Podcasts about virginia darden school

Most plant-based meats in the US have centered around American staples like hamburgers, hot dogs, chicken nuggets, and sausages. But there's a world of meat consumption out there, and some of the most popular meat dishes are ones many Americans may have never even tried. In recent years, South Korea has seen great success exporting its culture around the world, with mega-popular K-dramas like Squid Game and The Parasite, K-pop like BTS, and yes, K-food like bibimbap. Now, South Korean plant-based meat player UNLIMEAT is bringing its twist on K-meat to thousands of US supermarkets. Already, the company's Korean-style alt-meats have been sold throughout Asia, including at Starbucks, Subway, Domino's, and more. And since they broke into the US market with a giant Times Square ad in 2022, the company is now making inroads into the American diet. With Korean-themed frozen products like bulgogi, pulled pork, and kimbap tuna, the company is betting that Americans will welcome new alt-meat offerings into their homes. In this episode, we talk with UNLIMEAT Co-CEO Ryan Chung, who's in charge of the American market for the young and growing company. While the brand was started in 2019, they've already raised well over $20 million USD, built a factory in Korea, and are shipping around the world.  As you'll hear, we discuss the challenges plant-based meat is facing these days and what might be done to overcome them, along with predictions for what the meat market may look like in 15 years. It's a compelling conversation with a leader in the space who's seeking to change the face of the alt-meat movement as we know it.  Discussed in this episode Ryan recommends reading The Innovators Paul recommends reading Quirky, whose author Melissa Schilling is a past guest on this show! Paul's photo of Quorn being marketed as essentially price parity with chicken in a London KFC. UNLIMEAT's partnership with Just Egg UNLIMEAT is available at Sprouts, Giant, Albertsons, on Amazon, and more. More about Ryan Chung Ryan Chung is a Co-CEO at UNLIMEAT, where Ryan also holds the titles of Head of International and Chief Strategy Officer. Ryan previously served as the Chief Operating Officer at BriteBelly and YBRAIN. He also worked at Tesla, handling various aspects of business operations. Ryan has a background in M&A from roles at Samsung NEXT and PwC, encompassing due diligence, post-deal value capture, and divestiture planning. With industry experience in technology, automotive, industrials, aerospace & defense, and consumer sectors, Ryan's expertise in operational strategy, new product development, and strategic analysis is well-rounded. Ryan holds an MBA from the University of Virginia Darden School of Business and a BA in Economics, International Relations, and Business Administration from Boston University.

ABOUT OUR GUEST:  Martie Edmunds Zakas has been Mueller Water Products' CEO since August 2023 and served as President and CEO from August 2023 to May 2024. She previously served as the Executive Vice President and Chief Financial Officer of Mueller Water Products since 2018. She has directed Mueller's strategic planning, corporate development, investor relations and corporate communications activities since joining the Company in 2006. Prior to joining Mueller, Martie spent five years with Russell Corporation where she held a variety of positions culminating in her role as Corporate Vice President, Chief of Staff, Business Development and Treasurer, until its 2006 acquisition by Berkshire Hathaway. From 1993 to 2000, Martie served as Corporate Vice President, Director of Investor Relations and Corporate Secretary for Equifax, Inc., a global data, analytics and technology company. She began her career as an investment banker at Morgan Stanley. Martie earned a Bachelor of Arts degree from Randolph-Macon Woman's College (now Randolph College), a MBA from the University of Virginia Darden School of Business and a Juris Doctor from the University of Virginia School of Law. She is a Director of Mueller Water Products and BlueLinx Holdings, Inc., and is a former Director of Atlantic Capital Bancshares, Inc. She serves on the Board of Trustees of the University of Virginia Darden School Foundation. CONNECT WITH MARTIE  LinkedIn   CONNECT WITH MUELLER WATER PRODUCTSWebsite   X (Twitter)  LinkedIn YouTube EPISODE AND EMPOWERING WOMEN IN INDUSTRY LINKSEmpowering Women in Industry Conference RegistrationEmpowering Women in Industry MembershipEmpowering Women in Industry MagazineEmpowering Women in Industry WebsiteEmpowering Women in Industry Virtual Events QUOTES AND KEY TAKEAWAYS“I am really honored to be a female leading a manufacturing company in the U.S. because you do not see as many female CEOs of public manufacturing companies.  By seeing the unexpected, I think it will help us all move forward and hopefully in the future we will see more female CEOs in the manufacturing industry. Then it becomes expected.”Inclusion: “Importantly, if you feel included and feel part of that team then I think we then are going to get the benefits of hearing all the different voices, ideas, and backgrounds such that we can have collective success.”“You want to feel that the contributions you are making or the organization you are working with are making important contributions.”“You need to have your own personal set of values.  As you go through this, ensure you have your baseline of what your values are and you ensure that is an integral part of the work that you are doing.”Most important skill: “Be adaptable and be curious. Because whatever the headlines are today, they are going to change.”“Observe what you see that you like and that you may want to emulate.  As importantly, see what you don't like. You can take that and say I do not want that to be part of my toolkit.” 

A CMO Confidential Interview with Kim Whitler, business professor at the University of Virginia and former GM and CMO. Kim joins us to discuss how start-ups require different CMO's at the various stages starting with seed money and ending with an IPO, how good intentions can jeopardize business success on the corporate activism front, and how to think about NIL from the perspective of marketers and athletes. Key topics include: why blue chip CMO's often fail when they move to the start-up world; why you should reframe activism from "right versus wrong" to a "risk lens;" and the difference between eyeballs and brand fit when evaluating NIL. Listen in to hear the difference between a "steel man" vs. a "straw man" argument and why you should think about the former for your business.Unlock CMO Success: The Stages You MUST Master with insights from CMO Confidential, a podcast hosted by Mike Linton, former CMO of companies like Best Buy and eBay. Tune in to hear Dr. Kim Whitler, Assistant Professor of Marketing at the University of Virginia Darden School of Business, share her unique perspective on the stages of CMO success. Key topics include the evolving role of a CMO from startup phases to IPO, the impact of corporate activism, and the strategic use of name, image, and likeness in marketing. Discover how CMOs can navigate the complex landscape of marketing leadership and learn from real-world examples of successful strategies. This episode offers valuable insights for marketers aiming to enhance their leadership skills and stay ahead in the competitive business environment. Subscribe to the CMO Confidential Newsletter for exclusive content and stay informed with the latest marketing insights. Don't miss out on this opportunity to elevate your marketing knowledge!CHAPTERS:00:00 - Intro00:40 - Kim Whitler, PhD01:52 - CMO Success: Marketing Strategies09:31 - Corporate Activism: Business Risks16:21 - Name, Image, and Likeness (NIL)18:15 - Athlete Branding Strategies22:19 - Monetizing Your Brand: Follower Count26:51 - Measuring NIL ROI Effectively29:45 - Marketing Best & Worst Practices33:02 - Practical Advice for Marketers33:21 - Steelmanning: Navigating Activism35:30 - OutroSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Jack talks with Tim Williams, Executive Vice President of Education Initiatives at the Money Management Institute (MMI). Tim is a seasoned business strategist with a proven track record in steering cross-functional teams to deliver innovative solutions. With more than three decades of experience in wealth and asset management, he brings deep expertise in business strategy, innovation, change management, and professional development. Jack and Tim discuss MMI's professional development programs, highlighting initiatives designed to sharpen leadership skills and open doors for career advancement within the industry. Tim also shares his insights on cultivating a growth mindset, the importance of continuous learning, and the value of building a strong network of industry experts. In this episode: [01:30] - Tim's career path in asset and wealth management [06:09] - How Tim transitioned into the development side of wealth management [07:41] - Tim's current projects at MMI [10:42] - MMI's mentorship program [14:30] - MMI's upcoming development program [17:13] - How Tim turns innovative ideas into practical, actionable strategies [21:47] - Tim's perspective on leadership within wealth management [27:43] - Tim's key takeaways [32:25] - Tim's interests outside of work Quotes [12:51] - “The number one lesson I've learned from participants is how much this program gives them awareness that they're not in this alone.” ~ Tim Williams [29:50] - "We are so focused on the process that we have forgotten that the best way to innovate, get organic growth, and move the ball forward is a growth mindset—meaning, fail early, fail fast, test, and learn." ~ Tim Williams [31:57] - "We are getting a new era of leaders. We have to embrace them and support them. We can learn a lot from them." ~ Tim Williams Links  Tim Williams on LinkedIn Money Management Institute Craig Pfeiffer Len Reinhart Danielle Learned NYU Stern Blackstone Broadridge Morgan Stanley Microsoft PwC Academy | Money Management Institute Executive IQ | Money Management Institute Leadership Pathway | Money Management Institute University of Virginia Darden School of Business Jacquelyn Reardon Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

Bryan is a Founder and President of Mammoth Life and Reinsurance, the nation's only minority owned distribution /reinsurance carrier focused on delivering data advantaged digital life products to underserved communities. He is also Managing Partner of PurplePill Ventures a founder-friendly private equity fund focused on creating, building and leveling up insurance, healthcare and financial technology companies led by diverse founders. Prior to Mammoth and Purple Pill, Bryan was one of the original team that created and built Lazard Wealth Management. He authored and executed the marketing plan for the group focusing on single/multifamily offices, endowments, foundations and ultra-high net worth private investors. Before Lazard, Bryan had advised client families at JPMorgan Private Bank and Morgan Stanley for whom compiled a strong record of success raising in excess of $2.5B in new assets. Bryan is a Board Member Emeritus, former Atlanta Chapter President, and current Co-Chair of the Founder's Council of CavAngels, LLC, a non-profit club composed of University of Virginia alumni, faculty, parents, students and friends of the University whose mission is to provide education and investment in private, early-stage companies associated with members of the UVA family. He is a graduate of The Norfolk Academy (VA), holds a degree in Public Policy Studies from Duke University, where he was a Varsity athlete, as well as an MBA from the University of Virginia Darden School of Business where he served a decade as a Trustee of the Darden School Foundation. Bryan is also active in the alumni strategic planning committee for the Omega Psi Phi Fraternity chapter at Duke University. In his “spare” time, he is a serious martial arts hobbyist, teacher, and competitor, holding black belts in Brazilian Jiu Jitsu, Wing Chun Kung Fu, and Muay Thai based Mixed Martial Arts. Want to create live streams like this? Check out StreamYard: https://streamyard.com/pal/d/5353468462366720

In this episode, Jared chats with Louis Gump, author of "The Inside Innovator: A Practical Guide to Intrapreneurship." In addition to intrapreneurship, they discuss the evolution of innovation, emphasizing the importance of recognizing past achievements and learning from them to inform modern technologies like AI, LLM, and GPTs.------------------------------------------------------------Episode Guide:0:00 - Intro0:50 - What is Innovation?2:46 - The past, future, and innovation5:18 - Cycles and positive results between innovations7:36 - Intrapreneurship vs Entrepreneurship10:28 - Intrapreneurship and company education15:16 - Responsibilities in Intrapreneurship17:21 - Intrapreneurship and innovation in various industries21:29 - Intrapreneurship and innovation in business23:17 - Creating: The Inside Innovator: A Practical Guide to Intrapreneurship25:10 - Intrapreneurship, self-knowledge, and recognizing opportunities in organizations31:32 - Innovation, optimism, and teamwork33:41 - Advice to Innovators------------------------------------------------------------Louis K. Gump is a business builder, transformational leader, and pragmatic optimist. He has worked with some of the most recognized companies in the world, developing talented teams and achieving remarkable success for growth businesses. He has done this from multiple perspectives: as an intrapreneur within large corporations, as CEO and entrepreneur within smaller companies, and in strategic industry leadership roles. Gump is president of Cambian Solutions, which focuses on excellence in innovation, business growth, and team performance. Earlier in his career, he presided over award-winning mobile businesses at The Weather Channel and CNN. More recently, he has served as CEO of two digital media firms and led Cox Media, the advertising division of Cox Communications, the third largest cable provider in the US. Gump has also held leadership roles in a wide range of industry and community organizations, including ten years on the board of the Mobile Marketing Association, where he served as global chairman. He earned an MBA from the University of Virginia Darden School of Business and a BA from Duke University. He is the author of the forthcoming business book, The Inside Innovator: A Practical Guide to Intrapreneurship (Fast Company Press; March 12, 2024), which will help readers achieve more, build stronger relationships, and increase personal fulfillment through intrapreneurship. While many books have been written for entrepreneurs and C-suite executives, there have been few books focused on the intrapreneurs inside larger organizations, and Gump's guidebook brilliantly fills that gap. More about our guest:Louis GumpBook: The Inside Innovator: A Practical Guide to Intrapreneurship OUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management

The AI Playbook: Mastering the Rare Art of Machine Learning Deployment by Eric Siegel  ABOUT THE BOOK: In his bestselling first book, Eric Siegel explained how machine learning works. Now, in The AI Playbook, he shows how to capitalize on it. The greatest tool is the hardest to use. Machine learning is the world's most important general-purpose technology—but it's notoriously difficult to launch.  Outside Big Tech and a handful of other leading companies, machine learning initiatives routinely fail to deploy, never realizing value.  What's missing? A specialized business practice suitable for wide adoption.  In The AI Playbook, bestselling author Eric Siegel presents the gold-standard, six-step practice for ushering machine learning projects from conception to deployment.  He illustrates the practice with stories of success and of failure, including revealing case studies from UPS, FICO, and prominent dot-coms.  This disciplined approach serves both sides: It empowers business professionals, and it establishes a sorely needed strategic framework for data professionals. Beyond detailing the practice, this book also upskills business professionals—painlessly.  It delivers a vital yet friendly dose of semi-technical background knowledge that all stakeholders need to lead or participate in machine learning projects, end to end.  This puts business and data professionals on the same page so that they can collaborate deeply, jointly establishing precisely what machine learning is called upon to predict, how well it predicts, and how its predictions are acted upon to improve operations.  These essentials make or break each initiative—getting them right paves the way for machine learning's value-driven deployment. A note from the author: What kind of AI does this book cover? The buzzword AI can mean many things, but this book is about machine learning, which is a central basis for—and what many mean by—AI. To be specific, this book covers the most vital use cases of machine learning, those designed to improve a wide range of business operations. ABOUT THE AUTHOR: Eric Siegel, Ph.D. is a leading consultant and former Columbia University professor who helps companies deploy machine learning.  He is the founder of the long-running Machine Learning Week conference series, the instructor of the acclaimed online course “Machine Learning Leadership and Practice – End-to-End Mastery,” executive editor of The Machine Learning Times, and a frequent keynote speaker.  His previous book is the bestselling "Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die," which has been used in courses at hundreds of universities and was featured on episode 74 of The Marketing Book Podcast in 2016. Eric's interdisciplinary work bridges the stubborn technology/business gap. At Columbia, he won the Distinguished Faculty award when teaching graduate computer science courses in ML and AI. Later, he served as a business school professor at the University of Virginia Darden School of Business.  Eric's many media appearances include Bloomberg TV and Radio, Business News Network (Canada), Israel National Radio, NPR Marketplace, Radio National (Australia), Businessweek, CBS MoneyWatch, The European Business Review, The Financial Times, Forbes, Harvard Business Review, The Huffington Post, The New York Times, Newsweek, Scientific American, The Wall Street Journal, and The Washington Post. And, interesting fact – he is a dancing machine!  Click here for this episode's website page with the links mentioned during the interview... https://www.salesartillery.com/marketing-book-podcast/ai-playbook-eric-siegel

Listen at the top of this third hour as Dr. Don Welch talks with us about his book The Responsive Marriage: Finding the Path Out of Reactivity, a wonderful tool to help us grow in marriage. The Welch Family Therapy Institute (WFTI) was founded by Dr. Welch, a Licensed Marriage and Family Therapist and Certified Sex Therapist with over 30 years of experience in the fields of mental health and relationship skills. Dr. Welch founded the Center for Enriching Relationships (CER) in 2002 which currently operates ten (10) sites with thirty (30) therapists and fifty (50) university students in training serving thousands of clients throughout San Diego, California. Dr. Welch oversees a partnership between CER and Point Loma Nazarene University to train and provide clinical hours to students in the Master of Arts in Clinical Counseling program. He is a published author, university professor, and speaker at conferences, churches, retreats, and seminars throughout the United States. He holds a bachelor’s degree, three (3) master’s degrees, and a doctorate degree. To wrap up today's show, Josh Newell from The Jesus Film Project joins us to share some exciting news! Josh brings a range of experience to the role of executive director of Jesus Film Project. Shortly after graduating from Indiana University, he and his wife, Holly, joined staff with Campus Crusade for Christ® as part of the first JESUS film short-term recording team. Through that experience, they developed a heart for the Muslim world and worked with Bible translation partners in the Middle East to translate new versions of the JESUS film. After moving their family to serve in the North Africa, Middle East, and Central Asia area, Josh began to lead the Global Church Movements (GCM) for Campus Crusade. In 2013 Josh received his Master of Business Administration (MBA) from the University of Virginia Darden School of Business, and joined Jesus Film Project as director of Marketing Communications and U.S. Strategy. He and Holly have four children. See omnystudio.com/listener for privacy information.

Welcome to Chatter with BNC, Business North Carolina's weekly podcast, serving up interviews with some of the Tar Heel State's most interesting people. Today's episode features an interview with Mary Margaret Frank. Frank was named dean of UNC Kenan-Flagler effective Aug. 15, 2023. She is a Triple Tar Heel, an academic fellow at the UNC Tax Center and has taught in the Master of Accounting Program. Frank returns to UNC Kenan-Flagler from the University of Virginia Darden School of Business, where she was senior associate dean for faculty development, John Tyler Professor of Business Administration. She also was co-founder and academic director of the Institute for Business in Society. In that role she led the development of the P3 Impact Award, which recognizes leading cross-sector collaboration to improve communities around the world, in partnership with the U.S. Department of State's Office of Global Partnerships and Concordia. Her passion for cross-sector collaboration also led her to establish the Tri-Sector Leadership Fellows program, which brings together graduate students from business, law and public policy.

Welcome to Chatter with BNC, Business North Carolina's weekly podcast, serving up interviews with some of the Tar Heel State's most interesting people. Today's episode features an interview with Mary Margaret Frank. Frank was named dean of UNC Kenan-Flagler effective Aug. 15, 2023. She is a Triple Tar Heel, an academic fellow at the UNC Tax Center and has taught in the Master of Accounting Program. Frank returns to UNC Kenan-Flagler from the University of Virginia Darden School of Business, where she was senior associate dean for faculty development, John Tyler Professor of Business Administration. She also was co-founder and academic director of the Institute for Business in Society. In that role she led the development of the P3 Impact Award, which recognizes leading cross-sector collaboration to improve communities around the world, in partnership with the U.S. Department of State's Office of Global Partnerships and Concordia. Her passion for cross-sector collaboration also led her to establish the Tri-Sector Leadership Fellows program, which brings together graduate students from business, law and public policy.

In this special edition of the podcast, we catch up with Ayana Younge. Younge is an Assistant Professor of Business Administration in the Leadership and Organizational Behavior area at the University of Virginia Darden School of Business, and her research lies at the intersection of emotions, social hierarchy, and interpersonal processes. We talk with Younge about her journey to Darden, what it's like to teach in Darden's core curriculum, her elective – People, Purpose and the Power of Relationships, as well as her work with the PhD Project. Founded in 1994, The PhD Project seeks to diversify corporate America by diversifying the role models in the front of classrooms. Learn more.

In this special edition of the podcast, we catch up with Ayana Younge. Younge is an Assistant Professor of Business Administration in the Leadership and Organizational Behavior area at the University of Virginia Darden School of Business, and her research lies at the intersection of emotions, social hierarchy, and interpersonal processes. We talk with Younge about her journey to Darden, what it's like to teach in Darden's core curriculum, her elective – People, Purpose and the Power of Relationships, as well as her work with the PhD Project. Founded in 1994, The PhD Project seeks to diversify corporate America by diversifying the role models in the front of classrooms. Learn more.

"In a rapidly growing industry, adaptability is key. Our dynamic approach to responsibilities allows team members to seize opportunities and excel. It's a source of immense pride to lead such a capable and resilient group through adversity and triumph, knowing they will be the bedrock of our future success."In today's episode of The Shape of Work, hear how Jaideep Wadhwa, Director of STERLING GTAKE E-MOBILTIY LTD, charts a compelling course from his family business to becoming a business leader and entrepreneur. With 30 years of experience, he takes you on a fascinating journey through the world of international business management and the electric vehicle industry. He earned his BA degree from the esteemed St. Stephen's College in Delhi, followed by an MBA from the prestigious University of Virginia Darden School of Business. Throughout his career, he has contributed his expertise to renowned organizations including Ingersoll Rand, Actis, Max Speciality Films, and Pravah Advisors, among others.In this episode, Jaideep shares the secrets of his successful management style, focusing on building and nurturing a dynamic team. He talks about how he gives his team the liberty to achieve results while endorsing a healthy work-life balance.Episode HighlightsHow to ensure that the business remains focused on meeting the needs of the customer?How to approach building and leading effective teams within the organisation?Importance of leaders being aware of what their team needsStrategies for maintaining work-life balanceFollow Jaideep on LinkedinProduced by: Priya BhattPodcast Host: Archit SethiAbout Springworks:Springworks is a fully-distributed HR technology organisation building tools and products to simplify recruitment, onboarding, employee engagement, and retention. The product stack from Springworks includes:SpringVerify— B2B verification platformEngageWith— employee recognition and rewards platform that enriches company cultureTrivia — a suite of real-time, fun, and interactive games platforms for remote/hybrid team-buildingSpringRole — verified professional-profile platform backed by blockchain, andSpringRecruit — a forever-free applicant tracking system.Springworks prides itself on being an organisation focused on employee well-being and workplace culture, leading to a 4.8 rating on Glassdoor for the 200+ employee strength company.

After the summer of 2020 in the United States, many organizations made a big push to increase diversity, equity, and inclusion in their ranks and operations. But now, many fear that that momentum is slipping, especially in the face of economic headwinds. Laura Morgan Roberts, organizational psychologist and professor at the University of Virginia Darden School of Business, says it is time to recommit to these efforts by creating the conditions for all workers to flourish. She explains four freedoms that organizations can foster to allow employees to become their best selves — and even be able to fade into the background when they choose. Roberts wrote the HBR Big Idea article “Where Does DEI Go From Here?”

Sondra Radcliffe is a strategy-oriented, global executive who has had a successful career as an attorney at an Am Law 100 firm and a Fortune 50 business executive. She has a full spectrum background comprised of operational roles with P&L ownership, project management, business development, accounting and legal experience. Sondra spent the last ten years in various roles with Raytheon Technologies. Prior to joining Raytheon, Sondra was an attorney with two national law firms where she worked with companies in healthcare, financial services, and other highly regulated industries. She also served as a Business Development Analyst for alcoholic beverage distributor Mesa Distributing Co. Sondra holds a Bachelor of Arts in Political Science and a Master of Business Administration from the University of San Diego, Calif., as well a Juris Doctor from the University of San Diego School of Law. In addition, she earned executive education certifications for the Emerging Leaders Executive Education Program at the University of Virginia Darden School of Business in Singapore, the Global Leadership Development Program at INSEAD, and the Women on Boards Executive Education Program at Harvard Business School. Sondra has received the following awards and recognitions: 2021 Women's Advocate Award (Raytheon Technologies), 2020 Technology Leader of the Year Award (Arizona Capitol Times); 2018 Finalist: Arizona Corporate Counsel Awards; 2013 Top Young Attorney Award (San Diego Daily Transcript); 2012 Finalist: Women Who Rock (San Diego Metro Magazine); and 2011 Top Young Attorney Award (San Diego Daily Transcript). 50/50 Women On Boards: https://5050wob.com/

In a recent white paper, “Normalize DEI in Your Organization,” professors at the University of Virginia Darden School of Business discuss common barriers to real progress in DEI, and offer evidence-based steps that can help transform DEI efforts from siloed side-projects to core systems embraced throughout an organization's culture and practices. For this episode of the podcast, one of the authors, a UVA Professor, explores the findings of the white paper with two surgeons, one of whom is her father. Together they discuss the importance of inter-generational change, "positive weirdness" and some unique aspects of DEI in healthcare. The white paper references the following framework: Five barriers and pathways to DEI    1) The Identity Regulation Barrier, 2) The Authority Barrier, 3) The Things Are Working Well for Me Barrier, 4) The Inertia Barrier, 5) The Motivation Barrier. Five pathways to DEI    1) Build a More Inclusive Hiring Process, 2) Design for Intelligent Inclusion, 3) Enable Mindful Conversations, 4) Empower Mentorship and Sponsorship, 5) Leverage Identity.  Featuring Professor Laura Morgan Roberts, Associate Professor of Business Administration, Darden Business School, & CEO and Founder, The Alignment Quest Enterprise, LLC; Randall C. Morgan, Jr., M.D., M.B.A., Clinical Associate Professor of Orthopedic Surgery at Florida State School of Medicine, President & CEO, Cobb Institute; and episode host Mary O'Connor, MD, Co-Founder and Chief Medical Officer, Vori Health, & Chair, Movement is Life.  “Normalize DEI in Your Organization” (link to article & White Paper): https://news.darden.virginia.edu/2022/09/02/new-white-paper-normalize-dei/  "Positive Organizing in a Global Society" https://www.amazon.com/Positive-Organizing-Global-Society-Roberts/dp/1848725760     Excerpts  “Practice expressing your positive weirdness. It gives others permission to bring out their weird. Differences are assets and resources for organizations, not problems to be solved.” “Diversity, equity and inclusion (DEI) efforts in the corporate world remain a vortex of passion, malaise, hope and cynicism, despite overwhelming evidence that diverse and inclusive workplaces simply perform better.”   “DEI does not often generate the short-term benefits that people would like to see. It requires a long-term, sustained, and often inter-generational investment for us to see those returns.”   “A perpetual learning environment should be a goal of any organization that really wants to make an advance with regard to diversity, equity and inclusion.” “We need diversity in thought, and diversity in culture and background, because people bring their life experiences into that filtering process. That all matters if we are going to make good decisions, especially in healthcare, with how we take care of people.” © Copyright 2023 Movement is Life Inc. Host: Mary O'Connor, MD Research & Production: Rolf Taylor 

ESG Decoded is a podcast powered by ClimeCo to share updates related to business innovation and sustainability in a clear and actionable manner.  In this episode, Amanda Hsieh talks with  Denise Vaughn, Vice President of Environmental, Social, and Governance (ESG) for Ferguson, a $28.6B value-added distributor in North America providing expertise, solutions, and products from infrastructure, plumbing and appliances to HVAC, fire, fabrication and more. As a member of Ferguson's Executive Leadership Team member, Denise is responsible for the company's overarching ESG strategy, ensuring integration into business strategy and operations. She works cross-functionally to identify opportunities and partnerships to help Ferguson deliver on its short- and long-term ESG goals, maximize impact, and effectively communicate with all stakeholders. Denise holds bachelor's and master's degrees in communications and strategic public relations from Virginia Commonwealth University. She is an alumnus of the 2010 Civic Leadership Institute. She has attended executive development programs at Harvard Business School, University of Virginia Darden School of Business, UNC Kenan-Flagler Business School, and Pamplin College of Business at Virginia Tech. Denise is a strong advocate of community service and is currently on the Board of Directors for the Virginia Peninsula Chamber of Commerce and the Newport News Educational Foundation.  The African Proverb, “If you want to go fast, go alone; if you want to go far, go together,” is a perfect adage to describe the community support that organizations provide each other in ESG. work. There is always an openness to share best practices and lessons; this podcast further supports that sentiment. Listen as Amanda and Denise review the leadingb practices asics for creating and implementing an ESG strategy. Whether your organization has a more mature ESG program or is just beginning, critical points in this episode will help get you started or create a pivot to power more measurable results. Subscribe to the ESG Decoded Podcast on your favorite streaming platform, YouTube, and social media so that you're notified of new episodes. Enjoy tuning in! Episode Resource Links  Ferguson - Environmental, Social and Governance

Episode 19 - A CMO Confidential Interview with Kim Whitler, a business professor at the University of Virginia Darden School of Business. Kim started at P&G and went on to be a GM at Aurora Foods and the CMO at David's Bridal before shifting to academia - one of her fortes is deep quantitative research on marketing. We discuss careers, why CPG training can be foundational, and the many factors causing CMO turnover. Highlights include why candidates should "throw out" the job spec since over 50% of them are incorrect, boards and CEOs who don't believe in marketing, firms who think marketers are all interchangeable, and candidates who take positions doomed for failure. She provides tips to avoid these situations and also calls out search firms for a "cut and paste" approach while challenging them to do better in prepping candidates and companies. Learn more about your ad choices. Visit megaphone.fm/adchoices See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this Partnering Leadership conversation, Mahan Tavakoli speaks with Edward D. Hess. Ed Hess is a Professor Emeritus of Business Administration at the Darden Graduate School of Business, University of Virginia. Ed Hess is the author of 15 books, including OWN YOUR WORK JOURNEY: The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change. In the conversation, Ed Hess shares why the rapid speed of technological change drastically differs from the previous eras and the impact it will have on companies and individuals.   Ed Hess then shares the importance of becoming adaptive learners, its value to organizations, and strategies on how individuals can do that. Finally, Ed Hess shares specific ideas on becoming adaptive learners to keep up with the speed of change and quiet our egos for greater happiness and resilience through turbulence.    Some Highlights: - The importance of being an adaptive learner- Ed Hess on three ways to add value in a way that technology can't- How to listen effectively and its importance- Why quieting the ego is hard and why it's so important- Ed Hess on three ways to add value in a way that technology can't - The importance of higher-order critical thinking - How to build caring, trusting, positive emotional relationships- Ed Hess on the value of mindfulness and meditation- How to become an iterative problem solver Mentioned in this episode:Partnering Leadership Conversation with Professor Edward Hess on How to Adapt to the Speed of Change Through Hyper Learning and HumilityConnect with Professor Edward Hess:OWN YOUR WORK JOURNEY!: The Path to Meaningful Work and Happiness in the Age of Smart Technology and Radical Change Ed Hess at the University of Virginia Darden School of BusinessEd Hess on LinkedInConnect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Anthony Palomba. Palomba is a member of the Communication faculty at the University of Virginia Darden School of Business, and his teaching interests are focused on how business professionals can present data results and actionable insights to key stakeholders through storytelling. In this conversation, we talk with Palomba about his interest in communication and media, his Storytelling Through Data elective, current challenges and opportunities in the streaming video on demand marketplace, what it takes to lead an entertainment company today and more.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Anthony Palomba. Palomba is a member of the Communication faculty at the University of Virginia Darden School of Business, and his teaching interests are focused on how business professionals can present data results and actionable insights to key stakeholders through storytelling. In this conversation, we talk with Palomba about his interest in communication and media, his Storytelling Through Data elective, current challenges and opportunities in the streaming video on demand marketplace, what it takes to lead an entertainment company today and more.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Peter Debaere. Debaere is a member of the Global Economies and Markets faculty at the University of Virginia Darden School of Business, and he is an international economist with a focus on international trade, multinationals and trade policy. He is also a water expert. In this conversation, we talk with Debaere about his interest in Economics, what led him to Darden as well as his elective courses – The Economics of Water and Managing International Trade and Investment. He also discusses, To America and Back Again¸ the new book he co-wrote his brother about their grandmother's exceptional life.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Peter Debaere. Debaere is a member of the Global Economies and Markets faculty at the University of Virginia Darden School of Business, and he is an international economist with a focus on international trade, multinationals and trade policy. He is also a water expert. In this conversation, we talk with Debaere about his interest in Economics, what led him to Darden as well as his elective courses – The Economics of Water and Managing International Trade and Investment. He also discusses, To America and Back Again¸ the new book he co-wrote his brother about their grandmother's exceptional life.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Luca Cian. Cian is a member of the Marketing faculty at the University of Virginia Darden School of Business, and his research area is consumer behavior, with a focus on sensory marketing, aesthetics, and human-machine interaction. In this conversation, we talk with Cian about his background, his passion for teaching, his research in artificial intelligence, “word of machine” recommendations and more.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Luca Cian. Cian is a member of the Marketing faculty at the University of Virginia Darden School of Business, and his research area is consumer behavior, with a focus on sensory marketing, aesthetics, and human-machine interaction. In this conversation, we talk with Cian about his background, his passion for teaching, his research in artificial intelligence, “word of machine” recommendations and more.

6ers, your transition from being an individual contributor to becoming part of the management that oversees teams and organizations is a rewarding career journey. It will teach you to create meaningful relationships and as you take on bigger and more complex projects, these relationships can positively impact your success. This week, Tony Nash is joined by Chris Petkas, a US Navy SEAL veteran and head of the defense at Modern Intelligence; a company that builds AI for defense. He graduated with a B.S. in international relations from the US Naval Academy in 2010. He served in the Navy as a surface warfare officer until 2012 then moved to the SEALs branch and served until 2020. He was a member of the Naval Men's Lacrosse team for 4 years. Chris obtained an MBA at the University of Virginia Darden School of Business with the class of 2020. You'll discover that increasing your leadership capacity and performance begins with knowing your own strengths and weaknesses as an individual contributor. The deliverables for which you become responsible increasingly grow which is why navigating relationships and professional networks, and how you engage will all contribute to having strategic decisions. As a result, you'll understand that to get to a level where you become a leader in your own right, you must first aspire to be a true expert in your area of responsibility. Until then, you need to train yourself well in managing people, relationships, and resources before you become the person that will provide on-the-ground guidance as well as manage partnerships with different stakeholders. ----- 01:13 - Overview of Chris' work Head of Defense of Modern Intelligence 03:08 - Leveraging on-the-ground experience for upper-level negotiations and bargaining 05:32 - Navigating the human network and pushing the ball forward 07:22 - Opening conversations from a place of empathy 09:18 - Strive to be an individual contributor before becoming a leader again 12:41 - Blame can roll downhill but it can always stop with you 15:19 - How Chris' relationship with his wife has become so valuable 17:41 - Expectation management and aligning goals with life partner 18:00 - How TEAM continues to enhance his relationship 19:57 - ‘A hungry man doesn't think about the past' 20:32 - You can always improve your fighting position 21:52 - When you open up, there are people who are interested to help 24:28 - Comparison is the root of all sadness ----- Here is how to connect with Chris Petkas: LinkedIn Twitter ----- Connect with Got Your Six podcast: Website Instagram Discord LinkedIn Twitter TikTok ----- Connect with Tony Nash: Website LinkedIn Instagram Twitter

6ers, your transition from being an individual contributor to becoming part of the management that oversees teams and organizations is a rewarding career journey. It will teach you to create meaningful relationships and as you take on bigger and more complex projects, these relationships can positively impact your success. This week, Tony Nash is joined by Chris Petkas, a US Navy SEAL veteran and head of the defense at Modern Intelligence; a company that builds AI for defense. He graduated with a B.S. in international relations from the US Naval Academy in 2010. He served in the Navy as a surface warfare officer until 2012 then moved to the SEALs branch and served until 2020. He was a member of the Naval Men's Lacrosse team for 4 years. Chris obtained an MBA at the University of Virginia Darden School of Business with the class of 2020. You'll discover that increasing your leadership capacity and performance begins with knowing your own strengths and weaknesses as an individual contributor. The deliverables for which you become responsible increasingly grow which is why navigating relationships and professional networks, and how you engage will all contribute to having strategic decisions. As a result, you'll understand that to get to a level where you become a leader in your own right, you must first aspire to be a true expert in your area of responsibility. Until then, you need to train yourself well in managing people, relationships, and resources before you become the person that will provide on-the-ground guidance as well as manage partnerships with different stakeholders. ----- 01:13 - Overview of Chris' work Head of Defense of Modern Intelligence 03:08 - Leveraging on-the-ground experience for upper-level negotiations and bargaining 05:32 - Navigating the human network and pushing the ball forward 07:22 - Opening conversations from a place of empathy 09:18 - Strive to be an individual contributor before becoming a leader again 12:41 - Blame can roll downhill but it can always stop with you 15:19 - How Chris' relationship with his wife has become so valuable 17:41 - Expectation management and aligning goals with life partner 18:00 - How TEAM continues to enhance his relationship 19:57 - ‘A hungry man doesn't think about the past' 20:32 - You can always improve your fighting position 21:52 - When you open up, there are people who are interested to help 24:28 - Comparison is the root of all sadness ----- Here is how to connect with Chris Petkas: LinkedIn Twitter ----- Connect with Got Your Six podcast: Website Instagram Discord LinkedIn Twitter TikTok ----- Connect with Tony Nash: Website LinkedIn Instagram Twitter

Bill will share his three principals of leadership: Strategy, Culture and Execution, and how a positive attitude is critical in building a spirit of entrepreneurship. He encourages listeners to take chances, get out of their comfort zone, be resourceful and how to create value in what you do by doing what others can't or won't do. In this episode, Bill Raaths discusses how growing up on a dairy farm in rural Wisconsin; his education; military service and early job experiences gave him the confidence to lead three companies and own another. About our guest: Bill Raaths is currently the Chairman of the Board of Great Northern Corporation (GNC), a significant player in the higher-end packaging industry. He had previously served as GNC's CEO as well as CEO/President of sizable companies in the Food and Tissue industries. He started his career as an entry level customer service employee after returning from Vietnam in 1971. Bill received a BS degree in Economics from the U of Wisconsin, Madison and later earned his MBA at the U of Wisconsin, Oshkosh and Executive Program at the U of Virginia Darden School of Business while working full time. Bill is on non-profit and for-profit boards. He has taught a strategy course at the university level and mentors emerging leaders within family businesses. Bill and his wife Natalie have been married 51 years with two adult married sons and 4 grandkids. Listeners interested in obtaining Bill's book Farm to Wall Street and Back can email braaths@greatnortherncorp.com

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Pedro Matos. Matos is the academic director of the Richard A. Mayo Center for Asset Management and a member of the Finance faculty at the University of Virginia Darden School of Business. His research focuses on the growing importance of institutional investors in financial markets worldwide, and in this conversation, we talk with Matos about his background, his work with the Mayo Center, his role as advisor to Darden Capital Management, his passion for ESG (Environmental Social Governance) investing and more.

In this special edition of the Darden Admissions podcast, we share a recent installment in our ongoing ‘Office Hours' faculty spotlight series, a conversation with Professor Pedro Matos. Matos is the academic director of the Richard A. Mayo Center for Asset Management and a member of the Finance faculty at the University of Virginia Darden School of Business. His research focuses on the growing importance of institutional investors in financial markets worldwide, and in this conversation, we talk with Matos about his background, his work with the Mayo Center, his role as advisor to Darden Capital Management, his passion for ESG (Environmental Social Governance) investing and more.

An MBA is seen by many aspiring executives as a rite of passage and a necessary step in order to develop their network, hone their skills and fine-tune their hard won business acumen. While once upon a time the top business schools tended to serve an almost exclusively male audience, thankfully these days business schools around the world make a significant effort to enhance the diversity of their student bodies and to be as inclusive as possible. Yet as our guests today have highlighted in recent research, in an odd twist of history, those same universities catering for an essentially male student body also provided special classes for their wives. To explore this further I am delighted to be joined by Allison Elias and Rolv Petter Amdam. Allison Elias is an assistant professor at University of Virginia Darden School of Business. Her research investigates historical and contemporary issues of gender and diversity in organizations, with a focus on the influence of social movements on corporate practices. Allison's forthcoming book charts the trajectory of modern feminism at work illuminating the failures of equality-based frameworks and merit-based human resource management practices. Rolv Petter Storvik Amdam is a Professor of Business History at BI Norwegian Business School and was previously dean of BI's executive programmes. His research and publications focus on a range of areas including • Business education and career development • International development of executive education * Internationalization procesess * Globalization and industrial clusters, focusing on the maritime industry The article referred to is available here: https://journals.aom.org/doi/abs/10.5465/amle.2020.0129 You can find out more about Allison and Elias on their respective homepages: https://www.darden.virginia.edu/faculty-research/directory/allison-elias https://www.bi.edu/about-bi/employees/department-of-strategy-and-entrepeneurship2/rolv-petter-storvik-amdam/

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Jim Detert, John L. Colley Professor of Business Administration at the University of Virginia's Darden School of Business and author of Choosing Courage: The Everyday Guide to Being Brave at Work. In this conversation, Jim Detert shares how we can become more courageous by developing our courage capabilities. Jim Detert also shares how leaders can nurture a psychologically safe organizational culture, enabling and encouraging more courageous interactions and decisions at work.  Some highlights:-Why attributing courage just to historical figures can be counterproductive -The importance of being more courageous and how to develop our courage muscle-Jim Detert on the benefits of courage at work-How leaders can create a psychologically safe environment that encourages team members to speak up and contribute their best at workMentioned:-Amy Edmondson, Professor of Leadership at Harvard Business School and author of Fearless Organization and Creating Psychological Safety-Vanessa Bohns (Listen to Partnering Leadership conversation with Vanessa Bohns)-Gary Bolles (Listen to Partnering Leadership conversation with Gary Bolles)-Difficult Conversations by Bruce Patton, Douglas Stone, and Sheila Heen-Radical Candor by Kim Scott-Giving Voice to Values by Mary C. Gentile -The Silent Language Of Leaders by Carol GoldmanConnect with Jim Detert:Jim Detert WebsiteChoosing Courage on AmazonJim Detert on FacebookJim Detert on LinkedInConnect with Mahan Tavakoli:https://mahantavakoli.com/https://www.linkedin.com/in/mahan/ More information and resources available at the Partnering Leadership Podcast website: https://www.partneringleadership.com/

By now, regular listeners to this podcast have observed that I begin episodes with the word “Unstoppable”. I stole the idea from the old-time radio show Dragnet which began every show with the words “The Big” followed by other title words. Hey, it worked for Dragnet so why invent something new? You will hear near the end of this episode why I used “Unstoppable Guy” as the title.   Anyway, meet Dr. David Schein, JD, Ph.D. who currently is a Professor, Endowed Chair of Management and Marketing, and Director of Graduate Programs at the Cameron School of Business at the University of St. Thomas. Throughout his lifetime, Dr. Schein has worked first as a real estate salesperson, and then later as a lawyer for many years. Now he is teaching others his skills and giving them his knowledge and wisdom through his teaching efforts.   As you will discover, David made choices that moved his career along. His story is quite fascinating, and he is by any definition unstoppable. I hope you enjoy listening to David Schein's conversation and that he will inspire you with his thoughts. Please let me know your thoughts and, as always, please give us a 5-star rating after you hear what David has to say.     About the Guest: Dr. David D. Schein, MBA, JD, Ph.D. is a Professor, Endowed Chair of Management and Marketing, and Director of Graduate Programs at the Cameron School of Business at the University of St. Thomas. Dr. Schein is frequently interviewed on employment and business law matters. He speaks for business and industry groups throughout the United States on various current topics. His new book is: Bad Deal for America. He is also the author of The Decline of America: 100 Years of Leadership Failures (2018). He has been quoted in numerous national and local publications, including Forbes and US News and World Reports. In addition to hosting “Saving America” and “Business Law 101” webcasts, he has been interviewed on numerous webcasts and podcasts in the United States and England. He also is President and General Counsel of Claremont Management Group, a national human resource consulting and training firm, which is celebrated its 30th anniversary in 2019.   Author Website/Blog: https://claremontmanagementgroup.com/ Author Profile Page on Amazon: https://www.amazon.com/gp/product/B09RNG3YY3/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i1 Goodreads Profile: https://www.goodreads.com/author/show/17164693.David_D_Schein Facebook Profile: https://www.facebook.com/authordavidschein/ Twitter Account: https://twitter.com/dschein1 LinkedIn Account: David Schein | LinkedIn       About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is an Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.   Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.     Transcription Notes UM Intro/Outro  00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i  capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson  01:20 Welcome to another episode of unstoppable mindset. Today, we get to talk with Dr. David Schein, who lives in Houston. And Dr. Shein, or David, as he likes to sometimes be called, is the Endowed Chair of the Cameron School of Business at the University of St. Thomas. And we'll get into all of that, and lots of other stuff. But David, I'm gonna go ahead and call you David, if that's okay. Welcome to mindset.   Dr.David Schein  01:54 Well, thank you. And I appreciate the invitation. And, you know, we had an opportunity for a pre interview recently. And I'm fascinated by your background and your accomplishments. So it's, it's it's fun to be back with you.   Michael Hingson  02:08 So do you do a podcast?   Dr.David Schein  02:10 Yes, I actually do two series right now I do. The main one is called saving America. And we're in our fourth season of that. And it's called the intersection of business and politics. And then the other series, which is more recent is called Business Law 101. And as I teach business law, to college seniors, we've selected different lectures and clipped them into just three to five minute portions. And we're now adding new sections of current business news events that have a legal aspect. So the case would be pretty busy.   Michael Hingson  02:52 Well, if you ever need to guest if you think we're a fit, after all of this, would love to explore it. That'd be great. Certainly, and certainly anyone who is listening to this, by the end, we will go through how you can reach out to David and you might be a guest on his podcast as well or certainly learn more about what he has to offer, but we'll get there. So, you said in our earlier discussions, that you grew up in a large family, I'd love to learn about that. Sure. I only had one brother so of course two parents, but only one brother. So we didn't have the luxury or, or challenges or joy of a large family.   Dr.David Schein  03:35 Well, it is a two bladed sword. I'm the oldest of seven children. My dad was a career enlisted member of the US Navy and especially in the time period I don't think they're well paid today. But certainly when he was doing his career in the military from shortly after World War Two until around 1980 The pay was was not good. And he had to you know struggle financially keep food on the table and keep a roof over our heads. And my mom because of the seven children really couldn't work outside the home because she had quite a bit to take care of it the house. We all had family responsibilities, the boys so we were very traditional background, the three boys we were responsible for yard maintenance and taking the trash out stuff and the girls helped my mom in the kitchen and with with laundry and things like that. So we all had our own responsibilities and basically clean up your own stuff. But it was it was a bit of a challenge at the same time. It's it's funny because of what you just said about having one on one brother because you get used to kind of it's it's more of a crew and An approach than an individualistic approach if you know what I mean.   Michael Hingson  05:04  Yeah. So I do understand what you're saying. So what what did your dad do?   Dr.David Schein  05:12 He was a chief Yeoman. And he retired as the chief Yeoman in the US Navy. He did 28 and a half years in the Navy, he actually was afforded an opportunity. The crossover degree or the enlisted level is called an ensign. An ensign is the crossover from enlisted to Officer. But he felt that at the time, they offered that to him, that the cost of uniforms to go to Officer uniforms and so forth, would would put too much of a financial crunch in the family. So he actually career to out as a as the senior enlisted officer, which is the chief in the Navy sergeant in the Army.   Michael Hingson  05:57 Interesting. So the military didn't pay for the uniforms and all that.   Dr.David Schein  06:04 Apparently, they they give you an allowance, but like in a lot of things, it's not enough to actually have a complete redo. And my dad was a very modest fellow. And I think he also felt socially pressured because he had not yet finished college. And generally speaking, in the military, the standard, pretty much post World War Two is that you finished college and you can start as a junior lieutenant, or, you know, junior officer, but then you can move up from there. So since he didn't have a college degree at the time, I think that was another factor,   Michael Hingson  06:41 a factor that kind of limited what he was able to get,   Dr.David Schein  06:46 right or that he was willing to take on, because he would have been dealing primarily with other officers who did have a college degree already.   Michael Hingson  06:54 So when did he actually term out in the military, then?   Dr.David Schein  06:59 I'm looking back I said, 1980, actually, I think it was around 1974. And so he actually was in the military through the Vietnam War. And at one point, he did have orders to go to Vietnam, which for a navy cabin person, if you will, Yeoman manages the business of the ship. That's a relatively safe position. But he would have been sitting on the ship outside of Tonkin Harbor, rather than being on land or flying planes over North Vietnam, which was, of course, as you know, from John McCain story, much more dangerous activity. But because he had so many children, there was some intercession there. And he was moved to a three year position at Norfolk, Virginia, which in turn ended up my strong connection to the state of Virginia. You know, Norfolk is navy town, USA,   Michael Hingson  07:59 right. So you grew up more than in Virginia than anywhere else?   Dr.David Schein  08:06 Well, I went to the school that I went to was divided in a very neat fashion. It had the school system in Norfolk, Virginia, which by the way, was a fully integrated system, which I thought was very beneficial. I went from a high school in Massachusetts, with a total of 12 black students in the whole school, in small town in suburban Boston, to a high school, a large high school that was 1/3, black. And so it was my first experience dealing with a much more diverse student population. And in fact, when I was in high school, this was still a transition period in the late 60s, where we're one of the first integrated high school debate teams. I know it seems strange today, but they the people around us were not used to seeing black and white students on the same high school debate team. And we had some interesting experiences because of that. But it was a great experience for me to go to a different state. But because it was a senior high school system when I moved there, starting my sophomore year in high school, all of the other students were starting there at the same time. So whereas many military families, you would just get dropped in at whatever day or semester that your father or mother ended up being transferred. You were kind of at the mercy of what was happening, but that did help me a great deal to be on the same level as the other students. In other words, we all were starting in a new school and our sophomore year, and it's quite a big high school. My graduating, the whole school had 2700 students for just three grades, and my graduating class had over 700 students.   Michael Hingson  09:57 What school was it again?   Dr.David Schein  09:59 It was called Norview Senior High and the novel Cavs gone back to the traditional system where the middle schools are sixth, seventh and eighth grade. And the high schools for the traditional four year high school, and but at the time was called Norview, Senior High. And it was one of the four high schools and Northfolk. And they expanded to five high schools while I was in high school I was fortunate enough to stay with, with Norview. But it was, it was very interesting experience because we were living in government housing, which was when you're in the military, especially as an enlisted man living in government, housing is a better deal, because the token cost of your housing, it cannot be replaced in the civilian marketplace. But it was very interesting, because I was the one of the first honors graduates that the high school ever had, who was living in the housing project that was served by that high school. And then my sister did it the the year behind us. So we kind of turned things around a little bit. I came in second in my high school graduating class, my sister graduated year behind me and was first in her class. So I think we redefined what it was like to have students coming out of a government housing project   Michael Hingson  11:21 must have been a little bit of a challenge, having seven kids and, and dealing with school and so on. Did you guys help each other a lot. We said we had a team network.   Dr.David Schein  11:34 Yeah, we had a particular system. Like I said, we all had family responsibilities, you know, chores to do. So what it looked like is the family would retire to the living room and watch the little black and white tea. But if they had at the time, and my sister Catherine and I who were the two oldest, would stay at the kitchen table and do homework until you know from say, you know, dinnertime until 10, sometimes later at night. And we did that every every night pretty much during the school year. So we there was my parents understood the need for us to do that. And the funny part was my parents, my mom had a GED, my dad was a high school graduate, my parents had no concept of what it was like to actually go to college, but they kept telling us you will go to college, you will go to college, college. And it's like, you know, once I got to college, it was like, I don't think my parents really quite handy that I had a clue. But in i in i didn't take any money from my parents once I left for college. And then my sister a year later also did not take any money when she left for college. So it was an unusual thing. And I find it interesting today that the federal government is talking about dismissing student loans. And, you know, all I can say is my sister, I don't know if my sister borrowed very much money at all. But I borrowed a modest amount of money for federally guaranteed loans, and I paid all of them back this year once I got out of school. And I think that's the appropriate thing to do. Because you're making an investment in your own future.   Michael Hingson  13:24 It is a lot more expensive to to do college. Now. I know when I went to university, California, Irvine. So it's the A state university system. I think it was like $273 of quarter for registration and so on. And I know living in the dorm. It was I think, if I recall, right. I'm trying to remember it was not it grossly expensive was like $1,200 to live in the dorm. And you know, it's of course, a lot different nowadays.   Dr.David Schein  14:09 Yes, it is it there's no question about it. And I just had my younger son finished college in 2018. And he attended, actually a branch of Texas a&m University, a state university here in Texas. And it was the cost of education was not trivial. But he did very well. He did very well when he's finished school. And I actually think he makes about what I make and he's working half as much so I think he had a good investment. And so you know, and one of the things that statistically they look at on the student loans is the two schools that have the largest student debt, our law school and medical school. Now in fairness law school is not a good Guaranteed payout a lot of people think it is. But, you know, speaking as a law graduate, you have to get out there and get job done and work hard. And especially if you hang out your shingle, it's certainly not a guaranteed paycheck. But for medical school, there's such an enormous demand for medical doctors, that the the normal payout is 10 to $20,000 a month as soon as they get their their medical license. So in that ballpark, I'm not sure why we would forgive student loans for those people unless they go to low income communities and do things like that. And then parallel to that, is the students who pursue education that go to work in urban school districts also get a certain balance. I think students with disabilities also can apply for student loan relief. So I favor more targeted programs than just blanket just saying, oh, we'll just write off all the student debt. I don't think that's I don't think it serves a social interest. In other words,   Michael Hingson  16:11 so you left high school and went to college. And you also, as I recall, started a radio show and eventually started your own business. Yes, early, you're doing a lot of innovative things and your family taught you well, how to think and how to move forward. And of course, the terminology we use is Be unstoppable. But tell us about college in your your business and the radio show, if you Well,   Dr.David Schein  16:39 thanks for bringing that up. I started I've been a writer since I was fairly young. And I went to K through 12k through eight rather, in the Catholic school system. And you know, that's a back then, especially when it's a very good school system with the nuns, who really focused on the three R's. And especially writing. And I'm not saying every every one of us can write, but certainly it inspired me to write and I was a very avid reader. And so when I was in high school, I was quite capable of writing papers, I used to type papers for other students and things like that. And so when I got to college, I started with the student newspaper. And the thing I ran into is they kept editing and changing my articles. I got a little upset with that after a while, when they would take an article I'd spent a lot of time writing and cut it in half. And not not very creative editing either didn't come out very good. So I had an opportunity to move into radio, went and got my license. And initially just was being a college, radio station DJ, a bit of trivia WX pn, which is the FM radio station at the Penn campus was started by none other than Hamlet prince, the famous Broadway producer just recently passed away. Yes. And I while I was doing the entertainment radio, which is what I morphed into, I actually had the opportunity to interview him several times. And he was very gracious and cordial to allow a, you know, a college student to interview him. I think he did that. Also, because we were at the SPN station initially. And so I morphed into doing a entertainment radio show from seven to 8pm on a Thursday night, and about a year into that the W H Y. Y, which is the public radio station for the greater Philadelphia area, approached me and said, Dave, how would you feel about moving your radio program, which was called the arts Menagerie? How would you feel about when we got over to h y, y. And the advantage for me is that   Dr.David Schein  19:08 while WX, pn had a very good broadcast area, in fact, the two radio stations ironically had about the same power and about the same geographic coverage, the being affiliated with H Y, Y, and gave me a much broader access to traditional press outlets like I got invited to press luncheons, that things that involve the entertainment community, and it just gave me a foot in the door. So it was a very exciting time period. For me, I covered all sorts of things, and the show was recorded in the early evening, and then broadcasts from 10 to 11pm on the East Coast, and I would cover stage plays, fine art exhibits and would include interviews with different people. were touring. And I also provided reviews of different stage place and art shows. So it, it certainly opened a lot of doors for me. And of course, an experience like that. It's a very maturing experience. I did not ever look at it as a business. But the business came about because of kind of an odd situation. I am one of those stone sober people. And I've never done drugs, I don't really understand why you would want to do drugs. And I was doing this at a time when which I colloquially referred to as sex, drugs and rock'n'roll. And the summer before I started college was Woodstock, which famously was quite a celebration of sex, drugs and rock and roll. And so it was kind of a Woodstock generation. But what what I ran into was just a very, very just oddball situation. So there was an art gallery called the painted bride on South Street in Philadelphia, and South Street had been where all the bridal galleries were affiliated, and were associated they would be there was a neighborhood of art galleries, and it was kind of a neat area. And by 1970, South Street was a ruin. All the businesses had closed and there was a lot of crime and everything. So these fellows got together these art artists and art appreciator people started an art gallery called the painted bride. And what, what they did was, they would have live entertainment on Friday and Saturday night to help out local artists, you know, folk singers and similar performers. So they somehow connected with me, and I began to cover events at the painted bride. And what happened during that time period is South Street, blossomed into an arts district. And it became very popular and very trendy, and they had some high end restaurants open on South Street and other art galleries and   Dr.David Schein  22:18 nice bakeries, and all sorts of things happened during the several year period that we're talking about. But in any event, I'm over the painted bride. And talking to some of the folk singers, and we actually had some of the folk singers come on my radio program and perform live. And you know, just with a guitar, they would just show up and you know, we didn't do any special miking or anything, we just sit them back from the mic a little bit. So we got to do some pretty interesting stuff. But what happened was several the folks on yours approached me and they said, you don't do drugs, do you? And I know that sounds like a funny question. But what was happening at the time, is that the traditional model is you have a manager if you're a performer, most performers do not have business backgrounds. There's a few out there who do, but most do not. And so what what would happen is, is that the manager would get paid for the evening, and we're not talking about a lot of money, it might have been $60, it might have been $100 would be a nice night for folks. So you're back in 1970. But if the manager was on drugs, the performer might only get 20 out of the $100 or might get nothing and so they became very concerned because they needed management help but they didn't want some drug addict taking the bulk of the money or taking most of the money. After all, they had done the work. And so I began to to slowly represent some folks or years and once the word got out, it was all word of mouth. This is course before the internet, and I didn't have the money to buy any advertising or anything. And so I we said we created an acronym. So the arts Menagerie is T A M. So we call the business operation tam productions. And I had an artist who worked with me a wonderful artist named Alan Walker, who sadly passed away about four years ago and Al did some wonderful artwork created logos and letterhead and things like that. And I would get on the phone and call various colleges mostly but also clubs and book the folk singers and then it morphed in added rock bands and add some fine arts and I put on some art shows to display the artists created artwork. So there's a lot of fun and and I was able to break even I didn't make any enormous amount of money out of it. If you can think about it. Somebody's per forming for 60 or $100. The Management Commission is between six and $10. So you have to have a lot of $10 conditions to kind of pay the rent rent wasn't bad. I remember the rent was around 110 or $115 a month.   Michael Hingson  25:19 Did you manage anyone who we might know?   Dr.David Schein  25:23 Well, unfortunately, not I, what happened is I was accepted to a full time MBA program at the University of Virginia, when I came out of my undergrad at the University of Pennsylvania. And so, because of the pressures of that, and leaving Philadelphia, were the artists all were local in the Philadelphia area, I turned over the business to a young fellow who had already started an agency and he absorbed my people. And unfortunately, and again, you know, pre email, I think the current generation forgets how much more work it was when you didn't have mobile phones and you didn't have email to stay in touch with people. And of course, I was, you know, working very hard at grad school. But I did unfortunately lose con contact. I do know that one of the performers, one of my very first performers that I worked with, did release a children's recording around 2005 or 2006. I found that on the internet, and but I wasn't able to find any of the other performers. I did have the opportunity as a member of the press to meet a number of very famous people, including Carol Channing. Helen Hayes, Edward Maul hair. Just quite a list of people. Probably one of the most fun luncheons I had was the rock promoter, Bill Graham. And Bill Graham came to Philadelphia as part of a tour. What had happened is that rock had exploded during the several year period that we're talking about in the early 1970s. And it went from small venues like the Fillmore Fillmore east and Fillmore West, into big stadiums that could absorb the sound from the who and these other big groups. And so, Graham did very intelligent thing. He did a big concert promotion, run at the very end, and then close the two play analysis. And he released a triple album of the closing of the Fillmore. And so what happened was, is that as when he's promoting that, I had an opportunity to have lunch with him. And of course, unfortunately, several years later, he died in a helicopter crash. But that was, you know, there, it was very interesting to get a chance to talk with him. Close up.   Michael Hingson  27:57 I remember being at UC Irvine one Sunday, and we learn that there was a symposium on the presidency. And one of the speakers was going to be Hubert Humphrey. So this was after he was vice president. Yeah, we have this little college radio station, we decided that we were going to interview him, there were a few of us. So we went over. And we learned where he they were going to park his limo, and then he would walk to the gymnasium to do the presentation. And we intercepted the car. And as he got out, we said, Mr. Vice President, could we interview you and and he was very gracious. He said, You know, after my presentation, I'll be glad to talk with you boys. And and sure enough after the the meeting was over, the symposium was over. There were other people at a Gallup from Gallup polling organization. I remember even asked him a question. We were pretty impressed by Gallup being there but anyway, he did. Humphrey did his his session and came back out and they were trying to hustle him right back into the car. And he said, No, I promised these boys an interview and we're going to do it. He did, which was was a lot of fun.   Dr.David Schein  29:15 You know, it's interesting. You mentioned Hubert Humphrey. We talked a little bit about my high school days. And in order to get a full scholarship to an Ivy League college, I worked pretty hard in high school. And one of the things that happened while I was in high school is the beginning of the fall semester of my senior year, I was invited to the national citizenship conference, which was held in Washington DC, and I got to stay at the Mayflower Hotel, and just all sorts of exciting things happened. And one of the things I did while I was there is I went to the Hubert Humphrey for President headquarters. There you go. And I actually have a full color poster of Hubert Humphrey for president and I'd never displayed it, I did display it in my dorm room, briefly. So it's got a few pinholes in the corners. But I haven't in storage at this time. And I will probably put that up at eBay at some point. And you know, it should be a kind of a fun item. But it's an authentic, I can vouch for it, because I personally picked it up in September 1968, from the uebert Humphrey for President headquarters. But it was very interesting. I do have a few other bits and pieces from my visit to their political office there. So and I've been, you know, following politics for, you know, very long time. And so, in addition to my interest in business is my interest in politics.   Michael Hingson  30:47 So you went on to Virginia after undergraduate school, right? Correct. Yeah,   Dr.David Schein  30:53 UVA, at that time, had a kind of a take off on the Harvard program. It was a two year case method program. And most of the professors at the Virginia Darden School, Colgate Darden School of Business, had attended Harvard and done their doctor Business Administration DBA program. And so it was a heavily case method program, which is why the Harvard system was was styled. And because of Charlottesville, being Charlottesville, especially back then today. It's a hotbed of startups. But back then it was kind of a sleepy town that just happened to be hosting a top notch Business School. And while I was in their two year program, which is very intense program, the school moved into the top 20. And I think it's been in the top 20 business schools since.   Michael Hingson  31:51 So you eventually went to the Wharton graduate school?   Dr.David Schein  31:55 Well, while I was an undergraduate at Penn, I attended, I took about a year's worth of credit at the Wharton graduate division. And that was a very interesting experience. At that time. I don't know how pennant structure today, but at that time, there was no barricade between taking undergraduate graduate courses. And so I took a full years equivalent at Wharton graduate. And as I finished, the people at Wharton graduate knew me because they started the first entrepreneurship center in the United States collegian Entrepreneurship Center. And the person who started that center, love to interview the young David shine. Because I was out there doing it, you know, with, you know, running it out of the second bedroom in my little apartment, and they got kind of a kick out of it. And they would periodically when I would blow through their building, they'd say, hey, you know, let's talk to you for a few minutes. You know, what's the latest and kind of things that you and I just talked about? They would talk to me about it as they got it started. And to give you an idea of recently UPenn opened an entire building dedicated to that entrepreneurship center. So that center has been very successful. But what happened was, is the Wharton graduate people said, you know, look, they and they were blunt, they said, Look, shine, we know you too well, we don't want you to just stay here and get an MBA, go someplace else. And I was very ambitious and wanted to get my credentials. And the Darden School at Virginia was a similar program, they really wanted people who had been out working for, you know, two or three years and then come back for their doctorate, or master's degree rather. But in my case, they they allowed me to come in directly from college, because I have, I did have the radio show. And I did have the business experience of having my own business. Now, if I had it to do over again, I would really should have gone out and worked, as we say, worked corporate for a couple years and gotten a little bit more background before I got my MBA. But you know, that's, you know, that that's all news at this point. And in fact, I went directly from the Darden program to law school. And my connection to Euston was, I had family here in Houston. And they said, Hey, we heard you're thinking of going to law school, lunch, come down here and check out the University of Houston. So that was how I ended up at Euston.   Michael Hingson  34:32 What cause you though, to get a doctrine of jurisprudence or go into law, even though you had clearly been kind of going in another direction?   Dr.David Schein  34:41 Well, a couple of things that it I found that there were hitches. And frankly, I tried to get some legal help for like drafting contracts for my performers and things like that. And the attorneys that I worked with, I'll be very blunt. On work was sloppy. They didn't take, you know, young guy who was still in college seriously. They didn't give us the quick turnaround that we needed with contracts and things like that. And so I said, you know, I want to make sure that I'm a different kind of attorney at a business attorney who really, you know, get stuff out the door quickly. And so that was one factor. The other factor is at that time, a number of major corporation print presidents were also law graduates. So people either had an MBA and a law degree or just a law degree, and had been moved into the corner office. So I saw it as, as a win win move to go to law school. If I had that to do over again, I would probably law schools interesting, because for most people, it's a three year full time gig, or four year part time gig. And I would probably have taken some of the very generous offers I had finishing the MBA program and gone to law school at night on the four year cycle. So again, you know, there's a lot of options that you come across on the road there, but I did do college, the MBA in the law degree back to back to back, and all of them full time. I did finish law school a semester early. So that that helped me a little bit.   Michael Hingson  36:28 Something that I'm curious about, you have, clearly so far, we're talking all about your education, but you've done some pretty well rounded things, you've gotten an MBA, you went and got a law degree and so on. How did your upbringing and your your family life kind of shaped you to have that kind of mental attitude about going after education and just being really a survivor in what you did in college, and then later?   Dr.David Schein  36:59 Well, my parents worked very hard. Like I said, my mom did a little bit of gig work outside the house from time to time, but generally was a full time homemaker. And I can tell you, when you're raising seven kids, and you're doing a great job, which she did, she did a phenomenal job. That's That's dedication. That's hard work. That's you get you get up early, and you work hard all day. My dad, at the same time, had a successful military career. And he often worked a second job, especially when I would have been in middle school. Before we moved to Norfolk, Virginia, he works seasonal work in the evenings that would accommodate his military schedule when he was on shore duty. The way the Navy works, you're on a ship for two years, and then you're on shore duty for two years, and they rotate that. And so when he was on his shore duties schedule, he would work a second job to make some additional money and help keep the bills paid. So having seen my parents work that hard, certainly set a good example for us. The other thing, as I mentioned is my parents were they were pretty tough on us in terms of you will go to college, you will study hard, you will go to college. So my parents, you know, the paid attention to that and imbued us with this overall drive. My dad's family had a business interest and so my father's father was a mom and pop grocer in a small town in Massachusetts before the a&p opened the first major supermarket chain, open one of their locations in Taunton. Again, Tom's a small town between Boston and Providence, and over on the eastern part of Massachusetts, but it was kind of interesting, because that's a tough business and Joe shine. My father's father ran that grocery store during the Great Depression, when people were you know, they were giving food away up the street to people who weren't working. And here he was selling food. So he was a very creative person and in so the, you know, it's kind of a blood line   Michael Hingson  39:16 there. What did you do after you got your law degree?   Dr.David Schein  39:23 Well, being here in Houston, Texas, it was pretty straightforward. A while I was in law school, second half of law school, I worked for Gulf Oil, part time you get on an hourly basis working with natural gas contracts. When I finished law school, I got a minor offer from Gulf that I turned down another offer from another oil company. And I turned that down and then I hit the right one is I was given a job offer by Shell Oil Company, and I then had a nice, brief career with Shell Oil I work for Shell Look, the three states in three years, I had two promotions in that time period. And it was a tremendous place to work. The people say, Well, Dave, it was such a great place to work. Why did you leave? Well, I left to be a manager at a midsize oil company. And part of the problem with a Shell Oil is it's such a big organization, that if you're very ambitious, the opportunity to move up tends to be a little slower, just because there's so much competition, there's so many people between you and the next rung up the ladder. So I did you have a great deal more physical freedom and opportunity to do more things with a smaller oil company. But that's so I did, I went with another old company. And so my total corporate employment was about 10 years. And at that point, I hung out my shingle. And so I did private practice for about a dozen years after that.   Michael Hingson  40:59 You couldn't convince them to change the name of the company from Shell Oil to Schein oil Hmm.   Dr.David Schein  41:05 Well, I'll tell you, they after I left shell that they, at some point, shell did start a new ventures division. And I thought that was pretty interesting. And I actually knew some people worked in the shell ventures operation. And I think if they'd had that when I was still there and had an opportunity to go over there, that might have been a pretty interesting thing, because basically, shell would let some of their executives work on some of the startup company ideas. And I think that was a pretty creative approach. Shell also went through some major changes. It used to be there was shell, USA, and shell, Dutch Shell, that parent company, and then they kind of liquidated shell USA and created like Shell global or something like that. So the company did go through some changes, but that was after I left and gone to the technical Oil Company. Technical Oil Company was one of the big conglomerates at the time when conglomerates were sexy. Of course, ITT was the most famous one, Harold Geneen. But tenneco was a very successful adult, primarily, the money originally came from the oil and gas industry following World War Two. But unfortunately, while I was there, the company kind of self destructed. And one of the reasons why I decided to set out in private practice was I could see that the tentacle was on the way out. So organization, and I felt it's better to get out there and do my thing. And, and that was a very interesting and enjoyable period. And you know, as I tell people, and I left corporate, and went out, hung out my shingle, and I did that, and never missed a mortgage payment. But, again, similar to starting my business in college, it was certainly not an easy path.   Michael Hingson  43:01 What did what did you do? What kind of law did you practice once you went out on your own?   Dr.David Schein  43:05 I have always been a small business representative. And my main focus is employment law. So I do a lot of business contracts, and I do lots of employment law. And when I was corporate, that was my responsibility. I was a human resource representative. I worked in industrial relations, which is working with unions when I was at Shell Oil. And then when I went to tenneco, I worked with unions and I also did a lot of retail employment law, technical at the time was operating about 500 large cell service gas stations in the south in the southeast, and I handled a bout 1500 EEOC complaints over a five year period, that's a pretty good volume.   Michael Hingson  43:58 Well, somewhere along the line, you got involved in some way or another and Equal Employment and Disability Law and so on. I gather   Dr.David Schein  44:08 that is correct. When I was at tenneco, I was I got involved with the Texas Commission on employment of the handicap, which of course, we use the term disabled today. But Texas was actually ahead of the fence because this was in the 80s, the Texas law related back to the 70s. And so I did have an opportunity to work with a fellow named Bill Hale who headed up that commission for the state of Texas and was also kind of on the ground floor when President Bush signed the Americans with Disabilities Act in 1990. And then that was phased into effect between 90 and 94. So I was one of the early people understand it because it has a lot of the features that the state law passed. And you know, I'm very active advocate for employment of the disabled. As recently as yesterday, when I was teaching business law, I was talking with my students about the, the, you know, importance of consideration of how reasonable accommodation works under the Americans with Disabilities Act, and how the important thing is to take a look at people for what they can do, not what they can't do.   Michael Hingson  45:26 Yeah, and of course, today, we would probably even call it the commission for the disabled, rather commission for persons with disabilities, because we really, the words do matter. And yes, saying I'm disabled, because I happen to be blind, should really be no different than saying you're disabled, because you happen to be able to see and without lights, you don't have a lick of probability of being able to travel around. But you know, we, we all have our challenges. And we also all have our gifts. So I appreciate persons with disabilities as opposed to other things. One of the I had a discussion with someone this morning, who was talking about the fact that I'm visually impaired, and I said, I don't think so. Again, words matter, because I said, Why do you say I'm visually impaired? Do I look different? Simply because I'm blind? Is my whole appearance change visually? Because I'm blind? Yeah, I don't like vision impaired because I think I have lots of vision, as I love to tell people I just don't see so good. But I say and vision are enough synonymous that vision impaired is something I could tolerate, although I think that either I'm sight impaired, or you're blind, impaired. And you know, one way or the other. We we work that out. But disability is a term that has to become different than what people have believed in and decided that it is because the reality is, having a so called disability has taught me that everyone has a disability, and why should I be different than anyone else, just because I'm in a minority. And of course, that's a real problem, right? I happen to be in a minority. And the result is that people who are not tend to think, because we're taught that way that we're better.   Dr.David Schein  47:23 Well, I think, obviously, might be made some very, very good points there. And as a person who does management, training, for EEO sensitivity, and things like that, I emphasize the fact that there's so many opportunities in life. And it's interesting what you say, I have very good daytime vision. But I have large eyes. But I didn't really realize they don't look that big to me. But I have large pupils, which means that in light, I have to protect my eyes from too much light. And in the dark, I have extreme trouble seeing in the dark. So I'm one of those people that when I walk into a room late in the afternoon, or in the evening, the first thing I do is run for lights and turn all the lights off. Because that way I don't trip and fall over something and I actually clear paths so that I'm able to function if if I don't turn the lights on, and I decide to, you know, get up before daylight or something like that. So yeah, all of us have to make adjustments for whatever is unique about us. And probably a better word is saying what are your unique qualities and qualifications versus saying what are your disabilities?   Michael Hingson  48:47 And I think that's an absolutely valid point. And one I wish more people would would recognize, how do you think the Americans with Disabilities Act? Looking back on it now? Because it's been 31 years since it was signed? Yes. How do you how do you feel that it is really changed? Well, our our whole outlook on people with minorities such as I have, or have we really mentally changed all that much.   Dr.David Schein  49:24 You know, I don't think we've changed it. First of all, I think the Act has helped. That's, that's number one. I think it's a positive in itself. I think there's a couple of major issues with it. One of them is that my experience, which is extensive, I've handled over 2000 EEOC complaints at this point, again, a very high volume when I was working with retail gasoline stations, is that the least competent federal agency I've dealt with which is really saying something when you consider how incompetent So many of the federal agencies are is, is EEOC, and in my experience with them has been that they're there, they're not serving the public interest, sadly, and they're not well run, and they, they don't train their people well. And I think if you're going to have a dis, you know, a division that helps people with discrimination, that it ought to be a lot more effective that it should be number one focused on education before everything else. And I don't see them doing much of that. Number two, what's happening throughout the United States with the EEOC is they are flooded with complaints, they are flooded. And what the EEOC needs to do is they need to put a tough person in charge at each office, who, who sells people to get a life and show up for work and do your damn job. And pick out the cases that require attention that really should have attention. Because by trying take every case that comes in the door, they end up not giving good service to the people who are legitimately discriminated against, which is a fairly small percentage of the population, by the way. And they're, they're not, they're not getting anybody's job done. So I'd like to see them run a lot better than the alr. And I don't have a magic wand for that. But that's part of what I'm seeing, again, as somebody who's had a lot of work with the the see. But in terms of education, I think that we have done a better job of sensitizing our population, particularly our younger population, to the realities of we're all different. And I think part of making people more sensitive to what color people are protection of LGBT, and things like that, that if you know, as developing a more accepting population, and frankly, a better educated population. And Michael, you touched on some key points of that is that you, you have certain positives and attributes that you use to be an effective person. And that's what we need to focus on is what are the pieces that somebody can do that makes them effective. And what I talked with my students about just yesterday is to if you there used to be if somebody would would come in to a employment application. And when we used to have paper applications, almost everybody courses using online today, but a person in wheelchair would roll into an office and say to the person at the front desk, I'd like an employment application. And the person that front desk would say, Well, sir, you're in wheelchair, you know, we're not going to give you a we're not going to give you an employment application, because your wheelchair and the Americans Disability Act, of course, you know, interfered with that took a while for employers to figure that out. But to avoid that knee jerk reaction that this person can't do the job, let's focus on what they can do. And when somebody gets hurt at work and can't do the job they could previously do. That doesn't mean you just dump them on the street, it means that you make reasonable accommodation, and you try to see the best way to put that person to work. Do they have other skills, they may not be able to drive a truck or do certain mechanical things anymore? But are they capable of being a dispatcher or bookkeeping or sales calls? Is there someplace else that that person can be valuable to your company?   Michael Hingson  53:47 One of my favorite speeches that I deliver is called moving from diversity to inclusion is actually part mostly the second episode and unstoppable mindset. And one of the things that I talk about in there is how people deal with disabilities. And I actually play a segment from a television show called What would you do that John, Ken Jonas and IB, Elan ABC does, and this particular episode had? Well, the premise of the show is they get actors to play different roles. And they do it to see how people will react to uncomfortable situations. So they had in this case, two women from the Rochester Institute for the Deaf, they were deaf, and they go into this coffee shop where there's a guy behind the counter who happened to be an actor, a a barista, and there's a sign out that they're looking for employees. And so one of them goes up and says, I want to apply for a job and the guy goes, well, what what can you do? And she says, Well, you have a kitchen job available here and he said Yeah, but you can't do that you're deaf. And she and by the way, this is only in the last 12 or 13 years. So it's way post ADA. Yeah. And she says, well, but it's a kitchen job, I'm not really being out here I would be in the kitchen. Well, but what if I need something immediately? And she's, well, you could, you could write it down Well, I don't might not have the time to write it down. You're just not someone that I could hire. And the whole point is to see how people who over here this react and so part of the, the show, and they record it all, of course, part of the show had three HR people come up to this barista not knowing that he's just an actor, and say, Look, you handled that all wrong. These people have more rights than we do, this is all recorded, these people have more rights than we do, you should have just taken the application written not a fit, and filed it and sent them on their way.   Dr.David Schein  56:01 Oh, my goodness.   Michael Hingson  56:03  And some, some others really hit the roof about what this barista guy was doing. And of course, they they intercept everyone and tell them what's really going on somewhere on the line. But, but we really have still a very long way to go in terms of how we, we deal with so called disabilities. And it's in part because of that show that I came up with this whole concept. And in reality, we all have disabilities, most of you are like dependent, and we love you anyway. But, you know, the, the fact is that we shouldn't be judging what someone's abilities are or aren't. And it's, it's so unfortunate that we do well, it   Dr.David Schein  56:44 this is a, you've raised an important example. And as I indicated, that is the classic that I try and untrained people from, if you will, to have that knee jerk reaction, it's like, let's focus on what this person can do. And unfortunately, because of decades and decades of discrimination against people with disabilities, you have a very interesting situation out there, where when a person has been accommodated, and does get a position where the company has reached out and said, let's see how we can get afford this person opportunity. A lot of times they tend to be great employees, and tend to have be very loyal to the companies that are more accepting and inclusive. And so it's, it's, you know, it's a win win for the situation.   Michael Hingson  57:39 Sure. How did you get into education, college education, and so on from law?   57:47 Well, I had decided that as I left law school, that about the 25 year marker, that I would move into education, it's just something I felt that that was an appropriate, you know, career path for me. So I did a, you know, a decade corporate and about 12 years in private practice full time. And then when my last kid left for college, I said, you know, it's time for me to do something. And I had been adjunct teaching very actively. And what happened was, is I realized that with even though I had a law degree in an MBA, I was very well qualified, that without a PhD, I would not be successful and competing for tenure. And if you're not a tenured professor, you know, that's kind of the gold standard in higher ed. And so I went back to the University of Virginia where I'd got my MBA, and I worked on my PhD full time. And it was quite an eye opener. And I know we're running out of time, I'll just say very quickly. The MBA PhD program went very, very well for me, I did quite well like finished program a year ahead of my cohort, because I was so focused and went year round and so forth, managed to continue to work with my clients here in Houston, to you know, least keep keep the bills paid. But unfortunately, when I finished my PhD, it took me two years to get my first full time appointment. And the discrimination that I faced as a person who got their PhD in the mid 50s, H mid 50s. Whereas the traditional and this touches on classic discrimination. The traditional PhDs are in their mid 30s. So I was 20 years older than the normal quotation marks PhD recipient, and it's been a bit of a struggle, so I'm very appreciative of the universities that did afforded me a full time teaching opportunity. And once I got into the track, I progressed from a visiting Peru Professor to a full professor to tenure, endowed chair, but I had to have that opportunity in the first place.   Michael Hingson  1:00:08 So in addition to all of that you mentioned earlier that you like to write even when you were young, what's writing done for you, in all of your experiences?   Dr.David Schein  1:00:23 Well, you cannot get a PhD. If you're not a writer, you cannot be a successful attorney without being a writer. And you cannot be an author unless you sit down in your write. And so one of the things that PhD did for me is it gave me the understanding of doing deep research and things like that. And that enabled me to write decline of America 100 years of leadership failures, which was released by postale press on Presidents Day 2018. And then my newer book, a bad deal for America, was released on Presidents Day 2022. And I'm hoping not to have a four year gap between that and my next book, but I am working on as we talked about briefly on a musical review, called novel T, the letter T. And it is a musical review of novelty songs from the 50s through the 70s and 80s, when there were variety of novelty songs that became gets on the radio. So that's a throwback to my days of doing the arts Menagerie.   Michael Hingson  1:01:30 Flying purple people eater was Shep willing, I would assume   Dr.David Schein  1:01:34 you are very good. That is definitely in the list. And I'll have to go back. And look I have one of my research assistants has been talking to the different publishing houses to make sure that we have the rights to to present that. So the review focuses on the music. There's not a lot of text in between. But we actually through doing podcasts to promote my current book, met a gentleman, Douglas Coleman, and Douglas has a podcasting show. And he has actually written a theme song for the new musical. And that's very close to being ready.   Michael Hingson  1:02:16 That sounds like a lot of fun.   Dr.David Schein  1:02:19 That's the plan. It's designed to be family friendly.   Michael Hingson  1:02:22 It should be that would be a good thing. Well, how do people get ahold of you reach out to you learn about you and your books and so on, as well. You've been an unstoppable guy. There's no question about things. And you're driven.   Dr.David Schein  1:02:39 I'm still working on it, Michael. It's, it's a it's a work in progress. And my consulting firm is called Clermont management group. So we're Wide Web Claremont management group.com. I am on Facebook. I'm on LinkedIn, Twitter, Geter, and I'm trying to remember some others. But I'm pretty easy to find and of course of both of my books, bad deal for America and decline of America are on Amazon.   Michael Hingson  1:03:08 So is there a specific email address or LinkedIn address or anything that people should?   Dr.David Schein  1:03:14 It's D shine and you know, about the only hard part is my last name is s ch, e i n, it's, it's spelling. You know, the EI is announced sign for the German spelling. But other than that, if people can put in David de shine, and it'll probably pop up several places. I think Amazon is got enough market power that that tends to pop up first.   Michael Hingson  1:03:40 Right? Well, David, thank you very much. This has been fun. And as I told you, initially, and I say, on the podcast, one of the reasons for doing this is to tell stories that will inspire people. And I've got one last question I've got to ask, what would you advise both for young people today and parents today, having grown up in a time when information wasn't so readily available, or self-gratification wasn't so readily available? Now, both of those kinds of things have changed and everyone wants everything immediately? How would you advise people, kids and adults?   Dr.David Schein  1:04:23 Well, I think it's extremely important to mirror what my parents did, which is that the focus of childhood should be on education and a solid three Rs education. Even though I'm a business professor. I encouraged stem and I'd like to see us get as many children motivated for Science, Technology, Engineering and Math stem as possible in the United States because we are trailing other countries, and I would encourage parents to be involved in their children's education. Trying to make sure that the children are getting a real education and not a bunch of political malarkey is let's focus on the three R's. And let the students when they get a little bit older, figure out how they want to move in life in terms of politics, and you know, those kinds of things. And everybody can get through college, again, this student loan dismissal stuff, clouds, the fact that there are plenty of scholarship opportunities. There are financial loans out there. The school that I teach at, we have 92% of our undergraduates on financial aid, many of that is grants, that doesn't mean loans. I mean, that's money, they don't have to pay back. And so if students do well in high school, and they perform well, there are opportunities for them. And again, I'm living proof that if you if you've put in the time, and you do it, it can be I was successful as a corporate person and successful in private practice and successful in higher ed. But it came with putting in that time, and having that good parental support at home at the critical period when I needed a   Michael Hingson  1:06:12 course, if we're going to be totally technical. And this was even a Jeopardy question recently, out of the three R's. There's only one that's really an art. And that's the reading because writing isn't an art and arithmetic doesn't start with. You are absolutely correct.   Dr.David Schein  1:06:31 I wasn't a very good speller when I was in grammar school, and the nuns used to really take me to task I think spelling used to be a separate grade when I was in grammar school with the nuns. And I flunked several years in a row and you say, well, let's get this straight. You are a young high school graduate, you've just graduated before you turned 80. How the heck did you get through flunking all those courses, and it was very straightforward. My mother was the secretary for the church operation down the street. And the nuns knew that Dave shine sometimes flunked spelling, and cursive writing, but he was a pretty smart kid, and his mom was right there with him. And so they passed me, you know, probably fourth, fifth and sixth grade. But what happened was, is when I got to that point where the light switch went on, and I said, Gosh, I can really do this, I had a very successful seventh and eighth grade, and then a very successful high school experience, because I did absorb that even if I didn't show it on my report card.   Michael Hingson  1:07:38 And then you went on from there. Well, David Schilling, thanks for being here. We really enjoyed it. And I hope it inspires parents and kids and and I hope it inspires people to reach out to you.   Dr.David Schein  1:07:54 Well, I'm delighted to do it, Michael, it's been an absolute pleasure to meet you and my folks of work with your folks to see about having you make an appearance on saving America   Michael Hingson  1:08:05 would love to do it. And for all of you definitely go find David's saving America podcast. And we hope that you enjoyed this, please give us a five star rating. Wherever you're listening to the podcast, go and rate us it's the way we are able to, to know what you think. And of course, we like good ratings. We like to hear whatever you have to say and if you want to comment about this or any of our podcasts, feel free to email me at Michael M I C H A E L H I acessibe.com. And, or you can go to our podcast page, which is www dot Michael hingson.com/podcast. And check out whether it's there or anywhere you get podcasts. Go check us out and listen to some of the other episodes. And we hope that you'll join us again next time on unstoppable mindset. Thanks again for listening. And Dave, thanks for me. Thank you.   UM Intro/Outro  1:09:07 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com. accessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for listening. Please come back and visit us again next week.

As the demographics of investors continue to change, the wealth management industry is starting to pay attention to inclusion and diversity. Many firms hire, prepare, and advance underrepresented talents throughout the financial services industry and create programs to best serve an increasingly diverse clientele. This positive trend leads to more equitable and representative services for all investors. In this episode, Jack talks with Craig Pfeiffer, President and CEO of Money Management Institute (MMI). Craig is a senior financial services executive, following 29 years with Morgan Stanley Smith Barney and its predecessor firms. He transitioned from MSSB in 2012, where he was Vice Chairman and a member of the Executive Committee. From 2003 to 2011, he held a progression of senior positions, including the National Sales Group, responsible for marketing strategy and client communications, desktop technology, and brokerage-based banking. Additionally, Craig has been responsible for businesses, including retirement services and corporate equity solutions. Craig talks with Jack about his current projects and programs, why diversity and inclusion are becoming an area of focus in wealth management, and his outlook on where wealth management is headed in the future. Key Takeaways [01:08] - What Money Management Institute offers in the investment advisory industry. [03:11] - A list of Craig's current projects and programs. [08:31] - Wealth management as a people's business. [11:02] - Craig's outlook on where wealth management is headed. [15:48] - What Craig looks forward to over the next few years. [20:01] -The history of MMI's innovation in wealth management. [24:29] - Craig's three key takeaways. [26:08] - Craig's interests outside of work. Quotes [03:54] - "For the last number of years, there have been challenges around dealing with accumulated wealth and retirement assets, not only the income but doing so smartly around taxes, risk around location, etc." - Craig Pfeiffer [07:04] - "We have to go outside our industry, find people of color, and bring them into middle-level jobs. Fill out that sophomore, junior class, so the freshmen have an aspiration." - Craig Pfeiffer [22:06] - "There was no opponent to the SMA business other than a lack of awareness. You can't come to an MMI event without putting your gun down. You're coming to share best practices. You're coming to share ideas. You're coming to learn. And people have had that structural fiber that allows people to enjoy it." - Craig Pfeiffer [25:36] - "Being a leader in this business is rewarding. But you're only a leader if you have followers, and followers will only follow if they think they're listened to." - Craig Pfeiffer Links  Craig Pfeiffer on LinkedIn Money Management Institute Steve Gresham The Execution Project Cheryl Nash InvestCloud Financial Advisor Magazine BlackRock Jed Finn Morgan Stanley Jenny Johnson Jasmine Jirele Franklin Templeton Allianz Life Burt White LPL Financial Carson Group Envestnet Ainslie Simmonds Pershing Michael Liersch  Wells Fargo Microsoft PwC University of Virginia Darden School of Business Keith Glenfield Bank of America Troy Thornton Goldman Sachs Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

In this episode, we talk with our special guest Corey Feist about reducing mental health stigma and the importance of mental health and well-being among healthcare professionals. Corey is a healthcare executive with over 20 years of experience. He is the President and co-founder of the Dr. Lorna Breen Heroes Foundation and recently served as the Chief Executive Officer of the University of Virginia Physicians Group. During his career, he has focused on transforming healthcare by empowering people and improving processes. He also holds an adjunct faculty appointment at the University of Virginia Darden School of Business. Corey shares how a private family tragedy went public and how he and his wife responded to it. He shares about the Dr. Lorna Breen Heroes Foundation and its noble cause to reduce burnout among healthcare professionals and safeguard their well-being. We also discuss the existing stigma of healthcare providers seeking mental health support and policy reforms to support frontline healthcare workers experiencing burnout and mental health challenges. For full show notes and links, visit: https://www.missinglogic.com/new-podcast If you found value in this episode, please subscribe and leave us a review on Apple Podcasts! SOCIAL MEDIA LINKS: https://www.linkedin.com/company/missinglogic-llc https://www.facebook.com/missinglogicLLC https://twitter.com/MissingLogicLLC https://www.instagram.com/missinglogic_llc/

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Jim Detert, John L. Colley Professor of Business Administration at the University of Virginia's Darden School of Business and author of Choosing Courage: The Everyday Guide to Being Brave at Work. In this conversation, Jim Detert shares how we can become more courageous by developing our courage capabilities. Jim Detert also shares how leaders can nurture a psychologically safe organizational culture, enabling and encouraging more courageous interactions and decisions at work.  Some highlights:-Why attributing courage just to historical figures can be counterproductive -The importance of being more courageous and how to develop our courage muscle-Jim Detert on the benefits of courage at work-How leaders can create a psychologically safe environment that encourages team members to speak up and contribute their best at workMentioned:-Amy Edmondson, Professor of Leadership at Harvard Business School and author of Fearless Organization and Creating Psychological Safety-Vanessa Bohns (Listen to Partnering Leadership conversation with Vanessa Bohns)-Gary Bolles (Listen to Partnering Leadership conversation with Gary Bolles)-Difficult Conversations by Bruce Patton, Douglas Stone, and Sheila Heen-Radical Candor by Kim Scott-Giving Voice to Values by Mary C. Gentile -The Silent Language Of Leaders by Carol GoldmanConnect with Jim Detert:Jim Detert WebsiteChoosing Courage on AmazonJim Detert on FacebookJim Detert on LinkedInConnect with Mahan Tavakoli:https://mahantavakoli.com/https://www.linkedin.com/in/mahan/ More information and resources available at the Partnering Leadership Podcast website: https://www.partneringleadership.com/

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Edward D. Hess. Ed Hess is a Professor Emeritus of Business Administration at the Darden Graduate School of Business, University of Virginia. Ed Hess is the author of 13 books, including Learn or Die,  Humility is The New Smart, and his latest Hyper learning: How to adapt to the Speed of Change.In the conversation, Professor Ed Hess shares why we need to accelerate our pace of learning in the digital age, some of the barriers and challenges we face in learning new ideas and concepts, and how leaders can implement hyperlearning in their organizations. Ed Hess also shares frameworks, practices, and mindsets individuals need to adapt to build trusting relationships and effectively collaborate.Some highlights:- Ed Hess on experiences which helped him understand the need for genuine humility in leadership- The necessity for hyper-learning in a fast-changing world - Ed Hess on how our unique human emotions can help advance our thinking and our capability to adapt to change- How ego and fear prevent us from learning- Ed Hess on the necessity for modeling as a part of learning - The difference between old smart and new smart - How to create caring and trusting relationships - Ed Hess on the necessity to collaborate and tap into collective intelligence Books Mentioned:- Hyper-Learning: How to Adapt to the Speed of Change by Edward D. Hess- Learn or Die: Using Science to Build a Leading-Edge Learning Organization (Columbia Business School Publishing) by Edward D. Hess- Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age by Edward D. HessAlso Mentioned:- Robert Kennedy, 64th United States Attorney General- Herb Kelleher, Co-Founder, and CEO of Southwest Airlines- Ray Dalio, Founder of Bridgewater Associates- Barbara Fredrickson, professor in the department of psychology at the University of North Carolina at Chapel HillConnect with Ed Hess:Ed Hess Official WebsiteConnect with Mahan Tavakoli:MahanTavakoli.comMore information and resources available at the Partnering Leadership Podcast website: PartneringLeadership.com

Speaker: Roshni Raveendhran, Assistant Professor of Business Administration, Darden School of Business, University of Virginia Overview: On this UVA Speaks podcast, Roshni Raveendhran, Assistant Professor of Business Administration in UVA's Darden School of Business, talks about her research that focuses on novel technologies and the future of work. Raveendhran speaks about behavior tracking, virtual reality (VR), and artificial intelligence (AI), which are utilized in many workplaces. However, as the usage of these technologies continues to grow and expand, she explains that employers need to think about how technologies impact and influence the psychological and social needs of the workforce. Transcripts of the audio broadcast can be found here. https://www.rev.com/transcript-editor/shared/Kt3Ewcz4bQXz5KpYF0r5hxleWEYeGuultN0O7zo88L8ovwY74aaTVBftzOTZI8cRJY7UyrgIEcn1P03kmL5xuEjmHJw?loadFrom=SharedLink Roshni Raveendhran is an Assistant Professor of Business Administration in the Leadership and Organizational Behavior area at the University of Virginia Darden School of Business. She is also a faculty fellow affiliated with the Batten Institute for Innovation and Entrepreneurship. Raveendhran's research focuses on understanding the future of work. In particular, she examines how technological advancements influence organizational actors, workplace practices, and the management of employees.

If you think positioning strategy is a bunch of fluffy brand-purpose-laden statements mixed with a few dual-axis, positioning maps, you're in for a rude awakening. Because as you'll soon discover, that's not what professional positioning strategists do. Kimberly A. Whitler is perhaps most famous for her book on this topic, and positioning strategy is what we initially aim to talk about, but what comes out in the wash during this discussion are lashings of strategic wisdom any senior leader, serious about growth would be interested in. She has a wealth of experience spent working with brands like Coca Cola, P&G, Gartner, Forbes and even the US Department of Defense before more recently, becoming an academic. It's this combination of empirical research discipline and practical experience that forms such a killer combination. This episode is jam-packed with plenty of detailed explanations and stories from her career. Kimberly is currently an Associate Professor of Business Administration at the University of Virginia Darden School of Business and her approach is exactly in the hitting zone of this podcast. She's staunchly focused on work that helps boards, CEOs, and CMOs leverage marketing for strategic advantage. Unlike career academics however, she's not someone who drafts research papers for papers sake. Her work is meant to be implemented, measured and critiqued in the real world. It's for this reason her research wins award after award. Her book about Positioning is a must-read and I'd argue, probably more robust than the seminal book by Al Reis'. There's also nuggets of gold to be mined in her various online Forbes articles too which have collectively garnered over 4 million views. What mistake did Nike make with their brand position on a very divisive topic in North America? Is brand purpose valuable or is it just a bunch of a virtue-signaling PC corporate hogwash? Why is it critical to understand the difference between supply-side orientation, demand-side orientation, output orientation and through-put orientation? Why should you view positioning like a battlefield or the game Battleship? How you can use positioning strategy to attract employees in the hyper-competitive labor market? How do brands get brand purpose wrong? Which critical skill do CMOs need before they can progress into senior roles? Why shouldn't you source your positioning strategy from an ad agency? What's her take on the fad of ‘category creation' within the tech sector? What questions should you ask when hiring a CMO to avoid hiring a dud? Lots of questions. Lots of answers. Press play

President and CEO Gautam Ijoor brings an impressive track record of more than two decades of experience in the federal contracting arena to Alpha Omega. As an entrepreneurial-minded business leader, Gautam has achieved consistent success not only in building and growing firms, but also in improving their profitability, performance, and value. He has a demonstrated history of helping businesses expand their presence in the federal market, while exceeding growth and profit objectives. At Alpha Omega, Gautam built an effective and innovative leadership team, helping the company grow from less than $1 million/year in summer 2016 to more than $50 million/year by summer 2020. In placing an emphasis on their customers, building a strong culture, and refining their capabilities, Alpha Omega created a foundation for growth that has consistently propelled them into the Inc. 5000, Washington Technology's Fast 50, and the Northern Virginia Chamber of Commerce's Fantastic 50 in recent years.Prior to joining Alpha Omega, Gautam was the COO of C3 Systems, where he led the company from startup to $16M per year in revenue, and from 1 to 110 employees in four years. Prior to C3 Systems, he served as VP of Operations, Business Development and Capture Strategy at QSSI, where he helped grow the firm through three acquisitions and increased his division's revenue by more than 300% in eight years. Gautam earned an M.S. from the New Jersey Institute of Technology, an MBA from the University of Virginia Darden School of Business, and is a certified Project Management Professional.

In this episode, host David Ponraj has a conversation with Dr. Saras Sarasvathy, esteemed Professor of Strategy, Entrepreneurship and Ethics at the University of Virginia Darden School of Business. She is a leading scholar on the cognitive basis for high-performance entrepreneurship, and author of the acclaimed books, “http://www.amazon.com/Effectuation-Elements-Entrepreneurial-Expertise-Entrepreneurship/dp/1843766809/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1217874189&sr=1-1 (Effectuation: Elements of Entrepreneurial Expertise)” and “http://www.amazon.com/Effectual-Entrepreneurship-Stuart-Read/dp/0415586445 (Effectual Entrepreneurship).” During their discussion, we hear the backstory of David's first failed business that prompted the launch of Startup Space, to help future entrepreneurs avoid the pitfalls that he faced. The concepts of Effectuation, customer voice versus customer skin, employee autonomy and mastery, and education problems versus resource constraint problems come into play during this intimate, lively conversation between two passionate change-makers who will no doubt help lead the charge to effectuate the future of entrepreneurship-led economic development. Learn more about Saras' work: https://www.darden.virginia.edu/faculty-research/directory/saras-d-sarasvathy (darden.virginia.edu) Learn more about Effectuation: https://www.effectuation.org/ (www.effectuation.org) Learn more about Economic Impact Catalyst: https://economicimpactcatalyst.com/ (economicimpactcatalyst.com)

Noel Sobelman is the Principal at Change Logic, where he works with corporate leadership to accelerate new growth business and core business vitality. Noel has led venture programs that received national accolades, including PR Week's Best High Tech Consumer Launch, PC Magazine's Editors' Choice, USA Today/Rochester Institute of Technology's Quality Cup, and CNET's Best of CES awards. With a career spanning 25 years, Noel was the Managing Director at Kalypso, Segment Director at Kyocera Wireless Corporation, and Director of Worldwide Marketing and Business Development at Mobility Electronics. Noel has a Master of Business Administration degree in Innovation and Technology Management from the University of Virginia Darden School of Business and a Bachelor of Science degree in Mechanical Engineering from Arizona University. Noel joins me today to discuss ambidexterity: the concept of having to simultaneously manage your core business and your exploratory business. He outlines how leadership should tackle processes and resource balancing for short and long-term opportunities with low and high risk. He reveals why it is vital to create new behaviors and a pull for change from the top-down and the bottom-up. Noel also shares why PPM systems are necessary enablers for allowing ambidexterity and facilitating future growth. "The companies that can figure this out and effectively manage both sides of this equation without trading off for the other are going to set themselves up for success in the future." - Noel Sobelman This week on Innovation Talks: The dangers of focusing only on optimizing the core business in the current environment with a heightened pace of change How transformative innovation differs from core innovation and managing your business when it is in a transformative state The challenge of balancing and allocating resources to short and long-term opportunities The pros and cons of creating a spin-off versus business integration Examples of businesses that are capitalizing well on new sources of growth Why it is vital to confront tensions, introduce new behaviors, and build capabilities top-down and bottom-up The benefits of using a PPM system to ensure you execute your growth and innovation strategies Resources Mentioned: Podcast: A deeper dive into Portfolio Management with Noel Sobelman Podcast: Evidence-Based Innovation Portfolio Management Book: Lead and Disrupt: How to Solve the Innovator's Dilemma, Second Edition by Charles O'Reilly and Michael Tushman Connect with Noel Sobelman: Change Logic Change Logic on LinkedIn Change Logic on Twitter Noel Sobelman on LinkedIn Email: noel.sobelman@changelogic.com This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Planning and project management are very old business functions, but they are undergoing a rapid change thanks to how advances in data science enable organizations to effectively manage uncertainty. University of Virginia Darden School of Business Professor Yael Grushka-Cockayne and the Batten Institute's Sean Carr discuss how new tools in data science, AI, machine learning and harnessing the wisdom of the crowd have revolutionized how people and organizations plan. Could “over budget and past due” become a concept of the past for those able to harness uncertainty and flexibility in data-enabled ways?

Clifton Taulbert was born in 1945 in Glen Allan, Mississippi, a small town in the Mississippi Delta. He graduated valedictorian from O'Bannon High School in Greenville, Mississippi, in 1963. He received his Bachelor of Arts in History and Sociology from Oral Roberts University and graduated from the Southwest Graduate School of Banking at Southern Methodist University. He later obtained an associate degree in health care management from Tulsa Community College.Clifton also spent a few years in the United States Air Force, where he attained the rank of sergeant and served in a classified position with the 89th Presidential Wing of the US Air Force in Washington D.C. He is now an internationally acclaimed speaker, author, entrepreneur, and filmmaker.Taulbert has authored thirteen books. He was the winner of the NAACP's 27th Image Award for Literary Work: Nonfiction for his book When We Were Colored, which was produced as a film.In 2014, Taulbert published his fourth memoir titled The Invitation. It is the story of a supper invitation to a former plantation house in Allendale, South Carolina, in which the adult Taulbert confronts his childhood memories and the legacies of slavery and segregation which must still be acknowledged in his grown-up circumstances.Taulbert has been a banker, a health care administrator, and now is the president of The Freemount Corporation, a marketing company in Tulsa, Oklahoma.He has been recognized internationally by the Sales and Marketing Academy of Achievement, the Library of Congress, the NAACP, and Rotary International as a Paul Harris Fellow. He has served as a guest professor at Harvard University, the University of Virginia Darden School of Business, and the United States Air Force Academy.

Brands and their leaders are expected to get involved in matters impacting society. Increasingly, consumers are judging organizations on their purpose and ESG initiatives, making key decisions based on their perceptions.Social channels and platforms are where many of these conversations and activities take place. This podcast, featuring Coyne PR's Tim Schramm and the University of Virginia Darden School of Business' Kimberly Whitler, drills deep into the opportunities and pitfalls that await brands in this space.Harkening back to a recent Forbes article to which she contributed, Whitler speaks candidly about the dangers brands can face if they pick a side as they engage in activism. From there, Schramm offers counsel to organizations who get involved in causes and conversations with good intentions, but get reactions online that are nothing like they would have expected.These are just a couple of the topics tackled during Whitler's and Schramm's podcast with PRWeek managing editor Gideon Fidelzeid. We welcome you to listen in.

Alexandra Feldberg and Tami Kim, assistant professors at Harvard Business School and the University of Virginia Darden School of Business, respectively, say companies are overlooking an important place to root out bias: on the front lines with customers. While many firms are promoting a more equitable workforce through their HR functions, too few firms even realize how costly bias can be in everyday interactions between workers and customers. The researchers explain how organizations can identify and address this overlooked problem. Feldberg and Kim are the coauthors of the HBR article "Fighting Bias on the Front Lines."

Justin Pogue is an award-winning author and real estate consultant based on San Jose, California. His book, “Rental Secrets” has already helped so many people around the country. Fox news, the Mercury News, SF Gate, Realtor.com, and Apartment Therapy have all featured his insights for the benefit of their audiences. Since 2003, he has developed and managed Apartments, Rental Homes, and Student Housing across United States. Justin holds a degree in Economics from The Wharton School of the University of Pennsylvania as well as an MBA at University of Virginia Darden School.    In this episode Dr. Gaye Lang and Justin Pogue discuss: Reaching out to people when not included Strategies that can get you included and noticed  Inclusive resources for finding success as a beginner The two parts to inclusion    Key Takeaways:  There are some situations where you really have to stop waiting for yourself to be included, and open that door yourself.  Make yourself available. Arrive early in meetings and don't rush to leave by the end, use that time to network with others.  If you're working for somebody, the money they're paying you is an investment. They are investing in you.  Letting the “victim mindset” take over you prevents you from creating and re-creating and moving on to that next step.    “Inclusion - there's two parts. There's others wanting to include you and there's also you coming to the table with drive, ambition, interest and all of that.” - Justin Pogue   Get Justin's Book, Rental Secrets here: https://www.amazon.com/Rental-Secrets-Reduce-Quality-Communities/dp/1543978479    1 Min. book trailer video: https://www.youtube.com/watch?app=desktop&v=Mh5iYXEhz1Y   Connect with Justin Pogue: Twitter: https://twitter.com/rentalsecret Instagram: https://www.instagram.com/rentalsecrets/  Website: https://rentalsecrets.net/  LinkedIn: https://www.linkedin.com/in/justincpogue    Connect with Dr. Gaye Lang: Don't forget to subscribe to the show, so that you don't miss a single episode; and please leave a rating and review. I would greatly appreciate it.  Follow our show on Facebook and check out our Website for more details and to engage with our podcast community. You can also follow Dr. Lang on LinkedIn. Download Three Vital Practices to avoid a potential lawsuit for free by clicking this link: www.WorkplaceRestorativePracticesInc.com   LinkedIn: https://www.linkedin.com/in/gaye-lang-1735761b5/ Facebook: https://www.facebook.com/gaye.lang.779/   KEY WORDS:  Diversity, inclusion, equity, tolerance, racism, bias, implicit bias, and explicit bias.   Show notes by Podcastologist: Justine Talla   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

We have the immense pleasure of having Ed Freeman, university professor and academic director of the Institute for Business in Society at the University of Virginia Darden School of Business. As the author and editor of over 30 volumes and 150 articles in the areas of stakeholder management, business strategy, and business ethics, Freeman is a true luminary in his field. Most recently, Freeman is known for his new book The Power of And, and his new documentary, Fishing with Dynamite, available on iTunes. Join us as Cindy Moehring and Ed Freeman discuss the stakeholder theory, Freeman's contributions to the field of business ethics, and where the future of business ethics education is heading.

On this episode, we're joined by Mike Rome. Mike is Senior Partner and co-leads the Board, CEO, and Private Equity practices at Allen Austin, a consulting and retained search and leadership advisory firm. He helped to co-found the Center for Christianity in Business at Houston Baptist University. Prior to joining Allen Austin, he was CEO and Principal at Chilton Capital Management and CEO at Texan Capital. He is also a managing partner in a private-equity firm, Memorial Capital Partners. Mike graduated from the University of Kansas with a Bachelor of Liberal Arts degree, and was a two sport letterman in Football and Baseball. He furthered his studies in Portfolio Management at the University of Virginia Darden School of Business, and in Behavioral Finance at Harvard University. He is also the author of the new book, Mastering Your Pain: 18 Strategies to Perform Effectively Despite Your Physical Pain. https://allenaustin.com/ Questions and lessons explored in this episode: How do most people handle their chronic physical pain at work? How should people communicate with others about the debilitating pain they're dealing with? How can we help our co-workers who are in an ongoing battle with physical pain? Christianity in Business is the show that helps Christian business leaders to integrate biblical values into business. | Entrepreneurship | Marketing | Nonprofit | Church | Author | Startups | Marketplace | Ministry | Business as Mission | Faith and Work | Faith | Success | Leadership | www.ChristianityInBusiness.com

Over the past 6 months, I've had over 20 MBA Admissions Directors on the Touch MBA Podcast. I've asked all of them, “What would you advise candidates to improve their chances of admissions?” This is what they told me. Here are 10 actionable tips you can use right away to boost your admissions and scholarship chances at your target business schools. Avoid them at your own peril! Featuring: Megan Overbay, Duke University Fuqua School of Business  Nadia Ahrazem, London Business School Jeff Carbone, MIT Sloan School of Management A M Kannan, Indian School of Business Caroline Diarte Edwards, Fortuna Admissions Lawrence Chan, Chinese University of Hong Kong Shari Hubert, Georgetown McDonough School of Business Katherine Alford, Virginia Darden School of Business Roy Chason, CEIBS Libby Livingston, Emory Goizueta School of Business