Podcasts about your culture

Disruptive Project Leadership Podcast Episode 4: Your Culture is Your Delivery System Host: Rene Little - The Human-Centric Project Crisis Navigator | Rescuing At-Risk Tech Projects & Fast-Tracking High-Stakes Execution—Without Burning Out Teams | PMI Published Produced by Elite Conversations Podcast Media https://eliteconversations.com/

Last month, Dean entered a ryokan in Japan, so this month he - and we - are re-entering the Japanese bathroom in the FIRST-EVER episode of the "Oops, Your Culture's Showing!" podcast. Enjoy this special reissue of our March 23rd 2018 premiere episode, titled "Shaving & Japanese Toilets"! World cultures expert Dean Foster and longtime friend Tom Peterson dive into bathroom habits around the world in this episode, with the act of shaving and, yes, using the toilet. Join them as they dissect the features and cultural origins of the Japanese toilet, and why perhaps it isn't catching on in the U.S. (Or is it? No!) So relax, heat up your toilet seat, and turn down your 1812 Overture, because you're going to want to hear this. ***Subscribe to Dean's Substack here for all of Dean's CultureQuizzes, “Culture's Consequences” articles, and much more!*** Have a cultural question or episode idea? Reach out on X/Twitter & Facebook (@OopsCultureShow) or by email at oopscultureshow@gmail.com. Hosts: Dean Foster & Tom Peterson Audio Production: Tom Peterson & Torin Peterson Music: “Little Idea” – Bensound.com

00:00:06 Today is April 11th, 202500:05:03 How to Reconnect00:05:42 Check In on Old Friendships00:06:16 Stay Open-minded00:07:33 Put Quality Over Quantity00:08:51 Change Your Mindset00:11:11 Laugh It Off!00:14:24 Keep a Store of Comedy for When You Need It00:15:19 Keep It Good-natured00:16:05 Don't Worry About What's Appropriate 00:17:11 Laugh When Things Are Tough00:18:45 Dancing Can Boost Serotonin Levels00:23:36 Go with Whatever You Like!00:23:57 Consider Connecting with Your Culture or Your Community00:25:04 Dance Wherever You Can 00:25:53 Start Small and Have FunHappy Brain, Happy Life: Everyday Neuroscience of Health, Wealth, and Love (Think Smarter, Not Harder Book 11)By Peter HollinsHear it Here - https://adbl.co/3zYQx7924_pd_ushttps://www.amazon.com/dp/B0D9HVNBH4Dive into the fascinating world of neuroscience with this episode based on Peter Hollins' insightful book, 'Happy Brain, Happy Life.' Discover the incredible connection between our social interactions and brain health. Why is it that a happy brain leads to a fulfilling life? How can we harness the power of laughter and movement to boost our serotonin levels? Join us as we explore practical methods to rewire your brain for happiness and uncover some simple yet powerful strategies to improve your overall well-being. Click on the link provided in the description to access the full book, 'Happy Brain, Happy Life,' and take control of your mental health today! #Neuroscience #Happiness #SocialBrain"

On today's show, Jase is suffering from memory loss, Mike gets served by his daughter, and Keyzie needs his pipes cleared. TIMESTAMPS (as if): (00:00) Intro: Dressing for curry night(02:11) Planning A Night of Culture(06:48) Your Culture suggestions(10:06) What's On Telly(15:09) Intro: Deciding Our Improv Scenario(17:22) Big Show Improv(21:23) BRISSYYYY(25:50) Curry Night Admin(30:00) Keyzie's epic TV Show(33:44) Intro: The return of stanup(36:00) Keyzie's pipes (38:40) MEATPATTYNIPS69(42:53) One & A Half Mogeys(46:57) What We Learned Follow The Big Show on Instagram: https://www.instagram.com/haurakibigshow Subscribe to the podcast now on iHeartRadio, YouTube, or wherever you get your podcasts! Featuring Jason Hoyte, Mike Minogue, and Keyzie, "The Big Show" drive you home weekdays from 4pm on Radio Hauraki. Providing a hilarious escape from reality for those ‘backbone’ New Zealanders with plenty of laughs and out-the-gate yarns. Download the full podcast here: iHeartRadio: www.iheart.com/podcast/1049-the-hauraki-big-show-71532051/?follow=true Apple: https://podcasts.apple.com/us/podcast/the-hauraki-big-show/id1531952388 Spotify: https://open.spotify.com/show/20OF8YadmJmvzWa7TGRnDI See omnystudio.com/listener for privacy information.

Night Listeners - Our regular programming returns this week with a full banger of tunes. I want to make mention that I am super excited about the punk rock scene returning to Sioux City. From what I can tell, G.L.U.E. is leading this culture shift right now. We also revisit the Death of Your Culture comp tape from SouthEast Records as well as a first time play from the Grinnell University compilation disc, Creature.G.L.U.E. - "Father" / Now in the Hour of our Death (Sioux City)In Loving Memory - "Yea I Burned All Your Old Pictures" / Split with Examination of The (Des Moines)Hugs - "Transposition Of The Greater Vessels" / Hugs (Cedar Falls)Purplish - "Holy Ghost"  (Spencer)Zuul - "On the Street" / Zuul  (Iowa City)Running Man = "Second Skin" / Running Man (Quad Cities)The Tanks - "Where we call Home" / Summon Creature (Iowa City)Vitalith - "In the Distance, Home" / A Short Walk Home (Waterloo)The Done Wonders - "The Night Follows" / The Done Wonders (Marshalltown)Dick Justice - "Bye, Now" / Death of Your Culture (Iowa City)Animal Mothers - "To Live is to High" / Demo (Des Moines)Reverend Lovejoy - "Not (as pretty)" / Creature Compilation (Grinell)Captain Three Leg - "Mass Grave" / The Birth of the Creatures to Conquer (Ottumwa)Captain Three Leg - "Feast of Maggots" / The Birth of the Creatures to Conquer (Ottumwa)Captain Three Leg - "Colostomy Stew" / The Birth of the Creatures to Conquer (Ottumwa)T.A.N.G. - "Back Marker" / Colors of the Creature Through the Parallax Crystal (Iowa City) Follow me on: Instagram | Twitter (not doing much with it currently)Iowa Basement Tapes has its own archive of Iowa music. Be sure to check out iowabasementtapes.bandcamp.com and download any of the releases for free. If you would like to contribute any music please send an email to kristianday@gmail.com. BROADCAST SCHEDULEThursdays at 9PM on 98.9FM KFMG - Des MoinesFridays at 11PM on 90.3FM KWIT - Sioux CityFridays at 11PM on 90.7FM KOJI - OkobojiSaturdays at 8PM on 1240AM KWIC - DecorahIf you miss the show please subscribe to the broadcast archives: https://apple.co/2MzdH5e

What did you think of this episode?How does your writing change the world? Today's guest helps us consider the importance of core values in our writing. Welcome to Your Best Writing Life, an extension of the Blue Ridge Mountains Christian Writers Conference held in the beautiful Blue Ridge Mountains of NC. I'm your host, Linda Goldfarb. Each week, I bring tips and strategies from writing and publishing industry experts to help you excel in your craft. I'm so glad you're listening in. You'll learn about … Writing to Shape Our Culture during this episode.My industry expert is…Michelle Lazurek. Michelle is a pastor's wife, mother, and multi-genre, award-winning author and speaker. She is a regular contributor for iBelive.com and crosswalk.com and is passionate about making disciples and engaging in honest conversations for authentic living. She's also a literary agent for Wordwise Media Services.Why is knowing core values essential for a writer's career success? What are your core values?What core values should we focus on? What is the key to helping writers remain relevant in today's culture? Download - 10 Ways to Speak to Your Culture. PDF Michelle S. Lazurek - Multi-genre award-winning author, literary agent, and certified writing coach. Thirty-time award-winning author, including a three-time Children's Book of the Year, Article of the Year, Selah and Directors' Choice award winnerhttp://www.michellelazurek.comVisit Your Best Writing Life website.Join our Facebook group, Your Best Writing LifeAbout your host - Linda GoldfarbAwarded the Spark Media 2022 Most Binge-Worthy PodcastAwarded the Spark Media 2023 Fan Favorites Best Solo Podcast

Culture. Webster's defines it in the corporate realm as: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization. How aware are YOU of YOUR COMPANY'S culture? When's the last time you really stopped and took a look at it?  How does it align with your OWN personal values as a Christ follower? And if you're a leader, what are you doing to ensure your culture aligns with God's word and will?  Romans 12:2, “Don't copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God's will for you, which is good and pleasing and perfect.” What is ONE ACTION you will take THIS WEEK, to align YOUR CULTURE with God's will? 

Values-driven leadership is the cornerstone of a healthy organizational culture, shaping its identity and guiding its actions. In this illuminating podcast episode, we explore the critical role of Values-Driven Leadership in cultivating a strong and cohesive workplace environment. Today's guest is Grant Hensel, CEO of Nonprofit Megaphone. Inc Magazine ranked his company #1177 on the 2023 Inc 5000 list. Nonprofit Megaphone helps over 600 nonprofit organizations maximize the value of their Google and Microsoft Ad Grant programs. In this episode, Grant delves into the significance of aligning leadership practices with core values, emphasizing its profound impact on employee engagement and organizational performance. Join us as we uncover practical strategies and real-world examples demonstrating how Values-Driven Leadership fosters trust, integrity, and collaboration within teams. Discover how embracing Values-Driven Leadership can propel your organization toward greater success and sustainability.   Get the show notes for Core Values Driven-Leadership Is Essential to Your Culture with Grant Hensel at Nonprofit Megaphone Click to Tweet: Listening to a fantastic episode on Growth Think Tank with #GrantHensel featuring your host @GeneHammett https://bit.ly/gttGrantHensel   #ValuesDrivenLeadership #GeneHammettPodcast #GHepisode1069 #Inc5000 #nonprofitorganizations #AdGrant programs     Give Growth Think Tank a review on iTunes!

With next month marking 10 years since Russia's invasion and annexation of Crimea in Ukraine, and 2 years since the start of the current war there, we will continue to keep Ukraine & Ukrainians in our ears, hearts, and minds with this special reissue of our “For Ukrainians, the sunflower is an incredibly powerful symbol” episode from April 2022.

This past year we lost one of our dearest friends and mentors, Bill Lokey. As we close out the year, we were listening back to some of his wisdom and gold nuggets and thought it would be a tremendous gift to re-release a series we did together in 2020. He was a gift to us, and his insights, wisdom, and influence will continue to echo across generations, no doubt. In his honor, we're releasing this four-part series, recorded in 2020, to share with you again his insights on leadership, connection, and trauma.In part 1 of the series, we begin with the heart of leadership. Because no matter our stage, we lead people. As a parent, you lead your kids. As a spouse, you lead your husband or wife. At work, you lead your employees, congregants, soldiers, clients, and teams.How would each person you lead describe your ability to connect to their reality? And how much do we pay attention to those realities versus focusing solely on our own? As Bill describes, the quality of how well we lead rises or falls on our inner world. And the people we lead, feel it. In this series, we cover The Heart of Leadership, The Heart of Connection, The Heart of Trauma, and The Heart of Your Culture.In this first episode, Josh and Bill talk about:What makes a person a leaderWhat happens when we feel like we're not enough or don't have what it takes to leadWhy we have a tendency to focus more on reputation than characterWhat happens when your stage is ripped out from under youHow to transition well as a leader when bad things happenWhat it means to grieve and why it's critical for how we leadShow Notes: Apply now for The Leader's Heart Men's Cohort, Feb. 26-29, 2023!https://www.famousathome.com/theleadersheartSign up for MyKidsEQ Winter Cohort: https://www.famousathome.com/offers/7izP4Puk/checkoutInterested in group coaching with Christi? Click here for interest form:https://www.famousathome.com/groupcoachinginterestOrder a copy of Famous at Home by Dr. Josh and Christi:https://amzn.to/3y1jJFz

Learn more about Terry and his keynotes: https://premierespeakers.com/terry_jones Founder of two billion dollar startups (Kayak & Travelocity) Author, Venture Capitalist Terry Jones shares his thoughts on how Artificial Intelligence is going to shape our economy, work force and more. Terry Jones is a technology pioneer who has played a pivotal role in creating the trillion-dollar e-commerce travel industry.Whereas other people talk about innovation – Terry Jones lives it. Only .01% of businesses reach the elusive billion-dollar “unicorn” status, Jones built and scaled not one but two unicorn businesses (Travelocity and Kayak).As a board director for more than 20 companies, his IPOs and exits total over $10 Billion.Jones is a highly sought-after international speaker and a recognized global authority in the “Future of Business”, “Disruptive Leadership”, and “Digital Transformation.”He is the author of the critically-acclaimed books “ON Innovation “Turning on Innovation in Your Culture, Team, and Organization.” And Disruption OFF, “The technological disruption coming for your company and what to do about it”

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 6 | You started down the pathway of recharging your leaders, your teams, your culture, and your results. But once you get started, how do you keep it going? Harvey Young, a regional practice leader at FranklinCovey, joins Managing Director Jeffery Downs to discuss how accountability is key to getting the results you're working for. • The Agility Advantage: 4 Steps to Respond to Change and Achieve Consistent Business Results - https://pages.franklincovey.com/4-steps-to-respond-to-change-pod-babl.html

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 5 | Organizations, teams, and individuals face many challenges. But developing a winning culture looms as one of the make-or-break variables in an organization's success. Recharging your culture is key to keeping people at all levels engaged, giving their best efforts, and getting your best results. Dr. AJ Lee is joined by Todd Davis, former FranklinCovey chief people officer, to talk about organizational missions, visions, and values, and how they influence culture and results. • 3 Steps to Build a Culture Where Teams Thrive: Download and share our guide, 3 Steps to Build a Culture Where Teams Thrive, and help your organization align its culture and values with what's best for its people. https://pages.franklincovey.com/3-steps-build-culture-where-teams-thrive-babl.html

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 4 | Our teams and responsibilities are all interconnected. But in times of change, uncertainty, or mounting projects, silos can form, and it becomes easy to lose the power that comes from collaboration and synergy. Andrea Caldwell, a FranklinCovey managing consultant, joins Managing Director Jeffery Downs to break down this problem and discuss strategies to overcome it. • The 7 Habits of Highly Effective People: A Brief Guide Download our guide for a summary of principles and practices that can help you cope with Change in resilient, creative ways. https://pages.franklincovey.com/the-7-habits-a-brief-guide-babl.html

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 3 | With constant demands and competing priorities, we know that all leaders must help their teams identify the most important tasks and find a way to accomplish them. Few things can burn out a team like feeling as if they're not achieving their top priorities. Listen as Dr. AJ Lee and Cris Lang, a FranklinCovey senior consultant, talk about how leaders can help teams approach this common hurdle. • Manage Your Time Like a Pro: 7 Tips for Doing What Matters Most: Hard-working professionals should be spending more time on their long-term goals. We can help. https://pages.franklincovey.com/manage-your-time-like-a-pro-7-tips-doing-what-matters-most-babl.html

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 2 | What if all your organization's leaders could identify their weaknesses but instead steer toward their strengths? What difference could that make for them and their teams? In this episode, Dr. AJ Lee, manager of customer success, is joined by FranklinCovey Vice President of Content Development and best-selling author, Kory Kogon, to talk about how a leader can focus on multiplying their strengths and recharging their approach to leading others. • 40 Back-pocket Questions to Unleash Your Team's Intelligence: The best leaders are curious. But they don't just ask a lot of questions. They ask the right questions—the kind that focus their team's brainpower on the right problems. https://pages.franklincovey.com/40-back-pocket-questions-unleash-your-teams-intelligence-multipliers-babl.html

David Hoffman built and sold big-data and data analytics company Next Big Sound to Pandora in 2015. He's now building Beam, which helps people create shoppable mood boards for DTC brands. David reflects on his experience with mentorship and the long arc of the conversation that is being a co-founder and being in community. We unpack the Techstars motto "give first" and discuss the power of the Techstars community and the importance of community relationships in entrepreneurship. We talk through the complex evolution that is founding and scaling a startup, his experience doing just that with Next Big Sound, and the challenges of becoming a leader inside a growing company. One challenge is always scaling culture as a company scales, and David outlines some of the routines and structures that helped in defining his startup's culture. David also shares some insights on the post-startup-sale emotional roller coaster and the decision to build another company. Some of my other favorite insights from David: Living the “Give First” motto requires approaching everything with curiosity. “Grown ups” is a construct: When it is your idea and your company, you can make the decisions you need to make. Your Culture is made of your routines, whether it's Friday bagels or snap-clapping after people share wins. Your MVP product can be much, much more simple than you think if it creates value for your customers. David's nuanced reflections are a gift, and I'm so glad he sat down for this conversation. Head over to theconversationfactory.com/listen for full episode transcripts, links, show notes  and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders. Links Beam

Recharge: Your Leaders. Your Teams. Your Culture. Your Results. - Season 7, Episode 1 | How can we continue to progress and deliver results when there's so much going on—both inside and outside of our organizations? Join FranklinCovey Managing Director Jeffery Downs and Scott Thele, national execution practice leader, as they discuss what the “Performance Curve” is and how understanding it can help you and your organization unlock potential as you move “righter and tighter” and recharge your results. • Impact Your Organization's Results: Turn Average Employees Into High Performers: Your organization has pockets of great performers and extraordinary teams. And then there's everyone else. The challenge is to move the middle 60% of your average performers toward the higher performance level of the top 20%. https://pages.franklincovey.com/impact-your-organizations-results-guide-4d-p.html

Culture. Webster's defines it in the corporate realm as: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization. How aware are YOU of YOUR COMPANY'S culture? When's the last time you really stopped and took a look at it?  How does it align with your OWN personal values as a Christ follower? And if you're a leader, what are you doing to ensure your culture aligns with God's word and will?  Romans 12:2, “Don't copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God's will for you, which is good and pleasing and perfect.” What is ONE ACTION you will take THIS WEEK, to align YOUR CULTURE with God's will?

I am thrilled to share this conversation I had with Marisa Corcoran, an expert in recruiting and hiring for companies, about the art of copywriting to sell. This episode is packed with insights that will motivate you to take action and reach new heights in your career.Marisa and I kick off the discussion by exploring the power of storytelling, a technique that has been around for centuries and remains a cornerstone of effective communication. She then shares her tips on how to use storytelling to promote your business and attract the best talent.As we dive deeper, Marisa discusses the challenges of convincing people of your value and how to write compelling job postings that stand out from the competition. Her insights are gold and will surely inspire you to up your game in your recruiting efforts.What you'll hear in this episode:[2:05] How to use copywriting to promote your business.[12:25] Storytelling is our oldest form of communication.[17:30] Why storytelling is a new thing, but it's not new to you.[20:35] What's stopping people from believing your value?[24:10] Why you need to write captivating job postings to get people to apply.[30:10] How to recreate moments on stage through your senses.Listen to Similar Episodes:Building Your Employer Brand: Why Your Values and Purpose MatterHow To Position Yourself as a Premium Brand and Attract the Right Clients to Your Business with Fabi PaoliniImplementing the Enneagram into Your Culture with Tracy O'Malley* Connect with Marisa on IG @mtoni* Join Marisa's Facebook community "The Copy Chat" * Connect with me on IG @jackie.koch_* Find more information on my website https://www.jackiekoch.com/

Our guest this week to share 3 thoughts on this topic is Minter Dial, who is an international professional speaker, elevator and a multiple award-winning author. Minter has his finger on the future of technology in business and has great advice on how to ensure the human side of business stays ever present. TOPIC: How to Put the Heart into A.I. GUEST: Minter Dial   THOUGHT #1 - Don't Ignore It - Have it Represent the Brand in Your Culture & Values THOUGHT #2 - Support Human Conditions like Mental Health THOUGHT #3 - Listen More - This Plays a Big Part   CONNECT: Website: MinterDial.com Blog (Substack): Dialogos - Meaningful Conversations Podcast: Minter Dialogue Book: Heartificial Empathy Book: You Lead Book: FutureProof PBS Documentary: The Last Ring Home Instagram: @mdial Linkedin: Minter Dial Twitter: @mdial YouTube: DialMinter   MINTER DIAL'S BIO: Minter Dial is an international professional speaker, elevator and a multiple award-winning author.  Minter's core career stint of 16 years was spent as a top executive at L'Oréal, where he was a member of the worldwide Executive Committee for the Professional Products Division (PPD), in charge of Digital, Communications, Education, the Eco-Salon and Business Development. Previously, he was MD of L'Oréal PPD Canada and MD Worldwide for Redken.  He's the author of the WWII biography and documentary film (The Last Ring Home 2016) and three award-winning business books, Futureproof (FT Press 2017), You Lead (Kogan Page 2021), both of which won heralded Business Book Awards, and Heartificial Empathy, 2nd edition (2023).  He has a weekly podcast, Minter Dialogue, and is currently working on a new book, being published serially online, Dialogos, Fostering More Meaningful Conversations via Substack https://minter.substack.com    RESOURCES: A.I. Platforms - hume.ai, cyrano.ai, mpathic.ai Evergreen Podcast Network - EvergereenPodcasts.com Thoughts That Rock – ThoughtsThatRock.com Certified Rock Star - CertifiedRockStar.com Booky Call - https://www.bookycall.com Booky Call - Book Review App on Apple - Apps.Apple.com Booky Call - Book Review App on Google Play - Play.Google.Com  Service That Rocks: TCreate Unforgettable Experiences and Turn Customers into Fans (Jim Knight) - ServiceThatRocksBook.com Leadership That Rocks: Take Your Brand's Culture to Eleven and Amp Up Results (Jim Knight) - LeadershipThatRocksBook.com Culture That Rocks: How to Revolutionize Your Company's Culture (Jim Knight) – CultureThatRocks.com Black Sheep: Unleash the Extraordinary, Awe-Inspiring, Undiscovered You (Brant Menswar) - FindYourBlackSheep.com Rock ‘n Roll With It: Overcoming the Challenge of Change (Brant Menswar) – RocknRollWithIt.com Cannonball Kids' cancer – CannonballKidscancer.org Big Kettle Drum - BigKettleDrum.com Spectacle Photography (Show/Website Photos) – SpectaclePhoto.com Jeffrey Todd “JT” Keel (Show Music) - JT Keel Learn more about your ad choices. Visit megaphone.fm/adchoices

Emotional intelligence is the secret weapon of the most successful entrepreneurs. It's the ability to recognize and regulate your emotions and those of others effectively and it can help you take your business to the next level! By developing emotional intelligence, you can improve your decision-making abilities, build strong relationships with customers and colleagues, and create a positive work culture that attracts AND retains top talent.Having low emotional intelligence can harm your business in many ways, from decreased productivity and high turnover rates to poor customer service. So, it's vital to practice mindfulness and empathy and seek feedback to improve your emotional intelligence to help your business thrive.As a new boss, you'll need to manage your own emotions and those of your team. By developing a work culture that values emotional intelligence, you can create a team that is motivated, engaged, and productive. Encourage open communication, promote collaboration, and give your team time to reflect on situations to foster a positive and inclusive work environment.What you'll hear in this episode:[2:15] What is emotional intelligence?[6:35] Being an effective leader requires more than technical knowledge [9:30] Strategies to develop emotional intelligence [14:05] Strategies to cultivate an emotionally intelligent cultureListen to Similar Episodes:Goal Setting to Help Your Team Succeed with Kate EricksonDeveloping a Leadership Mindset with Zach ArendImplementing the Enneagram into Your Culture with Tracy O'Malley* Connect with me on IG @jackie.koch_* Find more information on my website https://www.jackiekoch.com/

Drumroll please! In the thrilling conclusion of this two-part series, we crown the winner of last month's game show, and discover what Dean and Tom can possibly remember about the first ten episodes of their own podcast - all in celebration of FIVE YEARS of ‘Oops, Your Culture's Showing!'. Plus, vital questions for humanity are broached in this episode, such as: Is five years, in fact, "more than enough"? IS this "the final episode of the podcast"? (The answer to both: Umm, no! We'll return with new episodes very soon.) Here's to the next five years of "culture at its best"! We invite you to play along with Dean and Tom - AND, a quick reminder that THIRTY-SEVEN PAST EPISODES of the podcast are now up on our NEW YouTube channel here, for your listening (or re-listening) pleasure. Enjoy! Have a cultural question or episode idea? Reach out on Twitter and Facebook (@OopsCultureShow) or by email at oopscultureshow@gmail.com. Music: “Little Idea” – Bensound.com

Join us, dear listeners, as we celebrate FIVE YEARS since the launch of ‘Oops, Your Culture's Showing!'…with a game show! In part one of this jubilant two-parter, Dean and Tom begin accessing their “brain castles” to recall what in the world (literally) they gabbed about in selected episodes over these past five years. We invite you to play along with them - AND, a quick reminder that ALL THIRTY-SEVEN PAST EPISODES are now up on our NEW YouTube channel here, for your listening (or re-listening) pleasure. Enjoy! Have a cultural question or episode idea? Reach out on Twitter and Facebook (@OopsCultureShow) or by email at oopscultureshow@gmail.com. Music: “Little Idea” – Bensound.com

In this episode of Yalla! Let's Talk, we explore the inspiring story of Asala Dabke , a Palestinian Dabke group, formed a brotherhood and passed the torch for years. Learn how Wasif and Omar balance school, work, and social life while creating content and making a global impact through their music and dance. Discover insights and lessons from their journey to success, including their experience performing for Drake and the headlines they received as a Palestinian group. WHAT WE TALK ABOUT 01:30 The Story of Asala Dabke 05:15 Tip to Choosing Team Members 08:00 What was it like performing for Drake? 09:45 East Meets West: How To Be Proud of Your Culture 16:00 When to Pass the Torch 17:55 PLAYING A GAME - SPIN THE WHEEL 24: 45 How Did They Perform for Drake? 32:45 What Motivates Asala Dabke? 42:12 SPIN THE WHEEL (PART 2) Follow Asala Dabke https://www.tiktok.com/@asaladabke?lang=en https://www.instagram.com/asaladabke/?hl=en https://www.youtube.com/@AsalaDabke ___________________________________________________________________________________________________ YALLA! LET'S TALK. PODCAST: YOUTUBE:https://www.youtube.com/yallaletstalkANCHOR: https://anchor.fm/yallaletstalk SPOTIFY: https://open.spotify.com/show/3ymbJTXFC7GEbxmMWl6KsQAPPLE PODCASTS: https://podcasts.apple.com/us/podcast/yalla-lets-talk-podcast/id1653842768 ANGHAMI: https://play.anghami.com/podcast/1034133148?adj_t=dgl0aa8_64v1dnl&adj_campaign=web&adj_adgroup=podcast&adj_creative=125219092 FOLLOW OUR SOCIALS: INSTAGRAM: https://www.instagram.com/yallaletstalk/?hl=en TIKTOK: https://www.tiktok.com/@yallaletstalk?lang=en SNAPCHAT: https://www.snapchat.com/discover/Yalla! Let's Talk. #arab #dabke #interview #podcast #funny

Episode 155 of the Leader of Learning Podcast, “Keep Your Finger on the Pulse of Your Culture” features Bobby Pollicino (@BobbyPollicino), Head of Upper School at Bullis School in Potomac, Maryland, former teacher, dean of students, and assistant principal, and coach, and the author of “Principled Leader.” In the episode, Bobby discusses the importance of connections over content, building a strong school community, checking the pulse of your staff and organizational culture, and the importance of self-care.Full show notes and more information about this episode can be found at https://leaderoflearning.com/episode155.Download my FREE eBook “Lead to Inspire Growth” at https://dankreiness.com/ebookEnroll in my free course “How to Build Trust as a Leader” at https://dankreiness.com/freecourseSign up for my email newsletter at https://dankreiness.com/newsSUBSCRIBE ON YOUTUBE at https://youtube.com/drdankreiness to watch inspirational and educational videos about leadership and digital learningSUPPORT THE SHOW!!!Donate to the Show - https://leaderoflearning.com/donateWays to Support - https://leaderoflearning.com/supportMy Gear - https://www.amazon.com/shop/dkreinessConsider Becoming an Official Sponsor - https://leaderoflearning.com/press-kitMelon is my recording platform of choice for video, audio, and even live streaming. For more information about Melon and to receive 20% off your first billing cycle on ANY paid plan you sign up for, visit https://leaderoflearning.com/melonTo leave a rating and review on Apple Podcasts - https://podcasts.apple.com/us/podcast/leader-of-learning/id1243021772Android user? Leave a rating and review on Podchaser - https://www.podchaser.com/podcasts/leader-of-learning-532116To follow Dr. Dan Kreiness:YouTube: https://youtube.com/drdankreinessTwitter: https://twitter.com/dr_kreinessInstagram: https://instagram.com/dr_kreinessTikTok: https://www.tiktok.com/@dr_kreinessLinkedIn: https://linkedin.com/in/dankreinessTo follow Leader of Learning:YouTube: https://youtube.com/@leaderoflearningpodcastFacebook: https://facebook.com/drdankreinessThe Leader Of Learning Podcast is a proud member of the Education Podcast Network. For more information and to find other great podcasts, visit https://edupodcastnetwork.comThe Leader Of Learning Podcast is a proud member of the Code Breaker Podcast Network. For more information and to find other great podcasts, visit http://www.codebreakeredu.com/services/podcastsMusic credits: https://www.purple-planet.com

Show Notes:0:46 - South Texas0:51 - Logan, Utah1:19 - Allie Brosh1:20 - Allie Brosh comic book character2:16 - Cairo2:24 - Egypt2:31 and 2:37 - Cairo3:46 - Brother3:47 - Target 6:37 - Cairo6:40 - California7:01 - Etsy8:28 - California8:30 - LA Times8:35 - QuiltCon9:16 - Latifah Saafir12:42 - Traditional Islamic art 12:51 - Borderlands13:18 - Quilt Your Story - Finding Inspiration in Your Culture lecture by Melissa13:51 - Islamic patterns14:21 - Bougainvillea14:24 - Folklórico skirts14:48 - Mexican art15:07 and 15:14 - QuiltCon15:28 - The Perfect Fabric Pull lecture by Melissa15:33 - QuiltCon16:27 - Foundation Paper Piecing16:27 - Foundation Paper Piecing Design workshop by Melissa17:15 - Inclusive by Design lecture by Melissa18:34, 18:45, 18:46 and 19:19 - QuiltCon19:58, 20:01 and 20:15 - Improv quilting23:02 - QuiltCon23:21 - California23:29 - Syrian Civil War23:32 - Ban on Syrian refugees to the US23:43 and 25:37 - Claremont26:42 - Claremont Canopy26:42 - Claremontcanopy.org27:11 - Claremont Canopy27:16 - Miry's list27:22 - Los Angeles27:26 - Miry Whitehill 27:32 - Los Angeles27:55 - Claremont Canopy27:57 - Miry's list29:00 - Homeland29:07 - David Tennant29:13 - Drunkard's Path quilt block29:25 - Kona Cotton in Papaya29:38 - Rashida Coleman-Hale29:45 - Brush in Peacock by Sarah Watts29:56 - Idaho30:00 - Idaho Utah border30:03 - Preston30:04 - Napoleon Dynamite30:10 and 30:14 - Suppose Quilt Shop30:15 - Preston30:17 - QuiltCon30:22 - FPP (foundation paper piecing)30:30 - Fabric glue pen30:37 - Jen Carlton-Bailly of Betty Crockerass 30:47 - Highlighter yellow glue pen refills30:53 - Foundation paper piecing30:53 - Reverse applique31:01 - FPP (foundation paper piecing)31:53 - Hillary Goodwin of Entropy Always Wins (@entropyalwayswins)32:12 - Carolyn L. Mazloomi (@carolynlmazloomi)32:25 - Atsushi & Keiko Futatsuya of Sashiko Story (@sashikostory)32:39 - Kristin Barrus (@kristinbarrus)Follow Melissa:Instagram - @quiltallthethings_https://www.quiltallthethings.com/Follow Us:Amanda: @broadclothstudio https://broadclothstudio.com/Wendy: @the.weekendquilter https://the-weekendquilter.com/Quilt Buzz: @quilt.buzzhttps://quiltbuzzpodcast.com/Intro/Outro Music:Golden Hour by Vlad Gluschenko

Today's episode will be a very special one, as I will be joined by a dear friend and huge inspiration for me, Chris Harder. I've known Chris for fifteen years, and during that period, he has accomplished so much. Up until the recession, Chris worked for the largest bank in the world at the time. After leaving the banking industry, Chris looked to his wife, Lori, to be his business partner. Together, they've co-founded four multimillion-dollar companies and backed 16 successful start-ups. With his co-founder Matt, Chris has recently been working on his own venture, which will be a peer-to-peer lending software that launches in August of 2023. This app will positively change the way we will lend and borrow money.Chris and I discuss co-founders in businesses. You will learn whether your business is ready for a co-founder and more importantly, how to find the right co-founder for you. As you may guess, finding the right co-founder is incredibly important for the success and longevity of your company and Chris knows all the right ways to make sure you find the right fit. Listen to Similar Episodes:Incorporating personal development tools into your business and cultureUsing Human Design to Build the Right Team with Stacy GissalImplementing the Enneagram into Your Culture with Tracy O'Malley* Connect with me on IG @jackie.koch_* Find more information on my website www.jackiekoch.com

Hear why it's so crucial for success to build effective teams My guest today is a remarkable individual, Mark Samuel, who's now written seven business books. I interviewed Mark back in June of 2019 and thought he had such a powerful message about how to get people to change, even when they really don't want to, that I had him back. Today's podcast is about his most recent book, Reimagine Teams: The Missing Piece in Team Building to Achieve Breakthrough Results. Our discussion focuses on the vital role of accountability, which makes teams work or fail. With over 30 years' experience in the business world, Mark is a transformative leader, having helped hundreds of companies overcome stagnation, transform their businesses, and eliminate toxic work cultures to increase profits, morale and customer experience. Does your culture need an overhaul? Be sure to listen in! Watch and listen to our conversation here How do you rebuild your company culture as we come out of the pandemic? In our podcast, Mark and I had a wonderful time discussing our shared interest in the success of companies working together in what we all call "teams." But teams, teaming and team development are being rethought today as our workplaces and work styles change. These are very fast-changing times. I used to tell my clients, if they wanted to change, have a crisis or create one, and I never wanted to see a crisis like we're coming out of, but we're coming out of it. The problem is that people are unsettled as we come out of the post-pandemic period; the old habits are gone. They don't quite know what's going on. They were attached to what they knew before the pandemic. Now they have become adjusted to the post-pandemic workplace. And looking ahead, they don't know what's coming. They want to go back, but you can't go back. So how do we go forward? Often a business leader's solution is to assemble the team. But what type of team? And how should it perform as business leaders rebuild the culture for the post-pandemic phase? Bringing about real changes that last through team-building As an internationally sought-after speaker and consultant for his B STATE methodology (Bold Leadership, Brave Culture, Breakthrough Results), Mark trains leaders on implementing sustainable changes. As he shares in our podcast, "For decades, corporate team building has consisted of style inventories, communication skill building, and teamwork games like ropes courses, trust falls, and escape rooms. While these activities might bring a team closer together as friends and are certainly fun, they have little to do with building job-related teamwork." His message for us: Accountability. Organizations have become accountable just for activity, getting things done, doing things, rather than the outcome of what we are trying to accomplish by the doing of it. You must have teams and they must be accountable. And building effective teams requires practice at being a team. Just like sports teams and music groups which practice what they're going to perform, business teams must practice their performance as a team, not just as a group of individuals trying to get along. After listening to this interview, you'll come away understanding how the old legacies hold us back from success, such as siloed departments, measurements and assessments that miss the mark, and outdated teamwork exercises that don't translate back to the workplace. Teams should work seamlessly toward common goals, and Mark tells us how. You can connect with Mark on Twitter, Facebook, LinkedIn, or his websites BState.com or MarkSamuel.com. Or you can email him at marks@impaqcorp.com. For a deeper dive into how to achieve culture change, we recommend these: Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Podcast: Jacqueline Kibler—Want To Grow? Take A Good Hard Look At Your Culture Podcast: Mike Scott—Creating A Culture Of Accountability Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Businessand On the Brink: A Fresh Lens to Take Your Business to New Heights Our website: Simon Associates Management Consultants   Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm your host and your guide, and my job is to get you off the brink. I love to go looking for people who are going to help you see, feel and think in new ways so you can get off the brink. Our job is to help you soar again; that's often difficult in fast changing-times. These are very fast-changing times. I used to tell my clients, because I specialize in helping organizations that need to change or adapt to change, I used to say that if you want to change, have a crisis or create one. I never wanted to see a crisis like we're coming out of, but we're coming out of it. The problem as we come out of the post-pandemic period is that people are unsettled, their habits are gone. They don't quite know what's going on. They were attached to what they knew and they don't know what's coming next. They want to go back, but you can't go back. So how do we go forward? And often the solution is to assemble the team. The team can take us and the leader can manage that team better. So today I'm going to bring in Mark Samuel who's now written six books on teams. And we're going to talk about lots of things. So I'm going to tell you a little bit about his newest book, Reimagine Teams: The Missing Piece in Team Building to Achieve Breakthrough Results, a pretty cover. And it's not that big, so you can actually read it. But what's really more important is what he's going to help you understand a little bit about. He's the founder and CEO of Impact, served as a thought leader for developing accountable leaders and creating clinical organizations. That word accountable should not be underestimated. He's done it for over 35 years. The author of five books, as I mentioned, the bestselling B State: A New Roadmap for Bold Leadership, Brave Culture and Breakthrough Results. This book is written with Sarah Samuel, a writer and copy editor for Impact. And he may tell you a little bit about who Sarah is. But this is a time for us to think in new ways about what we've always assumed. So I want you to think about your team. What teams do you belong to in your organization outside of the organization? Think about what you did as a kid growing up. Did you play on the baseball team? The kickball team? What was the team and why was it important? And now I'm going to introduce you to Mark Samuel who I'm going to ask to tell you about his own journey so you know who he is. And then we'll get to the teaming and what he's doing now to reimagine teams. Mark, who are you? What's your journey? Mark Samuel: Well, thanks, Andi. That was a wonderful introduction. And you're so spot on around talking about change. My background is that I came from teams, in a sense. I mean, I started on baseball teams, and I went to music groups, then my daughter was involved with acting and that I looked at as a team. So I've had all these experiences with teams. And then when I got into graduate school, my focus was on teams. I was taught by one of the top professors, Dr. Newton Margulies from UC Irvine. He was a practitioner, not just a theorist. So he was excellent at building teams and was wonderful. But what I discovered along the way, on my journey and my path, was that the ways that I was taught to build teams in school and university actually didn't work as well as expected, and that's when I had to relook and reimagine what a team is all about. And that's when I drew upon my sports, and my music background. Andi Simon: The epiphany that you had, as you write about it, is important to share. How do we have an epiphany, an aha moment, where we're not going to do more of the same because it's not working? But what could work? What would you see? So tell the listener or the viewer what happened to make you say, Stop, this is an old way of doing things. It's not working anymore. But what does work? What was the moment? Mark Samuel: Well, it was a very distinct moment where I was getting great evaluations on my team building. I had just worked with an executive team and came back three months later to meet with the CEO. As I'm going down the hall, I'm seeing people that were on the team, the other executives, and they're literally coming up and hugging me and saying, "That was wonderful. I had the best experience. It was so good. It changed my life." My head is getting bigger. I was quite young at the time and I'm feeling just on top of the world. And then I asked a very innocent question, which is, "Oh, and how's the team doing?" And they go, "Oh, well, the team is just as dysfunctional as it ever was. But boy, it was a great experience for me, and everyone loved your session." Literally, my heart just stopped. Like, I literally became so discouraged and depressed in that moment. I was in shock. And again, as young as I was at that time, for me, it was, if I'm not going to be effective at what I'm doing, then I'm getting out of this. I don't belong in this business if I can't get a better result. I really took it that seriously. And, you know, and again, I was glad that people got whatever value they did. But my purpose was building the team. Andi Simon: Hold that thought for a moment because it is to build the team, but what you heard and saw was that the effectiveness of the team wasn't improving. They built a team that was still dysfunctional, but an interesting commentary on "Well done, but not right." And I have several leadership academies and I find it interesting because we're working on teams and teaming. But there's a mythology around a team about how you build it. And what works and doesn't work? What are we trying to achieve here? What did you discover? Mark Samuel: I discovered that the focus on relationships were great, it certainly built better relationships. It didn't mean they were more effective as a team, and didn't mean that their execution as a team was any better. When execution breaks down, then eventually it's going to affect your relationships because you can't count on each other. That's the true meaning of accountability, and if you can't eventually trust it, you don't have relationship trust. That's the thing about trust. That's so interesting. There's a relationship trust, which like, you can have dinner together, we can socialize together. But what's different is execution trust, where I can count on you to keep commitments, keep agreements, come through on time, communicate with me, include me in a decision that affects me. That's execution trust, very different than relationship trust. Andi Simon: That it almost sounds abstract. It's so interesting because if it was a baseball team...we have been watching the Mets win. I'm willing to stay up till 10 o'clock at night to watch that team really team up. A little different, or a musical orchestra that plays great music. How do they all do that? Well, they do it as a team. So what goes on in business where we can't see or hear the music? Or see the hits? What is it that's so interesting about business, where we can talk about a team, but not very likely? Mark Samuel: Oh, that's a great question. And there is one huge difference. Whether you're talking about sports, baseball, as an example, or music, the way we learn the team is on the field, not off the field. You've got to get on the field. Gotta get into a rehearsal hall, and it's playing with each other that actually not only builds the execution, but also builds the relationships because we're working together and communicating. But it's real time, real life. It's not, "Oh, let's talk about the theory of communicating." We're actually having to communicate to play with each other. And we don't do that in organizations. Organizations will tell you we don't have downtime. We're always in the game. We don't have that off time. And I'm saying, "What do you think you're doing in meetings? Yes. Meetings. You're not serving customers?" "Meetings? Oh, I know what we're doing. We're talking about status updates, sharing information." But why aren't we practicing our execution in our meetings by surfacing and solving problems, making decisions, moving things forward, talking about what didn't work, just the same way as we would do that in a music group or athletic team? Andi Simon: So in a sense, metaphorically, not necessarily, in fact, and whether it's remote or in person, asynchronous or otherwise, that gathering of time has to have a new purpose. It isn't simply to gather. When I joined Montefiore Medical Center as an executive, a long time ago, I was fascinated because I came out of banking. And in financial services, I'm not quite sure the meetings had more purpose, but we did have an agenda and we usually had takeaways and some things that we were going to do, but in healthcare, they just attended and the meeting had no agenda and no takeaways. And I left wondering, "What is my purpose to be there? And I heard what was going on but now what is this, simply a communication methodology of sharing stuff?" And to your point, but I wasn't savvy enough to know that this is dysfunctional. It was the way we did things. So how do we turn meetings into something which is more like a baseball team practicing to win than it is simply to appear and be seen and to do? Mark Samuel: I mean, what's so interesting is when you're going to hear the answer become so obvious. We all want to be successful. And the only thing basically that keeps us from being successful are the challenges and obstacles along the way. Why don't we make meetings about surfacing and solving those obstacles? Anything that's going to get in the way of us being successful is what we talk about and resolve, not based on one person's agenda or politics or hierarchy, whatever, it doesn't matter. We've got problems that are keeping us from being successful. Let's remove those. And quite honestly, I look at that as the role of leadership. In particular, leadership teams need to be focused on removing obstacles, so the people that report to them can get their work done successfully. Andi Simon: I bet you have some illustrative cases that you can share, am I right? Mark Samuel: Yeah, the ones that become the most obvious are the breakdowns between departments that are currently siloed off working on their own. And now they have to come together. This can be in a medical center, it could be in a manufacturing facility, it doesn't matter. But any time the left hand doesn't know what the right hand is doing, and there's a breakdown, we need to surface it. And it's all about coordination. It's all about communication, but not just communication in terms of information flow, it's communication to let people know changes. What's going on? Where are difficulties that we need to let each other know ahead of time? This all happens, by the way, in music groups and sports teams all the time. They're literally practicing that. So in a way, organizations need to do the same thing. I just heard of one the other day where a department was implementing a new change, and didn't tell the other departments until the email came out and all the leaders were caught off guard. Like, I actually don't know how to talk about this or answer any questions because I wasn't made aware of this ahead of time. And it's such a simple thing. And yet, it constantly happens. Andi Simon: Why does it happen? I mean, I'm thinking about all the companies I've worked with, and am working with. Now it would seem simple to ensure that everybody knows what's going to happen, how it's going to happen, to discuss some of the obstacles that are going to be faced, and how to ensure that why the point of what we're doing has purpose, and actually gets done, as opposed to creates chaos, which sounds like this is what happened here. But why don't we think about it? How do you change it? Mark Samuel: Well, it's actually interesting enough. This might surprise you, but it actually has to do with the word accountability and what we're accountable for. Because organizations have become accountable for activity, getting things done, doing things, rather than the outcome of what we are trying to accomplish by the doing of it. And so in a sense, that department checked it off the list, we did it, we created the change, we communicated it, that's part of the checkoff. It wasn't outcome driven to what's actually going to make this change successful for everybody. They weren't thinking of that. They were only thinking of, "My job is to do something." And when you then add in the silo behaviors, that I'm not really thinking about my impact on others, I'm only thinking about what I need to do, what's on my plate and the activities, then it's a formula for disaster, because I'm not going to communicate it. I'm not going to be thinking about the result of it and what's going to set everybody up for success. And that's where we have to shift our thinking around accountability. I'm accountable. I'm not accountable for doing things. I'm accountable for accomplishing something that's greater than my department, greater than my function. Andi Simon: I love what you're talking about and so timely, but tell me how do you make that happen? I'm anxious to pick your brain, because the skills that we bring to our clients sometimes get stale, but more often, we would love to learn what others have done effectively. So help me help my clients with what has worked well. Mark Samuel: Well, again, there's actually a simple answer that we're not doing and that is that when you start, this is actually in some respects a middle management issue, not senior management. Senior managers, they're meeting together all the time. Middle managers don't have a purpose as a team. They're there to support their executive and optimize their department. But that's not actually true. What we need to do is bring middle managers together, make them a team responsible for the organization's excellence and culture. They're the bridge between direction and getting it done. But they don't have a common purpose unless you are a team, so what we do is we actually get middle managers, we sometimes will bring in 40 to 50 people in a room, but create a common purpose of what we're about as a middle management leadership team. That now becomes overriding compared to just our functional area. We become in service to something greater, which is the whole organization, but we do it as a team. And we make that purpose operational excellence and culture. Andi Simon: Don't you love it? It's just so timely and important. Amy Edmondson is working on teaming and raises some interesting questions about exactly what you're saying. I love if we don't have a purpose among those managers that shared, there's no game we're playing together. I don't know whethe I'm hitting the ball or catching the ball. I don't know how my efforts affect yours. Amy talks a lot about teaming across departments, similar to what you're talking about. But you don't talk about it as action call teaming. You're talking about a team but I have a hunch there's behavior modification here as well. What kind of behaviors change as this middle management team emerges? I think it's important to visualize it. Mark Samuel: Absolutely. And this is where the focus that we've been having in many several books out right now is on habits, you know, atomic habits and individual habits. But the problem with those, with that concept is, it's focused on individual habits. And when you really look at baseball teams, football teams, music groups, basketball teams, it doesn't matter, acting, they're actually developing team habits. How do you turn a double play? How do you transition from one piece of the music to another? That's a team habit. We're all listening. We're all cooperating, we're all communicating. We create team habits around how we surface and solve problems together. How do we make decisions in a timely manner but in an inclusive manner? How do we set criteria for what success looks like? How do we even make sure that we're communicating with one voice? By the way, that one habit is the biggest game changer for culture of anything I've ever worked with before. When you get the whole team, deciding, "How do we communicate? When do we communicate? And how will we respond to questions and concerns in a common way?" Andi Simon: Do you know how hard that is? I mean, I'm a culture change expert. And following this story, I worked with a company and they brought their 12 leaders there and they each had a different story about what the culture was there. They did. I said, "Okay, where do we start? There's one octopus running in different directions because you haven't shared a common story. And if you're going to change the culture, and now we need to craft that new one, how are we doing? What are we doing? Where are we doing and it has to fit into those corporate top level strategies, as well as what you would like people to actually do." This is just so timely and important. Other thoughts? Mark Samuel: Well, can I give you an example. In healthcare, I was working with a medical center, and the leadership team needed to make some changes. The resistance came from physicians; as you know, that's a tough cookie to crack. I mean, first of all, they don't work for the medical center. They're independent, they work in conjunction with it and they had some very loud, aggressive physicians who were always resistant to change. And when we implemented this "speak with one voice," they all then started to recognize what was the resistance and instead of reacting to it, they planned ahead of time how they would respond. Literally in three months from being so unified, that resistance went completely away. Andi Simon: Don't you love it? So you actually happened to change? Mark Samuel: It shocked me actually. I didn't know that that would be as powerful as it was, but it was amazing. Andi Simon: And when you say things like "speak with one voice," I'm curious about the support for that. How did you meet? Did they meet often? Did they reinforce it through communication channels? What were some of the methodologies? Because typically, you agree, and then you go off on your own. And every day, you remember what you thought you were going to do. And the voice gets diluted into many voices. "Yes, do that." Mark Samuel: Well, we created a team habit. And a team habit is really a process of behaviors. So it has an order to it. And they had a wonderful team habit that said, we're going to understand, we're all going to message this together, and we're all going to agree on the message. And then we're going to brainstorm what's the ideal way to have the greatest impact on our audience. Do we do it through written? Do we do it verbally? Or both? So they literally strategized communication. I always tell groups, just to interrupt my own story for a second, the purpose of communication is never to share information. The purpose of communication is to manage the response you get from the information you're sharing. And that's a whole mindset change because now it's not just about getting information out. So they're looking at, How do we get the best response, and then anticipate what the resistance would be, and how they would respond well. And here's a trick that was going on there. If a physician didn't like what they heard, they went to another manager to get a different story. Now, when they went around that person, they got the same story, if they even got the same article that referenced why they were making the change. And the person said, "Okay, I already got this article from this other guy, stop it already. I'll just cooperate." Andi Simon: Talk a little bit more. And then we can wrap it up. Behavior modification isn't easy. And I don't care. I tell people, I don't care if you're going to Weight Watchers to lose weight. Or you're going to exercise every day because it's essential for your well-being. How are you going to even change your calendar, so you have a gratitude diary. At the end of the day, the habits are powerful. Your brain hates the unfamiliar. It would much rather do what it's always done. It has a story in there that's true. That story is true, but in your mind, that illusion of reality is your reality. And so consequently, anything on the outside just interrupts it, knowing your amygdala deletes it. It hijacks it. It isn't personal, this is human. And, consequently, team habits are a great concept because you've got to get everyone's mind to see the same story and to share the same reality and behave in a different fashion. And you're going to help each other with the behavior modification. Some thoughts? Mark Samuel: Yes. And you brought up something that's to me so important; it goes back to my younger days. I'm a perpetual dieter since I was a kid. But I'll tell you, it's always easier to stick to the diet when my family is doing the same diet than when I'm eating boring chicken and broccoli and they're eating pizza just doesn't work the same way. The same is true in an organization. The one thing that's great is, they become a support system for each other because it's a team habit, not an individual. I've got, we're all struggling with the same habit. So there's a bit of forgiveness in that and camaraderie if you can do it and support and encouragement. But there's one other factor. And it really goes back to my accountability days. And that is, we never plan for perfection. We always plan for proactive recovery. And so we're never worried about us not being perfect in the new habit. We've already set up recovery plans for when we get off track. How do we gently get back on track in a supportive way, without allowing too much time? I always tell people when I'm dieting, my problem has always been that my recovery plan has been about two or three years. Yeah, have a one-day recovery plan and then every day it'll work. Andi Simon: You and poor diets, the challenges humans have, almost all of us do. I once saw a great quote from Mary Barra I think. She said, "It isn't a destination, it's a journey." And I do think that managing leading organizations are journeys where you have lots of people and you're trying to get them to see where you're going and know that you're going to detour along the way and keep moving forward. And I love the concept of team habits. So we're going to reimagine teams. Two or three thoughts you want the audience not to forget. Let's wrap us up with some good insight. Mark Samuel: Yeah. First of all, when you come together as a team, don't be thinking about the problems of today. Create what would be ideal in an optimal way a year from now. Think in terms of a year and discuss it not based on styles, think of it in terms of what outcomes, what's the reputation we want to have as leaders or as a department in terms of how we're supporting the big, the greater organization and make it future focused so that we can all align to what we want. And in a practical way, not just a philosophical one. It's got to be practical for the challenges of that organization. Andi Simon: Good. Now, let's emphasize that. At the end of the day, the teams don't exist to be nice. They exist to have good execution, to be accountable, use the word accountable. I love execution, we gotta get the outcomes. You gotta get it done. There's something going on. Now, you'll recognize what isn't working. You're never quite sure why because you're doing your job. But what's going on, it's not happening. So that somehow we are a great organization, but it's not going where we want to go. So let's assume all the people are good people. They're skilled at what they do, but they're just not collaboratively. So to use your analogy, if you don't practice the team habit of a double play, when the ball comes to you on the field, you stop and think about where to throw it, as opposed to sending it right to second. So it goes to, first you have to double play. How many times are you going to play that over and over and over and over again in your head before you know if the ball comes to you, you know where to throw it? That's where I go. It's a habit. And the team knows that they've got to move to the base to pick it up. And it isn't thought about. A golfer told me that 749 times I have to hit the ball before my mind stops interrupting it. And heavy comes a habit. I haven't hit the ball 749 times yet, but that mind gets in the way every time. And so that'll make it into that new habit. And so the amygdala hijacking it makes it say, "Oh, that was wonderful." Mark, if they want to get your book or they want to reach you consulting, what kinds of things do you offer people? Mark Samuel: Well, we offer lots of articles that are free to view. We do have our books, obviously, we have self-learning systems. And the best way to do that is just go to reimagineteams.com. It's all right there for everyone to see, everything that we have to offer. And it's easy to engage with us. We do have a monthly newsletter that we put out for people, as well as podcasts and things like that, which we're doing. So it's just a wonderful resource because we really made it for people to gather as much information and learn as much as they can without having to invest much. So reimagineteams.com is the place to go. Andi Simon: So I have Mark Samuel with me today on On the Brink. Now remember, my job is to get you off the brink. So if you're on the brink, and you aren't quite sure what to do, reimagining teams might be exactly what you need. And a little help might help as well. For me, my two books are selling extremely well: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights. They're both about change, which is what we do. We specialize in helping organizations change. And I'd love to help you. So if you want to see, feel and think in new ways, if you're stuck or stalled, get ahold of us at info@Andisimon.com. and we'll see how we can help. And Mark is here to help you as well. We do it in similar ways. I love to share with you smart people. We're going to give you insight so that you, too, can change. It's not easy. Mark, thank you for joining me today. It's been a pleasure. Mark Samuel: Thank you Andi. This is really great. Thank you. Andi Simon: And for all of you who came, as you always do, you know we're in the top 5% of global podcasts. Keep pushing them along, share, because there's nothing better than sharing good stuff. Take care. Bye bye.

Your Culture and Correct Communication are the fundamentals that are needed in order to have a successful agency.  Joel joins me to talk about these 3 Cs and uncover the nine modules that UPP has developed to help you bring these fundamentals to the forefront of your agency. Highlights: Core values are the heartbeat of […] The post Episode 184: The 3 Cs of Your Agency Success appeared first on Unstoppable Profit Podcast | Hosted by Mike Stromsoe.

Culture.  Webster's defines it in the corporate realm as: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.  How aware are YOU of YOUR COMPANY'S culture?  When's the last time you really stopped and took a look at it?  How does it align with your OWN personal values as a Christ follower?  And if you're a leader, what are you doing to ensure your culture aligns with God's word and will?  Romans 12:2, “Don't copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think.  Then you will learn to know God's will for you, which is good and pleasing and perfect.”  What is ONE ACTION you will take THIS WEEK, to align YOUR CULTURE with God's will?

The Expectations You Can't Meet Gap: The Real Heartbreaker - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

Expectations & AccountabilityLeading with Clear Expectations - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

Managing Expectations - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

The Expectations Gap - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

What's Your Personal Brand?What's Your Personal Brand? - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

The Dream ManagerWhy Your Company Needs The Dream Manager - Matthew KellyHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

The Secret to Business - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

Become a Culture AdvocateCulture Eats Strategy for Breakfast - Matthew Kelly - Floyd ConsultingHow Healthy is Your Culture at Work? Take this free Culture Assessment and let's find out. You will receive a customized report and action plan in your email box minutes after you complete this short assessment. https://www.floydconsulting.com/culture This Series is based on the book THE CULTURE SOLUTION by NEW YORK TIMES bestselling author and founder of FLOYD CONSULTING Matthew Kelly. If you are looking for a life-coach, a business coach, or an executive coach, contact Floyd today: https://www.FloydConsulting.com/coaching To order a copy of THE CULTURE SOLUTION click here: https://amzn.to/3zRz2Ak If you have not read LIFE IS MESSY, order your copy today: https://amzn.to/2TTgZKn Subscribe to Matthew's YouTube Channel today! https://www.youtube.com/c/MatthewKellyAuthor/featured?sub_confirmation=1https://www.matthewkelly.comGet Matthew's 60 Second Wisdom delivered to your inbox: https://www.matthewkelly.com/subscribe The Best Version of Yourself and 60 Second Wisdom are registered trademarks. #MatthewKelly #BestVersionOfYourself #BestVersion

 Hear how to really live diversity, equity and inclusion  This was a very special podcast with Dr. Rohini Anand, a global strategic Diversity, Equity and Inclusion (DEI) leader. A published author, Dr. Anand's new book, Leading Global Diversity, Equity, and Inclusion: A Guide for Systemic Change in Multinational Organizations, sets the stage for her own journey as a pioneer in DEI and a woman helping global companies transform their organizations, one person at a time. You are going to enjoy learning from Dr. Anand. Open your notebooks, iPads or computers and get ready to capture the innovations, the insights and the impact she is making, and which you can as well. I just love women who are changing the world! Watch and listen to our conversation here Rohini's 5 principles for truly bringing about DEI change: The first principle: Make it local. Global change has to be anchored in an understanding of the local context. It has to be rooted in the local particulars informed by the history, the culture, the language and mores of each place. The second: Leaders change to lead change. And we know very well that commitment from senior leadership is absolutely fundamental to ensuring that the DEI is sustained. The third: It's good business to institute DEI, and without a compelling reason for change. We all know 70% of change efforts fail. But there's reasons this sort of change narrative has to be congruent with the organization's purpose and how business is done. The fourth: Go deep, wide, and inside out. Organizations are interconnected systems that work in concert with each other. DEI needs to be infused in the internal processes and systems and externally, so you have to take a systems approach. And the fifth principle: Know what matters and counter. Metrics clearly provide a global framework, a cohesive narrative to spotlight problem areas and solutions. To be instruments for change, they've got to have the right metrics, and you've got to hold your teams accountable. To contact Rohini, go to LinkedIn and Twitter, email her at rohinianand1121@gmail.com and visit her website www.rohinianand.com. Want to know more about DEI and culture change? Start here  Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Blog: How Storytelling Can Transform Your Culture And Energize Your Team Podcast: Kim Graham Lee—How To Build A Culture Where Men And Women Truly Support Each Other Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Businessand On the Brink: A Fresh Lens to Take Your Business to New Heights Our website: Simon Associates Management Consultants   Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm your host and your guide. And I've started to tell people on our podcast a little bit more about me, because they keep asking, Who are you? So I'm a corporate anthropologist, and I've specialized for most of my career helping organizations and the people inside them change. And you must recognize that people hate change, your brains would just as soon I go away. But the podcast came about after my book, On the Brink: A Fresh Lens to Take Your Business to New Heights, was published and won an award. And my second book just won an award as well, Rethink: Smashing The Myths of Women in Business. I'm honored to be able to share with you my insights into how people can change, and particularly how corporate cultures must change. So today's guest is a very special woman. I can't wait to share her with you: Rohini Anand. I met Rohini through the Women Business Collaborative, where I'm a member, and she is as well. I read her new book, Leading Global Diversity, Equity, and Inclusion: A Guide for Systemic Change in Multinational Organizations. Rohini has a wonderful perspective. I'm going to tell you a little bit about her and then let her tell you about her own journey. But remember, our job is to help you see, feel and think in some new ways so you can do something. And the questions around diversity, equity and inclusion are profound. I cannot tell you how many CEOs have said to me, it took me three months to hire some people to diversify my culture. They only lasted three months. And I said, Okay, we have a bigger question here about what is your culture? And why should people belong to it? And humans want to belong. So here's Rohini's background. She is a strategic Diversity, Equity and Inclusion expert, highly sought-after board member, a published author and speaker. She is recognized as a pioneer in DEI (Diversity, Equity and Inclusion) and has been on the forefront of leading businesses through lasting change for corporations, not for nonprofit organizations and government agencies worldwide. She was previously senior vice president of corporate responsibility and Global Chief Diversity Officer for Sodexo. And under her leadership, the Sodexo brand became synonymous with leadership in diversity, corporate responsibility and wellness. And I have a hunch she's going to tell you a little bit about her journey. But I'm excited because both in her book and in her work, she's actually making things happen. And for all of you who are wondering, How do you make DEI happen?, you need to listen carefully because this is what's happening. And now the question is, how can we share it so you can do it as well? Rohini, thank you for joining me today. Rohini Anand: Thank you. I'm delighted to be with you, Andi. And looking forward to the conversation. Andi Simon: Let's begin, who is Rohini? What's been your journey? Share it with the listeners, they love the stories. Rohini Anand: Yeah, as you know, anyone involved in diversity, equity and inclusion work, this book is very personal for them. And my story is integral to who I am. I actually grew up in Mumbai, India, and growing up in India, almost everyone sort of looked like me. It is a country with a lot of diversity, many socio-economic classes, religions, ethnicities, languages, etc. I belong to the majority religion, Hinduism, and surrounded by others like me. I had the privilege of not having to think about my identity. So I moved to the United States as a teenager, and went to graduate school. And that really was my inflection point in my both literal and metaphorical journey. And I have to say that my identity shifted from being a person who saw herself as the center of her world to being a foreigner to being an immigrant to being a minority, and I was totally unprepared for that. So it was only when I was identified as a minority did I realize the privileges that came with being part of a majority. I was part of the majority growing up in India, but I had not recognized my privilege in that way. And honestly, I was unable to until I was perceived as a minority and I experienced things differently. So the realization that identity is situational is fluid and informs the research that I did for my PhD and still informs my work. So I would say that this vocation is very personal to me, understanding what it means to be perceived as a minority, as an outsider, is very much at the heart of diversity, equity and inclusion work. And I am fortunate that my vocation and my avocation are perfectly aligned. So it's a little bit about my journey to the work that I do today. I continue to do this work. You're right, I worked for Sodexo for 18 years. And we were hired from Sodexo in 2020, just before COVID hit, was the time to write my book. And since then I've been doing booktalks, strategic coaching and advising, and I'm on several boards, but I continue to do this work that's so meaningful to me. It is part of who I am. Andi Simon: Well, being who you are, when you were at Sodexo, I have a hunch you explored and learned a great deal about the challenges of building a diverse culture, particularly a global one. Now is that a good place for us to start to talk about the learnings that went on there because it was very profound. You went from India, I've been to India, it's quite a complicated place. And coming here, discovering a culture that had a different attitude, different values, everything about you being here was different. And somehow you had to find a way of belonging, and humans want to belong. Some of the insights that came from the Sodexo experience would be really helpful, I think, to our listeners. Rohini Anand: So Andi, when I joined Sodexo, there was a fairly serious lawsuit. And I didn't quite understand or really recognize the seriousness of that lawsuit until about six months after I was hired, when it was certified as a class action lawsuit that was settled for over $80 million. It was a discrimination lawsuit filed by African Americans in the company. And I share that because you know what I say in the book, and the journey really was from class action to best in class. So that was the sort of situation that I stepped into. But with the support of leadership, we were able to change the culture around and became known for leadership and diversity, equity and inclusion in the United States. And then it was a question of scaling this work globally. So what I found was that doing this global DEI work is very complex. It's very dynamic. There's no checklist, there's no playbook, I don't even think any best practices are adequate. But there were these five principles that showed up each time when I did the work that are absolutely critical. And they provide a true line. Each of the principles is simple. It's a simple statement. It's based on my experiences, but also experiences of my colleagues who've done the heavy lifting in their organizations. They're simple, but they're disruptive. And they don't provide any sort of standards, the plug and play templates based on what's worked in the US, because that's been a foundational mistake—to replicate what works in one part of the world, in other parts of the world. So these principles can be applied with sensitivity to any culture, and really empower global leaders to develop their own solutions, not to mimic any one experience, but really develop their own solutions. So the principles are, and this is what I think is absolutely foundational in doing this culture change work, because it is about transformation, it's about culture change. The first step is make it local. And global change has to be anchored in an understanding of the local context. It has to be rooted in the local particulars informed by the history, the culture, the language and mores of each place. We have to consider the power dynamics, identify those that are the subordinate and not subordinate in dominant groups, identify how identity is defined, how it's expressed. But understanding doesn't mean accepting the status quo. Because outside influence can be cancerous for change. They can raise issues that those within a culture may not be able to see. Like, I was not able to see my own privilege, because of power dynamics. But this works best when local change agents are empowered to partner with outside influencers. So it's about pushing the status quo, disrupting and pushing for change, but doing it with an understanding of the local context. The second is what I call leaders change to lead change. And we know very well that commitment from senior leadership is absolutely fundamental to ensuring that the DEI is sustained. And when leaders embrace the DEI with authentic purpose and passion, the organization goes from performative action to sustainable progress. So leaders really need to internalize the benefit of doing it to themselves personally, and to the organization, that often requires the destruction of their worldview, and the painful work of introspection. And this happens often through stories, not necessarily data. But I think it's important as leaders do seek out these disruptive experiences as they take ownership of their own learning, and be mindful of the toll that it takes for people with those lived experiences to share the experiences again and again and again. And so it takes leaders who intentionally prioritize the DEI as they would any other business imperative. So that's the second principle: leaders change lead change. The third is: it's good business to, and without a compelling reason for change. We all know 70% of change efforts fail. But there's reasons this sort of change narrative has to be congruent with the organization's purpose and how business is done. The fourth principle is: go deep, wide, and inside out. And that really speaks to the fact that organizations are interconnected systems that work in concert with each other. And DEI needs to be infused in the internal processes and systems and externally, so you have to take a systems approach. And then the last one, the fifth principle is: know what matters and counter. And metrics clearly provide a global framework, a cohesive narrative to spotlight problem areas and solutions. And to be instruments for change, they've got to have the right metrics, and you've got to hold your teams accountable. So make local leaders change to lead change. And it's good business to go deep, wide and inside out and know what matters. These five principles I think are absolutely critical to any change. Andi Simon: Well, I love your principles. They are very much congruent with the culture change work that we do. But there are some things I'd like to dig a little deeper into, because the leader changing the way they see diversity, and equity and inclusion are essential. They're the leader. The question is, how do you get them to change? Remember, we live the story in our minds. If we don't collaborate with our mind, our mind does exactly what it thinks we want it to do. And so the research on the mind is so compelling. Now, the question is, how do we get leaders to change that story, so that it isn't the outsider who you're bringing in sort of gratuitously, the outsider is essential to the growth of the organization, and how we now build a culture where we value that diversity as opposed to want to eliminate it, or control it or put it into a certain box. The thing that always worries me, having been an executive in two banks, you said you tend to bring in the diversity and put them into buckets where they belong. And they were sort of a stereotype of what kind of jobs they should hold, and where those people should be. And that by itself wasn't diversity, or equity or inclusion. It was a different way of building mosaics, which wasn't particularly good. Share with us. And I'm particularly interested in, How do I start with the leader? Because I think that's where we have to start. Rohini Anand: You're absolutely right, we do have to start there. Let me share two quick stories. So you know, one story is about a particular leader who mentored a woman who is part of the organization, and she managed high security facilities. And after mentoring her, he came to me and he said, "If you had presented me with two candidates, a male and a female, and asked me to hire the best qualified candidate for a high security facility, I would have chosen the man because you need an aggressive, assertive leadership style. So it's a dangerous environment, I would never have chosen the woman." But he says, after having mentored this woman, who's extremely effective, "She has a different leadership style. And she is very effective. She gets the assignment. I will never let an unconscious bias impact my talent decisions again." So I think that's the story of basically providing leaders with disruptive experiences that help to shake their worldview, provide them a different perspective, expose them to people who are not necessarily like themselves, in this case, a woman with a different leadership style, so that they can actually do this work of introspection and emerge in a way that really shifts their perspective, their thinking, their worldview. We don't know what we don't know. So this leader was able to internalize that experience. The other story that I have is a leader who listened to all these stories about diversity, equity and inclusion and was not buying. I had some Sodexo specific data, but he was not necessarily convinced. He got involved in a cross-company mentoring program along with other CEOs. He wanted to network with other CEOs and this was networking on the topic of diversity and he mentored a woman from a different organization and developed a trusting relationship with her. She got laid off, and she had discussed and shared with him her lived experiences being marginalized, being discriminated against as the only woman on the executive team, and he listened with sort of this newfound interest. And he came to me and he said, "I just cannot believe that women have these kinds of experiences in the workplace. She was the only woman on her executive team." He said, "This is unacceptable. I want all 12 of my direct reports to mentor a woman from a different part of the organization." So they did, and of the 12 women that were mentored/sponsored, because it wasn't just mentoring, these were senior executives who actually sponsored these women, nine out of the 12 got senior positions, either as country heads, or heads of large pieces of business. Now, again, it took the lived experiences of this woman. It came close to home, he developed a relationship with her. He listened to her, and it was her lived experiences that helped to shift his perspective. So I think storytelling and lived experiences can be very beneficial. But I will caution that it is very tiring for those that have experienced these lived experiences to share them again and again and again. And we have to really maximize the impact of those lived experiences. But also, leaders have to take responsibility for their own learning at the end of the day. So I think those are sort of two stories. I have one more if you have time. Andi Simon: I'm a storyteller. And I think that what you capture in the story, that you said that the leaders have to change their leadership. And the question is, Okay, how do I do that? And experiential learning is where we learn best. You can't learn from a book and you can't learn from listening to me. What is it you really mean? How does that really feel? Another story? Rohini Anand: So this story is actually the CEO, previous year, to Excel. And globally, as you know, most companies focus on gender just because race and ethnicity translates very differently in different parts of the world. It doesn't translate in many parts of the world. And this was a Frenchman in France. The word "race" was actually struck from the French constitution in 2018, for historical reasons. So when we started talking about ethnicity and race, he said to me, "Why dilute the focus on gender by bringing in all these other strands of diversity, because race doesn't translate in France, it doesn't translate in many parts of Europe." And he was right. And so I realized that I needed to expand his worldview. And to do that, I invited him to an employee resource group meeting by the African American employee resource group in the United States. He attended that meeting, one of maybe two French men who were at that meeting, one of the only white men at the meeting. He listened to the lived experiences, particularly of the Black men, Black leaders in that meeting. And it was very moving, because now he knew these people, again, these stories came close to home. He listened to the experiences outside and within the organization, so that listening to the lived experiences, combined with his experience of being a minority, was very disruptive for him. And he went on after the murder of George Floyd to send this really heartfelt message to the organization, something he wouldn't have done under normal circumstances, and in succession planning meetings and talent review discussions. Yes, you cannot gather data about people's race and ethnicity in Europe, but nothing, no one stops you from asking the questions. So when individuals say, "We have diversity, we have Belgians, and we have folks from the Netherlands and from Switzerland and Austria, and Germany," the question would be, "That's wonderful. And how many of them are Black people?" So he was able to ask those questions. Again, it was a very disruptive experience for him. And what's wonderful is, many of these leaders have gone on to other organizations and have taken this secessionist connection, this learning that they've had, and become allies and started to bring about the culture change in the other organizations. Andi Simon: You are alluding to something very important. Two things I want to talk about. People are copycats, and they need to see others. You can call them role models, but unless somebody who they can admire is doing something differently, they would just as soon move away from it, hijack it and not be the solo solitary leader there. So building that base is important. Rohini Anand: If I can just add to that, you're absolutely right, Andi. And when he talks about this notion of belonging, we often say an employee's sense of belonging to the culture of an organization, but there's another dimension of belonging. And that dimension of belonging is the need for a leader and organization to belong to an elite group of companies that are committed to DEI. So I want to identify with other companies that are seen as diversity elite companies and want to be part of that. There's this desire to belong to other organizations that are seen as having credibility. Andi Simon: Because they feed off each other. Because the contagion is a healthy one, because if I'm doing it, and they're doing it, somehow together, the whole ship rises. But if I'm doing it alone, that's a long road home all by myself, solitary. It's very challenging. The other side of what you were talking about, though, I experienced as a woman, and I am not a woman of color, although I have a niece who's biracial, and we talk all the time about the challenges of being different. I was an executive in a bank, and I went to a board meeting, and there were 49 men, a nun and me. I didn't say anything. And for many years, I was the sole woman on any executive team. And the challenge for a woman in that story is how to navigate what role to play. We're role players, I often think of life as theater. And I remember changing the conversations. I learned new ways of behaving, how to dress, how to perform, particularly when you are in a room of mostly men, and you are not exactly being asked anything to contribute. I can't tell you how many times I was the only or among the few. And I do think it's changing. And I'm glad that I can date myself. But the other thing is, how do you advise or counsel those who are now being brought in to diversify? The gentleman I mentioned who spent three months recruiting a woman of color to join his organization and they only stayed three months was angry at her for not belonging. And I said to him, "Why is it her problem? And a combination? It's not your problem or her problem? You brought her into a place that wasn't welcoming, where there was nobody who looked like her. How are you going to change this? And what is the role of the person being anointed with this diversity banner to have to come in and do something for you?" Some advice or experiences, stories to share? Rohini Anand: In terms of being the only, and you know, I think a woman of color is the double only, which is the other piece, as a woman and as a woman of color. And I think you're right, I think very often, when you are the only one, it's difficult to speak up. I do think that is what helps a lot, is if you can get allies and male allies within the room. So having the conversations outside to find out who can be an ally, who can amplify your voice, who can say when you talk, "That will work." Who can say, "We haven't heard from Rohini yet, perhaps we should hear what she has to contribute." Those kinds of allies I think are really important. It's sort of a double edged sword, because in a sense, usually the allies are the ones who have the power, the ones with the dominant group are white males. So in a sense, we're asking someone to validate us as women, aren't we. And the other side of it is, in some senses, you're using their power to upend their power. So there's two sides to this. And I think it has to be used strategically, but I think allies are one piece. I think the other piece of advice that I would give is, just be true to who you are, you have to be authentic. I think imitating someone else's leadership style or a male style does not work because it does us a disservice. I think being authentic is absolutely critical. And I think the third piece is, before you can join an organization, do research, because an organization that is not welcoming of someone who looks like you doesn't deserve you. So do your research. And if you need to, walk away. There are other options that you have, particularly today with the talent shortages. So I think that organizations will have to change in order to provide a welcoming environment. I have millennial daughters, and you know, I know numerous people who have walked away from organizations because they didn't see someone like themselves. And they didn't think that it was a female friendly organization. Andi Simon: Well, as I'm listening to you, it's not a bad time to think about wrapping up because you and I could talk for a long time about this. And I know you can with great expertise. I think that the times are changing, and I'd like our listeners to walk away from Rohini and take away two or three things that you think they should focus on. And you have your principles, I like them. I love the fact that we're talking about how to make them actionable principles, but what do you actually do if you're going to do it local, what would be the top two or three things that they should remember, because I want them to do something when they leave. Rohini Anand: So I think the one piece of change really happens at the intersection of people and processes, and you have to impact both. So I would encourage, on the personal level, to see how you can be an ally for others regardless of who they are in the organization. And then I would say, look at how you can dismantle those processes that are tenacious, that have advantages for some and have created disadvantages for others. So, work both the people and the process piece. And then I think this power of storytelling is amazing. Even in terms of bringing along allies, I think it's really important, but I think, use those stories with discretion because of the toll it takes on those that have lived experiences. But you know, work at the intersection of people and processes would be my one big takeaway. Andi Simon: Where can they find both you and your book, to reach you? Rohini Anand: Thank you so much. So my website is www.rohini.com. And my book, Leading Global Diversity, Equity, and Inclusion, is available on Amazon, and all of the other major outlets. Also you can order it through my website. Andi Simon: It's a great book. It's great to read it. I want to add one last thought to our listeners. If you don't know Judith Glaser's work on conversational intelligence, go take a look at it. Judith was an observational, an organizational anthropologist who passed away a couple of years ago, but when she was doing neuroscience work, she said something very profound. If you say, "I'm the brain," it gets full of cortisol and flies away from it, it becomes a battleground. It's a threat. But if you say, "We, the oxytocin, the bonding hormones, really make love there." So as you're thinking about this, diversity, equity, inclusion is about us. And if you start talking about what we can do together, it's a much healthier environment for us to actually do it, the bonding that happens. It is natural for the brain. And so don't underestimate the power of the body to respond to the way you're talking and the conversations that we're having today, around how do we build a better world where people are part of a larger organization that can all together rise, and do better together because they care about each other. And I can't tell you what a pleasure it's been to have you here today. Thank you. Rohini. Rohini Anand: Thank you, Andi. This is wonderful. Andi Simon: So I'll wrap up for my listeners and my viewers. My audience is terrific. You've put us in the top 5% of podcasts globally. Thank you so much. And you send me great people to interview which I just enjoy tremendously. And my job is to help you see, feel and think in new ways to do something that you hate to do: embrace change. These are changing times. Please open up and try to do it with great joy. Bye bye now. Have a great day. Thank you. 

The New 3rd Studio Album From The New Orleans Rap Duo Does A Solid Job In Continuing The New Direction. RATE: 7.5/10 Favorites: 1000 Blunts, Genesis, F*****g Your Culture, Ashes Of Luxury, Resistance Is Useless, Eulogy, $uicideBoy$ Were Better In 2015, Unlucky Me, The Evil That Men Do Least Favorite: Matte Black, Escape From Babylon Keep On Craving My Lil Junkies

How should people find the right organization to work with? How can people, and organizations build a culture and a brand? Aligning values with organizations, addressing workplace conflicts, bad bosses, and more on this episode as we cover digital and social HR in the first of the People & HR Series of Voice of Achievers. Our guest is Gautam Ghosh, an independent HR Consultant, specializing in employer branding, and helping organizations tell their stories by leveraging digital media. With over 2 decades of professional experience at organizations like Flipkart, Deloitte & Touche and earlier in the HR and Learning & Development function in organizations like Dell, Hewlett Packard and Satyam Computer Services among others. Gautam has been listed as the number 1 HR influencer by SHRM & the 7th in the list of Top Most Social HR Experts on Twitter in the world by HuffPost. He has also been featured as an HR thought leader on Forbes while his blogs have found a place in books and research papers. Hear him talk about; (02:30) – Picking organizations based on personal values (06:00) – Reading between the lines about organizations + forming opinions about an organization (07:45) - Tatas and their people culture leading to policies for India & the world- 8hour shifts & more (08:30) – Glassdoor, Linked In, and leveraging the power of information (09:30) – Digital & Social HR- leveraging social mediums as employees and employers (10:00) – Your Culture is your Brand- a brief from the book ‘Delivering Happiness by Tony Hsieh' (12:00) - Keeping enthusiasm alive in remote workplaces; managers being taught how to manage remote workforces (14:00) – The power of ‘asynchronous meetings' and ensuring participation of everyone even the silent ones in meetings (16:00) - Why all people cannot be people managers; Relinquishing vs Seeking control (18:00) – The power of expression and opinions showcased publicly- blogs, Twitter, Linked In and more- capturing unstructured knowledge (21:00) - Refining ideas based on feedback & managing disagreements both online and offline (22:30) –Workplace Conflicts and the power of a Solution Mindset vs a Debating Mindset (24:30) – The top 3 things you must know as a people manager (26:30) - Communicating good and bad news top down and bottom up (27:30) – The process-people dichotomy in HR- you don't have to like people to be in HR (29.00) – The 2 kinds of HR people- drafting policies and questioning them Original Music by Joseph Mc Dade Drop us a note on Instagram, Facebook, LinkedIn or Twitter @voice_of_achievers Or write in directly to editor@voiceofachievers.com We're listening to you. Don't forget to follow us on Spotify, Stitcher, Apple, Google, JioSaavn, Gaana or wherever you're listening to us! You can follow us and leave us feedback on Facebook, Instagram, and Twitter @eplogmedia, For partnerships/queries send you can send us an email at bonjour@eplog.media. DISCLAIMER: The views expressed on all the shows produced and distributed by Ep.Log Media are personal to the host and the guest of the shows respectively and with no intention to harm the sentiments of any individual/organization.The said content is not obscene or blasphemous or defamatory of any event and/or person deceased or alive or in contempt of court or breach of contract or breach of privilege, or in violation of any provisions of the statute, nor hurt the sentiments of any religious groups/ person/government/non-government authorities and/or breach or be against any declared public policy of any nation or state. See omnystudio.com/listener for privacy information.

On this episode, Brian Orlando and Om Patel talk through their experiences in corporate buyouts (aka. a merger or acquisition). Why do they typically happen? How do you know they're about to happen? What to expect when they do happen? ...and, most importantly, what we've seen in our combined 8 experiences going through M&As on both the acquiring side and the acquiree side. Also, acquiree isn't a real word, but then, aren't all words made up?0:00 Intro0:36 Topic Intro - M&A1:46 Three Reasons Acquisitions Happen5:55 Warning Signs of an Acquisition12:07 More Warnings: Resignations & Stock Manipulation15:26 What to Expect, Here We Go16:00 Media Blitz19:06 Don't Panic & Stick Around21:41 Or Don't Stick Around23:40 Nothing is Going to Change29:56 Feeling Left Out, Lost, or Listless35:47 Controls & Cost-Cutting47:51 Loss of Perks or Benefits52:41 Being the Acquirer55:48 Byzantine Financial Controls1:04:40 Pay Attention to Debt1:07:12 Your Culture will Change1:12:05 Sticking Around1:15:37 Wrap-Up= = = = = = = = = = = =Watch it on YouTube:https://youtu.be/eWi5X0HCSIwPlease Subscribe to our YouTube Channel:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1= = = = = = = = = = = = Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-PodcastStitcher:https://www.stitcher.com/show/agile-podcast-2= = = = = = = = = = = = AA61 - Experiences in Corporate Buyouts (Mergers & Acquisitions)

Hear how your organization should embrace change to grow   George Swisher is a former marketing entrepreneur and management consultant. He has a 15-year track record of improving company performance and shifting cultures to effective change management. He currently is co-founder and CEO of www.changeforce.ai, a software platform that helps leaders manage organizational change more precisely by analyzing the sentiment of company conversations in real time. A really interesting platform. Remember, I'm a corporate anthropologist who, like George, helps companies change, so I loved this interview. So will you. Watch and listen to our conversation here When you begin to change, things aren't all changing at the same time And you're not quite sure if it's moving at all, and sometimes you're moving a battleship with an oar. You're just hoping it's moving somewhere. But the technology which George has developed can identify where a culture is moving, which areas are strong and which are not.  First, he gathers data about what your culture is currently so you can make smarter decisions, whether you're a frontline employee, manager, director or executive entrepreneur. Then his software analyzes this data to help you scale what you are doing to do it faster, and save money. In essence, he helps you build better change processes of how you get things done so you can inform that process with meaningful information. In our podcast, we talk a great deal about George's own personal journey. You will love this conversation. Then come and share your own new ideas and see how they can soar. For a deeper dive into how to change your corporate culture so you can soar Blog: Need To Change Your Organization's Culture? 6 Best Ways To Do It. Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Podcast: Tristan White—A Great Place To Work Starts With A Great Culture Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. I'm Andi Simon, and as you know, I'm your host and your guide. And my job is to help you get off the brink. I go looking for interesting people who are going to do just that. They will help you see, feel and think in new ways so that you can begin to soar again. These have been unusual times. I used to say, if you want to change, have a crisis or create one. I never expected a crisis of this sort. But I also preach, don't waste a crisis. Because it's a time where people will let you change, they will blame it on unexpected things. You'll never know where it can take you. So today I have with me George Swisher. Let me tell you about George just a little bit, because we have some very interesting and important conversations about technology and transformation to share with you. George is a former marketing entrepreneur and management consultant. He has a 15-year track record of improving company performance, and shifting cultures to effective change management. He currently is a co-founder and CEO of Changeforce.ai. You should look it up. It's a software platform that helps leaders manage organizational change more precisely by analyzing the sentiment of company objectives in real time. It's really an interesting platform. Remember, I'm a corporate anthropologist, and I like to help companies change. The question is, when you begin to change, things aren't all changing at the same time. And you're not quite sure if it's moving at all. And sometimes you're moving a battleship with an oar and you're hoping it's moving somewhere. And the technology that George has is very interesting as a way of identifying where it's strong or it's not. But today, we want to talk about culture, technology and business so we can see what's happening and where we're going. George, thanks so much for joining me. George Swisher: Thanks for having me, I'm really excited. Andi Simon: We are too. Tell the listeners about your own journey, because it's a perfect setup for where you are and where you're going. Who is George? And what's your journey?  George Swisher: That's great. It's a great way to start. I think you know, in talking today, my hope was to help people understand how technology can really help them. So it's less about the software. It's more about, where were the pivotal points in my personal path that got me to where I realized that I needed to have technology as a utility to make better decisions or be more effective in the work that I was responsible for. And so I was actually lucky to be a guest lecturer last night at Columbia. My co-founder, Dr. Nabil Ahmad, teaches a class on organizational strategy. He had a young group in there last night. And when I got home, I was taking the train home, and it reminded me of the moment, I remember exactly where I was, how old I was, when there was a huge tipping point where I said, Wow, if technology isn't a part of what I'm doing, I'm not going to be able to succeed at the path that I want. And, this group was really intelligent. So a lot of great questions reminded me of when I was about 19 years old. So I was young. Luckily, I went into the workforce young, I was going to school and working at the same time. So at 19, you can imagine you're doing all kinds of different things, trying to do studies, trying to get a job done. And I was working for one of the largest railroad companies in the country. I was sitting there and I was a part of a team of about 20 people. It was an operational management and customer service, not the most innovative departments usually. So they had hired a tech consultant who came in and he developed a basic Microsoft access database with a pretty front end on it. That pretty much took the team from 20 people to two people. And I was lucky enough to be one of the two people that got to stay. And what he ended up doing was figuring out a way to make managing customer service more efficient with less people. Some people thought it was bad. I thought it was brilliant. And that became the moment I was like, Wow, this person just came in and what I thought was my job today just completely changed in less than 24 hours. And it really made him look like a superhero to the company. Now of course the people who lost their jobs, it wasn't great for, but in terms of an organization and leadership, and what they were trying to do, here was this very simple thing that he did that completely changed that organization. And then this was a billion dollar company, right? This was a big, big deal. And it's when I realized that I needed to have a superpower like that if I was going to be able to go from a supervisor, which I was at the time, a young supervisor, to manager to director to executive to leadership. If I didn't have that kind of utility belt where I can just bolt on different pieces of technology to be my superpowers, I was gonna have to go at a much slower pace than I was willing to do. And that just became that time where it was. It was scary because I just watched 18 people lose their jobs because of technology. So I was a little bit fearful of it. But I was very intrigued by that. If I can use it the right way, it will help me beat out other people, bcause that's what I was at that age, that's all I was looking to do was build a career. Fast forward about five years, I ended up moving up in that company, by using that strategy. So I actually dropped out of school, and decided to spend that same time discovering different technologies, and what could I not do physically, that some type of software or technology could help me either gain information that I didn't have readily available to me, and that can be in many different ways, or to make something more efficient. If it can make it more efficient, it has that ripple effect of scale, speed, cost, efficiency and savings. And I knew if I can do that, that I could beat out a lot of other people who may have more formalized education. Five years later, I was running about a $50 million business unit at the age of 24, which is crazy to me at times. And that was almost 20 years ago, because I had beat out candidates who had MBAs, who had more work experience, but really couldn't understand how to create that speed and scale and cost effectiveness that I was able to do. And that's how I got into that position. And so last night just reminded me of how many leaders didn't get the luxury that I had to figure that out, as they've been moving through their careers. And what's always funny is when we have these conversations, a lot of times people ask so many questions about the physical technology, like, are you building it? Are you building artificial intelligence? What is machine learning? They get so into the details, which happened last night with these young leaders. My advice to them was, It's not about learning how to be an engineer, it's more of understanding what can't you do today? Is there some type of technology that can help you do that better, faster, more informed? If you can do that, you'll win the battle, right? If you go to hold it down into the hole, you get lost into the engineering world, which you don't want to. And so, I think that timeframe was really the moment where I just never looked back. Everything that I did, every career decision I made, hinged on the fact that I could constantly explore, and eventually I got into building our own technologies if we couldn't find them. So if there wasn't something out there, and we knew that we could have efficiency, I ended up becoming an entrepreneur at 25 and built a service organization. In consulting, you had technology enabling IT services, where we progressed really quickly. And that was the first time I had sold a company at the age of 30. And so I always come back to what enabled me to do all that was the fact that I was constantly trying to find ways to have superpowers beyond what I was able to do in a human capacity. And it ended up being some form of technology that did it. And that's why I feel like it's important to listeners. Andi Simon: Let me ask you a question as if I'm your audience asking you the question. Let's assume that we are like your Columbia students last night. What would be three things that are important for the listeners? Let's assume they're on the brink and they too want to soar. What is it they should look at and what should they see? How should it feel? What are we thinking about here, because you made an important point. It's not about being an engineer, it's not about the details of AI or machine learning or robots. It's a bigger picture that you're preaching. And if I hear you, which is that society is going through a great transformation, it's almost as big as the introduction of farming or fire or in the transformation. But if my audience is like your students, some of your observations would be very helpful to share your thoughts. George Swisher: So I will try to do three. One would be understanding what information you can not get your hands on today? I always love this idea of this concept, and there's a company that's called What If. They've done a great idea just to sit in a room and go, What if I could gain access to this information? And whatever that is, right? Information we hear now is data or big data, just get rid of the words. Just think about information, if you could figure out what information would inform you to make better decisions so it doesn't matter what role you're in. If I can get information about currently, it's going to enable me to actually make a smarter decision whether I'm a frontline employee, manager, director, executive entrepreneur, it doesn't matter. So I think number one it is to focus on that: what information do you need that you currently can't get today? And then try to find where you can get that. And the reality is, there most likely is some way to get that. You don't always have to build it. But there is some way that you most likely can put two softwares together. That's where you work with your engineers and go, Hey, take these two things, and put them together and give me the output because that output is going to allow me to make a decision that's going to scale what I'm doing, do it faster, save money. I think that's that one piece of finding information. Two is kind of the next step to that, which is, Is there a way that I can be more efficient in what we are trying to do. So if I'm a leader in an organization, I have one departmental kind of view, and then I understand what the company objectives are. How do I ladder up to that? Most of the people in the organization don't know how that works. There's huge limitations and where you can have efficiency. And I think efficiency is such a great, powerful tool, if you can figure out a way to get things done faster, more cost effectively, at a larger reach, you can have a greater impact. I think that is where you can turn information into a viable use. And so no matter what role you're in, if you can take those two things, and apply it before you make your decision and go, Is there information that I don't have access to? Can I get it? And then where's the efficiency in what I'm trying to do? Are there things out there that can help me do it more efficient, because then when you make your decision, you'll invest time, money, and resources behind those two things. Getting more information makes me make better decisions, being more efficient in the way we're trying to do something, which has a greater impact. I think the third part I was mentioning before and the advice that we gave the group last night is actually at the same company that I had that technology awakening. After that happened, and I stopped, I told my general manager at the time, Hey, I'm going to leave school, I want to invest more time in learning technology. And I said, You know, how does my job affect you and your job and what the company is trying to get done? Because I want to make sure that I don't go anywhere. I just watched 18 people be let go and I don't want to be let go. So as innocent as that was, my general manager at a very big business said, Have a seat. I got to learn how my job fit in as one of the cogs of the whole big picture. So as I continue to make decisions, I learned how this contributes to the bigger picture. Whether I agree with it or not, I think this is the ego you have to almost put aside. How do I fit into that bigger picture? Because I'm trying to fight my way up the ladder, how do I know what that ladder is and where I connect the dots? So I think that's the third advice. Third point that I would make is, If you can master those three things, you can become an incredibly effective leader, entrepreneur, decision-maker, which is where I personally believe that's where you want to invest your time. There are skills that you need to learn. But if you can master those three things, and know that technology fits into two of them, you can really move in the direction you want, better and faster. Andi Simon: Let me ask you my slightly burning question. A number of years ago, I taught several times for healthcare strategists, Your data is talking to you, can you hear it? As I'm listening to you, the challenge that leaders have is understanding what the data is telling them, the information and insights. The challenge was an abundance of data, not necessarily at the time the tools to analyze it for them. It wasn't artificial intelligence that was doing data analytics and telling you what to do as a result. There was just raw stuff. And part of that was, How do I turn it into the right stories for the right people to listen to so that they could make the right decisions and act in the right way? Think of a healthcare system. The stories they had to tell the C-suite were different from the ones they told the doctors, which were ones that were going to be different from facilities management, or from people who are going to be taking care of patients. They didn't understand that it wasn't one story. This was one pie chart. Those were the stories that they told, that affirmed what they already knew, not what the data was telling them. And they only found the data that conformed to that mind-story as opposed to transformed it. So I found it was very challenging to help them understand that the data was telling them something different from what they believed to be true. The expression, The only truth is, there's no truth. Like you are now opening up a whole, I won't call it a can of worms, but an interesting opportunity for leaders to understand what the data, the technology, can provide for the things that you mentioned: scale faster, and save money. That's a whole new strategy. So how do we help them as leaders understand what's upon them? I bet you were having that conversation with your general manager when you said, I don't want to leave, what do I have to do? You're smiling at me. So share with the listeners your thoughts about how they really warm up to this new stuff? Don't be afraid?  George Swisher: I think bravery is an incredibly powerful emotion that can help you overcome a lot of things. And I think I feel that I was lucky because I was mentored that way to have that bravery and just go at things and take the risk. I think this is not an uncommon theme that leads to just being okay with failure. Sometimes you're gonna make mistakes and you can fail fast and fix it fast and learn from it. You know that speed is the critical part. And I agree with you in the sense that we are in information overload. There are so many different sources of data that people don't necessarily know what to do with that, and it's kind of just thrown at them. This is what you don't have access to, you figure out what to do with it. I think if you haven't been trained to look at data, it's difficult. I feel like this kind of led me to the current path of doing work similar to yourself and the consulting side. The more I could understand how people were feeling or what was going on, specifically related to my objectives, the more informed I would be. If I give a tangible example, think of employee engagement surveys. This has been a hot button for five, six years: post surveys, all that stuff. It's great, but it is a ton of information. And a lot of times I feel like teams are getting that information from a manager for a department that came from the HR team and so forth. They're having to interpret it and relate it to what they're actually responsible for as the decision maker. This to me is the breaking point. That can we're opening up to say, information is important, but I want information specific to what I'm responsible for. And if I'm in a role that's connected to also what the company is trying to achieve, get rid of the noise and just give me that information so I can make effective decisions. So in a professional setting, I think that is where we have gotten to a stage. Let's take the healthcare example. What if something could actually tell you if you had an objective, which was to improve patient care. But as broad as that is, which is usually what objectives look like, super, super broad, there was a defined what is considered a good outcome and a bad outcome. If I'm the leader that's responsible for improving patient care, if I define that improving patient care, a good scenario, and outcome would be that our patients are so happy when they leave here that they make sure that their family members come back here, as basic as that sounds. A bad outcome is people check out of your hospital early and file lawsuits against us because they think that we are not treating them correctly. Let's just say that that's the two ranges we're working with. If I was the person responsible for putting tactics in place, so hiring people, putting new tools in place, better processes and procedures, if I could know how all of the people who affect that decision, so think of the facilities teams, think of the technology teams, they took the doctors and the patients, these are data streams, if I could analyze those data streams and say, Wow, within this specific hospital versus this other hospital, we're scoring on the negative side of that outcome. But in this facility, we're scoring on the positive side. Where would I concentrate my money and my resources and my time? The facility that had the positive information vs. the one that had the negatively reporting information coming back? This is what technology has advanced us to today that we can actually figure out by looking at different communications how relatable that communication is to a specific objective that I'm responsible for. And it can rate that communication. And if it's closer to the good or the bad outcome, you can get that instantly. Andi Simon: I love what you're saying. It isn't about that individual who is attempting to make sense out of the data, turn it into information and make insights out of it. The technology is able to assess the data information and create the insights so that you're wiser. Because then the technology now is your partner in this, not simply a servant delivering raw stuff, that you've got to cook, am I correct?  George Swisher: You're right. You have the ability now as a leader to tell the technology what you lead. An example of that was like an objective and a good outcome and a bad outcome. If I tell the technology to only give me information back contextually related to that, and then tell me what's good and bad, because I already told you what the range was, how powerful would that be? In any decision that you were making? Andi Simon: Well, it takes away all of the complexity and uncertainty as long as you trust the data collected. The endless agony in healthcare we're having is that the doctors are very fast at discounting the data. And now the technology has to build the trust that it's great data and not bad data. Because I've been with too much poor data, people who are trying to convince not just the doctors, but the leadership, that the story that they're crafting is correct, not just "trust me." The uncertainties and unknowns become threatening to people who have very different stories in their minds about what the data ought to look like and what they believe to be true. You are developing content. We talked a little bit about what you've developed because I do think it offers a very powerful solution since I work with companies that need to change. One of the challenges is how we are changing. Talk a little bit about your platform because I think change force has enormous power, and people should be aware of it and people should start to think about how to use it.  George Swisher: Let's talk about the mission that we're trying to do and I think it relates back to what we were just saying. Let's use a different topic other than something in healthcare. Your book you wrote about women progressing in the business and leadership role, I think is a great, great topic. Our mission is to help leaders be more informed of the sentiment around the objectives they are trying to achieve in a very specific lane. There are all different ways that companies like yours, persons like yourself, and companies, are trying to help build better change processes of how you get things done. We just want to be able to inform that process with very meaningful information. So the way that we have focused that mission as the starting point has been where we can analyze communication platforms such as Slack, Microsoft Teams, employee engagement, survey data, emails, things like this, where our software, using artificial intelligence, natural language processing, is able to contextually understand the messages that are inside of those Slack channels, and how relatable they are to the objectives you're trying to achieve. So let's just say that we know that diversity, equity inclusion is a huge topic inside most organizations. Let's just say they have one of those objectives around empowering women to be better leaders and availability of being leaders inside the organization. You define a good outcome and a bad outcome. A good outcome is we are open and have every resource available to empower women to get through the ranks and become leaders in the organization. A bad outcome is we have complete roadblocks, biases and all these things are going on. Our software can actually analyze all those communication channels, contextually map and say, These are the conversations that are related to that specific objective around empowering women to become leaders in the organization. And it will read it from a score of A to F. Just go back to grade school above where those communications sit. So you have the ability to understand the specific contextual sentiment, not just negative positives. It's hard to kind of figure out what that means. If I know that good has a specific, measurable piece, and bad has a measurable indicator, and this is sitting in that range, I can understand what that means, as the decision maker. And the way that we've done it is, we allow our customer to compare that set of information across all different types of indicators. For example, you know locations, or, you know roles within the organization, employee type, almost any type of information stored in the human capital management software. It's like the workdays of the world. You can slice that data and go, Okay, well, I can see in this empowering women to be leaders in our organization, our scoring has been over in this region, or this department, or this age range of our company. And over here we are scoring an F. So the idea is that we're just trying to figure out what's going on.  What we've been able to see now is, especially with the pandemic, it's forced people to use more digital communications. Some companies are upwards of 90% of their communications that used to be verbal and in person is now some form of digital communication. We now can read that communication, and just give you some indication of where the barometer is today, and then track it over time. So if you make decisions to say, Okay, well, this one department is scoring in the D level around this. We need to put some training in place or some new processes or some new people in place. Our software actually does that analysis over a period of time so we can tell you whether it got better or worse. As you made a decision today, 30 days from now, it can see if that contextual sentiment got better or worse as you put those changes in place. Andi Simon: George, let me ask you to clarify just for my sake. Way back in Algebra 101 many, many too many years ago, the professor said, Out of context, data does not exist. And what I hear you saying is that we've been able to take through the technology that artificial intelligence, machine learning, all of the communication being done, and contextualize it. So we understand its meaning, and can give you insights into the conversations taking place around diversity, equity and inclusion, using that example. Am I correct to what I just said? And that is powerful, because data by itself has no meaning. So now the question is, an individual isn't contextualizing it. Artificial intelligence is putting it into context. And you're comfortable that it's doing it in a very accurate and insightful fashion. George Swisher: How fascinating. And this came back to your healthcare example, which is the trust of the data coming in. And so from today's state, the biggest advance that we've seen is the ability for natural language processing to start to truly contextualize data. Whether it's images, whether it's audio, whether it's text...doesn't matter. And that's what we are leaning into. Now, that is only as smart as the sources of data it's analyzing, where it's going in the future to continually build trust by adding more data. For example, within our software, connecting to communications is one kind of viewpoint. But if we then connect to task management software, we connect to Glassdoor reviews. We connect to company social media channels. We connect to performance reviews. So at every one of those data points, the great thing about the technology now is, it kind of works like our brain, where it can cross-reference multiple data points to come to the conclusion of what that sentiment score is. So it's almost validating what it believes. It thinks from the Slack message against what it read in a task inside of a task software and what it saw inside of the performance review. That to me is where the trust factor will just continually get better for humans under the realization that technology can process information and contextualize it faster and better than we can at some point because it can process so much information that we can't. Andi Simon: I sometimes get emails that I simply don't understand what they mean. And unless you understand that, meaning is not simply in the words or the sentence, but the underlying implications, meaning the feeling that's there. And so what you're telling me is that by pulling together all of these data points, we can in fact, contextualize the conversations going on and understand them. That is, maybe I will say, very true, very powerful, and weird. I mean, they're sort of like, I can't figure out what you just emailed me, I better call and find out what you meant. And I can't tell if you were angry, or happy or sad or frustrated. In the five words are the sentences that you put together, but the AI can do it better than I can. Now that is one powerful system. George Swisher: That's where the future state is. It will be able to contextualize it better than we most likely can. We're not there yet but it's getting there and it's advancing quickly. Part of what we do to train, if it's accurate or not, is to validate the response from a human. So in that same example of empowering women in leadership in an organization, let's say that it scrubbed all of the Slack or MSTN channels you have and it makes it a C. Well, we can actually open it up to let you know that leaders in the organization agree or disagree with that and score it with a B and it will train the model to get smarter the next time it tries to analyze another Slack message. And so you have this validation. That is where we will start to build trust as human beings without knowing it through the validating AI driven technologies. The biggest example of this is, most people have used some kind of support bot before. The support bots says, Did we answer your question? You say, No, you didn't. And here's what you didn't do. It is actually training the model to do an excellent contextualization that takes into account what you said. Andi Simon: I'm sitting here smiling. We're just about out of time, but I'm sorry, it's hard enough for humans to communicate well. Now we're adding something that might help us do a far better job of communicating well because we'll better understand. We all know the situation where I say one thing to you, and then I go and type something to someone else. The complexities of human beings in an AI world, and it is truly going to be a wonderful future. I was going to ask you what you see coming, but I have a hunch, I already know what's coming. In a sentence or two, what's your future prediction?  George Swisher: I feel like the future isn't that we're going to be replaced by robots or technology, I think that we will become almost like superheroes. We're going to be able to attach technology to us that will make us incredibly smart or powerful. And I think that's where this is going to meet. And there are some people who are trying to physically do that. You know, Elon Musk has got some interesting things going on. Whether we morally believe he should be doing it or not, but feeding these contextual data sources and things like this directly into our bodies, and our brains, I think is where it is actually going.  Andi Simon: The coevolution that's happening is making us realize that from the time we became meaning-makers, 50,000 years ago, we have been creating the environments in which we live. We're the only species that's completely global. But there's still one of us and 40,000 species of ants, but somehow we keep changing ourselves, and our minds and bodies are evolving. And this is going to be a really interesting next phase that we're unsure of. But we've always been unsure. And now the trick is, how do we stop for a moment and say what role do I want to play with this? You can't resist, you can get so attached to that shiny object, you won't leave it. But the world is changing. And it would really be cool if you let go and began to lead forward, because I do think we're going to need some real smart people to help us leap forward like yourself.  George Swisher: I think my last point would be, we went through this you mentioned earlier, it's kind of like industrial evolution. Think about if you were here, 150 years ago, when we had industrialization for cars.Imagine how afraid people were that it was turning the horse and buggy into a machine. And we're no different than that, we just evolve with it. I think that's the fear, we all just need to remember that we constantly have been in this state. This is just a different type of state. And we just need to be okay with that. Andi Simon: Well, and I do think once you get okay with it, it's really quite exciting. Then to your point, for 4,000 years, we rode horses, and then came this car. And next thing you knew, they were putting barbed wire and throwing rocks into it, they were terrified of this car. And now we're getting electric vehicles that are autonomous. Who knows where we're going next? So welcome to the world of humans. George, thanks so much for being here. I'm not going to ask you three things for people to remember. But I am going to ask you, How they can reach you if they'd like to know more about what you're doing. Because I think that the whole conversation today is about all the things that we don't want them to forget. And I do think this is a time where the technology, the person, and the way we live is all through great transformation. So you've got to pay attention and lead on. How can they reach you? George Swisher: I think the best way is to reach me at George Swisher on LinkedIn, or George@changeforce.ai. Those are the two best ways to get to me and I'm happy to continue this conversation with anyone. I think my effort is to help share what we've learned, not to sell software. So whatever we can do to help. Nabil and I both always have that same kind of educational angle. Andi Simon: You are a perfect guest on our podcast because our job is to get off the brink and help people soar by helping them see, feel and think in new ways. And to be honest with you, I don't think this is an incrementalist time. This is a transformational time. It's not doing a little better. And what we used to have, it's a battle, a whole new way of doing things. And I am excited to share your thoughts and to help people realize that they don't have to just get stuck. People keep asking when they're going to go back to what was. And I tell them, They're just not coming back. But neither are we sure what's coming next. So enjoy the journey. It's a great time to be alive and enjoying a whole new way of seeing things. Thanks again. For all of my listeners, thanks for coming to On the Brink. My job is to help you get off the brink to help you see, feel and think in new ways. You can read my books: On the Brink: A Fresh Lens to Take Your Business to New Heights on Amazon as well as Rethink: Smashing The Myths of Women in Business. To George's point, our job is to help us smash those myths that are holding people back, women in particular, and open up the door because we are transforming the way our society both embraces women or not, and then begins to realize that the world is changing. So let's all get behind it and move forward. You can reach me at info@Andisimon.com. And I love your emails. We're in the top 5% of global podcasts. Thank you. Thank you for coming. Refer more people to us like George. They are great and they bring us great joy. Thanks, George for being here today.

Hear why a great customer experience means everything I am always excited to share a great woman's story with you, our audience. Melissa Copeland is a great woman to know. She had a wonderful career, as so many women have had, only to discover that flying all over the world was not great for her family, or even herself. She pivoted and launched Blue Orbit Consulting, which allowed her to refocus her attention on clients closer to home and on projects dear to her heart—like improving customer interactions for her customers. Our conversations roam all around the challenges she, and I, see among our clients as their customers are changing, service expectations have dramatically shifted (where fast means right now), and staffing has become an uphill climb, to say the least. What to do? Call Melissa, who brings her expertise in organizational transitions and interpersonal growth and development to the task at hand. Clients love her approach, and I think you will as well. Enjoy.  Watch and listen to our conversation here At SAMC, the topic of culture change is one we know a great deal about What I enjoy when I have someone like Melissa on the podcast is how we can share our ideas, experiences and know-how and continue to learn from each other. You can certainly read in my book, On the Brink: A Fresh Lens to Take Your Business to New Heights, how frustrating it is for companies, then and now, to address the core service imperative of their organization's business. My hope is that you take away some great ideas and great learning around how to step back and look at your own business with fresh eyes, and see where you need to make some changes that will make all the diference. If you'd like to reach out to Melissa, you can connect with her on LinkedIn or her website BlueOrbitConsulting.com, or email her at melissacopeland@blueorbitconsulting.com. More about culture change and how to motivate your employees to love their jobs Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Podcast: Marcella Bremer—Build a Better Business With an Amazing, Positive Culture Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    Read the transcript of our podcast here Andi Simon: Welcome to On the Brink with Andi Simon. Hi, as you know, I'm Andi Simon, I'm your host and your guide. My job is to get you off the brink and I go looking for people who have really interesting ideas to share with you to help you see, feel and think in new ways. That's why today I have Melissa Copeland. And Melissa is here to talk about the customers of tomorrow, and how to serve them. But what's really interesting is her own journey and what she sees going on in the market, and how she can help you see it through that fresh lens that I want you to have. Remember, time to get off the brink, and the times they are changing. So let's soar together. Melissa, thank you for joining me today.  Melissa Copeland: Thanks for having me.  Andi Simon: Share with the listeners, who is Melissa and when and how did you get to where you are now? And why are you so interested in it? Please share your story.  Melissa Copeland: Sure, it's a wandering path, but I think many people have those nowadays. It was less common when I started working, but I actually started as a documentary producer producing travel documentaries and traveling around the globe doing that which I love. It didn't take long, about two years, for me to learn that it was really hard to afford my rent and lunch and a bus pass on the salary a documentary producer makes. So I went to business school, and business school wasn't at all what I expected. It was much more of a structured education versus some of the intellectual inquiries that I was expecting to find. So if there is such a thing, it sounds like an oxymoron, but I was a bit of a countercultural business school student coming out of grad school. I landed in a job in strategy at what was then Ameritech, now AT&T. I was sent to one of the wholesale divisions. So think of the really technical engineering, kind of in the more old-fashioned parts of the company. And here I was, this kid who had been a documentary producer. And my background was in history and writing. And I learned to speak engineering, and I learned to speak pension. I had more fun than I ever thought I would in the corporate world. So I was rotated in the seven years that I was there, through almost every functional area. I got a taste of strategy, sales, marketing, and wound up doing two types of international assignments. One was a startup based in Chicago. And the second was an assignment based in Brussels, Belgium for two years. And those were amazing. A couple of the things that I really learned was that the language of business is really one of figuring out how to connect with people, and how to define problems, and then organize toward a solution, whether it's through collaboration, whether it's through directing, or self-directed teams, or any of those pieces. And so one of the things I didn't expect that I've used my entire career since then, was during that time in Brussels, the techniques that you learned growing up in the United States to influence people with money, or sales incentives, or performance incentives, didn't work the same way in a different culture and context. And that notion of what is my culture and context? And how do I get the results I need? One of the things I learned was, in the US, if you wanted to get something done, you have a meeting, you divide up the tasks, and everybody goes in, does it. In the situation I was in, in Brussels, if you had a meeting, the way to get people engaged was to give everybody the opportunity to participate in the brainstorming, right? So no matter what it was, if you call it brainstorming, people were highly engaged, because everyone wanted a piece of the ideas and to really feel like, what would they be called, an influencer, but to really be part of the solution, and then folks would happily go and participate in terms of behavior change. So that has actually become a signature part of the consulting I do today. Some from that role, I moved through a couple of different roles, but I stayed in that arena of really working on customer experience and employee experience, and helping folks move through changes that almost always benefit customer experience and customer loyalty. And that's when I would say my love affair with customer service and contact center organization started.  Andi Simon: You formed your company Blue Orbit Consulting in 2014. Typically, I would start any interview like this and read your résumé. But I really prefer you to talk about this journey because it's a setup for what's happened since you set up your own company. So how did you come about? Your insights are extremely valuable today. We don't motivate people by giving them more money that doesn't do anything for the research work. You can give them more money, but it doesn't mobilize them. It doesn't motivate them. It's not what makes them work. There's something that took you from being inside to being a consultant having your own company. What was the catalyst?  Melissa Copeland: So I worked for many years for a consulting firm called The Northridge Group and helped build the firm, and was able to be the generalist moving across a lot of areas. The firm had tremendous success. And I have one of those hard learnings. After about 12 years there, my kids were eight and five, and I was continuing to travel almost every week. And no matter where I was, I was on the wrong continent for somebody. And we got to a point where more often than not, it was my kids, you know, or team members or clients. But it really became a challenge that it was my kids that were on the wrong side of that. So I left and I wasn't sure what I was going to do. And that lasted, that break lasted about two months. And we learned that I was terrible at carpooling, that I hated doing laundry, and got rid of all of our household help. But, former clients and colleagues started calling with projects and saying, hey, you've always been really good and helped me think through hard problems, will you come help me do this global technical support? Will you come take a look at this process problem in my organization? And that's fundamentally how Blue Orbit was born. So in 2014, I formed Blue Orbit. It was just me, and a couple of high school and college babysitters taking care of my kids, you know, before and after school. And as the firm grew, I really drove more focus around not just taking  every phone call, though anyone that calls and says, can you help me think through this hard problem, I really enjoy hard problems. So I'm happy to help think them through, but really, drove more focus around the pieces that I think are really important as businesses grow and move forward. And that is thinking through not just the customer journey, and some of the buzzwords around that, but also thinking through the service design for how you support that customer journey, and more recently, a lot of emphasis around employee engagement. So how do you make it easier on the employees to deliver the service design and a fantastic customer experience. So little by little, as the firm grew, it started being engagements with me and then I started building more team-based engagements to be able to implement at large organizations. Then we land where we are today where the business supports both some startup companies that are just starting on that journey. It's tons of fun when we have a blank slate, and you're starting with the service design from the beginning. And then the large organizations where you might have hundreds or thousands of people that you're trying to orchestrate. And then it's really more that collaboration and building a funnel of ideas for how can we accomplish the goals we need to get to.  Andi Simon: You and I both understand the complexity of human interaction and conversations. And the question is, what do we say to whom in what way to get what done? And that's not casual, and every culture is different. The culture is inside each one of these, small, large and otherwise, whether in Belgium or in the States, or whatever they are, and just do things differently. And your description of the Belgium folks who wanted some autonomy, mastery and purpose, which is what we're talking about these days, was quite different than here where command and control tell you what to do, and tactical and practical, and not much gets done. So it's an interesting time. So some of the insights that you're pulling together, working over the last years, 2014 was a short long time ago. And between the pandemic and all the things going on with technology and customer transformation, there's some key themes that you and I chatted a little bit about. Can you share them with our listeners or our audience? I do think they are going through them and they want to know, what do I do now? How do I do this? Some thoughts?  Melissa Copeland: Sure. I love how you you reference the autonomy and the mastery. One of the pieces that I first tried to size up is that culture and context and organization. I do feel compelled typically to look at data, because you always have people in your team or your organization that need to be data driven. And then we also have to look at some of the more qualitative aspects of what does it take to drive change, like, are we talking about a jello situation where you're going in and going back out? Are we talking about a situation where people are highly receptive to doing things differently? Some of the themes and particularly changes since 2020, a big one affecting a lot of organizations, whether we call it the great resignation or not, but the balance of power has shifted in terms of employees making choices about where they want to be. And so I challenge that many large organizations and in particular contact centers are dealing with the vacancy rate in roles that may be as high as 30%. So I have two clients right now that are down about 30% of people. And that puts enormous pressure on the organization and its ability to serve customers. To that end, there are two big themes that I've been working with a lot of clients on. One is the theme around, what if the customer isn't always right? And so how do you handle that? The first studies I've seen in years, probably as long as I've been working in customer experience, started coming out in the fall, illustrating a significant change in customer behavior, meaning, historically, customers really cared about that the agent I spoke with was friendly, were they pleasant, so we'll call that friendliness. And then they care about, is my question answered, or has my problem been resolved? The shift in the research over the past six months is that customers care much more about how fast something happens. So the friendliness isn't at the top anymore, although I'd say it's table stakes in most organizations, it's really how quickly can you get to my question, or get me an answer. And can you do it in the media that I choose to interact with you in? So can you do it by voice? Can you do it by self service? Can you do it by chat? What are the different ways that I can connect with you? So that's one huge arena. The second that combines the two, getting answers quickly, and then struggling with kind of making the workplace attractive for employees and making their roles easier. And so I'll call that the employee engagement or employee enablement tools. So in customer service, and contact center, lots and lots has been written and talked about around how artificial intelligence or AI is used in bots and self service so customers can do things themselves. The real frontier that I've been working with clients on for the past year, and I think it'll become bigger in the next two years, is really around how do you use that power to enable human-to-human interaction? So how do I help an agent, right, be as quick and effective with a customer that wants to interact by voice? Or they have a question or a challenge that's too complicated for the self service arena and so how do you deploy those tools on the market in a way that really makes the agent's job easier, and makes employees feel like they can succeed in a difficult environment, or ultimately make that environment better? So I'd say those are the two big ones that I've been working with folks on that I think are the trends that are here to stay for at least 2022 to 2024.  Andi Simon: As a culture change expert, I'm curious, because I had one client who had a very bad help desk. And we actually suggested they go and make their folks remote before the pandemic. They were in a fabulous position when the pandemic hit. But the remote gave their staff a much better work environment and they lost the turnover. They speeded up the responses and they realized that having them come in and sit and wait and have to get things done in place was dysfunctional for this particular organization. They were an outsourced service provider, but what was important was that the people thought about it in terms of what mattered to them. Where did it matter that they work? What hours could they work, as opposed to a box that they had to fit into, and that autonomy and mastery. They needed something to motivate them to mobilize them to want to do this as opposed to being forced into it. And so that became interesting. My second point is that both consumers and employees are people. If you think of them as the same as very important people, then your customer and your staff are connected. It's not separate. And so now, if we step back and look at them as one ecosystem, it's no longer what the customer wants, it's how the employee and my customer can solve a problem together, collaboratively, as opposed to I'll do it in my time. You can't. It's really less adversarial or competitive and much more collegial. Are you seeing some of the same things?  Melissa Copeland: Absolutely. So I think one of the really interesting takeaways is, remote work is something that has been talked about for a long time. And then companies that explored it particularly for contact centers or tasted different pieces of it in very targeted areas. The pandemic forced folks to do it on a mass scale. And what many organizations found was no productivity was lost. What they had to do, though, was figure out how to recreate some of the cultural aspects that existed when you brought people together. It's a great example you give around the IT help desk because one of the bigger satisfiers for folks that work in centers are being able to have hours that they can manage more effectively. And so for a center, the benefit is that they can have more people working part time or split schedules or different approaches. And for employees, you've removed the transit piece. So they're more open to working. So I think those are often terrific solutions. And it's interesting to see organizations work through what's here to stay because when folks flipped the switch on March 2020, right, all the old processes went with them. There's a really interesting opportunity for organizations that are willing to take a hard look. It's one, I'll be honest, I thought it was going to happen in 2021 and it didn't happen that much around getting rid of some of the low value processes and activities. But I'm optimistic that this year will be the year that many organizations step back and say, we really need to do it that way, or can I make it easier on everybody. And then I don't think I can say it better than you did around the collegial approach to problem solving. So it's typically a terrific scenario, when you can have an agent empowered to conduct a conversation the way they want to. And that requires a couple of things. It requires organizational trust, and having the metrics or ways to measure the effectiveness of a conversation that go beyond process compliance. So a traditional way of doing it was, here's the process and you're measured on how you follow it that doesn't drive the autonomy and mastery of that process. But it doesn't drive mastery of the customer interaction. And so seeing more organizations move toward some of the enablement tools that in order to allow agents to have the conversation that they want and need to have with a customer, you have to solve the problem.  It's very different to achieve the same goal. So an example of some of the cooler new tools that are coming into play is some of the same artificial intelligence technology that makes self service bots work can be deployed to help agents. So the bot can be sort of listening, if you will, to the conversation and picking up key words and tone from the customer. And then prompt the agent. Here are some documents that might help you. Here are the links and the reference material so that the agent can focus on the conversation, not zooming through multiple apps, or wikis or web links, to find the information they need. And that goes toward your point around, you can really drive a collegial situation more than you can an adversarial one. You give the employee a great shot at success versus the employee feels like they're on the front line. Andi Simon: You raised a very important question. How do we evaluate, assess and appraise our employees? There was a great article that talked about how I never see them. I used to evaluate them based upon how I felt about it. I mean, some of the reaach proves that's how you evaluated them. It wasn't on their performance, per se, it was how you liked them or not. And so now they're having a difficult time knowing what to evaluate. It's not just compliance with a rigorous help desk script, or how fast you answer the phone, or how fast you solve the problem, or how the customer evaluated you. This is all experiential, and it's richer in many ways and more challenging to evaluate another. I'm not quite sure how to tap into the customer satisfaction. What does that mean? l'll give you one little speed thing. One of the CEO groups I was doing my research with, a gentleman in fertility centers said, it used to be that we could set up an appointment with someone interested in our methodology with a doctor, you know, over time. Now they want it immediately. And if I can't get the doctor to contact them immediately, however fast that is, they go somewhere else. And I say welcome to a world of instantaneous gratification. You know, they're ready right now. I want that conversation. And he said, I don't know how to put a young person in charge of it now, so they can appreciate what that young person is looking for because I can't figure it out at all. So now, my question for you is, as you're looking at this, how do we appraise the success of our customer service system? And what should people think about as they are evaluating their evaluation system?  Melissa Copeland: Those are great questions. So the first one is relatively straightforward. So when looking at the success of a customer service organization, or the customer experience, many of those metrics don't change, what changes is how you use them. So in terms of data, one of the fun things about contact centers is they usually have an overwhelming amount of data. So you can see how quickly our customers connect to the answer that they want. And you should be able to calculate how many times you're getting the customer the right answer the first time. If you can't calculate it, that's a great subject for us to talk about and brainstorm how to get to it. But you should know how often the agent is able to satisfy the customer. And when they can't, you need to divide into two groups, the things that are agent specific, and the things that are systemic. So right, no agent could have solved it, because of other other reasons. So there's an overall framework for looking at how quickly am I serving the customer? And then, was the customer satisfied? And I would argue, most importantly, was their issue solved on the first call? That does push by the wayside some old metrics. So an older metric would be looking at how long it took. I, Melissa, typically, I don't care how long it took, if you did it right the first time and the customers were happy, we've avoided future calls and interactions that become more expensive and more time consuming. And we've made that customer of tomorrow happy because they have patience for very little and certainly not for mistakes or ongoing back and forth about the same issue when it comes to appraising the individual. That also is something that I love, your example that is shifting, right. So it was always something where, when people were in the same place, you would see someone at their desk, you would see if they were working, and that vision that I can see you isn't there anymore. So that does drive more dependence on metrics. And it does drive more conversation with the individual. So one of the things that I'm seeing is more and more trends toward talking to people about how they feel. Yes, I've never had so many conversations about feelings. You know, I'm working with one client right now and we're doing a large transformation program. And a lot of our conversations are, do you feel competent? Do you feel empowered? What are the things you're struggling with? And how can I help you? So it is a much more honest move toward what I would call true coaching and development and away from some of the performance management. And some of those organizations wind up being my favorite clients because they're really interested in elevating the business's performance and the people providing it. That doesn't mean you don't have to deal with some specific performance situations. But it's a very different philosophy around, let's look at your metrics, and let's talk about how to make them better. As opposed to, here's the threshold and that's where you have to be.  Andi Simon: I love what you're talking about. A great transformation, isn't it? Because slowly we are recognizing what can mobilize people. We're learning so much from the neurosciences, the cognitive sciences, everything from the curiosity quotient, and the emotional intelligence and all the ways the amygdala and the brain works and what really gets people excited about what they're doing. You couldn't have done this without the pandemic, generating this great transformation. And now we're changing how we're managing people, asking them to feel the way we'd like them to. People didn't know what those words meant before but now we decide with the heart and the eyes, and how it feels. How does it look? And then intellectually, we can look at the numbers that come out of that. It's interesting. One of the podcasts I did with Lisa McLeod was about purpose. And Joey Ryan's work on purpose, purpose-driven companies. If you have purpose with mastery and autonomy, you mobilize people to do far better, and any other kind of ratcheting down to data-driven metrics, the data comes from being happy. And that's not so terrible.   Melissa Copeland: I would add, though, that for many organizations, it's a really difficult shift. People have been rewarded for a long time for complying with the process, doing the right things, and being where you're supposed to be. There's enormous opportunity in this transformation. But there's also a lot of fear and support required. And so, I think the other interesting trend is, many organizations, whether you call it change management or organizational change management, or you just call it transformation, or I have been known to call it whatever I need to call it to get it done so we can call it process work. But really thinking through, how do you help people through that difference? Because particularly tenured employees will have a lot of trouble making the move.  Andi Simon: I want to add something and then we'll wrap, because the points you're raising for our audience are very important. We live the story in our mind. The way humans survive is that we create a story in our mind and that becomes our reality. And Melissa says something very important because the tenured employees have a story that registered well for them in the past. They really knew how to do that and keep their jobs and keep the boss satisfied. They played it really well, it was like a role on stage, where they knew how to play Macbeth really, really well. And now they have to play Hamlet. And they don't have a clue what the script is or how to perform. And it isn't that they resist the change, they don't really know how to. If you put them on stage and told them to play a new role, they don't know what to say or how to say it. They don't know how to behave with each other. They don't know what to expect. It's very scary legitimately. And the brain hates to change, it's got a lot of cortisol floating around up there. So as you're looking at your employees, don't get angry. Figure out how to hire Melissa to come help you invent new ways to show them how to come to the new. We used to say, if you want to change, have a crisis or create one, because if not, your brain doesn't pay attention. I never expected this kind of crisis. I don't really want another one. But don't waste it. It's a great time. Listen, this is such fun, tell the listeners two or three things that you don't want them to forget.   Melissa Copeland: Number one, whether or not the customer is right, finding that collegiality and collaboration is critical to customer experience moving forward. So figuring out your service design and how to deliver it is absolutely paramount. The second point would be employee enablement, and letting employees lead but giving them the tools to do so. So freeing them from some of the process compliance of prior iterations is a terrific tool to do it. And you know, I'm happy to brainstorm or chat with anyone about those. And then one more item that your last comment made me think of is, I myself had one of these epiphanies in November. My daughter and I went from Chicago to New York, and we saw Six on Broadway. And so for those that aren't familiar with Six, it's about the wives of Henry the Eighth, many of whom wound up decapitated or died of illness, had all these extraordinary adventures. And we brought my aunt with us. So we covered multiple generations, and my aunt knew the history better than anyone and loved the show for the history. My daughter loved the pop music, and the takeoffs of Beyoncé and Adele, and the music that was there, and I got about half of each, and still loved it. And so I think of that as inspiration for listeners. You don't have to be at any one extreme, but you do have to find a way to find some of the fun in it. And if you can find the fun, then you can move the culture forward.  Andi Simon: That's a beautiful metaphor for everything you do for life, in fact, because it is the same experience seen through very different eyes. The lenses were completely different. The story was exactly the same. You all sat in the same seats and watched it and had very different experiences. How better can we wrap up our conversation today? If they'd like to reach you, what's the best way to get ahold of you?  Melissa Copeland: I'm easy to find on LinkedIn, you can find me, Melissa Copeland, or my firm Blue Orbit Consulting, or by the website, theblueorbitconsulting.com.  Andi Simon: That's terrific. And we'll put all of this together on our blog. This is such fun, you and I could talk a great deal about the dilemmas and the opportunities. Remember, don't waste a crisis and you're coming out of a very unusual one, but this is a time that has pushed us to transformation, great transformations. Some of us love it and others can't figure out how to get back to what was, but you can't. I doubt we'll ever see what was, we don't even remember what it was. So it's hard to go back. But instead, it's a time to create your future. So don't waste it. It's a great time to do it. And this has been terrific today. For all of you who come, thank you for joining us. You come from around the globe. I mean, we're ranked in the top 5% of global podcasts. I'm honored. You send me great people to interview. info@andisimon.com is where you can get to me. But the most important thing today that I'd like to share is, buy my books.On the Brink: A Fresh Lens to Take Your Business to New Heights and Rethink: Smashing The Myths of Women in Business. You can get them on Amazon or Barnes and Noble or wherever you like to buy books. But the point of the books is to help you see, feel and think in new ways. And this podcast is here to do the same. My job is to help you get off the brink and soar. And sometimes you need a little catalyst, a little push, a little nudge because as we know, we get attached to that shiny object and we don't want to let go but the times are changing. So enjoy the trip. Stay well and enjoy your day. Have a good one. Bye now.

Hear how to build a culture that values men and women  There are times when you are fortunate to meet exceptional women. Kim Graham Lee is one wonderful woman who is moving in a very important direction — how to build allyship for men and women. Kim is the CEO of Integrating Women Leaders (IWL) which is joining with Women Business Collaborative, of which I am a member, to conduct the first nationally-focused study to measure the practice of allyship with women in corporate America today. The primary focus of IWL's 2022 benchmark study is to take stock of where we are in building better cultures where men and women can support each other. This is truly groundbreaking...please plan to listen. Watch and listen to our conversation here When women are in leadership roles, companies do better Yet for women to move into corporate leadership roles is often a challenge. Women do not need to be “fixed.” Rather, they need business environments where they can bring their “whole selves” into the workplace, and find a culture where they are respected, heard and followed. This podcast will tell you more about the research that's underway and how you can join in the project. If you want your company to participate, that's fantastic. You just need to provide a sample of 100 people (50 men and 50 women). To start the survey, click on the image below. You'll find that you can learn a great deal about your organization and how your culture is fostering a place where men and women work together to build better, or not. How are you creating a place for men to be allies of women? You can also take the survey as an individual.  The results will be made available June 9, 2022 at the 2022 IWL Women's Leadership Conference. For more information, check out IWL's website: www.iwlfoundation.org. To take the IWL survey, click below Get in touch with Kim You can contact Kim via LinkedIn,Twitter and her website iwlfoundation.org, or email her at kgrahamlee@iwlfoundation.org.  Is your culture working or broken? Do you even know? Here's a place to start: Blog: How's Your Culture? Doing Fine Or In Drastic Need Of An Overhaul? Blog: Need To Change Your Organization's Culture? 6 Best Ways To Do It. Podcast: Tristan White—A Great Place To Work Starts With A Great Culture Additional resources for you My best-selling second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    

In this episode of the Us People Podcast. Sadakat Aman Khan - Music Personality & Author and I have a very enriched and humble conversation when we talk about:Sadakat life, culture and "Gharana" heritageHis Father and Grandfather being music legends in his culture and country Him having a chance to carry on the legacy Why playing music and instruments are so important to him and his soulHe being a solo harmonium player and a harmonium accompanist. He has also worked in fusion music in different Bands and Musical SocietiesThe younger generation are so lucky and talented with technologyReligion and spirituality and what it means to him Wishing he spent more them with his grandfather, especially within music Staying focused on his goals and ambitions How much connects and music is a form of art that connects us Where you can find all of us and so much more{Thank You So much, Sadakat for being a guest, and showing us that music is a huge part of our live and culture}"Loving Life and Your Culture and Effusing Them Together With Music Is A Powerful Combination of Gratitude - {That We All Should Learn To Have}  - Savia RocksInstagram: https://www.instagram.com/sadakatamankhan/?hl=enWebsite: https://www.einnews.com/pr_news/543540088/sadakat-aman-khan-a-music-influencer-creates-his-own-genre-of-harmonium-metalBecome Part of The Us People Podcast Community & Donate: https://donorbox.org/us-people-podcastSavia Rocks Website: https://www.savia.rocks/Support the show (https://donorbox.org/us-people-podcast)

This week, we continue our discussion on labor with another innovative restaurant leader, the Founder & CEO of her favorite local juice shop in the DC Area, Amir Mostafavi of South Block. South Block currently has 11 locations, all in the DC Area.  Like many fast-food/quick-service brands, South Block was not immune to the COVID pandemic, however, he was able to keep all of his staff employed during the lockdowns.Amir is THE model business owner for this new restaurant era. Company culture no longer takes a backseat, it must be front of mind for every brand & operator in the industry! Moments to Listen For:• Rule #1: Don't be a jerk because your people will quit. Amir worked at his first food-service job for ONLY two weeks. His reason for quitting so soon was simple -- his manager was a jerk! Bad managers can easily affect your staff retention, because as Amir puts it, “people don't want to work for jerks”. • Rule #2: Put your team in your dream.To help create a positive company culture, Amir believes in including your “people in your dream.” One of the innovative ways Amir has included his employees in South Block's success is through an employee profit-sharing program -- his team is rewarded bonuses due to the success and profitability of the company. • Rule #3: Connect to the community.Hear from Amir about how South Block Juice serves the entire community.  His non-profit called Fruitful Planet donates fresh fruits and veggies to local food banks and shelters. Check it out!One of South Block's core values is "Small hacks can make big impacts." They've donated over 45,000 pounds of fruits and veggies in less than two year. Wow. • Your Culture is Never Perfect.Amir admits that even South Block doesn't have a 100% perfect company culture, but then again, no one does. For him, the difference-maker has been prioritizing the needs of his employees, above all else (that includes his guests)!Related Resources• The Real Way to Build Brand Loyalty & Trust – Andy Hooper, &Pizza (RR Episode)• Balancing Digital Engagement & Personalized Service During COVID• Let's Think Outside the Bun – Greg Creed, Yum! Brands (RR Episode)Connect with Amir on LinkedIn!

See this Podcast's Links, Descriptions, Images, Videos, etc at: https://journ.tv  — Get the Daily World News on our News Channel: https://t.me/PlanetHomemakingNews The Sphere of Your Culture is where you meet with your people to build your collective reality. At the Gift level, this intersection holds a deep understanding of personal freedom. From here your creations always allow people to choose their reality rather than impose your perspectives and solutions on them. This Gift is your focused creativity in service of the whole.

Culture. Webster's defines it in the corporate realm as: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization. How aware are YOU of YOUR COMPANY'S culture? When's the last time you really stopped and took a look at it?  How does it align with your OWN personal values as a Christ follower? And if you're a leader, what are you doing to ensure your culture aligns with God's word and will?  Romans 12:2, “Don't copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God's will for you, which is good and pleasing and perfect.” What is ONE ACTION you will take THIS WEEK, to align YOUR CULTURE with God's will?

What is Silent Collusion and How Will it Destroy Psychological Safety in Your Culture? Let's find out together. Our guest is Dr. Steve Yacovelli. . . . . . Dr. Steve Yacovelli is a highly in-demand diversity and inclusion, change management, and leadership expert. His consulting firm, TopDog Learning Group, works with both Fortune 500s and not-for-profit organizations to bring about a more inclusive and effective workplace. With over 25 years of experience in leadership, strategy, organizational learning, and communication, Dr. Steve is a rare breed of professional that understands the power of using academic theory and applying it to the corporate setting to achieve business results. He's worked with Fortune 500 greats like: The Walt Disney Company, Bayer, The American Library Association, and large universities like The Ohio State University and The University of Central Florida. Steve is an award-winning author of Pride Leadership: Strategies for the LGBTQ+ Leader to be the King or Queen of Their Jungle. More about Dr. Steve Yacovelli Website www.topdoglearning.biz Book: https://tinyurl.com/DrStevePride Social Media https://www.linkedin.com/in/steveyacovelli/ http://www.facebook.com/gayleadershipdude https://twitter.com/gayleadership https://www.instagram.com/thegayleadershipdude/ . . . . . . When you're curious about how to tap into what drives meaning in your life and create meaningful transformation in the lives you touch. Take a look at DovBaron.com Learn more about your ad choices. Visit megaphone.fm/adchoices

YOUR CULTURE'S EDGE is an ongoing Multimedia Experience showcasing MUSIC, ART, CULTURE, ENTERTAINMENT.                                                                                                                We bring you the most entertaining, thought-provoking programs on a wide variety of platforms.                                                                                                                                                                               JOIN US TODAY...EVERYDAY!

What is Silent Collusion and How Will it Destroy Psychological Safety in Your Culture? Let's find out together. Our guest is Dr. Steve Yacovelli. . . . . . Dr. Steve Yacovelli is a highly in-demand diversity and inclusion, change management, and leadership expert. His consulting firm, TopDog Learning Group, works with both Fortune 500s and not-for-profit organizations to bring about a more inclusive and effective workplace. With over 25 years of experience in leadership, strategy, organizational learning, and communication, Dr. Steve is a rare breed of professional that understands the power of using academic theory and applying it to the corporate setting to achieve business results. He's worked with Fortune 500 greats like: The Walt Disney Company, Bayer, The American Library Association, and large universities like The Ohio State University and The University of Central Florida. Steve is an award-winning author of Pride Leadership: Strategies for the LGBTQ+ Leader to be the King or Queen of Their Jungle. More about Dr. Steve Yacovelli Website www.topdoglearning.biz Book: https://tinyurl.com/DrStevePride Social Media https://www.linkedin.com/in/steveyacovelli/ http://www.facebook.com/gayleadershipdude https://twitter.com/gayleadership https://www.instagram.com/thegayleadershipdude/ . . . . . . When you're curious about how to tap into what drives meaning in your life and create meaningful transformation in the lives you touch. Take a look at DovBaron.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Are you struggling? Do you have goals? Do you want to get into better shape? Firm up? Lose weight? Do you have a job or career aspirations? Do you want to move up? Are you establishing a company? You need motivation Mind-body & Spirit. Achieve that and much more. A hearty welcome to GROWING YOUR LIFE: MOTIVATION-FREE 4 ALL!                         GLICKMAN DIGITAL MEDIA, YOUR CULTURE'S EDGE!  A compendium of motivation, presented in a mixtape format with many great speeches and speakers real uncut no holds bared presentation. We know our listeners are adults and real who do not need anything sugarcoated or need to be talked down to like children.

Work culture is a crucial component of success. Negative culture = low productivity, low output and low results. Positive work culture = high productivity, high output and high results. But who's job is it to set that? It's yours. Find out more in Episode 298: What's Your Culture? Don't forget to like, comment and share... and if you love it, hit the subscribe button too

What you’ll learn about in this episode: Why the first step in developing cultural competence is to “see self”, the secret to more effectively understand yourself and understand others Sara offers a simple exercise that can help you better define and understand your culture, and she explains how uses this question in training to create an eye-opening experience Why it is important to differentiate your cultural descriptors by whether they are frames or filters, and how frames and filters differ Sara defines her personal frames, such as being White, cisgender, and female, and her filters, such as being extroverted, competitive, and a woman small business owner Why identifying your filters is critical in seeing yourself and understanding how you relate to the world and the people around you Why paying attention to your interactions throughout your day can help you see how your filters often make your decisions for you Why it is so important to understand your own culture and see yourself, and how this can help you better understand others when you first understand yourself What is Your Culture? Understand Yourself and Understand Others What is your culture? It’s a deceptively simple question…but the answers you arrive at can help you understand yourself and understand others in a more personal way. Take a moment to think about it and list as many identifying factors about your culture as you can. Now, let’s talk about the difference between frames and filters. Frames are descriptors about you, immutable facts such as your ethnicity, your age, your gender and your sexual orientation. Filters, however, are the ways you interact with the world, such as being highly focused, introverted or patient. Your frames are defined traits, but your filters are subconscious tools you use to make decisions. It’s within these subconscious filters that you can get to the heart of how you interact with difference. These filters inform many of the choices and decisions you make, and truly “seeing” yourself and your filters clearly can enable you to understand yourself and understand others better. How You Show Up in the World We often allow our subconscious minds to make quick decisions for us; it’s a natural process and one that generally happens in the background without our active mental input. However, developing cultural competence requires us to take a look at these filters on a conscious level. When you understand the filters through which you interact with the world, you can begin to consciously change your filters to better suit your interactions. This can be transformative, and it’s the key to improving your skill in cultural competence. Understand Yourself and Understand Others In this week’s episode of the What’s The Difference podcast, I gave an example of trying to teach fish about land and air. Fish only have experience with water, and so teaching them about land and air would mean first teaching them about their own environment so that they can identify and recognize how land and air differ from their experiences in water. There are parallels between teaching fish about land and air and recognizing and learning about difference in people and in cultures. For us to understand someone else’s very different experiences in life, we must first create a reference point by understanding ourselves. Then we can begin to see and acknowledge the difference. Here’s an exercise to try: in the coming week, really begin to pay attention to your filters and how they inform your interactions and choices. Observe yourself and your moment-to-moment thoughts, feelings and behaviors, and try to recognize when your filters come into play. In doing so, you may begin to recognize patterns in yourself that can truly help you understand yourself and understand others on a more effective level. About Sara Taylor Sara Taylor earned a master’s degree in Diversity and Organizational Development from the University of Minnesota. She served as a leadership and diversity specialist at the University of Minnesota for five years and as director of diversity and inclusion for Ramsey County, Minnesota for three years. Sara is the founder and president of deepSEE Consulting and has worked with companies as large as Coca-Cola, General Mills, 3M Company, AARP, and numerous others. She has a new book, “Filter Shift: How Effective People See the World,” that explores how our unconscious is actually making choices and decisions for us, all without our knowing — and how to change that. How to Connect with Sara Taylor: Website: www.deepseeconsulting.com Twitter: @deepseesara

Your Culture continually adjusts to what you tolerate. Listen in!

Today’s guest believes that not all innovation will be obvious and your business must be ready before it becomes your disruption. He is the Founder and CEO of Travelocity.com which he led from a team of six to a three-billion-dollar public company. He retired from Travelocity when it was taken private and then helped found Kayak.com where he was chairman for seven years until it was sold to Priceline for $1.8 Billion dollars. His career path has established him as a thought leader on innovation and disruption in our increasingly digital world. As a speaker, author, venture capitalist, and board member he shares the tools and techniques he’s developed to keep up with rapid changes. He has presented in over 25 countries to 300+ companies. His programs on innovation, leadership, and customer relationships leave attendees with inspired ideas and concrete action items to implement in their companies. He is the author of two books, “ON Innovation: Turning On Innovation in Your Culture, Teams, and Organization” and  “Disruption OFF: The Technological Disruption Coming For Your Company and What To Do About It”. Please join me in welcoming Terry Jones. Would you leave an honest rating and review on Apple Podcast? Or Stitcher? They are extremely helpful and I read each and every one of them. Thanks for the inspiration! In this episode we discuss: his thoughts on leadership: “A leader knows how to create a powerful team and tease the skills out. This is what makes you a powerful leader.” his dream of buying a camp at 21 and how he has accomplished that goal. his experience travelling the world and how that opened his eyes to the world of travel and how wonderful the world is. his time in a travel start-up where he worked as a receptionist. the beginnings of Travelocity inside of AOL and CompuServe. how he handled difficult leadership challenges and how he brought unexpected value to his teams. how he uses his LinkedIn profile to help nurture the outer levels of his network. how his business has changed in this new virtual world. Links Terry Jones on LinkedIn and Twitter. www.tbjones.com Watch a demo of Terry’s professional speaker home studio set-up. Books mentioned in this episode: “ON Innovation: Turning On Innovation in Your Culture, Teams, and Organization” by Terry Jones “Disruption OFF: The Technological Disruption Coming For Your Company and What To Do About It” by Terry Jones Other Resources Listen to my episode with Howard Putnam. Learn more about Dan Burrows. About Robbie: Robbie Samuels is a keynote speaker, TEDx speaker, and relationship-based business strategy coach who has been recognized as a “networking expert” by Harvard Business Review Ascend, Forbes, Lifehacker, and Inc and as an "industry expert in the field of digital event design" by JDC Events. He created The 5% Advantage Program, a four-week experiential program that helps presenters grow in their confidence with Zoom, online facilitation, and virtual event design so they can reduce their tech angst and host more engaging online experiences that meet the purpose of the convening and participants' need for content and connection. He is the host of #NoMoreBadZoom Virtual Happy Hour, a popular weekly virtual event that explores new ways to design engaging virtual experiences. He assists organizations with bringing their in-person events strategically online as a Virtual Event Design Consultant, Virtual Emcee, and Zoom Producer. He is the author of the best-selling business book Croissants vs. Bagels: Strategic, Effective, and Inclusive Networking at Conferences and has been profiled in the Harvard Business Review, Forbes, and Fast Company. He writes for Harvard Business Review Ascend. His clients include associations, women's leadership summits, and corporations including Marriott, AmeriCorps, Hostelling International, and General Assembly.

Today's guest believes that not all innovation will be obvious and your business must be ready before it becomes your disruption. He is the Founder and CEO of Travelocity.com which he led from a team of six to a three-billion-dollar public company. He retired from Travelocity when it was taken private and then helped found Kayak.com where he was chairman for seven years until it was sold to Priceline for $1.8 Billion dollars. His career path has established him as a thought leader on innovation and disruption in our increasingly digital world. As a speaker, author, venture capitalist, and board member he shares the tools and techniques he's developed to keep up with rapid changes. He has presented in over 25 countries to 300+ companies. His programs on innovation, leadership, and customer relationships leave attendees with inspired ideas and concrete action items to implement in their companies. He is the author of two books, “ON Innovation: Turning On Innovation in Your Culture, Teams, and Organization” and  “Disruption OFF: The Technological Disruption Coming For Your Company and What To Do About It”. Please join me in welcoming Terry Jones. In this episode we discuss: his thoughts on leadership: “A leader knows how to create a powerful team and tease the skills out. This is what makes you a powerful leader.” his dream of buying a camp at 21 and how he has accomplished that goal. his experience travelling the world and how that opened his eyes to the world of travel and how wonderful the world is. his time in a travel start-up where he worked as a receptionist. the beginnings of Travelocity inside of AOL and CompuServe. how he handled difficult leadership challenges and how he brought unexpected value to his teams. how he uses his LinkedIn profile to help nurture the outer levels of his network. how his business has changed in this new virtual world. Listen, subscribe and read show notes at www.OnTheSchmooze.com - episode 215.

Welcome to Culture Talks Episode #7 with our guest Aaron Watson! In this episode we are joined with the local Legend Aaron Watson. Aaron is a well known Linkedin personality but an even bigger name in the Professional Voice Over Industry. We spoke with Aaron about how "Your Culture is your Brand" and we got a unique insight into Aaron's views on personalbrand, being yourself and reaching for the stars.We know this episode will provide excellent value to you and your organisation and we'd love to hear your thought on the topic. Culture impacts everything that happens within an organisation and outside it too. An organisations reputation will be judged heavily on how well the look after their own team and customers. Those with a positive reputation will be seen as a strong brand inside and out, which means they will not only retain talent but alos attract it. From the customers perspective they will want to buy or use a company with good morals and decision making who show care for their people and community. This is what a positive culture does for an organisation, if you want to build a strong brand, start by building a strong culture first. Remember to follow 'Culture Talks'! We really hope you enjoy this episode. You can find us on our other platforms: Linkedin - https://www.linkedin.com/company/2016... FB - https://www.facebook.com/coreimpacttraining Website - http://developingyourpeople.com/ Thanks for dropping by, we really appreciate it!

Today, I speak with author Dan Coyle. We discuss LOTS of stuff like emotional athletes, the marshmallow experiment, treating "teaming" like a sport, his book The Culture Code, and the central question of the book, which is "Why do some teams add up to be greater than the sum of their parts while others add up to be less?" Dan reveals what he saw while researching eight teams, teams like the San Antonio Spurs, Pixar, and the Union Square Cafe, by going on site and not looking for traits or descriptors but literally watching what he saw physically, what did people actually do when they were doing whatever it is they do. http://danielcoyle.com/ (Daniel Coyle's website here) http://danielcoyle.com/the-culture-code-quiz/ ("How Strong is Your Culture" quiz here)

No matter your stage, you lead people. As a parent, you lead your kids. As a spouse, you lead your husband or wife. At work, you lead your employees, congregants, soldiers, clients, and teams. How would those you lead describe your ability to connect to their realities? And how much do we really pay attention to those realities versus focusing solely on our own? Make no mistake, the quality of how well you lead rises or falls on your inner world. And the people you lead feel it. That's why we begin season 8 of our podcast with a 4-part series on the Heart of Leadership. Sitting in as co-host while Christi is on maternity leave is world-renowned therapist Bill Lokey. In this series, we'll be covering The Heart of Your Leadership, The Heart of Connection, The Heart of Trauma, and The Heart of Your Culture. In this first episode, Josh and Bill talk about: What makes a person a leaderWhat happens when your stage is ripped out from under youHow to transition well as a leader when bad things happenWhat it means to grieve and why it's critical for how we leadWhy we have a tendency to focus more on reputation than characterWhat happens when we feel like we're not enough or don't have what it takes to lead Show Notes: Bill and Josh together will be facilitating The Leader's Heart Cohort beginning September 1. Seats are limited. To learn more about this holistic emotional / spiritual one-year journey, click here.

Director of Berlitz Cross-Cultural.  He is an Executive Strategic Consultant for Dwellworks Intercultural - and in addition hosts the Apple Podcast “Oops, Your Culture’s Showing!”  Dean has traveled to over 100 countries, has several decades of experience consulting for major Fortune 500 companies, national governments and NGOs - including the United Nations and World Trade Institutes. Free Book Dominating Your Mind Connect with Bert Martinez on YouTube. Connect with Bert Martinez on Twitter. Connect with Bert Martinez on Instagram. Click here for more episodes. 

Your Culture may be COSTING you in terms of lost revenue, higher expenses, higher turnover and unmotivated employees. In this first of a two-part podcast series, Bill Higgs, Forbes Book Author is speaking with the Culture expert, Kevin Sheridan to explore and answer three primal questions about Business and Corporate Culture: (1) What is your […]

Your Culture may be COSTING you in terms of lost revenue, higher expenses, higher turnover and unmotivated employees. In this first of a two-part podcast series, Bill Higgs, Forbes Book Author is speaking with the Culture expert, Kevin Sheridan to explore and answer three primal questions about Business and Corporate Culture: (1) What is your current culture costing you, (2) Could your current culture be the reason for turnover and (3) How to find and hire the best people?

Colleen & Catie's Picks for NYC and Anaheim and ettiquite tips when traveling abroad. Special Guest: Dean Foster - Cultural Concierge, Founder of DFA Intercultural Global Solutions and Host of the podcast 'Oops, Your Culture’s Showing!'

I. In the old days, you had your Culture, and that was that. Your Culture told you lots of stuff about what you were and weren’t allowed to do, and by golly you listened. Your Culture told you to work the job prescribed to you by your caste and gender, to marry who your parents told you to marry or at least someone of the opposite sex, to worship at the proper temples and the proper times, and to talk about proper things as opposed to the blasphemous things said by the tribe over there. Then we got Liberalism, which said all of that was mostly bunk. Like Wicca, its motto is “Do as you will, so long as it harms none”. Or in more political terms, “Your right to swing your fist ends where my nose begins” or “If you don’t like gay sex, don’t have any” or “If you don’t like this TV program, don’t watch it” or “What happens in the bedroom between consenting adults is none of your business” or “It neither breaks my arm nor picks my pocket”. Your job isn’t to enforce your conception of virtue upon everyone to build the Virtuous Society, it’s to live your own life the way you want to live it and let other people live their own lives the way they want to live them. This is the much-maligned “atomic individualism,” or maybe just liberalism boiled down to its pure essence. But atomic individualism wasn’t as great a solution as it sounded. Maybe one of the first cracks was tobacco ads. Even though putting up a billboard saying “SMOKE MARLBORO” neither breaks anyone’s arm nor picks their pocket, it shifts social expectations in such a way that bad effects occur. It’s hard to dismiss that with “Well, it’s people’s own choice to smoke and they should live their lives the way they want” if studies show that more people will want to live their lives in a way that gives them cancer in the presence of the billboard than otherwise.

こんにちは、OffTopicです。今回は、元GoogleやFBなど短期間で急成長するスタートアップで人事・カルチャーを見てきたMolly Grahamさんの有名な記事を3つ紹介しました。起業家の方やスタートアップで働かれてる方の参考になったら嬉しいです☺️ ◎今日の流れ ・Sequoia Capitalの7つの質問(0:33) ・Molly Grahamさんの紹介(12:35) ・自分のレゴを渡そう~成長するための組織の考え方~(16:19) ・脚に噛み付いてくる怪獣と友達になろう~スタートアップで生き残るためのヒント~(21:19) ・企業文化の80％は創業者からできてる~文化の作り方~（27:21） ◎参照リンク ・7 Questions with Airbnb COO Belinda Johnson http://bit.ly/2xvPfMZ ・7 Questions with Co-founder of Dropbox Arash Ferdowsi http://bit.ly/2xt4Lcq ・7 Questions with Partner at Sequia Jess Lee http://bit.ly/2LBUEu8 ・‘Give Away Your Legos’ and Other Commandments for Scaling Startups | First Round Review http://bit.ly/2RPekvO ・Make Friends With the Monster Chewing on Your Leg, and Other Tips for Surviving Startups | First Round Review http://bit.ly/2Xs4hCT ・80% of Your Culture is Your Founder | First Round Review http://bit.ly/2XFDLp2 ◎ひとこと by テツロー Jony Iveさん、約30年間Appleへのご活躍お疲れ様でした！退職された影響はAppleの文化と経済（退職発表後に株価が1%落ちました）の影響は共にでかいです。 ◎Twitter Off Topic https://twitter.com/OffTopicJP ミキ https://twitter.com/mikirepo テツロー https://twitter.com/tmiyatake1

Welcome to the …. Making Wellness A Part of Your Culture episode, where my special guest, Om Suthar, Founder of SQRL shares his insights into why wellness is good for both the candidate and employee alike. Pay close attention to what he has to say about making physical, emotional, and financial wellness part of your company's culture. Even at small and medium sized companies. Thanks for listening! If you like what you hearing on this podcast please subscribe wherever you enjoy podcasts and do share with others. If you like what you're hearing on this podcast please subscribe wherever you enjoy podcasts and please share with others. Want to comment, discuss, provide feedback you can send me a note via LinkedIn, via the contact form on our website TheCX.xyz or via audio message below. The full episode originally aired on Friday, May 31, 2019. Thanks for listening! Chuck Solomon Host of The Candidate Experience Podcast #candidateexperience #candidatejourney #employerbrand #HR #talentacquisition --- Support this podcast: https://anchor.fm/candidate-experience/support

Welcome to the …. Making Wellness A Part of Your Culture episode, where my special guest, Om Suthar, Founder of SQRL shares his insights into why wellness is good for both the candidate and employee alike. Pay close attention to what he has to say about making physical, emotional, and financial wellness part of your company's culture. Even at small and medium sized companies. Thanks for listening! If you like what you hearing on this podcast please subscribe wherever you enjoy podcasts and do share with others. If you like what you're hearing on this podcast please subscribe wherever you enjoy podcasts and please share with others. Want to comment, discuss, provide feedback you can send me a note via LinkedIn, via the contact form on our website TheCX.xyz or via audio message below. The full episode will be aired on Friday, May 31, 2019. Thanks for listening! Chuck Solomon Host of The Candidate Experience Podcast #candidateexperience #candidatejourney #employerbrand #HR #talentacquisition --- Support this podcast: https://anchor.fm/candidate-experience/support

The Wolfhounds special with Andrew Golding talking about life in music, indie pop and his new solo album Dragon Welding'. The Wolfhounds began as a slightly askew indie pop/rock band, and signed to the Pink label in 1986. First EP Cut the Cake was well enough received for the NME to include them on their C86 compilation album. After three singles and debut album Unseen Ripples From A Pebble on Pink,[1] they briefly moved to Idea Records for the Me single, then rejoined Pink's boss at his new label September Records. September soon evolved into Midnight Music which was the Wolfhounds' home for all subsequent releases. With original members Bolton and Clark replaced by David Oliver and Matt Deighton, the Wolfhounds' sound developed into a denser, less poppy sound.[citation needed] After a compilation of earlier material, second album proper Bright and Guilty was released in 1989, featuring the singles "Son of Nothing", "Rent Act" and "Happy Shopper". The sound progressed further with the albums Blown Away (also 1989) and Attitude (1990), which found them in Sonic Youth territory, interspersing raging guitars with elegant compositional exercises. This proved to be the final Wolfhounds release of the 80s, with the band splitting in early 1990. Golding and Stebbing formed Crawl, while Callahan hooked up with former Ultra Vivid Scene member Margaret Fiedler in Moonshake. Matt Deighton formed Mother Earth. The current line-up is David Callahan (guitar/vocals), Andy Golding (guitar/vocals), Peter Wilkins (drums) and Richard Golding (bass). The Wolfhounds reformed in 2005 for a gig to mark the 20th anniversary of the release of their first single "Cut the Cake" in 1985. In 2006, they were asked by Bob Stanley of St Etienne to play at the ICA in London, alongside Roddy Frame and Phil Wilson, to celebrate the 20th Anniversary of the NME cassette C86. They have continued to play live, re-energised when The Membranes asked them to be special guests at The Lexington in London, and in March 2012 played with Laetitia Sadier from Stereolab in support at a benefit to raise funds for the Timperley Frank Sidebottom memorial statue. An EP called EP001 was released on Vollwert-Records Berlin in April 2012 containing three songs that pre-date the band's first single but that were never recorded satisfactorily at the time. Of these songs, 'Skullface' has picked up a lot of radio play. The band released several 7" singles in 2013, included on new album Middle Age Freaks, released on Odd Box Records in 2014. Also in 2014 an anniversary limited-edition issue of Unseen Ripples from a Pebble (plus bonus tracks) was released by Optic Nerve Recordings. In October 2016, the Wolfhounds released their sixth album Untied Kingdom (...Or How to Come to Terms with Your Culture). Louder Than War rated it 9/10.    

In this episode, Natasha has a conversation with Dr. Liz Selzer on the topic "Mentor as Coach." They discuss the professional side of mentoring, and why mentoring is such an important leadership tool. Dr. Liz Selzer founded the Mentor Leadership Team, a consulting and training company that helps organizations unleash the potential of their people. Dr. Selzer's passion for helping organizations better value and engage employees led to numerous articles on mentoring and the publication of her three books: 3G Mentoring, Your Culture at its Strongest and Real Leaders. Her radio show, Mentoring across Differences or MAD radio was a top rated digital program for two years. Her published dissertation demonstrated the positive longitudinal effectiveness of mentoring as an adult learning strategy. As an internationally sought after speaker and trainer, Dr. Selzer has trained in leadership development on six continents and throughout the United States. Show notes are available at A Sista's Journey blog. See acast.com/privacy for privacy and opt-out information.

How does diversity help startups build great products? This week on BroadMic Bonus Cuts, listen to Tami Reiss, Nikki Kuritsky, and Allessandra McGinnis on… Why diverse hiring is important to building a world class team and product Their practical tips on managing diverse teams The core engineering hires you need for your startup What agile means in layman's terms Choosing the computing language you need to launch your business Notes Lean Case Study: Just Not Sorry by Tami Reiss, Medium Additional Reading How Do You Define Startup Culture? by Corey McAveeney, Wired Startups Are Personal: Focus On Company Culture by Mary Juetten, Forbes 80% of Your Culture is Your Founder First Round Review Diversity debt: how much does your startup have? by Andrea Barrica, 500 Startups Do Tech Startups Need More Diversity? Tell Me More, NPR It’s Time to Innovate Inclusion… The #ProjectDiane Report is Here by Kathryn Finney, Medium The tech industry’s “diversity” focus favors one group over pretty much any other by Erica Joy, Quartz Women and Minorities Are Penalized for Promoting Diversity by Stefanie K. Johnson and David R. Hekman, Harvard Business Review We’re Making the Wrong Case for Diversity in Silicon Valley by Todd L. Pittinsky, Harvard Business Review What does being Agile mean to you? Quora Choosing the Right Programming Language for Your Startup by AWS Startups, Medium Guest bios & transcripts are available on www.broadmic.com.

Highlights of Episode 173   "Hit the Gym with a Strength Coach" - Karsten Jensen, founder of Yes To Strength, is the creator of The Flexible Periodization Method and Performance Optimization with Periodization - See more at: http://www.yestostrength.net/#sthash.u7d4NDuF.dpuf   founder of Yes To Strength, is the creator of The Flexible Periodization Method and Performance Optimization with Periodization - See more at: http://www.yestostrength.net/#sthash.u7d4NDuF.dpuf founder of Yes To Strength, is the creator of The Flexible Periodization Method and Performance Optimization with Periodization - See more at: http://www.yestostrength.net/#sthash.u7d4NDuF.dpuf founder of Yes to Strength and creator of The Flexible Periodization Method as well as Performance Optimization with Periodization, is on to talk all things Periodization. founder of Yes To Strength, is the creator of The Flexible Periodization Method and Performance Optimization with Periodization - See more at: http://www.yestostrength.net/#sthash.u7d4NDuF.dpuf "Coaches Corner with Coach Boyle"- Coach Boyle talks about his article "Seeing is Believing", a forum topic "Pinch Ankle Mobility", and Kevin Carr's article "Training to Prevent Hamstring Articles"   Check out Coach Boyle's Functional Strength Coach 5   "Ask the Equipment Experts with Perform Better" - Erin McGirr joins us to talk about the current sale, as well as the upcoming education, including the 1 Days. "The Business of Fitness with Results Fitness University"- Rachel Cosgrove is on to talk about "Knowing Your Numbers". "The Functional Movement Systems Segment" Jimmy Yuan is on to talk about the difference between FMS and SFMA. "The Art of Coaching with EXOS"- Stefan Underwood is on to continue a 3-part series on "Fostering the Coach/Athlete Relationship".  Part 3 is on "Your Team and Your Culture"   Audible.com is one of our new sponsors.  Get a FREE audiobook here.       "Subscribe at iTunes" and Get Automatic Updates If you want to save this podcast to your computer so you can import it into your Ipod or MP3 player, Right Mouse Click to Download Now (for Mac users, press Control and click)   

Terry Jones, Founder & Former CEO, Travelocity.com; Chairman, Kayak.com Discusses Turning On Innovation in Your Culture, Teams and Organization Every business needs to innovate, but few know where to start. Drawing from his experience as founder and CEO at Travelocity.com and from the ten other startups where he's worked, Jones helps product developers turn innovation from an academic exercise into an everyday skill. The stories from his career and personal experiences provide well-chosen real world illustrations of how challenging, and ultimately rewarding, it can be to gather a team and establish a culture that is open to change and is committed to innovation as the way to do business. Terry's New Book is "ON Innovation" This book's focus is turning on innovation in your culture, teams and organization. See Terry at the Online Mini-conference for Innovative Product Development PIPELINE 2013 Mini Conference: June 19th. Resources: http://bit.ly/11cRNuZ  

--{ Destroy Each Nation by Degradation: "There's a Lifelong Script for Each Generation, Of Indoctrination and to Know Your Station, Obedience to Authority, Work, Consume, Tax, Wars Scheduled, Bank Crashes, Never Relax, Modern Marriage is Doomed, Don't get Fond, A Promiscuous Society Cannot Bond, Your Culture's in Flux, Tomorrow Brings A New Script by Those Who Pull the Strings, Karl Rove said "We Give You Your Reality", Now Anything Goes, Even Bestiality, And Beast You'll Be when Through With You, Then Whip-Man Barks and You Just Do" © Alan Watt }-- Eugenics Program - Mandatory Sterilization in US - Communism Funded by the West - Plan to Eradicate the Family Unit, Children Reared by the State - John Taylor Gatto on Education System - Edward Bernays - US Students Cannot Compete - Culture Created for Each Generation - Authorized Leaders - Training to Believe in Experts - Purpose of Television and Internet to Change and Standardize You - Perpetual War and Terrorism - "Siege" movie, Martial Law Scenario - US a Police State - TSA Conducting Joint Security Exercise - Opium Dumped on China - Opium Poppy Fields in England - Deliberate Cultural Destruction, Worldwide - Hackers Take Down CIA Site - Lockheed Martin - Nebraska Nuclear Power Plant lost Cooling. (See http://www.cuttingthroughthematrix.com for article links.) *Title/Poem and Dialogue Copyrighted Alan Watt - June 16, 2011 (Exempting Music, Literary Quotes, and Callers' Comments)