Podcasts about win win

Peter Goossens, Xavier en Chaima over respect voor goede producten en wandelen met een smartphone in de hand. Kwaliteitsproducten moet je met respect behandelen. De godfather van de Belgische gastronomie vindt ook dat een goed product klaarmaken, niet per se meer tijd hoeft te kosten. En luisteraar Raf ergert zich dan weer aan wandelaars die voortdurend naar hun smartphone kijken en niet meer op de weg letten. Weten is relativeren, en dat is een WinWin.

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Gast: Hester Oerlemans, beeldend kunstenaar . In deze aflevering gaat Robert van Altena in gesprek met Hester Oerlemans over haar tentoonstelling Win Win. . Hester Oerlemans is onderscheiden met de Wilhelminaring 2025. Ter gelegenheid van de toekenning van deze prijs maakte Oerlemans haar tentoonstelling 'Win Win' die tot en met 6 september is te zien in Coda Museum. . . Foto (installatie): Hester Oerlemans, 'Win Win' CODA Museum Apeldoorn . SPRINGVOSSEN
 Redactie + presentatie: Robert van Altena
 Contact: springvossen[at]gmail.com
  linktr.ee/springvossen www.amsterdamfm.nl/programma/springvossen

Why do more pressure, more meetings, and more accountability so often produce the same outcomes? John Dues and Andrew Stotz explore Deming's overlooked insight that results are created by systems — not effort alone. Learn why reacting to variation often makes performance worse, how leaders unintentionally create noise through "tampering," and what it takes to build improvement that actually lasts. TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. And the topic for today is why reacting to results won't improve your system. John, take it away.   0:00:25.6 John Dues: Hey, Andrew. It's good to be back.   0:00:28.6 Andrew Stotz: Yeah, it has been a while.   0:00:30.5 John Dues: It has been a while. We missed a couple months for scheduling stuff, so we're fitting it in on Memorial Day here.   0:00:38.1 Andrew Stotz: Hard working. Even on a holiday.   0:00:41.1 John Dues: Even on a holiday, yep. No doubt. I stumbled across this, I'd seen this a number of times, but I thought I'd start with this quote from Deming. He would often sort of pose this simple question at his seminars. He would, you know, kind of ask the crowd, "what will it take to take an organization to unprecedented levels of quality?" And he was, you know, truth be told, he was kind of setting the crowd up because he knew inevitably someone in the crowd would say, you know, by everyone doing their best. And he would immediately respond then, "they already are, and that's the problem," right? So that's kind of the focus today. And, you know, that sort of exchange to me exposes a belief that still shapes in my world how many schools are led today, and I'm sure many businesses as well. And that is this idea that when results fall short, the instinct is to push harder, you know, respond faster, demand more from people. You know, it feels responsible, it looks decisive, but it rarely, very rarely produces better outcomes, especially on the long term. You know, in many schools, you know, leadership revolves around reviewing outcomes.   0:02:05.8 John Dues: You know, just like probably in your business, you know, we're examining test scores, attendance rates, discipline data, you know, lots of other types of indicators, and we're often comparing those results to what came before. And then we have all these meetings and we have charts and explanations and action steps. And, you know, despite all this attention, all these best efforts, results often remain unchanged.   0:02:30.3 Andrew Stotz: Yeah, it made me think about when, you know, let's just say that a tragedy happens and then everybody wants the government to tighten the laws. And then they're oftentimes responding to a short term, or let's say, normal common cause variation. And next thing you know, you have 10 laws coming down on society that nobody can untangle.   0:02:56.3 John Dues: Yeah.   0:02:56.8 Andrew Stotz: And if you were to actually stand up... And this is, I think, to me, some of the crux of what made Deming different and difficult, was that if you were to actually stand up and say, "my proposal is to do nothing."   0:03:04.0 John Dues: Yeah.   0:03:16.3 Andrew Stotz: Everybody wants action.   0:03:17.3 John Dues: Yep, everybody wants action. It's, you know, the issue is certainly not a lack of effort. You know, I mean, I see it every day, you know, leaders, educators, they work hard. The vast majority, you know, work very, very hard, which is probably the case in most businesses. And you know, in most cases people are already doing their best. And that's kind of the point, right? The issue is that the results are those outputs of those systems. You know, they're produced by the system and they can't be improved directly, the results, that is. You know, but that's what we focus on. As leaders we focus typically on results and, you know, we end up reacting to what the system produces rather than changing, you know, how that system works. And I think that's probably, if not the, one of the key lessons that, you know, Dr. Deming taught in his four-day seminars. And it's just like what you said, you know, that reaction, it feels like action, but it doesn't change, you know, the performance of the system. So, you know, over the past several months, I've argued, you know, as I've been writing about this, that leaders often respond too quickly.   0:04:32.4 John Dues: Just like what you were, you know, talking about in your example there. When the numbers change, it's so often just that common cause, that routine variation, and they don't have any tools to distinguish signal from noise. That's sort of one characterization. So, you know, what happens is these common cause patterns just remain. And when results are not where we want them to be, we just respond to the data itself, right? Instead of actually working towards the system. And we, you know, in my world, it's lots of meetings, you know, we ask... As leaders, we ask for explanations. I definitely did this before I discovered this methodology. We adjust expectations. You know, we in education are sort of notorious for new initiatives piled on old initiatives, but none of these actions, none of these things, it feels productive, but none of them are actually changing that underlying system. And I think that's really where the problem lies in my mind.   0:05:39.5 Andrew Stotz: Yeah, the concept of tampering is such an interesting one, you know, that he talks about, about tampering with a system, you know, just does more damage.   0:05:49.2 John Dues: More damage. Yeah, that's exactly right. That's kind of the irony or the paradox that you often find in the Deming philosophy is that until people actually stop and think about it, you know, if they stop long enough to consider what he was saying, then they start to sort of come around to those ideas. But we often don't slow down enough to actually do that, right? And so, you know, it begs the questions, if reacting to results is ineffective, and we've said that, you know, here before, what is it leaders should do instead? And I, you know, I think a really useful, different starting point is a question to ask yourself. And you know, that first question is, is the process that produced this observation the same as the process that produced the others, right? Is this actually something different being produced in our system or, when we really stop and think about it, is it more of the same? You know, and the answer to that question is going to dictate your next steps. But the key thing is that that question shifts attention away from the most recent data point and toward the system that generated it. You know, it forces you to look back more than just, you know, last month or last year.   0:07:07.7 John Dues: Now you're looking at what's happened the last several months, what's happened in the last several years in this system. You know, I think then if the process has not changed or the system has not changed, I kind of use those interchangeably, then what you often discover is that the results are likely consistent with what the system has been producing all along. And so in that case, which is again so often the case in a common cause system, asking for explanations or making immediate adjustments doesn't address that underlying issue. And it, just like you were saying, it's what Deming called tampering. And it actually makes things worse. All this action, all this activity, it feels good in the moment, but you're actually making things worse in your organization by overreacting or reacting to the wrong things. Now, on the other hand, if the process has changed, then there might be something to investigate, but the goal is not to explain the result, it's to understand what is different in your system. So in either case, whether it's a change or something hasn't changed, I think the key thing is the focus moves from the data to that underlying process or that underlying system.   0:08:29.4 Andrew Stotz: It's... I've been working at my coffee factory with the accounting team using the accounts receivable days and the inventory days as a measure that we can track over time. And then I've, you know, developed a pretty simplified PDSA for the team, considering they've never heard any of this stuff. And so, and then, you know, first thing we saw when we looked at the data was that the inventory days really went down a lot in December. We're like... And that was because we wrote off a lot of inventory at the end of the year that was obsolete or whatever. So there was a... And that's where I could say there is an example of a special cause. There's no sense in changing the system because of that one write-off, although that can give us some indication like, we need to be better in some other areas. But to look at that one special cause as unique wouldn't make sense.   0:09:35.7 John Dues: Yeah. And in that case, is the data point from December being produced by the same system that the other data points came from.   0:09:45.6 Andrew Stotz: It's the same system except there's an extreme adjustment to the system.   0:09:53.1 John Dues: Right.   0:09:53.3 Andrew Stotz: Which is the write off.   0:09:55.5 John Dues: Does that happen every year?   0:09:58.3 Andrew Stotz: Yeah, it's gonna happen in every business that has a warehouse and production because, you know, there's gonna be waste, there's gonna be obsolescence, there's gonna be mistakes, and you... It's just very hard to get it perfect. My first job at Pepsi was counting the inventory, basically, and I ran a team of seven people that counted the inventory every single day. And you know, you just, you know, you can see the whole concept of, you know, that you're never gonna get it perfectly right. But the objective is to minimize and minimize and minimize that, you know, variation. We don't really want a large, the reason why a large hit happened at the end of the year was ultimately because of the management decisions that we made throughout the year to either avoid it, not take, you know, not write it off, or not try to sell it at a discounted price or something like that. So yeah, there's lots of different factors.   0:10:58.3 John Dues: Yeah, sounds like some seasonality in that case is probably the primary driver. Yeah, and I think that's a good segue into this idea that I think when we've talked about systems, you know, they all have sort of a certain level of performance they're capable of producing at any given time. And you know, the key thing is looking at that capability not just at a single point in time, but over, you know, an extended period of time. And then by seeing the patterns that sort of emerge over time, you sort of start to really grasp what the capability of your, you know, your system is. And then, you know, at the same time as an organization we have expectations for those processes or systems, what the results should be. And I think the starting point for improvement is where you start to compare those two things. You know, what is the system currently producing, what do we want it to produce? And then what's the gap between those two levels? And that's where we, you know, often that's where the goal setting and things like that, you know, where our expectation setting falls off track because we've set those goals without studying, without understanding that capability.   0:12:14.0 John Dues: You know, we've talked about this here, it's so often leaders are establishing targets based on aspiration or pressure or, you know, external demands without understanding what the current system can actually deliver. And so then when those results fall short, the response is often to push harder or react more quickly, you know, reactive. We got to do something. Don't just stand there. You know, these are all things that we've talked about multiple times. I think, however, you know, that gap between current and desired performance, it can't be closed by reacting to outcomes. That's the whole point. It can only be closed by changing that underlying system that produces those outcomes. And I think that's what Deming was talking about when he said "substitute leadership." Right. Leadership is about understanding the system, understanding what the system is capable of. And you're a part of that system, you're a part of that understanding. And so you have to sort of lead that understanding, lead that capability understanding, and then start to help lead with the changing of that underlying system. It's not just the frontline workers, you know, in our case, the teachers, they can't be left to their own devices because they don't have control over so much of the system just like, you know, the production workers in your Pepsi example.   0:13:36.0 Andrew Stotz: Yeah, it's interesting because I've been working with this, my accounting and finance and inventory team, and you can definitely see, like, they cannot produce a different result than what they're producing right now. Like, I just can see that. And even thinking about how do we do that is a challenge. It needs some time. But I also don't want to come in and give solutions. I want to teach them how to use PDSA and how to think about, you know, the variation. And so, you know, but I did, like, I told them a story about, I went to visit a credit card collection company and they were very successful in Thailand and they were a Japanese company. And the way that they did it is they set up the collection date was the 15th, starting, or your credit card, basically you gotta pay on the 15th. And their goal was, of course, to be at 100% collection by the end of the month. So they made a whiteboard, and they just marked down each day from 15, 16, 17, all the way to 31. And then they had eight teams, and each team each day would post the percent collection.   0:14:52.8 Andrew Stotz: So one day they had 50%, you know, 50% of people just pay, and then 60 and 70. And so there's a natural, you know, increase as people are paying their bills. But then they start doing calls and other things, and then they can look at other teams and see how's each team doing. And I asked the Japanese manager of it, this was in Thailand many years ago, and I asked him, what do you do if one team's doing really well and the other one's collecting, you know, a lot less? He said, well, we have the better team help the weaker team.   0:15:23.6 John Dues: Hmm. Imagine that.   0:15:25.2 Andrew Stotz: And I was like, that would just never happen in America.   0:15:27.6 John Dues: Yeah.   0:15:31.9 Andrew Stotz: It's like, not my problem, dude. You're not doing it.   0:15:48.6 John Dues: Yeah. You know, when you're talking about, you know, a special cause, you know, a key point is that a special cause could be positive, you know, that positive deviance. And so what do you do? Exactly what you just said. You study it, and then you share it with, with, you know, with everybody else, right? And it's not in a gloating way. It's just like what you described, you know, they were helping another team because, you know, a few months from now, maybe it's this, you know, the team that needed help, they may then be, you know, helping others. And that's such a much better way to sort of operate, you know.   0:16:08.3 Andrew Stotz: Yeah, by giving some ideas like that. And this is why I love reading and I love podcasts, and I love that because, you know, you hear different ideas and you think, hmm, I wonder, you know, why don't we... We could do a PDSA on that and say, what could we track on a daily basis that would keep us all kind of seeing the progression? Would that help? Maybe not.   0:16:30.9 John Dues: Well, at least it puts it in front of you. So everybody sort of, you know, closes that feedback loop, it makes it visual. We're actually doing something like that right now with our student recruitment department, where we have a weekly meeting, we have a board where, you know, all of our sort of leading and lagging indicators are visualized, and we can see right away, like, where are the gaps. And then immediately with that team, we're problem solving. Okay, this campus wasn't able to make, you know, or spend as much time on recruitment, like what's getting in the way, and then they can immediately problem solve with some of their peers from other campuses that are doing the same work. It's been really powerful to sort of operate like that.   0:17:09.2 Andrew Stotz: Yeah. And some people may look at it as just a torture to say, why is this up? Why is this down? You know, as you're talking about reacting. That's not the purpose. The purpose is... And I think for the purposes in my own situation, the purpose is awareness.   0:17:23.1 John Dues: Yeah, yeah. And it's in our case, you know, this is not a gotcha. It's not an accountability measure where, oh, you didn't hit, you know, a certain target. It's not like that. It's more along the lines of what got in your way, what didn't allow you, you know, we, we kind of, especially with the process-oriented targets, we kind of came up with them based on the end goal. So how much work do we need to be doing now in different areas to hit the end goal before the new school year starts? And we know that that requires a certain amount of, you know, hours, a certain number of calls we have to make, a certain number of doors we have to knock on, and those types of things. And so, you know, if we wait weeks before we sort of attend to some of the gaps where we're seeing instead of, you know, doing it immediately, then we're just gonna fall farther and farther behind from our goal. And so that's, you know, again, part of the power of doing it like what you're describing. And I think it really just goes back to this idea that, you know, better results require a better system.   0:18:22.9 John Dues: And then that means that the improvement work has to focus on how the system is operating. And we're talking about ways to visualize what the system is producing and in a very quick way then attend to those areas where things aren't where we want them to be. You know, so there's all kinds of ways to do that. But, you know, the key is the leader is not walking in and saying, why aren't the results where I want them, that's the key here. There's so many other things that we can do, kind of like what you were just talking about. We can, you know, study how the current system functions. We can identify areas in the systems where the performance is being limited. We can test small changes through a PDSA to improve outcomes. You know, we can repeat those cycles of learning to, you know, build knowledge. So there's many other things that we can do besides just applying pressure and say, you know, I don't know how you're gonna do it. I don't care how you do it. Just figure it out and get it done. You know, that's sort of the opposite of what Deming was talking about.   0:19:26.3 Andrew Stotz: Yeah. And when you work with them on it, you create lasting change.   0:19:31.9 John Dues: Well, I think, yeah. And when you're working with people on it, you know, they're much more likely to be bought into it, and the change is much more likely to stick because they were part of producing that solution in the first place, right? We're not trying to force better results, but we're trying to design a better system that regularly is capable of producing those results. That's kind of how I think about it.   0:19:55.7 Andrew Stotz: So what would be your parting words to the audience here?   0:19:59.4 John Dues: Yeah, I mean, I think most of what I've seen is that improvement efforts also often fall short, you know, when we are focused on results instead of that system that produces them. So there's sort of three big ideas for me when I'm thinking about this other way of doing things. So big idea one would be we have to realize that results are produced by systems, not individual effort alone. And so pushing harder on outcomes does not change system performance. I think that'd be big idea number one. Big idea number two would be reacting to results, whether they are surprising or stable, does not improve capability. It often creates more noise without addressing the underlying causes. And then big idea number three is that improvement requires understanding current system performance and redesigning the system through disciplined experimentation. Deming's preferred method, the one we've talked about, is that Plan-Do-Study-Act cycle. And so I think when leaders shift their focus from reacting to results to improving the system, that's really when we move from activity to learning and from effort to effectiveness. And that's just what I've found as I've continued to try to apply the Deming philosophy in my own work here in Columbus.   0:21:21.2 Andrew Stotz: Yeah. And for the listeners out there, imagine if each of the challenges you faced, you created a permanent solution to through the process of, you know, not reacting, understanding variation, right, maybe using PDSA. But what happened was you permanently dealt with that particular issue. Imagine where you would be if you never had to deal with the same problem twice.   0:21:51.9 John Dues: It's learning your way to a better system.   0:21:54.4 Andrew Stotz: Yeah. Just imagine, I mean, you would be at the moon by now. So, but instead, most of the time people are stumbling through. So, well, on behalf of everyone at The Deming Institute, John, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNEXT to continue your journey. You can find John's book, Win-Win, W. Edwards Deming, the System of Profound Knowledge, and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "people are entitled to joy in work."

Comedian Bas Birker, Xavier en Chaima over ritsen op de weg en energieke mensen op de ochtendtrein. Waarom begrijpen zoveel bestuurders het concept van ritsen niet en zien ze het vaak als ‘voorsteken'? Terwijl het wel verplicht is en de files net korter maakt. Luisteraar Mohamed ergert zich aan actieve mensen op de ochtendtrein naar het werk. Waarom zit de ene pendelaar 's ochtends vroeg al vol energie, terwijl de andere nog niet aanspreekbaar is? Weten is relativeren, en dat is een WinWin.

#curiosity #technews #podcast   Accesează https://surfshark.com/buhnici⁠ sau folosește codul BUHNICI la finalizarea comenzii pentru a primi 4 luni extra de Surfshark.   Vrei un site mișto: https://caravan.ro/pages/creare-magazin-online-shopify Magazinul nostru - https://gb.ro/ Pasionat de sport? - https://winwin.fit/ Newsletter - UPDATE YOU - https://georgebuhnici.substack.com/ Hai pe Telegram - https://t.me/s/buhnici Cold Wallet Pentru Crypto - https://gb.ro/ledger-nano-s-plus/   Devino membru în comunitatea Buhnici.ro -  https://www.youtube.com/channel/UCNz5n8PoSGYSwkOH_SMnl2A/join Urmărește-mă cu @gbuhnici pe Instagram, Facebook, Twitter, TikTok-@georgebuhnici   Desfășurătorul Emisiunii / /Chapters:   0:00 INTRO 3:00 MUZICA PE CARE AI NU O POATE REPRODUCE 3:46 CE FACI CU PUȚINE ORE DE SOMN 4:24 CONSILIUL ONU CONVOCAT DE ROMÂNIA 9:44 CELE MAI MARI ATACURI CU AI 14:45 SURFSHARK.COM 18:40 CARAVAN.RO 21:05 GB.RO 22:07 SCHEMA UNIFY 25:45 WIFI 6 SAU WIFI 7 29:47 WINWIN.FIT 30:54 ROMÂNIA TREBUIE REFONDATĂ, NU DOAR REFORMATĂ - ARMAND GOȘU, SERGIU TOADER #IGDLCC 336 - https://www.youtube.com/watch?v=wSG9TBKfhQo 31:55 TRUMP! Cum ajungi MULTI-MILIARDAR din funcție? - DE CE contează pentru români! - https://www.youtube.com/watch?v=u4iUusvXphQ&t=2s 34:05 Business PROFITABIL, în inima orașului, cu REGENERABILE! - SUSTENABILITATEA care îmi PLACE! - https://www.youtube.com/watch?v=4QlzVpv6ch0 40:11 NVIDIA RTX SPARK - MACBOOK IS IN TROUBLE 45:48  ȘI MICROSOFT A AVUT LANSARE 53:09 GOOGLE PIXEL 11 E APROAPE 56:45 WHOOP A FOST HĂCKUIT 59:30 VEDEM OCHELARII DE LA APPLE IN 2027 1:04:02 RAM-UL A SĂRIT 80-90% ÎNTR-UN SINGUR TRIMESTRU   1:11:12 ANTHROPIC VREA IPO 1:18:11 PROBLEMA CU IPO-UL SPACEX 1:21:11 CÂT VALOREAZĂ DE FAPT COMPANIILE 1:29:56 VALOAREA STABILĂ DIN PIAȚĂ 135:14 CUM SE SCOT DE FAPT BANII DIN IPO 1:44:31 DE AICI TE INFORMEZI - https://www.youtube.com/watch?v=TYhNHX372ek 1:48:05 ROASTUL LUI KEVIN HART 1:51:36 NOTES ON BEING A MAN

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A Win-Win FaithCarlos Hidalgo was alone in the fitness center at his church on December 1, 2025, working through his normal exercise routine, when pain hit with terrifying force. He would later describe it as feeling like a bomb had exploded inside his head.At first, the 1993 Cedarville University graduate tried to shake it off. He got in his car and started driving home. But then he saw something that stopped him cold: an oncoming truck appeared only halfway in his field of vision.That was when Carlos knew this was no ordinary headache. He turned the car toward the emergency room, not knowing that a hemorrhagic stroke had already begun changing the course of his day, his family, and his story.Before that frightening drive to the emergency room, Carlos had already spent years thinking about what makes a life successful. It was a question he had carried from his Cedarville days into his work with business leaders, and one he has had to answer in his own heart.Many of his Cedarville classmates still know him by his lifelong nickname, “Bumper.” Today, Carlos operates his own business as an advisor, coach, and encourager to executives, helping leaders look past money, status, and empire-building to consider what matters most.He knows how easily those lesser measures can take hold. More than a decade ago, Carlos came to see success differently. For him, it means living for Jesus, loving well, and finding joy in each day God provides.That hard-earned understanding became an anchor in the hospital, where the days stretched long and the questions grew heavy. During the first week, Carlos experienced a second stroke, and Susanne, his wife of 31 years and a fellow Cedarville graduate, found herself facing the question no spouse ever wants to ask: “Will I be a widow?”Still, fear did not get the last word.Carlos and Susanne leaned hard into prayer, and God's people quickly gathered around them. Their church family prayed, thousands more joined in, and when Carlos was life-flighted to Albany, eight friends from church reached the hospital before Susanne. Cedarville friends they had not seen in more than 30 years stepped close again too, helping with medical expenses and reminding the Hidalgos just how far the love of Christ can reach.Even in the middle of that uncertainty, Carlos saw the road ahead with remarkable peace and clarity. He called it a “win-win.” If he died, he would be with Jesus. If he lived, he would receive the gift of more time with his family.Carlos recently shared his story on the Cedarville Stories podcast. With the weight of someone who has looked eternity in the face, he delivered a simple message: Don't drift through life waiting for someday. Share the Gospel. Show the love of Jesus. Hold fast to love and truth.“God has called us to today,” Carlos says, “so get after it!”https://share.transistor.fm/s/f572d3f9https://www.youtube.com/watch?v=EC7ZY9gtbrQ

Why do startups and corporates need each other, and what makes the partnership work? Florian Fehr, Managing Director of NEEW Ventures, joins Patrick at IFAT and interviews three founders: Rajiv Singhal from Grensol, Stefan Delinde from Minimise, and Gary Lewis from Resourcify about their businesses and what makes a startup-corporate partnership work. What you'll hear in this episode: • Why startups and corporates operate at different speeds, and why that difference is the point of the collaboration • Three founders, three completely different business models built around partnering with corporates • What Florian calls the "secret sauce" of a partnership that works The episode also covers how NEEW Ventures operates as both venture builder and bridge maker for EEW. This is the final episode of the series Incineration in the Circular Economy, produced in sponsoring partnership with NEEW Ventures.

In this episode, we tackle one of the biggest questions surrounding higher education today: are some college degrees actually worth less than others? We dive into the reality of student debt, job market demand, salary expectations, and the growing debate over whether college is still the best path to success. From passion-driven majors to high-paying careers, we explore what truly makes a degree valuable in today's economy. Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus  

Jeroen Van Dyck, Xavier en Chaima over het ochtendlawaai van bouwvakkers en badproducten voor mannen. Jeroen ergert zich aan werkmannen die al om half 7 's morgens hun drilboor bovenhalen. Waarom starten ze niet met het stille werk? En luisteraar Tuur ergert zich aan het verschil tussen mannen- en vrouwenbadproducten. Waarom moet hij zich als man wassen met ‘strong power' douchegel en mag een vrouw zich insmeren met crèmes op basis van rijstwater? Weten is relativeren, en dat is een WinWin.

#curiosity #podcast #technews   Documentar CODE Kids: https://luma.com/m983znji Young Leaders Summit: https://young-leaders-summit.com/ Magazinul nostru - https://gb.ro/ Pasionat de sport? - https://winwin.fit/ Newsletter - UPDATE YOU - https://georgebuhnici.substack.com/ Hai pe Telegram - https://t.me/s/buhnici Cold Wallet Pentru Crypto - https://gb.ro/ledger-nano-s-plus/     Devino membru în comunitatea Buhnici.ro -  https://www.youtube.com/channel/UCNz5n8PoSGYSwkOH_SMnl2A/join Urmărește-mă cu @gbuhnici pe Instagram, Facebook, Twitter, TikTok-@georgebuhnici   Desfășurătorul Emisiunii / Chapters:     0:00 INTRO 0:15 PORNEȘTE MAI GREU 1:03 DRONA DIN GALAȚI 8:31 CUM REACȚIONEAZĂ TROLII RUȘI 12:37 ROMÂNIA TREBUIE REFONDATĂ NU DOAR REFORMATĂ 14:29 SCARY, CUM VOR ÎNVĂȚA ROBOȚII 17:27 FERRARI LUCE, DE LA DESIGN LA IMPRESII 30:58 CIORILEX E TARE 34:14 MINISTRUL EDUCAȚIEI AUDE DAR NU ASCULTĂ 38:53 GB.RO 44:38 WINWIN.FIT 46:43 CE FACEM CU AERUL DIN CASELE NOASTRE? - ANDREI AGAFIȚA #IGDLCC 335 https://www.youtube.com/watch?v=gNfYXCSVdZU& 48:43 ROMÂNIA CUMPĂRĂ DRONE 49:56 GOOGLE, DĂ BĂ BANII 52:19 TRUMP VREA SĂ ATACE CUBA 55:23 TEMU AMENDAT IN EU CU 200 DE MILIOANE 57:51 PLATA IN RATE 1:00:39 CEL MAI IMPORTANT VOLVO DE PÂNĂ ACUM! - EX60 - PRIMUL TEST! https://www.youtube.com/watch?v=lZ_wuJJq6js 1:02:42 GENERAȚIA URMĂTOARE DE ROBOTAXI - WAYMO OJAI ÎN SAN FRANCISCO! https://www.youtube.com/watch?v=VOl02KYZcS8&t=1s 1:04:43 PAPA DESPRE AI 1:09:16 OPUS 4.8 1:15:14 MYTHOS IN THE WILD 1:20:52 GOOGLE GEMMA 1:26:39 SUNTEM SALVAȚI DE COLESTEROL 1:21:58 GLP1 IN FOCURI 1:31:23 CUM SĂ-ȚI SECVENȚIEZI ADN-UL ACASĂ 1:35:26 LEAC PENTRU CANCERUL LA PLĂMÂNI 1:39:13 CE MAI ȘTIM DE TEHNOLOGIA TELEVIZOARELOR? 1:41:22 FITBIT AIR 1:46:12 NU TOATE DESENELE ANIMATE SUNT PENTRU COPII 1:47:12 CODE KIDS 1:48:30 YOUNG LEADERS SUMMIT 1:49:28 KOKORO

We are joined by Harvard researcher, author of The Win-Win Workplace, and founder of Future Forward Strategies, Dr. Angela Jackson, to discuss how organizations can redesign work to strengthen both employee well-being and business performance.  Backed by research across more than 1,700 companies, Dr. Jackson makes a clear, data-driven case for human-centered leadership. She reveals how organizations that invest in employees through practices such as centering worker voice, reimagining benefits, and fostering inclusive innovation see improvements not only in employee morale but also in performance. These strategies directly impact retention, engagement, and long-term financial success, reframing well-being as business-critical, not optional.  Dr. Jackson shares how understanding employees' lived realities, such as caregiving responsibilities and access to childcare, directly impacts retention and performance. She offers a concrete example of a company that introduced on-site childcare after identifying it as a key barrier for employees, resulting in a 98% retention rate among women during the pandemic.  Dr. Angela Jackson is a leading voice on the future of work and CEO of Future Forward Strategies, a labor market intelligence firm focused on helping organizations grow through continuous learning and innovation. A lecturer and researcher at Harvard University, she equips executives with practical strategies to build high-performing workplaces that strengthen engagement, productivity, and long-term growth. Her work has appeared in Harvard Business Review and Stanford Social Innovation Review, and she is frequently featured in The New York Times, Forbes, The Wall Street Journal, Fortune, BBC, and The Economist. She has spoken at TED, South by Southwest, and ASU GSV. Previously, Dr. Jackson was managing partner at New Profit, where she launched the Future of Work Grand Challenge, reskilling 25,000 workers into living-wage jobs. She began her career in global leadership roles at Viacom and Nokia. Her debut book, The Win-Win Workplace, is a New York Times bestseller.  Tune in for real-world examples that shift toward more inclusive, responsive, and adaptive workplace cultures where well-being, performance, and innovation are mutually reinforced.

TFG crew is back together again. In this episode, we unpack the uncomfortable truth behind beauty, confidence, and social status: how much of being considered “attractive” is actually tied to money. From skincare and fashion to fitness, cosmetic procedures, and lifestyle, we explore how wealth shapes perception in today's world — and why the “glow-up” economy is bigger than ever. Is it really about looks… or just access? Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus  

Luc Appermont, Xavier en Chaima over domotica en verse muntthee zonder thee. Luc ergert zich aan de domotica in zijn appartement aan zee. Door de updates doet het vaak niet wat het moet doen. Gelukkig kan je het licht ook perfect aansteken met een klassieke bekabeling. Wanneer luisteraar Marc een verse muntthee bestelt, krijgt hij vaak enkel water met verse munt. Maar waar is de thee? Chaima legt uit hoe zij de perfecte Marokkaanse muntthee maakt. Weten is relativeren, en dat is een WinWin.

#PODCAST #TECHNEWS #CURIOSITY   Vrei un site mișto: https://caravan.ro/ Magazinul nostru - https://gb.ro/ Pasionat de sport? - https://winwin.fit/ Newsletter - UPDATE YOU - https://georgebuhnici.substack.com/ Hai pe Telegram - https://t.me/s/buhnici Cold Wallet Pentru Crypto - https://gb.ro/ledger-nano-s-plus/     Devino membru în comunitatea Buhnici.ro -  https://www.youtube.com/channel/UCNz5n8PoSGYSwkOH_SMnl2A/join Urmărește-mă cu @gbuhnici pe Instagram, Facebook, Twitter, TikTok-@georgebuhnici   Desfășurătorul Emisiunii / Chapters:   0:00 INTRO 0:10 SONY WH-1000XX 4:27 CREATINA ȘI CAFEA 6:06 CUM E SAN FRANCISCO 8:25 DACIA LA NURBURNRING 13:03 ROBOR SCADE, HAHA 14:55 ȚEAPA DOBÂNZILOR 17:42 ANAF IAR E ÎN POM 18:35 ROMÂNIA APROAPE DE STADIUL DE JUNK 19:23 PE CE SE CHELTUIESC BANII STATULUI 24:58 BRÂNZA DE OAIE NU E DE OAIE, LOL 28:01 NU ÎNȚELEG UTILITATEA ACESTEI INFORMAȚII 33:08 RĂZBOIUL CONTINUĂ 38:13 EBOLA… 38:50 INTERNETUL E PREA REAL 47:55 TRUMP E CEL MAI MARE INFLUENCER CORUPT 50:16 GOOGLE A SCHIMBAT REGULILE. AM VĂZUT DIRECT CUM AI INTRĂ ÎN... TOT! https://www.youtube.com/watch?v=Pla-hofuB1k 54:31 Google DeepMind - Interviu Angajați! (ZONA DE MEMBRI) https://www.youtube.com/watch?v=SzlE2Px9TQM 56:37 SENZORUL CARE SCHIMBĂ VIEȚI! - DEXCOM ONE+ https://www.youtube.com/watch?v=TZhq53iPsPs 59:28 LIMUZINĂ ABSOLUTĂ! - VOLVO ES90 https://www.youtube.com/watch?v=8fqMAvCCf9g 1:00:51 EXPERIENȚA FAMILIEI NEAGU cu TESLA MODEL 3 LONG RANGE RWD https://www.youtube.com/watch?v=DPvgB4u2tmk 1:01:39 AURUL, DACII și OLANDEZII. Ce NU a apărut (ÎNCĂ) la ȘTIRI - Ernest Oberländer-Târnoveanu IGDLCC 334 https://www.youtube.com/watch?v=pebtuXR3iNI 1:02:49 La Crème de la Crème, dar, merită oare banii tăi? - SONY WH-1000XX https://www.youtube.com/watch?v=4vPeav6QY14 1:05:42 WINWIN.FIT 1:06:58 GB.RO 1:09:02 CARAVAN.RO 1:10:33 IPHONE 18… 1:14:31 T1 PHONE… UNBOXING 1:15:57 UPDATE-URI PENTRU APPLE INTELLIGENCE 1:19:31 EXOSCHELETON 1:21:48 A PLECAT PE JOS LA LISABONA 1:24:21 OCHELARII XREAL 1:25:28 GOOGLE BEAM 1:26:30 CUM NE AFECTEAZĂ CHAT GPT VIEȚILE? 1:31:51 NU AȘA TE DOCUMENTEZI CÂND CUMPERI 1:35:23 MEDICAMENTUL MINUNE 1:39:22 SPACEX STARSHIP 3 CU PROBLEME 1:41:28 HOW DO YOU PEE AND POOP IN SPACE 1:42:35 FIȘIERELE UFO DE LA PENTAGON 1:43:23 NIVELUL APEI CREȘTE 1:44:33 PROGRAMUL RABLA E MAJORAT 1:51:25 ROBOȚII CARE SCHIMBĂ CAUCIUCURILE 1:52:08 VOI LA CE V-AȚI MAI UITAT?

Let's breakdown everything about Coike and Urching baits. Where and when to use them. Rod and line setups, how to rig them, how to buy them, how to store them.Grab Arsenal Morning Star Urchins here - https://arsenalfishing.com/product/morning-star-urchin-baitPlus we can do some Q&A and catch up on Pre Spawn smallmouth bass fishing on Mille Lacs!Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 10% off at OMNIA Fishing w/ code: HELLABASS10 - https://omnia.direct/HBOmnia——————————————************************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win!

Join Chad as he welcomes Mike Kroupa, a real estate investor who embodies the core belief that business grows by serving others. Mike shares his inspiring journey from a 35-year career as a chemical engineer, living and working across the globe, to becoming a full-time real estate investor in Louisville, Kentucky. Discover how his "Real Estate Investor Who Cares" model focuses on creative deal structuring—including seller financing, private money, and innovative rent-to-own programs—to create win-win situations for sellers facing difficult circumstances, private lenders seeking secure returns, and tenant-buyers aspiring to homeownership. Mike discusses the power of mindset, the importance of solving people's problems, and how you can build a successful real estate business without necessarily needing a lot of your own capital, by focusing on serving the needs of everyone involved in the transaction. Learn why the traditional path isn't the only path, and how truly helping others can lead to profound business success and personal fulfillment.Connect with Mike Here:Facebook: ⁠https://www.facebook.com/bluegemky⁠LinkedIn: ⁠https://www.linkedin.com/in/mike-kroupa-realestate/⁠Email: ⁠mike@bluegemky.com⁠Visit our website at ⁠www.TrueWealthInvestors.com⁠ for more real estate wisdom and resources. More Resources & LinksStruggling to get started in Real Estate or feel like you are struggling to get to the next level? ⁠ Check out this Free Vision Casting Video⁠ to help clarify your goals and get specific steps to accomplish them!⁠Schedule a 30 Minute Discovery Call with Chad⁠ Accelerate the growth of your business and reclaim control of your life! Are you tired of your business running you instead of the other way around? It's easy to get bogged down in the day-to-day operations, making it challenging to identify overarching challenges and solutions. Let's schedule a call to gain a strategic 10,000-foot perspective and devise a tailored plan for your success. Take the first step towards a business that not only thrives but also enhances your life!  ⁠Connect with Chad on LinkedIn⁠⁠Follow Chad on Instagram⁠⁠Follow Chad on YouTube⁠⁠Follow True Wealth on Facebook⁠Be sure to leave a rating & review to let us know how this show has helped YOU!

According to Highspot’s Go-To-Market Gap Report, 98% of leaders say their GTM strategy is active, but only 10% see it driving results. The reason for that? Strategy abounds. Real meaningful execution, not so much. So how do you overcome the go-to-market performance gap and bridge that growing rift between strategy and execution? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Jacob Keith, senior revenue enablement specialist at HealthJoy. Thank you so much for joining us today, Jacob. I’m super excited to dive into your experience. So could you kick us off just by sharing a little bit about yourself, your background, and the role you’re in currently? Jacob Keeth: Yeah, absolutely. Also, Riley, thanks so much for having me on. I’m really grateful and excited that we get the chance to chat about something so consequential and oddly kind of fun. So I’m just looking forward to it. My name’s Jacob. Professionally speaking, I’ve been working in enablement for just shy of five years and worked in sales for a year prior to that doing SDR prospecting work. I’ve done all types of enablement, everything from onboarding-focused work to focusing on BDRs and prospecting. Now at my current company, HealthJoy, it’s been so much fun. We’re operating in primarily a channel sales method, so we’re working through individuals who then sell our product, which has been a really fun and complicated task from the enablement perspective. We’ll dive all into that today. RR: Awesome. So exciting that you’re in a role that’s challenging you and building on all of those skills that you were learning and picking up along the way. Before we jump in, I’d love if you could set the stage for those of us not familiar with HealthJoy—who you are, what you do, who you serve, and then maybe a little bit of that sales motion that you touched on. JK: HealthJoy is a benefits operating system, and really what we do is help make sure that companies’ benefits strategies and plans actually work as designed. What do I mean by that? Well, I’m sure, Riley, as you’ve experienced too, companies typically have a pretty fragmented benefits plan, right? There’s the medical plan, the dental plan, maybe individual solutions. Usually these companies all have different logins, different ways to access them, and there’s not necessarily a concrete place where you can go to get all that information inside of one environment. Also, the reality is, if I’m debating whether I need to go to the ER right now, I can tell you the last place I’m gonna go is logging into my company’s intranet to figure out which ER is best applicable to me and which one is likely gonna work with my insurance. We make healthcare decisions through the path of least resistance, and frankly, they’re usually made in situations where we don’t have the luxury of time. This is really where HealthJoy can come in. With HealthJoy, companies can unite that benefits ecosystem into one seamless platform. We use an AI assistant called Joy AI, as well as human concierges, to give our end members or employees personalized guidance and proactive support. That’s really where HealthJoy finds itself: being that benefits operating system that puts everything together and helps you, Riley, make the right decision at the right time. So that’s the big-picture view of what the company is and what we do. Now, how do we actually do it? The way HealthJoy operates is we work through what you’d call a benefits consultant. Your HR team at your business is probably working with an external benefits agency, consultant, or broker to help curate and strategize that benefits plan to maximize its effectiveness and cost for the business. We work through them, build really meaningful relationships with brokers all across the United States, and then from there, when there’s strategic alignment and the broker believes in us and our message, they’ll introduce us to clients where they think we can help that company advance its mission because they align with the kinds of things we’re offering. So that’s what we’d call a channel sales methodology. We’re working with people who then sell in tandem with us. From an enablement perspective, you’re not only trying to enable your selling team, but you’re also asking: how can I best train these folks to then go and enable the hundreds of brokers they’re all working with individually around the country? RR: I think your marketing and comms team is really gonna be thrilled because that was a great pitch. It almost seems like you have to, as an enabler, play a game of telephone. You have one message to share with folks internally that you then need them to get out the right way externally. It sounds like it’s quite the challenge, especially given that, like you shared, HealthJoy is in kind of a unique position at the intersection of tech and all of the wonderful complexity that comes with healthcare. So how does that industry challenge shape the way your go-to-market teams need to operate, and what kind of challenges does that create for you on the enablement side? JK: Yeah, that complexity gives me a lot of job security. So it is a real challenge. One thing HealthJoy has gotten really good at over the last year is defining who our ideal customer is. Is it the end-user employer? Is it the member who would experience it? Is it the broker we’re targeting? And it really is the broker. Those are the folks we’re working with, building meaningful relationships with, and who can open up so much opportunity for us as a business. When a broker believes in us, it pays huge dividends in both effectiveness and outcomes. At that intersection of tech and healthcare, another interesting element that often shows up in enablement is onboarding. You look at who we hire as our sales reps—we’re looking for people who typically have a strong background in healthcare and great existing relationships with brokers around the United States. Then they’re coming into an environment where maybe they weren’t in a tech environment at all. So how do we equip these individuals to feel really confident in a remote sales environment that’s very tech-forward? HealthJoy as a company is also heavily leaning into AI internally and externally. So convincing our sellers that the direction we’re taking as a company is one they can understand, intuit, and promote into the market is a real challenge. It’s multi-step. An adage I try to live by as an enabler—and this is really a hallmark of adult education—is the question: what’s in it for me? If it’s not relevant for that seller, they’re not going to retain it, even if they want to. Even if their boss is pleading with them, “You have to know this. This has to make sense for you.” If there’s not an immediate connection to why this matters for me and my paycheck at the end of the day, it’s not going to stick. That’s not selfishness. That’s just the reality of how adults learn and prioritize what’s important. So for us, we have to make sure the messages we’re positioning—whether they’re for the seller to use, for the seller to communicate to their broker, or for the end member—have a really clear through line. The rep needs to know what’s in it for them and who that message is for throughout. It can be complicated. It can be a real challenge to make sure we’re nailing that every single time. I get a negative shiver down my spine every time I hear a message about what HealthJoy is that doesn’t align with the message we’re putting out into the market. Because I know for every one rep who says that, there’s probably a dozen brokers who hear it too. And we’re working with brokers over the course of years. So if that broker got a demo of HealthJoy three years ago and thinks, “I know it. I’m good to move forward,” how do we keep our existing brokers who love us educated on what’s happening across the market and how we’re evolving as a company? RR: It’s kind of fascinating. I feel like sometimes you talk to folks and the challenge of bringing in sellers is getting them up to speed on the complex side of the industry. If I’m chatting with fintech customers, it’s understanding the financial environment. Or with health tech customers, it’s learning how to speak about healthcare. But you have the reverse challenge. You’re bringing in sales reps who maybe were in the field or in more traditional spaces, and now you need to get them up to speed on all of the innovation that comes with a tech company. So it’s a very unique challenge, and it sounds like it’s one you’re well-equipped to tackle. You described yourself as someone who really excels at turning ideas into repeatable, measurable processes. I’d love if you could tell us, from your perspective, how you’re connecting strategy to execution, because as that stat we opened with tells us, things tend to get lost in translation. JK: For me, when it comes to turning things into repeatable and measurable processes—especially as an enablement team of one—my thought is this: pick really carefully and be ready to pivot. Especially in a startup environment, odds are if you’re an enablement team of one, you’re in a company that’s still developing. There isn’t a strong adherence to “the way things have always been,” or a large team and lots of infrastructure supporting the organization. It’s you. You are the brand of enablement. Who you represent and how you show up is what enablement is perceived as by your organization every single time. So with that, be really careful about what you choose to make repeatable. I get so many asks every month: “Hey, I’d love to make a process on this,” or “Can we update XYZ?” But I have to be mindful of the opportunity cost of saying yes to developing more things, because all of those things have downstream maintenance and upkeep. It’s more to manage, which steals time I wasn’t intending to give six months from now. So when it comes to measurable processes, we basically say: let’s take the idea and find a couple key metrics. As a team of one, pick one or two that really matter to your executives, then ask yourself: is this worth keeping track of? Is this worth my bandwidth over the next year or two? There’s another line our CEO says frequently: “80% today is better than 100% two weeks from now.” Now, that doesn’t mean deliver lackluster work. But especially as an enablement person, I’m a perfectionist. I want things to look and feel really good. I want them to be intuitive and usable. But sometimes the pace of the organization demands that we move faster. If I can embody the reality that 80% today is better than 100% later, I can deliver work that really matters, drives impact, and still allows me to pivot and adapt quickly. Because the more perfect we make something, the more maintenance it often requires. That’s a profound hidden cost for enablement organizations: what does it cost to maintain the standards you’re presenting? That’s a lesson I’ve had to learn the hard way. I’ve done it well and really poorly at different points in my career. And I think it can really make or break your own love of enablement—whether it’s something you can continue to grow in, or whether you end up stuck inside the castle you built yourself. RR: I think you just gave us a framework of two very practical questions you can ask yourself as you’re looking at a request from your sales team or something coming cross-functionally: Is it going to be valuable for me to invest in this? And what does timely execution look like? How can I get something out that is useful and delivers business value, even if it doesn’t meet every single standard I have? That’s really helpful for anybody who’s trying to ruthlessly prioritize, which I know is hard. JK: Because it’s all important, right? Everyone has great ideas, but if 30 things fall in your lap to manage and maintain, congrats—you just built yourself three jobs, none of which have much capacity to strategically grow in the future. It becomes about project and program maintenance, which is valuable and important, but as a team of one or a lean enablement team, it’s a non-starter. It can’t be part of the equation that often. And when it is, it’s gotta be really important to make it worthwhile. RR: 100%. I wonder if we can ground this thinking in an example. Recently, HealthJoy launched a new go-to-market message. So, when you’re talking about scaling ideas and execution—in this case, a new message and a new market perception—what do you find are the key ingredients to success in making that strategy become reality? JK: Yeah, absolutely. For 2026, our message is: “HealthJoy is the benefits operating system that makes your benefits strategy work as designed.” I think the way we get this to stick in the market with these very disparate audiences is the same story internally as well. We have to make sure everyone’s on the same page. A couple of things stand out for me from an adult education and enablement perspective. First, when you’re talking about large company-wide initiatives, you have to define the problem incredibly clearly. Why is what we’re doing right now not working? Again, getting at that adult education mentality of “what’s in it for me?” The reality is: what’s happening now isn’t working for you. If it’s not a compelling and inspiring vision, people won’t care. They’ll stick with what they’re doing today because the status quo is always easier than change. I need to understand that changing my behavior and changing how I’m presenting messaging in the market means every demo and sales pitch now has to adjust because of this. That’s no small lift. So be really clear about what’s not working now, where we’re going in the future, why it’s better, and why sellers should care. Second: repetition. I’m a really big fan of multimodal learning for reps. That means delivering content through stand-and-present sessions, team trainings, one-on-one conversations, learning management systems, videos—I've even recorded podcasts. You have to hit learners in different ways from where they are. One thing I can never let myself forget is that I cannot assume people are paying attention the first time. They’re distracted with XYZ—you fill in the blank. We owe double the responsibility to be repetitive with our content if we actually want it to stick. Saying, “Well, I trained on it once. I sent the deliverable. I gave the email recap. That should be enough,” isn’t enough. In enablement, we should be asking not whether we think we did enough, but whether it actually worked. And where we can, let’s let reps weigh in on the decisions. Obviously, a single seller probably isn’t going to reshape your whole go-to-market message. But in our case, we had reps test this out in their markets first and give us feedback on what was resonating. Reps felt like they were part of the process from day one because they were brought into those conversations to help steer the organization. When we do these things together, it creates a deep sense of confidence and a steady vision. RR: Yeah, and it sounds like these are all layers of that foundational piece of “what’s in it for you?” How can we message that, and then how can I make sure that everywhere you’re working and telling our story, you have what you need to tell it the right way? I love that it all ladders up to that primary objective. JK: Because it’s fundamentally behavior change, right? How do we actually drive real behavior change instead of just checking boxes that say, “Well, this should’ve changed the behavior”? And in a remote environment, working with sellers who may be coming from non-tech backgrounds, this has to be done with excellence or it’s going to fail. RR: Mm-hmm. And when we’re talking about behavior change, can you share where a tool like Highspot fits into the picture and how you’re using it to bring new programs, processes, and this messaging shift to life? JK: The way I’ve positioned Highspot in the organization—and I think it’s gotten a lot of traction—is that it’s a beautiful place that reps can trust. That’s kind of my tagline for it. Primarily, we use Highspot to organize our internal sales policies, external sales collateral, Digital Rooms, and a couple of AutoDocs. How our reps mostly understand the platform is this: it’s the centralized database where they can trust they’re getting the most up-to-date content. They can send it out through the platform, track it, and see how it’s performing with customers. When I was interviewing for this role, I talked with a couple other enablement leaders, and one thing someone said really stuck with me: “Beautiful things get used.” Highspot, when you put in a little work, can look so pleasing and inviting. It’s just a great UI. When I came into the organization, there were three different versions of content in Highspot. It wasn’t well maintained for a variety of reasons. But I knew that to maximize the effectiveness of the platform, we had to clean it up and create a compelling vision for why reps should use this instead of their own private Google Drive with five downloaded resources. How could I give them a compelling vision that centralization is better? We started by making it really appealing, really beautiful, and simple to navigate. So when we talk about driving behavior change, you need tools in a remote environment that categorize what great looks like, make it really clear, create centralized expectations, and stop reps from running off like lone cowboys and cowgirls across the country. We need a central standard for what great looks like and what good content is. Highspot serves that role well because reps trust it. It’s cleaned up, it’s beautiful, and it’s enjoyable to use. And then on top of that, they get the tracking, benefits, and analytics on the backend. RR: If you look at the data, it shows that what you’re doing is working and that these philosophies are really resonating with your teams because you’ve driven 93% recurring usage of the platform. Pretty much everybody is coming back time and time again. When you’ve made something people want to come back to and find real value in, that’s fantastic. JK: It was honestly one of my proudest moments in my first few months here. When I joined HealthJoy a little over a year ago, Highspot was one of the first projects I took on as an enabler. I thought, “I want to revamp this experience.” At that point, the main concern I was hearing—because I met with every rep individually—was: “I don’t know what content is up to date. It takes me forever to find what I’m looking for.” In my brain, because my previous company used Highspot, I immediately thought: ding, ding, ding. There’s an easy solution to this. We have it. We just need to make this the default behavior. So I did a couple things. One, I pitched and presented it. I met with reps one-on-one to understand their problems, then met with some of them again to say, “Hey, here’s the solution. This is kind of your idea because you said this was an issue.” They had buy-in. Then, I built a treasure hunt, which was basically a 30-question quiz where reps had to navigate through Highspot, find resources, create pages, and complete tasks. Naturally, reps didn’t love the idea of homework. Who would? But about two months into my role, we had an onsite in Chicago. At a team dinner, one of the managers said in front of everyone: “Jacob, we’ve been talking and we’ve all agreed—we’re gonna do your treasure hunt.” That was a key turning point for us. If you want Highspot—or any tool—to work, reps need to have buy-in. And especially on enablement teams of one or two, you’re the brand. If they’re not bought into you, they’re not going to buy into what you’re implementing. RR: On that topic of making life easier, you mentioned a few use cases where Highspot comes into play with both optimization and time savings, especially with Digital Rooms and AutoDocs. With these capabilities fueling external sharing and customization to brokers’ processes, what workflow improvements have you seen, and how has that reduced complexity for the sales team? JK: I’ll give one example. Alongside a formal price quote, we send out a proposal form. It’s the more beautiful, easy-to-read version of the formal quote. It gives the compelling narrative for why someone should use the platform and what’s included in their package. Previously, the process was basically a Google Drive template where reps manually adjusted text boxes. I would hear stories of reps spending two to three hours realigning boxes into a single vertical line. And they’re like, “This is so dumb.” I understood the frustration, but proposals still have to look excellent. There’s no excuse. So that was the first AutoDoc we took on. In some cases, building a proposal was taking reps two to three hours. On average, probably about an hour if everything went well. We streamlined that process dramatically. Every prospect got a proposal, but the process went from 45–60 minutes down to at most 15 minutes, and on average about five. It took me a lot of hours upfront to build, but the payoff was immediate. I think within the first year, something like 70 proposals had already been sent through that auto doc. When I calculated the time savings, I was thrilled. And I could’ve built that AutoDoc six months earlier, but because we didn’t yet have the platform engagement and trust, nobody would’ve trusted what came next. We had to solve the foundational issues first: engagement and trust. Once reps believed this was better than the alternatives, then we could deliver the “chef’s kiss” features. But we had to get them in the door first. Otherwise, we were dead on arrival. RR: I really like that framing of building the foundation first and spending time building trust. Now that you have adoption and users are bought in—sending proposals, sharing content, tracking engagement—what impact would you say this work has had on the business overall? JK: I think it was the first case under my stewardship of enablement at HealthJoy where I could say: “I hear you. This project was done in response to your needs. Trust me with the solution, and you’re going to see the positive outcome because of it.” It showed a really clear way that, as a solo enabler, I could offer real value and build a strong partnership with the sales team. Because I’m not their boss. I’m their peer who’s here to think strategically alongside them and help them win revenue more easily. I also think the Highspot rollout set us on a trajectory where we could repeat that process. The change in go-to-market messaging came on the heels of Highspot. Even though they weren’t the same project, that organizational muscle had already been exercised successfully. RR: You’re in a fast-moving startup environment, and now you have that central source of truth so that as things change, you can help your reps change with them. As we’re wrapping up, if there’s one crystallizing theme for enablement teams operating with limited capacity or as a team of one, what advice would you give on prioritization and focusing efforts to drive the most impact? JK: I’m learning this lesson a lot right now. As an enablement team of one—or even two—have really great partnerships and open conversations across the business: with your CEO, your C-suite, sales leaders, marketing, and product. You really do serve as connective tissue. One thing I can struggle with is getting so stuck in training, training, training that I forget to ask: what’s the highest-impact thing I can spend my time on to drive business outcomes? That may be training, but it may also mean joining tiger teams across the business, helping investigate new products or strategies, and bringing an enablement perspective into implementation planning. So keep an ear to the ground. Stay responsive to business needs. Be open to pivoting quickly. Don’t pigeonhole yourself into saying, “In enablement, I do onboarding and training, and that’s it.” Enablement is dynamic by design, and that’s why I love it so much. I’ve joked that any six-month snapshot of my enablement career would probably look like a completely different job description. That’s just the name of the game. So embrace change. Look for where the cheese is moving, and don’t get mad that your cheese got moved. Also, champion your successes. Especially in a small enablement team, people want to know what’s happening. But in a remote environment, if you’re not shouting from the rooftops about the cool things you’re doing, they won’t get seen. That’s just reality. So especially for newer enablement pros, don’t be afraid to champion your work because it’s super cool. And finally, going full circle to what we talked about at the beginning: only scale the things that aren’t going to steal your time. Scale the things you’re willing to continue investing in. That’s what keeps you dynamic, strategic, and able to adapt to new opportunities while still helping champion your reps across the organization. RR: I think it’s really powerful that every piece of advice you just shared ties directly back to examples from your own work. Even that last point—“scale what doesn’t steal your time”—showed up in your proposal example. Yes, it took time upfront, but it saved time down the line and was the right place to invest. Thank you for such practical and applicable advice for anyone trying to prioritize, manage competing asks, and figure out where to focus their efforts.Really wonderful insights throughout this conversation. We’re so grateful you took the time to share them with us. JK: Thanks so much, Riley. This has been a ton of fun. RR: To our audience, thank you for listening to this episode of the Win Win podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

Think Win-Win | Habit No 4 from the 7 Habits of Highly Effective People by Radio Islam

Today's episode, we explore how economic shifts, technology, and changing industries are reshaping the workforce. While job losses can bring uncertainty and hardship, they can also create pathways for innovation, entrepreneurship, and new career opportunities. Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

WERBUNG | ►Schluss mit Lieferdienst – die beste Pizza backst du selbst mit Pizzaofen Fat TONY [Link weiter unten]. Jetzt bestellen mit Code "RBTV" und 16% sparen. Mit den BURNHARD TONY Gas-Pizzaöfen wird Pizza backen zum echten Outdoor-Erlebnis! Hohe, präzise kontrollierbare Hitze sorgt für knusprige Pizza wie vom Italiener – direkt im eigenen Garten oder auf der Terrasse. Mit dem exklusiven Rabatt kannst Du auf die BURNHARD TONY-Serie sowie passendes Zubehör ordentlich sparen. ►Mit nur einer Blutspende kannst Du bis zu drei Leben retten. Finde hier einen Spendetermin in Deiner Nähe: [Link weiter unten]. Alle 7 Sekunden wird eine Blutkonserve für die Versorgung von Kranken und Verletzten benötigt. Dafür braucht es Menschen wie Dich. Die Blutspende dauert nur wenige Minuten und einen leckeren Imbiss gibt's für dich noch on top. Außerdem wird vor Ort dein Blutdruck gemessen und im Nachgang wird dein Blut auf verschiedene Infektionskrankheiten untersucht, so behältst du auch deine eigene Gesundheit im Blick. Ganz klares Win-Win! /WERBUNG 600 Jahre sind vergangen seit Teil von PEN AND PAPER - BISS DES TODES. Die Welt hat sich verändert. Unsere vier Vampire haben die letzten Jahre auf unterschiedliche Arten verbracht. Aber sie haben alle eine Sache bemerkt. Ihr Blutdurst hat sich verändert. Das Blut schmeckt schal. Die Gier wächst. Irgendetwas… stiehlt ihre Blutenergie?! Die Spur führt Etienne Garde, Nils Bomhoff, Lydia Gieseler und Steffen Grziwa zu einem uralten Artefakt im Herzen Ägyptens - dem Auge von Noctyra. Zwischen verfluchten Pyramiden, untoten Wächtern und einem vergessenen Azteken-Tempel treffen die vier Vampire auf den babylonischen Hexenmeister Atumek Dastubin. Doch was plant er wirklich? Können die vier den Fluch brechen? Und wir können sie dieser dunklen Macht entkommen? PEN AND PAPER / PEN AND PAPER / PEN & PAPER BISS DES TODES Teil 2 - viel Spaß beim Zugucken, wir freuen uns über eure Meinung in den Kommentaren! Wollt ihr, dass die Geschichte weiter geht? Lasst es uns wissen. Rocket Beans wird unterstützt von Burnhard Grills und der DRK.

WERBUNG | ► Mit nur einer Blutspende kannst Du bis zu drei Leben retten. Finde hier einen Spendetermin in Deiner Nähe: [Link weiter unten]. Alle 7 Sekunden wird eine Blutkonserve für die Versorgung von Kranken und Verletzten benötigt. Dafür braucht es Menschen wie Dich. Die Blutspende dauert nur wenige Minuten und einen leckeren Imbiss gibt's für dich noch on top. Außerdem wird vor Ort dein Blutdruck gemessen und im Nachgang wird dein Blut auf verschiedene Infektionskrankheiten untersucht, so behältst du auch deine eigene Gesundheit im Blick. Ganz klares Win-Win! ► Schluss mit Lieferdienst – die beste Pizza backst du selbst mit Pizzaofen Fat TONY [Link weiter unten] Jetzt bestellen mit Code "RBTV" und 16% sparen. Mit den BURNHARD TONY Gas-Pizzaöfen wird Pizza backen zum echten Outdoor-Erlebnis! Hohe, präzise kontrollierbare Hitze sorgt für knusprige Pizza wie vom Italiener – direkt im eigenen Garten oder auf der Terrasse. Mit dem exklusiven Rabatt kannst Du auf die BURNHARD TONY-Serie sowie passendes Zubehör ordentlich sparen. ► Werde zum Bullet-Hell-Boss im neuen Spiel von ByteRockers' Games! In DeeSicks treffen Würfelmechaniken auf actionreiche Bullet-Hell-Kämpfe. Forme deinen Build und entfessle das Chaos! Spiele jetzt die Demo von DeeSicks auf Steam: rbtv.to/DeeSicks DeeSicks wurde von unserem Partner ByteRockers' Games aus Berlin entwickelt. Hier erfahrt ihr mehr, über das Studio und ihre Spiele: [Link weiter unten] /WERBUNG Die Flucht beginnt! Nach dieser Nacht ist nichts mehr, wie es mal war für unsere vier PEN AND PAPER-Helden Etienne Gardé, Nils Bomhoff, Lydia Giesler und Steffen Grziwa. Denn, nachdem sie gezeichnet und gebissen wurden, gibt es kein Zurück mehr. Sie sind jetzt VAMPIRE! Zwischen silbernen Armbrustbolzen und dem Zorn der Kirche müssen sie nicht nur ums Überleben kämpfen, sondern auch mit ihrer neuen, dunklen Natur klarkommen. Aber die wahre Gefahr lauert nicht im Licht, sondern in den prunkvollen Katakomben der Stadt. Hier regiert Horazio Dragonetti, der gnadenlose Hüter des Vampir-Ehrenkodex. Er stellt die Neulinge vor eine unmögliche Wahl: Beweist euren Wert für die Familie oder werdet als „Abweichler“ vernichtet. Und am Ende wartet auf die vier eine Prüfung, mit der keiner gerechnet hat… Begleitet uns in ein düsteres Pen & Paper Abenteuer unter Spielleiter Florentin Will, morgen geht es weiter mit Teil 2! Rocket Beans wird unterstützt von Burnhard Grills, ByteRockers & der DRK.

TFG is back together, and in this episode, we explore Lovely's current travel experiences to Europe. And her take on the beauty of growth, meaningful connections, and new journeys. We discuss how stepping outside your comfort zone, embracing change, and traveling through life with the right people can shape who you become. Learning with Lovely's about self-discovery, connection, and evolving into your best self along the way. Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Bassmaster Fantasy Fishing Lake Santee Cooper Avoid the Fantasy Fishing Bomb this week! Is Greg Hackney a LOCK?Bassmaster Elite Series Fantasy Fishing Picks and Lake Breakdown and are you Ready to BEAT HELLABASS? These Lake Santee Cooper South Carolina Picks Will Win Fantasy Fishing in 2026.*Get 10% off at OMNIA Fishing or $10 off Omnia Pro w/ code: HELLABASS10*https://omnia.direct/HBOmnia—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15http://bit.ly/ArsenalShopGet 10% of at PowerHouse Lithium w/ code HB10 - https://bit.ly/HB-PHL—————————————————————————**************************************Santee Cooper Bassmaster Fantasy Fishing Picks HellaBass 2026Disclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thanks! HellaBass #HellaBass #FantasyFishing #Bassmaster

Jack of All People Trades' founder Evan Tachoir joins Snow Talk to share his perspectives on employee engagement, delegation and how to thrive when you understand your "why".

Workers' compensation settlements come with no shortage of complexity, and when Medicare Secondary Payer compliance enters the picture, the process can become even more challenging. In this episode, Ringler host Matt Ross sits down with Daniel Hayes, principal of Hayes Firm PLLC, and Madison Hammel, Ringler structured settlement consultant in North Carolina, to unpack the legal, financial, and procedural considerations that shape successful outcomes in workers' compensation cases.Together, they take listeners step by step through the Medicare submission process, including when a case should be submitted, when it may not be necessary, and how to respond to CMS counteroffers. They also explore the role of Medicare Set-Asides, professional administration, and other essential tools that can help protect injured workers while supporting compliance and resolution.With a focus on practical guidance and balanced results, this episode offers valuable insight for professionals looking to better navigate workers' compensation settlements and achieve win-win outcomes for all parties involved.

We have every reason to revere Christ as Lord and live our lives for him. But doing so appears to pu...

TRIGGERWARNUNG: Sexualisierter Übergriff  Tanja Z. (26) hat seit kurzem einen lukrativen Lebenjob: Sie modelt und kommt bei Kunden sehr gut an. Das Modeln lässt sich mit ihrem Vollzeitjob nicht mehr vereinbaren und Tanja setzt alles auf eine Karte. Sie wird also Vollzeitmodel. Über ihre Bekannte Larissa lernt sie den attraktiven Investmentbanker Frederik kennen. Larissa ist mit dem wohlhabenden Erben Manuel zusammen und Tanja verbringt immer mehr Zeit mit dem zahlungskräftigen. Das Vierergespann  genießt das süße Leben. Winwin, denn die Männer schmücken sich mit den schönen, jungen Frauen, Tanja und Larissa lassen sich im Gegenzug einen teuren Lifestyle finanzieren. Larissa warnt Tanja jedoch: Verliebe dich ja nicht!  Alles scheint perfekt bis Tanja mit den beiden Männern in Tirol urlaubt. Manuel und Frederik machen ihr eines Abends klar, welchen Preis sie für das Luxusleben bezahlen muss… *** **Euch hat diese Geschichte gefallen, aufgeregt oder ihr habt euch darin sogar wiedererkannt?** Das interessiert uns brennend! Schreibt uns in Kommentaren über Facebook und Instagram unter @drama_carbonara_podcast. Dort werdet ihr auch die in den Geschichten besprochenen Fotos finden und endlich sehen können, was wir sehen ... Falls ihr noch mehr fantastische Geschichten mit uns lesen wollt, können wir euch schon jetzt versprechen: das Repertoire ist unerschöpflich, wir staunen jedes Mal aufs Neue, was möglich ist. Abonniert Drama Carbonara auf allen gängigen Podcast Plattformen Über Sternchen, Bewertungen und Kommentare freuen wir uns natürlich auch extrem und feiern diese gern auch prominent in unserem Social Media Feed! Jede zweite Folge kommen ja großartige Gastlerser*innen zu uns ins Wiener Drama-Hauptquartier und unterstützt uns mit Interpretationen und Improvisationen. Wenn ihr einen Wunschgast für uns habt oder gern selbst mal vorbeischauen wollt, sagt Bescheid! Wir können nichts versprechen, aber wir freuen uns immer über Vorschläge. Wenn ihr Lust auf Extra-Content habt und euren Lieblingspodcasts auch finanziell unterstützen wollt , dann tut das herzlich gern mit einem Abonnement auf Steady und kommt in den Genuss des kompletten "Drama Carbonara"-Universums! Falls ihr daran interessiert seid, Werbung in unserem Podcast zu schalten, setzt euch bitte mit Stefan Lassnig von Missing Link in Verbindung. Verbindlichsten Dank! **Link zur Podcast Hörer:innen UMFRAGE!Danke für die Mitarbeit und euer wertvolles Feedback :) & hier zur legendären Spotify Drama Carbonara Soundtrack Playlist - folgen folgen folgen!! liebe Freund:innen des unberechenbaren Musik-Algorithmus!

In this episode, Rick Puglisi shares his journey from diverse business ventures to real estate investing, focusing on distressed assets and creating win-win solutions. Discover his strategies for sourcing non-performing assets, creative financing opportunities like mobile homes, and how to leverage technology and ethical investing principles to scale your portfolio.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

ITL tackles the big-picture question surrounding Houston Texans and C. J. Stroud—is there still a path for this situation to be a true win-win, or has that window already closed no matter how the contract plays out? The guys break down timing, leverage, expectations, and whether both sides can realistically walk away satisfied long-term.

私の自立型子育ての形。完璧な子育てや完璧なお母さんは誰もなれないからこそ、WINWIN子育てとは。子育てにおいてお母さんあるある案件。あなたらしくいてほしいと思うのであればまず自分がそうなることを優先することの大切さ。Taking care of yourself is part of taking care of your kids.子供を育てていく上で大切にしていくことは自分を大事にすることからはじまる

決めていくこと、決断するスキルは自分のためにも人のためにもなるWINWIN思考となる！sometimes there is no right decision, you make a decision and make it right.時に何が正しいかって決められない時がある。その時は自分で決めてそれが正しかったことに自らしていくこと

A test ranch in Tennessee aims to prove that grazing cattle under solar panels can benefit farmers as well as the electric grid. The AP's Jennifer King reports.

  ✨ Agena Astro |

In this Resilience Unravelled episode, Russell Thackeray interviews Australia-based Dr. Rosina McAlpine, a PhD educator and former academic, about supporting working parents and raising resilient children.MacAlpine describes her shift from business-school research to parenting after facing conflicting newborn advice, leading her to write Inspired Children and develop Win Win Parenting.She contrasts parenting styles—authoritarian, authoritative (best outcomes), laissez-faire, and neglectful—emphasising that authoritative parenting teaches values, empathy, and resilience. She outlines her practical “SEE” framework: Stop (self-regulate), Empathise (connect), Educate (teach life skills).The conversation links parenting and leadership, discusses workplace equity versus resentment, gender inequality and lack of support after parental leave, and Australia's new minimum age for social media to reduce harms like bullying, anxiety, and body-image issues. MacAlpine's website offers resources and programs for leaders to build family-friendly cultures.00:00 Welcome And Introductions00:49 Reina Mission And Background02:47 Doctorate And Pivot To Parenting03:12 Parenting Styles Explained07:41 Parents As Family Leaders08:58 Workplace Wellbeing Gaps11:22 No Parenting Training Problem14:23 See Method Stop Empathise Educate18:48 Workplace Parenting Boundaries22:06 Non Parents And Support Debate24:35 Work Stress Spillover25:21 Equity Not Parental Perks27:39 Fairness Conflicts and Rosters28:37 Practical Equity Tweaks30:22 Gender Equality Reality Check31:05 Motherhood Career Penalty35:23 Women Supporting Women36:50 Parenting Values and Competition39:31 Social Media Age Ban41:32 Building Resilience and Literacy44:02 Win Win Parenting Mission45:50 Closing Thanks and WrapYou can contact us at info@qedod.comResources can be found online or link to our website https://resilienceunravelled.com#resilience, #burnout, #intuition

Everything you need to know about buying a new bass boat, fishing boat or pontoon plus details on super popular In Tune Marine Demo Day event on Lake Minnetonka April 26th, 2026.Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 10% off at OMNIA Fishing w/ code: HELLABASS10 - https://omnia.direct/HBOmnia——————————————************************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win!

We always knew it would be this way. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit redwhitebluesfc.substack.com

Fox Sports has proposed a hypothetical trade that would send Detroit Lions tight end Sam LaPorta to the Kansas City Chiefs. In the mock deal, the Lions would swap first-round picks with the Chiefs, moving up from No. 17 to No. 9, and the Chiefs would also send over a conditional 2027 fourth-round pick.LaPorta is coming off a Pro Bowl and second-team All-Pro season, establishing himself as a young star. However, with the Lions needing to sign several other young players long-term, LaPorta could potentially be the odd man out. The Chiefs, who just re-signed veteran Travis Kelce, may see LaPorta as a potential successor and long-term option to pair with Patrick Mahomes.In the proposed trade, the Lions would swap first-round picks with the Chiefs, moving up from No. 17 to No. 9. The Chiefs would also send over a conditional 2027 fourth-round pick. The move would better position the Lions to land one of their top offensive tackle or EDGE targets in the 2026 NFL draft.PLUS, we're talking about a Giants & Chiefs draft day trade possibility and give you our TOP 10 NFL DRAFT POSTIONAL RANKINGS! ---------------------------Sign up for PrizePicks with code: HMA and get $50 in lineups instantly when you play your first $5+ lineup! https://link.prizepicks.com/LME0/CHIEF2

TFG is all back again, and more spicier (mainly Lawrence). In this episode, we unpack how our family's financial history quietly shapes who we become. From inherited money mindsets to unspoken beliefs about scarcity, success, and security, we explore how the economic stories we grow up in influence our decisions, relationships, and sense of self.  Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

I spend 15 minutes blackpilled over taxes before finding my spark of joy again with Jeremy's Win/Win proposal.

Everything you need to know about the Bassmaster Elite Series on the Arkansas river next week with Bassmaster Winner Chris Johnson! What will we see for winning techniques and anglers. Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE BOOSTED by Power House Lithium - https://bit.ly/HB-PHL————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 10% off at OMNIA Fishing w/ code: HELLABASS10 - https://omnia.direct/HBOmnia——————————————************************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win!

This week on the Oakley Podcast, Jeremy Kellett sits down with Todd Amen, president of ATBS, to break down the 2026 trucking market, how recent tax law changes (including the Big, Beautiful Bill Act) impact owner operators, and what truck drivers should be doing right now in tax season. They cover extensions, quarterly estimated taxes, the power of the qualified business income deduction, and how per diem really works in simple, practical terms. Todd explains common, often-missed deductions specific to truckers, how the ATBS app helps track income, expenses, and per diem, and why maintenance reserves and smart money management separate profitable owner operators from those who struggle. The episode closes with guidance for drivers who are behind on taxes, free tools available from ATBS, and how Oakley owner operators compare financially to the broader industry. Key topics in today's conversation include: Welcome to Today's Episode with ATBS (0:42)   Episode Overview, Guests, Sponsors, and Bulk Loads Video Series (3:16)   Introducing Todd Amen and Current Trucking Market Outlook for 2026 (6:51)   Tax Season Strategy, Extensions, and Paying Quarterly Estimated Taxes (10:01)   Impact of Big Beautiful Bill Act on Truckers' Taxes and Deductions (13:15)   Per Diem Rules for Truck Drivers and How to Track Days on the Road (17:03)   ATBS Mobile App Features for Capturing Receipts and Managing P and L (20:02)   What Separates Profitable Owner Operators from Those Who Struggle (23:19)   Maintenance Costs, Reserve Accounts, and Equipment Breakdowns (26:11)   Handling Back Taxes, Unfiled Returns, and Working with the IRS (29:30)   Free Owner Operator Tools on ATBS Website and Deduction Lists (32:19)   How Oakley Owner Operators Compare on Net Income and Performance (35:49)   Owner Operator Model as Win-Win for Carriers and Drivers (0:37:42) Oakley Trucking is a family-owned and operated trucking company headquartered in North Little Rock, Arkansas. For more information, check out our show website: podcast.bruceoakley.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

TFG is back, and Lawrence shares that his “ministry” is anything but traditional. In this episode, we unpack what it really means to keep it real. From unfiltered opinions to hard truths people avoid, Lawrence challenges the line between honesty and online mental chaos. Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunities are abundant and it's a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Pastor Troy's Easter message emphasizes that through the resurrection of Jesus, both life and death become a “win-win” for believers — living means fruitful service to Christ, while dying means being in His presence. He highlights how Paul's perspective reframes death not as an end, but as a transition into eternal life, removing fear and giving purpose to both living and dying. The message challenges cultural views of death, presenting it as a defeated enemy through Christ's victory, and calls listeners to place their faith in Jesus alone. Ultimately, the message invites a response of trust in the risen Christ, who transforms the meaning of life, death, and eternity.

Pastor Troy's Easter message emphasizes that through the resurrection of Jesus, both life and death become a “win-win” for believers — living means fruitful service to Christ, while dying means being in His presence. He highlights how Paul's perspective reframes death not as an end, but as a transition into eternal life, removing fear and giving purpose to both living and dying. The message challenges cultural views of death, presenting it as a defeated enemy through Christ's victory, and calls listeners to place their faith in Jesus alone. Ultimately, the message invites a response of trust in the risen Christ, who transforms the meaning of life, death, and eternity.

According to research by Forrester, when brand experience and customer experience are improved together, companies can achieve up to 3.5x revenue growth. So how do you build a trusted brand all while consistently delivering high quality customer experiences? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Jessica George, Director of Marketing Communications at Avery Dennison. Thank you so much for joining us today, Jessica! I’m super excited to dig into all of the experience you bring to the table. Just for our listeners, can you kick us off by telling us a little bit about yourself, your background, and your role? Jessica George: Just a little about me: I have been working in brand marketing communications for—I almost don’t wanna say because it absolutely dates me—but it’s been 24 years now. This is my first role in B2B or B2B manufacturing. So I’ve been with Avery Dennison for about eight years. Before that, I was doing all direct-to-consumer and brand marketing. So kind of both sides, I would say, of the sort of marketing spectrum there. And there are some really unique challenges in manufacturing, but for the most part, what you find is that marketing challenges are the same in both B2B and B2C. So it’s been a really fun journey and there’s just a lot more to keep learning. RR: Well, just looking at your background, it’s safe to say that you’ve been in some really cool roles, marketing some really interesting products. As someone kind of in the tech world, I’m always so fascinated by—and kind of a little bit jealous of—folks who can point to very tangible things and say “I brought that to life” or “My team did that.” I know you’ve developed a philosophy around brand awareness and performance excellence, both of which are very central to your work. Can you talk us through why brand matters so much, and how a strong brand translates into business impacts, like we heard in that introduction? JG: Yeah, absolutely. I would say this is probably an area where you do see some differences between direct-to-consumer and sort of B2B. In direct-to-consumer from almost a psychology standpoint, you’re going to see faster, more tangible impacts with regards to things like media and marketing psychology, so how people react to ads, how often you need to show someone something. You see, as a consumer yourself, sort of the impacts of all of that. Why do you buy the things that you buy? Why do you gravitate towards the brands you gravitate towards? In B2B manufacturing, it’s definitely different. You are trying to build that same brand presence, that same brand consistency, and that same brand equity, but your audience is often a lot more narrow. It’s focused on a particular segment or industry or trade application, but still your brand integrity remains important no matter who your audience is. And so that’s one of the common things between B2C and B2B. Avery Dennison operates in an industry that we invented by a technology we invented 91 years ago, so our brand has grown somewhat organically from that singular invention and sort of expanded from the center there. We’ve also grown by acquisition. We’ve gone into adjacent categories and technologies, and now we’re massive. So now we’re, you know, $9 billion globally and 35,000+ employees. So, it’s really a completely different ball game. Managing and protecting that brand as you grow from the center and grow out and kind of pull things in and pull in, that equity becomes a real challenge. And so the consistency of what you look like and what you sound like and how you talk about your business is really critical as your name kind of moves farther and farther away from you. So it’s just absolutely critically important that you maintain control of how you show up in front of those audiences. RR: That leads us very well into kind of my next question, which is: When you’re tackling marketing and brand building at large, multi-portfolio organizations like you have, what’s kind of surprising about dealing with brand at this scale and what lessons have you kind of taken away from this time now at Avery Dennison? JG: I think what becomes interesting is that brand in the direct-to-consumer sense or in the B2C sense is really something that the person who’s using your product at the end of the day identifies with. So within manufacturing, Avery Dennison is the brand, but within that brand we have so many different solutions that kind of ladder up to who we are as a company. And they all support our overall strategic vision, but they also mean different things to different people based on how they’re interacting with them. And so I think what my biggest learning was, if you’re marketing brands like JIF and Smuckers, your frame of reference for who your audience is is a little bit different. They have a different understanding because they’re interacting with you. Whereas if you go out into the manufacturing space, they’re likely interacting not necessarily with your brand name or what they consider to be Avery Dennison, but with a specific product subset. So for me, the biggest shift when coming into this space was: Yes, Avery Dennison is critical to maintain as a brand, but equally as important are all of the attributes and value propositions for the products underneath that Avery Dennison makes. And so when you operate in so many different regions and so many different verticals and industries, it’s really your product integrity. And the equity of those products, that becomes really critical. And so that’s a shift for sure, and I think it makes you think about your brand integrity a little bit differently, but also how important it is to make sure that every product has its own concise and clear value proposition. And that’s really the biggest difference: If you go to market as Jif, everybody already understands a whole bunch of things about JIF. They already understand a whole bunch of things about Nike, so a lot of that legwork is done. What we try to do in B2B manufacturing is make sure that the Avery Dennison name stands for quality. It stands for innovation. It stands for solving some of the world’s most complex challenges. We want to make sure that we consistently know we’re standing for that. We then have another added responsibility to make sure that all of our products then stand for what they need to stand for and perform as intended, no matter who’s using them. RR: Thinking about this shift from direct to consumer to where you are now, what was hardest when you were making that transition? What did you really have to learn, and what was most difficult when you were learning those lessons? JG: The hardest thing to grapple with is the lack of data that exists in the B2B space. In direct-to-consumer marketing and brand marketing, you’ve got access to IRI data. You’ve got access to Nielsen data, you’ve got all of your digital media and marketing data, and you can then check sort of your velocities and IRI and say: “Hey, you know, we turned on this campaign, we added this many GRPs to a TV.” You look at the impact of that and you see it five days later. You see it 10 days later represented in your actual business metrics and IRI. The ability to do that was something that I took for granted. And so when I came to manufacturing, you have to think a lot differently about how you’re determining what success looks like for things like your marketing campaigns. First of all, you’ve got a longer purchase lead time, so it takes longer for a customer to make a decision usually on what product from Avery Dennison they’re gonna buy, or if they’re gonna switch from a competitive product to Avery Dennison. That decision, in essence, takes longer, so your sales cycle is longer, your negotiation cycle is longer. When you are kind of doing all of these marketing things that you would’ve done in the direct-to-consumer space—turning on digital campaigns, reaching out in social, doing events and things like that—you don’t see the impact of that marketing right away, and so you don’t have the ability to make as many fast, data-driven marketing decisions. So that’s the hardest for me: the data. What we had as a major outage, I would say we maintain 250 pieces of collateral. Are all of those collateral pieces doing something for us? Are they all being accessed? Are they all being used? Are they all in the right condition? Are they actually being used to influence purchase decisions for our customers? It’s not necessarily a learning curve, but it definitely is something that you have to get used to and you have to learn how to pivot differently and react off different pieces of information and different levels of information, often an incomplete picture to make informed decisions moving forward. RR: It’s really funny. I feel like I talk to a lot of folks that have come up in the B2B space, so they’ve never had this influx of data where it’s like: “I know I can directly attribute.” It’s always just: “Okay, I’m puzzle piecing together what I have. I’m finding tools that can help me do better.” It’s very interesting to hear that kind of directional shift looking back kind of when you’re seeing these gaps and seeing, okay, I’m having a hard time measuring these things. I’m trying to maintain 250 pieces of collateral and make sure that they’re all valuable. Thinking of this, what signals told you it’s time to look for a platform? What problems beyond these—or just these—were you trying to solve? JG: There were really kind of two things that happened and they were two things that happened completely independent of each other, and we were able to kind of marry up a root cause. And so what happened was on the marketing communication side, my team and I were dealing with the challenges of: “I wonder if our collateral’s working, do we need to be maintaining all of these pieces all the time? Can we set a different cadence for updating them?” A lot of that was rooted in. Running the team efficiently. From the MarCom side, what we saw was the time efficiency piece of it. The other thing that we started to see was you get a lot of like: “Hey, I don’t know if this is the most recent version. Hey, can you send me this? Hey, there’s four copies of this on the drive. Which one is the right one?” And so all of this stuff started to look like, yeah, we can field all these questions, of course, and we know the answers to all this stuff, but is this really the best use of our time? The sales team was seeing something a little bit similar to what we were seeing, so we said we need to start looking for a tool that’s gonna help us solve all of these problems. We’re kind of hearing through our relationship with Salesforce and some of these other tools that we have this tool called Highspot, and we were like, all right, let’s take a look at it and see what it does. And lo and behold, it did everything that we were asking for it to do, so we started to explore a little bit more about the platform and we went: “I think it does everything that we needed to do.” We were able to expand that value to the entire sales and marketing organization, and we’ve not looked back. Instead, we just kept expanding. So we found this tool that did the things we needed it to do, and then. We kept going: “Oh wait, it does this,” and “Oh wait, we can add on this.” It just keeps getting better and better. We went in wanting it to do something and then we kept going: Oh, I wonder if it could do this, and then it could do that. And if it couldn’t do that at that moment, it was probably on the innovation horizon with the team. All we had to do was call the team and call our point of contact and say: “Hey, we’re thinking about trying to figure out how our collateral ultimately influences purchase at our customers, is there a way to tie that sort of outbound send from the Highspot platform into what our customers are doing?” And they went: “Yeah, because of our relationship with Salesforce, we can absolutely start to tie those things together and the metrics keep getting better, tighter, and more sophisticated, and our teams keep deepening their use of the platform. We just kept solving problems that kept coming up or that we didn’t know existed, and the platform just kept adapting and growing with us as a company and with our needs, and I think that was really unique. RR: Yeah, and I mean, I think that’s the ideal scenario, right? That the perfect tool falls in your lap and you’re like: “Oh, I just get to run with this.” I don’t think that happens often, so I love that that was an easy decision and has continued to be a great relationship over, you know, the last five, six years. Looking across that period where, you know, you started with one use case and now you’ve expanded out as the need arose: At a high level, can you walk me through how you and the team kind of use Highspot to standardize execution across product lines? And again, like you were talking about earlier, how does it help you ensure that reps show up consistently with the Avery Dennison message wherever it’s appearing in the field? JG: The platform allows us a level of control and access, so right off the bat, we stop answering questions about, is this the most recent version of this? I no longer have people who are pulling down decks from 2010 to 2015, even to 2020 because they know exactly where to go to find the most recent one, and they can trust that that’s the most recent one, and it’s fully up to date and a hundred percent available for their use. Because if they couldn’t find it and couldn’t see it, then it’s not, and that’s the way we kind of control that. It stops that question of: “Am I using outdated visual equity? Am I not talking about the brand correctly or am I not talking about these products correctly?” All of that is controlled because we have what we call the single source of truth for pushing out content to both our internal teams as well as our customer base. And so reps have the option to get right into Gmail and link into the Highspot widget and search and send for things that way. But they also have the ability to see what all their customers have received in the past. So you prevent some duplication too. So, if a customer received something as part of a campaign that was sent out, you can see in the customer record in Salesforce, oh, my customer already got that, but I’m gonna send them the second piece of information that’s kind of tied to the first one that they’ve got, but might help kind of further the conversation there. We can control all of that now, which is something that we couldn’t control in the past. We have visibility to all of the touch points that a customer has. It all lives in our single customer record in Salesforce, which gives us one view. Because we’ve got controls and permissions, it allows the marketing communications team to sort of be the owners of our equity once it leaves our four walls we can control anything that a rep has access to. We’ve moved so far out of the idea of downloading things and into the idea of everything being cloud-based. And so it’s awesome from a performance perspective, and it gives everybody a lot of flexibility in the mobile space. All of our reps actually operate on these cool tablets now, so they don’t even have full-functioning laptops, but they can still access everything through Highspot because it’s all the most recent version, and it can all be sent right from their tablet. So the rep doesn’t even have to say: “Is this in the right equity?” They just pull it from Highspot. They know exactly that it's the most recent, most up-to-date version of that deck. It just eliminates so many of the questions, and it eliminates the outdated versions that exist on hard drives too. RR: So, thinking about what you just shared there of how that has changed the relationship between MarCom and sales, where it’s not: “Hey, where's this thing, can you help me find it, or is this up to date?” Now, you are saving time there and sales are also saving time because they’re not waiting for responses and so on so forth. What has that kind of done to the relationship between these teams, and maybe how has that saved you time? JG: Oh yeah, absolutely. I mean, it saves us time every day from a MarCom perspective. The relationship with sales is interesting because marketing communications is typically a marketing function. Makes sense. And it’s usually some either sitting alongside marketing or maybe a subset of marketing. And that was true at Avery Dennison as well. About, oh gosh, four years ago now, we moved marketing communication into sales under a leader who’s now our VP GM of Labels in North America. But she has historically and continues to have just a real innovative mindset in the digital space, and is just a champion of digital innovation. I think the relationship between marketing communications and sales shifted largely because of the direction of that leader and her endorsement of the things that we wanted to do in the digital space as being helpful to more than just us. But if you can take a look at what your sales team needs. And see where they’ve got outages. So, you know, bringing the perspective of that sales leader and for us to be able to connect those dots because we have that relationship. And then also see moving forward how the reps are interacting with the platform has been really critical. And I think we would not have considered the MarCom team at all equipped or even interested in some cases in sort of the idea of sales enablement and sales enablement platforms. But we became interested because the digital innovation time period was absolutely spot on with what we needed at the time. So we found a tool, the tool did what we needed. It was innovating at the same pace that we are, and it was helping push us forward in areas that we didn’t even know were possible yet. So, we kind of branched into this idea of sales enablement through the platform with Highspot. We got to see firsthand how reps were interacting with the system and the platform. And we got to say like: “Okay, I think if we were doing X amount of pitches per month, we’d see some traction in these areas, or we’re starting to really see this piece of collateral heat up and translate into sales attribution. We should start pushing this piece of collateral out to, you know, the reps and customers that would find it most valuable.” So I think it strengthened our relationship with the reps. We were able to hear and see what they needed and where they needed support in a way that we probably wouldn’t have if we were in the marketing organization or if we were sitting off by ourselves. There were certainly some relationship improvements that came as a result of that, but there was also just a whole eye-opening knowledge that marketing, communications and digital experience can play a huge role, not just in helping market your products, but also in helping your sales teams go out and market products. Maybe they’re not using something that you developed, but if they can show up in front of a customer more consistently, more confidently, more accurately, and you’re enabling that through a platform, to us, that’s a win-win. RR: So you’re asking that question of: “What can we spend our time doing to ensure that our reps are showing up the way we want them to?” You’ve mentioned a couple of things that kind of support this. You know, what reps are doing in the platform, what content they’re looking at, what’s being shared. I would be curious to hear—you know, we talked about the absence of data—so, what sort of metrics and data points are you looking at to tell you that okay, we are reaching reps the way we want to? JG: There’s a couple of different things that we look at. On the MarCom side, we’re particularly interested in attribution metrics. So, are certain pieces of collateral being tied to closed one sales opportunities at certain customers? That really helps us figure out if there is a specific type of content that’s really resonating, or if there is a product line or solution that’s really gaining a lot of traction. And I think that’s helpful for my team that builds that content. On the other side of that, I will say what we look at from a behavior standpoint in the reps are things like: “Are they being appropriately trained on new products and innovations as they hit so that they can go out and sell those to customers?” And we do that training through the Highspot platform. “Are they pitching things to customers? Are they pitching pieces of collateral? Are they using sales plays to go out and talk about hot topics? Are they using customized digital selling rooms to pull bespoke pieces of content and send it to one customer in particular?” All of that now is done within Highspot in a matter of minutes. You know, we measure collateral efficacy on the MarCom side, but then we also look at, if the reps are kind of hitting all these behaviors, if they’re pitching the amount of times we want ’em to pitch, if they’re using digital selling rooms, if they’re completing their training, what’s the effect of that on their actual sales metrics? And so the other thing we line up is: Is this sales rep performing against their sales goals and then also exhibiting these behaviors that we’ve established as the positives for helping drive your customer relationships? We see a 100% overlap with the top performing sales reps from a business perspective and the behaviors that we wanna see within the Highspot system, there is a 100% overlap between those reps that perform at the top, both in Highspot and with their sales metrics. Because we’re able to tie those things together. There’s confidence in the system that it is helpful. There’s confidence from a rep standpoint that if I do these things in Salesforce, if I do these things in Highspot, I have a better chance at hitting my sales goals and hitting my quarterly bonuses. RR: It’s amazing that you’ve built a culture where that is baked in and known by your reps that: “Okay, I have the path to success. I just gotta. do X, Y, and Z, and I know that it’s gonna help me. I invest a little time here and it pays dividends down the line.” You know, it’s been a journey—like you said, five, six years. From all of that work over the last few years, what key wins can you share? Any stories you’re super proud of? JG: I honestly think that the entire implementation is a great story that we’re really proud of, and it’s one that we talk about in every commercial kickoff meeting that we have now. If we would show up at a commercial kickoff and we’re giving a digital presentation and we don’t talk about something new that we’re doing in Highspot, we will get questions from our sales reps on what’s going on with Highspot. Are we adding anything new in Highspot? Can I get that functionality in Highspot to me? That’s a huge win. From an attribution standpoint, I would say what we’ve seen that’s been really nice on the MarCom side is the attribution metrics, so the influenced revenue metrics within the Highspot platform. From our standpoint, we are able to use that metric at least directionally to say our collateral is still proving to be valuable in these ways to our customers, and it’s still helping us influence purchase at our customers. And so I would say that sort of attribution or influenced revenue metric is really another huge success story. And I kind of won’t get into the numbers, but we’re easily tens of millions of dollars of influenced revenue every year, and we just see that number go up. RR: Yeah, and it seems like everything we talked about from the very outset of this journey, you’ve kind of solved those problems, and you’ve found the clarity. I love to hear that as we’re kind of wrapping up. I know for me, I get on the line with you and I’m like, “Ooh, tell me how you did all of this.” So, for anyone else listening, for all of those early career marketers aspiring to lead and to navigate complex organizations like yours, what skills, lessons have been really critical to getting you where you are and successful where you are? JG: I think my advice is relatively simple. Take the opportunities that come to you early in your career and don’t overthink whether or not it’s the right thing, because if it’s even somewhat related to what you do, chances are from a story standpoint, you’re gonna be able to figure out how to connect those dots. So when I went from fashion merchandising into digital marketing. That didn’t seem like a na, like a natural progression. And then when I went from digital marketing into data loyalty marketing, that didn’t seem like a natural progression. But as you get into brand marketing, you start to see those are all pieces of a whole pie. Before you know it, you’ve kind of built a package, and the package is yourself. Now, you have all of these different skills. It’s really hard to find people now on the other side, so moving from agency side to client side and being able to now hire agencies and hire people into my team, what I look for are really well-rounded people. I don’t look for people who have just. Moved up the same, the same linear progression. I look for somebody who is a little bit more of a Swiss Army knife and has a bunch of different skills that we’ll find valuable because you never know what is gonna happen, especially in marketing. And I would say the other piece is leadership skills are the one thing that no one taught me or or more appropriately taught me that I was gonna have to learn. Take courses on public speaking, learn how to build compelling presentations, do all of those things that seem not maybe exactly what your functional discipline is but will ultimately help you be a better leader. Learn how to lead with empathy. Learn how to read people. Learn how to sort of listen to what people are telling you, because more often than not, everyone’s telling you what they need as long as you’re listening, you know. Leadership and learning how to be a good leader is something that I think I’ll never be done learning. RR: At Highspot, one of our guiding principles is learn it all. And I, I love that phrase because it’s very encouraging, to your point, about how opportunity strikes in weird places. The work you do today may not be the work you want to do tomorrow, but it will lead to those roles you’re looking for, and it will lead naturally if you can sell yourself and message that the right way. Well, thank you so much for joining us today. JG: Thank you to you and the Highspot team, honestly, for helping us kind of on this crazy journey. RR: To our audience, thank you for listening to this episode of The Women Podcast. Be sure to tune in next time for more insights on how you can maximize go to market success with.

The TFG crew is back from a short break. Inflation isn't just “up”—it's stuck, and we're all feeling it. In this episode, we break down what rising prices really mean for your everyday life—from groceries and rent to lifestyle choices and long-term financial goals. Is this the new normal, or is relief on the way? We discuss strategies to stay afloat, protect your money, and move smart in an economy that's not letting up.  Wait, what's a Financial Griot? The Financial Griot is a play on two words (Finance + Griot) that together signify closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't.  Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth. Can you imagine being a Millionaire in 20 years or less? Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money. So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win. Find the TFG Crew Hosts on Instagram:  Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcin Lawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguy Lovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

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Jacob Warwick is an executive negotiation coach who helps senior operators negotiate better salary, equity, titles, and severance packages. He has worked with leaders across tech and Hollywood, was previously a founder and CEO himself, and has helped clients secure millions in additional compensation. His approach focuses on collaboration over confrontation, understanding motivations, and treating job searches like enterprise sales processes.We discuss:1. Why a simple “What's the chance there's a little more here?” often unlocks a 20% bump2. Why Jacob sees 40% average movement when negotiations are run well3. When negotiation actually starts (hint: it's much earlier than you think)4. Why information + timing create power5. The biggest mistakes people make when negotiating6. How to navigate the important “What's your comp expectation?” question without anchoring too low7. Why the best interviews feel more like discovery calls than interrogations—Brought to you by:Orkes—The enterprise platform for reliable applications and agentic workflowsMercury—Radically different bankingOmni—AI analytics your customers can trust—Episode transcript: https://www.lennysnewsletter.com/p/the-tactical-playbook-for-getting-more-comp—Archive of all Lenny's Podcast transcripts: https://www.dropbox.com/scl/fo/yxi4s2w998p1gvtpu4193/AMdNPR8AOw0lMklwtnC0TrQ?rlkey=j06x0nipoti519e0xgm23zsn9&st=ahz0fj11&dl=0—Where to find Jacob Warwick:• Substack: https://www.execsandthecity.com• YouTube: https://www.youtube.com/@ExecsandtheCity• Website: https://www.thinkwarwick.com• Complete Job Search Course: https://www.execsandthecity.com/p/complete-job-search-course—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Jacob Warwick(04:12) How much comp people leave on the table(07:52) Why you shouldn't feel greedy asking for more(09:45) What founders should know about negotiation(13:03) How Jacob works behind the scenes(15:35) The biggest mistakes people make when negotiating(19:30) Home-field advantage and controlling the conversation(23:02) The step-by-step approach to negotiating an offer(30:17) Jacob's passion and why these tips don't work on kids(32:04) Who should speak first about compensation(35:36) Understanding power(39:52) Breaking out of salary bands by focusing on pain points(45:45) Brief summary(47:20) Selling the vacation: How to visualize success(50:07) Controlling the narrative and planting seeds(59:01) Jacob's role as hype man(01:01:05) Positioning yourself like a product(01:02:49) Making the process frictionless for hiring managers(01:06:20) Flipping the interview to extract information(01:12:17) Five tactical tips for negotiating comp(01:21:45) What to do when negotiations fall apart(01:25:05) Why negotiation is different for every individual(01:28:55) Why outcomes aren't predetermined(01:32:52) Wild Hollywood negotiation stories(01:37:35) The first step you should take after getting an offer(01:40:30) Jacob's personal mission(01:44:42) Lightning round and final thoughts—Referenced:• The ultimate guide to negotiating your comp: https://www.lennysnewsletter.com/p/the-ultimate-guide-to-negotiating• Sam Altman on X: https://x.com/sama• Tom Brady on X: https://x.com/TomBrady• Career Huddle: Interview & Negotiation Master Class with Jacob Warwick: https://www.youtube.com/watch?v=TgjWTiSj8E8• Salesforce: https://www.salesforce.com• Julia Roberts: https://en.wikipedia.org/wiki/Julia_Roberts• Matt Damon: https://en.wikipedia.org/wiki/Matt_Damon• Steven Spielberg: https://en.wikipedia.org/wiki/Steven_Spielberg• Marc Andreessen: The real AI boom hasn't even started yet: https://www.lennysnewsletter.com/p/marc-andreessen-the-real-ai-boom• Chris Voss's quote: https://www.goodreads.com/quotes/10181396-remember-never-be-so-sure-of-what-you-want-that• Chris Voss on X: https://x.com/fbinegotiator• Werewolf: https://playwerewolf.co• Modes of persuasion: https://en.wikipedia.org/wiki/Modes_of_persuasion• How to use tactical empathy: https://www.linkedin.com/posts/christophervoss_tacticalempathy-negotiation-customerexperience-activity-7361004118808670212-oeRy• ZOPA, BATNA and Win-Win in Negotiation: https://www.parallelprojecttraining.com/blog/zopa-batna-and-win-win-in-negotiation• Marvel: https://www.marvel.com• Negotiation Made Simple podcast: https://www.buzzsprout.com/2227030• Luca on Disney+: https://www.disneyplus.com/browse/entity-f28b825f-c207-406b-923a-67f85e6d90e0• Minuscule: https://www.youtube.com/user/Minuscule• Claude Cowork: https://claude.com/product/cowork• Macrofactor: https://macrofactor.com• Whoop: https://www.whoop.com• Gemini: https://gemini.google.com/app• The Cody Dieruf Foundation: https://breathinisbelievin.org• Cystic Fibrosis Foundation: https://www.cff.org—Recommended books:• Negotiation Games: https://www.amazon.com/Negotiation-Games-Routledge-Advances-Theory/dp/0415308941• Influence: The Psychology of Persuasion: https://www.amazon.com/Influence-Psychology-Persuasion-Robert-Cialdini/dp/006124189X• You Can Negotiate Anything: How to Get What You Want: https://www.amazon.com/You-Negotiate-Anything-Herb-Cohen/dp/0806541229• Negotiation Made Simple: A Practical Guide for Solving Problems, Building Relationships, and Delivering the Deal: https://www.amazon.com/Negotiation-Made-Simple-Relationships-Delivering/dp/1400336325• Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity: https://www.amazon.com/Radical-Candor-Kick-Ass-Without-Humanity/dp/1250103509• High Output Management: https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884• How to Win Friends and Influence People: https://www.amazon.com/How-Win-Friends-Influence-People/dp/0671027034—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com