Industrial Talk is onsite at Xcelerate 2026 and talking to Mark Pattison, NFL 2 Seven Summits  about “Finding your summit”.

If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation.

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MARK PATTISON'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/company/mark-pattison/

Company Website: https://markpattisonnfl.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hexagon: https://hexagon.com/

Arduino: https://www.arduino.cc/

Fictiv: https://www.fictiv.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

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Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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The post Mark Pattison Finding Your Summit appeared first on Industrial Talk.

Industrial Talk is onsite at SMRP 2025 and talking to Lisa Brownlee, Founder at Leader's Imago about “Real-world leadership simulation”.

If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation.

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

LISA BROWNLEE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/lisa-davis-brownlee-61550984/

Company LinkedIn: https://www.linkedin.com/company/leaders-imago/

Company Website: https://leadersimago.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hexagon: https://hexagon.com/

Arduino: https://www.arduino.cc/

Fictiv: https://www.fictiv.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Lisa Brownlee with Leader’s Imago appeared first on Industrial Talk.

Industrial Talk is chatting with Mosongo Moukwa, President of Hathaway Advanced Materials about “Be a Leader of Significance.”  The following is a summary of our conversation:

The post Mosongo Moukwa with Hathaway Advanced Materials appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at MxD in Chicago and talking to Lizabeth “Liz” Stuck, Director of Workforce Development at MxD about “Workforce development is foundational to manufacturing success “. Get the answers to your “Workforce Development” questions along with Liz's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

LIZ STUCK'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/lizabeth-emanuel-stuck-96b7446a/

Company LinkedIn: https://www.linkedin.com/company/mxd/

Company Website: https://www.mxdusa.org/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

manufacturing, mx, manufacturers, liz, industry, industrial, individuals, imts, people, conversation, technology, world, future, apprenticeships, jobs, cyber, important, ethicist, means, msd

00:00

Industrial Talk is brought to you by Armis. Yes, you were in the digital transformation game. Yes, you need to find trusted companies, trusted individuals to help you along with that journey. The Armis platform delivers complete asset intelligence, you know what that means, insights into your connected assets, you're in the digital transformation game, you have to have that insights into what is connected, go to Armis.com Find out more, you will not be disappointed. Also Industry IoT Consortium. At industrial talk, we always talk about education, we always talk about collaboration, we are always talking about innovation. And if you're a business that has any desire to be resilient to the future, you need to be able to educate, collaborate, as well as innovate with other industry professionals. That's a must. Industry IoT Consortium brings that all together, you need to be a part of this community, you need to be connected with these leaders that are all apart the Industry IoT Consortium, go out to iiconsortium.org. Find out more again, you will not be disappointed, you're just going to be happy.

01:16

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots. And let's go All right,

01:34

what's good. Thank you very much for joining the industrial talk. You are absolutely joining the number one podcast in the universe serverless. The universe, we're beyond the Webb telescope. And we celebrate industry professionals all around the world because you are bold, brave, daring greatly. You solve problems, you collaborate, you're making my life better, and you're making the world a better place. That's why we celebrate you. We are as you can tell by the noise in the background, the music, the 80s 70s vibey mood music in the background, we are broadcasting on site at MxD Chicago, Illinois. This is an innovation center that is second to none. It's excellent to have an open house because we're a part of that IMTS thing that's going on to which happens to be pretty big. Liz is in the hot seat. And we're going to be talking a little bit about education upskilling, rescaling all of this stuff that's so important to manufacturing. Let's get on to racket. Hello. It's pretty cool. I like this stuff. Not that I do like this stuff. But I like the fact that that I get to see cool technology. Pretty great. Yeah, because a lot of it this week, but you know, it's you know what the problem is? The problem is, is that on a podcast, dive deep into code you wouldn't even listen to that's not gonna happen with me. I'll hit that jettison, I'll just pull that thing out of the cockpit. All right, for the listeners out there. Give us a little background on lives and MxD and your involvement, as well as how long you've been here. And anything else I can want to ask it.

03:16

Absolutely. So I have been at MxD now for seven and a half years, working Shih Tzu beginning since the beginning since we can in fact, before I came here, I was out in Washington, DC, working for the Obama administration, leading the US manufacturing Council. And that is where the idea for these Institute's started. So

03:38

in that, that idea is what to

03:41

set up a network of manufacturing innovation institutes across the country to increase manufacturing competitiveness in the United States. So that was a policy recommendation that came through the Obama administration. And now these 16 Institute's that you see around the country are the product of that.

03:57

When you say 16, are they all MSD they are not all different names are different brands, different names,

04:03

different brands, and most importantly, each one focuses on a different technology area. And that's really important because we can all be focused on the same technology. We're looking at different topics. We're looking at additive, we're looking at flexible hybrid electronics, we're looking at in the case of MXD, we're looking at digital manufacturing and cybersecurity for manufacturing.

04:24

Cyber is big. Cyber is have you ever found Yeah. Have you ever found the fact that it's a conversation or a topic that people need to talk about, but nobody wants to talk about it?

04:35

It's you know, I find that sometimes.

04:40

Yeah, I had a I had a attack over here. I was just wasn't prepared. Let's have a conversation. No, nobody wants to have that conversation. Oh,

04:47

conversation, as our CEO just said in his remarks, it's not. It's not if it happens, it's when it happens.

04:52

Absolutely. It's that has to be at the very beginning of any of the conversations associate With digital transformation,

05:01

it should be, it's really important because otherwise you got to go back and do a lot of work. And you can save yourself. If you start that conversation right at the beginning.

05:11

People always look at, hey, we will get to the topic that is so important to us. But I am I am deviating from that real quick. And that is it's, if you want to achieve and you said, hey, I want to be in this digital transformation, where this journey because it is a journey, that make your ears bleed, it's such a journey, but you need to be in it, you've got to have that conversation, you got to have it upfront and do it. And I'm glad you guys are talking about that. People don't like cyber people.

05:45

Well, and as you will hear tonight, manufacturing is the most targeted sector for cyber espionage attacks more than any other industry, because of both the IP, and the supply chain vulnerability is the most targeted sector.

06:03

So I had a conversation with a cyber company. And what do they call it? They call it island hopping. We call it island hopping, let's say I am a big company. Right. And I have vendors. And so what happens is that cyber people go after the vendors to Island hop to penetrate that work

06:32

that way. That's right. That's right.

06:34

I had to pick myself off the ground. I just said oh, gosh, I don't want to be you don't want to be the island. Man. So yeah, well, Scott is the problem to this. That's right. All right. One of the conversation that topics that is very, very hot in manufacturing, of course, it's training, it's it's education, it's attracting the right people, for your business to be in business and be sustainable for the near future, if not a legacy. So that's right. What is mx? D doing about that?

07:12

So we have a workforce development program and workforce development team. Our workforce program is called MXD learn. And it houses all of the programs and projects and our workforce portfolio. So we are looking at a little bit of everything at this stage to make sure we understand where the most value is for industry and current workers and future workers. So we are looking at middle school programs that they'll awareness, we're looking at high school programs that can offer dual credit with community colleges. We're looking at apprenticeships that bring in small and midsize manufacturers in particular who have never participated in an apprenticeship program before in many cases, and trying to help them understand the value of engaging with apprenticeships, the Community College, we're looking at defining the future of work, what do what kind of skills are individuals going to need? What kind of roles are employers going to need to have? And then we're looking at how we make it as accessible as possible for individuals to get access to this kind of training curriculum.

08:18

So when I was a boy, which was probably maybe about 15 years ago, I look younger than I am. Anyway. So I remember in second grade, and I've really, it's sort of weird that we would always get Phil, somebody come in, bring us film, and it was always about manufacturing. Is it always about hey, we're baking bread, and then we're gonna put it on the truck, and we're gonna go and they just would just provide that picture that story. And I remember as a kid going, that's pretty cool. Yeah, that truck drivers going over here. And and I think that we've gotten away from that a little bit developing that story of of, I mean, if you go to MX or IMTS, how can you not be inspired?

09:02

Come on. That's right. It's exciting. It's really, really exciting. It is, it is.

09:08

So what what what can we do to begin to inspire younger professionals like like you said, and sort of middle school, what are we? What are we missing there?

09:22

So I think that we are selling young people short, a little bit here we talk about I do I do? I, we, we we say that they're not interested in manufacturing careers. But our experience has been that as we are talking with young people, they're extremely interested in manufacturing careers. And they are thinking about all the high tech advanced manufacturing opportunities that exist. They have better awareness than I think some of those who are currently in the manufacturing workforce didn't

09:54

Why is there that sort of negative thing going on out there? Why is there this misconception or this Can I say, misconceptions or myths and misconceptions? Why?

10:04

Well, I think there's a couple of things. I think there's a lack of awareness about the opportunities that exist. Okay. So I think you're right. Individuals, young people, even if in current workers aren't that excited necessarily to go work on an assembly line, but they might be very excited to design and program robots that do the work that was traditionally done by an individual on the assembly line. That doesn't mean we have fewer workers, that means we have workers in different jobs. And so I think that there are two pieces one is awareness about the opportunities both for individuals who might step into these careers, but also for manufacturing employers who were encouraging to think about advanced manufacturing technologies and the implementation of those technologies within their factories. So I think we have to ask manufacturers to step up a little bit more.

10:53

Yeah. I agree with you 100%. On that, I think that if I think if if a manufacturer comes to me, and says, I'm having a hard time finding people, okay, great. You're, clearly everybody's having that. What are you doing internally, that's right, to up your game, to, you know, be different or to communicate that we're here for the long haul. And we're going to be doing something remarkable stuff, whatever that marketing is, and being

11:23

clear about what it means to be employed. And within that facility, what is the career pathway, what opportunities exist for the individual worker, all of us going into any kind of job, want to know what the career pathway looks like, at that place? And so the same thing would be true with the manufacturers, what are the next steps? How can I continue to grow and develop a career here, not a job, but a real career?

11:48

I think that's, that's sort of an epiphany on my part, me, not, not you, you create the Epiphany, whatever the math is, it's all on this side, that I think you're right. If I'm a manufacturer, and I'm I'm and I'm somewhat lazy, and this is the way we normally do it. And when all that garbage. That's not a good strategy to sort of develop that business that is resilient in leveraging all the beautiful things that's taking place in the future.

12:13

That's right. And it's hard for manufacturers to so we, we frequently cite a statistic that says 85% of students who are in school today, will in primary school today will ultimately end up in jobs that have not yet been created.

12:28

Whoa, whoa, whoa, whoa, whoa, that sometimes I gloss over data. But that sounds like

12:33

85 85%. It's a significant number. And so when when I first heard this number, I was like, that doesn't seem possible. But in the last seven and a half years that I've been working, the growth I've seen in the career opportunities in manufacturing, we went from barely understanding what a digital twin was, except within very niche groups, to it being kind of part of the common language now within all manufacturing, and even frankly, beyond some manufacturing circles. And so we talk about how difficult it is for manufacturers and academics, to think about what kind of skill sets they need, what kind of jobs they need, what kind of equipment they need, when the the world, and the technology is moving so fast.

13:23

So what do you start? I mean, we're what's like what's, you know, the starting line? Because it's like, yeah, you're Yep, you're hitting on all cylinders? Yep, you're good.

13:33

I think, shameless plug a great place to start would be the MSD hiring guides, where we identify 412 jobs of the future. These are what we anticipate will be the roles and skills and career pathways of the future and manufacturing as it relates to digital for manufacturing and cybersecurity and manufacturing.

13:52

So, but I have to be a member,

13:55

but it's free to download from our website isn't really available to anyone,

14:00

and the analytics that went behind that right, as I say, you know, in depth

14:05

collaboration with Manpower Group out of Milwaukee, but also with dozens of our subject matter experts across industry and academia, and frankly, some of our government and nonprofit partners.

14:16

So me as a broadcaster, I want to download that and say, did you know that in the future, there's Hey, you know who I was talking? I was talking to somebody about nanotechnology data. Yeah. Super small. Yes. Now, it's just like, it's like, no, this is not it's just insane. So somebody's gonna be responsible for nanotechnology.

14:38

And even think about the one of the roles we we talked about in our digital cyber or digital hiring Guide is a data ethicist, a manufacturer needs to think about employing someone within their facility who is a data ethicist because as we start talking about connected factories, and the data we're collecting and analyzing how are we making sure that we're protecting it, that we're using it in appropriate ways you need someone with a skill set to be thinking about that this is what we anticipate is the future of work is going to look like in manufacturing. And this is why it can be so difficult for manufacturers to to think about what kind of talent they need to bring in and foster.

15:19

And you you touched upon this the speed, like, again, just telling you, man, I went to a conference last year and then go to a conference this year. It was like, it doesn't even look the same. Right? The the jargon is different, you know, it was and and it's just, yeah, I can understand how people are gonna, I don't know what Yeah,

15:38

it's so hard. And because it's moving so quickly, academia has to move that quickly, too. So we have to think about non traditional ways of learning. Because we can't have individuals go into school for two, four years come out, and expect to be up to date on the technology, it's moving way too fast. For that we have to think about manageable bite size opportunities at learning that allowed those who are working to jump in and out as they need to. It's exciting. It's so exciting. It's

16:06

correctly with the buzz. I love it. I really do. And I think that I wish I was younger, because I would I would definitely go down this road because it's just it's just exciting. It's just like, it's it's got meaning it's got meat to it.

16:24

And the opportunity is, frankly kind of growing

16:28

big time. And you could go anywhere, anywhere. If you if you master this stuff. Yeah, you're you're the definitely the prettiest person at that dance. No doubt about it, man, because you do it and you do it well, and yeah, you're gonna be knocking down the door. How do people get a hold of you there? Liz?

16:47

Check out MxDusa.org. My information is available for anyone on our website. Her name

16:54

is Liz. She is an absolute no education Juggernaut, can I use epic? And I just wanted to do that. I love it. All right, download that information. In fact, what I'm going to do is I'm going to download and I'm going to tell you to download it because I want to know what the you know, the workforce of the future is going to look like and what that means. All right, once again, we're broadcasting from MXD in Chicago, Illinois. It's an innovation. It's an innovation place. That is big time. And I'm getting ready to go on my little tour. I want that guy. Yeah, I'll be in there forever, too, as well. Thank you, Liz for being on the podcast so much for having me. All right, let's just we're gonna wrap it up on the side. So fear now we're gonna have the contact information for Liz and others at industrial talk.com. Stay tuned.

17:42

You're listening to the industrial talk Podcast Network.

17:48

All right, once again, thank you very much for joining industrial talk. And truly thank you very much for your support of industrial talk that was Liz Stuck MXD is the organization to have a wonderful innovation center up there supporting manufacturers, you need to check them out, all of the contact information will be out on industrial talk.com. So if you're not you will be able to get a hold of these incredible professionals. Now, a couple items to put on your calendar, we're going to be broadcasting from Fabtech. That's in Atlanta, that's November 8 through the 10th. So we're going to be on site there and just celebrating incredible manufacturers at that event. Now, we're also going to be in Barcelona, the end of January. For IoT solutions World Congress bowl events are a must attend event. And it's all just like I said, go out to industrial talk and you'll be able to find the links and and we're gonna be there. So look me up. Look up team industrial talk, and you will have a great time. All right. Once again, be bold, be brave, dare greatly hang out with people like Liz, and you're going to change the world. Thank you very much for joining industrial talk and we're going to have another great conversation shortly. So stay tuned.

The post Lizabeth Stuck with MxD appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at IoT Solutions World Congress and talking to Marc O'Regan, CTO at Dell Technologies and Marc Peters, Distinguished Engineer/CTO for Deutsche Telekom,  about “Responsible Computing, what is it and why it's important”.  Get the answers to your “Responsible Computing” questions along with their unique insights into the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MARC PETER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/petersmarc/

Company LinkedIn: https://www.linkedin.com/company/ibm/

Company Website: https://www.ibm.com/us-en?ar=1

MARC O'REGAN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/marc-o-regan-0597491/

Company LinkedIn: https://www.linkedin.com/company/delltechnologies/

Company Website: https://www.dell.com/en-us?1660040523?1660040523

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

Marc, consortium, computing, technology, responsibility, organization, compute, industrial, responsible, conversation, data, framework, tx, ai, business, perspective, industry, ctos, people, ibm

00:00

Industrial Talk is brought to you by Trend Micro now you know cybersecurity is important if you're on this digital transformation journey, Trend Micro networks has the solutions for you. And you're saying to yourself, Scott, they're going to be complex, they're going to be difficult. No Trend Micro's taken that into consideration. And they provide a suite of solutions that truly meet your cybersecurity needs go out to TX, one dash networks.com and find out more, you're not going to be disappointed. Also industry IoT Consortium. At industrial talk, we always talk about education, we always talk about collaboration, we are always talking about innovation. And if you're a business that has any desire to be resilient to the future, you need to be able to educate, collaborate, as well as innovate with other industry professionals. That's a must. Industry IoT consortium brings that all together, you need to be a part of this community, you need to be connected with these leaders that are all apart the industry IoT consortium, go out to ai consortium.org. Find out more. Again, you will not be disappointed. You're just going to be happy. All right, thank you very much for joining industrial talk. Once again, we are broadcasting on site IoT solutions World Congress in Barcelona. Again, put that on your bucket list for 2023 end of January a must attend an event. In this conversation we have a two gent conversation with Marc O'Regan and Marc Peters, the two Marcs are talking about one responsible computing what does that mean? And then two, how do you get involved? How do you get involved with responsible computing? That's what's on this industrial talk. Enjoy the conversation?

02:02

You guys having a good conference? It's interesting things to see. Great, Tony, thank you. Good. That's what I want. It's all that's exciting. Now for the listeners. Let's, let's start with you. Marc, we're gonna give us a little background on who you are.

02:20

Sure. So first and foremost, thanks a million for having us on Scott.

02:25

pleasure is all mine don't even begin.

02:28

So my name is Marc O'Regan, I, a CTO for Dell Technologies. I'm the CTO for Europe, Middle East and Africa. My background is distributed computing,

02:39

distributed computing in architecture.

02:43

That takes in things like performance computing, Edge architecture, things of that. I guess my responsibilities for Dell Technologies, observe emerging technologies. You know, make sure that future strategy if the organization is going where it needs to go. And

03:07

yeah, there's there's emerging technology out there. You're you're at a great conference for that. That's for doggone Sure, without a doubt. Now, for you, Marc. Number two, give us a little background on who you are.

03:19

Yeah, so multidose. I'm an IBM Distinguished Engineer. So with IBM for quite some time already. Different responsibilities are covering. So I have a day job for sure. But I'm here today, mainly because I am leading since more than two years initiatives that we have bought responsible computing. So I've been doing that as part of the IBM Academy of Technology, bringing together a broad range of different participants from IBM, but also linking up with outside IBM organizations to make sure that we are not just drinking old wine, but making sure that others are validating and engaging together with us in that interesting journey.

03:59

Okay, so let's let's Let's venture into responsible computing. Now. You need to help us define what that is what, what does that mean?

04:09

So as I said, first of all, computing is something that initiated two years ago, approximately Now, and it came out of information that we collected from ctoc hours across EMEA. And we were dressing them for questionnaires, understanding what the future of technology will be. While collecting the answers. We understood that it's not only about technology, but the CTOs and CIOs were expressing some anxieties and some concerns about what their role would be in a sustainable environment, the future, what they would need to take care of when they would have to be approached by the CTOs and CEOs around sustainability or carbon footprint. What about security? What about data usage and data concerns and data capabilities? What about the coding and develop within the organizations, and how to bring this all together in a systemic or holistic approach in environmental interlinking different facets of what we now call responsive computing.

05:12

So it goes beyond because when somebody says responsible computing, okay, you got an image in your mind, and you're now is, is there also sort of that that moral component to it where, you know, a lot of conversations wrapped around AI, neural net, taking my job away, it's just that also encompass that, or is that just outside of the scope

05:36

budget that definitely, so what we came up with is kind of a framework that we shade, and we call it a hexagons of hexagon, because there's six dimensions. And the six dimensions are responsible computing data center. So that's a physical infrastructure of a data center. Then it's about responsibility infrastructure. So these are the compute capabilities or storage capabilities that are sitting in the data center. The third dimension is responsibility code. So how do you develop how do you program what type of programming language do you use to make code more efficient. And the fourth area is responsible for doing data usage. And it used to be called data insights. But data insights from an IT perspective is more like analytics driven. automatic focus how brains towards a dimension, that's why we call it data usage. And we are addressing their regulatory capabilities and challenges. But also what dark data is, for example, producing in terms of power consumption, just sitting on a machine somewhere. The fifth, some engineers, responsible booting systems. So bringing this all together from a systems perspective, and also adding the ethical side of it or diversity side of the perspectives. And the last one is responsive computing impact. That's why we addressing the impacts of people and society. And when I say it's the last one, it's not just correct. As I said, it's actually going to affect seconds. So it's grouping together, there is an inter linkage and there is no defined that report yet reports are defined by maturity assessment models, bringing it more approachable to individuals, and letting organizations and individuals decide where to enter the specific facts.

07:14

So, Marc, Marc, Oregon, Dell, why is it important for Dell to be a part of this responsible computing Consortium?

07:25

Yeah, good question. I think, Scott, it's important for it's extraordinarily important for Dell to be part of this, it's important for organizations to be remembers, also, this is the conversation that's been going on for some time in industry. And it's a critical conversation, it's a conversation that's, by and large, then played down or largely award, and it can't be ignored any further. It's on the top of everybody's mind. Responsible computing, we're thinking about everything from, you know, the responsibility that we have, as an organization, as an organization for Dell, for example, to ethical computing, sustainable computing, everything from how we build our technology, the process that we go through partners and componentry elements that we bring into the build models and technology constructs, right through to the platform where the datasets are observability that data, data integrity, data, sovereignty, data placement, and the use of data usage, how we use data, for good or for bad. So it really is a conversation about responsibility, that responsibility to the technology responsibility to the data to the code arrived a few moments ago, responsibility to ourselves and to each other. And that's the consortium is in place to build that framework and the frame those six principles that Marc hopes to, into a framework that's understood. So a question that comes

08:59

to mind and and and I don't, I don't know, I mean, you, I guess, you guys will know, is every time I come to an event like this, the people like you and trailblazers that are really pushing the envelope from a, from an innovation perspective, there's a there's a philosophy that exists. Me, let's say, I'm just Scott Mackenzie manufacturer, in my behind the times, all I'm trying to do is trying to figure out how, where, where my role in my business is, within all of this technology, this, this growth in technology. So when we start talking about responsible computing, am I behind that? Or is there a way out that I can incrementally sort of approach this, this this fact if I if I want to do this? I've got to approach this. Is there an incremental way to be able to do that?

09:50

Yes, so that they pick up the question, Scott. So definitely, there's an incremental way and you can do it through the framework. You can do two pathways that we have defined So it's kind of cross cutting themes that are brought forward by any industry. So if you're a manufacturing industry, then there is perfectly a place for you to contribute even to responsibility to get to the consortia. Because we think we are convinced, in fact, this is not just a technology company consult here. But this is something that needs to be driven by cross industry organizations and members. So when we have started that or initiate that early thinking, in 2020, we were validating the thinking with outside parties. And they were coming from the financial services sector, from telco business and from energy and consulting services. So that's where we got initially feedback and comments and also from submissions already. And that's where the value of the consortium end of the framework really comes from.

10:45

Yeah, what I see is that it's, it is it's broad, if, if you're, if you're a human being living in this world, you're going to be exposed, you just have to be exposed. And if, if you're a business that has any desire to have some resiliency and long term success, again, it's a conversation that needs to happen. Do you agree with that? Yeah,

11:07

absolutely. And, and And to answer your first question, are you behind the times? I don't think so I think you're within the good quote, the great bulk of the times they are changing. And they are, if you look at technology, just simply from a technology perspective, you have shifts major shifts, tectonic shifts in technology, every 1520 years. It goes from, you know, centralized, to decentralized, and we're very much at that decentralized swing of the emergence of edge. Like artificial intelligence AI has been with us for 170 odd years. Yes, sir. That edge is with us for as long as no longer Okay, so these are emerging technology spaces that are emergent within our tones. And they are coming into the emerging technology frame. And CIOs, CTOs and CEOs have to make that decision? How do I insert these technologies into my, into my business into my organization into networks? Or whatever that might be? And how do I do so meaningfully? And with a level of trust and resilience, as mentioned earlier? And, and what is the framework around for better understanding and doing so, you know, as we look at things like AI, as new algorithms emerge, we're on this third wave of AI and the algorithms are changing. You know, Marc mentioned this a little bit already wrong. from a coding perspective, it's it's the responsibility to how you code your methodology, the software that you're using, the program that you're using, but also the you know, how you exploit the underlying technology, and then how you ultimately build ethical applications and how they're consumed. So AI, outside of just the general ethics and bias kind of frame, it's huge. It's a huge, huge area for taking AI and we're lacking it out. yet. We're landing it into a factory for a landing it into ICUs, in our hospitals, or rather from energy operator into smart cities, you know, how does that work? How do we approach this? What kind of architectural technology problems do we need to solve? And so on and so forth? So it's these things, I think that are going to start to emerge, you know, within one of those six pillars within the hexagon, or potentially even cross merging between one or more of those?

13:21

Okay, so you see, you guys, you guys sort of huddled around the watercooler and you have these conversations and somebody comes back to the watercooler and says, aha, I got a new one for you. And then you'd say, you know, you're right. And then for someone that says, Hey, I'd like to get involved, I'd like to figure out, I'd like to be a part of what's going on, because I believe in it, and I see it and I understand it. And even though I've just got a little glimpse of it, how does somebody get involved with the consortium.

13:50

So the easiest way is, first of all, to look at the responsive computing dotnet website makes it easy to understand what is already written there. What we have started developing together is what they call the manifesto for responsive computing. It's a set of values and principles. So everyone organizations and individuals are free to join through this manifesto, and adhere to the principles that was already getting involved. And some of them may evolve into a full membership of the consortium later on and start contributing not just from from the thinking, but also to define the measurements, the control points, and first drive its adoption process.

14:31

So, so it's not difficult. I mean, there's just awful opportunities out there galore. And it depends on where you want to be within that whole definition of how do I get involved. So I wouldn't call

14:43

it opportunities. I think there is a necessity to get engaged, make sure that the voice is heard, and that we are really going and moving forward because it's just nothing that one organization can get to as itself. This is really cross organization. additional work that then be will be very fruitful to what we are looking for. And that is prosperity, its health, it's about people. It's about planet. So all the passwords that you also see in the press today are coming together from a from a technology perspective into responses.

15:19

Yeah, you're talking around the necessity to collaborate, because not everybody has all the answers, right. And in in the case of a consortium, you're bringing in all of these different viewpoints, these different challenges, and you're able to access this full collaborative type of environment to be able to draw some right conclusions or our head in that direction. Is that correct? Yeah, that's

15:45

That's exactly it. And, and it is bringing in that new thing that you mentioned, Scott, right. It's what's this new thing? Like, how can we certainly go about doing that, but it's also about the old thing as well. When you think about things from an ecosystem perspective, from an environmental perspective, to do a deal, together, you have to take this as a problem in IoT, you have to take something maybe that was born into an ecosystem 40 or 45 years ago, maybe written in cobalt, it wants to talk to something that was written in Ruby, and rails or Python that's just been injected in 45 days ago, how do you get these two guys talking to each other, right. And it's an extraordinarily difficult thing to do. But I think the value and the power of the consortium is that, you know, we have, you know, partners and members sitting. So we've been through a lot of this, and who can be absolved for a lot of these types of things, and who can actually bring ideas and ideation into the different workshops, tell, for example, we would have built a power in some of the biggest, most efficient data centers and cloud platforms worldwide. And, you know, the techniques and approach that we used to do that, you know, started with Compute elements, and how you could actually take something that was one unit pi, and had two central processing units into maintaining that you might be bringing in eight, or even 12, central processing units, while maintaining to power supplies and lack of another myriad of different challenges that came into that. What do we you know, as we take the, you know, the lid off the server node, and we look across the plate or compute construct, what can come next, you know, we got to make room for different components in here, because we've obviously got to shrink components. So, you know, shrinking CPU die shrinking on DRAM modules, you know, taking FPGA cards that aren't used, and so on, and so forth. And then they keep for a better and more efficient airflow across the planner of the actual compute. And then understanding the efficiency levels of individual components that you choose to put into the constructs. And then you distribute that across, you know, an entire landing zone of a data center, or availability zones, a data center, that's at the compute level, then at the actual data center, or cloud level itself, it's the power usage efficiency, so the energy coming into the facility, you know, by the by the energy going out of that facility. So what is the compute consuming? And what do you do with the residual heat? In one instance, in the data centers, quite a large one, unlike that, we took that lead, and we used it to help purify water, drinking water for, you know, the greater Boston area of Dublin, the capitals of Ireland. So these are just small examples of techniques and things that may arise. Been a

18:38

work stream, but but but really, what you're saying is that, here it is. We don't even know what type of use cases that can come out of result of going in this in this direction. And then if you're in is that if you're going in that direction, you discover new use cases, such as a purification of water using the, whatever the heat associated with that is generated to do that. So it's what this

19:03

is, this is it, and I think, we don't know. But what we do know is that if you're a bank, you're going to bit want to get close to the data. And that data equals wealth, that wealth, your your business, right, that's your responsibility. It's your bank, you want to get your compute company, and your artificial intelligence model, for example, as opposed to the sensor or actuator or alarm system. And if you're a healthcare provider, or a hospital, you want to get back that capability right into the back of an ambulance, or in some cases, even onto or into a patient. There are different things. They're different use cases, but the pillars and principles tend to be the same.

19:46

And you're compressing the time. You're just compressing time to from from realization to action, or whatever it might be and then some All right. You know, we can talk about this all day. How do people get a hold of you? Marc,

20:01

oh, people can always reach out to me. So LinkedIn, for example,

20:06

I'm gonna have his direct link to Marc Peters, LinkedIn. So reach out to him on industrial talk, Marc two.

20:16

So fast, you can get me by the little toe the left. If that fails, you can get the Red Dog Marc is my Twitter handle. And again on LinkedIn,

20:30

you guys are great. I mean, the passion is wonderful. I just, it's, as I continue to interview a lot of people from this particular event, there's no lack of passion, there's no lack of a desire to do something special. And what you're talking about here with the responsible computing consortium, it falls right into special thank you for good doing that really do it. That's that's a, that's a great idea. All right, listeners, again, we're going to have all the contact information for the Marc squares here. Then it's m, A, R, C, no Ks, and both names are like that. And it will be out on industrial talk. Once again, we're broadcasting live from IoT solutions World Congress, Barcelona is the town. And we're having a great time. And it is fun, talking to great professionals, companies that are really going to shape the way we do business and make our lives better. So thank you very much. Stay tuned, we're going to have another great conversation shortly. You're listening to the industrial talk Podcast Network. All right, once again, thank you very much for joining industrial talk and a hearty thank you to Marc Oh, Reagan and Marc Peters, as you could tell, thoughtful individuals focused on solving today's challenges in industry right there right now. The other thing is that they're big into the need to collaborate. That's why they have this responsible computing consortium out there and all the links will be out there. That's why they're involved. That's why you need to be involved. It is what's happening in the future. And you need to know how to do that and do that effectively and collaborate with people like Marc and Marc to know how to do it and what is important. All right. Again, we are building here at industrial talk an ecosystem of problem solvers like Marco Regan and Marc Peters. And we are all focused on education, which is a must. Collaboration is important. And if you have a desire to have a business that is resilient, innovate, right here, industrial talk, remember we have all the contact information for the Marcs out on industrial talk. So reach out, you will not be disappointed. Thank you very much again for joining. We're going to have another great conversation shortly. So stay tuned.

The post Marc O’Regan and Marc Peters, Responsible Computing appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Scott Drake, CEO and Executive Director with JumpCoach about “Growing Modern and Agile Leaders in Weeks, NOT Years.”.  Get the answers to your “Leadership” questions along with Scott's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, leaders, scott, leadership, organization, problems, industry, world, manager, challenges, culture, company, purpose, train, skills, important, build, contact, coach, manufacturing

SPEAKERS

Scott MacKenzie

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get

00:22

to it. Hello there. Welcome to industrial talk, the number one industrial related podcast in the universe that celebrates industry heroes all around the world. Because you are bold, you are brave, you dare greatly. You're solving problems. You're innovating like nobody's business, and you're changing lives, and you are changing the world. And that's why we celebrate you here on industrial talk. All right, Scott, Drake is the gentleman in the hot seat. He is the founder and executive director of jump coach, and growing modern, agile leaders is the topic of conversation, let's get cracking. Leadership. So all of this innovation stuff that's happening out there, the number one, the number, and I mean, numero uno, reason why things do not succeed. So I always getting down to leaders and people and culture. It's always a human equation that impacts definitely impacts success and failure of whatever initiative you're you're working on. So that's Scott Drake right there. We'll have more to say about it. All right. Here's a couple of things. I want to make sure that you keep in your mind. Right. So I've been noodling on some things about marketing and sales. And I'm a big marketer, and I love sales and I, it's a, it's a passion of mine. But I want to throw this out for you. And it's stats. Everybody says, Hey, you got to sell with stats. Oh, so was stats here. Let's see what we got here. It was at, I was looking at it oh, here it is. Here it is. So, note this note this 45% of sales, people never follow up with the prospect 45% This is a stats and I I'm just sort of regurgitating the stats. 25% of salespeople make the second contact and stop. Okay, 12% just a measly 12% of salespeople make three contacts and stop and only 10% Go beyond the three contacts. But here's the real reason why you want to multi contact, multi touch is that 2% of sales happen to only two with the first contact, okay, we're an industry we're selling, we're doing a lot of things with, with innovation, these are big, big challenges, and I don't think you're going to be able to, you know, meet one time at boomin. The, the deal is cut 3% of the sales made. On the second contact 5% of the sales made is on the third contact 10% On the fourth contact. But here's the real clicker. 80% of the sales are made on the fifth and 12th contact, fifth through 12. Contact. That's a lot. So my question to you is what type of mechanisms do you have in place that adds value every time you're making contact, and you can add its multi contact? Because clearly, your sales will truly benefit if you have a mechanism to be able to constantly and revolving around those contacts and adding value. You know why? Why do they want to listen, you better add value, you better add value to what they are doing. The other thing is,

04:01

it's a little quote, it's just a teeny little quote, the fortunes are in the follow up. How about that is true? I don't think you can deny that. So if I was running sales, which I've had I've done in the past, or marketing, which I've done in the past, or running companies, which I've done in the past, is I want a multi touch, multi connection process that adds value every time. Not to me not to my company, but to them. Am I solving their problems? Right? That contact that solves the problem. You know, that to me is where it's at and do you have that funnel in place? I just throw it out. I'm gonna continue to harp on that just because I think it's so important for your success. It's important for mine, Guy No, I do I have multi contact, you know, all right, couple of events that you need to put on your calendar. But I'm broadcasting from these events, which is pretty cool. And I'm excited about broadcasting from these events. And the reason I'm excited is because it sort of feels like normal, right? Feels like normal things are, you know, sort of, it just feels good, right? And and I get to broadcast I'm very fortunate to broadcast and connect with people, and have a great time, and have meaning and purpose in these connections. The first event is the IoT solutions, World Congress, this is in Barcelona, if you have to go to if you have to go to Europe, I guess Barcelona would be the place to go, this is the 10th through the 12th of May, right around the corner. I'm excited about it. And this is a unique event, because they really work on providing real solutions to your challenges and your goodness, you get to sit there and talk to people that have the solutions. And it's a worthwhile event. It'll be my third time there. And I've been very, very, very, very fortunate to be able to do that. That's IoT solutions, World Congress 10, to the 12th. The other one is distribute tech, this is May 23rd, to the 25th. This is in Dallas, Texas. And it is really sort of the premier event, we're broadcasting there to premier event that features a lot of the utility generation solutions that that are needed to bring this whole utility industry moving forward. Distribute tech, so I'll be broadcasting there. So you know, be on the lookout of that. And then another one, finally, this is sort of a smaller one, but very focused on digital manufacturing Summit. This is that's what's called digital manufacturing Summit, and that's made 19th And that is in Chicago. And again, there's some there's some great things that are taking place, we've got to consider to have that digital mindset. But there are a lot of components associated with you. And that success, just f y i It's important. We haven't even touched upon cybersecurity, I mean, you touched upon a lot of the elements. And so we're going to have to start painting that picture of that holistic look at digital transformation, finding trusted members of your team to be able to make that happen, because the reality is, you're going to have to do it. If you're a manufacturing, you got to do it. So find somebody that you truly trust, work with them move forward. There are a lot of things being discussed out here. Now finally, I've got to Mike, I call them micro micro webinars. And the reason I was micro I, I gotta be truthful with you, I'm impatient. I always want to move fast. And I do struggle with something that lasts longer than an hour, right? It's just, you know, as my wife has my kids, they'll concur. But the reality is, is that we have to have, we have to have consistent, more, I say, micro webinars focused on real challenges. So I'm working on one that is called utility maintenance. There's a lot of stuff that's happening out there in the world of utilities. And this is like a No BS approach obtainment time and money. That's one. So be on the lookout for that. And another one is manufacturing, we're still sort of figuring out what that title might be. But there's a ton of options. But this is the ability to react to look at and and really ask, you know, if you're not traveling around, whatever, ask leaders that have questions that are you're struggling with. And then and then it'll be out there and it'll be evergreen, and you can follow up. And so you know, here at industrial talk, we just want you to be a success, how's that? We do. We're going to provide everything that we could possibly do and then some if you want to connect with them. That's what we're all about that those are micro webinars, one in utility maintenance, and the other one in manufacturing. And we got a lot more scheduled. All right.

09:10

On to the interview, Scott Drake. Now I've been a little remiss because Scott and I had a conversation some months back and I'm finally getting around, but he knows what he's talking about. And for a guy like me, who tends to be a little impatient. This is write down my just ate I ate it up. It's like growing modern and agile leaders in weeks, weeks. I'm all in. I need leadership. Yes. Not years, helping scaling organizations grow leadership teams. How can you argue with that? That's got Drake, jump coach is the organization. Enjoy the conversation. Scott, welcome to industrial talk. Thank you very much for finding time in your busy schedule to talk to the iron Have to say the best listeners around the world. How're you doing today? I'm good, Scott, how you doing today? Thank you for asking. I'm doing well. I'm telling you listeners, we're gonna have a great conversation. And it's about leadership, but it's about a topic that is near and dear to my heart and for many manufacturers, many in industry is, what do we do? How do we, how do we build up a workforce that is engaged, that wants to be there, and we're just, it's a topic that's got to happen. It's just got to happen. Alright, Scott, before we get into the conversation, give us a little background on who you are, and why you're such an incredible professional.

10:41

Well, thanks, God. Yeah, so yeah, my name is Kendrick, I'm an executive director of a company called Jump coach. And my background is in tech, I kind of came up through the ranks in tech, I spent some time early my career at Microsoft, and then some time down into Silicon Valley, getting into leadership, and then making all the mistakes in leadership, and learning a lot of lessons in leadership. And as as I moved up the ranks, I started seeing the leaders behind me making all the same mistakes that I had made. And I thought there's got to be a better way to grow leaders who really know how to build engage teams, and who really know how to work together as a team. So, so I sat down on a research project, and, and built some tools, and in earlier this year, have embarked on this, and I'm gonna make this the next 1015 years of my journey is to really say how do we how do we get the leaders in place that, that can really build the companies that we need in the future?

11:28

Yeah, we have COVID, we have the pandemic. And I, and one of the observations that I had with this pandemic, outside of the fact that pre pandemic, I thought we were bringing our C and B game to the table, but now I have to bring the a game, but it also highlighted leadership weakness, you know, either you are a good leader and being able to navigate the waters of this pandemic, or you are struggling as a leader to try to figure out how to navigate these waters of this, this pandemic. But, you know, neither here nor there, we're here. So let's talk about workforce. One of the areas that many within manufacturing many within industry is they're having a hard time, and they're having a big time, hard time finding people finding a workforce that is engaged, that is necessary to keep their doors open, to keep their legacy of whatever their businesses and and, and keep them in the door, keep creating sort of a stickiness. Let's talk a little bit about that. Those are the challenges. Let's talk a little bit about four factor hiring, which is interesting to me, give us a little background on what that means.

12:40

Yeah, so four factor hiring is, is basically, you, when you get hiring, right, it's a magic, right? You know, the people are engaged, they want to be there, they do a great job, they show up prepared to work, but when you get it wrong, like it can really be damaging. And you can do a lot of problems that all industry are dealing with a turnover, or people who don't do good work or don't care are they, you know, give poor customer service and some of those things. So what we found it again, I come into the tech world, and we kind of been dealing with a lot of the problems that other sectors are starting to deal with. Now, we've been dealing with this stuff for 2025 years. And what we've found in tech, oh, what I found is that when I would hire for, hey, I need somebody who has this particular skill, and somebody who will take the pay that I can offer them and is happy with the perks that I can put in front of them, then that person might show up, but they're really often not going to be a good employee. And they may quit in six months. And they may drive me crazy as a manager because I'm having to try to coach them all the behaviors that I want them to do and coach out of the behaviors I want them to not do, right. So four factor basically says look you've got what are the skills? What are the extrinsic motivators, the pay and the perks that you put in front of somebody. Then the third part is that fifth piece, which is to say, what behaviors what code of conduct does this person need to naturally exhibit? And then the fourth piece is really, why does this why will this person be motivated? Right? What is it about my organization that we can provide this person that's going to bring intrinsic motivation, and have that person show up every day excited to be there? And we have to hire for that, right? We can't just assume that every organization is same different organizations gonna find different things within these intrinsic motivators to, to bring the right people in place. So it's really about hiring for all four of those and then managing for all four of those is what we help companies do.

14:24

But I gotta tell you, I'm desperate. Manufacture I'm desperate. I need people I need bodies, and it doesn't sound sexy. But I need bodies. I need people to fill roles. And it's almost like, is it better to to identify the skills, take your time, identify the skills, but to really identify number three that fit that individual that fits the culture. Is it better for that? I I don't know. I don't have an answer. All I know is I need people and I'm somewhat desperate. Is it better to look at that and then teach to it. What what? What's your thinking on that?

15:04

So it depends. I mean, there's no one right answer, I think different people can find different success in different places. But we really sit down and we got to start asking why do people want to be here? Right? It pay is not enough, right? I can pay them $15 An hour or $20 an hour or $40 an hour pay is not going to get people to show up with their hearts and minds, right? There's got to be something else. And those something else is tend to be your code of conduct. And some of those things are they tend to be your purpose? Why do you exist? What are the types of products maybe that you're, that you're creating, and the services that you're offering that those have a meaning to somebody, right, what you're doing your work has meaning to somebody else. And in that work, you can put some purpose, or it may be growth, like, I'm going to show up, and I'm going to give my best for the next two or three years, because I'm going to grow, and I'm going to be a better person when I come out the other side of it. So there's got to be something else there. And it's really in being honest with yourself as a business leader, and saying, What are we offering these people beyond the pay in the parks, that is really where you're going to find the solutions to some of these

16:06

problems? You know, it's interesting, because I don't think we cover purpose. Enough. I don't think that industry as a whole, under, they might say, Hey, this is our mission statement. This is our values, whatever, this is our vision. But really, when we start talking about purpose, what, what does that mean, from your perspective telescope?

16:29

From my perspective, it is why do I want to show up every day and give my heart and soul to this, and it's not going to be for X dollars an hour, right? And it may be for my team, it may be that I show up every day, and do my best and give my best because I'm part of this team. And maybe because of the problems that we solve and the people that we get to help. There's different things that you can build a purpose around it, it's not always some aspiration, or some big, you know, the fuzzy thing, it's often some very concrete things. I know there's one, one store, I can't remember where I heard about, like there was a roofing company that they decided to make their purpose, giving ex cons a second chance, right. So all of a sudden, this organization has something beyond just being another roofing contractor that everybody's just just price shopping on. And they built something else around this business to say, we have a purpose beyond just that. And that's what attracted a lot of people and a lot of the problems that that company that industry sees as a whole, that company no longer saw because they built something else around what they were doing. That's the kind of thing that you can build purposes around.

17:37

Yeah, and I see that if I me, if I had a desire to build a business of resilience, I would want to make sure that everybody is rowing in the same direction on the boat. And that, to me is a focus on on purpose and why we're here and what what is the ultimate goal and challenge and and we're all just motivated to do that. And and Is it is it better for me and I looked at the four factors, you've got skills, you're looking at skills, you're looking at motivators fit culture, and intrinsic motivators. How's that different number two, and number four differ from each other.

18:14

So intrinsic motivators are the things that are paying perks are things external to me, right? They're not things necessarily control, they're not only things that I feel, right, they're things that I get, and getting things is only going to motivate me so far. And it hits a point where you get these intrinsic motivation, which is I'm going to do this because it's interesting for me, right, there's something in it, that I get some reward that is either intellectual or emotional. From doing this work, or from participating in this group of people in this organization, I get something from it beyond that, that that brings me motivation. One of the things I love to say in the tech world is most programmers will work for free. And most do work for free. They go to their job, and they're miserable, and they go home, and they work on side projects that are nonprofit work, or they work for some other organization that's doing something interesting because they get to work on challenging problems that are interested in them, right? So so it's really about finding those things that you can then bring into your work that that bring you that that satisfaction from the work itself, not necessarily from what you get from the work.

19:18

I like the way that is laid out if if I was a hiring manager, director or whatever I'm hiring, I would naturally gravitate to fit and culture and intrinsic motivator. And then of course, the skills I could always train to is, but those would be those are matters of the heart from my perspective. And I would, I would probably gravitate toward that. Let's say I'm an organization and our normal way of doing businesses I've got I got an HR I need a I need an individual to satisfy this particular role. I need these skills that that that that that that and I need to pay them x y or Z doesn't? Like, here's my scale, my salary range, right? Rarely. And I mean today, rarely do I talk about fit to culture, or my, the intrinsic motivators of these individuals. And I will not interview to that. How do you begin change in an organization? Because I think that, to me, is super important when I'm dealing with a workforce challenge out there, if I can, if I can work on those and get that down, I think I'm better positioned. How do I start that journey?

20:33

Sure. So we start them off by saying, what instead of saying, What do I what do I need something? What What skills does this person need? We say, what are they get to do? What is this person going to get to do? What are they going to get to work on? Right? And then what? Why does that mean anything to anybody? Right? What is what are they going to get to do for the next year? What are they gonna get to do for the next six months? And then why should anybody care? Right? What what what is it about that work that there is actually something interesting about and then it's, it's taking that and saying, Okay, that's where you're going to find something to sell to somebody else, instead of saying, I need somebody to come in that has these three hard skills, and they must have 10 years experience of doing this, and they must be able to take $20 an hour, we actually the way we write the we do we do our job descriptions, we say, here's what you're going to get to do. Right? Here's what's exciting about it. And what's going to happen is the people who would actually be excited to do that work, there's going to be some intrinsic motivator, they're going to they're going to look at that and say, oh, you know, that would be fun, that would be interesting, I would learn something about doing that. So you talk about the things that people get to do not about the demands that you're putting on them, you know, that that's what we tend to talk about, you must have, you must have, you must have instead of saying you get to you get to you get to. So it's really about shifting the mindset of the leadership team and the HR team, to start looking at the world in that lens. And it is hard, because we have been trained our entire lives to think, you know, efficiency and consistency and predictability and this mechanistic approach, we've been trained our whole lives to think that way. And you have to stop and step back and go, This isn't working anymore, we have to learn to think differently. So that's really where you start,

22:03

like, you get to.dot.in, your job description, I think that that's a great beginning, is there also a way of being able to say, Okay, you get to dot dot, dot, also dot, dot, dot, whatever it might be. Is there, is there an educational component that is also a part of that conversation? If you can't do if, if you don't meet these, but we'll train you that type of thing? Is that conversation out there?

22:37

It absolutely is. And we actually, you know, again, a lot of times when I'm hiring and hiring, I start with the problem that we solve, because it's like, at like the last company, I was an executive at we were in medical education. So we would talk about, hey, you're going to work in educating doctors. And what I was trying to do is attract people who maybe came from a family of doctors, or who maybe had a wife, who was a nurse, or a husband, who was a nurse or something along that line, you know, it's so you, I was looking for putting out in front of them, those things, but then I would say, and here are the types of things that we think you're going to need, and we're going to need, but that if you've got some of this other stuff, if you got some reason to want to be here, I would rather train you and help you come up to speed. If you're going to show up every day excited to be here, then we'll train you. And I Yes, we would absolutely build some of that in. And those would be some of the conversations that we would have, I would rather attract the 10 people who want to be there than 100 people who don't, right, and and so and then train those 10 people. So yeah, we would talk about some of those things, both in our job descriptions. And as in our early interviews, and some of those things to make sure that people understood that it was the want to be here was was often more important than the specific hard skills and you think tech, you think the hard skills attack, like you got to be able to program in this language, you gotta be able to do these kind of things, we would be pretty flexible sometimes with those if they had some intrinsic motivator that made them want to be there. So yeah.

23:54

In what sense, right, interesting is some of the feedback that I've received as a result of that say, Yeah, I bring them in, I train them to do whatever it is. And then of course, there are hotter commodity, because other companies are looking for that skill, too. And therefore leave but but the reality is, you if I can create a culture that that encourages people to stay, then there is a level of stickiness, and then I can train and then I don't have to really worry, yeah, they'll make your own decision. But I think that if you can create that culture that encourages them to stay, then your investment into what they're doing their education stays within the confines of your organization. Is that am I looking at that right?

24:43

No, you are and you got to you've got to it's not an issue that they quit then you got to go Why did they quit? Right? Why does what why was company be more attractive than us? Yeah, what were they doing differently and it's in a typically going to be more than two or $3 an hour more. Right? And maybe They didn't have a good relationship with their manager, because their manager didn't understand really how to be a good manager, right? People tend to quit managers, people quit teammates who don't follow a code of conduct, people, you know, quit and consistency or lack of clarity, right? So what are the things that cause that person to then want to take that training and go someplace else. And it's rarely about money, there's often about other things. So it's really, again, you've got to be honest with yourself, and you got to be willing to look in the mirror and look at your organization and say, what, what are we doing that we should be doing better? That would, that would help us keep these people

25:33

here, see, and you touch on something that's really important. And that is sort of the macro look at that culture. And that requires all your decision makers, your managers, the ones that are moving this company forward to be online, and you can't have it. And I would imagine, correct me if I'm wrong, Scott, if it doesn't take much for me to get pissed off, at some manager, doing something over here, even though I might have 20 managers over here that are great, that one manager is going to piss me off. And I'm going to leave. And it's so important to have everybody in line. I mean, it just is, especially in today's work environment.

26:12

It is it doesn't, it doesn't take much. I mean, we teach. So we teach two things that I think are really helpful. One, we teach what we call moments that matter. And that's that leadership happens in these small moments of interaction between people. And if in those moments, people get clarity, and motivation, and they're treated well and they feel they were treated fairly, then then they're typically happy with a company. But if in those moments, people get things they don't need, like confusion and doubt, or they're reprimanded in a way that they don't feel was fair, then often they're going to leave, but those small moments matter managers often don't even realize that they've done something that that kind of tripped up that person. So we actually end normally a delegation, or coaching problem solving, or if the employee has an idea, and they share it, and it's not received with any curiosity or like those little things that are so small, can really derail and take what is a great happy employee and force them to go look at companies. And it's about getting those

27:05

right, and that employees gonna leave that office or whatever it was and start chirping in the ears of other people within your organization. It is that quick, that's for sure. You said that two things, you got moments that matter which I like. And number two,

27:21

the second one is we actually teach a scorecard. So a lot of leaders a lot of leadership is confusing, because it is such a big topic. Right? People don't understand all the nooks and crannies, they don't understand that I've got to do A, B, C, D, and E, right. There's four goals of leadership that are kind of kind of conflicting. And then there's nine jobs that leaders have to do. And most leaders don't understand all four goals are the donor Central, not job. So we actually give them a map, it's essential that hey, I'm going to give you a map of New Orleans, like, you know, New Orleans or big city, right? Most people get to the airport, they don't understand everything you do. They look at a map. Same thing with leadership, there is no map of leadership, there wasn't. So we created one. So but what that map does is it gets all those leaders aware of all these little nooks and crannies and saying, You look, all of us have to be in lockstep around our culture and our values. All of us have to be in lockstep in challenging our team appropriately and building motivation and not doing things that damage motivation. We have to be lockstep in how we hire. And if you can get that, then you do get that consistency, and you see fewer problems. But yeah, if you do have one rogue manager who's trying to be helpful, but steps on somebody's toes in a way that really, you know, increased them, then then you can cause problems. So it is really about getting all those managers working well together from the same playbook in a complementary

28:31

way. And it's huge. I'm just telling you right now, it's huge. It's huge. Jay, one last question before we wrap it up. Yeah, can it can everybody be a leader?

28:42

So I think about 10% of people lack empathy, or emotional intelligence, they have some psychological or emotional challenge that prevents them from developing the empathy or emotional intelligence. The there's another 10% that are natural leaders, they just naturally kind of think about leadership in the right way. And the other 80% of us we can learn, right, but we have to learn but yes, that that there's 90% of people who absolutely can be effective as leaders if they want to be right that's the other piece of it is they really have to want to be for the right reasons. It's not about status, and getting more money and moving up the ranks and those kinds of things really got to truly be about we want to create a great place we want to solve problems when we want to work together it's they have to have the right attitude about it. But yeah, if they want if they want to do it and they want to shift their thinking and have that right attitude about thing Yeah, everybody in my opinion, except for about 10% can can grow and you can become really effective

29:33

leaders. That is an interesting, I like that cap off just because it what it tells me within an organization if you're running an organization, you're the head cheats, whatever that is, your leaders have got to be one train and on a common on the common roadmap, common whatever it might be, to be able to ensure that that everything that culture is nurtured and and move forward so that you don't piss people off can get aboard piss people off, especially your, your workforce and future leaders within your organization too. So not a part of that, too. All right, how do people get ahold of you, Scott? Yeah, best

30:15

thing to do is just go to jump coach comm again, that that assessment that scorecard we actually build a free tool around it so people can go and it's under our free tool section. And they can just click on that. And actually, it takes about 10 minutes go through the assessment. But let's go to show you're going to show your gaps. It's going to say, here's where you're doing well, and you're aware. And here here your gaps. So definitely, yes, stop by jump, Coach calm and take that assessment. If you're curious about it.

30:34

There it is. I'm out on your website right there. And I see leadership assessment, leadership, Q and A. All right. All very, very cool. Scott, you were absolutely wonderful. And I think that what has been provided great insights. Alright, manufacturers, all right, industry professionals. I think that this is a great key to deal with your workforce challenges out there. Yes, it's a journey. Don't say, Scott, it can't happen overnight. It can't. But you got to commit to it today. Today. No, yesterday. Let's put let's put a little urgency. Thank you, Scott, for being on industrial talk.

31:12

Hey, Scott, thanks so much for having me. I enjoyed it very much.

31:14

All right, listeners, we're gonna wrap it up on the other side, I'm going to have that link to also the free tool. So don't worry about that, as well as how to get ahold of Scott and the website, everything that you need to know. Right there ready to go. So stay tuned, we will be right back.

31:29

You're listening to the industrial talk Podcast Network.

31:38

Alright, again, thank you, Scott Drake, jump coach is the company. Leadership is definitely in thing, especially now when we start talking about digital transformation. We need leaders, we need it. Every every doggone problem that happens with implementation always gets down to Leadership, Culture, people, technology is just the technology. You know, just just keep that in mind. It's important. You'll have all the contact information at industrial talk.com. All right. Again, we've got IoT solutions World Congress, you got distribute tech, and we've got digital manufacturing summits in may put them on your calendar, and they're all out there too, as well. Now, the other thing finally, does that. Let's just Let's just be you know, let's just be frank. Sales is important. We need multi touch, make it happen. Let's figure out those processes that are necessary to make that happen. Simple. All right. All right. Be bold, be brave, dare greatly hang out with Scott will be bold, brave and daring greatly and you're gonna change the world. We're gonna have another great conversation shortly.

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On this week's Industrial Talk we're talking to Tracey Lovejoy, Co-Founder and Co-CEO with Catalyst Constellations about “What is a Catalyst, being a Catalyst and why this is important to your business”.  Get the answers to your “Catalyst” questions along with Tracey's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

catalyst, people, organization, scott, Tracey, world, problem, industrial, industry, shannon, talk, create, change, reality, happening, vision, listener, business, conversation, superpower

00:00

On this episode of industrial talk, we are talking catalysts. Are you a catalyst? What is a catalyst? And as an organization, do you need catalysts? That's what we're talking about on this episode. So let's get cracking.

00:16

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's go

00:34

Alright, welcome to industrial talk a platform, a warm and fuzzy place for industry heroes such as yourself, because you are bold, you're brave, you dare greatly. We celebrate you on this podcast, because you innovate, you're changing lives, you're making my life better, and therefore you're making the world a better place each and every day. Take that to the bank. All right, in the hot seat. We have a wonderful person by the name of Tracey Lovejoy. That's T R A C E Y right? Don't forget the E. She is co founder and CO CEO at catalyst constellation. And you know we're going to be talking about Yep, catalysts in what that means. And are you a catalyst and you need to get involved because there's an event that's there. They're putting on on the 11th of January, let's get cracking. All right. We're also we're also brought to you by Neil, you're you've heard me talk about Neil. That's neon, that's an E O M go out to neon.com they're creating, how about this for a bold future? Brave, Daring Greatly vision. They're creating the community of the future. They're putting all of this industry for Dotto, the stuff that we talk about on industrial talk each and every day, with some of the best professionals from around the world. They're putting it into action. They're there, they're putting money where their mouth is, and it is an exciting vision. So go out to neoma.com Find out, I'm telling you, man, you're not going to be disappointed. And we're also brought to you by Deloitte, you've heard that name before, especially now, you need to have a consultant that is got your best interest at heart, because these times right now are very challenging, and you need bright minds. And you need visionary guidance to make sure that you survive and that you create a business of resilience. Go out to deloitte.com Find out more you know them. Alright. So

02:42

he ever get that update that that? That iPhone update? Yeah, I just just went through it. I have my iPhone, I got my iPad. I've got everything that's AI related, right? And sometimes I don't like the updates. And you're saying yourself, Scott, why don't you like the update? Because it requires me to change. It requires me to do something different. And then I realized that's what we're all about here in industry, we're all about change. We're all about trying to do something a little bit different, more efficient. It's solving problems. And that is just, that's a factor of change, right? We just need to do that. And so I was complaining, because you could tell by the music. Sometimes it gets a little. No, Poppy, I don't know what you would call it. It skips and it's a digital music, right? Digital, but it skips I can't tell you why. But then I get frustrated. But then I realized that change is good. Yep, changes good. So put that in the back. I don't know where I was going with that. But I just decided that I needed to share my my epiphany when it comes to change and the update with the iPhone, because you know, they make it do something different. You've been doing it one way right with your thumb. And then all of a sudden, you have to change the thumb and now it's at the bottom as opposed to the top. And I can't I can't explain why. I don't know what happened in the star chamber. I phone wherever. They changed it. But I like it. I'm gonna roll with it. That's what I'm about also. So if you've heard the podcast, with Tim, Kobe of Eight Inc. And he's talking about return on experience. I'm fascinated by that because I believe he's onto something that is really important. Now you go go go out find Tim Kobe, like Kobe beef. Right? That's, it's out on industrial talk.com. But the reality is, is that there's truth. And I challenge you and I challenge every listener out here. When you start talking about or thinking about an experience is that experience from your customers perspective, positive or negative? indifferent? I don't know, is there a lasting memory? Is there something there that just says, gosh, that was fun. And and in that experience, you can then begin to develop that relationship. Right? So we did the Christmas and holiday thing. We went to Disneyland Disney World, right Disney World. And we did Epcot. And from the point when you enter in, get it going into the park, you're doing it. It's all about the experience. It's all about what you're hearing, what you're seeing what you're smelling? What's your steady, it's just, it's an inundation. Is that a word? Now, I'm inundated with just experienced stuff. And, and none of it stinks. From my perspective, right? None of it is is off putting, right the food's good that the flowers are pretty, right. Everything is a great experience. And I just came to the conclusion that, yeah, I like experience. And and that's why I offer the podcast because I want to encourage you, if you're listening to this, and you're saying to So Scott, I would like to be on the podcast, I encourage you to do that. I'm all about industrial entertainment, we've got to deliver an entertaining product, we've got to deliver something that is is focused on an experience, right? A positive, because you're doing great stuff out there. As I ramble on, this platform is dedicated to you industrial professionals, it is available to you. And I guarantee you, I guarantee that you will have a great experience. That's That's my guarantee. And you will never come off with this podcast say, I didn't have a good time. I'm telling you. You will. Alright. Segue right here. Alright, so I met, I met Shannon Lucas. She's the other co founder with Tracey Lovejoy. And I met her in San Francisco, and

07:11

excellent chest on fire delivers just just fun, passionate stuff, right. And in this world today, we need to have that passion. We need to have that that desire to really help companies help people succeed and create businesses that are resilient. We talked about catalysts. And and I'm not going to go into it because Tracey does a great job of explaining what that is. But the reality is, if you if you listen to this podcast, and you're going oh, my gosh, I'm not alone. That's how I feel. I'm not alone. I feel just it's it's a great book. They have a book. Okay, hold on the catalyst guide to well, working well. Okay, catalyst guide to working well move fast break shit burnout. And that's exactly what we're talking about here. And it's exciting. And it's a wonderful conversation. And they they just, well, it's really Tracey, Shannon's another conversation. But Tracey just hits the nail on the head. So let's get cracking because you need to listen to this podcast, you need to listen to the wisdom that comes from Tracey and team. Catalyst constellation. So enjoy the interview. All right, Tracey with an E. Welcome to industrial talk. Thank you very much for joining. How are you doing today?

08:36

I'm so happy to be here with you, Scott. Thanks for having me.

08:39

Yeah, every time I look at your name, I see that EY as opposed to just why? Yeah, it causes anxiety for me.

08:48

Because I answered anything. Yeah, but people do why I eat with the heart. All answered to Teresa, Terry Stacy. You're good.

08:59

All right. Love Georgia. Last Name, right. So we're gonna go out into our stat card listener. You go out there Tracey with an 80 ra see why love joy finder. Catalyst. constellations. Is the company. Do not hesitate. Of course. I'm still pending. I'm still looking at my pending my invite.

09:19

You're not You're accepted. Oh, wow.

09:23

I mean, let me refresh. Yes, I have number one now. I'm afraid to sit there. All right. All right. For the listeners out there. Tracey, give us a little just 411 on who you are,

09:36

and who I am. My background was as a researcher, I studied anthropology and ethnographic methods which you and I were talking about a little bit earlier right that fancy fancy word. ethnography is a form of study of watching people kind of do their normal life and making sense of it. It comes out of the roots of anthropology and sociology. And I got kind of a dream job coming in. into high tech doing that, which was crazy right out of graduate school, and they flew me all over the world getting to watch people use their technology and everyday lives. Because as you know, in industry, right, you even showed me a device earlier. So often engineers are so excited about the idea that they have, and not necessarily thinking about the applicability to people's lives. And so a lot of tech companies have continued to, you know, kind of leverage social science to think about what is it that people really need? And then build from that perspective, and you had a conversation recently about design thinking that I got to hear that was,

10:33

I liked that. I liked that, because there's a lot of up. I don't I just think that that we need to do more of that now. Yeah, I think I think pre pandemic pre virus, pre whatever that used to be, it seems like it's been a gazillion years ago. But I believe that we were bringing her seat we were lazy, see be game. And I think now I think that disruption is true. I believe that. That's just me. And I think that it's the grave. Yeah, that's right. And I think today, I think you got to bring your A game. And that's understanding people and what does that look like? And that's what are the dynamics about that? And I'm very intrigued with the term catalyst. Yeah. And Shannon, Lucas, co CEO, of catalyst constellation, define catalyst. What is that? What is that?

11:31

Yeah, so most of us know, catalysts from our chemistry, high school, right?

11:37

out of my car.

11:41

So it's the idea that there was, you know, something that you would add that would create a chemical reaction? Yeah, we're not totally pure to that definition. Because when we talk about our in chemistry, a catalyst then changes, right. Whereas what we're talking about is the the catalyst is a human that moves into situations and can really quickly see what's happening here. And how can things be better. And they take action to move that into being they see a vision, and then they move toward it. So most of us have worked with people like this in kind of organizations that we've been in that person that kind of says, Hey, this doesn't seem like the optimal way for us to do a meeting structure. What if we did it like this? Or hey, CEO, that maybe doesn't seem like the most important goal, given the forces that are happening in the globe right. Now? What if we went ahead and did it like this? And so the catalysts among us, are those of us that are constantly scanning the horizon for opportunities. And we have these many visions that come together, and we cannot stop ourselves moving into action. And I'm guessing Scott, this resonates with you.

12:49

Yeah, it's problem. It's, yeah, you can you can put lipstick on that pig. But I'm telling you right now, sometimes it's it's a problem to be able to. And again, but but but I think, for organizations and correct me, you are the professional, it's important to tap into these catalysts because they're there to tap in, or do I use the term corral? I don't know, if I'm running an organization, I'm going to, for me person, I'm going to gravitate to those individuals. But it is is it important for organizations to do that? Find those now

13:29

more than ever, right? The term VUCA, right, the volatile, uncertain, complex, ambiguous world was coined in the 1980s. And a lot of organizations were like, Oh, the VUCA world? Yeah, those are those are companies that are really getting disrupted that I'll think about that one day. Well, COVID came along and showed us Yep, the whole world gets disrupted in a single instant. And if you don't have those people that can help you pivot and can help you look at what's happening on the horizon. What is it we can implement to stay relevant right now? That's the ticket to going out of business and mean the rosters every single day, show us the local businesses that are gone that show us the national businesses that are struggling International, and so finding those people that can help you always be ready, always future proof your organization we find to be essential.

14:19

But see, that's that's that's exhausting. Right? And I hurt for not for me, not for me. But in industry, you know, we're, we're we gravitate towards, you know, consistent, predictable process. Change is not a it's not a kind word sometimes. And and we're being we're being hit with this tsunami of challenges as a result, and I'm telling you, I for me, being who I am, I think that I got it. I got the challenges associated with a pandemic. But there are good things. And I think the good things are like to your point where you're having real conversations, sort of, you know, distilling it down to real problems to solve. Yeah. And beforehand, it was quite lucky, Fluffy, fluffy tenant. Now it's sort of a bit more real. So, you know, I can't I can't ignore that. But I know that industry wants to gravitate towards predictability. I don't like to change. I don't like I don't like problems. And so we're gonna always work to get that out. How do we how do we nurture that? How do we just accept the fact just crap?

15:36

Yeah, I think that there's the the reality that an organization has to create a stasis, right? This is you've lived through enough businesses that you know that when you're a startup, you're just kind of constantly innovating and changing. And everybody wears multiple hats at the same time. And then you hit a tipping point with a business where you have to have things like HR rules, right. And so there's this need for us to have some standardization, when we bring together lots of people. And so when you think about catalysts, and you use the word corral, which is not a bad word, although I prefer the word connect, right, because there's going to spark connect your catalyst, I'm sorry, if you leave your catalyst unchecked, to your point is they're going to be looking at all the opportunities and problems. But if you actually tap them, and connect them, not only with one another, but with leadership, and there's guidance from leadership, saying, Hey, this is the set of problems we want to look at, how can you help us? And if catalysts say, okay, but there's these other problems? Are we going to ignore them? Can we bring them into the list. And if you begin to create a dialogue about what's really happening, that's where the sustainability of an organization can truly happen. Because what you're talking about in terms of that, like we put it in place, and we don't want to change, that's not sustainability. That's how we sustained in the 1950s, when there was very little change. But that's not the world we live in today. Right, we have to be ready for the next disruption. And so if you aren't creating an adaptable, flexible organization that's tapping your people that can help you do that, then you're going to be the one that cracks and falls, because you've put too much structure in place. And so you can build it. So these disruptive people have the guardrails because they're in discussion with you. That's

17:24

the key. But you know, and this is, this is therapeutic for me. Right out there, because, because here's the velocity and change right now, right? Like you said, back in the 50s, that changed in happen as it did, but it wasn't as fast. There's this philosophy now. And I'll use me as an example. All right, hi, boom, I'm running man. I'm having a grand time. I've got this vision in my mind, and I see this problem, and I'm going to sit there and conquer it, and come up with solutions. And then when that happens, what happens? I just die. I just get depressed. I get Lawrence. Amaya is like, how do you how do you within an organization deal with that? So reality tells telling you right now, and you said it in your book, by the way her book is move fast break shit, burnout. That's right. And it is the catalyst guide to working well. Right there. It's right there. I have it right. That's the book. But how do you how do you deal with the organization? I get it? We've got to it's got to be a disruptive world out there. And you got to Crowley, how do you deal with that?

18:39

Yeah, there's Yeah, and there's a lot of pieces that contribute to what you're talking about. One is, and it says it in the book that burnout is a pretty common phenomenon for Catalyst phenomenon. Globally, we're all experiencing, right. But for catalysts in particular, long before COVID, we run hard exactly, as you said at the problem that got us that's got us all excited. And we tend to allow that excitement to kind of be the thing that's filling our tank, and we may not continue those other rhythms of exercise or seeing our friends. So then by the time we get to the other side of the mountain of that particular exciting challenge, and energy begins to decline, because maybe other people are taking it on or we have to get to what we call orchestration, or you've taken a whole bunch of pressure that people are like, No, we don't really want that because we don't want to have to do the things that mean we have to change, right? And so you feel this resistance when we get to that point, if you have let go of your normal routines that fill up your energy that recharge your battery, then I'm sorry, Scott, you're screwed like that's what happens is that just like our empty your battery is empty. So that's one thing is that you have to start paying attention to your own energy. It's a key factor. And then another is a recognition of where are your particular have strengths and how can the organization rise to to be real with that. So if you are the fire started an organization and you help see the problem, you frame the problem help the organization begin to tackle the problem across the silos, which is something that catalysts are amazing at. Then once you've identified it, given its shape, you know, and started tapping people to help you work on it. You may not be the person to continue that program forward. A lot of catalysts don't take energy from that orchestration piece. And so the more an organization knows you and values you and can support you, if that's not your superpower, then they should be ready to help staff things so that that's not going to have to be yours tomorrow.

20:45

Normally, people just run away from you. That's, that's the reality of it. They're rollers, hopped up on goofballs, because this is such a great project. Everybody runs away.

20:59

Yeah. Scary. It can be scary. Yeah. And your marketing genius, Scott. So I hope you were able to bring people along a little better than you're indicating. Right.

21:10

Yeah. Marketing. Genius. Thank you very much. That's right, listeners. But But here's here's how does a manager of can't can organizations have multiple catalysts? Yes. That can multiple callus work on catalysts work on a project? Yes. Absolutely. How the hell do you keep catalysts from not just ripping out the thorax of somebody else? Just doing Yeah, I can I can see a catalyst. Yeah, in a project. Yeah. But multiple catalysts in a project? It's like thunder don't probably you're so

21:52

right. Yep. Yeah. So I mean, this is a key thing. You've been reading the book. So you know that we talked about this quite a bit. But and this is what we teach in the classes that we teach is that we, we can often end up with a negative reputation that is often deserved, to your point, right? Because we can be so frustrated with people and we don't self regulate. And so we can allow that frustration to come out on others, we can be so externally focused on the vision, that we're not paying attention to maybe what that particular change means to someone in front of us, it may threaten their job, it may be calling their baby ugly, maybe we're trying to renovate a process that they put into place. And we're not thinking about what that may mean to them. Right. You and I were having a side conversation earlier about, you know, having to think about that, oh, it was actually just a few minutes ago, right, as I was talking about my background, having to bring the human it until what we do and catalyst have to think about this, too, is that it's not just about this imagined end state. What does that instinct really mean to the humans involved in it in the process to get there. And we often are so focused OUT out there on that horizon that we forget to think about that. And so if we do take the time to do that, we are much more effective at bringing people along.

23:13

So there's a there's an interesting, sort of bi directional thing with the catalyst one, yeah. There's the manager side, hey, I, I've got to manage this business. I've got catalysts. I identify the catalyst. I want to leverage the catalyst, I want to be able to work with the catalyst. And so there are skills, there are techniques, there's, there's ways of being able to harness that energy to benefit. Everybody in the company. That's the second side would be Hi, I am a catalyst. Yes. So I go into some sort of the group therapy. Hi, I'm a catalyst. 100%. And then there's, you've got a one, like, recognize that your catalyst, right? Is this say, Hi, I'm a catalyst. Yes. Recognize, and then that deploy the tools that are available to say, Yeah, this is your personality, it is what it is. But we want to be able to harness and nurture and you want this, you want to be able to take this, this superpower that you have, and and do it with, you know, for the betterment of society. So there's like, there's a dual role here, right?

24:24

That's exactly right. You've said it perfectly. So, you know, for Shannon, as you mentioned, my co CEO and co author and I, it's interesting because we do represent both sides of those. For me, my highest sense of purpose is to really help catalysts embrace themselves. Because when we can fully accept who we are, we also accept who we aren't. And when we know that we can have a lot of grace for ourselves and grace for the people around us. Right up like oh, yeah, I kiss you off. Cash. I'm sorry, I didn't mean to do that. I got so excited about the idea. This is where my edges are. Right. And then for Shannon, her highest purpose is in really helping to evolve the world. organization so that we can solve the world's problems. And so it's at that intersection of identifying your problem solvers and helping the organizations be ready for us that the magic happens.

25:13

It's exciting. Don't get me wrong, I think it's, I think you brought up and you're skirted over it a little bit as a clear purpose, meaning Yes, yeah. For me, knowing that I am up and down, like a dog on pump handle unexcited. And I'm all around, I'm all up and down. And it's. But, but if I don't have a clear vision of like, that purpose of say, Okay, this is the reality of who I am, but I've got to keep on soldiering on. And and, and, and the other thing that you got to sort of mention is, it's, I'll see, I'll see a project. Catalyst, we'll see a project, there's a project, there's sufficient, this is what we need to do blah, blah, blah, blah, blah. But the other thing that I struggle with is that, hey, there's another, there's another one. This, that's exciting. And then another one that's exciting, then I was talking to Tracey with a knee. And I got excited about that. 1/3 one? Yep. How do you? How do you see? How do you do like, do I lean back on my therapy chair?

26:24

That's right, you sit back and I'll just like, give to the world, Scott. For anyone this is true. And for catalysts, even more so true, potentially, I don't know if that's true. It's more true. The clearer we are on what we want to accomplish in any given timeframe, the easier it is for us to know what we want to say yes. And what we want to say no to. And that's easy enough to say it's harder for catalyst in that our ideas are like children, right? If we if we don't do something, we end up feeling like there's something that needed to be birthed, that we aren't allowing to be birthed. Right, it almost is painful to us to not act on the things that we know that can make the world around us better. And so it's asking a lot to say to ask catalysts to say no, to something we do find work works well is it's the idea of if you're clear on what you want to accomplish in the now. Right, whatever that timeframe is for you. You can have a not right now this. So it doesn't mean I'm killing the baby. But you're just you're asking the question. Okay. Is that idea number two that I just came up with? How aligned is that to the thing I say I really want to accomplish in the next three months? Oh, I don't think it's really supportive of that. Do you want to change the thing that you said you want to do in the next three months? No, I'm really committed to that. Okay. Can we move this new idea into the not right now category? You're like, yeah. Right. And so it has to be an intentional constant. Here's the thing I want to do. I know I have to keep my battery charged. Because if I don't, right, you're the source of the change. If the catalyst battery dies, Scott, that's it. The baby, the baby is dead. Yeah, it's not air.

28:14

See, I think you're hitting on some really good points. And this sort of dovetails nicely with with an event let's so listener, if you're listening to this, and you need to get that book, move faster, break shit and burn out. And you're saying to yourself, Scott, I'm a catalyst. It sounds she's talking right to me. And there's an event, there's an event that you've got to you got to participate, and you're not alone. Yes, that's right. The cool thing that is that if there is anything that you walk away from this particular conversation is that you're not alone. You're not an insane. He could be an insane maniac, like, but you're not alone. Not the only one, not the only one. Oh, that's good. You got a posse of people who are sort of similar. And that means I need to there's a there's an event that you guys have scheduled, which is which I'm I'm scheduled to be part of meaning. That's right. What is it? Talk to us about that?

29:08

Yes. So twice a year, we host a totally free event, bringing catalysts thought leaders from around the globe and our next one is early 2022. So January 11, and 12th. You can go register for it's called the catalyst empowerment summit, the catalyst empowerment Summit, and I'm pretty sure you're gonna have a link to it on on your right there just real time and we have these amazing speakers like Peter Hinson, who is an accomplished innovation writer is going to be keynoting the first day, we have conversations to talk about how do you build psychological safety, which is so key for us to be able to create change. We have conversations about how do you manage resilience and like you said, keep that energy up. Shannon and I are going to be talking about how do you identify the workplaces that are really a problem appropriate for Catalyst, right? How do we avoid the toxic and the hostile, which you talked a little bit about earlier? Right. And so there's gonna be all kinds of talks. And what we love most about this event is that we've designed it for the catalyst brain. And so they are short talks, they are 20 minute talks. Yeah, then with 10 minutes q&a, and every single 20 minute talk, you walk away with at least three actionable things that you can put directly into play. And as I said, twice, you're always free to come explore your catalytic, it's virtual, right? And it is online. So

30:37

I'm going to have all the information out there. Because I think that if, if you find yourself feeling alone out there, and you're saying to yourself, Scott, I, I, I feel the same way. You got it, you got to increase your network that includes people who think the same and be able to come up with strategies of managing, that's your the realities of your personality. That's, I mean, that that's important, if you're pissing people off every day, because you're, you're so rigid. You even though you're right, in your vision, whatever it might be, you're not going to succeed, you're not going to succeed and, and change the organization for everybody better. So it's up to you to manage your superpower and being a catalyst

31:19

that said, so Well, there's this you know, oft quoted, it's usually misquoted, and I'll probably just put it now. Maya Angelou saying people won't remember who was right. But they'll still remember how you made them feel. Right, and as catalysts that we really have to take that to heart.

31:36

Instead of like, yeah, run away from Scott. JD just FYI. Run away from him. The other way? Yeah. Great. Cubs, Brian, please. All right, Tracey, you were absolutely wonderful. Thank you for being on industry Talk.

31:50

Thanks for having me, Scott. It's a joy to start my day with you.

31:53

Yeah, it's got a hell of a lot of content coming your way. Now. Remember, go out to industrial talk.com find this interview. We're gonna have the event on my homepage, industrial talk.com. So get signed up. Do not hesitate. Because we got to you're not alone catalyst. Not Alone. Alright. Thank you, Tracey, for joining. Thanks, Scott. All right, listeners. We're gonna wrap it up on the other side, we're gonna have all the contact information for Tracey withany. Right around the corner.

32:24

You're listening to the industrial talk Podcast Network.

32:31

Yep, that was great conversation. Once again, I want to reiterate. They have this event, January 11, to 12th, January 11, and 12. Next year, yeah, it's just January next year 7am. To 1130. That's Pacific Standard Time. Now it's gonna be out in industrial talk. So don't worry about it, you get the link, you gotta, you gotta get connected. It's virtual. And it has the best price of all, it's free. But you get to hear from people that sort of look at the world the same way you do, and why catalysts are pretty important, especially today's need for disruption and how to survive, also get their book. I'll have a link to that book, too. In fact, I think already have a link out on the homepage. Telling you man, you will not be disappointed. Great people. Great insight, great vision. All right, people before I dare greatly hang out with people like Tracey, and Shannon, and you're going to change the world. Thank you very much for joining industrial talk. We're going to have another great interview. Great conversation right around the corner. So stay tuned.

The post Tracey Lovejoy with Catalyst Constellations appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Tim Kobe, Designer, Founder and CEO of Eight, Inc. about “Return on Experience”.  Get the answers to “the Why this is SO important” questions along with Tim's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

tim, book, technical capability, company, people, tactics, work, human, blockchain, business, industry, design, outcome, industrial, create, deliver, experience, conversation, iot, strategy

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go.

00:21

Alright, once again, thank you very much for joining industrial talk the number one industrial related podcast in the universe that celebrates you, the industrial professionals, the companies that get it done, you are bold, yes, you're brave. Yes, you dare greatly. Yes, you solve problems. You're changing lives. And you're changing the world each and every day, we have a great conversation with the gentlemen on this podcast named Tim Kobe. That's T I M, K O B E. He's an author and also founder and CEO of Eight Inc. In his book you got to get his book is so cool, Return on Experience, that is something that I am passionate about, let's get cracking. So I'm at an event. Yep. And I run into Tim Colby. The event was a neon sponsored event. And so we were chatting, and it was great. And one of the things that just sort of jumped out at me, because I think in industry, we have to be about the experience. I think, given the pandemic, given the situation and the current situations within the world, I think for you, and for others to stand out, there's got to be an experience, I think that we're going to have to stretch ourselves. And then here comes Tim, he has his book, and I got to tell you if you're out on video, so you can go to my YouTube channel. It does real talk. The book is fantastic. So as I start to work through it, because once again, my advisory boards are just a collection of books delivered by people who have mad skills, mad insights, and wisdom out the wazoo. And this book does not disappoint. It's well designed as it should be. And one of the things that I landed on is the Eight Inc, that's e IG HT Inc. Experience realm. And I love pictures. Because I'm a picture guy. This is a picture and it talks about the values of the company, whatever you are, and then being able to talk a little bit about the environment products and services, behavior, communications, and how those elements those realms sort of cross section. Anyway. It is and that's that's the people that is where they talk about the people component of that experience. We've got to be about the experience we've got to be and you know, you hear me talk about, we've got to educate Yeah, books galore. Go out to the world wide web, you can educate, there is no excuse, why you cannot educate. And there is no excuse why you cannot collaborate. Look, I'm working. You know, with Tim Kobe met him great, fantastic guy insights like nobody's business. He's making me a better person as well as many within industry. Because I just, you just want to go out and talk to them and see how they look at business look at industry, that human element that must be captured and must be discussed. And then of course, the innovation, the innovation. So I'm reading this book, too. I'm reading. I'm reading this book as well. The future is faster than you think if you're out on video, I'm showing it right now. And it is everything that's associated that we talk about. We talk about 5g. Yep, we talk about digital twin, yep, we talk about cloud edge, IoT, IoT, AI, ml, whatever you might call it, whatever you the digital analytics, everything. That book sort of puts it in a in a way of being able to really

04:14

it's real, right? And what's interesting is how they have the convergence of all these technologies. That's why we that their position is that's why it's there's a speed a velocity that exists today within industry within innovation. So once again, educate Yeah, collaborate. Yes. Innovate. Absolutely. It's out there. People are doing it today. But here is the real crux and I was thinking about this when I was working out action. There has to be action. We can educate, we can collaborate, we can innovate, but without action, we're not doing anything, right. It's just words. It's as if I want to lose weight. And I read, I educate myself and I read all the books about how to lose weight and then I collaborate with people On How To Lose Weight, right. And then there might be ways of being innovative to losing weight. But if I don't do any of it, I'm not losing weight, I'm not doing anything, I'm not changing anything, the same thing exists within industry. You have to educate because there's no way you're going to get around not educating, you got to know what pros like Tim Kobe and others are doing, you've got to collaborate, you've got to have that human connection, that dialogue that, hey, I've got something that I need help with, and be able to do that with individuals that possibly could have answers. And vice versa. It makes us better when we collaborate. And then finally innovate, as you take all of that in and come up with an innovative solutions that is truly delivers on experience, such as that book, we were talking about here, return on experience, Tim Kobe book, the same thing exists, but without action. We're not changing anybody's life. We're not changing anybody's community or the world. So we have to take action, and I believe foundationally it has to be about the experience as well. All right. How about that? Well, that was I was just thinking about that when I was working out because I'm trying to lose weight. Action. Alright, Tim, Kobe, go out to a stat card. That's a ti m k OBE. And if there multiple Tim Kobe out there, just put a little comma. Eight Inc is the company. And I'm just telling you right now you're not going to be disappointed. Absolutely. insightful, doing cool things. And I What an honor to have him on industrial talk. Enjoy the conversation. All right, Jim, welcome to industrial talk. Thank you very much for finding time in your busy schedule to talk to the best listeners in the whole wide world.

06:57

Thank you, Scott. Sounds great.

06:59

All right. For the listeners, let's level set a little bit. Let's give us a little 411 on who Tim is. And then we're going to go talk a little bit about return on experience. So listeners, we got a great topic to talk about. So give us a little background there, Tim?

07:15

Yeah, I have a company called Eight Inc, we are originally founded in San Francisco now have 10 studios around the world. In Asia, Europe and the Middle East. We have been focusing on designing for human outcomes now for more than 30 years, been working with Apple, about 23 years, spent the time that Steve was at the company working directly with him every week, and have been delivering, you know, successful outcomes for lots of lots of people around the world. Got

07:51

Tim, your Name Dropper, Steve Jobs, you name dropper. So let's, let's start into it. Because I think this is a real important topic. It goes beyond just industrial design. There's, there's more to it. And I like the way we're gonna approach it, you have a book, it's called Return on experience. Give us a little what does that mean? What do you mean by that?

08:15

Well, it's using design strategy to help create value and the tools that you need to do that you need to design human experience, ultimately, if you're going to have it have an impact on your business. And, you know, one of the things certainly we learned learned for many years working in the Apple work is that design is not just the way something looks or feels, but it's actually what it does for people. And so that that as a component of the design is is essential. With the human part, are you I

08:52

was gonna ask you a quick question if you've got to design. But is it more important to look at that human experience? Does that if I were to look at it from a pie and percentage, is the human experience, the most important component of that whole thought process?

09:07

Yeah, so um, we look at something we do what's called an experienced master plan. And we look at that to begin with to frame how you create value. If you're a company doesn't really matter what type of company you have to create value for your customers or you won't be successful. In order to do that your business is simply then a device that aligns to deliver the that value to customers. And so we want to structure the decision making process and the focus accordingly so that you maximize the value in your business.

09:43

I think companies and I could be completely wrong, and I'm not here slamming anybody. I think that people focus in on the technology and forget about the customer experience. It's there's an assumption that takes place when I and it might be a great technology. I'm not sitting here just like you It's a great technology. But do we really, truly focus on that customer experience? And do the work in the beginning to say, what are we? What's our human outcome here? And I think that's a real important conversation to have. How do we begin that journey? Tim?

10:17

Well, I think the first thing is to distinct distinguish the difference between a technical capability and technology. And what I mean by that is a technical capability, you may have the ability to make foldable glass for example. Okay, now, if I have the technical capability of making foldable glass to influence by design of a product, the real question is, is for it to become a technology, which means it has to be it has to create value with that technical capability, then it has to be focused on what what is the human outcome? Why do people need it? Why do people? Why would they be better off by incorporating that capability. So if you're just building things based on technical capability, you're really not creating technology, because technology implies a portion of that that equation is is serving people. And if you're not serving people, you're probably not creating much value, and you end up with whatever the trend of the week is, that comes down the line, but you actually don't have have a value creation engine.

11:23

And there are a lot of stories out there where they had the technical capabilities, but they did not look at the technology and how it fulfills the you know, or satisfies that end user, that customer that that and creates value for them outside of the fact that I was sort of stumbling on foldable glass. Does that exist out there?

11:46

Yeah, I mean, you know, you look at you look at some of the Samsung mobile, mobile. So you know, there, I'm just saying that, you know, you can take a technical capability. And people see that as a feature, in which in fact, unless it enables, unless it does something for you, as a user, that adds value, if it makes a bigger display, or it has, it has a function that that creates human value, then you probably are going to have a hard time turning that into a successful product.

12:14

So here's the funny thing. I I've seen that Samsung foldable glass, I never heard it was foldable glass. But of course, I'm sitting in there, and I'm just opening and closing it and opening and closing it and looking at it. It look at that it works. Close it. I'm not sure if that is real value in my life. But

12:32

that's, that's my point. Exactly.

12:36

It sure is a fidget, I just sit there and when is that thing gonna crack? When is it gonna crack and fail? I don't know. I'm sure they've done their study on that too.

12:46

No, no, but you know, and there may be a value that they've determined, which is why they produce it as a product. I'm not saying that that particular product is, is either, you know, good or bad. I'm just suggesting that, that any technical capability does not make a product to make a product you have to serve for, you know, human outcome that the experience is that people have with that product. So let's

13:09

talk about that. And I'm looking at your, your forum here, eight value creation inches. What does that mean?

13:17

Yeah, our value creation engine is actually just a structure in the process that we use to help ensure that the that the questions that are being asked around any design problem, are being framed in a way that's going to lead to the best outcomes. So we start, we start with the first question that has to be answered, what is the human outcome that you're looking you're looking to serve? Why does your company deserve to exist? Why do people want this and so the essentially, you're defining the why for the business, but you're defining the aspects of your company that fundamentally make it valuable. From there, you need to develop a strategy. So with with about with the human outcome at the top, the next piece is a strategy to deliver those outcomes. So you can have lots of different strategies, but if they don't deliver those outcomes that make you unique or special, they're probably not so valuable. And then the third thing is the tactics that you use to support that strategy. And I can say that nine times out of 10 clients will come to us with tactics in mind and want to apply this tactic because they've seen it, you know, with a with a competitive product, or they've seen it elsewhere. And they start with tactics. And that tactical way of thinking is actually to a large degree, the way we're normally wired. But unfortunately, you have a high risk of failure. If the tactics you're employing don't support the strategy, which then delivers on the outcomes. So it's helping us create these three boxes to organize, you know, ideas and endpoints.

14:50

So when a company comes to you and says, Hey, I've got this and I, but they deliver the tactics that they think support the strategy. It's up to you and your work. organization, your team to say, whoa, whoa, whoa, once again, let's let's level set here. What's that outcome? What are you trying to accomplish? What is that human outcome? Then we can define. And everybody's got to shake their head. And I would imagine, again, it's not from my perspective, it's never the technology, Tim, it's always just human. It's always the people, it's always gets down to that. And so if you can get people to say, Yeah, that's the strategy, then you can venture into the tactics. There might be overlap, but the reality that and the way I look at tactics, that's, that's like, Do this, do this, do this, do this, that that type of thing, right?

15:41

No, yeah. And, and design design as a lot of tactical work, whether it's communications, whether it's the environment, human behavior, that's all tactical work. But unless you frame the architecture of the font correctly, then your tactic could miss, you know, completely, and it may be a perfect tactic for another company. But it may not resonate for you and your, your, your particular business. Do you? So that's why

16:07

do you ever go down that road of saying, Oh, we thought the tactics were this, but then you start to go in, and you're heading down that journey? And you realize, no, I think we need to adapt? Do you have any sort of adjustments within those tactics?

16:24

Well, you know, we, the year after we finished the first Apple retail store, so starting from the, from the very beginning, finished the first year, a number of of companies called us and said, Hey, we want an Apple retail store, can you can you make one for us, give us give us a white, a white store and put some wood tables, and it will be successful. So they articulated the tactics that Apple use that that, you know, were right for the Apple Retail program, and just naturally thought if they transplant that to their company, they would be just as successful as Apple. And so you know, we start typically, by challenging the assumption around a tactical first structure. And so that's what that's when we start to just switch the conversation to human outcome, strategy. And then tactics.

17:11

Say I like that now. Number four, as we've, we've got the outcomes, we've got the strategies, we've got the tactics, everybody's shaking their head, they can get thumbs up, let's move forward. What's number four, and this eight value creation engine?

17:26

There's just those three,

17:28

three out of it. The math doesn't work out, Tim. Number four and 5678?

17:36

No, no, we only have those three. But but you know, if we, if we frame that correctly, then basically it's a way to get particularly large companies, but it can be for small companies as well. But it gets everybody on the team aligned towards what we're looking to achieve. So what it does is, it takes an enormous amount of, of noise and inefficiency out of the development process. And one of the one of the reasons companies struggle with developing something new is they considered a lot of risks. They don't manage creativity particularly well. And they don't, they don't have a structure that helps set some some guardrails for them, that will lead them ultimately to an efficient process that will be successful.

18:19

Do you ever broach the subject of risk and looking at the tactics and said, okay, here, here's a risk, and we've got to manage that. And in that process, and I know, this happens all the time, I'm looking at my financials, I'm looking at it quarterly, I want to make sure that I hit my financial targets as a company, do you also approach this value creation engine, in a way where I can have like little victories, like I want to be on a winning team, and I want to feel those little victories? do I structure it that way?

18:51

Yeah, I mean, I'm particularly larger companies that you know, to get them to just buy into this philosophically as against their, their the normal nature, right? Most organizations are set up in verticals. And we're really saying customer experience happens. laterally, it happens across all the verticals of the business. So that already is a difficult thing for them. But, you know, when you when you look at risk, you know, we've heard lots of people criticize the Apple Retail program at the beginning, because there's going to be this risky proposition. But it was set up in such a way that if if there were failures, or if there were improvements that we could make, we would continue to improve and evolve and and make it better. But, you know, a lot of companies today are on one or the other side of the equation. One is they, you know, they're on the latter part of the adoption curve. So they're, they're waiting for somebody else in their industry to take the risk and then be a fast follower. And then there are those on the front end. But what's happening today is the rate of change is so rapid, that the risk is actually you know, staying still. And so if you're not looking at this just trumping you, you're putting your business at greater risk by doing nothing, then you are by trying some things, making making, you know, smart experiments and learning from them and adopting and adapting as you as you go forward. So I, you know, we're always trying to balance that risk exists either way on either side of that curve.

20:19

But if I were to look at if I, if I was a stagnant business, and I was just waiting and looking around and, and hoping something, you're already the train has left the station, and it's a bullet train, and you're not getting on it. And and you're gonna run that risk of being insignificant and insignificant, really quick as a business. That's not where you want to be. That's, and boy, you hit on some really important topics. One is speed, I, I, I am just, I don't know what's happening. I can't keep up. And of course, I'm not the sharpest tool. However, it is fast. And it's it's talking to people like you, who just constantly say, this is where it's going, this is what's happening, this is what we're looking at, and others. And you realize quickly, that if you're not in the game, if you're not trying to figure out what that is, then good luck, I guess is the only thing that's

21:21

well, and the other thing is, I think a lot of people are at a loss in terms of what what to do, because they realized the world's changing, but they may not have the tools available to them to respond to that change. So they ended up you know, the deer in the headlights kind of scenario. And so if you have particular levers that you can pull that will help your business be successful. I mean, we look at two things. One is differentiation. The other is emotional connections. So, you know, if you look at the research you asked, 80% of CEOs believe they're creating a differentiated product. And if you ask the customers, 8% of customers believe they're creating a differentiated product. So Where's where's the disconnect, and the disconnect comes from companies emulating one another, and ultimately, commoditizing what you do, rather than defining something as distinct, so that, you know, there are tools available, you know, in terms of processes that allow you to, to be able to move at speed, but you have to you have to be able to get get your hands on those tools.

22:23

But it you bring up an interesting dilemma. It's it's, it's where do I start? If I'm a company, and I hear what you're saying, it's like, yeah, Tim's talking. And it's great stuff. And, and I agree, and I'm shaking my head saying, yeah, yeah, yeah. I don't even know where to start. Right? I don't I don't know, do I? Do I contact him and say, Tim, can you just sort of give us sort of on it? We want to, we want to be here. And we're, I think we're here. I don't know, even I don't even know what step one is, what do we do?

22:55

Yeah, I mean, I, you know, obviously, we have a strategic design consulting business. So that we, that's, that's what we do for a lot of companies. But it's one of the reasons that I wrote the book was to give people at least a framework around, you know, what we've learned from from 30 years of doing this and how they can apply, maybe think about applying it to their business. So, you know, we're not, we're not trying to keep it a secret, we're trying to share with as many people as possible, because ultimately, you end up with better human outcomes we end up with with, you know, a better world. So the idea of that being a part of the, of the, of the conversation, it can happen at different levels, right, whether it's, it's, you know, deep within a company, or whether whether it's a startup trying to get their head around, you know, what are the key pieces they need? See, and

23:43

I just think if you're if your company and you're the books, you know, I depend on books, and I depend on books, because I don't have a team of individuals, helping me, you know, distill what's going on out there. So I am left to reading. And, and it's good. It's got don't get me wrong, but that's where I reside. But I think that the executives, the individuals that have, I think that it's important that they just recognize it, and there's a lot of noise out there, right. You know, is it IoT? Is it I industry for Dotto? Am I manufacturing good? So this one says, What's that? And I think it's imperative me personally, to find that trusted person, team, whatever it might be to be able to have these conversations so that you're not left out there just sort of, I don't know. Dangling these.

24:41

Yeah. And I think what you just described, is it IoT is it you know, is it blockchain is why these are all tactics. And if we don't, if we don't have that framework to deliver into, we may or may not be creating value. I mean, there's no reason that startup should fail. Other than that, they make mistakes, right? And, and if you if you frame these things properly, your your ability to successfully successfully create valuable companies, you know are gonna be it's gonna be enhanced because you're you're focused on that value. See, and

25:15

you brought up another good point, you just, you just, you just write with good points. The other one was blockchain. And then I, you know I've had that conversation blockchain this blockchain that I've had it I've had all the conversation. For me when we look at your value creation engine, what does that human outcome? What is the strategy around it because some people just pop in, it's like, Hey, here's the blockchain, like, what does that mean to me? What? How does it make my life better? What problems is it solving for me and, and, and that, that and, and in your strategy, that's a tough topic to try to it's so, squiffy sometimes it's like it's not, it's hard to sort of hold on to right. It's, like, in so it's an interesting, interesting dilemma.

26:06

Now, to me, the the idea of even blockchain, a lot of people are trying to move it into a strategy to define a business. But to me, it lives most naturally in tactics, it's a tactic to, to do a particular task. And that's, and that's fine and valid and, and potentially a huge, you know, huge value to a company. But blockchain in and of itself is not necessarily going to be the solution to deliver the outcome, it may lead to the supporting the strategy that delivers the outcomes, but it's in and of itself, I think it's much more on the tactical side than it is on the on the experience side

26:47

spot on. Because every time I look and I have these conversations, I'm going to be ever dealing with the fact that I'm going to I'm going to cement in my memory, human outcomes, if anything out if there's one thing that we get out of this conversation is that human outcomes and being able to truly define that human outcome, that experience. See, I like that. Yeah, your your book return on experience. Does it have all that fun stuff in it?

27:17

Yeah, yeah. It's, it's written in a conversational manner. And my co authors, Roger Lehman, who's who's a psychologist, and what what I tried to do initially was capture what we have learned over the over the last 30 years of designing for these companies, and put it into questions and answers. I've been asked a lot of questions. So I tried to answer those questions. But what Roger did as a thread through the book is explained why it works from a psychological standpoint. So a lot of the things we were doing, we actually didn't know that there was a psychological premise behind it that actually made that work. And so he ties it together with with that thread that's built on, you know, research and academic. You know, academic practice.

28:04

See, that's pretty cool. And just FYI, let me let me turn around. If you're out on video, you'll see that I have books. Let me turn around. Oh, no. Here's the shameless plug. It's missing a book. Oh, that's

28:17

impossible.

28:18

It is. It's it's not there. I'm look, I looked through my library and I haven't had that return on experience. It's not it's not there.

28:27

Okay, you're here, but not your tomorrow.

28:33

Shameless, but it is out on Amazon. I have it up out now. Great ratings. It's, it's timely. And it's, it's, you know, my challenge, Tim, is the fact that there's just so much that there's so much to learn. And it's exciting. To me, it's all exciting. And so it's like Christmas. And I was like, Oh, I'm all excited. Because this is important stuff. This is important information that industry needs to know. Because we just go down the road and we just, we, we don't do things right. We make mistakes. And then in industry as a whole. That's it. One mistake. You're done. You're off the trade. I'm booting. Yeah, I knew it. And we just can't live life like that. We've got to try and fail and succeed and do it.

29:28

Yeah, yeah. I think, you know, having the right type of environment, it's up to the leadership to establish that and, you know, give people the, the opportunity to build on these things. But, you know, from from my perspective, I think many of our problems we we have, we have designed we've created these problems that we are living with today. We can design our way out of these problems as well. And so I I am an as an advocate of using strategic design as a as a way of how hoping to improve things that that, to me, it becomes essential that we, we develop those skills, because it's really no different than other skills we've had to develop in the past. But we just have to become a bit a bit better at understanding other people and a bit bit better at understanding how design can actually be an extremely valuable part of a business strategy.

30:24

That's a great way of wrapping it up. Now, listeners, we've got E Tam. You can tell he's got massive skills. Great street cred when it comes to this stuff. Five autograph books. You just got to let me know so I can let him know. I don't have a funnel. Just gotta gotta say, hey, I want to book whatever, we'll get it to you. So I'll figure that out. Tim, how do they get ahold of you? Let's just say in general, I, I like what Tim is saying.

30:49

I don't get a hold. Yeah. Well, my my email is Kobe kobe@aiding.com e IG HT i nc.com. Easy peasy. Easy. Come

31:03

to me listeners and say I can't get ahold of Tim. It's that easy. You were fantastic. Tim.

31:10

Thank you. Thank you.

31:11

absolute honor to have you on industrial talk. I like it.

31:15

Thank you. Got a pleasure.

31:17

That's all on this side. All right, listeners, we're gonna wrap it up on the other side, you know, we're gonna, I'm gonna, I'm gonna hammer again. So don't come to me and say I can't get ahold of Tim because I'm going to make sure that we hammer it on the other side of the break. So stay tuned.

31:30

You're listening to the industrial talk Podcast Network.

31:39

That was a great conversation with Tim Kobe. Absolutely wonderful. I love that return on experience. Bring it, put it in your heart, man. Put it in your heart. And you've got to reach out to Tim, go to industrial talk.com You know that. Go to his, his landing page, his podcast, all his contact information there. And if you want to book if you want to book, we've got a little link there and just say, Hey, Scott, I want one of his autograph books. I'm telling you right now, you're not going to be disappointed. Alright, once again. We need to of course educate, collaborate and innovate. Yes. Please take action. Think about what Tim and others are talking about from an experience point of view. And it's going to have bottom line value for you without a doubt. All right. Be bold. Be brave, dare greatly reach out to Tim and hang out with that dude, and you're gonna change the world because you're not gonna be disappointed. All right. Thank you very much for joining. We're gonna have another great interview right around the corner. So stay tuned.

The post Tim Kobe with Eight Inc appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Andy Cagnetta, CEO of Transworld Business Advisors about “Strategies to Negotiate and Sell your business for the Best Price”.  Get the answers to your “Business Selling” questions along with Andy's unique insight on the “How” on this Industrial Talk interview!

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Company LinkedIn:  https://www.linkedin.com/company/transworld-business-advisors/

Company Website:  https://www.tworld.com/

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https://podcasts.apple.com/us/podcast/andy-cagnetta-helping-you-sell/id1463251208?i=1000518774158

https://www.youtube.com/channel/UCwQMKGgBRwujx6yMCcC3VAw

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

business, transworld, people, buyer, industrial, sell, work, andy, buy, seller, talk, world, deal, cagnetta, marketplace, podcast, industry, understand, listeners, starts

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right. Again, thank you very much for joining industrial talk where we celebrate industry heroes, such as yourself, you are bold, you are brave, you dare greatly. You are dream makers. You you solve problems, you ask the questions, why not? And what if, I mean? It just keeps on going and going and you're changing the world. So if you ever doubt if you're coming, if you come to Scott and say, Oh, woe is me. I don't know if I'm, you're changing the world. Put that in your head because that's what you're all about. All right. Andy Cagnetta is in the daggone hot seat. He is the CEO of Transworld. And if you are in the market, to buy to sell to do anything within the industrial space. Transworld. Andy is the place to go. Let's get a kurakin great conversation. He has all of the equipment by the way. He looks good. We go to the same barber. All that stuff. Handsome, handsome. Anyway, we do talk a lot about what do we do? How do you if you're in the marketplace, if you're in the if you're trying to sell your business, you do need help. You do need the experience of somebody that's been around for a long time, who has a real history of success? And is it alright, couple of things that I want to put on your, your? Well, I don't know talk about a little bit. And one is we're we're getting ready to roll out industrial talk to Dotto. We're trying to make it easier for you, industry professionals to find information be a part of a community that is all about industrial education. And it's I'm pretty excited about it. And we're featuring a lot of great leaders within industry, you too can be a leader in industry, and that being able to offer this incredible insights, incredible learning, incredible training, whatever, to communities that are looking to grow, to prosper to the youth that has to learn more about industry, but learn from the people who are just at the cutting edge. boy, boy, as a as a younger, professional, that would have been just how would have been all over that. But we can hear an industrial talk be able to provide that for you, leaders in G five leaders in IoT leaders in edge leaders in cybersecurity leaders in solving all of the problems within manufacturing, oil and gas, utilities, cheese, water, you name it. It's all out there. And and it's all being talked on industrial talk because it does Real Talk is what? Oh, that industrial talk. That's right. All right. Let's get on with Andy. So great stack card out there. His landing page for this particular interview is going to include some other podcasts, some other YouTube videos of him talking about what they do and why they're so great. And we're talking about in this one, negotiating the best price for your business. Now, if you're in that market, if you're saying hey, how do I how do I get out? Or how do I What is my exit strategy, you need to talk to Andy, you need to talk to Team Transworld because they'll set you in the right direction and it's an important conversation. So enjoy the conversation with Andy. Andy. Welcome to the industrial talk podcast. I'm looking forward to this conversation. How are you doing today? I am doing excellent. It's a great day. All right, listeners. You can tell he's he's loaded for bear with his audio equipment. He's coming in five by five. I I'm intimidated.

04:18

You don't need to be intimidated. I'm a little bit of a musician myself. So I have some extra toys around

04:23

it where you can really geek out on that stuff, man. You can sit there and buy it and acquire a lot of things that you need it or not. It's just shiny objects.

04:33

I love all that stuff. Yes, Sweetwater knows my number, I guess.

04:38

All right, for the listeners out there, give us a little background on who Andy is.

04:42

I am a serial entrepreneur. I grew up in the northeast if you couldn't hear it in my voice he had and met my wife, my lovely wife who wanted to move home to South Florida to raise our family which wasn't too hard of a convincing after 22 snowstorms one winter So, I had bought and sold the business, a small little pasta shop in Hartford, Connecticut with my family. We bought it for like $45,000. And it was a positive shop and lunch and dinners to go and catering. And we ran it for a couple years sold it for 65. And so when we moved to Florida, and me not being the the employable type, I decided, you know, so I said, Hey, that experiment worked. You know, I had started a few businesses in the cell phone business sold guitars for a while in the lighting business. And in all those things, starting from scratch is very painful. So I said, let me buy a business again, that seemed to work out well, you buy a business, you're in business The next day, and then you're able to sell it if you just don't like it. So I came down to Florida, started looking to buy a business went to a lot of Business Brokers, for the most part felt like I was in a used car sales room with these guys.

05:57

Yeah, yeah. You've got a you've got an image out there. That's for sure. Go ahead, continue.

06:02

Yeah, yeah, yeah. So I ran into the owners of Transworld went to Transworld one day and the owners were done. And Bonnie Parrish Don was a 30 year IBM executive from Alabama, just a sweet Harvard guy. His wife was from Ohio. She was an ex stewardess on Eastern Airlines and Han M. And she was just super sweet and amazing business broker. So they invited me to join their firm. Instead of buying a business, they said, Why don't you join us as a salesperson. So I joined as a salesperson did well, my first year, and into my second year looked at looked at Don, his full retirement, it kicked in at IBM. And I said, Don, why don't you let me buy the company, it needs to grow. It needs, you know, new computers, it needs to be marketed more. And you're looking, you're kind of on the downslide of your career. So he sold me to company in 97. We grew it from one office to 10 offices in the state of Florida, which we still own and operate. And then 10 years ago, we decided, hey, how do we get to Atlanta? How do we get to Charlotte? And we said, franchise? Let's get partners. Let's get some partners. Let's franchise. So we worked with the United franchise group who owns signarama several other brands, and was introduced to them and we decided to launch a joint venture where we franchise together. And we did that 10 years ago. And now they've grown us to 220 offices around the world 600 brokers and it's been an incredible ride.

07:39

I'm all tingling from that, that that's cool stuff. Because I love entrepreneurship. I love the excitement that comes with that just business in general. So let's talk a little bit about what that looks like. So Transworld pretty much on both sides of that equation. So you can you can buy you can sell you can represent those transactions. Is that an accurate statement?

08:10

Yeah, it kind of usually starts with us having a seller right, we find a business that wants to sell. And we package it, we look at the financials, we do financial recast, trying to understand what the eba is trying to understand how they use their tax returns to minimize their tax implications, while at the same time trying to figure out how much they actually make two an owner, operator of that business and then we package it and we sell it and we work with lots of buyers. So it's kind of usually starts on the sell side. Yes, we have plenty of buyers, private equity groups, family offices that contact us on a daily basis, looking for their next acquisition, but it kind of starts with us kind of working with entrepreneurs, which I love, like you said, I mean, capitalists love it, you know, get together with entrepreneurs, we're making money and helping them you know, take their slice of the American Pie and sell their business.

09:13

in that equation, what is the most difficult part? I mean, seller or seller's coming to you and knocking on the door and say hi, how are you? Like you said, I think buyers the buyer side, you probably have a group of people that whatever that part of people out there say, Alright, I got this business. I'm gonna go to this one. This one, this one and this one. They're interested. They're always interested, whatever. The seller side. Tell us some challenges there.

09:40

Yeah, the seller side, the hard part is finding them right. You know, we're trying to always try to find who's looking to sell a business and again, you know, they're the hero of the story. We're talking about that earlier. You know, we want them to want them to live their best life and their best life might be not in that business anymore. Whether They're burnt out, whether they're going through a divorce, whether they're having financial issues in business, whether the business is growing too large for them, and they could no longer take the risk and cashflow it anymore. There's a whole host of reasons why you want to, you know, Sell a Business and we get it, the hard part is finding them, then the next part is getting them to understand the marketplace and valuation. Because that is probably the number one reason why businesses don't sell is unrealistic expectations by sellers.

10:31

But I, I put my whole life into this business. And it's, it's everything to me, I created the logo I've had, so that I thought that it should be valued at this. And it's I would imagine this is pretty high.

10:45

Yeah, I mean, unfortunately, time doesn't matter. Right? It matters a little bit. Certainly I would want and I talk about great businesses to buy. I love businesses that have been around for 10 plus years, you know, people are used to going to that business, you know, buying a business that's a year old, even if it was making the same money that a business that been around for 10 years, I want the 10 year old business more, but it doesn't make it 10 times more, more valuable.

11:12

Right, right. So how do you as a business, look for sellers? What are your strategies that that you've sort of deployed to find those sellers?

11:24

Well, certainly marketing, right, we're going out there in the world and doing the traditional things like pay per click and mailers and radio advertisements and you know, running our own podcast and social media campaigns, all those kinds of things. But you know, the thing that really I like best, and I think that is most effective is becoming a trusted advisor in your community. And that's done through, you know, several things and getting involved in your community on a few levels. Number one going to networking things and being a part of the solution in in business wise, and I'm part of a few business groups locally. And then I think it's very important to give back to your community, and also be a part of the nonprofit scene. And I think that's been very productive for us to to show people that you're your trusted advisor. And the best way to do that is give back first.

12:22

Yeah, I like that nonprofit side. I think it's a beautiful thing. I we can talk offline about that, and some of the things that are going on in an industrial talk. Okay, so you have found me, I'm interested in selling? What, uh, why what's, what's the biggest problem? And what do I need to consider?

12:45

Well, the biggest problem is, what are you going to do afterwards? Right? I want to know your story. I want to know why you want to sell and how, because maybe the best thing is not to sell. Maybe there's someone in your family that wants the business, maybe there's an employee. That's right. Maybe it's time to just close the business and walk away depends on your timing, it depends on a lot of things. But you know, I'm going to want to know your story, then we're going to want to know the financial picture, what are we selling? Is it an asset sale? Because all there is is a collection of inventory and assets that we have to liquidate? Or is there an ongoing business that has goodwill, tangible assets, intangible assets that are driving revenue and earnings that we could value? And it's pretty easy to value businesses these days? and get you a, you know, a price that and that's going to be our next question is what is your expectations? And if the expectations are close to the marketplace, or at least reasonably close? We're going to go out to market and find you the best buyer.

13:50

Do you find the marketplace today? undervaluing businesses

13:54

now? completely the opposite? Well, you know, I think the marketplace? Well, I can answer that two ways. Number one, this is the hottest marketplace I've seen in 25 years, businesses are selling for higher multiples than ever private equity groups are out there. I've heard crazy things like they're paying 10 and 11 times for businesses were used five and six, right? It's

14:16

always been five or six, seven on no real.

14:20

Right. And on the small businesses, you know, it's two or three times owners earnings and or, you know, we're talking sub million dollar earning businesses. So it's two or three times but we're seeing all that stuff have an upward pressure on valuation because there are so many buyers because money is so cheap right now, because there are plenty of people looking to place money to make money.

14:50

Yeah, because that was going to be my next question is is the why but you You nailed it. You're talking about the cost of capital is low. There's plenty of people who have Have the capital to try to figure out how to get a little return on that a little bit more than what what is available out there. So they're looking for businesses.

15:09

There's not much available, right? Yeah. Where are you going to put half a million dollars these days and make a good return? You're going to put it in bonds? What are you gonna get a couple of percentage points, you're not gonna throw it in the bank or a CD, you're not getting any money there. So people want to put money to work and a lot of people want to bet on themselves, and perhaps not on the stock market.

15:31

And I agree with that. Once you get the little taste of success, and you're trying to make that money work, man, it's it's, it's up. I don't know. I get addicted to it. It's like, yeah, yeah, let's get going. Let's make it happen. Let's make it work. Okay, biggest roadblock? What are we doing? What's the biggest, biggest roadblock out there for these individuals? Well,

15:57

the biggest roadblock block is finding the right buyer and then getting through the process. It's a complicated process there. It's not easy to sell your business. There's a lot of decision makers that come into play. There could be accountants and attorneys and landlords and, and underwriters and valuation experts. And all these people have to come together and basically agree on a structure and get it through. And so third party interferences, we like to call it people with opinions at cocktail parties, mother in law's there's tons of people that will chew in either a buyer or seller's ear, and tell them that they're not doing the right thing. I always tell people, listen, if you want to be an entrepreneur, I think the number one thing you have to have is courage. And you have to have the courage to look people in the eye. My brother's an attorney. And my brother has often said to me, when I'm making business decisions, Andy, I wouldn't do that if I were you. And I'm like, but you're not me. Yeah. Yeah, you're

16:56

right. You're not you're

16:57

different. You're not a risk taker, accountants, attorneys. They're not risk takers. Yeah. For the most part, I mean, I'm sure they, you know, some accountant or attorney is going to call me and say,

17:07

Hey, Doc, I was gonna say, don't start emailing just out fly a jet.

17:12

Just understand. I think a lot of them would say the same thing. So they're not risk takers. So if you're going to take a risk, your family doesn't understand that you're your father or mother may not understand that, that you want to buy a business or sell a business. And they don't understand that. And, and so they're gonna have to get over that. And so all these decision makers, including, you know, the landlords, why do landlords what is ended up in for the landlord to assign a lease to someone they don't know. So there's a lot of things that have to happen to make a deal happen.

17:47

But Transworld handles all that. Right? navigate the water. I mean, I, I mean, I would imagine if I'm telling selling a business, I don't I don't have insights into like the third party interference statement. Oh, I have insights into that I I hear it but but to to pull it off, which is a good time to do it. You need you need, you need an organization like Transworld.

18:12

Yeah, it's kind of like getting a game fish into the boat, you know, and getting it into the boat, clean that on your plate and making it taste good. There's so many things that go into that, that any one place in the process of that of, you know, it's easy to get a fish on the hook, right? We if you went out there and said, I want to sell my business, literally, you could have hundreds of people respond to that and say I want to buy. But the problem with sellers is they try to spend time on that. And they take their eye off the ball, their business, oh, yeah, their revenues and earnings could go down, and their business immediately becomes less valuable. The banks, private equity, the buyers, the day before the closing, they're gonna say oh, by the way, if we were closing today, today's you know, the nine days after the beginning of a month, at the end of the month, they would say, hey, do you have the financials for the last month. Now, if you are working on a deal, going through due diligence, and you were doing it all yourself, your sales and revenues might be garbage, and and they'll immediately say, wait a second, we need to re trade this deal because it's no longer worth what it's worth. So those are the things that we try to avoid. We're taking all that responsibility from you. So you can just focus on running your business. And unfortunately, we tell people, you have to run your business up to the day of closing, like it's not going to happen. Which is hard. real hard,

19:40

because I guarantee you there's that switch inside your head that said, Alright, this is a done deal, man. I might as well just sort of lay down the flaps I'm coasting on into landing and I'm ready to and and we've all been a part of deals that no did not work out.

19:58

Yeah, they All kinds of things people get mad at each other at closing we've had people unfortunately pass away or get very sick the day before closing, oh my goodness, businesses burned down. What you know, they somebody plugged in a machine. Once at one time somebody plugged in a machine at a, you know, a watersports dealership, you know, jet skis all kinds of, they're like, Oh, this machine what says, you know, it's a testing machine, they plugged it in. It was an old machine, heated up overnight, for the whole place that aground.

20:28

I'm sorry, I'm not laughing at them. I'm laughing. Wow, that is a horrible.

20:35

And the funny thing is the seller won because the seller was selling their business holding paper, the whole thing. That didn't work, the insurance company paid them all cash. They won, we lost buyer loses, you know. So you know, there's a million stories like that out there in the world and a million things that can happen. And at any one juncture of a business deal, it can go bad. And so that's what we're here to do. We're here to stand alongside of you. I just got off in our conference call this morning is a very complicated business landmark business here in in Fort Lauderdale. And, you know, it's not that it's going sideways. But you know, buyer seller trying to work, it's it's something that needs to be renovated. There's insurance companies, there's contractors, there's lawyers, there's bankers, and it, people are starting to nip at each other and it's getting a little frayed. And you know, we're just trying to keep everybody happy getting

21:33

a little chippy. Yeah, it's getting a little chippy. Yeah, we just it's true. I mean, it's, it happens all the time. I can I can imagine. So, one last question. How long does that sort of typically take? So I'm a buyer and a seller, I'm a seller, I come to you looking for a buyer, you do what you need to do. From that point on? How long does it sort of

22:00

typically take average is nine months for small business as the larger businesses are about a year? You know, it's a multi million dollar deal. It's going to be a good year, you know, as some people have come to us, it's like, well, we're worried about capital gains taxes going up next year. And I'm, we're, for the most part, we're like, Yeah, well, that's too late. You're probably not going to be able to get a deal done before the end of the year. Wow. Yeah. If you really gave it away, and you're really aggressive.

22:32

Yeah, yeah. Well, that's a conversation to have. I mean, it might might make sense. Your team would probably say, Okay, if it did this, if you put the numbers in front of people, right, right. Sounds like a real deal here. And I I would imagine don't sell your business without a company like Transworld. How about that? You can use that. Go right ahead.

22:55

I appreciate that. Yes, I you know, listen, I believe in the business brokerage industry. I've been the chairman of our association. We have a lot of great people in the industry. It's very unknown. And there's a lot of people that provide a lot of value.

23:08

Unknown. Give me a break. But if he's got a you got to him. I mean, he's got a great stat card out there. Got a team of people on this header. Andy, kick netta Did I say that right?

23:23

Yeah. Perfect. Nice Irish name. Yes, it is. So impossible. Know, how a typical could have been?

23:32

I mean, come on, man. That's, anyway, reach out to him. Absolutely. Excellent conversation, and he loved it. So how do people get ahold of you? That's why we say best way.

23:47

Just shoot me an email AC t world. It's pretty easy. Wow. I don't bring that agneta name in it. So you have to figure out how to spell it. It's just AC at t world.

23:58

Yeah, very nice. Okay, listeners, you're gonna have all that contact information out on industrial talk comm you know that. And anything else? He's got some podcasts out there. I got it all. I got it on his his form that he filled out. He's got a YouTube channel. When I say he, probably your company has. So yeah, I

24:16

think I have a personal one too. Right. There might even be one of me playing guitar out there. So

24:20

yeah, he listeners he also noticed the youth behind me because he comes from a long, long line of uke manufacturers. I don't know family.

24:31

Have you got a villa out there? It could be worth the I've seen going for four or 500 bucks now really, things that

24:38

I'm looking at if you're out on the pier out on the video right there to his left shoulder. There is a huge right there. It's a sort of a red and green thing. No, that's the book the other day. Yeah, that's a toy thing. Oh, nevermind. Just regard that last conversation. Just delete it. It's all good. Eddie, thank you very much for joining the industrial talk podcast. Thank you, Scott. You were wondering Ah, big fan. Thank you. Did you hear that listeners? He's a big fan. My skin is tingling. All right, do not go away. We're gonna wrap it up on the other side. So stay tuned. You're listening to the industrial talk Podcast Network.

25:23

All right. You know, his name is Andy Cagnetta, CEO of Transworld. And I tell you, if you're in the marketplace, you gotta gotta Connect. You got to have your, your team in place to be able to help you negotiate the best price for your business because you put a lot of sweat equity into that business. And you're looking to do something else in the future. Boom. Talk to Andy team Transworld will help you up big time. Alright, again, it does real talk to Dotto. It is a community it's a community that celebrates you industrial heroes. We recognize the necessity to train we recognize the necessity to collaborate and we recognize the necessity to innovate. But we want to do it in a way that's not boring. How's that? We want industrial entertainment. We want to be able to highlight a lot of great stuff. Look forward to it, you will get a notification All right, people will be brave daring greatly. Alright. hang out with people who are bold, brave and daring greatly change the world. You are changing the world. We're going to have another great conversation right around the corner so do not go away.

The post Andy Cagnetta, Transworld appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Megan Lynch, President and CEO at Six Point Creative about “Letting go of your Legacy Thinking and Approach your Business with Radical Courage”. Get the answers to your “Radical Solution” questions along with Megan's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Megan and the wonderful team at Six Point Creative on trashing legacy thing and embracing radical solutions by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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Personal LinkedIn: https://www.linkedin.com/in/melynch/

Company LinkedIn: https://www.linkedin.com/company/sixpointcreative/

Company Website: https://sixpointcreative.com/

Free Stuff:  Go to Six Point Creative and download your, Brand Touchpoint Matrix, Free Book: Hiring to Build Brand Value and Free Brand Assessment.

PODCAST VIDEO:

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

companies, people, industrial, collaborate, stage, business, conversation, fears, talk, industry, built, innovate, megan, market, point, innovation, product, educate, listeners, scott

00:03

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, thank you very much for joining the industrial talk podcast where we celebrate you the industry heroes, you are bold, you are brave. You dare greatly solve problems, you're transforming lives and you're transforming the world. That's why we celebrate you, thank you very much for what you do to make our lives better. All right, in the hot seat. Her name is Megan Lynch. She is definitely the president and CEO of six point creative. And I gotta tell you, I was jacked on this particular doggone interview, because we talk a lot about being you know, bold, brave and daring greatly. It's one thing to talk about it. She does it, let's get cracking.

01:03

Yeah, which is really interesting when you get right down to it. Also there, and I'll talk about the necessity to be bold, to be brave, to dare greatly, specifically in this time of whatever the new normal next normal, whatever we call it, I got to come up with a better name. However, whatever we're living through. You've heard me talk over and over again about, yeah, there's the negative side. But I think there's the positive side. And I think that there is a desire to be more vulnerable, to be open to be, you know, just the necessity to be able to collaborate, because we need to educate, collaborate, and of course, innovate, especially now. But it's all great. And it's all wonderful. And it's all just dandy. Words, however, there's got to be action to it. And And what's great about Megan, is the simple fact that she does, she recognizes the necessity to be bold, brave and and dare greatly. But what does that mean? How does a business do that? How do we take it today? Whatever this world we live in today, and be able to be able to, you know, survive, rebuild and succeed. And, and she brings that real world that ability to be able to do that. So that, I mean, we need people, we need to constantly be out there and innovating. We need to be out there collaborating. And definitely she brings the tools to be able to do that now in line with what she's doing. I just plant the seed again, industry, industrial talk to Dotto is really just a neighborhood of industrial professionals. Yeah, it's a network but it's a neighborhood, because we have a desire to make everybody succeed, whatever that might be, whatever that level is. But more importantly, it is a great location to find where people are truly innovating and truly having a desire to collaborate. That's industrial talk to Dotto. It's in the works. We're doing it it's a neighborhood because we are bound together we have ties, and whether we like it or not, I think the pandemic has really highlighted the fact that we are we don't have all the answers. But you know what we have out there incredible professionals that understand what to do and how to do it, and be able to share that knowledge with you so that you can survive, rebuild and prosper. That's my intro. It's always the same, because it doesn't change. I mean, we just, we just got to collaborate. It's important to collaborate. Alright. Meghan Lynch,

03:48

President CEO, six point creative, we're gonna be talking about, you know, real tactical solutions to that point of thinking, you got to be bold, brave and daring greatly. You can't have that legacy thinking. You got to do it. What does that mean? How do you find that help? She's all about that. She's great. All right. Enjoy the interview. Megan, welcome to the industrial talk podcast, again, an absolute honor that you make time in your busy schedule to talk to the wonderful and bright listeners of industrial talk. That's what they are. Thanks so much, Scott. So excited about it. It's so cool, man. I'm going to have a great conversation. I mean,

04:27

listeners, we were having a conversation offline. As you know, we do all the time. We we do that just because we have to. And we were sort of wrestling with the necessity to educate and the companies that truly are committed to education will have no guarantees don't don't go to somebody and say, Scott guaranteed if I educate I'm going to be a success. No, that's not what I'm saying. I'm saying companies that have a greater focus on education, have a greater opportunity for success. And that's all we're trying to create here and Megan brings the lumber in this particular conversation before we get into

05:00

That interview before, give us a little 411 on who you are and why you're such an incredible professional.

05:07

Absolutely. So I have a company called six point creative. My background is in brands strategy. But really kind of what six points focus is, is to help companies who are at an inflection point, we call them second stage companies that are often family owned businesses.

05:30

companies that have kind of hit this point of a plateau have, we've kind of tapped out our existing network, we've tapped out our growth opportunities, but we're still looking for more. And we still feel like there's more opportunity in the market. Those are the companies that we really honed everything that we do to try to help. And I really did that because I have a second stage company. And I just realized that how different the needs are of companies that are established in the marketplace, who have a reputation, who have something to lose, how different they are from like a startup company, and also how very different they are then a large corporation with, you know, deep pockets and multiple levels and lots of internal expertise. These companies are really in this messy middle. And I feel like although they're being served, I don't know that they're often being so like intentionally served right around that life stage in that interesting because I, I can see if you're at a position and you've talked about second stage companies, what define what that looks like? Yeah, yeah. So a second stage company is a company that has anywhere between 10 and 100. employees, like those are loose cut offs, but it tends to be the, the range that you see it happening. And basically what happens is, early on, when you're going into second stage, there's often these like, you start to see just the need for more process. The need everything that you're doing just feels like Oh, man, like when we were super small, this just hummed. And now everything's just like so much more difficult, it's hard for me to delegate things, people aren't listening, you have a lot more people problems, people are asking for more process, and you can't give it to them, right. And then on the later side of the company, this is usually when they've like matured through that cycle. And they have some expertise, and they have some systems and processes. And oftentimes, maybe like, if it's a family owned business, maybe they're bringing in like a professional CEO, with industry experience for the first time, who's going to kind of like lead this company into the next kind of generation. And oftentimes, what you start to see then is like this push pull between the past, which is like valuable, and it's where the relationships are. And it's all this historical, you know, again, from a brand perspective, it's kind of like, the reputation that you have, and the goodwill that you've built. That track record that's so important. And then the push pull between that and then this vision for a future, which might mean doing things differently than we've done them or pivoting, you know, taking our existing product line and moving it to a new market where we see opportunity, you know, something that's coming down the line and that innovation piece, and they're these tensions between like, you know, do we stay with what exists? Or do we do this new thing. And I think often companies look at this as like, I can only do one or the other. And I think what we're really there to say is like, no, there's a third path where like, keep your reputation, you keep your customers, you keep that strength that you've built, all of that is super valuable. And that's an asset that you need to leverage. And you also have this other thing, which is this innovation, this new market, this you know, maybe new sales strategy, whatever it is a new product innovation, those things, that's going to be what's going to sustain this into the future. Because you know, it is it does become a little bit of that grow or die piece of like, if you're not growing, then you're probably shrinking, if you're not out there. So this is what I this is my head and I'm processing this information, all I hear is like it and you need to change and you need to change more, and you need to change. And over here you need to change and change and change and change. And nobody you figure you figure if a company gets to this particular second stage, they've changed, they they put a lot of sweat equity in right now you're saying Hey, hey, you still need to change. I would imagine many of these companies are saying

09:44

I just want to glide on into whatever the future. Yep. How do you how do you keep them from saying you don't want to do that? Yeah, well, I mean, I think again, it does become figuring out what is important to them. You know, if if if change is there.

10:00

Really, totally unwilling to change and they have no vision for the future will then like that's not going to be that's not really a second stage company because they don't have that next stage vision they're not trying.

10:12

So it really what they want and what they have is where they want to stay, then that's great. Like, I don't want to, I'm not gonna mess with somebody's vision for their business. You know what, what I where we really thrive is with the companies that are struggling in this kind of like middle area of like, we want to change, we see it, there's more people who need our product, they often call themselves like we're a best kept secret in the market, I often hear that, that they'll refer to themselves as like, Oh, we are best kept secret. And I'm like, Okay, well, cute. Like, do you want to let that secret out? Because that's not like, it's great that you have the confidence in what you've built? And also you don't have to be a secret.

10:59

That's, that's true. It's sort of I've heard that same thing. Sure. Absolutely. We're the best kept secret. Well, then you're leaving money on the table? You're not Yes. That's fantastic. But but but but exactly. Yeah, they'll say it proudly, you know, because they've they've built so much equity in what you know, the product that they build, or their service team or whatever it is. And the but you know, I always look at it as like, there's probably more companies more people, you know, you're always talking about these people are changemakers, they are people who want to help their products get into the right hands of people who can do something amazing with them. And so for me, the question is always, like, you know, don't we want to get that into more hands? Do we want to, you know, increase that innovation in the market? You know, if you have something that's going to change an industry, like you need to let those engineers know, you need to let those product managers know.

11:58

You know, and give them the opportunity to use what you've built. So yeah, so Okay, listeners, what we have, we're talking about second stage, companies, that's between 10 and 100 employees. But I think the key here, what Megan has pointed out is that these second stage companies want to definitely focus on growth, they're willing to, you know, deal with the pain of change, and go through that process. And that's, that's a great thing. And don't be a best kept secret. That is where we're at now.

12:27

When we start talking about that, what the outside of all that, I would imagine, because of COVID. A lot of these companies been hit pretty hard. Yep. yet they're trying to survive, rebuild, and then try to prosper in this next normal. And what does that look like to you? Yeah, so for me, again, that one of the things that COVID has done is that like, a lot of the companies we work with, we're about to have their best year ever going into COVID, I heard that so much like we are poised for our best year ever. And then they get the rug ripped out of them. And,

13:05

you know, that has an emotional like psychological effect on you of well, now I'm going to be a little bit more fearful, like I thought I was doing everything right, I thought I had this figured out, and then this thing that I totally couldn't control, you know, takes all that away from me, and we did not have the gear that we want to have, you know, so it becomes this balancing act of making sure that companies like stay in some kind of comfort zone and keep some kind of realistic, you know, safety net for themselves. But at the same time, I think it's also given companies a sense of like, Hey, we were resting on our laurels a little bit, we were a little bit complacent. We didn't make some of the big decisions that we knew we had to make, whether that was you know, getting a product launch quickly, or whether it was some personnel changes that they needed to make, they're carrying some dead weight, you know, and I think that one of the good things about COVID is that it created a sense of urgency, right? Like I like all the business owners that I'm talking to are like, Hey, we made decisions that I knew I had to make. I just didn't want to make the tough. So

14:19

worse my hand. Yeah, this is exactly what I've heard the same thing. It's like, I believe, yeah, there's the pain of COVID. Got it. Everybody knows. Yes, yes, yes, yes. And we're not going to, you know, go through that. But I think there's a silver lining in the COVID conversation, and that is the conversation of resilience, and the truth right now we're having conversations that make sense, right? I'm not gonna sit there and lollygag and, and be lazy. I want to build a business of resilience. Because when this happens again, if it happens, again, haven't helped us. I'm ready. I got a business of resilience. So I see it as a positive thing.

15:00

And a conversation in the business of resiliency. Yeah, great. Yeah, absolutely. I think you're totally right, Scott. And I think, you know, one of the things that you talk a lot about is collaboration. And I think that that's the other been the other silver lining of COVID. And I've seen so many really cool collaborations of companies coming together to solve some really complex problems, I was just talking to somebody the other day who they have like a kiosk and cart company, you know, and they serve like industrial manufacturers and food products. And they, they collaborated with some people doing some work in an electric vehicle, technology, yeah, and some cold storage people. And they put together these cool mobile vaccine units that are now being used in healthcare. This is a company that never had anything to do with health care. And now all of a sudden, they're in the healthcare industry. And it was through, you know, three or four small businesses putting their expertise together and saying, you know, what, what do we all have, that could help solve this problem. And maybe if we do it together, we could do something bigger than we might be able to do on our own. And I think that that's such a cool opportunity, especially for these smaller players in the market. Like, if we aren't collaborating with each other, then we are missing a huge opportunity to challenge those big guys, you know, huge absolutely spot on huge opportunity. And and I think that the other positive associated with COVID is the fact that

16:24

I can be humble. I don't have to have all the answers. I don't have to be that I go to Scott, he has all the answers got cheese, that's a heavy, heavy thing to carry around. Now, I can be humbled and say, I have I have this answer, but I don't have. I need help to help. And I think it's just a really,

16:47

in a weird way, a beautiful realities of the marketplace. I just I don't know how else to put it because, yeah, well, and it stripped away out of the pretense because I didn't have anything of substance to offer. Like people quickly kind of turned away from them and said, like, Okay, well, you know, I don't have time for any more Bs, like I really need to keep with people of substance. I need, you know, people who are problem solvers, people who are humble people, collaborate people who have ideas, not just people who are kind of sitting back going, Oh, shoot, you know, what do we do now? You know, but the people who are out there saying, like, I don't know exactly what to do, but I do know, I have this, does anybody need this?

17:30

And I think that that's, that's been really valuable, too. I've seen, you know, again, from relationships that that I have, I've seen kind of like, Who are the people who you can count on and who are the true experts, and who are the people who are those people who really, like truly care about what they're doing, and the people that they do it for. And then you've seen the other people kind of fall off. So, so I see this, this this resiliency model, including, you gotta educate businesses, these these second, look at my notes, second stage companies, the ones that are going to probably fare, okay, are committed to education, committed to

18:12

collaboration, and well as there's an innovation component there, they want to be more efficient going forward, I would imagine is that that's sort of like the mindset of the second stage companies that truly want to be, you know, successful. It is, I think that those aren't like when they're at their best, that is their mindset, I feel like the the kind of dark side of this is that these are companies that have put a lot of sweat equity into building what they have, whether it's their IP, whether it's their processes, whether it's their people, whether it's their relationships with their customers, I mean, these are companies who have put, you know, decades of experience into what they have built. And so I think, in their best moments, they are innovative, they are collaborative, they are educational, at their worst moments, they are fearful that they are going to lose everything that they just built, they are fearful that the customers that have been so critical to that process are going to leave them if they see them, like let's say, talking to another market or skipping a distribution model or, you know, kind of innovating too much.

19:23

And, and they're also afraid of their competitors, you know, well, we can't educate people too much because our competitors are going to steal our information or copy us. And so they turn into you know, which and all of those things like what you were talking about are all these years that like open people up and make them bigger than what they are the things that I'm that I sometimes see are things that like, shut shut companies down and make them smaller than what they are. And so those are the types of things that we kind of have to help companies work through and they're they're legitimate, like they're founded on real fears.

20:00

You know, it's it's not like, Oh, you know, you shouldn't be worried about that just do it anyway, like, these are real fears.

20:08

That's a boy, that is is a brilliant point. I appreciate that, Megan. Because I always think because I'm just gonna go out there I just that's me. But these companies that fall into that category who have invested time, energy, effort, money on all of that, over the years, that is a difficult thing to stop. But it's that that's it. And we were talking specifically about that fear of what's holding companies back. And that might be part of that. Right? Exactly. Yeah. And I think that, that one of the things is, is that you really have to kind of like meet those companies where they are and acknowledge that this fear is real, because it's so easy to come in as a consultant, and be like, hey, well, you should do this, you should do this, you should change this. And they're, you know, and it's like, well, it's you're playing with other people's money, these people are playing with their own money with their own team, that's people that they have to look in the eye, whether it's their customers, their suppliers, their employees. And so I think that, that, if we as kind of like the consultants, the coaches, the strategists, if we don't take that seriously, and really, truly listened to those fears, and help not just dismiss them, but help them problem solve for them,

21:20

then I think that we are doing them a disservice. And we can put their company in jeopardy, which is something I would never want to do so. So for me, it's a lot about kind of like, hey, like your fear is, you know, your brain telling you something is trying to protect you, right? So let's do a deep dive into what exactly is this worst case scenario that you're trying to protect yourself from, and then let's just come up with a plan to mitigate that risk. And I think that, again, risk mitigation has to be big in the way that we're thinking about growth post COVID. Because, you know, we both need to innovate, and we need to protect what we're building, we don't know when the next pandemic is coming or you know, whatever the next disaster will be. So we need to be smart about that. And we do need to mitigate risk. And I think that that's important. So. So helping companies work through that change management in a way that takes those fears seriously, and helps them put like a very concrete plan together. Because usually, really, most of those problems, if I'm, if I'm going to be like, get to the heart of it could be solved by a really good communication strategy. Like if you're worried that your customers are going to leave you, you need to talk to those customers, you need to confirm those fears or allay those fears. And that will bring them closer to you people do business with people, and so have that conversation.

22:42

And chances are, if they've been with you for that long, and you see opportunity to another market, and you're committed to still serving them, they're going to be like, hey, go for it, like we, we want you to succeed, because when you succeed, that means you're gonna better able to serve us too. So. So I think oftentimes, like some of those fears, once you actually start putting a plan in place and doing something about them, they're not as big as people feel like they are when it's just kind of like this, like, ooh, we can't take this, see, you're touching on a point of you can be vulnerable, like, as a business owner, you can be vulnerable. That doesn't mean that you're weak. That doesn't mean that you're, you've got flaws. You're just you're it's as simple as a conversation you're not in when you start talking about nobody. And I mean, nobody had global pandemic in their business continuity plan. Not what, yeah, they might have had a that's that the other thing but not, not the global pandemic. And so it starts with the conversation, it starts with just recognizing,

23:49

being vulnerable, doesn't mean that you're weak. You're just saying, hey, I've got to figure this out. Yeah. Well, and honestly, like, you're like, you're like everybody else. I mean, that was one of my biggest pain points starting out my business was I go to events, you know, a chamber of commerce event, an industry event, a trade show, a conference, and you ask all these people like, Oh, hey, how's business? And they're like, oh, business is great.

24:11

And then you get like, the same CEOs in like, a room with just them. And they're like, Oh, my gosh, like, you've got to be kidding me like this. This is blowing up, you know, this person isn't doing well. I'm worried about cash flow, I'm worried about supply chain, you know, all these things start coming out. And you're like, Whoa, you just told me everything was great. And you know, and for me, it was such a big lesson. Now I start conversations with maybe like one when that I'm having and one thing that I'm struggling with because chances are somebody else who's you know, in your business and in your circle wants to help you. So if you tell them something that you're struggling with, they might have a solution for it. They might have somewhere for you to go. And so much of that stuff like we keep so close to ourselves. So unnecessarily It's crazy, man. Again, you're hitting on really

25:00

Really great, great points. And I hope the listeners are looking at that. We're talking about resiliency. We're talking about collaborating, we're talking about educating, we're talking about risk mitigation, change management. And you know, it gets right down to being vulnerable and having a conversation, a real conversation, not something that is all, you know, hey, as the best in the world, and then you go behind closed doors, and you're just, you know, Oh, my gosh, I get up, what am I doing? I can't get up. And and you know, what the best part about it is the fact that everybody, if somebody comes and tells me goes, this was the, this was a fantastic year and all that stuff. I'd have to just say, buddy, I'm not sure about that. I think it just opened everything up and just said, I, my mind can't handle it. I need help. I hope that's the case. Yeah. Well, and I think like, you know, again, like COVID, even the people who who are like winning, you know, are in industries that have the business have the sales they're struggling with, with workforce and labor issues, or they're struggling struggling with supply chain issues, the people who don't have the sales are struggling with, you know, like, well, we need to get the sales up, we've got the people, we don't have the business. And so I think, again, like it's such an even playing field right now of even the people who you think like, they're so lucky to be in such and such Aneesh because that Nisha is doing well, right now, like, we work in a lot of like industrial,

26:23

like construction and things like that, like people making knives, blades, things. And those businesses are doing really well right now, because everybody's working on their homes, their building, you know, like, like, that's going well. But they have, they have problems too, like that creates its own issues that they have to solve for. So I think, you know, it's just a big piece of our process. You know, we call our, the process that we created for the second stage companies solve for why because? And why is in the letter, why, but also kind of like the Why are you? Why are you doing this thing? Why do you want this grow?

27:01

Because I think that everybody has some issue, and they have some vision of of how they want things to be in kind of a new future. And if we can take a very systematic approach to like, looking at that and dismantling it, and then come up with a plan to address it, then they can move forward. But right now, so many of these companies are caught in this, like really emotional space of like, we want to do this, but we don't know how. And so we have this very circular conversations internally of like, Are we going to launch this product? Are we actually doing this? Are we going into this market? Or, you know, we're not sure we're gonna position ourselves that way. And the internal teams get so frustrated, because they're just like, are we doing this? Are we not like, they don't care? They just want clear direction on what you want us to do, we're gonna have to wrap the conversation up. And I think that the beauty of what you're just saying, is that, that somebody's just looking for just that. I mean, I would imagine I'm wrestling with a lot of ideas and a lot of things, but I don't know where to go. And I think a conversation with you and your company and others will go a long way to sort of sort of lay that path out. It could be incrementally approached. Exactly. Yeah.

28:17

Yep. Just to get them like one step in the right direction. And yeah, so speaking of that, we have a if people are listening to this, and you're like, I relate to some of these paintings, I think we might be a second stage company. We have a landing page set up so it's my website is six point creative. So si XPNT. Creative Docomo, that's si x si x not the number. tricky one. Yeah. And then if you just go backslash industrial talk, yes, we have a, like a quiz that, that they can take your listeners can take right. And, you know, about 1015 minutes of their time, they'll get a not a like, standardized, like automatic score, but we're gonna put together a customized report for them on this is what we're hearing you say, and here are some legs, step one, step two, step three, you know, top

29:16

123 recommendations that we would make, and just again, so that they can have that first step of how do I start to get out of this hole that I feel myself in? So all that's for free? And on our website, and there's a couple other tools there as well that people can check out that are particularly valuable the second stage companies, all right, it's going to be out on industrial talk. So don't fear not if you didn't get the URL, it's going to all be there and you're not going to you need to take advantage of this great opportunity. Megan, Megan Lynch, thank you for being on the industrial talk podcast. You are absolutely wonderful. Thanks so much, Scott. So, God, I love it. Love the points that she was bringing up. She's talked about

30:00

Bringing the lumber man. Alright, listeners, we're gonna be wrapping it up on the other side. Stay tuned. You're listening to the industrial talk Podcast Network.

30:15

All right. Again, thank you very much for joining the industrial talk podcast that's making lunch. six point create creative. She is the President and CEO of how to get stuff done. You need her, you need what she brings to the table, because she is definitely all about your success and being able to do that in a way that expands your market. As you can tell, in the interview, bringing up pepper, absolutely like it. So go up to six point creative.com find out more. I mean, she needs to be in your Rolodex. If you're old enough to remember Rolodex, she needs to be in it. Alright, we're all about being bold, brave and daring greatly. We're all about the necessity to educate, absolutely collaborate. And of course, innovate. We're all about that. We're all about taking action. We're all about making things and we're part of this neighborhood, this industrial neighborhood that is focused on everyone. Success. We need everyone to be rowing in the same direction. industry is changing lives and changing the world. That's what you're all a part of hanging out with people that are bold, brave and daring greatly. All right, thank you. We're gonna have another great interview shortly.

The post Ms. Meghan Lynch with Six Point Creative Talks About Radical Courage with Your Business appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Lewana Harris, Personal and Professional Development Professional about “A stagnant mindset and the inability to get past challenging moments”. Get the answers to your “Transforming Mindset” questions along with Lewana's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Lewana and on living your purpose to the fullest by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

LEWANA HARRIS' CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/lewanaharrismhr/

Company LinkedIn: https://www.linkedin.com/company/oneok/

Company Website: https://www.oneok.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

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Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

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Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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PODCAST TRANSCRIPT:

The post Ms. Lewana Harris Talks About Transforming Mindset and Strategies to overcoming a Stagnant Mind. appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dan Anderson, Manager at Life Cycle Engineering about “Real Strategies and Solutions for an Effective on-line training program”. Get the answers to your “Virtual Training” questions along with Dan's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Dan and the wonderful team at Life Cycle Engineering on upping your online virtual training platform game by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

DAN ANDERSON'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/danandersonlinkedinprofile/

Company LinkedIn: https://www.linkedin.com/company/life-cycle-engineering/

Company Website: https://www.lce.com/

Company Twitter: https://twitter.com/LCE_Today

Company Facebook: https://www.facebook.com/LifeCycleEngineering

Company YouTube: https://www.youtube.com/user/LifeCycleEngineering

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, virtual, pandemic, lce, scott, class, folks, training, dan, classroom, learning, zoom, changing, deliver, engaged, facilitator, business, lifecycle, voucher, work

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right welcome you industry heroes. Thank you very much for joining the industrial talk podcast. This platform right here the one that I'm pointing to right there, you can see it is dedicated to you, you professional, you are bold, you are brave, you dare greatly. And man Do you innovate? You're changing the lives and you're changing the world as we speak. Why not? Why not? celebrate you?

00:43

Alright?

00:44

You know, we always have great interviews, right? We do. We just have great interviews it I take it for granted, you shouldn't take it for granted because it's an exceptionally great time to interview great people. In the hot seat, Dan Anderson, that's a n d e r s o n. And he is with a company called Life Cycle engineering. You go out to his stag party and you're gonna say, Yeah, he's smarter than everybody else, especially me. Anyway,

01:13

he's got to kind my friend,

01:17

Dan Anderson, right there, baby. Hey, Dan, before I got a quote, I got a quote that I want to share. Yeah, you got to do that. And then we're gonna go into that nice little 411 on who you are. Alright, listeners,

01:30

right here. I always have code. And of course, I'm using my computer computer. Anyway, this is from Winston Churchill. And I'm a big fan of Winston Churchill. Don't get me wrong. I am.

01:43

Now I I

01:44

sit there. And some quotes are fine. Some or some. You see it come across LinkedIn. And you go, Oh, that's pretty cool. But some are maybe a little. This one's good. And you guys, you got to take note of this a positive thinking, well, a positive thinker, sees the invisible, feels the intangible and achieves the impossible. Industry right there. That's what you guys do you see the invisible you feel the feel the intangible, and you achieve the impossible because you guys are bold, brave and daring greatly. I love it. Dan, how you doing?

02:18

I'm doing great. Scott, How about yourself? Well, thank

02:21

you very much appreciate it. It is sort of an unusual time.

02:25

It is an unusual time still continues to be an unusual time of year, almost a year since it started being unusual.

02:33

I'm telling you, I it's it's funny. So many people come to me and say, Scott, what do you think is gonna happen?

02:39

I have

02:40

zero clue. I don't I don't see anything changing. Oh, I know, I know, I'm changing. I'm the one that just sort of sits in the salt mine right here and just does these podcasts and have no interest in going. I cook way too much. And we do all of these great things. Because I think we just industry. I'm telling you, man, industry is going to be changing in Portland in a positive way. All right. For the listeners out there, Dan, give us a little 411 on who you are.

03:08

So I'm Danny Anderson. I'm the manager of the life cycle Institute at life cycle engineering, which is the educational arm of our business. I've got a history in maintenance software and reliability. So, you know, worked in plants for a bit and also as a consultant for a while. So that's a little bit about me. I've been with LC for 14 years also serve on the SMRP board of directors. Yeah.

03:37

All right. As you can imagine, he's got some major reliability st credit out there. Once again, I'm looking at the stat card you want. You know what? We have 444 mutual connections.

03:58

That's amazing. I just, yeah, we run in the same circles. That is a and by the way, these circles are fantastic. I mean, these reliability professionals and what you're working in are absolutely. They they all have, they're passionate about reliability, they're passionate about helping you and they got big hearts. They all do.

04:18

Oh, yeah. learn something new every day, Scott in this business for sure.

04:21

How does that happen? I mean, how does I mean you're right in the thick of things, and you're, you're always engaged. You're always chirping with other people who are in reliability, and and it never stops you. It's

04:34

never stops.

04:35

Yeah, yeah. It's a wonderful thing. I mean, I've you know, as I hear very often it lifecycle engineering, a lot of the folks that we have working for us are in their second careers, they just are passionate about it, right. They're passionate about best practices and helping others really,

04:53

they're they're special people to have at a party, that's for sure to talk your ear off about a lot why it's important and, and it is don't get me wrong, it is. Okay. So listeners, this is what what makes this particular conversation very unique. And now we know about the pandemic, and I'm looking off, if you if you're looking at the video, you can see I'm looking at my other screen because that's where the document resides. So don't be distracted by my head turning this way. Now, what that means is that we're going to be talking, okay, the pandemic hits, we still have to be able to educate, we still have to be able to communicate, and educate people who are in need of this information. We all of a sudden had to say, Hey, we're in person, we go to this place, and we do these things, we have flip charts, and we do the typical learning. Now all of a sudden, we have to become virtual. And that's where dance steps in Dallas, let's start talking a little bit about the effective adult learning in a virtual world. I've got I've got this whole thing highlighted. What does that mean?

06:01

Well, it's just being able to effectively deliver education via an online platform. So you know, there's a number of online platforms out there, you've got WebEx, you've got Microsoft Teams, you've got zoom, you know, our preferences, zoom, because it does have the tools in there. But if you think about it almost a year ago, Scott, I mean, March 16 2020, you know, the LLC offices were closed down due to COVID. And, you know, we had to carry on with the business and providing effective adult learning to our clients. So, you know, we had folks that had signed up for classes. And we we, we host a little bit over 1000, folks a year through our open enrollment classes, through our on site classes, things like that. So we had to change our business quickly, and had to think of, you know, how are we going to deliver the same value to our clients that they were receiving from the classroom training, but do it through an online vehicle, and may seem very simple to some, you know, what do you do just deliver the slides via the internet? And no, it's a lot different, you have to go through and reconstruct the course, you have to really put a lot of rigor into making sure that you know, the participant on the other end, and now they're not in a classroom, they're not in their, you know, interacting with their peers. They're, you know, actually sitting at a computer at their house, how do you make it interesting and relevant to them?

07:27

Yeah, how did LC come to this? I mean, the reality is that LC pivoted real quick, and I hate using the word pivot. Sorry about that. Anybody loves me, but do you understand what I'm saying? It, it is core to your business, you do great training, you and you touch a lot of people in a positive and companies in a positive way. Now, you've got to go virtual. What were that, like that conversation you're having at in your organization? What was it like it was just saying, Hey, we got to do it. And it's my understanding, you guys did it relatively

08:00

quick. We did within a couple of weeks. I mean, we didn't convert all of our classes, but the ones that were on the high priority scale, you know, ones that we had classes coming up within the next two weeks, next month or so, you know, those took priority. And so, you know, we quickly went through and, you know, got our facilitators on board, got our instructional designers on board. Thank God, for my training coordinators, you know, they became quickly changed their job roles from, you know, somebody who would, you know, deliver materials and making sure the class goes off without a hitch, you know, those sorts of responsibilities to actually producing the workshops. So, you know, it was a lot of different, you know, because everybody was scared, everybody was afraid that, Oh, my gosh, with all this going on, are we going to lose our jobs, you know, how's it going to work out. And so you really just had to make the folks feel good, but have them understand that there was going to be a shift in priorities and job responsibilities. So, you know, the training coordinators are an easy one, because that we turn them into producers, where they were actually hosting a class. So they would join the subject matter expert on a class and make sure that, you know, everything went off without a hitch, there are no technical difficulties, everybody tested zoom in advance. And so when the SME got on the line, or the facilitator was there to teach the class, they could focus on just that teaching the class versus having to deal with volume issue or something like that. There's a

09:29

ton of questions that I have, and one would be, this is fantastic. But really, prior to the pandemic, LC he was on site or, or in, in classroom, that was your model, that's what you did. And then all of a sudden, we need to figure out some sort of a virtual way to make it engaging and, and achieve the same objective of, you know, adult learning. I'm consuming the content on it, and I'm not. I mean, did you guys just sort of sit around To say, something out on the internet that sort of gives us a guidance or did you just sort of say, Hey, we're gonna have to be different, we're gonna have to make it more

10:09

interactive, whatever

10:10

it might be, what was that, like?

10:13

What was going through I mean, my company generally uses WebEx, you know, that's a standard online platform. With this, though, we found the additional capabilities through zoom, were critical, because like you had mentioned, Scott, you know, in a traditional face to face classroom setting, you have folks breakout and flip charts learn from each other, you know, we needed the capabilities to have breakout rooms, and, you know, have a have a whiteboard within those great breakout rooms. So everybody could brainstorm through certain concepts and objectives with the course. You know, and then also, you know, we had self paced online learning modules already built. So, you know, we integrated those into the classroom experience, we integrated more videos to where, you know, there might be a storytelling by the by the facilitator, you know, we would possibly go through and have a video in there, so it resonate a little bit more, having online polls are great, you know, if you're taking if you're having folks brainstorm through a class, you know, having that capability, through zoom really helped us, you know, to share content, handouts, and all that stuff. So, you know, some of the things you take for granted, you know, on a typical conference call, where we're just talking to each other, you know, but to have those capabilities that, you know, really focused on the activity based learning of the participant. You know, that was critical for us, you know, and that was one of the first steps was just picking out, you know, what, what online platform we wanted to use. Yeah, it

11:44

was funny. Pre pandemic I've used, I've used zoom, I don't use all the capabilities of zoom, but it has a lot of horsepower, and pre pandemic, I remember having conversations like, Hey, I know it's zoom, you don't know too much about zoom, click the bottom, you know, there would be instructional things that we'd have to do. From my perspective, it's been a great boon. I never have any problems with anybody getting on zoom. Now. My life's easier as a result of the pandemic. Just a joke. Good joke. Now, I'm looking at the dog. And one of the things that stands out in and there are two things one, and this is for your listeners, right? If you think you're going to just sort of convert a classroom into a virtual type of environment. I think that that is a sort of a naive view of how to create a virtual classroom and virtual learning.

12:47

That's correct. That's one,

12:48

it's just you can't do it. And therefore you need somebody like, Dan and company to figure out, well, here's, here's real, here's virtual, what do I need to do? One of the things that stands out as a result of that, I see that you have 40 to 60 hours of professional instructional designers going into each one of these just for one hour of class. Yeah.

13:12

hours.

13:13

Mm hmm. Yeah, yeah. You know, depending on the fidelity, right, you know, so are the advanced pneus of the of the learning, right? So if you're just sitting there Central, simply lecturing, that doesn't seem like much. And one of the reasons why, you know, folks come to a professional consulting organization is for learning that produces results, right. And the end of the day, that's what we all want at a training is something that's going to give us something we could put in our tool belt, and it's going to cause us to do something differently, you know, that we were doing before. And so, you know, the instructional design, that's an interesting fact, there, Scott, because a lot of people don't know that outside of that. They think simply, well, how can we can't just convert the class that we used to deliver to virtual? Well, we put a lot of work into it, Scott, you know, we abbreviated, we took out a lot of we focused on the learning objectives, we chunked it out, took out some of the content, replaced it with, you know, some more things that would resonate better to the online platform, and, you know, really focused on, you know, what would this class look like? And how are we going to maintain the attention of our students that are going through this curriculum? You know, there's a lot of things that will distract you when you're sitting at your house, you know,

14:30

you can watch right over there that went that ham sandwich.

14:33

Yeah, that ham sandwich, you know, the laundry pile, but the garbage, all that stuff that goes on in your house has to be engaged and that's the most important part was starting with the end in mind and being engaged. So

14:47

okay, so that to me is like, that's a loaded question. Right. One of the things that I think is at the heart is that facilitator I might feel more comfortable with me going totally anonymous and and being on site. Be able to do that. But we're talking, we're talking a virtual facilitator, we're talking somebody that has to feel comfortable being in it. Talk to us a little bit about that as a success option.

15:14

Yeah, no, no, I mean, you'll, you'll never hear me call the folks that deliver our classes, instructors, they're always facilitators. And there's a reason behind that, because they're facilitating learning in the classroom. They're hoping folks to learn from each other. And so, you know, you got a dynamic person, you know, sometimes you have people that are subject matter experts, they know a lot, a lot, Scott, and can sit there and tell you stories all day long. But are they good in front of the classroom? Do they get people to interact with each other, learn from each other? And are they dynamic? You know, do they integrate energizers into their delivery? Do they just sit up there and tell stories? Or do they get everybody involved? And so, you know, that's definitely a critical aspect, especially when it comes to the virtual deliveries, because, you know, again, you're trying to energize folks and keep them engaged and always have them, you know, really on topic and, and contributing to the class and see, you know, you you receive non verbal communication in a, in a real setting, right? If I'm standing up, and I'm looking at a class, and I'm delivering whatever,

16:25

you know, content, I can see people who are engaged and people who are not, and it gives me the cue to go over to the people and say, Hey, what about what do you think about this and try to bring it back in and getting engaged in a virtual world that's even compounded even more, in a greater sense. And so that facilitator must have just tremendous capabilities to be able to make sure that everybody is engaged, because to your point, learning that produces results, requires that you keep the individuals engaged, right?

16:57

Oh, yeah, yeah. And that's one of the things too, is really critical about the zoom. You know, training sessions have people keep their cameras on, you know, there's, there's easy ways to go on mute and disappear, if you don't have your camera on. So we do highly encourage it. People have their cameras on, I never did that.

17:13

Never. I've never Yeah, it happens all the time. And that is a real good point. Because you do need to see that. You need to have those, those nonverbal communications happening, if you're truly interested in delivering a solid product. Now, we talked about the zoom. But let's talk a little bit about that this whole pandemic. What type of roadblocks Are you seeing out there from this desire to bring in this virtual

17:46

learning? Well, you know, first and foremost, even when, you know, we first started deploying it, Scott, a lot of people were just waiting for it to be over there. They were like, I want to get back to classroom I don't I don't want to do the virtual training. So it's getting over that negative connotation. I think a lot of times, too, that people feel that it's not as effective because maybe they have sat in on a an online training session, and we're bored to death. And, you know, just for like, oh, gosh, this is horrible. I don't ever want to do training,

18:18

I have to interrupt. It is it is it's biblical proportion, that scenario, sitting through a virtual training environment, and being bored out of my mind. It is biblical, it happens all the time. Kudos to LC continue. I'm sorry, I had it I had to jump in, because that is a big deal.

18:39

No, it is. And it's one of the things that a lot of people leave and still have a hard time getting over. So, you know, I'd highly encourage you to, you know, if you ever get the chance to sit in on one of our classes got you know, you'll find it really engaging, and you'll see the difference. And so a lot of times too, I've been having to work with folks just through their, hey, we're gonna wait until things get back to normal. Well, we don't know, the normal, you know, when is it going to get back to normal, I don't think it'll ever change, we're always going to have this virtual type environment. I mean, we're, we plan on going back to face to face training, when it's a suitable time, a safe time for us to do it. But we're also going to this has opened up a whole new product line for Scott, you know, to reach people on, you know, maybe the other side of the world that can't travel to the US for for this stuff. So it's a I think it was very difficult getting over that getting over that negative connotation initially.

19:36

Yeah, you know, it's interesting, and I think still people are, you know, like, again, kudos to LTE to be able to recognize the necessity to truly adjust the way you deliver. You know, training that's huge from a virtual perspective. Now you have a bonafide model of being able to do that and do it effectively and keeping people engaged. Powerful. I, I find that people, unlike LTE, sometimes companies want to do it. Yeah, and do shortcuts. I can't, I can't look at a crystal ball and think that, you know, things will go ever back to whatever pre pandemic normal, maybe, maybe 10 years, I don't know, when you when you're always receiving news that we're gonna, we're gonna stop people from travel anyway, I think that personally, if you can crack this nut, I think you forever change the DNA of me and how I learned because I I want to learn, but I don't want to be bored. But if you can satisfy that learning and make it entertaining, and I'm consuming it, I'm forever changed. I think you guys are onto something pretty big.

20:52

Thank you, Scott. Thank you. Yeah, we're definitely in the business of learning that produces results, right? You know, because there's a lot of companies out there that just are, you know, if you want to check in the box, and I can sense it from a mile away, and somebody comes in and starts talking about price and this and that they're just looking to my boss said, I need to get this training, and they don't understand you know, why they're doing it, or what they want to do differently, you know, because of it, then, you know, we're not in that business, we're not in that business of just a check in the box, we want to make an impact on people's lives. So

21:27

if I'm interested, you're asked about on LinkedIn, because we've got 144, same connections. So yeah. But what what type? How can you I mean, I'm looking at this, you got a $400 voucher lifecycle, institution classes through March 30. It's a credit, it's a voucher. How does you know, tell us a little bit about that.

21:50

So just go, you go to the LC website, www.lc, lifecycle engineering.com. And there's a stimulus promotion that we're running through the end of March, march 31, is when we're going to be wrapping up the promotion, it's good for all of our virtual instructor led, and self paced elearning products. So if you want to sample it, and you're interested, you know, we're extending this voucher. Now, it's a COVID, stimulus voucher of sorts, to make sure that, folks, if you're looking for education, effective adult learning, and if you aren't comfortable with going back to the classroom, just yet, then, you know, we certainly are excited about the chance to provide that to you. And it's something that we're extended to our clients out there, along with them some scholarships, so folks that have been laid off as well, too, from their jobs. were willing to entertain that as well. So you know, just trying to help folks during this this period of time.

22:53

So let's say I'm interested in and I'm a company, and I can use your product, it's it's, it's important. I need this training, I mean, company, Acme, whoever I am. wants to take advantage of that's great. What if I have in house training, and I just want to talk to you about how I can make my training, more effective, and still do your stuff. But I have my own, you know, product, whatever it might be? Are you willing to entertain conversations like that?

23:23

Yes, of course, you know, we have an instructional design team within the lifecycle institute that helps helps folks with facilitator development. So if you have subject matter experts, and you want them to get in front of the classroom, and delivered effective training, you can do that as well, too. And, yeah, we're always available to support you in building a course or, you know, optimizing a channel like

23:49

that. LC E. Dan, with a big heart. All right, again, you know, listeners out there, we're all about one, remember this, we have got to be committed to education. That's one, two. Again, we've got to be committed to collaborating. We don't have all the answers. You got to reach out to Dan, he's got answers that can make your business your life much better. And then of course, a natural outgrowth is innovation. We're talking about making Virtual Training, more innovative. Dan, got it. Team. ltds. Got it. I'm just telling you right now, I'm gonna have that link out on this $400 voucher, out on industrial talk.com you're gonna get it. I'm gonna promote it. You're gonna get it, you know, and reach out to Dan, because I'm going to have his contact information, as well. Dan, thank you very much for joining the industrial talk podcast.

24:46

Oh, thank you, Scott. My pleasure. Always a pleasure to connect with you, sir.

24:50

Nice, isn't it? I like that. All right. Let's do this. I want you to be bold. I want you to be brave. I want you to dare greatly because you are responsible for changing the world. I know it's heavy, but you are hanging out with people who are bold, hang out with people who are brave and daring greatly and I guarantee you will change the world. Thank you very much for joining the industrial talk podcast. And, you know, be safe out there. We're gonna have another great interview right around the corner. Stay tuned.

25:20

You're listening to the industrial talk Podcast Network.

The post Mr. Prithpal Khajuria with Intel Talks about Utility 2.0 and Solving Utility Challenges through Innovation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dan Anderson, Manager at Life Cycle Engineering about “Real Strategies and Solutions for an Effective on-line training program”. Get the answers to your “Virtual Training” questions along with Dan's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Dan and the wonderful team at Life Cycle Engineering on upping your online virtual training platform game by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

CHARLI MATTHEWS' CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/danandersonlinkedinprofile/

Company LinkedIn: https://www.linkedin.com/company/life-cycle-engineering/

Company Website: https://www.lce.com/

Company Twitter: https://twitter.com/LCE_Today

Company Facebook: https://www.facebook.com/LifeCycleEngineering

Company YouTube: https://www.youtube.com/user/LifeCycleEngineering

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OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

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Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

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The post Mr. Dan Anderson with Life Cycle Engineering Talks about Solution for Upping Your Online Training Game appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Beverly Rider, about “Her Passion to Institute Good Change in the World!”

We in industry must be about serving others and improving lives without the expectation of anything in return. Beverly embodies such a purpose and is a real Industry Hero! Hear her story of industrial passion, purpose and giving on this Industrial Talk interview!

Find out more about Beverly and the wonderful team at Hitachi by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2021. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

BEVERLY'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/beverlyrider/

Company LinkedIn: https://www.linkedin.com/company/hitachi/

Company Website: https://www.hitachi.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

The post Ms Beverly Rider And Her Passion to Change the World for Good appeared first on Industrial Talk.

The post Innovation with a heart. Conversation with Stephanie, Bill and Rob True Industry Heroes! appeared first on Industrial Talk.

😩 Am I the only one thinking that webinars are painful and sub-optimal? Do you have Zoom fatigue? And is Death by PowerPoint the best we can do? I know our message needs to get out but is there a better way? The answer is “Yes” and I have some thoughts on making this whole virtual world less Root-Canalish.

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post My Shameless Beef With Webinars, The Struggle is Real. appeared first on Industrial Talk.

The post Mr. Bill Coletti with Kith Co talks about Better Crisis Management Response to your Crisis Situation! appeared first on Industrial Talk.

In this week's Industrial Talk Podcast, we're talking to Michelle Reines, Founder and Head Leader, at Badass Leadership about “Being Bold and the 12 Badass Leadership skills for today's challenges”. Get the answers to your “Leadership” questions along with Michelle's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Michelle and her Badass team by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MICHELLE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/michelledreines/

Company Facebook: https://www.facebook.com/BadassLeader12

Company Website: https://mdr4you.com/

Company Instagram:  https://www.instagram.com/badassleader12/

Personal Twitter:  https://twitter.com/MichelleReines

Get Your Badass Free Offer: Here!

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

leader, people, lesson, badass, leadership, michelle, listeners, team, book, podcast, important, coach, trust, conversation, organization, ass, industrial, absolutely, reality, number

SPEAKERS

Scott MacKenzie

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots. And let's get right it's another episode of the industrial talk podcast. This platform, of course, is dedicated to you, the women and men of industry, the women of men, of manufacturing, all things in between you are bold, you're brave, you dare greatly you innovate like nobody's business, you're changing the lives and you're changing the world as we speak. That's why we celebrate you on this particular podcast, because we just plain love you. All right, in the hot seat in the hot seat this time, Michelle is her name. Reines is the last name that's spelled r e i n e s. Badass Leadership is the company. She's the founder of that wonderful leadership company. It's a great conversation. She brings mad skills. Let's get cracking. All right. You're gonna like this conversation. You just can't bring the goods if you come in and say, hey, I've got badass leadership skills. You can't you've got to live those bad, badass leadership skills. And she does man. She's got a great, great attitude. Great story. Great motivation. Absolutely wonderful conversation. Okay, we're gonna make this one quick. Again, you need to be collaborating, innovating, right? And you need to be educating all the time, all the time. Because you need to be resilient. You need to be tenacious, and you need to do it with a sense of speed, we need you more than ever. Absolutely. Without a doubt, we need you more than ever. Now, you can always go out to industrial talk.com that's where I'm at. Reach out to me, I would love to have a conversation with you. I would love to be able to get you on the podcast, I would love to be able to celebrate your story because your story needs to be told, get on this doggone podcast. And let's get that story out there. Because you deserve it. Yeah. And and I'm the water's fine, man, I'm, I make it easy for you. You don't even have to worry, you don't have to sit there and say, Oh my gosh, I'm going to be on a on a podcast, we're gonna be heard by a lot of people. It's, we have a great time. But the most important thing, the most important thing is that you do need to get your story out. It does have to happen. You have a wonderful message to tell people who need to hear it. And more than ever, right? And that's why this bolt. This platform is about collaboration. 100% It is about innovation. We highlight all of the great people that are in the world of innovation, you know that? And it's all about education. We got everything out there on industrial talk.com reach out, Doggone it I saw technology baby. I can I can reach you in a big way. All right. She's in the hot seat. Michelle is in the hot seat. She's got a great snack card out there on LinkedIn. But I get you got to understand, man, I love this type of candid reality type of points and we go through all 12 and it goes by fast and she doesn't mess around. And we have a great conversation. So enjoy this particular interview because she's badass. Alright, Michelle rhiness. Welcome to the industrial talk podcast absolute, and I mean, absolute honor that you have taken time out of your busy schedule. And I think you're at the West Coast and it's still early there.

03:43

Yes, it is. I have one cup of coffee down so far. Oh, yeah. I'm

03:47

a coffee. off of that. It's good stuff. By the way. good coffee, Stumptown.

03:53

Oh, haven't heard of that one.

03:54

Oh, you got a Stumptown there you go Stumptown, I just give me a plug out there they go. Cool beans, grinded French press it delicious. Whoo.

04:04

I can think I can handle that.

04:06

Yeah, it is. It's it is good. All right, for the listeners out there. Now, I want to make sure you understand listeners, you need to go right now why she's telling her story about who she is sort of a little background loop. For one one, you need to get your paper and pencil because we're going to go down 12 and has this cool, badass leadership, things that you need to consider and write them down. Plus, we're going to have a lot of connections. So Fear not, you're gonna be able to connect with Michelle in a big way because you're not going to be disappointed. Alright Michelle, with that, give us a little 411 on who you are.

04:39

Absolutely. My name is Michelle Reines. I'm a Southern California bass gal but originally a Midwestern are out of shy town. Love it. miss it, especially the pizza and the hot dogs and the baby

04:49

food is just oh my god is committed to the food. Food Industry stuffs fine, but the food is where it's at.

04:56

It's not Yeah, I think on a diet. Just to go Because I always gain five to seven in three days. It's

05:02

insane. It's delicious.

05:04

Yes, yes. Anyway, so I'm a leadership development coach now. But really, I'm, you know, a grassroots gal I grew up, started out in sales, and then worked my way up through operational leadership and made a lot of mistakes. Hence, the book is called from bad to badass. So the book is primarily about all the bumps and bruises. And so that's been my journey. And that's where these lessons were born from, from all the mistakes that I've made all the human capital casualties that I've caused, the operational dysfunctions that happened along the way. And so really, that's who I am and why I'm doing the work I'm doing as a badass leader.

05:45

I like it. And if you were listening to a little buzzer back there, I had a fan on me. So I'm sorry about that. I've, I've shut it down.

05:51

You hot flashing this morning.

05:53

I'm always hot flashes. I'm always warm. I don't know. And I live in Louisiana. It's amazing. I'm gonna digress real quick. When we first moved out here 20 years ago, I remember and we moved from California Yorba Linda area and moved out here. And I remember, mowing my lawn in Yorba Linda took me about a half hour max. And that's with chit chatting with the neighbors. Coming here. I got this big ol yard, I thought it was gonna have a coronary. A ride mower with a cup holder. Right? So let's let's start into what we're talking about what if this was a leadership conversation, this is truly important. You know, as well, as I do listeners out there, we've been talking a lot about collaboration, innovation and education, with a sense of speed and purpose, and tenacity. This is where we're at today. This is what you need to do. And all of the conversations that I have, regarding any innovation, technology, anything like that it gets down to culture, and people, you need leaders. And if you've been listening to the podcast, you know that I think this challenge is to finger death punch that we had with COVID highlighted, unfortunately, are fortunately, great leaders, and not so great leaders. And I think I put the pressure on the ones that are not so great. And and really expose some of the challenges. And that's why this conversation is so, so spectacular. All right. I'm going to start out with the question real quick, Michelle, like, let's let's lay the mistakes down. You said you made eggs. Just let's talk a little bit about that.

07:32

There are so many let me start with my, what I call my cataclysmic wake up call, which was when I was, you know, I firsthand experience the Peter Principle. So for those of you who haven't heard of it, it's when you're promoted to your level of incompetence, which I most definitely was the greatest sales field, put some fantastic numbers up on the board, got some recognition from the powers that be at the corporate headquarters and boom, earned a promotion. Now I had 14 to 18 lives it was responsible for and zero competency when it came to understanding how to lead. And my wake up came in the form of a pile of resignations and in keys and some very colorful language letting me know where I could stick it and what they thought of me. And it wasn't and you know, the the scariest part about it is I was oblivious. You know, I was an unconscious manager, I wasn't a leader. So I lacked self awareness, I had no idea I was blowing it, especially when it came to human capital. And that was the first time that I realized and really became familiar with my mere with it my team, that's my results. And I was fortunate enough to be 25 at the time, or just turning 26. So to get that lesson at such a young age was really important because it really set the course correction for me of what would be a lifelong commitment to learning how to lead.

08:49

Isn't it interesting how companies and as happens all across that it's not one company or another companies just do this, you have success, you have success out in the field, you're doing whatever you need to do. And there's just this natural tendency to say, ah, success out in the field, great leader. Not the case carry on. It just happens over and over again. And not only that great leader, but we don't have to train because we don't want to train. We don't want to educate. We don't want to do all of that. But why not? Because she's had success over here. guaranteed success over there. And it just is an absolute. I could say some

09:28

It's dangerous. It's a little dangerous. Yeah.

09:32

Not to say it doesn't happen successfully. And sometimes it does, but that's the reality of it. So you have this experience. You're saying Damn, I got I've got some challenges here. People are putting the right and Yeah, you got to build it back up. You got to figure out you have some real challenges. So this started your journey on on the badass leadership road. Is that correct?

09:56

I would say that the real the reality of badass leader was wasn't born until after I became a leadership coach. But I definitely got on the path of recognizing that I needed to do something differently for people to want to play on my team. And at that time, we're talking early 1990. So I'm 56 now, right? So in early 1990s, there wasn't, you know, an abundance of great leadership books, we were still very top down as, as leaders. And then I'm a female leader in downtown Chicago, right. So man's down, especially in the 1990s. So I didn't have a lot of resources didn't have the support. So I had to figure out how to basically bolt it together, and, and try different things to figure out how to get people to want to get out of bed and come and play their ass off for me on my team. And so that's where I started to get on the path of Okay, how do I figure it out? And one of the first things I did was Well, first off the bad news, the really bad news that made that cataclysmic failure even worse is I was working in a unionized an environment. Yeah, you don't want to mess with the union. People.

11:02

My there man, bad.

11:05

Shy town unions. Yeah, I mean, it was so I really blew it. So I had, you know, the unions weren't anxious to bring and give me personnel replacement personnel. And I'm sure not going to have people walk through, you know, in the blacklisted because they're, you know, trying to come to work for me. So I had a lot of bridge rebuilding to do and trust to earn before I could even start rehiring. So it was it was bad news was with the engineering and janitorial unions and downtown for building managers. not pretty. Yeah. So but great experience, you know, and what a great education for me to figure out how to, you know, choke down some Humble Pie very quickly, and then figure out how do I now get replacement workers it'll it'll come to come to work for me because my reputation was was crap at that point.

11:55

Yeah. I don't want to ask what you did. It was not fun. It was easy. Hi, I found the the napalm bomb. Just sitting there just torching and it's sticking on people and everything. I've been there done that I know exactly what it's all about. Let's, let's turn the table. All right, paper and pencil time. Everybody out there. We're gonna go through the the 12. Right. The 12 is I can't say 12 steps. It's not

12:21

your ship lessons.

12:22

That's about right. That's 12 leadership lessons. And we're gonna start with number one. Okay, paper and pencil right here. It's easy. It's an easy one. Talk about Don't be an ass. Exactly.

12:35

Yeah, talk, guys. Yeah, so that was my that was my first bull ride, what I call in the book, my bull ride my fall from grace. So with that team, that's why

12:44

you are NASS,

12:46

you're an ass absolute ass. And I was oblivious to that fact, which is actually quite dangerous. And, and over the years, I've worked with a lot of executive leaders and middle mid level leaders that are oblivious to the fact that they're also a mass. And so that lack of self awareness is scary, especially in an environment, which was the environment I was in where the metrics were looking good. I mean, we were month over month kicking butt. And so on paper, if you're sitting in a C suite, and you're looking at reports, you're thinking Michelle is out there getting it done, and her team's kicking ass. And the reality is the way I went about it, it's not sustainable. And it you know, fortunately for me, they walked out that the really scary part of the slow bleeds, right? The people who you start losing one at a time. And so it's really doesn't hit the radar, you don't get the blip that, hey, maybe it's a leadership problem. And so you get that slow attrition. But for me, I had an abrupt wake up, multiple people walked out at once. And so I couldn't hide behind that. And so that's where it gets really scary when you have unconscious leadership at the helm. And they're getting results either because of you know, the industry is wrong, right. And they have the right products, and they're in the right timing in the right environment. But they still suck as a leader. Imagine how much that's costing organizations. But here's the deal. How

14:04

did how did you come up with the fact that you were being an ass? I know, I,

14:09

I did it you made.

14:12

But you have to have a self awareness, you have to have that level of humility to say, yeah, I'm not a nice person. And it's, and it shows. Yeah,

14:21

well, and the metric I was measuring for success was the one that was on the page, right? And so when the people came up and basically said, You're a B, and you're this that need to get more out of here. You know, that was my wake up call. It wasn't my self awareness. They brought it to my attention. And then I realized I'm the common denominator here.

14:42

I'm the problem. When it gets down to humility, you're gonna have to just accept it, no matter how painful it is. You're gonna have to just say, Yeah, I stepped to the door. My family tells me that I am. Just is

14:56

joshy maybe it's not true. But when you get to her more

15:00

Yeah, I do. All right. You got that level? Don't be an ass. That's number one. And you're gonna have to just sort of have that self reflection. If you're sitting there going, I'm not an Ask your NASS. Figure it out. Alright, number two, stop, drop. Take a selfie. Yeah, I'm intrigued

15:22

talk. Yes. So now that you know that you're an ass, right? So you need to stop, drop, take a selfie and figure out what's working for you that you want to keep in your toolbox, what's not working for you? That's blowing people up causing human capital casualties costing your organization's money and in brand reputation and so forth. And then what is it that you need to do differently, so you really need to self diagnose. And there are a ton of tools out there that you can leverage to help get a better understanding of how you communicate, from you know, engagement tools to personality profiling, one I'm a huge fan of is the everything disc product. My MDR brand supports it fully and we leverage it in our toolbox, that badass leader, so you know, get to know your selfie. And I you know, I use a play on word but words but the reality is you can't fix it. If you don't understand what's not working. It's just like a diagnosis. You go to a doctor, you get a diagnosis, you get a treatment plan.

16:17

Yeah, and I can see how and being who I am. If I go down this road, I've realized that I am an ass, and I realize I need help. And then I go down the road and I do the self assessments and I figure out what my strengths, weaknesses, whatever it might be. I'm not done right now. Typically, typically, I'm gonna say, All right. I'm ready to roll. I'm a leader now. All right, let's

16:44

go It is the first step.

16:45

Yeah. And I mean, it's just he got it. What I'm saying, ladies listeners is you got to just keep going. Don't don't just stop and say hey, number two, I'm done. I, I am. There it is. Alright, number three. Let's talk about trust baby. Let's talk about

17:02

so yeah. So you know, I one of the things I wanted to follow up with on a comment that you made is I think about leadership, as you know, you buy the you invest in that gym membership, right? And you go and you work out really hard for a week. Yeah. And then you're like, Okay, I'm healthy. I'm fit, you know, and, you know, it's like, if you don't show up, and you don't do the work and you're not consistent, then you're not going to stay healthy. You're not going to say fit. So it's evolved, right? Yep. Yeah, so So let's talk about trust, baby. So trust is now that you understand what's working for you not working for you what you need to do differently, then the most important thing when it comes to people and leadership, is to make sure that you're pouring the concrete in the foundation of trust. Because that is that is, you know, and it's not my revelation, there are a lot of leaders before me that have come up with that. But I can tell you that when your teams don't trust you, or when I don't trust a leader, I'm not going to give them all of my equity. Right? I'm not going to be going the extra mile, right, I need to know that I feel safe, and that I can speak my, my my truth. Right, and that I'm gonna that you'll go to the line for me that I can trust that it's a safe environment. It's a safe culture. Yeah, you know, all of those things are critically important. You know, and it is the foundation on which about esteem is built, you know, and that that is a critically important next step for leaders.

18:22

I've been in organizations where that trust is not available, nobody feels comfortable with say, no, that's not a really good. And if they share their insights, whether it's right or wrong, it doesn't really matter. That feeling of being able to share is so important, because nothing. I mean, come on. It's like you got to be able to do that and have that that trust boy, once you do, great things can happen. Right insights can happen, which is just absolutely spectacular,

18:52

which makes you better as a leader and makes your team better.

18:56

God Luli. All right. Let's talk a little bit about put your people first What?

19:07

Yeah, so now that you've established trust, right, you need to make sure that as a leader, that you're prioritizing people over performance, which Wow, is that counter intuitive to everything that organizations teach? Right? It's about the metric that we look for is the performance result. But what we forget is that the machine that gets us there are people and so we have to take care of our people first in that metric of the performance is the outcome you enjoy cuz you're a badass leader.

19:33

Yeah, see, I've always get it take the picture of if you are in a leadership role, right? It I always upset turn upside down that pyramid, you're at the bottom, maybe you're at the bottom and you're helping others succeed, whether he like it or not. And if they succeed, we all succeed and we're sipping champagne. If you are flipped around, and you're sitting there yelling at him, and now you're drinking beer, trust me you're drinking beer, not Champagne.

20:00

Yeah. Well, you're back down to lesson one, right? You're being an ass. So you have to flip the pyramid. You do. Yeah. Do.

20:06

All right. There you go, man. So far, so good listeners. I'm telling you right now I'm enjoying this conversation. All right. Number five. Be an epic coach. Gotta be.

20:19

Yeah, that is Boy, that's a lesson. That's an investment. I wish I had done so much earlier in my career. Yeah, I, you know, I would if I had to do over, I would actually get certified as a coach when I was in a leadership position. Because there's nothing more transformative, pardon me, with a team then having a leader who's an epic coach, and knowing how to coach and knowing exactly what your people need, and when they need it. And they need it served up their way, not your way. And you have to understand your teams, you have to know how to apply those coaching skills that is a true Maximizer to outcomes. She has a lot of fun.

20:58

It is but I think that it segues into the next one, which is really important. Let's say I've, I've realized I'm an ass, I take this steps to stop being an ass. I start to build trust, right? And then I put my people first. Now I'm building my epic persona, my coaching capabilities. And now we got to build that doggone team that that badass team. Talk to us a little bit about that.

21:26

Yeah. So lesson six is you know, once and that's the key, you just did what exactly what the book is designed to do. It's all about stacking the lessons, right? So you got to start from with lesson one all the way through five. And then because you're epic coaching, you've got that foundation of trust. Now you're in the now you have the capacity as a leader, to design to recruit to build that badass team. And building a badass team is everything from your recruitment processes, your interviews, your onboarding process, your ongoing coaching, how you integrate them to your team, building what I call a musketeer workforce, to where they understand the culture is all for one One for all, we don't throw each other under the bus. We don't, you know, it's not an egotistical environment, and that those types of bad behaviors will be held accountable and not tolerated. So it's really setting the framework for the culture that you expect your team to help uphold. And then you have to be willing to hold people accountable when they step out of line, right?

22:25

Yeah, but but but again, if if you do the steps one through five, the correct way, then everything else is fine. It just sort of falls into place. Now, many of the conversations I've had, especially right now, as we sort of look at this next normal, new normal, whatever normal that we call it, a lot of companies are trying to survive trying to rebuild. Right? And how do you prosper in this new world that we call it? And what's interesting is that a part of that is you got to make you have to make resource decisions, people human decisions, not everybody, I think pre virus, we are a bit lazy, little fat, little, you know, slow and sluggish. Now the virus, we better be lean and focused and sharp. And that comes down with the team and I like that build that badass team. Those are great questions to have in it. Of course, to do that there's a ton of other steps to be able to follow but we're not gonna we're not gonna but that's in the book is it? Is it is it's absolutely in the book. segue right there, baby. All right, this is an interesting one. Got the badass team. Now you want to create a struggle? Yeah, that? Well,

23:39

here's the thing is this is what got me in trouble, right? This is what caused the CATA cosmic explosion or the bull ride is that I created the struggle I came in, I did a takeover on a team. And I went in I created struggle, I didn't have less than one through six in play, right? So I showed up as an acid, it backfired, right? So that so the premise here is take care of lesson one through six and you can create the struggle all day long, your people trust you, you can stretch them, you can grow them outside their, their comfort zones, you can expand their job descriptions, you can cross pollinate. Now you can leverage and the idea is, you know, I say in my book be like Gumby and stretch them, you know, stretch them into their greatest possibility and let them discover their potential. That's what great leaders do we create more great leaders. It's leadership is not a title. Right? It's an attitude. It's a commitment. It's a behavior. And so anyone can be a leader. And so our can our role as a leader is to develop other leaders. And this allows us to do that.

24:37

Yeah, but and I'm telling you right now, you're not gonna be a good leader, if you're not struggling if you're not struggling each and every day. And if you're not feeling that, and if you're not overcoming and, you know, climbing that mountain and doing the things that you need to do in your week. Yeah, you're not growing, you're not growing at all.

24:54

Yeah, you know, the growth and possibility are outside the comfort zone. It's not inside. Yeah,

25:01

some days I don't want to push it.

25:05

But today I'm not. It's

25:07

a good day

25:09

today. All right, let's go to eight. Suck it up, Buttercup.

25:14

Yes. And boy hasn't this year given us an opportunity to do some of that. So that so how are we? So no,

25:22

no, this is great for me to be an asshole. That's why I really am one,

25:30

we're in a constant state of re innovating right evolution can this is now you know, you go right down to you know your purpose where you say collaborate, innovate, educate, right, and we do it with with purpose and tenacity, right? So these lessons help you do that. And in the in the midst of a struggle or suck it up Buttercup mindset is really when we are in the trenches, and we're going through be at a crisis, that ticket one of the examples I use in the book was the 2008, real estate market collapse, you know, I was in real estate operations under a brand new construction project that was going coming out of the ground ultimately going to be 3000 residences, and boom, the 2008 rug was pulled out from underneath us, right, you had fewer people, loss of benefits of people handing in keys and walking out on their assets, you know, people committing suicide, I both, you know, I mean, it's like, really, really bad crisis. So as a leader, I mean, all eyes are on the leader. And so how we suck it up and present ourselves to our team, they're going to help them navigate, or they're going to collapse. And so it's really important that we know where to go to help get support for ourselves. But we don't get that support from our teams. We get it from peers, we get it from mentors, we get it from our leaders, we don't want to, you know, share our you know, worst fears and drama downward through the organization. We want to empathize, but our role is to support and navigate.

26:57

I like it. I like it. Absolutely. Spot on. Number nine, we're gonna have to zip through a little bit because we're running out of time. So let's do these things. Don't be a kiss ass, please.

27:07

Yes, yes, please don't. Yeah, so I will keep this one short. But the reality is that we have to learn as leaders how to communicate respectfully sugar free in order to get our objectives achieved, and that's a talent, and it can be done, it can be learned, and it's critically important. We know how to do that. Why leaders? Yeah, they need to know how we think they need to know when we disagree, and we need to know how to disagree. last thing you want is an artificially harmonious environment. And if you're a kiss ass, that's what you're creating.

27:36

Love it. Love speaking my language. Be a groupie? Yeah. Don't Don't be a kiss as well be a groupie, be a groupie.

27:45

Yeah. And the groupie part is for your people. Right. So, you know, one of the metaphors I use is you know, when I go to see you know, if I'm going to go to a Metallica concert, right? You know, I'm buying the T shirt, I'm getting in line I want in the autographs, I'm you know, screaming and hollering and acting like a lunatic. So excited and enthusiastic. And I don't even know these guys, right? And so I work with people every single day, my team, I need to be a groupie. For my team. As a leader, they need to know that you're their number one fan.

28:13

I see. I like that. And you're the first person that mentioned Metallica on just real talk. Which is all cool. Don't get me wrong. It's cool. All right, expand your tribe number 11. Expand your tribe.

28:28

Yeah, so the idea here is this was a too little too late lesson for me, I should have been drinking from this Kool Aid a lot sooner, we're better together. Bottom line, we need to expand our tribe. And we need to cross pollinate and share our intellectual capital with one another makes our organization stronger, healthier and more competitive.

28:46

And that's part of that collaborative collaboration mantra. Because you're absolutely correct. You don't have all the answers. No, you might have a little sliver of that pie. But somebody else might have another sliver. And and better together. Yeah, it's on my notes. Good. Now well, last one number 12. love somebody like you. Yes,

29:13

there's a song like that by Keith Urban. It's a great song.

29:17

But that one what's your Metallica now?

29:20

I hate I've diversified the fight with my music tastes. So love somebody like you is a personal story. It's a it's a lesson that I learned from my ex husband who is dying from cancer and who ultimately did did lose his battle. And what was interesting is he was an achiever of life, you know, much like I am he was on the Ferrari gas pedal of accomplishing life. And once you know you are hit with what they call a death row. diagnosis. Perspective changes very swiftly and the education I received from him in his final months that he he fought like hell, but was that There were three things that he found most important that if he could reset, how to do over, he discovered that the most important thing in life was health, and that all that he had acquired, and he had been quite, quite successful. Yeah, he would have given all of it away to have his health. And the reason why he wanted his health was for lesson, the second piece was more more time. So he really wanted time. And the third piece of that was with those he loved. And so the his value system was just flipped on his head. And so that is critically important. So when we think about being badass leaders and getting all lessons one through 11, together, if we're not taking care of ourselves, and we're not taking care of our mental, physical, emotional health and well being, then we're never going to really be a truly badass leader. And I have to confess, a lot of people have challenged me and said, How come that's less than 12? If that's so important, and I said, because it's an autobiography, this is an autobiography of lessons learned. And this is a lesson that I still get to align properly. Because I'm an accomplished author, I'm a gas pedal results oriented kind of gal. And I need to constantly be reminded that I need to take care of myself, and so that I can take care of others. And this is a work in progress for me. So I really invite listeners to put number 12. And at number zero, right, let that be your foundation that you build all other 11 lessons off.

31:25

Yeah, but here, here's, here's the reality guide. I don't think people realize it until they're in that position. Right? Yeah. Yeah. And it's hard not to go through the, the 12. Learn the 11 steps and understand because baked in there is a, like I said, a desire to be other focus, humble, beautiful qualities. And until you have those and see them and experience it. It's hard to even begin to address that desire to health, mental physical, be with somebody and that's, and I always say, Hey, be bold, be brave. Dare greatly, right? Yeah, like your gas pedal analogy. You're going to change the world. But the best part about that hang out with people who are bold, brave and daring greatly. And I'm telling you, you're unstoppable. And it is on and it is exciting. And it's

32:18

rocket fuel.

32:20

It's it's a fun ride. I don't care if he's whatever success means. But it is fun. And I always encourage that. always

32:29

asked me to

32:31

number 12. All right, you asked about there on LinkedIn.

32:35

Yes, you betcha.

32:37

All right, listeners. Now a couple of things. Couple of things that we need to talk a little bit about here real quick. Just real quick. Don't don't don't walk away yet. We're gonna have a couple of links. I think you could get our book right. You could get your book out there.

32:51

Yeah, it's on Amazon.

32:55

That's a must read. And then I think you have something else that is something about the toolbox lesson. Yeah. So

33:02

on the website, one go to badass leader calm. And then check out the toolboxes. Not only are they fun and make you laugh as you read through it, but there's some really fantastic resources there to help you get that selfie in alignment.

33:16

Love it. Alright, leaders. See how I did that that industry? You need to reach out to Michelle rhiness. Now she spells it. Just FYI. Our Ei n e s? Yes. But it's pronounced rhiness. So don't make that mistake, put it there. Type in badass and you'll find her

33:38

badass later, you'll find me. Yeah. And don't forget about the gift page because I did set up a gift page for your listeners where they can download some fun goodies. And so if they go to the website, badass leader.com Yeah, forward slash, podcast hyphen gift. It you're not going to find it if you go to the website because it's only for podcast listeners. So your secret thing on the back the podcast, I think

34:02

I need to have that on my website, right? Yes, she did. All right, listeners. Michelle Ryan is username badass leadership. Is it the organization and I'm telling you she brought the truth bombs big time. Thank you very much for joining. Oh, was a kick. Thanks

34:18

so much for having me.

34:20

listeners. Don't go away. We're gonna be right back. And I'm gonna wrap it up on the other side. So stay tuned. You're listening to the industrial talk Podcast Network.

34:35

All right. What did I tell you, Michelle Reines. Those 12 points are absolutely spectacular. I guarantee you she's got a book out there. You need to get it. You just got to have those points down. You got to live those points. And and I'm telling you, you will not be disappointed. And I mean, she's got a job to her. She's got a great stat card. She's a lot of fun. Alright, Michelle Rines. Now that's our Ei n. e S. Do not make mistake, putting a little comment in there badass leadership. You will find her. All right. Be bold, be brave, you know that I'm gonna do that all the time. Be bold, be brave, daring greatly. You've got to do that more than ever before. Right now, right now, right? You got to do it. But more importantly, find those bold, brave and daring greatly professionals. Bring them in, start to collaborate with them, start to innovate with them, start to educate, and I'm telling you, you're going to change the world. Remember, reach out, reach out to me industrial talk.com I'm here in the waters nice and warm. We're gonna have another great interview right around the corner. Thank you very much for joining the industrial talk podcast. We will be back shortly

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In this week's Industrial Talk Podcast and in conjunction with IoT Solutions World Congress, we're talking to Rob Tiffany – VP and Head of IoT Strategy at Ericsson about “Technology for Good and using Technology to Help People and Communities around the world at the Moab Foundation“. Get the answers on how to help and how to participate along with Rob's unique insights and Purpose on this Industrial Talk interview!

You can find out more about Rob and the wonderful team at Ericsson by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ROB'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/robtiffany/

Personal Twitter: https://twitter.com/RobTiffany

Company Website: https://www.ericsson.com/en

Company LinkedIn: https://www.linkedin.com/company/ericsson/

Raspberry Technology:  https://www.raspberrypi.org/ 

Get Your Access to the IoT Solutions World Congress Digital Summit: HERE

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THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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In this week's Industrial Talk Podcast and in conjunction with IoT Solutions World Congress, we're talking to Stephanie Atkinson – Founder and CEO at Compass Intelligence about “Technology with a Heart and using Technology to Help Students at ElevateOurKids.org“. Get the answers to your on how to help and how to participate along with Stephanie's unique insights and Purpose on this Industrial Talk interview!

You can find out more about Stephanie and the wonderful team at Compass Intelligence and vMarque by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

STEPHANIE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/stephanieatkinson/

Personal Twitter: https://twitter.com/stephatkins

Company Website: https://www.compassintelligence.com/

Company Website:  https://www.vmarque.com/

Get Your Access to the IoT Solutions World Congress Digital Summit: HERE

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

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In this week's Industrial Talk Podcast and in conjunction with IoT Solutions World Congress, we're talking to Bill Schmarzo – The Dean of Big Data about “The Dangers of Legacy Thinking and The Power of Hope in Innovation”. Get the answers to your “Culture of Empowerment and Culture of Innovation” questions along with Bill's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Bill by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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Personal LinkedIn: https://www.linkedin.com/in/schmarzo/

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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The post Bill Schmarzo talks about he Dangers of Legacy Thinking and the power of Hope to Innovation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Marty Osborn, President of Advoco and Infor EAM Solutions Partner about “When Maintenance Matters and the 5-Enemies of Success”. Get the answers to your EAM questions along with Marty's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Marty and the wonderful team at Advoco by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

MARTY OSBORN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/marty-osborn-78ba9b5/

Advoco Company LinkedIn: https://www.linkedin.com/company/advoco/

Advoco Website: https://www.advocoinc.com/

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YOUR INFOR EAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
2. 10 steps toward a paperless operation with mobile EAM checklist
3. Asset intensive industries, finding the straightest path to the cloud
4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

More InforEAM Related Podcasts Below:

https://industrialtalk.com/infoream/

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Maintenance, InforEAM, Marty Osborn, Advoco, implementations, IoT, IIoT, trusted advisor, organization, conversation, listeners, culture, success, trust, Osborn, team, talk, matter, understand

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. All right, welcome to the industrial talk podcast, absolute honor that you have joined. This podcast is a celebration of you. This is this is where industry professionals come in talk. That's what this is about. And we feature the women and men of industry and the women of men in manufacturing of women or men of technology, and everything in between. Because you're bold, you're brave, you dare greatly innovate, boy, do you innovate. You're not just changing the world, you're changing the lives of individuals in the world. You're saying to yourself, Scott, Hey, who's on the hot seat? Marty Osborn? That's right. He's the president of Advoco. And bear and InforEAM partner. And they excel at implementations and he's going to start sharing the secrets because we're going to be talking about the five enemies of success. Let's get cracking.

01:18

Know what a Advoco means? No one asked him. It means trusted advisor. I think that's pretty cool. And they are man, they they know exactly what they're doing when it comes to EAM implementations. They know when maintenance matters. In an organization, you just can't, it just can't wing these things. Man, you've got to have an organization that is committed to maintenance and doing it right and leveraging technology to create a business of resiliency. So

01:49

I had this epiphany. And I don't even know how to spell epiphany but I know that it's a word and it's like a light bulb

01:56

going off in your head. And it revolves around the InforEAM platform and I've had hours and hours and hours of conversation about Industry4.0 and everything that goes into that hour, they're talking about Industry5.0, but I have all that Information in my head, there has to be an enterprise system to truly facilitate a successful industry4.0 initiative. And that's what, that's what in for em brings to the table. And that's what companies like Advoco, they develop and deploy. Because the reality, let's just, we always talk about collaborating, we always talk about innovation, we don't always talk about education. And you know, you can do that right now. In fact, do it. But the the reality for a business who truly is, is

02:52

resilient going forward is that you're leveraging technology, you have a culture that is committed to really sound principles such as maintenance and and the principles around it. So that God, if God forbid, we have another two fingered, you know, COVID punched in the head, you're ready, because you've got the technology, you've got the the culture, you've got the people in place that knows how to really, truly keep that business rolling, and be able to be nimble, when things like that take place. That's that's the reality of it. And that's what we're talking about. Because I I'm all about, you know, IoT devices. Absolutely. I'm all about edge. I'm all about, you know, cloud, I'm all about all this stuff, this AI ml, all of the things that that 5g, boom, right around the corner right there, right now, things are happening. So there's a lot of technology, a lot of innovation going on out there and you need a system, you need an enterprise system to be able to handle all of that, in a way that makes sense. Not something clunky, not something difficult to manage. But something that's nimble. InforEAM is that particular product and partners like Advoco, and team Advoco and Marty Osborn. They'll make you a success. And I'll have all the contact Information for Marty because you're going to be dazzled by him. Alright, let's get on with the interview. Marty Osborn President of Advoco and team Advoco and we're talking about the five enemies of success now I'm not gonna I mean, I've got it right here. So you're gonna have to, you know, grab a piece of paper and pencil and write it down or push pause, and you got to get this stuff down because he is dropping some wisdom. He's he's got some sage happening here with the with all of these points. So enjoy the conversation with Marty Osborn. Marty Osborn, welcome to the Industrial Talk podcast. Absolute. I mean, I'm telling you listeners out there. You're in for a treat. A very good surprise here. He's one of my favorites. How about that for an intro, Marty. Wow. That's it

05:00

Gotta set the bar a little too high, man. Well, it's not very high when it comes to me my friend. Absolutely. And I really appreciate it. I really appreciate you finding time in your busy schedule because it is a busy time for you and your company and, and and team Advoco. Now, before we get into the interview and getting into the meat of the conversation, give us a little 411 on who Marty is and why you're such an incredible professional and do not and do not mention Clemson.

05:24

I just did well, yeah, you know, I guess Scott, we go back and forth. Because we're both tigers. You're just happened to be the wrong tiger. Yeah, it's been a rough year for the old LSU fan. Yeah, yeah, it's been but but hey, thanks for having me novel. I always enjoy our conversations, because then they're pretty lively, as you said, We'd like to riff off each other. But yeah, again, Marty, I was born and I'm the president and one of the partners that had Volvo. And again, at Volvo in Latin means to call in a trusted advisor. And so that's always been been our mantra with our clients or teams is how do we become their trusted advisor? When we're implementing? In for EA? Yeah. And that's, it's kind of a unique business, because that's all we do. So we don't do Maximo we don't do Oracle, we don't do SAP, we are in for em. And, you know, I think the reason we do it is like to say we know how the movie ends. And that's kind of our, our mantra, and how do we help our clients get the most out of their software and hopefully reach their true potential? Yeah, and the InforEAM product is very, and for listeners out there, EA N stands for enterprise asset management, it is an enterprise solution that allows you to truly get visibility into your asset base, if you're a manufacturer, if you're whatever industry, boom, this is an enterprise system that is both flexible, powerful, and constantly improves, it's amazing. And then you get people like at Volvo companies like a vocal people like Marty, who just met excel at that capabilities. Now. We're gonna have to touch upon a subject matter that is really important to me. And and, and I know that we've had this conversation offline, and listeners out there take a paper to pencil or whatever, computer and keyboard I don't care, take notes on this particular conversation, because we know as well as I do, there's there's certain times when, when

07:22

maintenance succeeds, and maintenance doesn't succeed. And I'm interested in is like, when does like maintenance matter? Like me as a company? When when do I embrace maintenance? And I think it's a great thing. When does maintenance matter? Yeah, yeah, I think it's I mean, it's funny as we've, we've spent a lot of time I mean, Volvo's been 13 years, we've probably believe it or not have done almost 500 implementations and so it Yeah, yeah, yeah, yeah, we get quite a few over the past. Yeah. 13 years believe we went back and started counting and, you know, you start to look at, you know, a challenge kind of in front of us is how do we help our clients, right, live up to that true potential, and, you know, to deliver that results. And so as we started kind of digging into this,

08:19

we just really kind of came up with that theme is when maintenance matters, that seemed to be the differentiator. And Scott, you know, I mean, we get in the purchasing world, right? There's requirements gathering, there's, there's RFPs, and there's demos, and there's all these things that try to help you build success, yet, no matter how much time they spend on it, I mean, there's statistics out there that over 50% of em projects either fail or fail to hit the mark. And so it kind of drives at us and saying, How can we, again, be better than that? Yeah, and you know, as well as I do, I've been at a number of facilities and a number of places around the world and all that good stuff. And, and if I ever have a conversation with the maintenance team, yeah, they'll say maintenance matters, but they still have issues with maintenance. Yeah. And that's, that, to me is an interesting what, what, what looks like I have what looks like for me in in the world of business in the world of maintenance, that I demonstrate what matters, it matters to me. How do I demonstrate that? Yeah, well, it's a it's a great question. And, you know, it's funny is one of the things we always say is, companies can't meet their goals, right, or their objectives if they don't have safe reliable equipment. Right. If that truck doesn't deliver the chips or deliver the Pepsi's or that machine doesn't cut the beef or whatever it's trying to do. We can never meet our goals. And so what we find is from a maintenance side is

10:00

Does that make it matter? And so I think you start to dig in. And what we looked at is, you know, in the organization getting people involved in so we actually came up with something we call the five enemies of success, right? So, you know, maintenance matters when you go through these five enemies, or these sort of five checklists. And I think they kind of help you distinguish what you need to do to be successful. So this is interesting, because you'll have this conversation with, when you sit down with a client, right, you still they're walking away, they're sort of saying the right terms, but you still have to determine you and your organization have to determine if maintenance truly matter, because it is, it hinges upon your success, the success of the implementation, and as well as your client success, which is the ultimate

10:53

goal is to help them succeed in whatever they're trying to accomplish. So these are the questions you would ask them. Yeah, so these are things I think, kind of boiled down that, that we see kept companies from reading, you know, meeting that overall objective, and, you know, it's gonna be silly, but number one is very simple. But does your product have a name or an identity? I don't understand that. Now. Do you think that that is the case? Come on, believe it or not, I mean, we name our dogs, our cars, our boats, our, our,

11:27

you know, everything around us, but we don't really name our projects, right. And so what you kind of need is that rallying cry, so if maintenance matters, and it's funny about scale crack up, but if you walk around a plant, or an operation, you'll see a quality banner, you'll see a safety banner, you'll see a mission statement. When have you ever seen a maintenance banner?

11:55

The banner I always saw was that one that had that cheesy mirror saved guesses on you. Yeah, and and so what we started to do is we looked at what the clients is, how do we name that property, give it an acronym that gives maintenance of purpose, something that they can rally around. And so as an example, and I'm wearing my shirt right now, but it's pride, right? We love pride, maintenance. And pride stands for people really interested in delivering excellence. And so, as we start this project, and you go to do your em project, it just can't be while we put a piece of software, you know, it does fall flat when you put it that way. It's like, Yeah, we did an enterprise. So what is that, man? Nevermind, I gotta go eat a sandwich. Yeah, well, we have a kickoff meeting. And there's no rallying cry, there's nothing there. And so right at the beginning, every project is we like to name it. And so pride maintenance is a name we use quite often. And we actually will create a banner. And when we go live, everybody signs in and says, We're committed to this, not not only the VP of manufacturing, the CFO, we've had presidents all the way down, which tells them maintenance matters that this is important in the process. So to us, just simply step number one is name your project. And the best graphic ever saw was a banner they put over the maintenance store and said pride starts here. Right and interesting here. And what I what I said, it's because many of these challenges always occur, you got to get that executive to buy in at executive to say, Yeah, I want to sponsor support, do everything I can and, and be at the forefront of my thinking. And given the fact that you're your name of the project, you're, you're creating a buzz around it. Like it's like internal marketing, you're creating a buzz around that, that that project and getting that President getting that BP getting that executive to sign off, that sort of in essence says you're part of this, so don't let us down. Yep. Yeah, like I said, we got up, we kind of poke it does maintenance matter, doesn't really matter, we'll poke you, but we'll look around where is that banner? Whereas because again, maintenance, you know, they've always kind of feel like are they invited to the table, that kind of stuff. So to me, just number one is do your projects have names? Do the your maintenance team have an identity? And when they do, right, that pride exudes in everything that they do, and that's what we want. Number one name that name, your projects, sound, Game Show, name and name and so, this one again, and these are all kind of basic stuff, but number two is other right people involved, you know, right from the get go, who's on your team, right, who is involved in, in the project, you know, do we have representation from the asset management group from the AMA

15:00

Roll group from the purchasing group, you know, from the IT group like, we believe that there's five kind of key stakeholders from asset management to the work order groups to MRO, purchasing, and it. And when all five are represented, and they're on that team, and they're part of this, then that's when the magic happens. And again, you will always see that battle, either see a maintenance team, or we'll see an IT team. But do they really, are they coordinated? Yeah, and you're right about that. And I've seen it all too many times where it's, it's, then all of a sudden, it just sort of evolves into an IT project. And then it's shoved down the throat of the people in the field, and then nobody likes it, and everybody in it. And then all of a sudden, it just sort of implodes, because we weren't a part of the process. But that's, that starts with your number one, if I give it a name, if I get real executives, leadership, then I'm going to me executive person, will then make sure that I have the right team in place representing the organizations that have a vested interest in the success of this implementation. Yeah, I was I always chuckle because we, we always talk about change management getting, like the users the change, and it's not the users, it's usually the leadership team that needs to change. But they got to believe that this is important, and that this is mission critical, and that they can't reach any of those company goals, stock price, anything else without it. And so, yeah, getting everybody involved. And it's not just this maintenance project, like let's tuck it away, let me let me sort of point this out. So you're going down this road, you're sitting around, you got a bunch of people in a conference room or whatever, you're, you're choking on some sandwiches, whatever it might be. And when does your little red flag go up? And you're saying, Hey, guys, hey, I'm just telling you right now, I think we have a gap here on the team, we don't have the right people, we're missing x. And make sure that at that moment, you're making sure that everybody's buying in, but you got to get that team, if you don't have the right team, you're gonna fall apart. Do you ever just step in and say, guys, this ain't gonna work? Oh, absolutely. And I think it's right from the get go, we'll start to even look at who is represented who's not because we also know if the CFO or the VP of Ops, um, somebody asked me, and this is kind of funny, but how do you guarantee your project I said, I can guarantee ROI in every project. And it's easy, right? I just take it out of your budget.

17:33

Right? You just take the money out of the budget, but what that does is everybody wants a project. And the minute I say, we're gonna take the money out of your budget, then we're like, whoa, wait a minute, right. Right. Now we get to the crux, right? Now the VP is really saying, or the maintenance team is does this matter? If you're saying I'm gonna have a return on investment of x? Are you willing to give it back? Because savings only occurs? If I don't spend it right? What did I say the easiest way to double your money is take it out, fold it in half and stick it back in your pocket.

18:11

And so I think that when maintenance matters, again, we look at the ROI. Yeah, we look at our budgets, and if whatever our project is, it has to pay for itself. And so with the right people, those become the right conversation. Yeah, and I think you're spot on on that. And I think that just the principles behind it. Now in for em, what you're trying to do, you're trying to create greater insights to keep that asset up and running, producing whatever you're producing, bottom line value, all of that stuff is real important. And being able to

18:45

strategically pull assets out and do the maintenance on them at the right time, that minimizes the impact to the overall organization and that those things is key, and you can't help but have real return on that investment. All right.

19:00

So, you know, I think number three is it's simple is that you put the how, in front of the why.

19:09

And you got to think about this is how how, how, how right, how are we going to do this? What are the features? What are the requirements? How, when in actuality does everybody in the organization know the why why are we doing this? Right? You're saying put the how in front of the why or we'll do the live sorry, put the Y in Okay, you know, yeah, you know, what the why in front of the house? Yeah. Okay. Yeah.

19:37

I just ordered the hell out of you. Right. Just that in there. I'm going with it that makes no sense. I guess it's you put the house in front of the why that's when you fail, but why needs to come there. But yeah, it's Yeah, yeah. And it's we get so caught up in the how right and the detail and that's maybe the engineer in us, it's maybe the technical side, but it's back to you.

20:00

Number one is when we name a project, it's tied to the why it becomes that rallying cry, and we understand is, are we trying to drive greater? You know, output? Are we trying to create greater efficiencies that we trying to, you know, reduce the cost or visibility? And, you know, it's, um, a lot of times it's amazing again, we go through these RFP processes, and they're just how, how, how, and never right. How are you doing? Why, why? Yeah, and it's interesting, because

20:33

you're spot on. There are many all of the conversations. It's not that it's, he better understand the why you're deploying a system like this, then you can say, yeah, we're all bought in on the Y, because the Y does, you know, that's Yeah, thumbs up on the Y. And then you can go and venture into, well, we got the Y. Let's figure out the how. And I think that that's your right. I mean, I've been on so many projects, how do you do that? How do you do it? I want to know why. Yeah, how do you create a work? Or how do you do this? How do you do that? Right?

21:06

are you what are you really trying to you're trying to build a more reliable operation? Right? Are you trying to streamline the way we pass things? You know, around? Are we trying to get better planning better scheduling better? You know, again, we're in a very interesting time, when equipment and technology right equipment is getting so automated, you know, getting so technical? And again, is is it tied them? Well? How do we fix this stuff? Where do we find manuals? Where do we get this, this detail? So yeah, I think it's really, yeah, and I'm telling you, right now, if the system is configured, if the system is configured to your why, right, and you're trying to be more efficient at the ability to be able to gain insight, collect Information. And and, you know, the old way, hopefully, the old way is that you're wasting a lot of time trying to find those documents, wasting a lot of time doing what do you need to you think you need to do when a system can make you more efficient? I mean, it's it's imperative that you have to understand that Why? Yeah. Am I talking people in culture right now? Just FYI. I mean, it's shocking, right?

22:18

But for some reason, we get into software, and we follow this manual that just goes back to 250 requirements. Yeah. And half the time, we'll look at a requirement and say, why is this important? Right? I don't know. We just

22:36

have that conversation. Why is this? And people are going? Well, well, it was. It's a and they just stuttered and stammered through the whole thing. And it's like, yeah, you don't need it. Right. And again, it's just back to that rallying cry when, when people know the why. Right, the maintenance team becomes more engaged, right? They become more a part of the organization. And it really ties things together. And so yeah, we love that conversation. And so that's number three. Number four, again, and this one, we see it and again, it's tied back to I think these all are intertwined is there's just a lack of bias. Right. And, and it's, it's weird, but I always use the example and you'll laugh as we started rolling out like mobile. In the technician goes all this is too hard. And the people are like, the leadership's like we can't do it. The mechanic says it's gonna take too long. And I use the example of the ATM machine. If I asked a bank president, what do you thinks of an ATM machine? What's he gonna say?

23:39

That's it. It's it's a great thing.

23:44

It adds the productivity and I think it's a great.

23:49

I use it because I don't want to talk to anybody. And it's a fantastic thing for me. Yeah, it's great. But you look at a bank, President bank manager, why do they like that technology, right, and let them serve their customers quicker. It allows them to process things more. If I ask a customer like yourself, and you think about it, what do you think of atm? Right? I have access to my money. I don't have to talk to anybody. I can deposit checks midnight or six in the morning, right? whatever I want. Yeah. But if I asked a bank teller, what do they think of ATMs? What are they gonna say?

24:24

No, they don't like it because it's their job, I guess. Right? So their bias comes in. And at first they're like, Oh, it's going to take my job. So Oh, it's too complicated. It's, you know, customers are gonna have problems and all this stuff. And the irony is there are more bank tellers today than there were 10 years ago, even with a deli. But what happens to be well, they will you see more and more smaller banks out there, but what does the teller become? They become more customer service, right. And as you come more deal with the problems and I think when we get into

25:00

The technicians by providing them the tools, it's not taking their job. It's just making them more customer service to the assets and that kind of stuff. And so I think, you know, when we talk about buy in, I think we can talk about it from the organization, and that they have to understand and I, Seth Godin has a great line says in search of familiarity, yeah, we we go to work to be familiar, we drive the same way we go to the same office, when I go to church, I sit in the same Pew on the same side, right? It's, you know, it's in search of familiarity. And so when we go to roll technology out, people will use code words like, well, this is not user friendly, this is going to take too long. You know, when in reality, what they're just saying is, I don't understand, I feel kind of dumb, you just need to teach me and so that whole buy in needs to understand that there's going to be challenges, people are involved in that when we're sold on the why we're sold on the tool, then it's going to be great, but so many projects fail, because they'll pull the plug or Yeah, you don't have to do that. Or, you know, it's not important we close our work orders out or, you know, it's not odd that I got 1000 work orders in backlog. But see, here's the deal. If I'm following your process, if I'm following the enemies of success, and and I, I get I named my project, right, and I get people to sign a banner, and there's a lot of lot of fanfare, that internal marketing, and if I, I, I have some sort of get the right people, right, that conversations happening, I shouldn't have a problem with lack of bias. Right? I should, that should not even be a part because I've done my part, I understand my why I've got the right people involved. And I've made my project. Yeah. And it's funny, because we've actually got to the point where we were struggling on the implementation. And the senior leadership was struggling, and we reminded them of the banner.

27:04

Right? How do you get the number four, you remember number one, and it's amazing once people signed in, early on, we got that initial signature, and then there should be the buy in. But again, every day, right? There's just forces that are always against us, there's people that are gonna challenge and, and we just have to keep remembering that. And it's interesting when you go to a meeting, and everybody nods their head and doesn't say a word will actually walk away and say that was the worst meeting we ever had. Because we have a thing you've got to weigh in, to buy in. So if you don't worry, you don't challenge if you you know, think about anything that you really care about. You always weigh in, right, wrong or indifferent. You might say, Hey, this is too many steps, or we have a four step approval process. We're never going to do that. Right? Right, that tells me you're bought in just by the fact that you brought that up. And now we can deal with it. But if you just sit in a meeting and like, right, the worst scenario is you walk away, this will never work, but you don't speak up, then typically you don't really interesting because I feel the same way. But I've never used it in such a way that says weigh in is buying because I if I'm not getting people peppering me with questions, like Hey, what about this? What about that? I know that then I'm not doing my job. I'm not creating interest. I don't know what I'm not doing it. Yeah. And it always bothered me. He's like, you guys don't have anything to say. They all just smiled and

28:41

I think this is the greatest since you know, greatest thing since

28:46

then. That's a pearl with that sage advice right there the listeners out there. You get it? Nobody weighing in. nobody's buying in baby. They're going back to their where their cubicle. Business as usual. Yeah. Five. All right, number five. And this is the, you know, the, the one I think brings it home, but I but and this one's the hardest one is you have to have a culture, you know, or if you have a culture of culture of distrust, then that becomes an enemy. Right? If teams are fighting each other if teams don't believe that people in the same room have their own best interest. Yeah, then it will fall down and, and trust is one of the hardest things in the world, right? Trust is and I say it's not a bank account, like you can't, you can't build it and you know, it's simple Golden Rule, right? Treat others you want to be treated, but I watch organizations and they just go at each other. Right? They attack each other. And, you know, we have to the operations has to have a trusting relationship with the maintenance team. That's going to get it done that will do it properly. And quite frankly, maintenance teams and it's why we

30:00

Love the word pride is maintenance teams will talk about well, nobody you know, trust us, they don't you know, they give us the equipment, it's broke, they'll give us all your excuses. But have you earned that trust? Have you done the things that makes production? say, Yes, I can give it to you, you'll give it back to me in the right, in better order and on time. You know, it's interesting when you bring up culture, right? I mean, it's just, that is like, an iceberg, right? You can see some of the things but boy, there's a lot of stuff underneath that water that iceberg. And

30:34

I find, sometimes, if you have a culture that doesn't trust, Mistress doesn't whatever.

30:42

Everybody's trying to protect their Little Kingdom. Everybody's concerned about, quote, making a mistake. And you always have to, you have to remove some of that. Because people are not going to put themselves out there. If that culture is one that pounds people over the head for making a mistake on. Oh, you know, I'm not going

31:04

to head down low because I don't want that to finger death punch on my head. And that's sad. Because the fear of failure, the fear of making mistakes, the fear of being pointed out, whatever you want to call, it

31:18

really impedes the opportunity of success. It just does. And I always get down to the point, Marty, is anybody gonna die? No, just try it out. Make it safe, of course. But yeah, but that that you're absolutely right, that culture is is God. And it'll it'll, I would imagine, correct me if I'm wrong, it sort of swings. It's like, yeah. Oh, yeah.

31:44

You know, and, well, there's a pyramid that that's explained. There's a book called The advantage by Patrick lencioni. And it's probably one of the best things around trust. Is that at the bottom, when you start with trust, the next layer is how do you handle conflicts? Right? And it kind of goes back to weighing in the bias, right? A lot of people won't weigh in. Because they're afraid, right? Of repercussions under the trust side. And so healthy organizations always Trump the smart organizations, right? You can have a bunch of smart people. But if they don't have trust, and they can't deal with conflict, right, they can't say, hey, yeah, I screwed up, or Yeah, that was a mistake, or can we do it when you have that conflict? And if you can have open dialogue, open conflict, then you can start to get to commitments, right. And the next, once you get commitments, that then goes to accountability, which goes to results. But trust always is at that conflict level. And if you think about it with your best friend and think somebody said, you know, they're a true friend when they still like you, and they know who you are. Right?

33:01

Thank God or you could just be me. And I have just friends that are virtual, and then I shut them down. And yeah, and I go to the ATM because I don't want to talk to anybody. Yeah, so trust is, and it's a two way street. And it's huge. And so I think that's why it's number five. And it's kind of the last one that is the hardest it has me is if there's a culture of mistrust, if there's a culture and I hate to say of abuse and verbal abuse, yes, you know, then people are just going to shut down and you know, they're going to use words. It's not my job or though you words that, Oh, this is too many steps, or that they'll give you code words, that doesn't actually say, I don't want to do this, because nobody's going to look at it. Or, you know, nobody will matter. Or you want to put a maintenance system in and you never give me the equipment. So if you're never going to shut it down, and then it breaks down in the yellow, the maintenance team, well, does maintenance really matter? Or is it just it happens all the time? I guarantee you that fingers pointed, like why did that pump? Right? Right? It's a maintenance problem, right? And it's like it happens all the time. These are huge. I mean, as you start to dig into deep Okay, listeners, right, again, these are five enemies of success does Sure. Did you know people don't name a project? They just don't name it. There's no real personal element to it. Do you have the right people in place? A lot of people don't they just sort of run these projects. They there's good people who have spare time. And that ain't gonna work, right? It's just not gonna work.

34:34

Do you understand the why? First, as opposed to the house first. So don't rent the house first, do the why first, and then lack of buy in which just blows me away? After you go through one through three. I can't believe you have lack of buying but we are human beings. And we have different cultures. And then the last one, of course, culture of mistress that'll just keep on, man. You'll stub your toe on that one all the time, too. Yeah, yeah. I you know, I think when we

35:00

Bring it all together. You know, we always said there's nothing worse than fear and uncertainty, right. And as people get into these projects, you know, they have all these things. And so what we do and what we try to do with our customers, as I mentioned earlier by being in for an in for em only is we know, I only like to say we know how the movie is going to end. Like we know the code, we know the words. And when we do that, it helps us understand where we are, and hopefully we can take us through that process. And again, sometimes people are looking for Well, do you have planners? Do you have schedulers? Do you have this? Do you have a clean start? I mean, they're all important things. But without these five, the rest of the stuff? Yeah.

35:48

And I'll just sort of throw this out there is 500 plus implementations. You got some street cred out there when it comes to these bad boys. That's pretty serious stuff. Yeah, because you've seen it all. I guarantee you, you've seen it all. And then some guy, well, every day you get amazed and look even even now with COVID. Right? Yeah, you know, there's a thing we always say, the rent is due every day. So things always are changing. And you know, how we evolved. But even in today's world with zoom with the tools, you can still follow these things. And in some cases, like we have a rule, we always have our cameras on at Volvo. Always, because it's the respect that I think we need. And when we get into these projects,

36:36

there is a level of intimacy that in some cases, you can get in zoom that you can't get. Right. Yeah. But but but but if I'm looking at you, yes, you're looking at me, I'm looking at you and you can't Don't look away. I could see that. But it's it's the ones that are silent off of the back that you can't see. Yeah, that to me, I can, I can see you now. And I can sit there and chirp at you. And you better be ruining my face. And are you active out there on LinkedIn? I am. I am. So yep. Marty Osborn and, you know, again, I publish a weekly blog called Marty's minute on leadership. And, you know, these are just one minute stories about things. I've read things I've seen her that I can share with you. So yeah, www Marty's minute calm. And it's my favorite thing to publish each and every week. And, by the way, I'll share with you one story and I wrote something that's and I heard this through somebody that said, If you weren't afraid, what would you do? Right? It's kind of a great article. Right? It's a question and it talked about a guy who came home. He was struggling, got laid off from his job despondent and somebody looked at him and said, If you weren't afraid, what would you do? And he said, I'd go back and get my degree, went back, got a two year it degree and then had the career, you know, and how great it was, but I was doing an interview with Tammy Riley, who's the reliability head of

38:12

em at Starbucks. Yeah. Super person. And I asked her that she's landed on aircraft carriers. Yes. I mean, holy crap. You know, our mom asked her when she was 18. And said, said, Tammy, if you weren't afraid, what would you do? I mean, what a great super your mom to ask you that question. And she said, I want to land planes on aircraft carriers, like, Okay. And guess what? That's what she did. And so,

38:41

yeah, I think it just kind of ties all this stuff back together as, as, as teams as people, you know, ask yourself, if you're not afraid, what would you do?

38:53

I'm writing that down. Because I like that. And it does it. It makes you sort of go, you perk up. You're like, yeah, that's an interesting question. I might have to think through it. I don't even know what I I would probably do podcasts if I wasn't afraid.

39:11

All right, reach out to mark.

39:14

You're awesome. Again, awesome stuff. Okay, everything. listeners out there, you know, you're not going to go away because we're going to wrap it up on the other side. We're going to have that link to Marty's minutes. Absolutely. Because you must connect there. Marty, you were absolutely wonderful. lead vocals a great company. And I didn't know it meant trusted advisor. Yeah, call it a trusted advisor. And that's, you know, our goal is each and every day is how do we earn that title? And, to me the greatest compliment we can get as somebody says that we were their trusted advisor and that's that's what we strive for. It'd be tough working for it. Okay. You know why? Because you never, never you never let up. Like I couldn't. I couldn't even relax. Here it comes and goes, Marty, man, I better look like I'm busy.

40:00

Alright guys, thank you listeners. Hang tight, we will be right back. You're listening to the industrial talk Podcast Network.

40:15

All right. Two words. Marty Osborn put that down on your book right now right now and reach out to him. So you go out to the stack card on LinkedIn, boom, Marty Osborn, maybe a few more Marty Osborn's out there, put a comma Advoco ad v. o, CO. And you'll find him. And boy, you'll talk about a wealth of knowledge, Polish Nike. He's amazing. So I'm going to have all that contact Information out on industrial talk.com. Of course, you'd have to, and and definitely remember, five points, those five enemies of success. Don't do it. Anyway. As always, let's be bold. Let's be brave, let's dare greatly. Let's be committed to changing the world. That's what we're all about. And then that second little effort, find people who are bold, brave and daring greatly, you will not be disappointed. And you guys are just going hand in hand going forward to changing the world. That's what we're all about here on the industrial talk podcast because it is a celebration of you. Take care, we're gonna have another great conversation right around the corner. So be safe. We'll talk later

The post Mr. Marty Osborn with Advoco an InforEAM Partner talks about When Maintenance Matters appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Lisa Ryan, Chief Appreciation Officer at Grategy about “Powerful Strategies for Retaining Your Valuable Talent in This World of COVID19”. Get the answers to your “Employee Retention” questions along with Lisa's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Lisa and the wonderful team at Grategy by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

LISA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/asklisaryan/

Company LinkedIn: https://www.linkedin.com/company/grategy/

Company Website: https://lisaryanspeaks.com/

Company Facebook: https://www.facebook.com/LisaRyanSpeaker/

Company Instagram: https://www.instagram.com/lisaryanspeaker/

Company Twitter: https://www.twitter.com/grategy

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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The post Ms. Lisa Ryan Chief Appreciation Office with Grategy Talks About Successful Employee Retention Strategies appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking about the virtual event of the year- Fluke Reliability’s Xcelerate20! Home to 3 powerful iconic brands – Pruftechnik, eMaint, Fluke Connect and Accelix. (that right-the guys with the black and yellow tools are FAR more than just hardware!) Join forward-thinking maintenance & reliability pros as they gather, learn, get inspired and become resilient. On air we are speaking Suzane Greeman, President and Principal Asset Management Advisor at Greeman Asset Management Solutions about “What does a resilient career look like”. Below is a quick summary of Suzane's Xcelerate20. You can find out more about Suzane by the links below.

What would it take to have a profession or career that outlasts roles and transcends companies and industries? Can you experience professional fulfillment, while maintaining relevance to your stakeholders?

Many professionals would love to do so but are unsure of how to get this and how to sustain it. Yet, the making of a resilient, timeless professional that can mitigate risks associated with relying on a single company or role, needs to be holistically planned. Sounds obvious, but what does holistic planning of one’s career involve? It requires partnership with one’s self.

In this 50-minute speech, asset management strategist and author, Suzane Greeman will invite participants to journey through some lessons that she learned at the “University of Hard Knocks”. She will share some important elements of a timeless career and key steps that she has used to partner with herself to develop true resilience in professional life.

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

SUZANE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/suzane-greeman-asset-mgmt-exec/

Company LinkedIn: https://www.linkedin.com/company/greeman-asset-management-solutions/

Company Website: https://greemanassetmanagement.com/

Company Facebook: https://www.facebook.com/GAMSINCASSETS

Instagram: https://www.instagram.com/gamsinc_assets/

Twitter: https://twitter.com/gamsinc_assets/

SIGNUP FOR FLUKE RELIABILITY'S XCELERATE20, RIGHT HERE RIGHT NOT – YOU WILL NOT BE DISSAPPOINTED!

Xcelerate20

PODCAST VIDEO:

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, asset management, risks, talking, Suzane, assets, collaborate, organization, listeners, career, work, Reliability, resilience, opportunities, reached, company, resilient, business, Xcelerate20, certification

SPEAKERS

Scott MacKenzie, Suzane Greeman

00:03

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go Hey

Scott MacKenzie 00:21

there, welcome to the industrial talk, podcast, absolute honor, once again, that you have joined this platform, this industrial talk platform that features in it does features the women and men of industry, the women of men of manufacturing companies that get it done, they are bold, they're brave, they dare greatly. They're changing the world through innovation. They constantly think that's what they constantly do. They never stop. And they never stop saying, How can we help people? That's, that's the biggest part. They're making my life better. And I guarantee you they're making your life better. Even if you don't notice it. They're making your life better. All right, who's in the hot seat? That's right, her name is Suzane Greemen. That's gr e ma n. She's got a lot of pep out there. She's exciting to

Suzane Greeman 05:03

Oh, my goodness, Scott, thank you so much for having me. I I'm still laughing from our last one. And that was fun, wasn't it years ago.

Scott MacKenzie 05:14

If you can tell in her voice, she's passionate about what she does. And she's she's infectious, in a good way not infectious, like a COVID way.

Suzane Greeman 05:23

Thank you.

Scott MacKenzie 05:25

Why would I use infectious in this world that we live in pandemic? No, she's not COVID. She's a good infection. Yeah. Whatever that looks like.

Suzane Greeman 05:36

All right, but I'm really excited to be here. And thanks for having me again. And thanks for working with us to get Xcelerate20 2020.

Scott MacKenzie 05:47

That's an exciting event is virtual, and they're, they're a Fluke. reliabilities doing a lot to make that event really spectacular. And you to make that happen. You're one of the keynotes.

Suzane Greeman 05:59

Yeah. And as I'm quite pleased that and, you know, when Donna reached out and asked me if I duet she got on the phone, actually. And I thought, well, first of all, I can't say no to dawn. I can't say no to flute. But it was such an interesting prospect, because then I asked her, What was the theme that she was working with? And she mentioned that resilience? And so I thought, Okay, how about, if I were to talk about building a timeless career, you know, and a timeless career is about resilience in your professional life. But that comes from something that was so partnership,

Scott MacKenzie 06:38

self partnership, but before, because that's, that's great stuff. And let me just sort of what got you to this point, give us a little background on who Suzane is, by the way, she spells her name, Su z, A and E. So don't go out there and say, Scott, I can't find her. Just spell her first name wrong.

Suzane Greeman 06:57

Oh, oh, my goodness, I didn't even think about that as a possibility. But yes, oh, yeah,

Scott MacKenzie 07:03

I do. Because I'm a paid professional. Make sure that you get the biggest bang for you know, this, no, this is all fun. So give us a little background there, Suzane, real quick.

Suzane Greeman 07:14

So I myself, I'm an engineer by by discipline. And I've also gone through and done like my MBA, because I wanted to learn about all aspects of of my professional life. So I mentor the business side of it as well. And I've done quite a bit of other asset management certification. So my line of work is asset management. I have a company and that company delivers asset management, consulting, education, and really advisory services coaching for our clients. That's that's what we do. So it's along the lines of asset management. So just before I'm gonna interrupt real quick define asset management, what do you mean by that? So what we're looking at with asset management is how we manage our assets to deliver value to our stakeholders. And it really comes down to that if you start from the perspective of value, then you work your way back to assets that you're supposed to have, then that dictates how you manage the assets that you have, how you look at asset turns, when are you supposed to be changing over assets, because you want to be sure that you're not miss miss? Well, spending money in appropriately put it that way, especially, especially now, nicely,

Scott MacKenzie 08:32

better have those hot guys going and making sure that you're spending the right money at the right time with the right asset, start talking about assets, we're talking about a pop about that thing that is important to either your manufacturing, whatever your base that we're talking about,

Suzane Greeman 08:48

right? So we're talking about, you know, your quiet, right, all of those types of equipment, but you're also talking about infrastructure that you walk on infrastructure that delivers your water takes away your sewage, you know, we're also talking about data, we're talking about your it network, we're talking at some point, even about your human assets, we're talking about intellectual property. So it could be like a wide variety of assets that that companies are, are looking at. So the most important thing is if you start from a perspective of value, then every single transaction every every, we call them investment decision that you're trying to make, whether it's big or small, you always examine the question of value and whether that is of best value to the organization and to its its stakeholders.

Scott MacKenzie 09:37

It's so interesting that you bring that up and when we start talking about asset management, some people have put on their financial hats and and I think it is a perspective of value art and I'll look at it I'll try to simplify because I am not. And I repeat you listeners out there. I'm not as smart as Suzane. So I always have to simplify down to the real so

Suzane Greeman 10:00

You you've been well question to remember that every time you say something funny remember how much I my capability to laugh is tremendous. So just remember that.

Scott MacKenzie 10:10

That's why I'm doing it. Definitely. So I look at it this way two things, is it? Is it something that's going to make me money? or save me money, right? And I can throw in safety and I can do all of that other stuff. But really, when we start talking about what has taken place within this pandemic world is this next normal, whatever we want to call it. I'm laser being focused on how do I retain the right talent? Right? How do I manage my risks, or build a wall around and get rid of that risk? Save money, make money, right, and to create a business that has some level of resiliency? And that's all you're talking about? quite frank, right? And you're not saying it from? You know, I mean, everybody, everything's an asset.

Suzane Greeman 10:55

Yes, everything's an asset. And, and I'm glad that you broke it down. Because in my books, that actually comes down to two things that comes down to what level of performance you're trying to get out of out of your assets, which aligns with whether it's a part of values, not all of that. And then the other part is, what risks are you trying to mitigate. And I like to leave cost them finances out of it to the end, because cost and so on, can't be directly controlled. So ever, all costs are related in a business, such as an asset dependent business costs are related to either trying to deliver performance or trying to mitigate risks. Where I think we misstep a lot in organizations is that we don't take a wide enough approach to risks. And it's one of the lessons that's coming out of COVID. So in asset management, you know, I look at risk in a three dimensional way. First of all, there is things we call them external threats. You You can I want to say you can do something about it, but you didn't create it. The company didn't create it, they didn't create it. How about

Scott MacKenzie 12:07

how about an example of that as being COVID-19?

Suzane Greeman 12:11

Exactly.

Scott MacKenzie 12:12

Nobody had in their business continuity plan, that there was a global pandemic, and everything, everything would shut down.

Suzane Greeman 12:18

Exactly, there is COVID-19, which we can see. However, there are other things like your regulators, they're things related to laws change, and those things that you can't do anything about climate change, you didn't create any of those things your assets been created, but yet, your assets and the organization itself have to build resilience against them. And then we have the second dimension risks, no, that are created by the organization. So this has to do with lines of defense of the organization not being in place, missing systems, missing procedures. Yeah, incorrect application of talent, incorrect ways of doing things. So those kinds of risks are created by the organization. And they're not specific to any type of assets. And they can only be fixed by looking at systems processes and culture. So that's the risk created by the organization. And then number three are the risks now that are created by the assets themselves. Usually, those risks relate to relate to risks of failure. Now, if you think about making money and saving money, then risks managing risks properly, have to do more with with saving money, there's a way to capitalize on risks, we call that opportunities, which would allow you to make money, but for the most part, when we talk about risks, we're talking about how we preserve value, and hence how we preserve capital within the business. The reality of some of this, if we look at things like safety and the environment, too likely, then we miss out on two very important liabilities, that that that we could run into later that could become financial liabilities. As a matter of fact, there is a lumber company, I think, that in January, did not have its operating license renewed and it was closed down somewhere here in Canada. So so you have to always be considering all the aspects of risks in that multi multi dimensional manner. So that so so that you know, what the asset is supposed to respond to. So if it's climate change, what should we be doing to the assets know, to make it more resilient to increase flooding and increased risks of fire? What should we be doing to the to the assets to protect it? To build the resilience of the business, because in asset dependent companies, we deliver value through the assets.

Scott MacKenzie 15:08

Alright, listeners are three components right here, risk management resilience. I've taken that one. Yes, right. Number one, let's talk a little bit about those external risks, things that you can't cover, but you got to be aware of those are that's number one, external risks, the risks that are generated by your organization, that means your failures from systems, processes and cultures, you got to work on that most definitely. And then, of course, the risks of the assets. And the failures of that all of them actually tied up with the risk management of resilience.

Suzane Greeman 15:43

Correct? And when when you think about it, you know, they have a saying that everything that runs, runs from the inside out, yeah. So why. So what it means is that within the organization, you have two dimensions of the risks that need to be managed very carefully. Yeah. And so we're very good at seeing like the risk of failure, but we're not very good at seeing like the organizational risks, because that is about who we are as a people, how we work together, how we what systems we have in place, how we fortify the three lines of defense for the organization, the external threats are those know that you didn't create them, they asked us to create them, the companies didn't create them, but yet you must respond to it. Otherwise, you will go under, and they could be anything. So usually, if you're looking at that and use a you know, standard business tool, such as your your pestle or opportunities and threat, you look at your political and legal technological look at what's happening now with the onslaught of industry 4.0. Like, like, companies are just now caught, like, like, there's an headlight like, okay, I hear you're I know, IoT is here, but what do I do?

Scott MacKenzie 17:10

pre, you know, pre, on Monday, pre, pre COVID-19, everything was like two to five years out, come Tuesday, when COVID-19 decided that it wanted to flip the switch. Now, all of a sudden, everyone's like, I need a digital digital journey. I need a digital solution. I need a digital, something that helps me see what's going on. And you're absolutely and so, you know, you brought up a good point. First off, there's a couple of things, rich, with content here, folks, is we always talk about it always gets down to people, doesn't it? Yes, all of this stuff is fine and dandy. You can physically you know, you got your assets you got got the it gets down to the people and how the people react to all of those particular risks. Now, with that said, right, with that said COVID was, yeah, there's a there's a challenge on one side, and everybody's feeling it, that's without a doubt heard it, definitely. But the positive side, is the fact that people are truly focused on what is important. Now all of a sudden, when we start talking about asset management, it comes from the perspective of true, I want to know, and I want to have insights, and I want to be able to execute with a sense of purpose and focus. Right. And it's sort of it's an interesting mental transition. No, I don't want to hang out by that water. The watering hole, I want to come over here and talk about solutions. And it's been it's been really good. With that said, and we talked about the resiliency, you know, and what does that mean? Right? Tell us, you know, your your, your want to talk about a resilient career, what does that look like?

Suzane Greeman 18:54

You know, it's really interesting to think about resilience, because when I spoke with dawn, and she, she kind of talked about, like, coming out, coming out of this and, like, kind of like a phoenix coming out of out of the ashes.

Scott MacKenzie 19:11

good analogy. Oh, I like the word picture. Yeah.

Suzane Greeman 19:15

So so when you when you think about this, how can you have a career that is timeless, it's not dependent on a particular company. It's not dependent on an industry? How can you develop that kind of career? So it's, it's, it's a multiplicity of things. It's complex, but I like the graphic that you put up. So I'm gonna just use some elements from that. And I won't go deep into everything because that is the focus of my, my keynote speech that I'm really looking at

Scott MacKenzie 19:53

planting the seeds of anticipation. Yes, like I'm just gonna skirt along skirt log. fullstory you've got to get to Xcelerate20. And

Suzane Greeman 20:07

the reason another reason that I chose this particular topic is because it is the most common question that I get from people believe it or not, the most common question is not, what is asset management? The most common question is associated with people's career. What should I be doing to improve my career? What certifications should I be taken? That's the kind of question that I get more often than not. So I always start people off with, what do you want? This is your one life. You can spend your life live in Suzanne, live in Scott live and anybody else. It's good to have Scott side,

Scott MacKenzie 20:52

Suzanne side, but not trust me, listeners don't go down that aim higher.

Suzane Greeman 20:59

cracking. So so so I tried to get people to focus on F word to have your dream career, what would it be? So if you're able to define that for yourself, then we can then map out a path of education, certification and experience to get there. No, I had somebody really I consider No, now that I'm 43, I consider somebody who's 23. To be like, really young. And he he reached out and he wanted to know about certifications. And like, dude, first tried to get your base qualification to enter the market. Then when you get your base qualification, cheese, the thing called experience, you need quality experience, but you also need quantity of experience, you need that experience so that in later life, you can stand on it. When you get your certification, you have something behind it, and underneath it to present to people. And so I try to focus, especially younger people on get some good experience, you need multi dimensional experience, you need experience, deep seated experience in something. So there needs to be something in your career that you know, really well,

Scott MacKenzie 22:21

then you're talking mastery

Suzane Greeman 22:24

of it. And if you listen to, for example, like Malcolm Gladwell, when he spoke about the 10,000 hours, you know, you need you need to know something really deep, then you need to also know related things. You may not know them as deep, but you need to know what they are. Because nothing works by itself in an organization. So if you were to go to an organization and say, let's, let's get an asset management system going, you need to know that there are cultural aspects to it, you need to know that there are financial aspects to it, you need to know that if the company is unionized, it's a different kind of culture than if it's not unionized. So you need to know these related things, you need to know probably about quality management. So in other words, what I'm saying is, when you get deep into what you know, try to also get cross disciplinary experience. And that comes from project work. It comes from deliberately opening up yourself to all kinds of opportunities. And you know, we started off with you asking me about where I'd been on what I done. Among things I hate to do is to talk about myself, but I've been fortunate to have gotten some experience and I really took

Scott MacKenzie 23:44

one of them was that unfortunately, this is a podcast. Whether you like it, knock about yourself or not. It's about you. Don't hold back. Nobody wants to hear about me.

Suzane Greeman 24:01

Oh, you kill me. What? So among the experiences that I've had that led to, I ended up having so far, I've had like, five different careers, and I've loved a lot of them. But I have the opportunity for a couple of years to join an HR department as an HR business partner dealing with capacity building. And people would say what if you're an engineer? Why Why would you take that and, and did you go and soft near your engineering self by by going into into HR. And the end result is that I didn't know these many years later, that I would be a consultant going into people's organizations now to tell them about how they can implement different types of systems and realize the importance of culture, and then how to integrate that into my work. So in other words, if you're 23 I would probably I can't tell anybody what to do. But I would prioritize good quality experience over certification. And then when you had some amount of experience, come back and do certification. A lot of people are doing it the other way around. And they're finding that they don't get as much as much value out of their journey. That's interesting.

Scott MacKenzie 25:22

That's, that's, that's sage advice. I mean, that's the I agree with you 100%. on that, and and what I hear the themes that I hear from your, your conversation is that it has me personally, because it's about me now. Is, is the passion for learning, right? And a desire to learn. And there's, there's no reason not to learn because there's people like you and others. There's the stinking World Wide Web man and has a lot of great insights into how to, but I like the quality versus and versus quantity but quality experience. I think that that's just uh, yeah, fascinates always people.

Suzane Greeman 26:08

Yeah, it is, it is really important. So then, you know, you mentioned people. And it's, it's, it's so important that everyone understands that you deliver nothing by yourself in an organization. So you could be the brightest, brightest person. And if you don't have the ability to collaborate with other people, and collaborate multi functionally, so you have to collaborate with people who know more than you who don't know what you know, who know other things than once, you know, yeah, have to collaborate with people who are more powerful than you, you have to collaborate with people who are less powerful than you. And you have to do that in every part of every deliverable that you're trying to give to your organization. Or to or to somebody else. So it's, it's super, super, super important.

Scott MacKenzie 27:05

The, I know, I don't want I don't want you to gloss over it. And I, you gave three supers in that. I mean, I'll add another super because I I don't think because we're we're just humans, we need to collaborate, you can't do what you need to do to truly be successful. Whatever that looks like, in a vacuum. You have to collaborate with people who are in for me, it's easy, because it's a low bar, collaborate with people who are much smarter than you and tell you is true.

Suzane Greeman 27:37

them all.

Scott MacKenzie 27:39

But it's true. You want to click, you don't want to collaborate. I mean, it's just there's a lot of just go getters, man, I always talk about Be bold, brave, daring, greatly hang out with people who are bold and brave and daring greatly see how your world changes. Exactly, exactly. Okay, we got to hang out more often, Suzane,

Suzane Greeman 27:59

I love it. And you know what, I spend a lot of my time talking to people as well. And just I'm telling you, I meet interesting people, I connect with them. And I stay connected. And I stay interested in their lives and what they're doing. And I find that I learned so much through these kinds of interactions. You know, today I connected with, with a gentleman by the name of Terry. And just out of the blue, he reached out with me yesterday. And he sent a very nice message. And then we took it further and, and suddenly, we now have an extremely great interaction. You see, and now Terry is in my network. I'm in terrorist network. So terror becomes a resource I could lean on I could bone something off of Yeah. And right away. Today already. I've learned something from Terry. So and we've only met like, probably 20 minutes ago. So your your ability to collaborate and attach yourself to resources, but also ingratiate yourself to people because nobody owes you anything. The world doesn't owe you anything. So you have to develop that that skill set to ingratiate yourself so that people find you present enough to collaborate as well.

Scott MacKenzie 29:22

I call that the beer factor. If I want to have Bear Bear with you, then you got a high collaborative factor because he just is. But it's interesting. You bring up an absolutely Good point. And I think people, majority of people in their hearts want to help you and if you ask in a way that is sort of humbling, you know, vulnerable, yes. Hey, I need help. You're gonna have people busting down the door and saying, I'm here to help you. I'm here I'm here.

Suzane Greeman 29:50

Yeah. And there. I mean, there are even angels walking amongst us who have dedicated themselves to helping people who are refusing help and who haven't said that they needed to be held. But you know, we have another term for it in Jamaica, again, we say, the man who has raw meat seeks fire. So you're interested in getting someplace you're interested in learning something, seek out the people who have that knowledge, or even can connect you with with that knowledge I had this summer to young people, just reach out to me and just say, Suzanena, I'd like to have a conversation about, about asset management and about careers and about life. And I'll make time for all of those kinds of conversation. Because it has, well, I am learning, and young people are truly a great source to learn from, if nothing else, us all the folks Now stick on to them and suck their energy because they got tons of it.

Scott MacKenzie 30:51

Right. You know, I hate to call this quit. I mean, we can talk on but But clearly, you're going to have this, you're going to have an expanded Yes. version of this conversation at Xcelerate20 20. Now, clearly, you are also very active out on LinkedIn, too.

Suzane Greeman 31:10

Yes, I am, I am sorry, I have a page for myself, I also have a page for my company. And whatever activities I'm involved with a p Mac, the the Asset Management Association here, local one here in Canada. And so we're promoting a few activities for them, like our conference that's coming up, and you talk about collaboration, we got a fantastic leadership team here in Winnipeg, but also grateful to all the speakers that we reach out to and we ask them to come and speak at our at the conference every year. And and, and essentially do it for free. You know, but this this today is about Xcelerate20 2020. And I am super, super, super, super happy to be collaborating, right? There's

Scott MacKenzie 32:01

four supers on that one. It's pretty super,

Suzane Greeman 32:06

super, super.

Scott MacKenzie 32:07

Alright, let's go listeners. Her name is Suzane greement. Now let's let's make sure that you got your pen and paper out here real quick, as she was ZAE first name, second name, gr e ma n. And griemann asset management solution is the company. He's the head honcho the cheese, the CEO, the President and all around great person of that fine organization out of winter pay. And she is speaking at Xcelerate20 20 It's a virtual conference got to go out to I want to say Fluke Reliability, and find out more about that conference. Because if you think that this was a great conversation, she's gonna knock her dad at the conference.

Suzane Greeman 32:48

Oh, thank you. Thank you. Thank you. I'm pretty. I'm pretty excited about it. I think it's a it's a relevant topic. A lot of people just based on how many people have reached out to me and over, over maybe over the last two years just to talk about career related things. A lot of people would like to break that down a little bit. And I'm happy to have the opportunity to be able to do that. And happy that it aligns with the troops theme for the conference. So resilience. It's very important to me, personally. Yeah,

Scott MacKenzie 33:24

yeah. You needed listeners you needed. Definitely. And a couple of topics that we got to be collaborative, innovative, educate, right, you got to do all of that. Do it, do it yesterday. And then I think I want to include tenacity, you can't give up. You got to be tenacious. And you got to do with a sense of speed and purpose. That's what Suzane's all about. She's awesome.

33:45

Yeah.

Scott MacKenzie 33:46

She's brave, and she cares greatly.

Suzane Greeman 33:48

Every day that you're here, every single day that you're here is another opportunity to try again.

Scott MacKenzie 33:55

Look at that, man. I'm ready to conquer the world. Look at me. I'm a better person because of you, Suzane.

Suzane Greeman 34:01

Oh, my goodness.

Scott MacKenzie 34:04

All right. Thank you. Really appreciate you joining us on the industrial talk and talking to the listeners about all those wonderful topics. Remember, listeners, go out to her stat card at on LinkedIn. Find her. If you're not, it's going to be out on industrial talk.com. And I don't want to hear you have to say I can't find Suzane. Well, you you're not trying hard enough. Thank you for joining there, Suzane.

Suzane Greeman 34:28

Thank you so much. I had an amazing time. Scott. As always, he made me laugh. We have

Scott MacKenzie 34:35

listeners. We're gonna wrap it up on this side. I'm gonna give you all the contact information for Suzane and much, much more. So stay tuned.

34:42

You're listening to the industrial talk Podcast Network.

Scott MacKenzie 34:54

I'm telling she's passionate, right. Suzane's passionate about Reliability. Suzane's passionate about helping us succeed. Suzane is just, she is a passionate professional. Talk about Pep, talk about excitement talk about just a design. She's got a big heart that comes from a big heart, all the way up for the great white North up in Canada. fun conversation, reach out to her go out to her LinkedIn profile, which will be at industrial talk.com. On this particular podcast, you'll find all of the information that you need to be able to get in contact with her because you will not be disappointed. All right. Again, I do not want you to miss this. Not one bit of it. Because these are professionals that you've got to listen to. That is excelerate 20. That is November 17. Through the 19th. It is all virtual, so there's no excuse. Go out there. Click on I want to attend. You will not be disappointed. Another great interview right around the corner. love what you guys you do. Thank you very much. Be safe. We'll be back shortly.

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The post Xcelerate20 Features Suzane Greeman with Greeman Asset Management Solutions on Creating a Resilient Career appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Robert “Bobby” Mason, CEO and President of SPOC Automation about “Innovation and the Power of their LIFT-UP Culture make SPOC a Industry Success”. Get the answers to your “LIFT-UP” questions along with Bobby's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Bobby and the wonderful team at SPOC Automation by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

BOBBY'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/robert-l-mason-9122817/

Company LinkedIn: https://www.linkedin.com/company/spoc-automation/

Company Website: https://spocautomation.com/

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Industrial Dojo: https://industrialtalk.com/industrial_dojo/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

Automation, lift, core values, SPOC, bobby, people, culture, podcast, industry, industrial, individual, customers, company, worked, innovate, coin, hired, oil, world, focus

SPEAKERS

Scott MacKenzie, Bobby Mason

Scott MacKenzie 00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's All right, welcome to the industrial talk podcast app. So loot otter once again that you joined the number one it does real related podcast in the universe, the galaxy, all around the world right here. We celebrate you, the industrial and manufacturing professionals, the people that get it done, you are bold, you are brave, you dare greatly. And boy, do you innovate. And thank you very much for what you do. You make my life better, and you're making the lives around the world better. That's why this is important that we celebrate you each and every day on this particular podcast. All right, we got Bobby Mason, he's in the hot seat. He's in the industrial Takashi. He is the CEO president of spark SPOC Automation, Inc. And we're going to be talking a lot about, you're saying Scott is going to be talking about Automation? No, that's just part of it. We're gonna be talking about culture. We're going to be talking about how he leads his team at SPOC. Let's get going. great conversation. I love it. I love it. And yeah, absolutely. He's about Automation. He's about innovation. He's about everything that you can imagine that's associated with his business, and how to create a business of resiliency. That's what they do at it, SPOC Automation. But he does it through an amazing leadership technique called lifting up, lifting up. And he really focuses in on the people, his people, and not just people, people all over the community. The customer, how do you lift up your customer? How do you look to people? How do you lift up your customer? How do you lift up the industry? And then of course, it looked up the country is just a natural progression. And everything that they do at SPOC Automation sort of runs around and overlays with that lift up culture? Yeah, yeah, he's a rock star. Yeah, he's amazing. Yeah, he's on this particular podcast. And it's an absolute honor to have him here. Now, before we really get going. Again, I want to be able to just share with you some of the things that we are doing here on the industrial talk, podcast, one, we're all about creating, you know, a collaborative, that's what this is about. We celebrate all the people but it's in a world of collaboration. We believe here in industrial talk, you're going to have to collaborate, you're going to have to innovate. That's what you know, Robert, Bobby, by the way, just FYI, if you go out to the stat card on LinkedIn, it's Robert L. Mason. But it's really Bobby. Right, because he just got right to the chase. We go to the same Barber, by the way. And anyway, we start talking about collaboration. We talked about innovation and the necessity to be innovative, and find people that are innovative. We talked about education. And and this is what this industrial talk platform is all about. And we're talking about a place to go, that you can collaborate, go out there, I've got these individuals, these leaders in industry, these leaders in manufacturing, and you could reach out to them each and every day. And they are bold, they are brave, they dare greatly and boy, they change in the world. And that's what the industrial talk, podcast is all about. We want you to collaborate, we want you to innovate, we want you to educate, we want you to be tenacious and make it happen. We want you to do it with a sense of speed and purpose. Because we need you to be successful in the future, right? We need you to be resilient in your business, because we don't know what the future is going to hold. But I'm just telling you right now, there are people there are companies that want to work with you to collaborate, innovate, and definitely educate. And they're all tenacious, and they want to do with a sense of speed and purpose. Yeah, I'm saying that you need to go out to industrial talk.com find out more or just got reach out to me and I'll talk to you more about it. All right, onto the hot seat that does Real Talk kotze Bobby Mason. And if you once again, go out to his amazing stat card out there on LinkedIn, you're going to see Robert L Mason, whatever, just put SPOC SP OC not the other SPOC, Automation, and you're going to get loaded down with a number of great. I mean, there's activities great. He's a leader he is and we're gonna be talking about that lift up culture and what they do at SPOC Automation to keep productive happy engaged individuals that are just dedicated to the purpose of what SPOC brings to the table. All right. Thank you very much. Here is well, Bobby, right. I'm looking at a stack card, and so on to say, Robert. But here's Bobby enjoy of the conversation. All right, Bobby, welcome to the industrial talk podcast, absolute honor that you have found time in your busy schedule to talk to the listeners of industrial talk. How

Bobby Mason 05:26

are you doing there, Bobby? I'm doing great. And Scott, thank you so much. This is great honor to be on your show.

Scott MacKenzie 05:33

Thank you, it is an honor. It's the number one industrial manufacturing podcast in the universe. I have nothing to back that up. And I think I'm overselling it. But I'm gonna continue to say it as you

Bobby Mason 05:43

should.

Scott MacKenzie 05:46

All right, Bobby. Now you're you're the CEO, president of I want to say SPOC, but is that what that is? Correct? SPOC? nation. Okay, got it. Now we're going to talk a little bit about your lift up culture. But before we get going on that one, because that's gonna be a great topic listeners out there, it's gonna be a great topic. Give us a little 411 on who Bobby is, and why you're such an incredible professional, you know, your history?

Bobby Mason 06:12

Well, you know, I have been in the electrical distribution and Automation business, the majority of my life, my, my father was an entrepreneur. I'm a second generation entrepreneur. And it's why all entrepreneurs have

Scott MacKenzie 06:26

no hair. It just is what it is. It's, it's a fact of life.

Bobby Mason 06:31

I actually thought it was because it made me more aerodynamic.

Scott MacKenzie 06:34

It does, however, does a good side of it, did you? I'm sorry. But

Bobby Mason 06:40

oh, you're fine. He actually sold that business to a national chain. And we had a difference of philosophy and culture, quite frankly. And so I left with a handful of individuals, we had already come up with some software solutions for the oil and gas industry around controlling rod pumps, which is that one you always see on the news story going up and down that reciprocating pump. Yeah. And, and doing it in a fashion that had never been done before controlling it. And so we we started this company up almost 20 years ago. And we have just been incredibly blessed with a great team that that is just totally focused on helping people. And you know, I actually, I equate Automation to being like a fine dining experience. And you look at me, I like to.

Scott MacKenzie 07:44

Yeah, I'm all with you. But I've never heard that in a sentence before. But

Bobby Mason 07:48

we're let me expand. And the reason I equate it to a fine dining experience, is when you go to a restaurant, way before you ever begin to eat that meal, that chef has gone out, and he's procured the best components he can possibly find, you know, farm to table fresh meats and fruits and vegetables, whatever it is. And he's put a lot of preparation and a lot of care into that. And he can bring that to the table. But if you don't have great service, with that fine meal, it's just a meal. But when you have great service along with excellent products, then it becomes an experience. And so that is that's exactly what we do. We try to provide us an experience

Scott MacKenzie 08:43

seeing it and I would imagine that you get a little pushback, because there's some, quote, negativity that's associated with Automation, you're trying to get rid of my job. And I don't think that that's going to be that's the case. And I think that that's the story that needs to be pulled within Automation.

Bobby Mason 09:00

Absolutely. What we want to do is come up beside you and help you give you better information allow you to focus on areas that are problems mechanically, because we're doing the electrical controls. And, and we actually are an aide and what we have found, and especially in the oil and gas industry, where traditionally it's this is a way my grandfather did it, and my dad did it. And this is where we're going to do it. That mindset is shifting, thank goodness. But but the guys have learned that we're there to help.

Scott MacKenzie 09:37

I think just let me let me just sort of lay it out there and I think pre virus, a pandemic pre whatever two finger death punch. The the focus was a little bit different. Everything was sort of swimming, we were working we were doing and we had these strategic plans to in two, five, whatever years we're going to be able to do XYZ and and that is with any digitization IoT. industry for Dotto, whatever it might be as well as Automation. I think everything was like, Okay, that's good COVID hits, boom, all bets are off the table, we need to do something else, we need to figure out how to be more resilient, more efficient, more this and save money and do whatever it takes. I think it's just really, you know, push the envelope on why these are important strategic directions for companies and Automation. And the innovation behind Automation is key.

Bobby Mason 10:31

Absolutely, we focus primarily on land based and and traditionally, they have been behind in Automation. Yeah, and the only way for them to survive and actually thrive on the other side, is to start automating these processes and and, and having their stuff more efficient, and save 25% on their electrical consumption and lower that lifting costs.

Scott MacKenzie 10:55

Yeah, it's it's been a, it's, from my perspective, a real Renaissance and a focus into solutions that are truly innovative. And I think companies that are focused on resiliency, because we don't know if it's going to happen again, right? We don't know if that genie is already out of the bottle, and somebody is going to say, adds another pandemic, whatever it might be, at least your business is going to survive the next one if it ever happens, Lord willing, knits not so it is what it is. All right. Now, we can talk about Automation all day, I get one point of clarification, what a SPOC mean,

Bobby Mason 11:31

is actually an acronym and it stands for sensor less pump off control. And where that resides is

Scott MacKenzie 11:37

we're I understand why it's an acronym. domain.

Bobby Mason 11:43

It is. We were drives experts, variable frequency drives. We've we've deployed over 70,000 into the oil and gas fields across the world. And and what we did is that reciprocating beam pump application, yeah, we have some software that we developed that allowed us to do that without dynamic braking resistors. And it's a long story, but we can do pump off control using the motor itself.

Scott MacKenzie 12:12

Very good. Very good. I don't see that's innovation. That's that's in. And I like how it does. Yeah, I mean, you change the market, in a sense, and you're going to continue to change the market, because that's how you think. And when we start talking about thinking, one of the points I'd love to be able to expand upon. And we've talked about, we've talked about a lot of stuff on the industrial talk podcast, but I'm intrigued by your lift up culture. And I gotta ask you the question, what is that

Bobby Mason 12:41

lift up culture, that is something that I am super passionate about. Because it's about my people. And my team. When we started this company, it was a result of leaving a poor culture to develop one. And so lift up in in its shortest form is just this, we try to as a company, lift up the individual, give them an opportunity, so that they can thrive and improve and grow within our company, we give the we want to lift up each other. Because if you look to the left and the right of you that person is depending on you to do a great job. We try to lift up our customers by giving them innovation, by lowering their lifting costs by helping them with all of their rotating equipment, pumps and compressors, and all those controls. And we try to lift up our industry, because our industry needs people that are out there. They're experts, let's face it, the oil and gas industry is full of wonderful people. But there are a lot of plumbers and not a lot of guys in like in the electrical side, especially in the Automation side, right.

Scott MacKenzie 13:53

And

Bobby Mason 13:54

then ultimately, our ultimate goal that everyone here has bought into is that we believe in our heart of hearts that we are ultimately trying to lift up our country. Because if we can do things to help our country be energy independent, then we are going to be a stronger nation. And so that's really what that lift up cultures base foundation is all about

Scott MacKenzie 14:17

no sudden we just have to wrap up the podcast because I don't know where else to go with this. I do know Don't worry, I added Alright, listen, as we talk a little bit about a lift up cultures. We're talking about the impact of lift up culture with people, the customers, the industry, which is happens to be oil and gas and it could be anything in the country. And what I like about it, Bobby is the fact that it's truly other focuses truly service focus. It's like, it's not about me, it's about you. It's about your success. It's about your health, we need to help. And I think in this in this world, from my perspective of how I've constantly tried to hammer on we need to collaborate, we need to innovate, we need to educate with a sense of speed and purpose, especially now. That lift up culture fits right in there. And it goes from all the way from that The people in the front line all the way to the country, and I like it, I like it a lot. Well done on that one. Okay, give me an example of what that looks like. You know,

Bobby Mason 15:07

that looks like a lot of things we have. We've got a lot of awards, and all kinds of accolades, and those, and those are great, and we appreciate all of that. But really, at the end of the day, our products, the way we view everyone is everyone in this company is an innovator. So not only are our products innovative, but every process that we do is needs to be innovated and we're constantly looking for a better way. A good example, would be, we actually have a have a product out in the oil gas fields, that we have a extended warranty called drab shield. And because of our culture, because we care, because we put great components in all those things, we can warranty, a drive, a variable frequency drive package, for six out to 10 years, even against a lightning strike. It's unheard of, it's literally unheard of. But it is a way that we can because we've done a lot of engineering have 10s of thousands of units out in the field, we know what it takes. So it's a way that we can lift up our customers, if they have that act of God. And lightning were to hit that drive, and they had bought our extended warranty package with the draft. We replace it. Now. Where else in the world can be the company that looks out for you like that.

Scott MacKenzie 16:39

And what's interesting, I would imagine if this thought came to mind, and a lot of the a lot of these units are probably out in the middle of nowhere. Yes, and and it's not like, Hey, I'm going to run to the Walmart, grab a loaf of bread. And then by the way, I'm going to change that thing that's right next to the Walmart, it's easy peasy. Just gonna do it, it doesn't happen that way, I guess

Bobby Mason 17:00

happens to be three hours on a dirt road off the closest highway.

Scott MacKenzie 17:04

That's exactly right. And you got to sit there and then it's, you know, 150 degrees out there. And you're like, Ah, it's got to have a smile on your face. And that's what's got it. And if you're truly a lift up culture, and you're talking about energy independence, got to have that smile on the face and get on out there. That's a great example I like it.

Bobby Mason 17:23

It is. And another way we do you know, we have we have five core values that we we live by. And it's committed, caring, passionate, solution focused, and gratifying. And so what we do is we keep that in front of everybody every day. And it's it's plastered all over everything that we do. There's visual reminders, they're verbal. And that's just part of the culture of who we are. It's actually kind of interesting how we came up with those. I hired a consultant because I was a naysayer, so to speak. Early own right. And I hired a consultant to come in and help us. And he convinced me through reading some several papers that the Harvard Business Review had had put on culture, your own core values, mission, purpose, all those things. But I was just not passionate about it. Because I had seen in my career, so many individuals that come in, and they hand you this piece of paper, and they tell you this is our core values. This is our mission statement. But they no more lived it out than the man on the moon. Oh, yeah. And I've always been that guy that if I tell you it's going to rain, you better take your umbrella to work because I'm not gonna lie to you. And don't ask me if you don't want to know what my opinion is, right? So I hired him. He came in we went, we talked ahead of time. And he said, You know, it usually takes people a year, maybe two years to flesh it out, blah, blah, blah. And, and I said, No, we know who we are. We've always known who we are. We just had not documented it. And he said, You and every other customer that I've ever client I've ever worked with said same thing. So we went through this exercise and in 45 minutes, we had our core values nailed. Now we took another six, six or eight months to flesh out the wording behind it

Scott MacKenzie 19:23

right. But then

Bobby Mason 19:24

I got a little paranoid. So I hired a second consultant to come in to validate it and to validate that I was not just blowing smoke and and that one came in and they actually sat with all of our people. They did the job with them. They literally for two weeks, sat out there and worked in production. They worked in shipping. They worked in engineering. They sat side by side. I came back they gave me this thick 50 something page report and he said Bobby, I know you're going to read this and think this is kind of a Kiss, kiss up type repent, right. But you got something really, really special here with your culture. He said, you know, the thing you want to do is you've got a couple of gaps that you need to address. And one of them is that these men and women put together the true Craftsman there. There are occasions, so to speak, in what they build, take a lot of pride in it, and they do a great job. But they don't have closure. And that's, that's interesting. What do you mean by closure? He said, Well, they put their blood sweat and tears into making this product phenomenal for you. And it looks great. But then it gets on a truck and it shipped out west to an oilfield. And they don't ever get the feedback from the customer. Right? Did it do its job? Did it help you? Did it benefit you? Were these things? what you expected? What could you know that type stuff that the sales and myself management team, we go see customers, so we get that information. So I took it upon myself. We hired a video crew to come in. And we did a bunch of interviews, unbeknownst to all these employees, and they didn't know what I was doing. And and then we went out and we spent a week out in West Texas filming customers to get their feedback, right. And then at the end of our year, when we do our lift up awards, and give out our award ceremony. I ran this video that was a kind of a ying and yang of field and I and a company perspective, right? And I had grown men who are pretty burly tough

Scott MacKenzie 21:46

guys in tear gas baby.

Bobby Mason 21:50

And they were literally in tears. Yeah, it was turned out to be such a powerful video. We we held on to it for about a year and a half. Before we actually put it out on the website, just because so many customers that had seen it said you have got to share that because it tells your story.

Scott MacKenzie 22:08

Love it. Okay, let me ask you this question. So that's all great. That's all wonderful. That's all spectacular. How did you deploy it? How did you? And I'm sure it's a journey and then and then if you hire individuals, new people, right? How do you get them inculcated into your spectacular culture?

Bobby Mason 22:27

That is a that's a great question. That's

Scott MacKenzie 22:29

why I make the big bucks here. If you're looking at me on the video, I'm shaking No. But if you want to donate Go right ahead. I'm all into that, too.

Bobby Mason 22:40

We documented that journey. And a lot of the things that I've said to you this morning talking about the fact that that you know what those core values are, we actually hire my core values. I literally will ask you to define your definition of what those core values are to you. And there are no wrong answers. It's just a way for us to see we're

Scott MacKenzie 23:01

thinking imagine, yeah, ask me and I'll say, I like cars. That's a wrong answer, Scott, that's not in line with what I've that's a wrong answer. I can't imagine you coming out and say anybody.

Bobby Mason 23:15

But what I have found is that by doing that, they know where we stand, right? And if we aren't aligned early, we're never going to be aligned. And so I would rather help you be successful. somewhere else, right? It's doing you a favor, it's doing me a favor, so that we don't make a mistake. But we have, we actually have a book that we a little booklet that we put together. It's called a guide to greatness, and it's around the lift up. And then

Scott MacKenzie 23:47

like that, we forget everything on the podcast, I need those values, the five points that you put out, and then I need that booklet. And I need a lot of things. But I just wanted to plant that seed in your head because I need it. Absolutely. And I will maybe I'll just send you my resume because I like what you're doing.

Bobby Mason 24:07

I will also try to make that available on our website, Elijah. Bach. automotion calm. Yeah. But what what we do is what we do also is we've got a lot of ex military guys, and my CFO, Doug Markham, great individual, retired from the Navy. And he when he retired, he had given me one of his military coins, and had his name on it and the emblem and rank all those good things. And I loved that idea of some of something that is a value, but not monetary value.

Scott MacKenzie 24:47

That's just for the listeners out there. If you're out on the video, you and if you're not out on the video, he's lifting up a coin that they offer and it's there it is man. Committed lift. Anyway, it looks like Cool, go ahead.

Bobby Mason 25:01

Well, these coins, we have one made ups custom for every one of the core values. And then we put together a program where your peers, all the people around you can nominate you, if they catch you in the act of living out our core values, and they have to tell why. And then that gets submitted in weekly. And in my management meeting, so every good act is recognized by management. Now, not all of them qualify for a coin, because these are highly coveted prizes. And then

Scott MacKenzie 25:37

you got to make it worth Oh, to get it. I mean, it just can't just hand them out, like like pennies, I mean, absent all of a sudden, the value just begins to plummet, right. And

Bobby Mason 25:47

Ford team loves them, they display them with pride. And at the end of the year, we have a gold coin, which is the lift up coin. And that actually represents the one individual in the entire company, who represented us and our core values better than anyone else. If we sent that individual to Mars, and they couldn't speak Martian. That individual would know what SPOC Automation stood for. And, and he gets a he or she gets a monetary prize on top of that, but really, that coin, and that recognition is worth a lot more than than the monetary.

Scott MacKenzie 26:27

So this is interesting. So I see the value, I see the benefit. I see all of that. And that's all great at SPOC Automation. Now. One final question is does it positively impact your bottom line? I mean, if I'm a company, and I'm sitting here going, and this is all fantastic, as wonderful, but man, it's gonna come on, does it really help?

Bobby Mason 26:49

Absolutely. That is, I have, I have the numbers to prove it. You know, we've we've been fortunate enough to be one of Inc 5000 fastest growing companies in America three times in the last decade. You know, here's a little proof there, during this pandemic slash oil and gas war. We took a double doozy Yeah, in our industry. And yet, because of that, that culture because of that innovative spirit, my team, not me, not my marketing firm, my team came up with an idea to do something called two minute drives, because we have lift up, which is an internal program, yeah. And then we have build up where we're trying to build up our industry. And so what they do is they've been making videos, our sales, our service, our engineers, even our production people, and they're giving away our knowledge, the other people would charge you for this, but they're giving away knowledge to help the industry to educate them, to tell them how to or why you should consider these things to make you profitable. As a result, we have outperformed the market 30 35% on our web traffic on our own right, we're thriving in an environment that is not friendly.

Scott MacKenzie 28:18

It's challenging last for doggone Sure. And I love the fact that you are offering this content, this information, these little tidbits of success to an industry that needs it. And and, and it's not a slam on the oil and gas. So without gas, people don't take this as a slam. However, we are very reluctant sometimes to change and to, you know, be innovative. And now here's a great opportunity. We always talk about the challenges of COVID, that one side and it did this, that and the other thing and it's all negative. But I'm telling you right now, there's a positive element to it, whether we like it or not, there's a positive element. And that is people and companies like yours, where you're saying, Okay, I've got to adapt, I've got to change, I've got to innovate, I've got to be able to get my message out. And I've got to do it with a desire to help people succeed. Because if they don't succeed, I don't succeed. So I better help them succeed. And if they succeed, I succeed it all works. And and to be able to have that other focus and I love. I love that transition and love the where that is going there. Bobby, I love what you do. It's the only thing that says mister should have been a K. That would have been cool. SPOC. Then you'd have you know, SPOC years.

Bobby Mason 29:33

It's hard spell control with a K.

Scott MacKenzie 29:36

You could have been sort of on the edge and say control. This is control with a gay I'm changing the spelling. Anyway. All right, Bobby, how do people get ahold of you?

Bobby Mason 29:45

They can reach me at our website. Bach Automation. Next, SP OC Automation, no dots or dashes.com. And I'm also on LinkedIn, and Robert Mason. So please reach out If I can be of any assistance on this topic on Automation on home anything I'm I'm here to serve, that's what I might do.

Scott MacKenzie 30:09

That's right. And when you go out to his staff card on LinkedIn, he's got a beautiful head of hair, which is not there and but is a handsome gent. Those definitely. So yeah, reach out to him you listeners out there, Bobby absolute honor having you on the industrial talk podcast thank you very much my friend.

Bobby Mason 30:26

Honor is truly mine and thank you Scott for what you do. It's a service.

Scott MacKenzie 30:32

Alright listeners, we're gonna wrap it up on the other side. So don't go away. We will be right back. You're listening to the industrial talk Podcast Network. All right, thank you very much for joining the industrial talk podcast. We're gonna wrap it up. Bobby Mason is the man. He is the President and CEO at SPOC Automation. That's SPO C, go to a stat card LinkedIn, type in Robert L. Mason goes by Bobby, you'll find him reach out to him. They're doing innovative solutions at that organization. And I'm telling you right now, I'm inspired. I'm inspired by lift up. I'm inspired by what Bobby is doing. His team at SPOC fantastic stuff. All right. I'm going to challenge you. I'm going to challenge you right now before we just roll out of here. Find people that are bold, find people that are brave, find people that are innovative. And I'm telling you your world is going to change. Reach out to Bobby Kennedy right now. He's bold, brave and daring, greatly. Big time right there. And your world is going to change. All right. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner so you better stay tuned and join us for the next one.

The post Mr. Robert “Bobby” Mason CEO and President of SPOC Automation Talks about A Successful LIFT-UP Culture appeared first on Industrial Talk.

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In this week's Industrial Talk Podcast we're talking to Todd Palmer, CEO at Extraordinary Advisors about “Ditching your comfort zone and grow your business through Authenticity, Transparency and Vulnerability”. Get the answers to your “Authenticity” questions along with Todd's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Todd and how he can help you navigate the challenges of the “Next Normal” to success by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

TODD PALMER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/toddpalmer1/

Personal Facebook: https://www.facebook.com/ToddPalmer13

Personal Twitter:  https://twitter.com/toddpalmer

Company Website:  https://extraordinaryadvisors.com/

Todd's Latest Book – The Job Search Process: Find and Land a Great Job in 6 Weeks or Less: https://www.amazon.com/Job-Search-Process-Great-Weeks-ebook/dp/B019EFAFNS/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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In this week's Industrial Talk Podcast we're talking to Bill Schmarzo, Chief Innovation Officer with Hitachi Vantara about “The Power of Collaboration, Embracing Ambiguity and the REAL Value of Data”. Get the answers to the real power behind data along with Bill's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Bill and the wonderful team at Hitachi Vantara at the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020 and beyond. All links designed for keeping you current in this rapidly changing Industrial Market. Survive! Rebuild! Prosper!

BILL SCHMARZO'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/schmarzo/

Company LinkedIn: https://www.linkedin.com/company/hitachi-vantara/

Company Facebook: https://www.facebook.com/HitachiVantara

Company Website: https://www.hitachivantara.com/en-us/home.html

Company Twitter:  https://twitter.com/HitachiVantara

PODCAST VIDEO:

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OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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On this week's Industrial Talk Podcast we're talking to Carlos Valdes-Dapena, Managing Principle at Corporate Collaboration Resources, LLC about What's wrong with typical team building and what we can do about it!

During this Podcast episode, Carlos talks about the 4-points that will unlock the keys to better collaboration:

1. To get achievement-driven employees – the kind we all love to hire – collaborating, you have to structure collaboration so that it feels as satisfying as doing the individual work they were hired, and usually love, to do.
2. The first step in framing collaboration this way is defining a clear and compelling “Why”, clarify why working with someone else, or a group, is worth the added complexity and potential conflict; why collaborating will be better than just doing it myself.
3. Once the “why” is clear, then you will need to crystallize the “What.” What are the specific tasks we need to collaborate on. And, which tasks DON'T require collaboration and that are better done by capable individuals.
4. Applying the principles to teams working remotely is especially important. Clarifying your team's Why and What creates a sense of team identity that will bond the team even when they can't be together.

Learn more about Carlos and how to achieve the power of Collaboration by the links below and on this podcast:

Company Website: https://www.carlosvdapena.com/

Personal LinkedIn: https://www.linkedin.com/in/carlos-valdes-dapena/

Company LinkedIn: https://www.linkedin.com/company/corporate-collaboration-resources-llc/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

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Industrial Talk Podcast continues its series on #OperationPhoenix to provide Hope, Optimism and Innovative Strategies for Action today and in a post COVID-19 world.

In this episode, we talk Talent Retention with Lisa Ryan, CSP, Founder and Chief Appreciation Strategist with Grategy on strategies to keep your top talent from becoming someone else's!

In this Industrial Talk episode, Lisa shares 3-Actionable Steps that will:

1. Increase retention
2. Decrease turnover
3. With little time, money or effort to be successful

More than ever, technology and innovation is truly needed during this time of transition

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

Learn more about Lisa on this episode and the links below:

LISA RYAN'S CONTACT INFORMATION:

Company Website: https://lisaryanspeaks.com/

Personal LinkedIn: https://www.linkedin.com/in/asklisaryan/

Company LinkedIn: https://www.linkedin.com/company/grategy/

Company Facebook: https://www.facebook.com/LisaRyanSpeaker/

Company Instagram: https://www.instagram.com/lisaryanspeaker/

Company Twitter: https://www.twitter.com/grategy

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Operation Phoenix: Retaining Top Industrial Talent Strategies with Lisa Ryan with Grategy appeared first on Industrial Talk.

Industrial Talk Podcast continues its series on #OperationPhoenix to provide Hope, Optimism and Innovative Strategies for Action today and in a post COVID-19 world.

In this episode, we talk enablement technology with Jeron Balzer, CSE, Founder and Senior Contributor with Floraldino on Strategies to Leverage Technology to Improve Communications and Workforce Engagement with a Fragmented workforce and Market! More than ever, technology and innovation is truly needed during this time of transition

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

Learn more about Jeron and the wonderful team at Floraldino on this episode and the links below:

JERON BALZER'S CONTACT INFORMATION:

Company Website: https://www.floraldino.com/

Personal LinkedIn: https://www.linkedin.com/in/jeroenbalzer/

Company LinkedIn: https://www.linkedin.com/company/floraldino/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Operation Phoenix: Business Strategies that Leverage Technology for Success. appeared first on Industrial Talk.

Industrial Talk Podcast continues its series on #OperationPhoenix to provide Hope, Optimism and Innovative Strategies for Action today and in a post COVID-19 world.

In this episode, we have a wonderful conversation with Katina Sawyer, Ph.D., Co-Founder and Behavioral Scientist with Workr Beeing on Powerful Inclusive strategies for your valuable workforce that can be done today in times of Personal and Business Disruption! More than ever, a healthy mind, heart and soul is truly needed during this time of transition

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

Learn more about Katina and the wonderful team at Workr Beeing on this episode and by the links below:

KATINA SAWYER'S CONTACT INFORMATION:

Company Website: https://workrbeeing.com/

Personal LinkedIn: https://www.linkedin.com/in/katina-sawyer-ph-d/

Company LinkedIn: https://www.linkedin.com/company/workrbeeing/

Company Facebook: https://www.facebook.com/workrbeeing/

Corona Virus Got You Down??? Read this:  https://workrbeeing.com/2020/03/16/coronavirus/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

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To Innovate You Must Be Free To Fail!

Failure is part of moving forward, it's part of Innovation. Industry changes the world through Innovation and work. In this episode of Industrial Talk we talk about the 90/10 rule and the need to freely Fail.

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Feedly: https://feedly.com

Active Campaign: https://www.activecampaign.com/

BombBomb: https://bombbomb.com/

Social Jukebox: https://www.socialjukebox.com/

OTHER INDUSTRIAL RESOURCES:

Reliability Web: https://reliabilityweb.com/

Reliability Conference: https://reliabilityweb.com/events/featured/the-reliability-conference-2019

International Crisis Management Conference: https://www.crisisconferences.com/conference/

Safeopedia: https://www.safeopedia.com/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

PODCAST TRANSCRIPT:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. [inaudible] right. Welcome to the industrial talk podcast. My name is Scott MacKenzie. I am so glad that you were here. You would dust real pro you industrial business. We're going to be talking about overcoming failure. So let's get going. We're changing the world out there and that's what you're doing.

[00:27]                                    And to change the world, you have to Innovate and to innovate, you fail. You have to fail or you won't be able to innovate. That's just the, the whole thing about it. We're going to talk about the ranges of failure and what's important and why you as an industrial pro, as an industrial company are so valuable to the betterment of this world and people. So, and it comes through failing and overcoming that failure and keep on going, you know, talking about grit. So anyway, before we get going, we've got to talk a little bit about and quick about that Industrial Toolbox, that is Active Campaign. That's your CRM. You need it. Bomb Bomb that brings out the human side of your emails to your customers and prospects. That's important. Great tool by the way. And then we're talking Social Jukebox and that is an automated solution for you to keep in front of your customers and your prospects.

[01:20]                                    I introduced a company called Bliss Drive, B L I S S drive gotta be about SEO and getting noticed out there because if you're not on the first page of the search results, forget it. You're losing business, you're losing money, great investment there. And then finally, Feedly, which I'm going to go into a little bit more detailed at subsequent podcast, but that's a powerful tool and it, it allows you to continue to keep contact with your customers and prospects with valuable content. So those are yet, and of course we're about education. Once again, it does Industrial Academy and the Industrial Dojo is where you'll find all of this stuff for you, the pro to be the best you can possibly be in the industrial world. Okay, we're going to talk a little bit about overcoming failure now. It's going to happen if you're going to, and, and one of the problems that we have within let's just say the industrial world is that we don't like failing.

[02:18]                                    We don't like that feeling of failure. We don't like to experience failure and, and it can come into many, many sort of areas of, of our day to day life. But the, the bottom line is that if you're going to innovate, which the industry industrial market does well, is innovate, you're going to have to push that envelope and that pushing the envelope is going to require failure. Now we're not talking about, um, the, the range of failures which I've put down here. It's like an intentional decision not to do something, uh, and, and harming the company. That's a failure that you like. No, you don't do that. It's proceduralize or it's got, it's got a process or whatever might be there is, there are individuals out there that will intentionally try to go around that. And that is not the type of failure we're talking about.

[03:11]                                    And we're not talking about the failure of, of, okay, the process, the procedures are out there. But you've got that lack of ability. That's just a training issue. That is a training challenge, which is very important and it must happen. You must train to avoid those type of failures. And that's the ability failure. I don't have enough bill, uh, ability to be able to do it. And so I fail because I just don't understand. And then there's the failure of a complex process, too complex for anybody to truly succeed at because it's just too many steps, too many if Ann's, and those are the type of failures that we can, we can resolve by cleaning and streamlining processes and helping people succeed by following the process that is clearly laid out. Know what I'm talking about, our failures that are associated with testing, hypothesizing, um, exploring.

[04:20]                                    Those are the types of failures that have to happen within your business. So I look at it this way. You've got a business and you'll say, okay, but 90%, 90% of your business is predictable. Proceduralized, uh, has defined processes, 90%, and it goes working day in and day out outside of the fact that there might be some deviant qualities. Uh, or people who are trying to go around it don't. So 90%, I look at it, 90% of your business is pretty sound and it has grown and evolved over time and saying, do this, don't do that. We act this way. We don't act that way and so on and so forth. And that's how we behave as a business. That is our culture. I'm talking about that 10%, that 10% that you've got to incorporate it in your business. Because once again, you've got to fail to innovate and we got to overcome failure.

[05:25]                                    And if, uh, if you overcome it in a says, okay, here's 90%, 90%, we're going to continue to do the business the way we always have and deal with challenges the way we always dealt with it. But I'm talking about freeing up 10% of our business, 10% to truly look at other opportunities. Look at other areas that can create value. Look at new technology, look at solutions that expand your business. And by doing that, you will, uh, you will fail. But once again, failure's not a bad word. Failure in the, in the area of, of hypothesizing of what it might look like or, or exploring the opportunities. It's not a big deal cost wise. I mean you're not hurting anybody. So what I'm getting at is that 90% of your business is good. You need a car about 10% to truly explore. Successful businesses do that on a regular basis and there is special, especially today you industrial company out there, you industrial pro, there is tremendous change taking place right now and the speed of which it's taking place is blistering.

[06:54]                                    Be involved. You need to understand, and that's why I'm so passionate about digital marketing, digital sales, digital branding, it's because it is a powerful platform to be able to help you, your company, to be able to expand and grow and change the world through your innovation. You guys are special up there. Don't ever forget that. Have a wonderful day. Thank you again for joining the industrial talk podcast. We will be back tomorrow and we're going to continue on this industrial leadership road because we've got so much to do. You guys have to continue changing the world. So thank you very much for joining the industrial talk podcast. I will talk to you tomorrow.

RELATED PODCASTS:

Industrial Leadership: Discipline, Grit, Never Give Up!

Industrial Leadership: Learning From Elite Athletes

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Keeping Your Industrial CRM Up To Date with AI

How many Industrial Pros like their CRM (Customer Relationship Management) System? The biggest complaint has to be “keeping it up to date with current information”. It doesn't take long for the customer data to be out of date and worthless. Therefore, companies invest $$$ on a CRM with little return and great frustration. Adam Honig, CEO of Spiro.ai discusses how leveraging AI to do the mundane tasks of updating, reporting and keeping your Sales Professionals up to date is Powerful! Find out more about Adam at:

Company LinkedIn:  https://www.linkedin.com/company/boston-area-stealth-startup/

Personal LinkedIn: https://www.linkedin.com/in/adamhonig/

Company Facebook:  https://www.facebook.com/SpiroHQ/

Twitter:  https://twitter.com/adamhonig

OTHER INDUSTRIAL RESOURCES:

Reliability Web: https://reliabilityweb.com/

Reliability Conference: https://reliabilityweb.com/events/featured/the-reliability-conference-2019

International Crisis Management Conference: https://www.crisisconferences.com/conference/

Safeopedia: https://www.safeopedia.com/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Active Campaign: https://www.activecampaign.com/

BombBomb: https://bombbomb.com/

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

Related Podcast:

Industrial Sales: Industrial Sidekick

Industrial Sales: Demonstration (Show)

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As Elite Industrial Professionals we must have Intense Focus on the task at hand. To excel, we must be Intensely Focused on the tasks that move us and the company forward. As a guilty party, many of us are distracted by email inbound noise and shiny objects. Professionals with Intense Focus are disciplined to avoid distractions and with laser beam precision accomplish the vital tasks for Success.

Podcast Transcript:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. Alright, welcome to the industrial talk podcast. We are rapidly changing. This market is just at a blistering pace. There are tools and techniques out there that you can leverage today. It'd be a success. Leave that legacy because this platform is 100% dedicated to you at your success. So let's get going. I'm having a great day. It's a beautiful day out out

[00:29]                                    there. Love this weather. I hope you are having one as well. Okay. I've been hammering on the industrial toolbox. This is a must. You've got your Active Campaigns, CRM, you've got to use that tool. You've got BombBomb that is bringing out the human element within your communications on your emails. You've got Social Jukebox that leverages technology so that you can do more on a daily basis specifically to your digital platforms. And then I've got a new one, which is very cool. Bliss drive, bliss drive. So I interviewed a gentleman by the name of Richard Fong. He's CEO of Bliss Drive and uh, they're all focused on SEO and optimization of your website, putting you at the top. There was some great stats. So that podcast is coming out probably in a couple of weeks. And, uh, I just need for you to go out to bliss drive, find out more because boy, they know what they're talking about.

[01:27]                                    And then we're all about education here on this particular platform, the industrial talk platform. And once again, go to the Industrial Dojo, right? Go to the Industrial Talk, find a course out there, fantastic stuff. The, and then, uh, in the Industrial Academy, same thing, of course is out there. Great stuff because we're all dedicated to you, your success, your industrial success because you professional industrial professional or changing the world through innovation and your drive. Okay, now on to the topic, we're going to talk a little bit about intense focus, intense focus. Now we've been sort of using the analogy, the analogy of a, uh, an Elite Athlete. And so we talked about grit in our past podcasts and what that means, that drive that, that persistent, that Grit, right? And then we talked about Process, Process, Process and what that means, where they're very structured, they know exactly what's going on.

[02:25]                                    You have to have that same sort of mindset of developing those processes and we're going to go into in tents focus. That is the clear focus on results and outcomes. You know as well as I do, you get this, this flood of email noise and instead of focusing on what is valuable to your bottom line, we sit there and we get distracted by the emails or the internal politics or whatever it might be. There's a great article out there on Biz Journal and it talks specifically about Intense Focus but multiple components associated with being an entrepreneur. But one thing that stands out that we've always got to start out here. You know Tom and you know the Thomas Edison story, that's 10,000 attempts to invent a light bulb, 10,000 attempts. Now talk about grit, talk about following a process and talk about that intense focus. 10,000 attempts to invent a light bulb and then of course Steve jobs and his drive to perfect the Macintosh second to none.

[03:33]                                    And then finally, Bill Gates never ever took a vacation. That's bizarre. But nonetheless, that talks about intense focus because what they really truly want is that they take whatever their, their vision, their, their purpose and just continue to focus intensely on those points. They do not get distracted. Many of them go away and they become sort of recluse because of the noise that exists today in it. Just daily lives in a recognize the necessity to focus on those key components for success and that deliverable of whatever that that product might be or that solution or that service. I know for me personally, I get distracted. I get distracted easily because being in this whole digital world and being able to look at what goes on and it's, it's like a Cornucopia, I can say Cornucopia, I can't spell it. Cornucopia of opportunities and solutions that, that are there that are there to truly leverage solutions.

[04:48]                                    But here's the problem. Some are better, some are not. I have to look at the, the ones that are not so good versus the ones that are good. And then I have to figure out, and then I find myself constantly being manipulated by little shiny objects. But for me personally, and for you, I'm willing to do that. But it does provide a lot of distraction because instead of doing a thousand things poorly, which many of us do, and our lives are like that, why don't we just intensely focus on five to seven deliverables that automatically or, or we'll build that bottom line that is that undying desire for clear results and outcomes. I like that. And I, and, and it, it takes a lot of work. And when I say it takes a lot of work because if you're in an environment that is high energy, which many of you and in an environment that is try to grow and trying to move and trying to impact the world, there is a greater likelihood of really getting distracted. Right? And the reality is we just can't do that. We've got to really drive and drive big into,

[06:19]                                    yeah. You know, intense focus, intense focus, challenge you today to think about five to seven things that you can focus on that really, truly impact the bottom line. Do not waver from it. You want that clear result. You want that outcome to find that Be that individual within your organization that is driving to those results. Thank you very much for joining the industrial talk podcast. We're going to continue down this elite athlete because you're an elite industrial professional, and this platform is for you. And boy, do I want to be able to work with you and communicate with you. And you know, I'm just excited that I get to be a part of it. So thank you very much. Have a wonderful day. Be Safe as always, and we'll talk again.

Related Podcasts:

Industrial Leadership: Learning From Elite Athletes

Related Blog:

Successful Are The Sacrificial – They Develop Perseverance

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Process, Process, Process!

With Elite Athletes, establishing and refining processes are vital to their success – it's an important step to honing and tracking progress. In this Industrial Talk Podcast we discuss the importance of Elite Industrial Professionals to establish and refine Business Processes and making this effort a Top Priority for Success.

Podcast Transcript:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. All right, welcome to the industry to talk podcast, so glad that you are here. Thank you very much for joining. My name is Scott MacKenzie. Let's get going. We're going to be talking about process.

[00:19]                                    Yes, Oh yeah, process, but before we get going, let's talk about that industrial grade toolbox. We've got two boxes and solutions, industrial grade and we want to make sure that you're looking at ActiveCampaigns, CRM. You need that for your email marketing BombBomb. That is that video email solution that brings out that human side of you and then Social Jukebox. Do more with less, be able to post to be effective at that. Social Jukebox is a great and powerful tool and then because we're about 100, 100% about your success, the content on this platform, the industrial talk platform is all about education to a Industrial Academy and the Industrial Dojo. Both are located out on Industrial Talk.com. Go around, get that information, continue to feed yourself with education because it's real important so that you definitely can be a success. Okay. This is a topic that is so important to me.

[01:24]                                    It is something that I have done for my entire 30 plus career in industry and it's always about processes, process, process, process. So let's start out with some data. And this comes from a Haploops. That's  Haploose. Anyway, support business processes because what we did, first off, we've talked about that a Elite Athlete in what they do right in that podcast. And then we had another podcast talked about Grit, determination, never giving up. That's also important. Now we're going to proceed into process. Okay? Inefficient business processes have five times more impact on the customer, then the delivery of a poor product, five times poor business processes. And here's a stat for you. 52% stated their organization, their organization, your organization. My organization had never or occasionally developed performance measurements to evaluate the success or failure of business processes.

[02:42]                                    So in essence, you're just sort of the businesses in general. And I can see how this happens because businesses just grow any fall then change and whatever it does, right, they just, it happens and it's so hard to sit back and say, okay, let's, let's map out these processes and then turn those processes with some, you know, a tax document it and because it's so important because another stat here, here's a successful business process analyst and design is that understanding the business processes and business process matrix strategies and goals will provide or reduce order cash cycles. Can you believe that that's money in your pocket or reduce process costs by 10 to 15% money in your pocket. So let's talk a little bit about what we're doing about process. Okay. You're saying to yourself, man, I do not. And I mean I do not want to get into a conference room and I do not want to just start running out processes and, and just sort of sitting there.

[03:51]                                    What I'm asking you, I did another podcast and that is that is defect elimination. You can run processes on Defect Elimination. Okay, so process. So what you have is very simple is a process box with two little lines. That is your hierarchy process. That's one, two. Then you have a process box that's just two, three. You have a decision box, it's a yes or no, right? Always in a question. Do we debt to debt, question mark and then another one, one is a document looking thing. Hey, that's a document. So when you have that conversation and that's a document, you put a document there and you'd define that document and then the final one, the final one is his end. That's it. That's all it is. We get into in the industrial world, we get into this effort of just like, okay, we've got to get down this process and we got to go so granular we got to just go deep, deep, deep, and it never ever gets done.

[05:01]                                    So I'm challenging you through defect elimination to run simple processes that just map it out. Just say you've got a problem. The problem state is, is got a problem. What is the process today? Well here it is. That doesn't work or it doesn't even exist. So here it is and then you're just map it out. Very simple and then you look at it and your team says, yeah, that that's pretty much what we'd like to do. Or, or the, yeah, that's the process. And then document it and just say that's it. You could always, and I mean always go back and do more, right? You can always be more focused on detail but, but we in industry, me too, I get tied up with a lot of other shiny objects, which is not a good habit to be in. And so it's important that we link Defect Elimination, you've got that Grit, you've got that determination and now we're going to be mapping out that process. And it's important because you want to get up, boom, know what you're doing and it has bottom line financial value to your business and your, your your work. Right. It makes sense. And, and I've got, I'm going to be creating a video out there that is going to be just all specific to prod processes because I'm that passionate

[06:34]                                    about it. And then you'll see what I do. And you're going to say that's it, but it's the fact that you're doing it right. It's the fact that you're documenting them and it's because you want bottom line value. You don't want to create frustration for your customers. I don't, and I'll tell you I have, so you're not alone. I've been there, done that. Let's do this together. Thank you very much for joining the industrial talk podcast. We'll be back tomorrow. Have a wonderful day, evening, morning, whatever time you're listening to it. Thank you very much for joining. I appreciate it.

Related Podcast:

Industrial Leadership: Learning From Elite Athletes

Related Blog:

Successful are the Humble – They know who they are.

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Discipline, Grit and Never Give Up!

To truly Transform your Industrial Business and Career it starts with your attitude the strength of your mind. This Industrial Talk episode expands on the qualities of an Elite Athlete and discusses the need for Industrial Discipline, Grit and “Never Give Up” attitude for Industrial Success.

Podcast Transcript:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. All right, welcome to the industrial talk podcast. I hope you are having a great day. My name is Scott MacKenzie and man, am I passionate about you? The industrial professional, you, the industrial company? A hundred percent 100% of this show is dedicated to you and your legacy. So let's get going.

[00:31]                                    Okay, we're building that industrial digital toolbox, right? I keep on talking about it. I'm going to continue to talk about it until you realize you need it. And that is ActiveCampaign. That is your CRM. You need it BombBomb. That is your video communication with your customers and prospect. Bring out that human element, you need it. And then finally, Social Jukebox, important so that you could optimize and use technology to your advantage and post and communicate the content that is so important to bring out because you're the expert, you're changing the world, you are innovating, your company is doing everything I can to change the world. So you need the tools to do that. Okay? We're all about education, go to IndustrialTalk.com active and go into the Industrial Academy. You'll find courses and programs specific to you, your legacy, and as well as the Industrial Dojo where you'll find all of these podcasts because it's real important.

[01:33]                                    Anyway, let's get going. Discipline, Grit. Never get up. Okay. Yesterday we talked about What Can We Learn from Elite Athletes and so we broke it down into discipline, grit and never giving up process, intense focus. They have, they have a coach, so you need a mentor, they have a coach that is no frills, no fluff, tell it like it is. And then, um, those are the items that we talked about and that's what makes these elite athletes the success. Now of course they've got other gifts, but man, if you're a, if they're not running down those particular items, they're not going to win. And now we're going to be talking about that industrial discipline, grit and never give up, which is really important because it starts right there. You've got to have the right mindset here. Here is a story. This is from a book called Grit.

[02:40]                                    And it's the power of passion, right? The power of passion and perseverance by Angela duck worth Angela Duckworth. And what's interesting in the story, this is a, this is west point and so I'm going to go through it. 14,000 juniors per year, begin the process of applying for West Point. Now in that pool, it'll get whittled down to 4,000, right? 4,000. And then who will succeed in getting to required nomination is slightly more than half of the applicants, about 2,500. We'll meet the uh, West Point, a rigorous academic and physical standards. And then they, uh, from that only 1200 out of that original 14,000 get into west point. That is tough, that is strict, strict and strenuous and, and it's, it's all worth it. But man, it elevated my appreciation, my appreciation for those individuals that are in west point. But you know what, what was interesting, they go through this beast, uh, period.

[04:02]                                    So when you joined or get into west point, you got to go through this very rigorous process. And all of these individuals are like varsity sports captains. They are physically fit. But did you know when they go through that and the majority of them, the majority of them quit because they're going through that process of beast mode and getting up and do it this and eating this way and physic this and pushing my mental capacity to the nth degree. And, and what she whittled it down to was two things. Passion and perseverance, passion and perseverance. And so I challenge you today, you industrial professional you company out there that is providing a service that is so valuable to the marketplace. Do you have that passion, that perseverance are, are you going to give up? Are you just going to so sort of closed doors and give up or are you going to do the things that are necessary for you to continue to push forward?

[05:14]                                    You cannot, you cannot give up because were were elite industrial athletes and you need to continue to push forward and not and persevere and, and, and once again I ask, do you have that grit, that discipline to continue to push forward? And I would hear it and unfortunately I'm here to say that no, that is not the case. Many of us are complacent and we find ourselves just doing the same thing day in and day out, but it requires that level of discipline. Grit in, never give up attitude, that perseverance to take your company, your career to the next level and you doesn't stop there to the next level. So you continue to push and push hard. And I'm not saying you're going to step on people. It is a, it's a matter of constantly learning, constantly failing, getting back up from that failure and Dustin, those knees off to keep pushing.

[06:24]                                    I want to make sure that we're all on the same page here. I mean, we're going to continue to go into these tactics, but you got to get this mind white, right? Correct. You've got to do that and that means you've got to have a sense of discipline, grit, perseverance. Never give up attitude because you're in the business of changing the world through innovation. You're in the business of changing lives and I firmly believe that and I am honored to be able to be a part of that and so you don't have the luxury and I know many of you will do so y'all okay, I got this, that and the other thing. I understand all that. I want you to walk away from this particular podcast, recognizing that I need, I need me to more discipline, more grit. I can't give up, never give up.

[07:17]                                    I've got to develop greater perseverance because once I say, yeah, I'm defeated or I give up that that stops it right there. Your purpose is bold, your purpose is big and your purpose is to change the world through industrial innovation. That's what this is about. I'm proud to be a part of it. Continue discipline, grit, never give up. I'm always going to continue to harp on that. Thank you very much for joining the industrial talk podcast. I will be back tomorrow. We're going to continue to hit it because it's all about you and making you the best professional you possibly can because you are changing the world. Thank you very much. Have a wonderful day.

Related Podcasts:

Industrial Leadership: Learning From Elite Athletes

Industrial Leadership Dojo – Guts and Spunk!

Related Blog:

Successful are the Calm – They Develop Enduring Strength

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Sometime there will be Customer's or Prospect's that will Get Angry with you. They could be having a bad day or you said something that didn't sit well with your Customer. Fear not, you are in good company so keep in mind these 5 points: 1. Don't be an A-Hole. 2. Don't let fear control you. 3. Don't Pull Punches. 4. Your family and Company Depend on You and 5. People will get mad.

Podcast Transcript:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. All right, welcome to the industry. We'll talk podcast. My name is Scott Mackenzie. Thank you very much for joining. Let's get right to it,

[00:19]                                    right. I am passionate about you and your success. 100% of the information that we provide here is definitely dedicated to you and your success in your legacy. So, uh, we're gonna be talking a little bit about uh, uh, right here getting angry and what does that mean? Um, before I get going, I want to make sure that you understand there are a couple of great resources for you and your industrial profession that's out on IndustrialTalk.com and that is the Industrial Academy where we provide the programs and courses that are specifically to you, the industrial professional and making you better trying to do the best we can for you. And then of course the Industrial Dojo that's DOJO, and that is also dedicated to you. And that's where you'll find all of these podcasts as well. So that's the Industrial Academy. And the Industrial Dojo. All right, Getting Angry.

[01:12]                                    Now I've had a number of conversations with individuals that are concerned about, uh, their customers or their prospects getting angry with them in their efforts to try to sell. Now what we've done is we've created in the past, the past podcasts, all of the, the sort of the, the internal, the head, all of that stuff is real important. And if you listen to it, it's all good and, and I'm not going to go through it right now. However, even when you do that, some people would just get mad, they'll just get upset with whatever it might be. My number one, number one rule when that happens, because it will happen, my number one rule when that happens is that you just can't be an a hole. Pardon my language. But that's a, I'm not going to go down the road of what that means, but you know what it means.

[02:08]                                    You just can't do that. That's the number one rule no matter what, no matter what, because they're going to get mad. So the, the, the reality is there's always going to be people that they get mad at a Gandhi, they would get mad at mother Theresa. So don't think that you're going to avoid people getting mad at you. You're just trying one, trying to make a living, trying to provide for your family and being successful within your, whatever your career path. And if they get angry and upset, this is, this is about your mind. If they get angry and upset with your efforts to try to earn a living and try provide for your family and they get upset, then it's, it's, as long as you don't violate the original be mean or angry or curt or whatever it might be, all under a hole, then you're still fine.

[03:16]                                    And that's important because do you truly, do you truly want to work with individuals that don't respect, that, uh, need to be able to provide for your family, provide for your company, provide for whatever you're looking for in your career path, and you're doing everything you can because you're not being mean. You're just doing what you're supposed to do. So it's not a bad deal. And, and you can't, you can't, you can't pull your punches. You can't just say, oh my gosh, this individual is getting a little edgy with me, so I'm going to pull back. You can't, you have to feel confident in knowing that what you're doing, what, what your focus is, is to provide a solution to your customers problem. And you have that in your heart and in your mind there was no necessity. And to pull your punches because you're not mean because you don't, you're not going to violate that rule.

[04:15]                                    That's real important. Okay? So once again, don't be mean, right? Number one, don't be mean. Number two, do not pull your punches because you're concerned that you might hurt their feelings. Number three, you can't pull your punches. And if people are upset with you trying to make a living, then don't do. You don't have to do. There's plenty of opportunities, plenty of businesses that need your solutions, your services get your mind right and remember, just remember if they once again get mad at you, you're in great company because they've probably get mad at Mother Teresa or Gandhi or anybody out there that that really has tried to change the world. And that's what you guys are all about because industry, industry are innovators, but industry are people. So people are innovators. Make sense? Cause that's what's real important. Now there are some other resources out there that I think you need to be aware of and I think that they will be absolutely a wonderful resource.

[05:29]                                    Okay. One we, you've heard me talk about ActiveCampaign, you really need to look into ActiveCampaign, great CRM super when it comes to digital marketing because that's what we're talking about. We're talking about industrial sales, industrial marketing, industrial branding and that is a great tool. That's active campaign. The other one is BombBomb, Bomb, B, B, O, m B. And that is a fantastic tool that you can deploy and interact with your customer or even a your prospect. And it is a video he marketing platform. Fantastic tool. So those are two to external resources that I think you need to be completely aware of. Okay, so what's, what's one, once again, people are going to get angry with you, right? They got angry with Mother Teresa,

[06:31]                                    but it doesn't matter because you're not going to be a mean person. You're not going to be mad at them. Let them get angry because you're trying to earn a living. You're trying to earn your way in life. You're trying to provide for your family. Get that mind right. Do not pull your punches because you're valuable. You're services are valuable. They can solve problems. So nonetheless, you're going to get angry, but you don't care because you got your mind right and you're providing a great service. Thank you very much again for joining the industrial talk podcast, and we'll be back tomorrow and we're going to continue to drop these value bonds. Have a wonderful day. And always you say.

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