multiple individuals and agencies to deliver sustained drought relief to the Trundle community. Under John's leadership, students have been empowered to help their families in times of significant rural need. Their mental health has also been improved. The School was featured on BBC, China News and Seven Network's Sunrise, leading to visits by rural aid, rotary clubs, government and other organisations. In the last 12 months, they have secured 250 food and toiletry packages and have injected $70,000 into the Trundle economy. See omnystudio.com/listener for privacy information.

John Take PE, P.Eng., M.Eng & Exec. Vice President, Stantec Consulting Services Inc. 5151 E Broadway Boulevard Suite 400 Tucson, AZ 85711-3712 (520) 360-3086 Email: john.take@stantec.com www.stantec.com SOCIAL MEDIA: Facebook | Instagram | LinkedIn | Twitter | Under John s direction, Stantec has grown its ability to deliver large and complex water projects addressing climate change and urbanization, as well […] The post TMB E41: John Take, US Water Alliance Board of Directors appeared first on Business RadioX ®.

John Take PE, P.Eng., M.Eng & Exec. Vice President, Stantec Consulting Services Inc. 5151 E Broadway Boulevard Suite 400 Tucson, AZ 85711-3712 (520) 360-3086 Email: john.take@stantec.com www.stantec.com SOCIAL MEDIA: Facebook | Instagram | LinkedIn | Twitter | Under John s direction, Stantec has grown its ability to deliver large and complex water projects addressing climate change and urbanization, as well […] The post TMB E41: John Take, US Water Alliance Board of Directors appeared first on Business RadioX ®.

John Lounds reflects on how he achieved so much success. Good mentorship, building trust and building culture are all a part of the equation.  Listen and Subscribe:  Apple Podcasts | Google Podcasts | Stitcher | Spotify  More about John Lounds: John Joined the Nature Conservancy of Canada in 1997. Under John’s Leadership, NCC has grown from an annual budget of $8 million to approximately $80 million in 2017. NCC and its partners have helped to protect over 14 million hectares of ecologically significant land since 1962. John was previously a governor of the University of Waterloo, as well as a member of the Dean’s Advisory Committee at the Faculty of Environment at the University of Waterloo. He has served as a director of the George Cedric Metcalf Charitable Foundation, the Smart Prosperity Initiative, the International Land Conservation Network and on the Canadian councils of the North American Bird Conservation Initiative and the North American Wetlands Conservation Act. Links to Additional Resources: natureconservancy.ca Get involved with the Nature Conservancy of Canada   Memorable Quote: “Nobody can do everything. If you can build partnerships, if you can build a team with those skills and abilities, the team can make it happen – but no one should think that they are the only person able to do all of this.”   Full Episode Transcript: TINEKE KEESMAAT: This leader has helped protect over 35 million acres of ecologically-significant land across Canada. ANNOUNCER: Welcome to Leader Lab, where we talk to experts about how leaders can excel in a modern world. Helping leaders for over 20 years. Your host, Tineke Keesmaat. TINEKE KEESMAAT: John Lounds is the president and CEO of Nature Conservancy of Canada. He is passionate about nature, conservation, and leadership. Under his guidance, the Nature Conservancy has grown exponentially over the past two years, from a budget of $8 million to $80 million. On today's Leader Lab, he'll share some of the leadership lessons he learned along the way. John, welcome to the Leader Lab. JOHN LOUNDS: Thank you. TINEKE KEESMAAT: It's great to have you here, and I'm very curious if you could start by telling us a little bit about the path that brought you to the Nature Conservancy. JOHN LOUNDS: Well, I never thought I'd start off working in a nonprofit charity. Many years ago in high school, I was-- studying computer science was one of the big areas I was going to go into, but I had a geography teacher who really inspired me and wanted me to think about how the world could be changed as a result of how you think about organizing on the landscape. TINEKE KEESMAAT: And what's kept you in nonprofit for so long, and specifically, in the environmental space? JOHN LOUNDS: Well, the environmental space is my passion. I think a big part of working in a nonprofit charity is that you need to have the passion for the work. If you don't feel it, believe it, think it, dream it, live it, the people that you're talking to about the work you're doing will not hear you, they won't understand why it's important or what the impact can be. This field is my field, that's where I want to be. I also wanted to work in an organization that worked right across the country. I'm a proud Canadian and believe that we have one of the best countries in the world, and I just want to make sure that that's what I'm doing as well. So coupling the nonprofit work with my interest in the environmental world has been great for me. TINEKE KEESMAAT: That's amazing. And 20 years ago, environmental issues were not as talked about as they are now. So what has been the big shift in leading an organization? May not have been on the first page every day to now where it's everywhere you look. JOHN LOUNDS: I think that's true, and they weren't-- these issues weren't being discussed so much many years ago, but there were some big problems that came to the surface while I was growing up, and folks may not remember the Cuyahoga River in Cleveland catching on fire in Lake Erie, other events such as that, those-- a river catching on fire? Like, what is going on here? Those kind of events really affected my thinking then. I would say today with the awareness that people have and concern about-- whether it be climate change, biodiversity conservation, et cetera, we're seeing way more interest in the work we're doing, and I think that's somewhat contributed to the growth of the work of the Nature Conservancy of Canada, because there's more people who are understanding the importance of this work, and we've been welcoming them to the fold. TINEKE KEESMAAT: That's amazing. And over the last two decades that you've been leading the conservancy, you have had a dramatic impact. So you raised the budget from $8 million to $80 million, you've protected over 35 million acres of Canadian land. How did you create such an ambitious vision? JOHN LOUNDS: Well, it wasn't just me. I'd say one of my first lessons was the importance of finding and surrounding myself with really great people who would always challenge me and the team to think bigger. If you can find them, if you can listen to what they have to say, and know in your heart that you can actually accomplish more than you think you can, that combination can lead to some incredible things. So I remember one of my past board members who spoke about what is the conservation equivalent of a nation-building exercise? Like really thinking beyond we're not just going to solve this property problem or we're just going to solve this little issue. What is a big way of thinking about it? I also had some mentors. We had a session where we were talking about how much money we could possibly raise for one of our campaigns, and this was-- we had thought we would set a goal of $300 million thinking that was a very big number over several years. And this gentleman came to the front of the room to speak and he said, $300 million? That's not nearly enough. It needs to be $500 million. And the $500 million was actually what we then went away to do as a result of just that person pushing the boundaries of my thinking. I would never have thought of that. They push, they ask the tough questions, that's how the people that you surround yourself with can help you. TINEKE KEESMAAT: So John, that's amazing to have different perspectives pushing and challenging you and helping you to imagine what is possible. I can imagine that time that that might create some tension if your board is saying $500 million and your team is saying $200 million. How do you manage that tension? JOHN LOUNDS: Well I actually find that tension to be important. It's that space between the staff who are obviously implementing the work that needs to be done and the board's role pushing and asking tough questions to come to a place where we can all agree on what the right-- or the best way forward would be. And I'm a firm believer that if you have the staff being stronger than the board or the board being stronger than the staff, that you end up in a space that isn't as productive, doesn't create as much energy, and doesn't challenge-- whether challenging staff or challenging board members-- to get to the right answer going forward. So I look at this as a very important aspect of board-staff relationships, and it's a really important role for the CEO and the chair of the board to handle. TINEKE KEESMAAT: And I imagine that requires creating a lot of transparency and trust, right? So the board has to have some depth into what the organization's capabilities are, what they can actually do, and conversely, the staff needs to understand the role of the board. JOHN LOUNDS: Transparency, making sure that you're prepared, you've informed the board, you haven't hidden anything-- good or bad, the information, that's all important and needs to be shone a light on and discussed. I sometimes find-- I've seen in other organizations where the CEO-- because on the role, you know a lot about what's going on in all aspects of the business, but sometimes these CEOs are impatient and want the board to decide quickly and will jump in and say, no, no, what about this, what about that? But that's probably the worst thing you can do. It's better to just sit back, let the board have its full discussion, gain understanding, and come to conclusions that they wish to take, because by doing that, you're going to end up heading in the right direction. TINEKE KEESMAAT: That's great. So when we started this conversation, you talked about how nature is your passion, and I've been reading more and more about the importance of purpose in organizations-- so really helping people connect their passion to the work that they are doing. And I imagine that in your organization, you have lots of passion-driven individuals. JOHN LOUNDS: 340 of them. TINEKE KEESMAAT: That's awesome. Not everybody can say that. JOHN LOUNDS: No. TINEKE KEESMAAT: And I'm just curious, could you talk to me a little bit about the benefits of leading a passion-driven organization and maybe what some of the unintended challenges might be? JOHN LOUNDS: The benefit of leading a passion-driven organization is that you really don't have to motivate people to get up in the morning and come to work and do the work they do. That is not the issue. They are ready to run and ready to do what they can because they so fully believe in the mission of the organization. The key, then, is how do you direct that energy and enthusiasm? How do you keep that enthusiasm going, but how do you direct that energy and enthusiasm? So the 340 people kind of working in the same direction, that's the challenge. TINEKE KEESMAAT: And what have you found to be helpful in channeling that energy? JOHN LOUNDS: Well, one of the ways that nonprofits and charities proceed is they organize campaigns. And often people will see in the news that there's a campaign for x hundred million dollars or whatever the case might be. And the number is important, because you do need funds to run the business. But more importantly than the money is actually the alignment that a campaign provides for everybody working in the organization. By setting a common goal, describing the impact of that-- what's the vision? Not the big vision over time, but over the next five years. And by organizing people toward campaigns, it's a really great way of ensuring that everybody's energy is channeled together. TINEKE KEESMAAT: Because I mentioned, the campaign is-- the fundraiser, clearly they're the target for them, but also it connects to the programmers because they need to think about how they'll use that money and have a clear message on it, and then your communications folks, the stories that they are telling. So all of a sudden this big goal that you've set out in the campaign, every individual that knows what they need to do to make it happen. JOHN LOUNDS: Absolutely. And it starts with what conservation work are you're going to get done, right? And what is the impact of that conservation work and can you describe it well to people? Because you can't raise money for just raising money. What is going to be the outcome? If I invest in the Nature Conservancy of Canada, what will happen over the next five years? All donors and funders are looking to know what that is. TINEKE KEESMAAT: I'm curious again on this notion of passionate-driven team members. I'm curious if you've ever had instances where somebody is hired, they're super passionate about the cause, they have great enthusiasm, and then they walk in the door and that enthusiasm doesn't necessarily translate to impact at an individual level. I'm curious if that happens and then how you handle it. JOHN LOUNDS: I'd say folks that have come into the organization that don't have that passion, we've made a hiring mistake there, or they've made a hiring-- they've made a choice to come. We've had some people that come from private sector organizations that think, oh, I'll kind of retire on my way into the work here. That's never the case. And then they are suddenly surprised that they're working more than they were before. I think you want to make sure you're getting the right people in the right seats on the bus, which is common parlance, but in nonprofits-- I'm a big fan of Peter Drucker in this regard. Basically that you need to look for that person's contribution. If they aren't working out in the role, it's best to think about can you re-pot these people into another role where they will be able to live their passion? And sometimes those require pretty tough conversations to get there, but I've found that that's not only for the person involved, but for the organization as a whole a better way to go. TINEKE KEESMAAT: So really thinking about what are their strengths, how can they have a contribution or make an impact here, and then thinking about where that actually fits with what the organization-- JOHN LOUNDS: Right. If they've truly come for the mission, if they're passionate about it, just leaving them by the wayside isn't going to actually help the overall cause as I was just describing. So you have to figure out how to use-- now sometimes the fit isn't quite right and those decisions sometimes are mutual, and perhaps other organizations that are working on environmental causes are a better fit in terms of their particular interests. So we have lots of alumni from the Nature Conservancy of Canada and lots of other places for all sorts of good reasons. TINEKE KEESMAAT: That's great. I love that. It's just this idea of really keeping the passion of the organization and the purpose, and then thinking about the individual-- what do they need? What are their strengths? Where is that going to be a fit? And sometimes it's here and sometimes it's elsewhere, but it really is thinking about what's going to make that individual thrive. JOHN LOUNDS: In terms of choosing to work from home or wherever, that particular time is where we understand that, especially team members with young families. And in terms of the organization itself, we try and walk the talk that we are interested in the communities where we work, and where we believe that nature conservation is an important thing for Canada. One of the things we actually instituted-- we did it as a special a couple of years ago, but one of the things we instituted this past year permanently was to provide staff with two nature days during the summer months so that they can go and appreciate and reflect on the work they do. TINEKE KEESMAAT: That's amazing. I want to nature conservative day. [LAUGHS] JOHN LOUNDS: Well, we'll set up a program and try and get many companies to do this. That'd be fantastic. TINEKE KEESMAAT: I think it'd be super fantastic. That's great. John, I just want to continue this conversation on nonprofits, and I'm wondering from your perspective, what you think some of the unique characteristics are of these organizations and how, as a leader, you may have to adapt our style to manage them. JOHN LOUNDS: Well, I think one of the important aspects, obviously, is reputation and trust. We're not selling a good or service, really, so unless our reputation is beyond reproach and people trust us with the funds that they're giving us, the rest doesn't really happen. As I said, we have to remember every day that every dollar is a gift and people have voluntarily provided this to us. So I think the reputation, being transparent, integrity, all the good things that should be part of any business are even heightened further in a non-profit charity. And I think part of it is just knowing yourself. That's a common phrase, but knowing who you are and who you're not, and then nobody can do everything, but if you can build partnerships, if you can build a team and make sure the team around you has all those skills and has all those abilities, the team can make it happen, but no one should think that they are the only person able to do all of this. TINEKE KEESMAAT: That amazing. I've been thinking more and more about the importance of leader self-awareness in being able to drive impact, because I believe that-- exactly that. If you-- nobody can do it all with themselves, and so by being aware, you can know where you need to augment your team or what you need to keep your energy up through the highs and lows of driving or leading an organization. What have you learned about yourself over the years that you've had to kind of not deal with, but that you've had to incorporate into your leadership style? And how have you done that? JOHN LOUNDS: I think I'm in with a good group of people, because I would say that largely, the team here at the Nature Conservancy of Canada are likely skewed to the introvert side of the scale rather than the extrovert side of the scale. I'm one of those, and I've had to learn and train myself to push through my inclination to not want to talk about what we're doing, not want to get out there and yell in the bright lights about the work that's being done. We're plant and animal people. We would like to talk to the plants and animals, we don't actually know people, a lot about them. But since our business is a relationship with people business, frankly, that, I think, I've had to strengthen, I think I have a very good understanding of how to individually relate to people. The challenge has been to speak more broadly and speak to larger groups, and I've been able to get there. TINEKE KEESMAAT: And what have you done to help yourself in those moments? JOHN LOUNDS: Practice, practice, practice. It's about the only way to get over it. And then when I'm giving those talks, that I've checked in with the people around me to make sure I've asked, how did I do? You can always improve, and you can always do better. It's important that you get others to-- who will tell you the truth, to reflect on what you did that could be improved and what you did that maybe you should leave behind next time. TINEKE KEESMAAT: So John, when we were talking before the podcast, you mentioned how important you feel it is for leaders to the culture of their organizations. Can you tell me why this is important to you and examples of how you've made this happen? So the nature days would be one of those examples, but what else have you done to really make the culture come to life? JOHN LOUNDS: What I've tried to do is instill a culture where people should listen to each other. You can learn a lot from not assuming that when somebody has said something, that that's actually what they're thinking, and get underneath that and listen to what they're really saying. The culture as I see it is you listen hard, you work hard, you play some, and again, you need to know that you can actually accomplish a lot more than you think you can, especially if you're working with your team. And I try and walk that talk. Like I said, trying to be a flexible, caring place to work, having people get out into nature so that they understand-- I mean, we've got a lot of people that work in the field, but we also have a lot of people that work in the office doing finance and other things that it's important for them to actually get to see the work. And if you're here for 15 years, which sounds like a long time, we give you a week and some funds to go and travel anywhere in Canada to go and understand what that part of the world is like and get outside. So we try and really live that as much as we can. TINEKE KEESMAAT: That's amazing. John, I really enjoyed the conversation, and lots of amazing insights for myself and for the people who listen to the Leader Lab. I'm curious, just as we round out our conversation, if you had one practical piece of advice for leaders, something they can take away from this conversation and go do tomorrow that would really impact their effectiveness, what would that piece of advice be? JOHN LOUNDS: Well, I always start with my Stephen Leacock quote, which is, "I'm a great believer in luck, and the harder I work, the more I have of it." That's always watchwords for me. And one of the ways I try and do that is by not get caught up in the day-to-day and remember what the important things are. And I've had to do that. I do try and set aside three to four hours at least once a week to work on something important, because once you set aside that much time, you actually can't do your job, which is to think several years out, not just worry about what happened this month, last month. And I even take that to another place where I actually will go out to a place that's likely within a forest or nearby, and I'll take two to three days and actually just sequester myself and go and do that, because I find unless you actually step back from the day-to-day, you forget your perspective on what the important things are and what needs to be done in order to take you out for the next several years. ANNOUNCER: And now, let's get to know our guest a little better with some rapid fire questions. TINEKE KEESMAAT: As we wrap up the podcast, we have my favorite part. JOHN LOUNDS: Uh oh. TINEKE KEESMAAT: The random questions. Don't worry, they're not hard. [LAUGHTER] And just your first responses. JOHN LOUNDS: OK. TINEKE KEESMAAT: First, the craziest place in the world that you've been. JOHN LOUNDS: Oh no. [LAUGHTER] The craziest place in the world that I've been? That's supposed to be my first response? TINEKE KEESMAAT: Yeah. There's no right answer. JOHN LOUNDS: I know there's no right answer, but I could do a lot of places. TINEKE KEESMAAT: That's awesome. Or most surprising place. JOHN LOUNDS: Manila. Oh, a surprising place? Labrador. TINEKE KEESMAAT: Are you an early bird or a night owl? JOHN LOUNDS: Early bird. TINEKE KEESMAAT: I'm not surprised. You as a teenager in three words. JOHN LOUNDS: Lost, driven, and a bit unsure of myself. TINEKE KEESMAAT: So a typical teenager. JOHN LOUNDS: Yeah. TINEKE KEESMAAT: And your favorite emoji? JOHN LOUNDS: I hate emojis. TINEKE KEESMAAT: [LAUGHS] Fair enough. And the all-important final question-- how do you feel about Brussels sprouts? JOHN LOUNDS: I'm not a fan. TINEKE KEESMAAT: [LAUGHS] Awesome. ANNOUNCER: Thank you for joining us today on Leader Lab. Leader Lab is powered by Tiltco, helping exceptional leaders achieve extraordinary results. And the Ivey Acedmy at Ivey Business School, Canada's home for learning and development. You can learn more about Tiltco and Leader Lab a tiltco.ca. And to find out more about the Ivey Academy, go to iveyacademy.com.  

John Hall is co-founder and CEO of Influence & Co., a content marketing agency that helps companies and individuals extract and leverage their expertise to create, publish, and distribute content to their key audiences. In five years, John has grown Influence & Co. into one of the largest providers of high-quality expert content to more than 1,000 of the world’s top publications. Under John’s leadership, Influence & Co. was ranked No. 72 on Forbes’ “Most Promising Companies in America” list in 2014 and was named Empact’s “Best Marketing and Advertising Company of 2014” at the United Nations. Influence & Co. was also recently mentioned in Inc. as the No. 1 company dominating content marketing. John has weekly columns for Forbes and Inc. and has contributed to more than 50 publications, including  Harvard Business Review, Fast Company, The Washington Post, and Mashable. John was recently recognized as a “must-see” and one of the most authentic speakers in Forbes. His talks have inspired thousands of leaders, marketers, salespeople, entrepreneurs, and others to improve their performance.     What you’ll learn about in this episode: Thought leadership: why it’s something you have to do Creating a thought leadership content marketing blueprint Why your blogs should have the author’s name for a byline -- not the agency’s name Strategies for creating content that isn’t generic How to build thought leadership into your schedule so that you actually spend time on it -- and what to do if you can’t Finding the ideal mix for publishing content on your own site vs. externally Big mistakes agencies make with their content Why thought leadership content marketing is here for the long haul Ways to contact John: Email: john@influenceandco.com Twitter: @johnhall Website: www.influenceandco.com LinkedIn: www.linkedin.com/in/johnhall4 Book: “Top of Mind: Use Content to Unleash Your Influence and Engage Those Who Matter To You” We’re proud to announce that Hubspot is now the presenting sponsor of the Build A Better Agency podcast! Many thanks to them for their support!

If you create meaningful relationships in your professional life with customers, partners, and industry influencers and in your personal life with family and friends, you can position yourself to stay top of mind with all of them. And staying top of mind with those who matter to you will help you not only create more opportunities, but also become a better, happier person. Consumers’ needs and expectations have changed and in his book, Top of Mind, John Hall explains what this shift means for those interested in building a long-lasting, trustworthy, and influential brand. From building strong, transparent relationships by helping others to amplifying your message through content, John discusses what it truly takes to build trust, earn space at the top of your audience’s minds, and create opportunity for your company. In this podcast you will learn: How to build influence and deepen relationships The various trust “touch points” needed to effectively build trust with your audience How to implement effective content marketing that helps scale the lasting relationships you’re building How to become top of mind with your audience so you’re the person they think of when opportunities arise BIO: John Hall is co-founder and CEO of Influence & Co., a content marketing agency that helps companies and individuals extract and leverage their expertise to create, publish, and distribute content to their key audiences. He is also the author of the best-selling business book, “Top of Mind.” In five years, John has grown Influence & Co. into one of the largest providers of high-quality expert content to more than 1,000 of the world’s top publications. Under John’s leadership, Influence & Co. was ranked No. 72 on Forbes’ “Most Promising Companies in America” list in 2014 and was named Empact’s “Best Marketing and Advertising Company of 2014” at the United Nations. Influence & Co. was also recently mentioned in Inc. as the No. 1 company dominating content marketing. John has weekly columns for Forbes and Inc. and has contributed to more than 50 publications, including Harvard Business Review, Fast Company, The Washington Post, and Mashable. John was recently recognized as a “must-see” and one of the most authentic speakers in Forbes. His talks have inspired thousands of leaders, marketers, salespeople, entrepreneurs, and others to improve their performance. For more information visit Influenceandco website. Download the handout: http://360rea.ch/2tOzaCF  

John Hall is co-founder and CEO of Influence & Co., a content marketing agency that helps companies and individuals extract and leverage their expertise to create, publish, and distribute content to their key audiences. In five years, John has grown Influence & Co. into one of the largest providers of high-quality expert content to more than 1,000 of the world’s top publications. Under John’s leadership, Influence & Co. was ranked No. 72 on Forbes’ “Most Promising Companies in America” list in 2014 and was named Empact’s “Best Marketing and Advertising Company of 2014” at the United Nations. Influence & Co. was also recently mentioned in Inc. as the No. 1 company dominating content marketing. John has weekly columns for Forbes and Inc. and has contributed to more than 50 publications, including Harvard Business Review, Fast Company, The Washington Post, and Mashable. John was recently recognized as a “must-see” and one of the most authentic speakers in Forbes. His talks have inspired thousands of leaders, marketers, salespeople, entrepreneurs, and others to improve their performance.   What you’ll learn about in this episode: John’s new book "Top of Mind: Use Content to Unleash Your Influence and Engage Those Who Matter To You" How John’s book fits into his thought leadership strategy Why staying top of mind is a great strategy for developing trust Short-term to long-term memory: consistently engaging people so that they remember forever Why you need to make yourself approachable Why showing your failings and foibles does not diminish your thought leadership Why you must understand what is truly helpful for individuals Why you must help people without expecting anything in return How to tell people how you helped them without it sounding self-serving Why you shouldn’t be too aggressive and should build a relationship over time Why you need to start small with changing how you relate to others Ways to Contact John Hall: Email: john@influenceandco.com Twitter: @johnhall Website: www.influenceandco.com LinkedIn: www.linkedin.com/in/johnhall4 Book: "Top of Mind: Use Content to Unleash Your Influence and Engage Those Who Matter To You"

John Bradburn Manager of Waste-Reduction Efforts, General Motors John is manager of waste-reduction efforts at General Motors. In this role, he leads the company’s landfill-free initiative, which has resulted in 111 GM operations around the world that reuse, recycle, and convert to energy all waste from daily operations. John is an established expert in waste reduction and recycling, and frequently mentors other companies pursuing zero-waste goals. John’s responsibilities also include directing the company’s design-for-the-environment program, implementing sustainable processes and technologies. He collaborates with suppliers, product and manufacturing engineers, and external stakeholder groups. Under John’s leadership, GM recycled or reused 84 percent of its manufacturing waste generated globally through various resource conservation efforts in 2013. Between 2000 and 2010, the company reduced non-recycled manufacturing waste by 73 percent.

This month Doug sits down with John Henne. John Henne is currently President and co-owner of Henne Jewelers in Pittsburgh Pennsylvania. John has managed the family business since 1998, overseeing all aspects of the operation including diamond procurement, accounting, sales and marketing. Prior to functioning in that capacity John was the sales manager. In 2004 John and his sister Meg Henne Gibson assumed full ownership of the company that was established in 1887 by their great grandfather, Rudolf Joseph Henne.The mission of Henne Jewelers is to strengthen and enhance relationships, and John most enjoys the part he and Henne Jewelers can play in couples’ lives as they prepare for marriage and grow in love throughout their married lives. Along those lines he established the “To Have and To Hold” program that is designed to give couples financial incentives to properly prepare for marriage through pre-marriage counseling.Under John’s leadership Henne Jewelers has grown and received numerous local business and retail jewelry awards. John is most proud of being awarded the Pittsburgh Business Ethics award, by the University of Pittsburgh’s David Berg Center for Ethics and Leadership and being named to the Best Places to Work by the Pittsburgh Business Times.Prior to joining Henne Jewelers, John was a CPA with KPMG in the audit and tax departments. He received a Bachelors degree in accounting from Grove City College in 1989. John is a past president of the Shadyside Chamber of Commerce and currently is on the Board of Directors of the Coalition for Christian Outreach, which transforms college students to transform the world, Imani Christian Academy, which serves at-risk inner city youth in Pittsburgh, and Jewelers of America. He is also a member of the Grove City Alumni Council and the Pittsburgh chapter of Young Presidents Organization (YPO).Support the show (https://www.patreon.com/l3leadership)