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/

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 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 episode of Industrial Talk, we're onsite at Accruent Insights and chatting with Frederic Baudart, Sr. Product Marketing Manager with Accruent about solutions to inspire the next generation of industrial leaders.  Here are the key takeaways:

Also, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2024. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

FREDERIC BAUDART'S CONTACT INFORMATION:

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

Personal LinkedIn:  https://www.linkedin.com/in/frederic-baudart-cmrp/

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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

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

Palo Alto Networks: https://www.paloaltonetworks.com/ot-security-tco

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 Frederic Baudart with Accruent appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at the Digital Manufacturing Summit and talking to Meaghan Ziemba, Founder and Host of The Mavens of Manufacturing about “Advocating and Educating for More Women in Manufacturing”. Get the answers to your “WIM” questions along with Meaghan'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!

MEAGHAN ZIEMBA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/meaghan-ziemba/

YouTube: (605) Mavens of Manufacturing – YouTube

Company LinkedIn: https://www.linkedin.com/company/38th-street-studios/

Company Website: https://www.38thstreetstudios.com/

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, Meaghan, women, mavens, kids, industrial, important, innovation, younger ages, opportunities, talk, trade, manufacturers, exposed, symposium, chicago, blinders, iot, conversations, police officer firefighter

00:03

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge Industry Focus 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

all right industrial talk the celebration of industrial professionals all around the world. You are bold, you are brave. You dare greatly. And our guest is right there. She's working on her iPhone. Just don't go look if you're out on video, talk to him. Don't go look at that, because she's not engaged. Now. We We are broadcasting live from the digital manufacturing Summit in Chicago had a problem with the last one I said Cleveland, which was completely wrong, because we are in Chicago. Anyway, we are talking to some of the best from around the world. And we are talking about digital transformation. We're talking about manufacturing, we're talking about solving problems from you know, that you need to be aware of so anyway, you know, Hot Seat. She's been very patient. Her name is Meaghan Ziemba. I got that right, didn't I? You did. All right, man. mavens of manufacturing. And we're going to be talking about women in manufacturing. inspiring women. Let's get cracking. Hey, Meaghan.

01:19

Hey, how are you, Steve?

01:21

Ah, see you. My name is Scott. I'm Scott Mackenzie with. Yeah, that's okay.

01:27

We need to start over now. No,

01:28

absolutely not. Now see, that's, that's what makes podcast real. Right. It's just as you know, what's the funny part about this? Meaghan, is the fact that for my life, everybody thought that my name was Steve anyway?

01:41

Well, that's terrible for me, because I should just remember your name. And I totally thought I had it. I did it.

01:53

Okay, no, because what's important, what's important is what we are going to talk about, before we get into that. Let's just sort of level set on who Meaghan is so that people understand. Oh, Meaghan is oh, if that's who Meaghan is.

02:11

Yeah, so I am in technical writer by trade, I actually have been writing for manufacturing since 2008. And I started in a trade publication industry, which was really fun because I was able to talk to a variety of different companies and learn about their products and their processes and share their stories. And then throughout the years, I've entered in the marketing aspect of things and helped industrial manufacturers, talk about their brands, and really bring their story to life and take the boring out of the technical information and humanize it a little bit. But about two years ago, I decided that I wanted to start my own freelance company. So now I'm a freelancer. And that's been pretty fun. And I also started mavens a manufacturing, in hopes to inspire the next generation workforce by sharing the stories of the amazing women who are in the sector, to inspire other girls to come join. So

03:09

noble purpose, I like that great focus must needed type of service and solutions. So I like the fact that when you're in your, your background, I think that simplifying, or the ability to simplify or communicate in such a way that is consumable for people to the manufacturing and manufacturing process, and is very important, because sometimes it's it's, I'll just be real. All flatline. Yeah, I will flatline and a jet second, if it's too hard for me to if I have to consume too many gray matter calories to figure it out. I will, I will, I will just

03:56

Yeah, and we're definitely a sector of acronyms. So if you are not familiar with engineering, or manufacturing, and you hear all these three to four letter, sometimes five letter acronyms you can start to really get confused and think.

04:15

And, you know, the best part about it is it never stops. So here, we're here, and we're talking digital transformation. So number of years ago, it used to be IoT, great, fantastic IoT, and then all of a sudden IoT was the miscellaneous file, which then included AI cloud edge, you know, data analytics, everything that you could possibly imagine is all of a sudden IoT. Yeah, no, that's not it and and, and it never stops the the lexicon continues to expand and if you can simplify, it's great.

04:50

Well, and then it turned into industrial internet of things. So I OT. Just complicated even a little At my,

05:00

yeah, I was okay with IoT I got it I stick a device out on an on a motor and it just starts reading data. And I got that. But what what's what's the industrial component to it? Why why is that so? Doggone important? So with with? What is the problem that you perceive within women in manufacturing? Why is it important for this amplification to occur in women?

05:29

Yeah. So if you read a bunch of the studies that have already been put out one in specifically is by Deloitte, we're only representing a small percentage of the entire sector. So we're around I've heard different percentages, it's usually between 23 and 30%. When you break it down, in discipline, it's even less. So it's one to 2%, sometimes 3%. And the whole thing about innovation and all of these advancements in technology, you really want to have the entire talent pool included when it comes to innovation, and innovation of thought. And in order to do that, you have to kind of include everyone from different groups and different cultures in different areas. And in the United States, manufacturing sector has been predominantly male. It's also been predominantly white men. So how can we change that? And what can we do and there's a lot of different theories of why women have avoided this sector. But you know, now it's a great time to be because we are seeing a lot more women coming in, especially in leadership positions, but we're still not quite there, of having that balance. And that's one of the things that I want to work on. Because I believe that balance, hopefully, we can actually have higher numbers than the guys just because I'm competitive. And I always want to win. So we can get that balance, I feel like we have a better opportunity for more advanced innovations and technology. And that's going to actually help us to on a competitive level on a global level of competitiveness, where if we have a better manufacturing foundation versus other countries, then we can be stronger as a nation and have a lot of advantages for that as well.

07:19

You pretty much thought through this. Yeah.

07:21

Another thing that we need to consider too, is the skills gap. So we have all of these open, opportunities coming up. I think one of the studies said 2.3 million by 2030. Again, that's from the Deloitte study that I read. And if we don't start filling up those positions, we're going to lose some of that strengthen our manufacturing Foundation. And that's a national security threat. So we don't really want to do that. So

07:49

I believe we're already there. I think from a manufacturing from a security from a vital economic, you know, vital economic to our our country. I think that I think we're already there. And we've got we've got to play catch up.

08:04

Yeah.

08:05

How do you when we start talking about women in manufacturing, what do we need to do to begin, you know, inspiring these, these women have to do this to go down that road.

08:21

So I think we need to start earlier at younger ages, and we need to bring, we need to start prioritizing trades. Again. A long time ago, trades were really important, and they had a budget in our curriculum. At some point, though, that was lost. And they were sort of put on the backburner. And we're feeling that now. So we need to reprioritize the trains. And we need to incorporate that in the curriculum in our educational systems. And we need to start younger, so elementary school, middle school, we need to start exposing these kids to some of these trade skills that are very needed. And in order to do that, we need to bridge the gap between manufacturers and the communities that they're headquartered in. And they need to be more involved with what is being taught to our students, and more present, so that when, you know things are coming up, they can show the students Hey, this is what we're making in this factory. And here's some of the stuff that you can learn to help make this product that we're making. I know that you know, in kindergarten through fifth grade kids are not going to care what an engineer

09:34

I'm gonna know I'm gonna argue or push back on that

09:39

here but not know, like, really fully understand what an engineer is. That was the wrong way of saying no, no,

09:45

no, no, no, no, there's no right or wrong, but I have a I have a situation where when I was boy, and in elementary school, and I think this I remember it was second grade, and somebody brought it into film. You about how do you get baked goods to the store shelf? You know, those old ratty one is like, hey, hey, Joe, what are you doing? And this is a guy, and we go, and then I'm making that kind of sound. But it but I still remember it today. And I think that there was there's some value in just sharing, sharing what what is taking place, and I think you're absolutely spot on.

10:26

So like when you ask, so I have two toddlers at home. They're three and four. And they always talk about wanting to be a police officer. And the reason why they are talking about that is because my husband is an officer. And we actually would go and visit him and we would show the firetruck. So anytime you ask them, hey, what do you want to do? What do you want to imagine? They always say police officer firefighter, because that's what they're being exposed to. So if we can take that same thought process, and take things like what you just mentioned, where we're bringing in these videos that show how something is manufactured all the way up to the shelf life, I think kids would get more excited about these opportunities that are here in engineering and manufacturing, because it's not the dirty, dark, dark place that it used to be. Yes, there's still areas that that exists. But there's so much more with additive manufacturing, robotics, automation, it's more advanced technology is more problem solving. And I think the younger generations are attracted to that kind of stuff. Because, you know, they're the generation of technology, they've probably had a cell phone in their hands since the moment they were born. And they know how to use some of the stuff that we had to relearn ourselves because we weren't exposed to it at younger ages. So if we can figure out creative and fun ways to expose the younger kids to these opportunities, I think that's a great way to start. in the right direction. Nicholas, I

11:56

can't I can't agree with you more, because I agree. I think that we have to do a better job. And I think we have to really begin recognizing the necessity for doing more trade stuff. And when I was in high school, yep. I learned how to weld. Yeah, to this day, I know how to weld. Because I learned in high school. And and I think that that's, we just have to do a better job. Because to your point, manufacture is not, you know, a dirty job is sophisticated. It's it's important. And and it's not going away. Right? I just think that your purpose behind it and getting women involved?

12:41

Yeah. So I mean, for awhile, there was a way that schools were guiding boys and girls to a certain career pathway. It just happened to be that way. And it still is sort of happening today, we're getting a little bit better. And it's coming more of a priority in some of our conversations. But one example that I have is the high school that I graduated from, I did an event back in October. And it was a virtual event. And it was to show these kids in the VO tech program, the opportunities available to them from the basics that they were learning in the courses at the high school that they were taking. It was to show them Hey, yeah, these are just the basics. But these basics could lead you to here. And out of the 30 students that attended there was only four girls. And the four girls were only participating in those classes because either their family member encouraged them because their family member was in engineering or manufacturing, or the teacher in the VO tech program actually pulled them out of the hallway and said, Hey, I think you would like this class because of a, b, and c. And kudos to the teachers that did that because that meant that they were paying attention to the interest of the students that they were showing in the school setting. I think we have a lot of work to do in terms of retraining some of the school counselors because there's so much change happening on a continuous basis that school counselors aren't going to know how to talk about some of these opportunities or how to look for other skills that could be transferable over into some of these opportunities within engineering manufacturing.

14:19

I think to your point I think that that was one real challenge because I think that conventional traditional education the way it is today, there is a real disconnect between the speed at which innovation is happening. The importance of of manufacturing in other professions. I don't know if our our school systems all the way from elementary old up are a nimble enough to be able to address the realities that exist in the market today and the needs because I just don't see it and in I think that if I can, or if we can start to educate early on, and not make it as like a bunch of guys, you know, pushing a wheelbarrow, but something really sophisticated, I think you I think you plant the seed of interest and excitement at an early age and it's just a natural progression. Do you agree with that?

15:22

I do agree with that. Because I feel like when you get to a certain point in your schooling career, so when kids are at a younger age, they just have an innate curiosity about things like they want to know how things work, they, they're more, they don't have any boundaries or blinders set up. And then as they progress through school, you know, they're pointed in all different kinds of directions based off of their testing and everything. So for example, I was always good at English. I loved woodworking,

15:54

say, dog got a good, good thing. Yeah, you do, right?

15:58

Why I loved woodworking class. But I was always encouraged not to do that. I was encouraged to do home Mecca, sewing, and I hated sewing, my sewing teacher did not like me at all. And I think that was a missed opportunity for me, but because I always tested well, in English, I was always told, Well, you're going to be an English teacher. And I'm like, that's really boring. I don't want to do that. So I think we need to stop, like putting those blinders on kids, and see what their interests are, and pick up on how that can be transferable across disciplines. Because just because someone's going to English doesn't really necessarily mean they want to be an English teacher or a college professor, because that's what was attractive.

16:41

I taught college and I gotta tell you, I hit it's, it's challenging.

16:45

Yeah, I, I, my sister is a teacher, and I give her all the credit in the world, because that requires a lot of patience, and I just wouldn't be able to do that. So working with kids that aren't my own would be a huge learning experience for my patients level, I think.

17:05

Well, I just think that the reality of the future, from a workforce perspective is clear. We're not getting it done. We're not getting it done the way it is. So what do we need to do? We need to do a lot of I just begun to education. Yeah, Kashinath beginning.

17:26

But I think to what manufacturers need to do, as well as the women that are working within their companies put them in a position where they can go to these schools and have conversations to because when those younger girls see these women, and they're gonna be like, I want to be like her.

17:41

Yes. It's all gone it. How do they get holy Meaghan,

17:47

you can get a hold of me on LinkedIn. Or you can go to mavens and manufacturing.com. And I have a link at the bottom of the homepage where you can schedule some time with me and I'd love to chat with you and learn more about your story.

18:01

doggone good. Her last name Z.I.E M. B. A. So if you go out to I'm sure there's not very many Ziemba’s buzz out there.

18:10

In Chicago. There is, is you're really

18:13

Yeah. So if I go on LinkedIn, and I say Meaghan Ziemba now I'm gonna pull up a bunch of Meaghan Ziemba.

18:20

Meaghan Ziemba.

18:23

Yeah, got that. All right, listeners. That was Meaghan, thank you very much for joining industrial talk. Once again. We are broadcasting from the digital manufacturing symposium in Chicago, Illinois, great venue, great people solving problems. Important important. You need to be a part of it. So put that on your bucket list. So that's important. All right. Do not go away. We will be right back with another great conversation shortly.

18:49

You're listening to the industrial talk Podcast Network.

18:53

All right. Again, thank you very much for joining industrial talk and a hearty thank you to mega Ziemba. You got to check out her podcast mavens of manufacturing. She brings a tremendous amount of passion and desire to help help manufacturing succeed and definitely an advocate for bringing in more women in manufacturing. Absolutely love the purpose. Meaghan brings to the table also. You got to at least for 2023 Go out to transformative media transformative media. They're the ones that put on the digital manufacturing Summit, no symposium, excuse me, get it all confused. And I was very impressed with the caliber of professionals that are that were at the event the desire to collaborate, the desire to educate and really solve or attempt at work to solving the challenges that exist today in manufacturing that is the digital manufacturing symposium. You Go out to transformative media and find out more. They've got a ton of other events. And if it's anything like the digital manufacturing symposium, you will not be disappointed. All right. We're gonna have other great conversations. You have to be bold. Yes. Brave. Yes. dare greatly. Please, please do that. Don't Don't settle for comfort. Settle for sacrifice. Keep pushing. We need you, manufacturers. We need you. Alright, hang out with Meaghan. You're gonna change the world. Thank you once again for joining the industrial talk. We're gonna have another great conversation from this symposium shortly so stay tuned.

The post Meaghan Ziemba host of Mavens of Manufacturing 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!

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!

SCOTT DRAKE'S CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

Armis: https://www.armis.com/

Trend Micro: https://www.trendmicro.com/en_us/business.html

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

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

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.

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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.

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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.

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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

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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 Podcast we're talking to Max Efimov, Specialist Executive at Deloitte about “Operation 360's Focused and Pragmatic approach to Asset Management”.  Get the answers to your “Asset Management Strategy” questions along with Max's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

deloitte, organization, operation, industry, people, max, framework, innovation, business, pinwheel, introduce, technology, solutions, conversations, hear, elements, iso, talk, industrial, asset

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. Alright, welcome, once again, thank you very much for joining industrial talk a platform that is dedicated to industry heroes such as yourself, you're bold, you're brave, you dare greatly you're innovating, you're solving problems, you're changing lives, and you're changing the world. That's why this platform celebrates you each and every day. All right. This is a Deloitte series, we are talking about asset management, we're talking about maintenance, we're talking about strategies around that on this particular episode, and in the hot seat, Max, Efimov, and you got to go out to his stack card out there. It is impressive. That's last name is spelled e f IMOV. I'm telling you, he's engaged you if you're touched by this conversation, and the solutions that are available, and once again, this is a series so we're gonna continue to build on it. You got to reach out to max, let's get cracking.

01:20

So I'm reading a book.

01:22

Yeah, books, books are my advisory board, for lack of a better term.

01:31

I pick them up, I read probably a chapter or two, I put it down, I try to deploy whatever recommendations are in those chapters or whatever wisdom have been imparted. I try to do that. And then I pick up another book, and then and so on, you get the picture. I'm always reading about it, because that's my advisory board for industrial talk media. Now, with that said, I'm reading this book.

01:55

And I'm always fascinated by innovation. I'm always fascinated by how fast it is going. And a good friend of mine.

02:06

Lucian gave me this particular book, he's with IIoT World. And he gave me this book, and it's called The Future is faster than you think. And it's a fantastic read. I just kudos to the to the the authors, which is

02:23

I want to say Diamandis and Kotler, you can definitely get it out on Amazon, no doubt about that, however, very good read. And then you realize what we take for granted and all this innovation that is taking place.

02:37

It's happening right before and we sort of, we don't realize it, and and we just sort of experience it, which is, is great. But there's there's it's just traveling really fast. And it's exciting. If you're in the industry, if you're into into that, I highly recommend that book, it also brings me to the point where I don't think we can educate fast enough. I don't know how to, I don't know how to put in my head information that is needed for

03:08

keep moving the ball forward or pushing the ball forward. And so it's it's an interesting challenge, how do we educate faster? You know, when there was a section on AI, machine learning all of that. And there that technology, these, these computers are able to learn quick? How do we as people learn quick? I don't know, I know, all I could do is just keep reading. And I recommend that you do because got it. The world is depending on you, industry professionals. Now. I also went to a couple of conferences. And I want to just quickly summarize what what the points were. And I just write them down. It's not a big deal. But I just there were really some key points within these two conferences. The first thing is that one, there was a concern that innovation and what's happening in the world today, innovation is not going to be truly available to the small to midsize businesses. And so, you know, large companies, yes, no problem. We're gonna deploy it and but you see the advantage associated with that make mistakes, whatever. What do we do to allow this innovation to allow these this, this insight permeate into the small to midsize business think about that come up with a solution their workforce. boiboi workforce workforce workforce I can't find people can't do I reskill do I upskill What do I do?

04:45

A big challenge. A big question mark. People are trying so I parked that on you.

04:52

Education. Again, we were talking about rescaling and upskilling we've got him because of the speed which

05:00

Innovation is taking place. Big, big topic. And then are we in the world of innovation? Are we in the world of technology in providing solutions? Are we actually listening to the customer? What do they need? What problems are they tried to solve?

05:22

I think sometimes in the world of innovation in the world of, of technology, we get ahead of our skis. And we think that manufacturing or industry needs certain things. But really, when they just got to a problem that they need to solve, and are we just sort of overlooking it? Are we having those conversations that are important to our customers? A big one, trust, trust. I don't know who to trust. With all of this stuff that's coming my way this tsunami of information, innovation, insights, all good. Don't get me wrong. But who do I trust? It's, it's sort of a lexicon. But who do I trust? As well as it's a risk on my part, if I decide that I go down with, you know, one person or one company or whatever it might be? What risk? Am I?

06:20

What am I starting to see? So risk trust, keep that in mind. real conversations with real collaboration with your customer? There, they have problems. are we collaborating and solving their problems? Are we having great conversations that help them succeed? Because the reality is, they have to, we've got to figure it out. So that they succeed, they are that important? Where do I start? What do I do? How do I start? Where do I start? Don't have a question. Supply chain, big, big topic, big topic, pain point. We all know that. And then finally, the topic that everybody needs to talk about, but nobody wants to talk about. And that's cybersecurity, with all of this connectivity with all this digital transformation with this journey, a, a fundamental component is cybersecurity. But nobody apparently wants to talk about it. And when they do talk about it, it's it's really difficult to understand. So how do we simplify, remove that friction? It we've just, it's it's a people issue, the technology, the innovation, and the big thinkers out there, such as Deloitte, and others, they're dealing with it. But are we having those conversations with those companies that are small to mid size, that are dealing with challenges and problems, I throw that out? Those were the points that I took away from smrp. And the manufacturing and technology show last month. Alright, let's get on.

08:14

So this is a series and of course, once again, it's going to be Asset Management is going to be reliability, it's going to be maintenance centric. And this is a model that Max and team Deloitte have put together called operations 360, you'll hear the term pinwheel, but the way it's laid out is very logical, very straightforward. Plug and Play to a certain extent, but the reality is, you need it. You need the solutions. You need the insights, it's vitally important to your business, the resiliency of your business, but fear not we're going to have, you're going to say Scott, I can't I sort of see it, but go out to industrial talk.com. We're gonna have a download of the document and the pin will and some of the parameters associated with that. Alright, let's get on with the interview. Here's Max.

09:06

Max, welcome to industrial talk. How you doing today? I'm great. Thanks for having me. Yeah. We're, you know, listeners, we're going to be talking a little bit about asset management. We're going to be talking about maintenance. We're going to be talking about the strategies associated with that. And Max is definitely he brings the street cred. He's a leader in that field, big time. Before we get going. Max, give us a little 411 on who you are. Thanks, God. So my name is Max. I'm off. Today I'm hailing from South Dakota.

09:40

Home of the Mount Rushmore and

09:46

and the devil speak nearby. So

09:52

I got to tell you, I that's that's on my but I've never been up there. Should I go up there? Absolutely. Absolutely. No

10:00

It is absolutely place to visit.

10:05

Now, especially if you and if you have Phezzan Hunter sounds the place to be. Yeah, it's the it's the place to be. I didn't know that. I didn't i All I remember is Mount Rushmore and and I don't know anything else but but it's it's always a beautiful picture Most definitely. All right, let's, let's get into the conversation the topic.

10:26

Listeners, we're going to be talking about this, this model, this model is called operations 360. Now Max is going to take us through sort of the the high level, then we're gonna dive deep in ladder podcast, but right now we're gonna just define about what this operations 360 Looks like, I've got the diagram, I like the way it's laid out, I can follow it. And therefore listener, you could definitely follow it, we're gonna have it at industrial talk so that you can download it as well give us let's start high right now, why is this diagram so unique, in a sense.

11:04

So I would actually say it is the combination of a lot of talent and a lot of thought as at Deloitte we put together So

11:16

what started with its will look at the existing frameworks. And it says management consultant would like to reuse a lot of stuff. But also, we like to put a unique spin on the stuff we have. And so when we start looking at in the asset lifecycle as the Deloitte, global Deloitte, and we look around, what is the competitive do what is the market does? You know, what are the current challenges? And what are people struggling with, and it's really become very interesting is, you know, the continuous improvement and operational excellence frameworks are nothing new. They've been existing with we found very few of them, I actually almost none of them taken in account industry 4.0 Yeah, they, they haven't been renewed in a long time. So they're also have,

12:06

they kind of started as a in the late 80s, early 90s. And organization established and put them together, but then it's kind of become static in place. The two most common framework you've probably heard in the market space, it's the ISO 55001. You know, that's one that's common for reliability maintenance of the team. But then you also probably heard that Lean Six Sigma, everybody heard about, the Lean Six, is basically

12:35

continuous process improvement, customer focus, and basically removing the waste out of that supply chain and improving the processes. So that's the two common ones, but then when you look at around, all of them,

12:50

have been implemented in the organization in some form or fashion. And they're very good framework. However,

12:59

there, they do provide a robust set of methodologies. But none of them are really comprehensive enough to start addressing new emerging challenges. So if you think about it, ISO 55 55,001 It's actually been static since 2014. So if you think about it, you know, just kind of put this in the context of what does it really mean for the industry in 2014?

13:24

You know, autonomous cars or drones was almost like Terminator 2.0 science fiction nowadays was Tesla you talking to six weeks, six years down the line seven years down the line, and we talking what level of automation we actually introducing into the operation and what level of automation we want, you know, self driving cars, self fino autonomous delivery, etc, etc, etc. You know, six sigma,

13:51

kind of a same way. Again, very solid, but

13:57

very few start thinking about how do you start applying those frameworks for things like

14:03

a gig economy, you know, how do I actually address the energy transition and decarbonization? You know, how do I start looking at the ITU T conversion in cybersecurity? And, more importantly, how do I actually apply those techniques and the frameworks to future of a modern workforce? You know, think about it. The people who in the current workforce are about to enter in more workforce, you've probably heard the term digital native.

14:33

And a good example in my personal life, my son who's 12 probably knows more tips and tricks and constantly teaching my wife and I how to use iPad. So just a different way the people and the current generation basically interacts technology expects of technology and thinks about technology.

14:57

Yeah,

14:59

yeah.

15:00

And I agree with you 100%. And especially the way industry for Dido, the innovation associated with the people who are like Deloitte are just constantly pushing that digital economy. It there's a velocity there. And if if you're not, if you're stuck, it's not negative, don't don't come texting me and saying that's negative. But if you're working from the ISO 55,000, or the Six Sigma, all fine, all great standards. But if you're working from that, you're there is a lot of other things that are taking place that you're might be missing, and you just don't see it. You don't know.

15:40

You absolutely right. And that's why we as a Deloitte, that's why we kind of start thinking about this future challenges, and sort of like, how do we address this unknowns, but at the same time, we want to make sure that we addressing with the pace certainty, and techniques that people can, you know, it's not some futuristic stuff that people cannot understand. Or they feel like it's a,

16:04

you know, too far out there. Right. So it's basically how do you introduce the in a transition your organization was

16:12

based on velocity uncertainty that you expect to have? And so also, how do we introduce the standard, you know, also not to rework everything what the people already have? Because, again, ISO 55,001, or

16:28

Lean Six Sigma, perfectly great philosophies perfectly great frameworks. So how do you leverage all that knowledge that currently have and basically build upon it. So that's why we've come up with Operation 360. It's

16:42

a proprietary framework for Deloitte, it's something we've developed. And we developed this as what we believe it's a help to simplify and drive operational excellence and continuous improvement in meaningful and measurable way, taking the challenge, emerging challenges, as well as the current challenges

17:04

and introduce

17:07

future, you know, introduce this

17:12

introduce innovation in a very pragmatic way. I think that is the very what's what, what's important to us, it's basically, how do we introduce the changes in the organization, you know, in a way where

17:27

it become pragmatic, it becomes value added. But it's also sticks within the organization, because of one of the biggest challenge. It's like, how do you introduce change, without actually rejecting the change.

17:46

And what we're talking about here is, is the necessity to change now, let me put my

17:53

so I'm a manufacturer, gone into existing standards, I've invested a lot of time, energy and effort. And I hear what you're saying. What I do like about the approach, this operation 360 Is that it adds it augments, it sort of bolts on to my existing standards. And therefore, I'm able to change in a way, again, to use your words, pragmatic value added and the recognition, that industry for Dotto, if you're not in it, if you're not in this digital transformation, whatever it looks like, then you're you're missing out. So let's let's start talking about the pinwheel. Give us a little overview of what that is and go forward. So when we look at the you know, what you refer to pinwheel is basically the heart of

18:49

operation 360 framework. And the way we look at the pinwheel, it's really the combination of 12 essential elements that any industry any asset intensive business does today. So it's basically the combination of the best of today was a

19:07

digitally enabled future of tomorrow. And really what it says it's a you know, if you think about the other room, it's a 12 elements of the operation 360. And so if you look at it, it's the combination of operation and environmental safety

19:24

in security and information, risk management, so security,

19:30

Emergency Response Management, incident investigation, facility and design construction, reliability strategy, integration of third party services,

19:44

tying all this with

19:47

business performance management and profitability because again, let's face it, most of the business doing this for the in order to betterment of the

19:57

all of the stakeholders. It's not just the monitor

20:00

income, but it's also positive impact impact on the environment. So that's why we say it's a performance management rather than just a pure, you know, but most commercial businesses also looking at the in terms of profitability, then it's also makes sure that all of the community and stakeholders are engaged in properly communicated, as well as recognizing there's a special place for regulatory and compliance assurance. And lastly, what we call it knowledge management. And it's basically how do you retain that institutional knowledge that we see time and time again, every time we go through this generational change in, in a workforce? It's effectively walking away? And then it is organization do struggle with that. So that's, that's really the pinwheel in a sense. All right. Well, what I do like what I do, like when I look at that, again, when we start talking about existing standards, we've got, of course, the continuous improvement, we've got operational excellence. And that is all wrapped into this particular because you cannot, you cannot deploy, if you don't have a desire to have continuous improvement, operational excellence, and you continue to sort of work it. The other thing that I like seeing is that the you have these thirds, and the first four elements of the pinwheel talk about management, commitment, people and relationships. I like it. I like how it lines up the second four, because it's 12, the second for governance roles and responsibilities, and then finally, systems and process, the remaining four. I like how that's chunked together. Now, if I'm an organization, Max, and let's say, let's say I've got my governance roles and responsibility pretty much nailed down, because we're we just like that.

21:57

Does it have to be all or nothing? Or can I just sort of

22:02

pick another sort of third of the wheel? And that'd be able to focus in and then work that that route? Can I do that? Absolutely. Absolutely. And that's why we purposely designed this to be circular. Alright, because again, as I go back, our premise was when we look at it, the all of the existing standards

22:23

in the world, you know, ISO, Lean Six Sigma, etc. We looked at our own Deloitte generated insights from various projects, we say, we looked at, like, how can we introduce this

22:36

in a non disruptive way. So, it's, it's effectively been designed to introduce organically into organization and grow through their organization. So for instance, if you already have an absolutely top up top quartile reliability strategy or facility in the design and construction,

22:56

you know, and then you say, Well, you know what, I have that, but how do I actually, you know, the my next pain point is basically, how do I retain the knowledge? Absolutely, there is a way since the, you know, that's the How to framework design. So each, you know, he can be combined, if, ultimately, all these 12 elements can be combined. But each can be handled separately. So, in a way, I would say, by employing operation 360 framework, there's a six principal advantages to the organization that we see that's yielding. First, it's provide a systematic framework to enable industry 4.0, and data driven the intelligent enterprise. So it does linking people assets, information, technology, risk and cybersecurity, as well as it continues to continuous improvement across the entire lifecycle of enterprise. And so it's not just, oh, it's only for the operations people owe it or it's only for the CEO, CEO of the worlds or Oh, it's only for the cybersecurity is for the entire organization holistically. The second advantage is because Operation 360s, a digitally native,

24:13

we believe that it helps organization to focus is to focus in the maximize the business transformation benefits. So again, it's kind of again, to as you talked about it, I can combine those elements, however, I can identify if I'm looking to my overall operation and what you know, instead of just digitize everything for the sake of digitizing everything I can take a look at says what is my competitive advantage, it's allowed me to dissect my business across those elements. It's allow me to focus my efforts and then move on to something else, because you can always continuously improve, you know, today, tomorrow and so forth, but it allow you to provide a meaningful and therefore, that is the third reason by focusing on the specific

25:00

If ik elements we also believe it's allow you to get the organization to focus on it. It and OT conversions, right. So it's an information technology and operational technology conversions. It's incorporating in the profitability and performance dimension. Right. So it's again, it's the investments that generate value, not the investments for the investment sake. And Operation provided predictable, reliable,

25:30

predictable outcome and strategies across the business function, as well as the technology enablers.

25:37

The fourth advantage, we believe that for organizations, once they start adopting Operation 360, he will also help

25:46

organization to reduce implementation costs, as well as adoption because again, it is not something revolutionary. As I said, early, we've designers to actually fit in with an existing organization. And taking the best of what's has today's like, if you think about an ISO, it's not just the 55,001. But it's taken a combination

26:10

of ISO standards, like a 14, two to four, it takes 250 5001 31,000 for the risk management at one one around interoperability, as well as all because it's also taken accounts of stakeholders and the compliance etc.

26:31

It's got Scott, did I lose you? I'm here. Okay. Well, well, yeah, I'm sorry, we get a little digitize. It's a part of technology. So we're still on number four, we've talked about how it's, it can sort of reduce the implementation costs, which is pretty doggone cool. Because that's a, that's a big element, my friend, big element. Yeah. So it's simple. It's reducing the implementation costs and adoption time by virtualizing, the best of ISO standards. And it's like things like a 14, two to 450 1000, you know, 31,000, on the wrist 18, one and one on the interoperability, interoperability. And it's also aligned, allowing you or allowing the organization

27:13

align those standards and align this elements with the organization core mission in guiding principles, right, because the pinwheel itself, also take into account the fact that this is not just that ISO standards, but there's a wider group of stakeholders and communities as well as the regulatory bodies you have to incorporate. So again, it's how do you introduce those changes in a meaningful or in a meaningful way that is actually value added?

27:42

So the first one, it's recognizing that the technology, maturity rate, pace, is actually enabler. It's enabling effective,

27:54

effective management, and a development of competencies in the skills because again, it is not just the IT skills, but it says, how do you introduce and actually build as digital natives, across the most technical disciplines, engineering disciplines, as well as at work? So it's how you start incorporating this, the future of the workforce? It is basically how do you build out the competencies? And lastly, it's enabled the data driven decision, and also because it's a very systematic, it's allow you to understanding your decision, not just in the context of pure dollars and cents, but it's gives you this holistic way to look at like, how is it how's the decision, those data driven decision impacting the safety, operational priority, as well as the total cost in a stakeholders across the entire asset and their organizational lifecycle? So I think that is the six key differentiators that we see where operation 360 plays out? Well, and it's, we truly believe this is actually you know,

29:02

and then if the opera organization want to expand their framework, and I want to move in into the industry 4.0 It's, it's actually something

29:14

we would recommend to look at it. Yeah. And this is how I look at it there. Max. The reality is, is that it's a

29:23

being a simple guy, wanting simple solutions. I see that the pinwheel, per your, your, the values, the six points that you pointed out. What's nice about it is that I can navigate meaning I can go around and and you touch on every element that I have to consider. It's not that I'm it's not that I'm going okay, I just use one side and then I got to go find something. It's all right there. And it and it's easily navigable. That's a word it is I'm gonna make it a word. And and that's what I

30:00

Like, and and it's, it's not spread out all over the place now. Now listeners, I'm not gonna sugarcoat it, the elements have, it's like, like the iceberg. There's a lot of depth to it. But at least you can say risk management, I see it right there. We need to, and, and dive deeper. But that's where, you know, Deloitte, and Max can help facilitate those conversations as well. So I like it.

30:30

Oh, and that's the entire? It's exactly the reason. Right? So it's make it easier for people to wrap their heads around, what is the enterprise does look at this holistically. And recognize that each decision you make does have a downstream impact, or the side impact across and in a ripple effect across the organization. So

30:53

yeah, that's, we believe the simplicity is the key, right?

30:59

It's huge, with the the, the chirping that goes on in the industry. And like, it's sometimes it's, it's so foggy, it's, it's, it's hard, I don't know where to go, I don't know what steps to take. I hear it, I recognize it, I need to have it, but I don't know where to go. Here's a nice diagram that says, Here, right here, give this a shot, and then be able to, I would imagine, correct me if I'm wrong, Max, I can hear the other

31:31

viewpoints and be able to sort of dovetail them into this particular pinwheel to give some context associated with it. Is that correct? Absolutely. As a matter of fact, what we hoping to do by people looking at this operational framework, Operation 360 framework

31:48

is definitely a Deloitte

31:52

design. But we're also hoping that by opening up a little bit, we can create the ecosystem around Yeah. So it's not just oh, my, you know, everything is all about the Deloitte but because it's, we hope, our hope it's an open framework, that people can actually

32:14

insert their own solutions. Yeah, and have their own little flavor of operations. 360, because

32:24

our point of view, it's, there is no one size fits all, you know,

32:30

it's

32:33

there, there has to be a centralization. But even the standardization has to be meaningful to the organization that want to standardize. Yeah. And that is nice, because another pushback that, that I hear and others hear is that you're trying to shoehorn me into this particular approach, but that's just not whatever it might be. It's not our culture. It's not how we we work is whatever the pushback might be. So again, I love the flexibility to it. I like that, and you're absolutely right. And especially today, gosh, we need to have that we need to have that ability to collaborate, and create solutions that are meaningful to the organization, we're gonna have to wrap it up on that one. So, Max, how do people get ahold of you.

33:26

So very simple.

33:28

Obviously, my information will be provided.

33:32

Simple Way is, you can find me through the Deloitte, obviously, folks can reach out to me, and I'll provide my contact information that my Deloitte email account, they can reach me on the LinkedIn. Also, on the Deloitte website, we have an asset ecos system.

33:51

Ah, I'm one of the leaders for enterprise asset management capability was in the asset ecosystem. And they always can call me. And if not, if all if everything fails, they can, they can get the they can get to me through Scott. Yeah, that's exactly right. So don't come to me and say, I can't get ahold of Max, because there are too many options out there. He is definitely easy to get ahold of doing a lot of great work out there. Now, this is a series just FYI, I want to make sure that I reiterate, it's a series. This is the beginning of the series. This is asset management. This is maintenance it is it is everything's associated with it and how we plan to approach this particular pinwheel and beyond. So bear with us as we continue to build this information deck. And we're going to continue to hammer and continue to provide great value for you listeners out there. Alright. Max, thank you very much.

34:51

Thank you so much for having me on industrial talk, Scott. Always a pleasure. So hold on more soon. All right, listeners. We're gonna wrap it up on the other side.

35:00

Again, we're gonna provide all the contact information. Plus, Plus, we're gonna be able to give you the link to download this particular document. Big time. It's important. Alright, so stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

35:23

All right, once again, thank you very much for Max joining on industrial talk, once again, this is a series. So make a note of it, put it down on a piece of paper, put it someplace, because we're going to continue to build on this very important topic. And that is, of course, what are the strategies around maintenance? One of the strategies around asset manager? What are the strategies that you can deploy to give your business, greater resilience going forward? It's got to happen. I mean, it's got to happen. And here is a methodology that even I mean, can understand. And that says a lot. All right, we've got to be about education. That's what this is all about. industrial education, because you need to be constantly filling that brain with solutions. So people be bribed dare greatly. We're gonna have another great conversation. Hang out with Max. You're gonna you're gonna like it. Reach out. All right. We're gonna have another great conversation right around the corner. So stay tuned.

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On this week's Industrial Talk Podcast we're talking to John Nottingham, Co-Founder of Nottingham Spirk about “Solving Customer's Problems Through Innovation”.  Get the answers to your “Customer Centric Solutions” questions along with John's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

nottingham, customer, patent, innovation center, obvious, big, problem, innovation, john, sherwin williams, put, digital, location, prototype, product, industry, dazzled, manufactured, scott, real

00:00

This industrial talk podcast was recorded on location at Nottingham, Spirk and E and y or Ernst and Young or just EY. Both companies dedicated to your success focused on the future and solving big problems contact Nottingham Spirk and EY if you have a desire for a brighter future

00:27

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 good on your hardhat grab your work boots, and let's write

00:45

Welcome to industrial talk the number one industrial related podcast in the universe. And I'm not overselling that. It celebrates you the industrial heroes, the people that get it done. You are bold, you are brave. You dare greatly you innovate. You solve problems. You're changing lives and you're changing the world each and every day. And that's what this platform is for you for you. We celebrate you. Alright, we're broadcasting if you've heard the last one we're broadcasting from Nottingham Spirk. You're saying yourself, Scott, I don't know what that is. You will because I'm talking to the gentleman right here. Right next to me. His name is John Nottingham. And he is one of Nottingham sorry, he's not the Nottingham sorry. Let's get cracking. HEY, this is fantastic. Like, I'm telling you, listener, listeners, you need to put this on your bucket list. Big time. Can Can people just come in and see this place?

01:40

By LIDAR? No.

01:42

Well, do I know somebody that can make that happen?

01:44

I promise.

01:47

So contact me and I'll be able to open doors because this is a spectacular, and I mean, spectacular location. For the listeners. Let's just level set real quick here, John, just give us a little I mean, clearly, it's a bigger conversation, but just give us a little background on who you are.

02:05

Well, my partner John Spirk and I graduated from design school, and we both got fortune 500 job offers my parents were so proud. And we turned it down.

02:20

Then your parents are saying what we found

02:23

a garage. And we started an innovation company and our parents said, What are you doing? What is that? We did it? And I never looked back?

02:34

See? So the question is why? I mean, that's not conventional thinking, John, it is not. It's not it. And I guarantee you, your parents are saying we need to what, what you just graduated, and that's a heck of a school. Yeah.

02:49

But But we wanted to do something different. You know, we wanted to do something big. And we had to start small.

02:58

Right? And by the way, if you're listening, that's a helicopter flying over cut, top of us disregard John's more important than that helicopter. So let's listen to John there. But why? What was that inside of you that said, hey, I want to do something because you come here today? Yeah. I mean, you've seen the whole journey. You come here today. It's impressive. Nothing less, nothing short of impressive. Why at that particular time, did you guys say I'm going to go to I'm going to go a different direction?

03:25

Well, we've always created, we were always, we're always building things, always designing things, always innovating things. And graduating, we just kept going. We just kept finding companies that wanted to go on a journey. And create something and and grow.

03:45

See, this is interesting. I had a conversation with a gentleman and and what stuck out and you guys live it here. Yeah, this is what's interesting. You think of the end user, you think of that person over here, that you're going to be designing something here. And you're going to say, hey, I want to solve a problem. I want to deliver something. I want to I want them to get a user experience, whatever that is. That that was was that a typical thinking at the time?

04:15

Yes. So every I don't care what business you're in. You have a customer, right? Yes. Yeah. So

04:24

you, let's put it that way. Yes. Or it's a hobby. So

04:28

the fortune 500 Number one CEO came to visit us. Ask Doug McMillon, CEO of Walmart, and I and he's going around our innovation center. Well describe our innovation center. Oh, yeah. Oh, absolutely. And I said Doug here, you know, you're the number one CEO in the world, largest company in the world. He says, You know, John, if I don't deliver to my customer she wants I'm done. I need innovation. I need something to make her say, Wow, okay, yeah. John, that's your job. I said, Your I

05:10

see this is interesting. Now I can I can rattle off all of the challenges of the pandemic. Yes. And they're out there got it understand. One of the things that I believe as a positive is the, the the need for businesses to collaborate to solve problems to figure out solutions. And one of the things that popped out is the power of that customer. All of a sudden, I can't get my products. And everybody's a supply chain. Expert. And and it's, it's an interesting realization of how important that customer is. And if you're not pinpoint focused on their needs, you're missing the mark,

05:54

part of our secret sauce. And it's so simple. And it's amazing how many people don't do it blows me away with my client partners, I say I want to know your customer. I want your customer inside our Innovation Center, inside our focus room, behind our two way mirror, I want you to see this the twinkle in their eye. I want to see the body language. They may not even say something, but I want you to see your customer. What are you putting your customers now, all of a sudden, now you have a pandemic? HEY, your your your customers freaked out? What are you going to do about it? Here's opportunity. Say every problem. Every every problem that I see is an innovation invention in disguise. Now, yeah, you'll say, I've got rehab 13 150 issued atoms that we have created co created with our with our client partners. 13 150.

06:55

That's, that's, that's spectacular. I don't have one.

06:59

There we go. So you know what? To get a patent, so simple. It's so no, no,

07:06

no, no, no, no, no, you're soft pedaling, because. Okay,

07:10

go ahead. I'm gonna give you this thing. There's only one criteria for a patent. patent claim. It has to be ready for this. Okay. On obvious. That's it. I'm serious. It doesn't it's it's not a good idea. It's not a great solution. It's if it's obvious, it doesn't get a patent. It only gets a patent if it's not obvious. That's it.

07:39

Okay, so I'm wandering the halls here, right? Yeah. And you've got example after example, after victory after victory of just displays. Yes. All excited. It's like, yes, yes. I just I'm dazzled right back. There was one in there. And when you have that definition, it's the baby cradle one, right? Yes. Come on. That's obvious. No, no, it isn't.

08:02

Hold on, hold on. You want to know if the patent is? Yes, please. Okay. It's easy to do a bassinet, right. Right there. Okay. Our client wanted to stick out. So we had to do something on obvious. So okay, what do I do? I have my customer come in a mother. She's gonna have a baby. What are some of the issues that are happening? So we look at the trends and there's one trend that mothers are co sleeping with their babies in their bed? That's not a good, a good idea. But I'm not gonna argue it. That's my customer talking. So what did I do? I did a bassinet that is swiveled on to the bottom Hold on a second. Hold on a second. Hold on. It's brought to the mother's bed. And the side has a spring and the mother can cradle and CO sleep with her baby in her bed and the baby is is comforted and safe. Now listen to this. So we so we got a patent on it. Right? An obvious yes, it's Las Vegas to the juvenile furniture show right? At the end of the show, they have an award for number one innovation at show. Guess which one didn't bang go okay. If you or your significant other is going to a baby shower wants a big deal. Maybe gift. It's the Bassen nest bass and nest an obvious Oh, this thing is the number one bassinet in the country because it's on obvious see.

09:48

So I'm walking by and I see it and then I realize it's like no kidding. Are you kidding me? This is amazing. Yeah, it is. Yeah. So okay, so as we as we venture in so here's the deal. Alright, so I come to you, I'm a business, I'm going, Okay, God, I need your help. You're going to go and you're going to look at my customer, whatever it is like, what do they need? And you're going to have a conversation. It's real. It's like, what are you looking for? What's what's going on? What's your pain, whatever, you

10:13

know, I say, Be careful what you wish for, because it will come true

10:16

in it and see, and that's interesting, because it's real out there. Right? What I am fascinated by it, is that you'd say, okay, got this idea. We go through the prototype, you're starting to design it. Right. Very cool, right? But you also throw in, is it? Is it going to be marketable? Is there a business case around that? Yes. And then all of a sudden, you're gonna say, okay, yes, yes. And then you're gonna say, now we have to modify, or we have to manufacture right? This product. Yeah, you're involved there. Yes. And that's why you have such great success, because it's cradle to grave grave. And it is because you, you take into consideration and this is where I find I'm sorry, I'm sure. You can tell. I'm geeking out everybody. This is just too cool. Right? Where it starts to fail is like, Here, here's your here. Here it is. Now. Good luck with it.

11:07

Now, let me tell you, that's cool. Let me tell you the secret sauce. Don't tell the other secrets. Anybody? Okay. Remember that? 13 150 patents I say? Now, the US government has given 10 million patents? What percentage? What percentage of those 10 million do you think have been commercialized? What percentage?

11:30

I unfortunately know the answer. Because i i I'm very inquisitive. 5%. Baby?

11:36

Yes. 5%? Yes. 5%. That is, everybody knows that number. All right. Everybody knows, like, that's

11:43

common knowledge.

11:44

I got a patent award. I was. I was National Academy of inventors. I got an award from the from the commissioner of US patents, and he's putting the metal around my neck. And I reminded him I said, I said, you know that only 5%? Yeah, I see it. He's like, Yeah, yeah. I said, we have 1300 50 patents. 95% have been commercialized 95%. And

12:11

the remaining 5% are still in the process of getting commercialized yet.

12:15

So So here's the thing. Why is that? Big? Why? Why is the track record of other patents so abysmal? Because they're invented in silos? Yeah, you have an insights group. And that they throw it over the wall, and it goes to a design group, they throw it over the wall, it goes to the engineer that throw it over the wall to the prototype, or they keep trying it over the wall. Okay. And by the time it's at, it doesn't bear any resemblance to where you started. You see him saying, what we do, this is what we do in our innovation center here. And you're looking at it, it's historic Bill, you like this?

12:54

That's a whole nother conversation, because I just look at it. And it's like, all I can think of is how did they get the material in here? How did they, they built it. And then when you go when you walk in the rotunda, whatever you want to come back,

13:07

you know, you know, the return of our innovation center is bigger than the US Capitol.

13:13

Spectacular. That's the first thing I noticed. It's like, whoa, whoa, taking my breath away. I

13:21

know. It's impressive.

13:22

Very cool. So we're second, the secret sauce that gets thrown over the wall, throwing it over the wall.

13:31

We start with a plant partner, they have give me your biggest problem. Give me your biggest opportunity. Just you think it's impossible? On obvious, okay, right. And we put a team together at the very beginning, we have a project manager, okay, the project manager has leads for insights, design, engineering, prototyping, digitization commercialization, and they're all there at the front end all of them. And they very carefully go through a 12 month process to commercialization and 95% get there. That's the difference.

14:14

How do you and because I, I interview many within industry, my backgrounds industry, and I and I've been experienced in that, that conference room where somebody comes up with an idea. Okay, it might not, it might be a little off the mark, but there might be some nuggets of truth, right? Yeah. But in industry, it gets shut down.

14:40

That's the problem. That's the silo. Exactly. Correct.

14:43

Yeah. So create that cool. Okay. So what we do, don't shoot people do we do

14:48

is we start with the customer. We start with how right? It's all right. Okay. You start with a customer. So you bring a customer in. Okay. and you start talking to him, you know, what about this product or that product? What do you love? What do you hate? What this? Did you start getting this input, okay? And you get their pain points. And you can you start, all of a sudden you open the customers mind and you start picking their brain, what do they do? What do they want, so forth. That's number one. Then you take all of that great data, and you go into your designers. And now your designers have what we call a creative session. And the creative session is we focus in a room, you have about eight to 12 people. And we focus on what we call mild to wild. Man, it's cool. Alright, so mild is the obvious thing, you know, just get that out of your head. Okay. Yeah. Now, you got that out your head. What's the wildest thing you could say? I don't care if it can't be done. I don't care if the technology then I don't care if it's levitating. I don't care what what is the wildest, wildest thing? Now get that out of your head. Now, everything in between, now you have 100 ideas. 100 ideas, I call that the diverging concept, you diverge, and you just, there's no bad ideas, by the way. Nobody can shoot anything down. Okay, good. And you do that. So now the walls are literally filled with posts, felled, and you're exhausted and you go home. Okay, you go home. The next session is the con verging session. You take those 100 ideas. Now you separate them in groups. You sketch your best ones, and everybody takes turns saying, I like this one, make a presentation. But here's this here's the here's the sacred thing. And I'm gonna give it don't tell anybody. Okay? Don't listen, guys. Everybody has three is everybody can do this. By the way. 333 note cards. Everybody gets three note cards. One note card says, nice. One note card says, Who cares? And one note card says, wow. Okay, now, it's coming out now. Put it down. Yeah. Make your make your passionate presentation on this idea. Now everybody at the same time, put up your notecards. Okay, now, he's made a passion or he or she made a passionate thing. Everybody says Who cares? I don't care. Get rid of it. It's never gonna fly. Okay. The next guy comes up. Next person comes up mix their passion thing. Nice. Nice. Nice. You know, that's the hardest one. Yeah, because everybody's got nice product too many nice product is produced. Nice and nice. And they come out. And they have nice sales. Nice sales. But when you have this thing, every once in a while you do. Everybody says Wow. Wow. You know, when you walked in, when you walked in our rotunda, what did you say? Oh, I

18:07

said, Wow, I did.

18:10

Not planned. Wow. Is it emotional response? Boom, wow. Okay. When I when I have this idea, and I put it in front of the group, and I say okay, put your note cards up and everybody says, Wow, I got a winner. I got it. Okay. Then the hard work starts. Yeah. Then you, you know, you design, you make a prototype of it, you always come back to the customer. Okay. You keep on going here. I had a thing, Scott, I think it was a new Iron, steam iron. And it was a prototype, but it looked just like the real thing. And I had a woman in there and said, I want to buy this thing. And we said, well, you know, it's a prototype. It's there's only one I mean, she did she She put her arms around it says I'm not leaving. I want to buy this thing. I knew I had a winner.

19:04

So this is interesting. Yeah. So there's a tremendous amount of energy. Oh, by

19:08

the way, become the number one selling art in the United States. But it is what yeah, what is it? What's the number one? I

19:14

don't? Don't know. But there

19:17

you go. I got a million of these stories to see, here's the deal.

19:20

Here's the deal. What makes this location this innovation center? Yes, this juggernaut and solutions is the fact that when you walk around your to your team, you can go from concept all the way to your

19:38

creating vertically integrated right there. Yes, everything's there.

19:43

Everything's there. Yeah. And you're saying I'm looping in the customer at the same time. So all

19:48

the way through ERP we are at this stage, the customer comes back. And you know, we know by the time we're out in the market, we know but then yeah, but then we never go on a national launch. We go on a soft launch. One soft launch with one retailer, one region of the country, because we want to know, even if we think it's a winner is the price right is a position right? Is it packaged? Right? Is it gonna? Is it gonna perform the way we want to? And then we see that and if there's a if there's an issue, we'll tweak it. No problem. But when we get it right, then scaling is no problem. No problem. It's just so exciting. Let me tell you this story. Amazing. I've the Sherwin Williams twist and pour paint container. You see that?

20:33

Okay, so I've seen it. Yes. Okay, good. Talk to us about the show. Cuz it's obvious, but everybody knew he's like,

20:41

talk not only is it not obvious, I've got 23 patents on it. But yeah, who's counting? Who's counting? Who's counting? Okay, so paint has been in metal cans forever. Okay. You need a screwdriver, open it you need a hammer to close it. You know, you know the contractor. He doesn't care. But the do it yourselfer does big time. So we bring the dirt yourself around. She says I can't get a butter knife to open this. I mean, I don't want what if I had

21:11

sorry, guys, five years? Yes. I was there. butter knife we're getting

21:17

we're getting so they got to open the open the thing with a with a thing. It always pours down the stack. You gotta have a hammer to close it. It's messy. You know what? Maybe there's a better package. So we did. We partnered with Sherwin Williams, we created a product called a question pour paint container. You don't need up, you just twist it open. You poured it doesn't drip. You push it back. And it's a square can and it's wonderful. Now we knew the customer liked it. Loved it

21:48

doesn't get stuck. Now. See, when I saw it out there on the floor, or wherever it was within the journEY around this place? When I saw it, I just said how many times have I taken a can use the butter knife, open it up? Had to share it or do whatever and then close it back up with a nut with a hammer. And it splatters everywhere. It was just but it never changed.

22:15

Is that good customer engagement? I don't think so.

22:17

No, not one bit. This is it. Right? Do you like it?

22:21

Great right here. See? So that is dazzling? Right? It's dad?

22:29

He does stuff all day long. Man. This is a blood test with that. It's it's the it's that little machine. Gotcha.

22:36

And that's it. Yes. And it is it is going to change blood testing in the world. Not the not the world. Why? The art. So let me tell you, let me tell you. It has a little has a little thing called the clock chip, you prick your finger, you take a blood test, you put it on our little handheld machine, right? And instantaneously. You can tell for instance, if your blood is too thin or too thick if you're taking a blood thinner, okay? With not with no antigens, it's used. It uses physics instead of chemistry. Alright, you don't have to get antigens from China. You can do it right here. It's all digital, and it's instantaneous has never been done. And it's on obvious

23:24

scene. That's amazing. Yeah. So you just eliminated the necess. The supply chain, it says it's it's digital. It's right next right there. It doesn't have to tell you, man, it's, it's spectacular.

23:38

It's been what care bike? Yes. mountain bike. So the bike has been manufactured in Northeast Ohio. And because it's an E bike, it's got software that has three modes. One is E by, you know, 25 miles an hour, no license, moped well, more powerful and full on badass motorcycles. 85 miles an hour, right? Yes, same thing. Yeah, it's been manufactured right here, and it's got a plug in battery, you can take it out, you can run your laptop on it in the woods or whatever. I mean, it changes the game, and it's gonna be manufacturing. So

24:21

I have we could, we can definitely talk forever. For me, I don't have the time. I could just sit here and have a great DisnEY Land of innovation, big time. And it is true that you're not underselling that one bit. Oh, not one and how bad now one of the questions I do have, because you've been around for many years. I think we're coming up on what the universe is Xero big 500 And we're starting our second five year 50 year plan. And you should yeah, you'll be around. There's a legacy here.

24:51

We're working. We're working on that. Yeah, you're

24:52

fine. You're fine. But the thing that I'm interested in is how did this whole it's like one day People were talking about this digital transformation. It's great. It's, it's good around a coffee table. But now it's real real. How has that really impacted the way you look at products? Everything

25:12

is digital today, everything. And, and I, you know, when you go into our prototype facility, which is like that prototype, isn't that great?

25:21

I like every I even like, I mean, I like every part of this building.

25:25

Here's the things we ourselves was factory 3.0 Here, we've got all of these, these, these CNC machines. Yeah. And in digital, 3d printing is all that stuff. But we are even taking the ones that are like 30 years old. And we're digitizing. You don't have to have a brand new. You don't have to redo your factory. That's it now. Yes. And so you can you can get you can get predictive maintenance, you can get yours next. Oh, you can do a digital twin of your old old factory and bring it up to factory 4.0 and an eight that hard. See,

26:05

where do you see it? Okay, put your future hat on. Okay.

26:09

Are you kidding me? Scott, I always have my future.

26:12

He was taking a group around his organization here. And you can tell that there's a there's still immense passion. You're never tired about? Oh, no, no. And rightly so. I was born to do you were born to do this. So where do you where do you think it's going? Where's this? My

26:28

God? The sky is the limit. We just have the launch pad here. Alright, we have the launch pad. We're building the rockets. And I don't know how have these rockets are gonna go but the sky's the limit. I'm telling you.

26:41

What if a company wants to get ahold of you, what do you do?

26:43

Pick up the phone.

26:48

World Wide Web, you know that that internet,

26:50

you can push a

26:51

button rallies. And I'm telling you, it's an honor. This is exciting. This is this is the manifestation of me as a kid going to DisnEYland. And in the Carousel of Progress, I have to share this reel with you real quick. So I was here last night, doing a walkthrough, getting all giddy getting all just so jazzed about the whole thing. I go back, my wife and my son are with me. And I just said you can't believe it. And I'm hyperventilating as I explained this particular location, and that I yanked my son. I said, You got to get out. You're coming down here, just because I want to see the dome. You got to see the dome. And then we walked around and you guys have been absolutely gracious, gracious. And it's very cool. Thank you. Excellent. Alright listeners. You can reach him out of the worldwide web. That is it's it's under

27:44

Nottingham's. Oh, there

27:45

you go.com Right. You got that URL.

27:48

I did that.

27:50

All right. We're gonna wrap it up on their site. So stay tuned, do not go away. You will not be disappointed.

27:56

You're listening to the industrial talk Podcast Network.

28:05

Come on. You've got to love that conversation. That is Mr. John Nottingham. He is a trail blazer. You cannot and I mean, you cannot deny the impact that Nottingham's for E y is having in manufacturing industry as a whole. They are solving problems. It is a big deal. Nottingham spirk.com Go out there. And I'm just telling you, you got to put that on your bucket list for an opportunity to sort of see that location. You will be dazzled by alright. Remember, we've got to educate. We've got to collaborate. And we've got to innovate. Not an expert, Mr. John Nottingham and team Nottingham spurt. Classic example. Do not let another day go by without your commitment to that need to educate that need to collaborate and that need to innovate. All right. Be bold, be brave daring greatly. We're going to have another great conversation right around the corner. So stay tuned.

The post John Nottingham with Nottingham Spirk appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Christine Witte, Director of Product and Services at Seam Group about “Looking at Safety the way we look at our Children”.  Get the answers to your “Safety” questions along with Christine'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 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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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

safety, cme group, industrial, people, problem, create, oxygen, christine, industry, conversations, maintenance, reliability, big, desensitized, year, absolutely, lily, assets, safe, skilled worker

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. Once again, thank you very much for joining the industrial talk podcast of the number one industrial related podcast in the universe. Where we celebrate industry heroes like you, you are the miracle, you are the hope you are the individuals that create dreams. You're bold, you're brave, you dare greatly. You solve problems. You're always curious. And that's why you're changing lives. And you're changing the world. We have a great interview. Her name is Christine a Witte, now it's spelled wi t t, but it's pronounced Witte, and she's got a major stack card out there. Let's get cracking. Yeah, we're gonna be talking about safety on this podcast. And it's always been an interesting dilemma, personally, is that when we start talking about safety, the data, what for whatever reason, the data never really changes. The focus is always on safety. I see all of the wonderful posters out there right? in the workplace saying, hey, you're the You're the reason to be safe. All of that good stuff tried to be motivational. But the data doesn't support that. And I have always been fascinated. Christine came to me. And she says, Scott, I think an interesting way of looking at safety is this. Safety should be prioritized across all verticals of the industry. Yes. But what if everyone looked at safety, the way that we look at our children? Yeah, why not? Why is it sort of all of a sudden, different. When we step out of the house, we go to our location and safeties, we say safety is important. But we just continued, sort of go through the motions. But then all of a sudden, you're not going to let your kids just run across the street without being safe, you're not going to let your children do something like climb a ladder without being safe or not, or explaining some of the challenges. I think that's a brilliant point of view. All right. Again, I'm going to be harping on these events, because I want me personally selfish reason and get back to normal as much as we possibly can. I want to get back to normal, I want to have fun, I want to be able to continue to just sort of sing the praises of industry. first event that I want to put on my calendar would be October 5 through the seventh. And it is a beautiful Barcelona. And if you've never been to Barcelona, it is a must. I mean, you got to go to that town. It's great. And hopefully I'll be broadcasting from that location. But it's a great event brought to you by IoT solutions World Congress, Farah, Barcelona, and the industrial internet Consortium, great people putting on a great program. Last year, it was cancelled, of course, this year, boom, you got to put that on your calendar that is once again October 5 through the seventh this year. The next event is in Cleveland, Ohio, and is the manufacturing and technology show. This is November 9 through the 11th. And again, I was in Cleveland last year, wonderful people, great food, exceptional venue, a, again, a wonderful opportunity to get back to normal. Go to that manufacturing and technology show November 9 through the 11th. But fear not all of this information will be out on industrial talk.com homepage, which we are redesigning as we speak so that you don't have to struggle finding these great events or great learning opportunities are wonderful speakers. Right there right now. All right. Great stat card on Christine Woody. So you got to reach out to her. And she is with the same group. And let's just check out her. What Oh, she's the director of products and service with CME Group. The website CME Group. That's s e a m gr o up, Christine, a Witte like city. Enjoy the interview. Christine, welcome to the industrial talk podcast absolute honor that you found time in your busy schedule to be on the number one industry related podcast in the universe. And I mean that from my heart. How are you doing? Great, Scott, thank you for having me here today. Excellent. You are absolutely wonderful. I'm excited about the conversation in safety. Just let's level set a little bit. You're with the same group. Give us a little background on what you do is seen? Yes, of course.

04:57

I'm with Steam group. We are focused on reliability, maintenance and safety. I am the director of product and services. And today we're going to talk about something that's very near and dear to my heart safety.

05:09

I love it. Because let's just sort of, let's just lay it out on the just right there, let's be candid about it. We talk a lot about safety. But for whatever reason, we don't, we still don't make a dent in the data. And what what I like about CME Group is that I've had conversations about reliability, I've had conversations about maintenance, and I have constant conversations about safety. But it's marrying those two, but you have a unique, unique approach to how we look at safety. And I got to tell you, I'm a big fan of that approach. So with that said, let's talk a little bit about that. We're looking at and I think because you're a mother, mother of four beautiful children, looking at safety, from the perspective of kids is a real powerful way of looking at it.

06:03

Can you explain a little bit about that? Yeah, you know, I think that's kind of what we're missing in the industrial space. It's desensitized, and we're not. It's not emotional for us. But if you put yourselves in the shoes of a parent, and you look at safety, the way that you protect your children, it's very emotional, it's always top of mind, you don't even if you're late for school, you don't rush, you know, across the road, when cars are flying by you still take the exact steps you knew you need to take to keep your children safe. But what we see in the industrial space is quite the opposite. We see this lacs way of approaching safety where you've done it once you can do it again. And there isn't that emotional tie to it. If anything, safety is almost an antithesis of you know, the productivity because if you make a mistake, you're punished for it, and your peers look down on you. And it's, it's really, it's fine. There's not an advocate for safety in the way that there's an advocate for protecting your children know

06:57

that big time hit the nail on the head, you're absolutely spot on. I guarantee it companies out there, that we have the conversation. Things happen if you're moving around out in the field, things happen. And and those things that are happening could be unsafe, it could be near me, and and nobody wants to get into an accident or whatever. But we do. And then when that happens, we get the hammer thrown down on us. And we learn quickly how to fudge and not look at the numbers properly, whatever it might be, we

07:32

be rear we know we loo catalyzed so we want to hide and that that you know penalization is driving a problem because then you're you know, we probably aren't being transparent about all the things that are unsafe. And there isn't that closed loop process. It's very much it's an opposing relationship. And I think that, you know, there's no compromise. There's no new, diverse or innovative way of looking at it, we really need to change that, Scott, it's a if you look at the statistics, you would actually be appalled.

07:59

To give us give us an

08:00

f1 from from a webinar, a webinar that Terry O'Hanlon, he's a big reliability leader, great mentor of mine 10 times more industrial technicians die per year than first responders from accidents in the industrial space that could have been prevented. We know all these failure modes are we know where all these hazards hit. But we rush or we forget or a manager is pushing for something to be completed. And that particular person wasn't the skilled worker that should have completed that task. There's all these reasons why they happen. But technicians aren't first responders. They shouldn't be risking their lives every day. I mean, to me, I don't that doesn't sit well with me and and then you look at OSHA intend to OSHA was to drive safety. And for 50 years, they've been putting all these processes and regulations in place. But in the last 10 years, the serious injuries and fatalities have increased or they've plateaued. They have not decreased, like some of those slips and falls, right. So why there's a lot of reasons one thing that we've talked about it seem is there's this like disproportionate relationship between the minor injuries and the serious injuries and we take the same approach to safety that we deal with slips and falls to burns and and crushes basically which are the ones that are the biggest Yeah, the biggest reason for for lost lives. And it's

09:25

just the culture it's just I don't know what it would take and I'll give you an example. If I go out to whatever social platforms out there, okay fine. And I look and I scroll eyes, hips, hips, I will always fall upon my heartbreaking for that abandoned dog, I will always look at things differently, but then when it comes to people in the field in the in the plants you know, yeah, whatever you become, like you said, desensitize What do we do? What do to change? that mindset,

10:00

we become desensitized because we're looking at a fine, or we're looking at a, you know, piece of paper that has showed a reduction in our safety rating. We're not looking at the life that was lost, we're not hearing the story about that gentleman at 30 years old, who got electrocuted and doesn't go home to his family and his kids. That is something you can't be desensitized to, you remember that. But instead, we see Oh, so and so let's just say Johnson Controls has been decreased to a level or a safety rating of B, which means that their vendors won't let them in. And that's what we think about. And that's the wrong way to think about it. It has

10:36

punitive, financial, motivator and punch, fortunately, and you're right, you're right. Anybody out there knows that that doors will be closed, my, my financial livelihood will be impacted if I come. And that's, that's at all levels. I can't get into businesses, I can't get hired all of this, it happens everywhere. And so you are incentivizing people to not tell the truth, fudge the numbers just because I gotta keep my doors open. I don't know where you start.

11:12

Yeah, let's go back to kids. So we think about how we raise our children to speak up if they see something unsafe, if they see a stranger and stranger danger, and they screen it and they have no problem. There's no mental model holding them back from being very vocal about what's not safe or tattletaling, when their sister or brother does something unsafe. But in the industrial space, we see something, but we don't necessarily say something because we feel that I may be penalized for bringing this up. Or maybe it's not a big deal, because I don't have the skill set or the knowledge or the experience to know that that is actually a very big hazard that I should be mitigating. It's, it's just not clear. It's not part of the culture. And we have all these trainings and education, but it doesn't stick, you'll see an increase maybe in the, I guess the safe, safer ways of doing things. But then, months later, it's back to normal, because that change process hasn't been put in place that it hasn't been ingrained in their souls and their hearts the way it is, when we protect our kids. I mean, that's the only real way i can think about it. And if we compare it to other industries, like let's look at healthcare, the innovation that happened, look at COVID, we, the 10 years it takes to do to create go through the drug trials, now we do it in six months, three pharmaceutical companies did it in six months, they came together knowing we had no choice that innovation needs to happen in the industrial space, how I think there's a technology enabled part of this, I don't know specifically what that is, same group is looking into different things like heat mapping to show risk. So you actually know what that risk could be based on the different processes within the plant and the and they change the different workers at different processes, the different regions, but you still as a human have to take ownership. And from the top down, it has to be cultural.

12:55

You know, it's interesting, it's always a human element. It's always the necessity for somebody to truly champion who has the swag for whatever reason to be able to, to instill and move forward with change, because the reality is, somebody come flying in, hey, we're going to be safety centric, whatever company, and then that individual flies back out. nothing really happens. business takes over, I need to, you know, make my production numbers. That means I've got to cut corners. That means I've got to do things that are unacceptable. And you know what the problem is? Everybody does the same thing. It's not just one person that's just been a, you know, a cowboy out there and just plays in a truck. No, everybody, everybody's doing it. And I think I think a way a possibly moving that needle just a little bit. It has to be down at the local level, but you have to do it incrementally. So that it creates I think you said stickiness. Tell us what do you think? Yeah, I

14:07

think um, as you're saying that I'm thinking about something that's personal to me that's worth sharing because it shows that it's an ecosystem of different players that must come together from the leadership to the manufacturer. So the OEMs to the regulators to the reinsurer. So, I think about my daughter Lily, when she was in they were all born very premature. They were triplets right of course, they're born premature, but they were doing pretty well. And Lily was on an oxygen Blender that was supposed to be giving out a certain amount of oxygen. And that diet was set on room air which is 21%. Right Lily never decided and if you think about you know your oxygen levels, your D sat all day long, a little bit here a little bit there. Lily was always at 100%. So right there, that's an anomaly that someone should have questioned. Everybody called her super baby instead. They didn't question why knowing they'd never seen that before. They just thought Wow, she's a super baby. Okay, but then when they would take for up to clean her, she would reset drastically. So they just assumed she doesn't like that. But as a clinician, you know that that's not realistic. And the layers of ignorance beneath those assumptions. Wasn't anyone's fault. But there wasn't that culture of it doesn't look right. So let's question it. Let's come together. And, you know, roundtable on it a couple weeks later, Lou is getting trios for her retinal development and tortuosity for blood vessels because of over oxygen over oxygenation. So toxic levels of oxygen are being saturated into her blood vessels, which in her retina, which is known as retinopathy of prematurity, and that is common, and babies that need a lot more oxygen, to stay alive, so that they can actually, um, their brain can develop, but in babies that don't need it, it's very detrimental. And it's kind of a skill that the clinician has to weigh very carefully. So long story short, that oxygen Blender was mis calibrated, during preventative maintenance, and there was no way to actually confirm that that preventative maintenance was done correctly. And that that 21% was getting off 21%, it was the opposite was getting off 70%. So what happened then, is the standard of care changed. Now every oxygen blender, every baby that goes on a blender, they check it with a dial to make sure that it is actually calibrated correctly. And every time they change it, they recheck it. So they've created some sort of redundancy, so that the last one to defense isn't that sticker on the back of the in the industrial space, we don't do that we don't. And then, and then outside of that, even the OEMs get involved now. And the manufacturers have of the RVM, pulse oximeters and the digital analyzers that show you what you're really getting, they all get involved. And they talk about this issue that occurred, the new standard of care and the safety net to prevent it from happening again. And it's spread throughout the neck us right, because they come together to say we're going to protect babies going forward from ever having this happen having this happen again. But we don't do that in the industrial space, we hide it, it's under the rug, we don't hear about it, we just know there was a fine someone died on with your business, there has to be some sort of way that all these stakeholders come together. And they say no more as a manufacturer of this equipment, this enterprise asset, let's say, as a regulator, as a reinsure, as a company, who has people that are employed to do a job, all of these people within this ecosystem need to come together and create a safety net around safety. And I think when that happens, it's not so disparate. It's not so silent, it's not so opposing, it's um, it's a commitment and a family and, and a culture, I guess, is the best.

17:34

I hear what you're saying, I hear what you're saying. And I think that really, from my perspective, the only way that I see it really getting done, it's got to be one company at a time, that company has to realize that maybe some of the, there will be difficult conversations. And in those difficult conversations, you can't sit there and hammer people and and teach them to hold back. It's got to be inclusive in areas like it's that is the mindset to have. I'll give you an example. When I was alignment, climate towers, we didn't have people falling out of the sky, there's no way right, you knew what the risk were you looked around, you had that conversation, they were just touching, you know, energized lines. That didn't happen, you would have these conversations all the time, you were aware of the risks you were in, and it's life or death, right? It's either or it's it's on or off, it doesn't matter. And it's amazing that our conversations were around like that safety. And people aren't, like I said, fallen out of the sky kicking up and up, I believe in a manufacturing or a highly complex system. Unlike maybe linework, where you see it in front of you. These you know, you've got different locations within an organization requiring different sensitivities that that level of knowledge has to amp it up from perspective to

19:08

just covered a few things that are part of the problem is there's a continuously growing gap in skilled workers. There's a it's a very big problem. You know, I'm on a government or Government Relations Committee for this problem to try to create apprenticeships to fill that gap as all of these workers aged out, but then you have these these mechanical systems, these electrical systems that are much more complicated and and have all these different components that there's just no awareness or knowledge bank, on how to appropriately maintain them, how to even inspect them, how, what type of, you know, protective equipment to have when you inspect them, and that's where I believe technology is going to help us there. But the complexity of the, you know, these innovative systems and the skills gap. Oh, that's something that I wouldn't want to be responsible for you

19:59

bring up a Really interesting challenge. Like when I was alignment, I went through an apprenticeship program, it took four or five years to get to a second step, journeyman. And it was, you know, you're doing it, you're working it, and you understood, and it was an apprenticeship, and you had to take tests, you had to progress anyway. It, it seems to me that, that that commitment to education from an industrial perspective, and an apprenticeship approach is lacking, too. And that means and, and that the sophistication of the assets that exist in the field today have just went through the roof. It's not just a pump, it's a pump with a lot of tech to it.

20:44

And the people designing those are these brilliant engineers that don't understand the use case for the actual, you know, how they take shape in a plant, an intern last summer, and she's a mechanical engineer at Duke, she had no idea what reliability and maintainability of these assets mentioned, you know, as a field to understand that, when these systems are commissioned, how they're maintained across their asset lifecycle, and that to me was like, wow, we need to do a better job. While these, you know, during the education phase of it, but also, they're complex, because these kids are, you know, stem, stem, stem computer lab, everything is taking what happened to just the normal trade school, like those, I don't think they're there anymore, at least, you know, my high school, I could have went to shop, I could have went to homag, I could have went to, you know, become a cosmetologist. Now, those programs, there's no funding, and they've been replaced with computer labs, which of course, that's a great thing for advancing that part of where we're going. And we need that because automation and visualization, we need to have those skills, but we're going to instill new people to fix these machines to maintain these machines to understand how to, that's a big gap. Big problem.

21:52

I think if you could communicate a level of sophistication, before you were just like a wrench Turner over here, and that's where you were going in your wrench-turner, that's not the case. I look at the the profession of reliability, the profession of safety, the profession of maintenance, like a doctor, if you can communicate, you've got a sick asset out there. And you're you're consuming the data, you're looking at it, you're assessing the situation, and then you're going to apply, you know, whatever the care needs to be. We have a need to be able to communicate, and to be able to make sure that it's it's not it's not a wrench Turner, it's far more important. It's sophistication.

22:38

It is that's what when you mentioned the doctor, it's like, have you heard of this concierge doctors where they really manage your wellness, not just your, your physical exam, it's your wellness, it's your you know, it's all inclusive. So I don't go once a year to get checked, I am managed 365 days a year, 24 hours a day to ensure that I am well and then I am mitigating things that will make me unwell staying ahead of them. We don't do that with assets, we check them because we have to. Yep, check off got my piece of paper I'm done. I think we need a concierge we're maintaining these pieces of equipment. And I think that's exactly what we used together. Safety, reliability and maintenance. So potentially that's where the issue is and or that's where the opportunity is. And we now need to figure out how to land that and expand it to make it stick.

23:22

Yeah, and I love the the term stickiness because you're absolutely spot on. I've been at involved with many organizations, everybody talking like we're going to be a reliability centric organization. You come back six year or a year from now, and it's all falling apart safety, they've gone All right, we're gonna put up all the posters around, but it still doesn't change it. And and and their maintenance is still reactive, and still causing a lot of problems. Yeah, exactly. Right. It just happens. And I don't know. It's it's cultural doc got it. If you could come up if if CME Group could come up with a, a cogent way of being able to create that whole holistic view of moving forward and keeping people safe and, and assets up and running and maintenance? Oh, gosh,

24:17

I have no doubt we will. I mean, we're all very passionate about it. And when we understand what needs to happen, we know we'll get there we're figuring out exactly how to get there so that it does all these problems across regions. And different use cases because it isn't a one size fits all. It has to be flexible and it has to be you have to be able to tweak it for our audience and for whatever they're doing. You're in that space. You have to

24:39

one size does not fit all and and you're absolutely spot on. And you're going to have to have that insight and vision to be able to adjust and to mold that program. Alright. You had me at safety. How do people get ahold of you?

24:58

I can be reached pretty much The email text phone I LinkedIn Find me on LinkedIn. Christine O'Rourke Witte is where you'll find me but go to CME Group comm check out our websites, check out our LinkedIn page, you'll see me on there. And I look forward to talking to you guys. If you have any ideas for us, we have a challenge that we can solve for you. You know, we'd love to help. Again, it's a great group, we're very passionate about what we're doing and where we're going.

25:26

I have to say that I love that that triad view of and I'm looking out at the website, the CME Group website, which is really nice. In that triad view of safety, reliability and maintenance. Yes. But in the real world, we always like maintenance, it's over here. Reliability is that person in the thing and safety is over here. There's no it's not across but it is across it is a part of that. Oh, you are just absolutely wonderful Christy now, listeners, her last name is wi t t e with E like city and CME Group SCA m gr. o u p is the organization. Absolutely great, great, great. Team out there. Good job, Christy. Thank you, Scott. It was a pleasure. All right, listeners, we're gonna wrap it up on the other side. So if you're not, we're gonna have all the contact information of Christine and the same group. So stay tuned. You're listening to the industrial talk Podcast Network. All right. What did I tell you? Did you like that topic? I thought that topic was exceptional. If everyone looked at safety, the way we looked at our trip, yeah, things would be changed that data, that data would go down in a big way. CME Group is a company, check her out. Great stat card out on LinkedIn, you will not be disappointed. All right. To reiterate, we've got a couple of events. Let's get back to normal. We've got one October 5 through the seventh. This is IoT solutions. We'll Contreras Congress is brought to you by fair Barcelona and the industrial internet Consortium. Absolutely great people, great companies putting on a great, great show. The other one is the manufacturing and technology show. That is November 9 through the 11th. Get your focus up to Cleveland, and enjoy this particular event because you will not be disappointed. All right, be bold, be brave, daring, greatly hang out with people who are bold, brave, daring greatly. Be the creator of drapes, be the miracle. Be the hope. That's what industry is all about. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner.

The post Ms. Christine Witte with Seam Group talks about Looking at Safety the way we look at our Children appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dave Lakin, CEO at Acacia Business Solutions about “Returning to the Workplace with a Focus on Honor, Truth and Integrity”.  Get the answers to your “Integrity Leadership” questions along with Dave's unique insight on the “How” on this Industrial Talk interview!

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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. Once again, thank you very much for joining the industrial talk podcast, the number one industrial related podcast in the universe. You know what came to mind as I was thinking over the weekend, you are the miracle, you are the hope. You are creators of dream you industrial, you know, hero, because you are bold, you're brave, you dare greatly. you innovate. You're changing lives, and you're changing the world. I don't think I'm overselling that one bit. All right. Dave Lakin is in the industrial talk hot seat. He is the CEO of Acacia business solutions. And we're going to be talking about honor, truth and integrity. bringing that back into your business, let's get cracking. Yeah, I was just thinking over the weekend. It's like, it's, if you're not, if you don't think that you're a hero, if you don't think that you're what you do is important. I want you to just recognize that you are the creator of miracles. It's because of your innovative thinking that you create miracles. It's because of your innovative thinking that you're creating hope. And it is because of your innovative thinking that you're creating dreams. And again, I yeah, I might be the biggest Gomer, for all things industrial. But I truly believe it, you need to believe it as well, because it's that important. And especially now, holy cow, there's a lot going on a lot of great stuff happening. pencil and paper time. Let's get cracking on that pencil and paper time. This is in Barcelona, this is a great event. Let's get back to normal. That's what I want to do. This is October 5 through the seventh. It is the IoT solutions World Congress been broadcasting there for the past couple of years, except for last year. And I'm just telling you IoT solutions World Congress, the industrial internet Consortium, they put on a fabulous, fabulous event. And of course, it's Barcelona, what can you say about that town? A lot, because it's great. All right, put that out there. That's October 5 through the seventh. The next event that I want you to put out there is the manufacturing and technology show. And this is in Cleveland, Ohio, Cleveland, Ohio, and this is November 9, through the 11th. And again, we were very fortunate last year to be able to go up to Cleveland. And it is a wonderful place with wonderful people. And I'm just excited that I'll be broadcasting from this particular event. And just, I don't know, man, it gets itchy to get like back into sort of the swing of things and start truly, truly celebrating the wonderful women and men of manufacturing the women of men of industry, the women of men of innovation, it doesn't really matter. Let's just begin that celebration because you deserve it. All right. Again, we are going to have a great conversation. Good, good interview, Keisha business solutions of the company, Dave like and that's L a k i n is the CEO. And I really enjoy the conversation about honoring, bring an honor and truth and integrity back into the workplace as we start to open doors back up. I think that that is a really wonderful thing. So enjoy this interview. Dave, welcome to the industrial talk podcast. Thank you very much for finding time in your busy schedule. Calling all the way from Huntsville, Alabama, got to share with us some great coaching insights wisdoms, for you listeners out there. So I am going to be absolutely jacked about this interview. As you know, I will Dave, background, give us a little 411 on who you are.

04:13

On March Scott, appreciate you inviting me to be here. I'm an executive coach. And I work with medium sized businesses to make them better, stronger, faster, more profitable, more efficient, and and to be more competitive and successful in the market.

04:30

How did you get into business coaching?

04:33

Well, I'm a licensed program manager and I'm a retired Navy Chief Petty Officer. And I finished up at never headquarters and went from there and the program management got burned out and decided that I really loved helping people like I did back in the Navy and transitioned into into coaching and been down for about eight years and I love every minute of it. So it's my full time gig.

05:00

Acacia is the business name, which is great. And you've been at it for what? eight plus years? You said? Eight years? Yes. Login. Alright. listeners, we're going to talk a little bit about a number of things. And so stay tuned state, like, state the issue here. What are you? What are we trying to solve with this conversation there? Dave? What are we trying to highlight? What is this, this this topic that we want to drive into, and I see it, but I want you to tell me about it.

05:37

The short Cliff's notes version is returning to the workplace from now everybody's been kind of sheltered in place. And we're, we're slowly getting back out there now. And in, you know, out of our home offices into the workplace. And you know, one of the things that the across the country we've been suffering with, for the last several years is, we're getting pretty hot and loose with the idea of truth and honesty and integrity. And, you know, that may work at home, but it doesn't work so well in the workplace, and especially with customers and vendors and things.

06:12

So it's been about a year, over a year, it just seems like it's dragging on, it seems like 10 years, FYI. But all of a sudden, you're right, that this is an interesting change that's taking place in the workplace. Companies have if they made it through the year, they're surviving, and they're trying to rebuild, and they're trying to prosper in this, whatever that next normal is. But you've identified this whole principle of honor, truth and integrity, why what's what's taken place to where that has to be identified and highlighted. I don't

06:47

know, we all want to, we always want to put our best foot forward, right? And, and make ourselves look good to prospective hires, and to vendors and partners in the marketplace. And particularly to our customers, right, the people we're working with, even you know, in the contracts world, we want our customers to just love us. And so that takes us into exaggerating our capabilities, not performance, you know, where we've worked, what we've done, you know, in the, in the whole safety world, you know, we're just as safe as we can be, you know, and, but the reality of it is, maybe not so much. And, and so that's a, that's what we're struggling with. And we take it beyond that, you know, we call it exaggerating white lies, and business ethics, things like that. But at the end of the day, it's just not true. And so where do you draw the line on it? Right? Where do you Where do you say, that's just not true? We can't, we can't say that to our customers, because we have to be able to back it up with performance, right? You know, if we, if this is our safety record, then then that means nobody's gotten hurt, you know, nobody's smashed the foot, now, nobody's lost a hand, we got to be able to say that our capabilities of our product, you know, are great up to this point. But that, but that's where they drop off. We're working on it. But that's, that's our limit. And if that means you lose a contract, I would I would much rather lose a contract. Because it would have forced me to exceed our capabilities and put our future work in jeopardy. But also, you know, maybe potentially put lives in jeopardy, too, right? So yeah, but

08:26

here's the here's the dirty little secret, right? If I submit a RFP, me to you not to say, view you, but let's say business out there, and, and I'm looking for, I'm looking for price, right? I just don't because I'm still in a in a position of I'm trying to survive, I'm trying to keep my doors open. I'm trying to rebuild, I'm trying to figure out the way of being able to prosper in this next normal. And on both sides, I'm looking for cheap and on your, their, their side, they're looking for doing it, right. So there's this mutual and, and the other thing that is a dirty little secret, if I am truthful, like everybody should be, if I'm supposed to be driven by integrity. I'm going to I am going to, unfortunately, maybe reveal a little my dirty laundry and and, and lose, like you said lose opportunities, and I can't afford to do that. What do we do? How do we change that? What are what are some actionable items that we can sort of leverage?

09:32

Well, that's that's a real problem. Right? You know, yeah, absolutely. So so what happens is, you read the you read the requirements of the contract, and then you build a proposal that that absolutely, at the very minimum, if I'm just barely meeting the requirements, this contract, then it's going to cost this much. Right. But But you know, and I know and the contractor knows the sponsor knows that that this can be 100 change orders, you know, so so this is what change orders cost, it's what you know, you usually have to put up, this is what man hours cost at these different levels. This is what materials cost, this is what research and development costs. And, and so you have to lay out all these other things. And they're going to compare you against the reality of the people they're used to working with. But I would much rather come in on on truth and integrity, because, you know, you're fighting against somebody, they might have three other guys lined up who have done this work for them before. But those three other guys also have a reputation they carry with them. Right. So yeah, they do good work. Yeah, they get done on time. But, you know, we get eaten alive and change orders, and things like that. So, you know, even if you're the new guy, if you come in with a spirit of honesty and truth and integrity, and say, This is what it's going to cost a minimum meet the, this RFP. But this is my, you know, my ala carte set of fees, that, you know, we're likely to walk into, if change orders occur, and they always occur. You know, most contractors know that the the real money's in the change orders, right?

11:13

Ah,

11:15

yeah, that is the case. So a couple of analogies here, one. Here in Louisiana, we have the causeway bridge, and there was a big project that was awarded to a particular contractor. I don't know the details of it, but that particular contract is in dispute. And the reason it's in dispute is that we naturally, we, the majority of people gravitate to the it's a commoditized market out there to a certain extent. So I'm going to gravitate to the cheapest provider, unfortunately, it's just a commoditized market. Well, that is a problem they use. From what I understand pour equipment they're trying to cut around, they're trying to make their margins are doing everything they can. It is a failure on both parts. Right. So with that said, I hear what you're saying day, Dave, and I and I'm all just like, Yeah, he's right. It's got to be about honor and truth and integrity. How do I, how do I communicate that with perspectives, prospects that I'm a, I'm a good person, my company's a good company, and we're going to, might be a little bit more but man, we're gonna deliver what do we do?

12:31

Yeah, everybody says that, though, right? So it's not like you're coming up with a new concept. No. Everybody wants to project this, this image of Look, man, you can you can trust this business is built on, on truth and trust and, you know, know, like, and trust, right? Yeah. And so, so we all go in with that position. But it's, it's the, you know, how did you end up at the end of the project, right? Normally, you're gonna have a meeting at the end of the project that wraps it all up, and says that you met all the requirements of the project. And, and, and you, that's where you get to ask the customer. So how did we do? Right? You get that customer feedback. And, you know, unless you're a brand new company, you have you have a history of that customer feedback, good and bad, you know, not every project is just going to go swimmingly, right? So you're going to have that history of feedback. So you can you can show this new customer that you've never worked for before. Look, I've worked for these 10 other companies and the Closeout project, we got these kinds of statements, loved working with them, you know, they did everything they said they were going to do which, just that right there would be amazing, right? They did everything they said they were gonna do they did on time on budget. And, and, and the project turned out great, just like we had hoped it would. So you know, so that's one thing is, is being able to show that history of great performance, right. But also in your day to day dealings, you know, when people can smell fear, they can smell desperation, they can smell I often, you know, we have we have these physical cues when we're lying, you know, tend to touch your face and look away from somebody and, and you stammer over the response to a question because, you know, the truth is too painful to tell you. Even if we even if we can't put our finger on what what a lie looks like, instinctively. Intuitively, we know what a lie looks like. We can tell when someone's lying to us. So we're fudge truth. Well, much in the plain, white lies, white lies, right? You your boss has been, you know, two days a week he's been stepping out of the office, right is don't tell his wife that he's been stepping out of the office. Right. And and you know, the reality is he's taking dance lessons so you can surprise her on her 25th anniversary, but we don't want her to know that he's been stabbed But out of the office, right? So she calls and says, where's Henry? And you say, Well, he's at the worksite. I can't I can't get him right now. Well, it's a lie. Right? So those kinds of lies, nobody gets hurt, it's not a big deal. Fine. Could you come up with something else you haven't got put on the spot. So white lies, whatever. The truth can be painful, right? The customer calls and says, hey, how come you guys weren't out on site yesterday. And the truth is, because we overbooked ourselves, and we didn't have enough manpower to be out on site there. So we were on the other side, even though said we were going to be, but the answer that you give the customer as well, our foreman was out sick, we had two other guys had COVID. And we just weren't able to get up there. You know, when when did the lies stop. And we get back to truth and honesty with our customers. We just weren't able to get out there yesterday, we're planning on putting on extra hours or whatever the response is. But, you know, at some point, we got to draw the line and say, how far we're willing to go. When you make mission vision, core value statements for your business. It's all about who we are, what we do, and what we're willing to do for business and what we're not willing to do for business. And, and integrity has to be taken into account. They're in the military, when, you know, when I was growing up in the Navy integrity was one of our core values. And they, you know, early on in my career, they the Navy redid their core values, and it just want to honor courage and commitment. And I thought it was a real failing, they took out integrity. But you know, you have to have core values in your business, you have to, you know, you have to know what they are how you define them, your people have to know what they are. And your customers have to know. They have to see it in your day to day work, even if they don't know the words.

16:52

I believe and correct me if I'm wrong, Dave, I think there is a level of desperation out there that we want to stay alive, that the market is tight. There's a lot of factors impacting the economy got it. Understand. I think COVID as a whole has given us the approval to be vulnerable, to a certain extent. I'm not perfect. I'm not, you know, a superhero. In a sense, I have challenges. And to your point, I think it's, it's more beneficial. To be truthful in saying, I don't have the people I don't have I have people that are missing just because of XYZ, whatever it is, I think your customers can understand it today. Maybe pre virus, no. Post virus, yes, they can understand it. And, you know, put your adult pants on and we want to succeed. I don't think the statistics with these projects are ideal. I think that every project to a certain extent, has suboptimal results, whatever that looks like, but it happens all the time. But, but I think, to your point, if we, if we're driven by that, we can have these conversations, we can eat that Humble Pie a little bit better. And and yeah, it's not fun, but it has to happen. If we're truly wanting to succeed and flourish into the future. I think we have to do that. That's just my my two cents.

18:34

I agree with you. 100%. But you know, look at your, your, your Scott MacKenzie from the clan, MacKenzie, your type looking guy, you know, I'm, I'm retired Navy chief and, and, you know, we just, you know, we don't want to admit our weaknesses and failings and stuff to everybody. You don't want to wear him when you sleep. But, you know, I agree with you absolutely. Just got a man up sometimes and, and be able to go and say, you know, we didn't get it, we didn't get it done. We were supposed to yesterday, we're gonna go back and do a little redo. We're gonna get it right. You can count on us for that might take a little bit longer, but it'll be right when we hand project over to you.

19:12

It's interesting in industry, unfortunately, we always have all the answers, whether we have the answers or not. But we have all the answers, right? We have the solutions. We have the direction we have the you know, the golden goose, you know, and we just, it's it was just baked into the culture. Nobody. Nobody was vulnerable. Nobody said, that's, that's a job. Yeah, I could do it. I could do that job. And so I like that, but here we are. We're trying to survive. We're trying to rebuild. What are the roadblocks, you're preaching to me? It's good. I want to survive. What are the roadblocks?

19:53

Well, let's look at the other way. What are the roadblocks to continuing the lies right? We lose trust, confidence and credibility across across the line people who sit across the table negotiating with us. They don't know if we're negotiating in good faith, because we've lied to them before and they just don't know. So number one, it makes it harder to get them to the table. So you lose customers, you lose employees, you give them all those expectations, when they're going to come to your company, they're going to be treated, you know, with dignity and respect or, or, or like a ditch digger, who knows, but you know, they're going to be treated in a certain way. And then when they're not treated, at least that well, then then they get upset. And sometimes they leave, they say, you know, 90 plus percent of the reason people leave a job is because they don't get along with their boss, because often, that's because the boss wasn't truthful with them. And of course, you lose revenue over all of it. So the roadblocks for continuing down the road of a lack of honesty and integrity could be greater than the roadblocks to just, you know, to being on a strike. Yet, if you're, if you're honest about it, you may not get the contract. But you may not end up over your head and performing badly in the project either. So, you know, which, which is more preferable, you know, from the time that you that you get awarded the contract until the start date of the of the work, can you make up that last ground for where you need to be to be able to do the work? Maybe. But in that time, we try to make up that last ground, you could be out there trying to get five other contracts that you are capable of doing.

21:32

It's an edge, I look at it. Of course, it's a people challenge, but it's also an education challenge. We don't talk about that we don't talk about the necessity in business. We do. Say we do. But do we mean it about integrity truth on are all those those? Well want to think that we're that way, right, though, don't want it all thinking, we've talked about it, we talk about it. But really, when the rubber meets the road, you're going to say yes, we can do it and try to figure out how to do it. And then during the process during the project during the whatever the work, you figure something else out, it's now, and I would imagine now is the time for bold leadership. And I think that what you're talking about is this is necessary for a vibrant business in the future. I don't have luxury of taking chances, I need to have it done right done right now. And if I have, if I have trust in what you're talking about, I feel better. I will always recognize that sure. Things happen within projects, you didn't know that you could, you couldn't remove that bolt or whatever, whatever it is, you can only say so much course. But still, if we take that position, take that level of vulnerability. I want to have that conversation that truthful, integrity driven conversation. It's great that I leave anything out there. Because I love it. I do I love what you're trying to do. And I love what it's all about. And I agree with you 100%. All right, listeners, we got a couple of things out there. We've got adding zeros, the five disciplines of online training, which is pretty cool. And then another one from adding zeros of five discipline assessments. So Dave, where do I go to get that?

23:40

Well, the The only condition on those is I would love to have a conversation with you about your business and, and where you are and where you're trying to get to, just to make sure that those things are appropriate for what it is you're trying to accomplish. And then I will send you a link. If I think on your on your show notes, you'll have my email address. They get in touch with me and we will set it all up. Looking forward to it.

24:05

All right, listeners, we're all about that education, collaboration and innovation. We got to be driven to that we've got to create a business of resiliency. And we've got to do it with a sense of integrity, honor, and truth. We just have got to do it. Dave is preaching to the choir right here. I love what you are doing and what you are talking about from a coaching perspective. Dave, thank you very much for being on the industrial talk podcast. It's been a pleasure. I really, really appreciate it. All right, listeners, we're gonna wrap it up on the other side. Remember, we're gonna have all the contact information for a day. Acacia Business Solutions is the business. He is the CEO got mad skills, his team out there. They want to make sure that you succeed. And again, it's all about education, collaboration, can't do it on your own. You need people like Dave, and innovation, you got to look at business from an innovative perspective. All right, thank you very much for joining. We're gonna wrap it up on the Other side you were listening to the industrial talk Podcast Network. Again, thank you Dave for being on the industrial talk podcast and sharing your insights and wisdom into you know, the, the need to bring back that honor, truth and integrity back into the workplace can love it. Everything will be out there at industrial talk.com all his contact information and take him up on that free stuff that he offered. All right, to recap, we've got the IoT solutions World Congress, October 5, through the seventh, Barcelona is a great location, love the location, as well as we've got the manufacturing and technology shown that is November 9, through the 11th. Those are must attend events, let's get best worlds back to sort of back to normal, whatever that might be. Let's make it happen. All right, you are the miracle. You are the dream makers. You are the light of hope. That's what an industrial heroes all about. And that's what you are all about. Thank you very much for what you're doing. hanging out with people who are bold, brave and daring greatly. I guarantee you're gonna have a wonderful time changing the world because that's where it's at industry is where it's at. All right, thank you. We're gonna have another great interview right around the corner. So stay tuned.

The post Mr. Dave Lakin with Acacia Business Solutions talks about Restoring Honor, Truth and Integrity appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Patrick O'Rahilly, Founder of FactoryFix about “The Tight Manufacturing Labor Market and Solutions to Succeed”. Get the answers to your “Manufacturing Labor Market” questions along with Patrick's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

manufacturing, people, individual, manufacturers, patrick, hiring, career path, machinist, uber driver, applicants, match, industrial, industry, company, factory, job, machine, world, fix, 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 go. Alright, welcome

00:22

to the industrial talk podcast. It is a great day to be in industry. This is a no legacy thinking zone right now, you always ask the question, What if and Why not? Because your industry heroes, you are bold, you are brave. You dare greatly. You're changing lives. you're solving problems, and you're changing the world. Why not? You guys are absolutely wonderful. Thank you very much for joining the podcast. in the hot seat in the industrial talk hot seat, we got a gentleman by the name of Patrick O’Rahilly. He is the founder of FactoryFix. Pretty cool name, quite frankly. And you know what they're doing? They're doing a lot of stuff and trying to match up labor, the tough labor market. How do you leverage technology to help manufacturers succeed, matching up important, critical people with the needs of the manufacturer? That's what we're talking about. He's solving problems. FactoryFixed team is solving problems. Let's get cracking.

01:24

Yeah, again,

01:26

you're looking at somebody like, Patrick. He said, hey, what if? Why not? He's asking that question in a big way. Before we get in the interview, you know what I got to do take care of little business. All right. paper and pencil once again, this is October 5 through the seventh. This is this year 2021. This is the IoT solutions World Congress, it's in the beautiful town of Barcelona. And I'm telling you, they're going to be talking a lot about IoT AI and everything that's industrial for dot o from the best of the best, great organization, IoT solutions, World Congress, as well as the industrial internet Consortium, both organizations dedicated to your success. Let's get back to normal. The other one is the manufacturing and technology show. This is in beautiful Cleveland, Ohio, which is a great place to be. This is November 9 through the 11th. It is talking all about manufacturing solutions. I'm looking at my dog on screen here, it's on the website, it's going to be out on industrial talk.com the home page. Got it. We just got to do everything we can we've got to think about getting back to normal. And events like the manufacturing technology show, November 9 to the 11th. Boom, great opportunity for you know, getting back to normal or whatever that next normal is we've got to keep moving. We got to keep pressing forward with a sense of tenacity, and speed. All right. Again, Patrick O’Rahilly founder FactoryFix in the hot seat, we're going to be talking about manufacturing labor market. Yep. skills gap. Absolutely. And recruiting and hiring had a great conversation with an individual pro today. And we're just talking once again, about that skill gap out there. We need people to fulfill these manufacturing jobs we need. And it's these are sophisticated jobs that need to be filled. We've got to do a better job at getting that message out. It's an exciting time. Let's get the people out there working.

03:33

Alright.

03:33

Enjoy the conversation with Patrick O’Rahilly. Patrick, welcome to the industrial talk podcast. Thank you very much for joining this prestigious platform that features wonderful heroes all across industries. about that. I try to add on

03:50

top that, Patrick, it's an honor to be here.

03:55

For the listeners out there, give us a little 411 on who you are.

03:59

Yeah, so I am the founder of a company called FactoryFix and what FactoryFixes we're a manufacturing hiring platform. So essentially, we have a big online community of manufacturing workers. And we built some like really cool technology to match it to the right ones. And then we'll also vet out all of the applicants, so you're only dealing with the good fits for your specific company and job.

04:31

I have to ask it, how is it different than some of the other sites that are out there that sort of do something similar where I'm trying to match? You're a matchmaker of companies and individuals. How does yours differ from that?

04:46

Yeah, I mean, so when you're talking about like, you know, the LinkedIn or the world or Craigslist or indeed you know, one, we're 100% focused on manufacturing. So the people we're recruiting your network are, you know, everyone from you know, welders, machinists, maintenance mechanics, you know, electricians, even up until the higher skilled roles, you know, some of the automation technicians, robot programmers, you know, neutrals engineers. So that's that's one the focus there, but we're going deeper on each workers profile than a, you know, General job board would, you know, we're finding out if you're a machinist, for example, you know, do you work on Mills or lathes or, you know, grinding machines, even down to the brand level, if you worked on classes or amaze acts, that sort of thing. And, you know, when you as a, as an employer signs up, we do this onboarding process with you to find out what machines and technologies are you using in your facility? Right? Like, what what types of CNC machines do you have? And that enables us to make better matches and send you people that in theory will hit the ground running and be valuable from day one.

06:13

I like that. And I like that focus, because there I think your your analogy of CNC is a great example. There are a ton of CNC machines out there. And and with that inventory of CNC machines, there's a ways of using them. And if you're a better skilled at amaze, Zack versus another type of brand boom. Yeah, and I think and you're right, the other platforms that provide solutions, like you're talking about, don't go into that level of detail. By no means. No, no. So me as a an employer, I like that. Why wouldn't I like that?

06:52

Yeah, no, I mean, look, I think, not only do we have our own network, but those other networks, their partners of ours, too. So when you as a company, you post a job on FactoryFix. You know, we're also sending, you know, feeds to those other networks as well. And, you know, we just want to be like this turnkey package, almost like a talent department, you know, as a service. So that, you know, instead of having to hire a bunch of people internally, are having to post all these individual job boards, you have one source, and, you know, we can get it all done for you.

07:36

Yeah, not like that. That's a that's a neat pain relief for the topic that we're going to be talking about, because I think what we've known and I think it's out in the news, that there's a really tight labor market. And they'd be able to have that tight labor market and then match the skills, there's a skills gap. Are we doing a good job? And and I think that that's going to be a great topic to talk about. Let's talk a little bit about that problem. What are we seeing out there in the marketplace today from a manufacturing perspective? and labor?

08:08

Yeah, I mean, it's beyond tight. Like, it's, it's as bad as like I've ever seen it. And not only it's not just confined to manufacturing, either of you look at any industry, frankly, I mean, you just look at like McDonald's and Chipotle, they just had to raise their minimum wage to attract people. But manufacturers have this unique problem to where, you know, they can't provide some of this, like hybrid flexibility work from home stuff, right. So there's an inherent like disadvantage of attracting talent, especially for like, some of the more entry level positions, you know, you don't have some of this flexibility that other positions can offer. But, you know, manufacturing companies do have an advantage in that, you know, manufacturing can be like, a career, right, not just a job like there is there is a progressive career steps that you can take after you get this first entry level job. But, you know, I think it's competitive as hell out there. You know, obviously, the government and like, the unemployment benefits are at an all time higher is as like, yeah, generous as they've ever been. So, you know, you have to make sure at least for some of these entry level roles, that the pay rate is above what someone would be making just kind of living off the government right now. And it's, it's as close as it's ever been. So it's very difficult.

10:00

So correct me if I'm wrong, if I want to keep my doors open, and I, and that requires people that require skilled individuals that require individuals that have the proper training and all of that good stuff and have a head about them, okay, that's tight. Secondly, I'm going to because the market and because if I find an individual that has mad skills, that individuals demand out in the marketplace is much greater. And then for me as a, as an employer, I'm going to have to raise my prices, just to retain that individual, because somebody is going to try to grab that individual, it's very fluid out there. Am I correct on on that?

10:41

Yeah, I mean, I think so. The problem is, there isn't, you know, a bunch of extra margin where you can just raise wages, and, you know, raise prices, and everything will be okay. Right. At some point, demand is going to fall off. And I guess that's where you get all these inflation concerns that that you're seeing today? Yeah, so I mean, we're, it's, it's in a tight spot.

11:07

And, and rightly so. And I know, unfortunately, listeners, I've had that experience when I owned my maintenance company. And it is very difficult for an owner to manage these valuable people to keep the lights on to keep the machine moving, whatever it is, and then the market. You can't, I can't begrudge the individual saying, hey, if I make a couple of dollars more over here, it's better for my family. I can't. It just puts people in, it's just a real trickling. What know, what do we do? I mean, how do we, it's the realities out there in the market? And I don't see it, you know, ending anytime soon. What do we do?

11:51

Yeah, yeah. I mean, I think manufacturing companies have to emphasize the advantage of a career in manufacturing, right, which is, you can come right out of high school, you know, get an entry level job. And, you know, there's a natural like, career path for you within manufacturing, to where you can make 8090 100k salary, you know, within a relatively short amount of time. So I think the career there are the, the key is emphasizing this manufacturing career path that people can take advantage of, if they get into this industry. Right. That's, that's all we have. Because, you know, on the surface, if I'm coming out of high school, I see all these different opportunities. I could be an Uber driver, I can go work for tripleplay. Yeah, I can, you know, or I can try to be a machine operator, right on the surface, like, I don't know, I, Uber driver, sounds nice. I can work when I want and, you know, no boss, really, and be flexible. But there's no next step for you there, right, you're just you're still an Uber driver. What manufacturing has going for it is that, you know, there is a path for you to get to that 100k career, you know, in like, five years, even if, if if you work hard at it and learn the skills necessary. So that's what we got to double down on.

13:38

Now. You see it, right? And that's because you're, you're right in the trenches of this particular challenge. What about manufacturers, they're going to have to change, they're going to have to adapt to this, the realities of this market, and be able to educate and say, we want you on board. This is your career path. We expect you to be here and whatever. And we're going to be paying you this much. And I think that the manufacturers, some are better than others, but sometimes they fail to paint that picture.

14:11

Totally 100%. You know, I don't think it's, it's really been all that necessary, until recently. But yeah, I think too much of the hiring in the industry is very reactive, where my machine operator just quit, right? I need to fill them with someone else that's had some experience. And that's kind of it. Like, I'd be happy if he just was a machine operator for the next 20 years and just kept that spot filled. I think instead, we got to have this paradigm shift where, you know, it's very proactive. It's clear that you know, you're a machine operator for two years. And you know, if you learn these skills, To have a good record, you can get promoted CNC machinist or set up machinist. And then another two years after that you can be a CNC programmer and learn, you know, CAD CAM, almost like an up or out strategy. And I always use my wife's company as an example, because I think they're the best in the world at this. She works for Boston Consulting Group, and they basically have these levels. And every two years you either get promoted, or they help you find another job somewhere else. Like you're you're just not going to make it here. And they're very gracious about it, and you know, help you find another another company. But, you know, maybe maybe manufacturers can't get to that extreme. But implementing some of that thinking, I think is critical. And But yeah,

15:59

I never really think you know, that. It's like, if I do that, if I train these individuals, what do you think's on my mind? They'll leave me I spent all this money and they're gonna leave me and they're gonna find something else. And, and that's it's a vicious, vicious cycle.

16:16

But the reality

16:18

is, is that, yes, these manufacturers have to think that way. And they have to deploy these new types. And from my perspective, what I hear you saying, I would probably use your service all the time, just to make sure that my funnel maintains some sort of level of activity of people, skilled individuals, because the dynamics of the marketplace warrant some sort of ability to do that. And then the other element, as a manufacturer, I've got to paint that picture. Gone are the days that I say, Hey, I'm gonna hire that machinist. Come on in knowing full well, that machine is will probably stay maybe 18 months, maybe Max, good, boom, you got it, we got to rethink that. Got to create the Yeah, these are important jobs. These are important. Okay. So with all that painted, with all that reality, just sort of thrown on the desk, and and manufacturers? What are the real roadblocks right now? What do you see? What are the What's your real challenge right now, outside of all the other things that we've been talking about?

17:31

Yeah, I mean, obviously, there's all these macroeconomic forces, you can't really do too much about that. But, you know, I think what I see as a lot of these companies get in their own way, in that, you know, you look at their production floor, you know, they implement all these lean manufacturing principles. It's totally streamlined and efficient. And, you know, it's amazing, like, they're, they're great at producing parts. And then you look at, like the hiring and recruiting process. And there's so much like, unnecessary friction, unnecessary steps, like, you know, you're posting jobs to all these different boards, applicants are coming in, you know, you're looking through applicants, maybe once a week, and maybe it's the HR person, and they're trying to do an initial prescreen, and then, you know, get some feedback from the hiring manager. And like, you know, it's just, you can't do that right now, with the labor market the way it is, if you're not like reaching out to an applicant, the same day or the next day, and just making this whole process as streamlined as possible. Forget about it, like, you're just not going to get anyone. So I think a lot of it at a micro level is just companies kind of getting in their own way and not having a streamlined process.

19:00

Which is an interesting statement. I know when I was in the business of hiring people and all that good stuff. It wasn't pleasant for me. I just, quite frankly, the couple of thoughts that had come through my mind would be that it looks great on paper. I talked to the individual sounds okay. But the proof is in the pudding, get them out on the field, whatever that mean, or in the plant, and then all of a sudden, we have an issue, and then I have to relive it again. And then again, and again. It would seem to me your value proposition at FactoryFix makes sense to where you're doing a lot of my legwork, you're doing a lot of my upfront and my confidence in the applicant coming to me is much greater, which then removes a lot of headaches. From my perspective. Am I looking at it properly

20:00

Yeah, no, I exactly I think, you know, Gone are the days where you can look at hiring is a very like transactional process where, okay, I have this one job opening, I'm going to go through the process and I'm going to fill it and then I'm going to be done for a while until the next job opening happens. Like that's, that's over with now you have to, it's almost like a sales funnel, you need this engine in the background and constantly like, you know, out there looking for leads, and then, you know, keeping them warm and that sort of thing. So we essentially act is like that recruiting engine in the background, that builds the pipeline, vets applicants, as people ready to go for when you need them.

20:50

And the other thought process, that's a beautiful statement, the other thought process is manufacturers have to just recognize would say you're feeling it, this dynamic it work environment. So they have to, in that thinking, to your point, embrace more of a funnel mind mindset, as opposed to one and done one and done one and done. It's, it's like, I've got to make sure that my individuals move forward. And that is a beautiful thing, hey, if we got a career path, I'm going to, I'm going to move them and I'm going to make sure that I'm chirping in them. But that once again, that gets to the thinking and the culture within the organization, which is very unique.

21:31

totally easy, you still have to be an attractive place to work. And that's where the career path, you know, play. Very good. Yeah,

21:42

they got to invest the time, energy and effort to make that an attractive place to work. I like that, that that's where it gets down to. And there are manufacturers out there that do truly try to make their place attractive and, and are succeeding in this challenging. Shall we say time, big time?

22:03

Yeah, absolutely. I mean, it's anything you can do to close, you know, using the sales analogy close, you got to close the deal with the actual product, which is your culture, your your company.

22:20

I like it when we summed it up. Well, you did. That's fantastic. I like that. Now, looking at my little cheat sheet here. We've got a free trial of manufacturing companies for manufacturing countries that want to try FactoryFix. What do we do to get that free trial? What's that all about?

22:40

Yeah, just go to FactoryFix Comm. There's a little form on the website, just fill out, fill out that form. And we'll get you set up for a free trial. You can post some jobs, start seeing some candidates, you know, and use our software to streamline the whole hiring process. It's a beautiful

23:01

thing. How do they get ahold of you? Let's say I want to talk to Patrick. How do I get?

23:05

Yeah, just Patrick at FactoryFix. Calm is probably the best way.

23:11

That easy with finding resources easy with connecting with Patrick. There's no friction whatsoever here. I like what you guys are doing the value proposition. All right. Hey, Patrick, thank you very much for joining the industrial talk podcast. You were absolutely wonderful. Love the topic, by the way.

23:29

Yeah. Thanks, Scott. Really appreciate it.

23:31

All right, listeners, we're gonna have all the contact information out on industrial talk.com. So don't go away. We're gonna wrap it up on the other side. Stay tuned.

23:40

You're listening to the industrial talk Podcast Network.

23:48

All right, a quick shout out to Patrick O’Rahilly and team FactoryFix excellent conversation. It is a challenging time, as you can tell by the interview. But we've got great thinkers, innovators like Patrick and team FactoryFix out there. They're gonna make it happen. They're passionate about it, they're gonna make it happen. One last little reminder, October 5 through the seventh, this is the IoT solutions World Congress and industrial internet Consortium. Both are passionate about making this happen. And it is in beautiful Barcelona space. And I'm telling you right now, you're gonna be learning from IoT experts. You're going to be learning from AI experts, 5g then their past couple of years. Excellent. And I mean, excellent venue. Excellent. Just an excellent show. bar none. All right. I'll be broadcasting also from the manufacturing and technology show. This is November 9, through the 11th in the beautiful town of Cleveland, Ohio, make that you got to make it we got to get back to normal. All right. Be bold, be brave, daring, greatly hanging out with people who are bold and brave and daring greatly. You change the world. We're gonna have another great conversation shortly.

The post Mr. Patrick O’Rahilly Founder of FactoryFix Talks Solutions in A tight Manufacturing Labor Market 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.

The post Friction – Why Do We Make Everything So Damn Hard! appeared first on Industrial Talk.

The post Yep! Industry needs to Market Better and Sale more. Keep my head from exploding 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/

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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

The post Ms. Michelle Reines with Badass Leadership talks about why you need Badass Leadership Today! appeared first on Industrial Talk.

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:

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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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!

BILL'S CONTACT INFORMATION:

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

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

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/

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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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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/

PODCAST VIDEO:

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/

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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!

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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

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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?

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

23:44

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

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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.

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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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THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

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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/

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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 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/

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!

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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.

The post Mr. Leon Pieters with Deloitte Provides an Update to the global state of the consumer in a COVID19 World 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:

Safeopedia: https://www.safeopedia.com/

CAP Logistics: https://www.caplogistics.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

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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 Mr. Todd Palmer with Extraordinary Advisors talks about Ditching your comfort zone to success appeared first on Industrial Talk.

The post Heroes Of Manufacturing Celebrates Team Elsons International with Andrew Jackson, President appeared first on Industrial Talk.

The post Mr. Tim Ward with Changemakers Books talks Resiliency and a visual path forward appeared first on Industrial Talk.

The post Mr. Lawrence Henderson with Boss Consulting talks about Industrial Leadership in a COVID19 World appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Bonnie Shields, Director of Global Supply Chain at CAP Logistics about The Current Trends and Prediction Hitting the International Freight Market.

On this Podcast episode, Bonnie talks about the 4-key areas that industrial companies need to understand in this transitioning supply chain world:

1. Recent experience with importing medical supplies and other items for US companies.
2. The changing and evolving regulations between the US and China
3. 2020 predictions for global freight: volatility increasing the need for AI
4. US perception of China and how this may shape logistics moving forward

Learn more about Bonnie and the wonderful team at CAP Logistics and how to succeed in this dynamic Supply Chain market by the links below and on this podcast:

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

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

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

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 Ms. Bonnie Shields with CAP Logistics talks about trends and predictions hitting International freight! appeared first on Industrial Talk.

The post Ms. Maureen Metcalf with Innovative Leadership Institute talks leadership strategies in a COVID world 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 setup a Sales Professional Hot-seat with some of the best Sales Superheroes on LinkedIn today to discuss “Powerful Sales Strategies for Industrial Success in a COVID-19 Market”.

The Industrial Superheroes of Sales include:

1. Eneida Canev, Sales Trainer at Forrest Performance Group
2. Marcus Chan, Founder of Venli Consulting Group, LLC
3. Alex Alleyne, Founder of Growth iQ
4. Daniel Burke-Aguero, Business Coaching Specialist at Southwestern Consulting
5. Ken Baldo, Executive Member at Revenue Collective
6. Jeroen Balzer, Founder and Senior Contributor at Floraldino
7. Danny Heinsohn, Founder and Speaker of For A Reason, LLC

This very candid, lively and FUN sales conversation addresses:

1. What industrial companies need to do today to generate revenue.
2. How to leverage Linked for sales.
3. The need for urgency and action.
4. Strategies for gaining market share
5. The need for real innovation and collaboration

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 The Superheroes Sales Team on this episode and the links above:

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: Superheroes of Sales and Marketing. Strategies for Sales 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 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.

In this week's Industrial Talk Podcast we're talking to Nancy Regan, Founder and All Around Great Person at RCM Training Online, about applying the principles of asset reliability to your most valuable assets, your Talent. On this episode Nancy goes in-depth into the principles of Human Reliability and Human Reliability strategies for success.

The challenges of a post COVID19 world will be significant, however, through Collaboration, Innovation and Action and professionals like Nancy the future is bright.

Learn more about Nancy and the power of Human Reliability by the links below and this podcast:

Company Website: https://rcmtrainingonline.com/

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

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

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 Ms. Nancy Regan with RCMTrainingonline.com talks about Human Reliability In a post COVID19 World appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Brian Severski, Director, Product Management at Infor about “Driving Productivity and Performance with Talent”. In this episode Brian expands upon the 5 tactical steps that you can deploy today to ensure your talent is optimized for your long-term success. Get the answers to your Human Capital questions along with Brian's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Brian 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. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

BRIAN SEVERSKI'S CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/brianseverski/

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

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

Twitter: https://twitter.com/infor

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

PODCAST VIDEO:

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

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

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 Mr. Brian Severski with Infor Talent Science is talking About Driving Productivity and Performance with Talent. 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

The post Operation Phoenix: Powerful Inclusive Strategies For Your Workforce in times of Personal and Business Disruption appeared first on Industrial Talk.

The post Operation Phoenix: Business As Usual Is Dead! appeared first on Industrial Talk.

The post Business Beatitudes: A Spirit of Optimism and Action Through A Calm Demeanor appeared first on Industrial Talk.

The post Operation Phoenix: Well-Being Strategies in times of Personal and Business Disruption appeared first on Industrial Talk.

The post Operation Phoenix: Now is the time for real industrial leaders to lead with Hope, Optimism and Innovation appeared first on Industrial Talk.

The post Business Beatitudes: A Spirit of Optimism and Success Through A Humble Nature appeared first on Industrial Talk.

The post Business Beatitudes: A Spirit of Optimism and Success Through Sacrifice and Perseverance appeared first on Industrial Talk.

The post Business Beatitudes: a Spirit of Optimistic Leadership in Times of Concern and Challenge appeared first on Industrial Talk.

The post COVID-19 Making Lemonade out of Lemons a Tale of Optimism appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Glenn Gaudet, CEO of GaggleAMP about increasing employee engagement through advocacy. Some of your biggest advocates that are passionate about your success are your valuable employees. In this episode, Glenn discusses powerful strategies and technology that can align passionate employees with your Industrial sales and marking efforts. Learn more about Glenn and the wonderful team at GaggleAMP on how to create incentives to improve Employee Advocacy. Find out more by the links below:

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

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

InforEAM:  https://www.infor.com/products/eam

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

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Enter Promo Code: IndustrialTalk and Receive $600.00 Off the Reliability Summit 2020:

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 Mr. Glenn Gaudet with GaggleAMP is talking About the Employee Advocacy! appeared first on Industrial Talk.

The post Why You Need To Podcast – Your Message appeared first on Industrial Talk.

The post Why You Need To Podcast – Podcast Expectations appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Andrea Fryrear, Co-Founder of AgileSherpas about implementing Agile Marketing into your Industrial success efforts. What is Agile Marketing you ask?!? It's about marketing speed, nimbleness, insight and focus on what is truly important for bring in real bottom-line value to your company. Learn more about Andrea and her wonderful team at AgileSherpas on how to step up your marketing game by leveraging Agile Marketing solutions. Find out more by the links below:

FREE AgileSherpas Resources: https://www.agilesherpas.com/industrial/

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

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

Company LinkedIn: https://www.linkedin.com/company/agilesherpa/about/

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

PODCAST VIDEO:

OTHER GREAT INDUSTRIAL LEARNING SOLUTIONS:

Infor's Educational Alliance Program:  https://www.infor.com/services/education-alliance-program

Infor's GenOne Program: https://go.infor.com/genone/

Festo Didactic: Blazing the trail in hands-on Industry 4.0 training: https://www.festo-didactic.com/us-en/

OTHER GREAT INDUSTRIAL RESOURCES:

InforEAM:  https://www.infor.com/products/eam

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):

Industrial Talk Free Webinars:

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 Ms. Andrea Fryrear with Agile Sherpas is talking About the Power of Agile Marketing! appeared first on Industrial Talk.

The post Why You Need To Podcast – The Content Math appeared first on Industrial Talk.

The post Why You Need To Podcast – Ultra-Micro Content Creation! appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we are continuing our series about Why You Need To Podcast! Again a podcast strategy is vital to improving your Sales and Marketing opportunities and to humanizes your Brand in 2020.

In this Industrial Talk Podcast episode, we talk about the easy way to Create Meaningful Content from just one podcast. As well as how to re-purpose past blogs, reports and webinars by bringing in the power of humanizing through your podcast platform. Be Bold, Be Brave, Dare Greatly and Change the World!

PODCAST TRANSCRIPT:

(00:00):

All right. Welcome to the industrial talk podcast. Oh, glad that you are here. We continue our while. You need a podcast series. We had talked about the why and why it humanizes content and the the benefits associated with the podcast. In prior episodes we talked about the marketing and, and that target market. Oh, who can be on it, why it's important, win-win strategy, compounding of that content, all of the positives associated with a platform like this. And now we're going to venture into the actual content creation of, of this platform and how it can just multiply. But I just want to make sure that we reiterate one thing and that is there's a numbness out there. There's, once again, and I referenced it into in a prior podcast, and there's a numbness. There is a content numbness. I take my stock photo, I slap my, my logo on it.

(00:57):

It's a person carrying a computer and we've, you know, we're all important and we talk about whatever blog it might be or whatever report it might be, but it becomes very numbing. And so when you think that you're posting any, I think that [inaudible] and you're doing it, but, but you think people are gonna look at it. Uh, probably 99 times out of a hundred, they're not going to look at just because it's the same. There's this just, you know, Lake of sameness out there of content. And so your goal and what we gotta try to accomplish here is how do we get attention in a world of numbness, right? And one of the challenges that we're going to be addressing throughout this particular, uh, series in content creation is that boredom. Uh, this is how it happens each and every day or whatever it might be.

(01:50):

Uh, I got a report, I got to find a graphic. So I find a graphic, I slap my logo on it, I post it to my digital platforms and I don't track it. I don't do anything. I've, you know, in essence, I've, I've created the content and I just posted it. That is boredom. That doesn't achieve what you want to achieve out of people reading and consuming that content. And that is you being a thought leader. Your company, uh, is, uh, designed for solving problems. So that's what we're talking about here. How do we get past that boredom to the platform, the podcast platform? Once again, you get into it or you find somebody to do it. Either way it's in house or, or you, you figure it out because it, it does a great job and it, and it really pushes off that boredom.

(02:43):

So, uh, we're going to go into it and I, I classify, uh, the content into sort of three categories. You've got the macro and if you're out there on the old video, you're going to see it. You're going to say, Oh, okay, there's the macro content. There is the micro content, which is smaller of course. And then there's the ultra micro content. And that is your engagement. You can't be out there thinking that, okay, I posted my podcast or I posted my content and I posted whatever it might be and not, and think that people are going to be engaging because you have to be engaging yourself. Okay? So we start, if you're out there on the video, we start with a simple one. And the simple one is the, uh, macro content creation, right? And that means from my perspective, as I look at the creation of content, I look at the macro as a podcast top of the heap, right?

(03:47):

It is designed to be able to generate all that great information, a blog which you put a lot of time, energy and effort into creating and pulling in the information that is needed for that blog and the ability to be able to cogently communicate a point. And then you say, Hey, I want to do a webinar. Okay, I'm going to do a webinar. That's, that's the third one of this sort of macro creation of content. So you're gonna, you know, you're gonna promote, you're going to push and you're going to create the content. You're going to do everything that you possibly can from the webinar report. And then of course, the last one that I, I categorize as macro high level, our reports, uh, uh, insights into your market insights into services that are being provided. And where do you reside and how do you improve?

(04:37):

And all of that good stuff. So once again, macro content is one, podcasting, blogs, webinars, and reports. Now, let's now let's just take that right because we're in the content creating business. That's what this machine is all about, creating content. So what I can do, I can do a podcast. We talked about that target market. We talked about getting your internal, your, your partners, your customers, your prospects, your heroes, your philanthropy. All of those people though, that's a podcast and add is tremendous amount of Goodwill, win-win content that's created compounding, right? We talked about that. Now you're saying to yourself, well, I did a blog and and today blogs tend to be somewhat stagnant. I did a blog, I posted it. It's stagnant, sits on my, um, a website or it's out there, wherever it might be. But why don't you do this? Let's dust off that blog because it's still probably very relevant, very meaningful, and, and has great content that needs to be a part, a, a, a, you just got to re-purpose it and let's repurpose it into a blog.

(05:55):

And we take that blog and we put it into a podcast. So now, now all of a sudden the blog becomes a podcast and you can speak to it. It's like, Hey, I got this blog cast right here. I'm going to show you this is, I wrote this whatever a couple of months ago, but I think it's still relevant. Let's talk about it on the podcast now, and you can, you can set that criteria up any way, shape or form. The same thing goes for a webinar. So there were people out there they might've joined, they might not. It's on demand. Whatever might be that can be converted into a podcast. And the same thing with a report. Hey, I just got this report, those reports shine, you know, was shiny light on this, that and the other challenges and where we want to go. There are reports out there all around us and you have those reports, you re-purpose it into a podcast.

(06:47):

So now all of a sudden you're not only have podcasts of all your relevant market, you have podcasts that you can re-purpose your blogs, your webinars, your report. That's what makes this particular platform very powerful. And not only that, unlike maybe a blog where you can sort of try to sprinkle in some, um, you know, funny moments and all that good stuff. The podcast, once again, can bring out that human side. You could put it into a video cast, right? What we're doing here. So just from that alone, you re-purpose all of that valuable, wonderful content. And then you could take that podcast and create another blog. You could take that podcast and create another webinar. You can take that podcast and create another report if you so choose. It is that simple. So out of that particular process, if you're out on the video, you'll see I could create 16, 16 separate macro content, uh, information that is valuable, that's win-win.

(07:51):

It's human and, and it's, you're, you're, you're the thought leader, right? That's what that's all about. I mean, it doesn't get any easier than that. So now all of a sudden that, that boredom that you might get, all of a sudden it's not born anymore. I'm not just cranking out a blog. I'm actually cranking out a blog. But then I know it's going to go into a podcast and it's going to create another form of content for consumption and saying, Hey, Scott's a leader, or this company's a thought leader, whatever it might be, you get it. That's macro content creation. You're fighting that boredom, that content boredom, and now you're re-purposing old content that is still tremendously valuable within the market and you're still a doggone thought leader. That's what this is all about. People'd be brave. We're going to continue with this conversation on content. Let's change the world here. That's what we're all about here at this, uh, on this platform, and you too can be the same way. Thank you very much for joining the industrial talk podcast. We're going to come on back and we're going to continue our conversation on content creation. Have a good day. You're listening to the industrial talk podcast network.

PODCAST VIDEO:

RELATED PODCAST(S):

https://industrialtalk.com/episodes/why-you-need-to-podcast-sales-funnel-strategy/

https://industrialtalk.com/episodes/why-you-need-to-podcast/

https://industrialtalk.com/episodes/why-you-need-to-podcast-the-old-way/

https://industrialtalk.com/episodes/why-you-need-to-podcast-i-cant-you-can/

https://industrialtalk.com/episodes/industrial-podcasting-101-the-reason/

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):

Industrial Talk Free Webinars:

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 Why You Need To Podcast – Creating Meaningful Content! appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we are continuing our series about Why You Need To Podcast! Again a podcast strategy is vital to improving your Sales and Marketing opportunities and to humanizes your Brand in 2020.

Now let's create Raving Ambassadors with your Podcast Platform. These are individuals and companies that love your product, service and/or solution. They deserve a “series” about them and what they do to solve problems. Powerful content, focused on them, they love you for it and will speak in glowing terms about you and your company. You want to close a deal, have your Prospect talk to your Ambassador. Give you the “Swag” to really close the deal. Learn more in this episode of How to Create Raving Ambassadors. Be Bold, Be Brave, Dare Greatly and Change the World!

PODCAST TRANSCRIPT:

00:00                   Hi there Scott, MacKenzie, again, thank you very much for joining the industrial talk podcast. We are continuing our series on why you need a podcast, which is very important. It's gotta be a part of your platform, your digital marketing, your, your sales funnel development, uh, your branding. And, and I've harped on that. Either you do it internally or you find somebody to do it, but either or [inaudible] you gotta make it happen because it's a powerful tool, powerful platform. And, and, uh, it's uh, designed for success. And that's what we're all about. Now. We've gone through the sales funnel, you know, just sort of lay out of your target market. We've got internal, we've got your partners, we got your customers and we've got you even your targeted prospects. Within that, we highlight the heroes, the philanthropy. That's what you can do on a podcast platform and get it out there over and over again.

00:56                                    Now the last one, which is just sort of a result of that effort, is you create raving ambassadors. Those are the individuals that are going to sit there and go, wow, these are wonderful. I really enjoy. They just aren't just raving and vast. You, you have created the know, like and trust throughout your process, which is vital to any sales cycle, but now you're going to be creating those raving ambassadors, those individuals, those companies that that believe and know you will deliver on your promise. You solve problems. You listen to them and create solutions that make them a success. They are your raving ambassadors. You can't get to the embassador level if you're not caring and feeding and and making them feel special and be able to provide solutions for them so that once again, the platform, the podcast platform is just so uniquely designed to be able to do that.

02:03                                    Once again, you find them, you can see how they get engaged, they're there, you know who they are and you, you could say, Hey, let's get you on a podcast again. Let's create a series. Let's talk a little bit about what you do and and the solutions you provide and the content that is all designed specifically for for what you deliver. Now, let's highlight that once again, a win win strategy and then all of a sudden the best recommendation comes from those individuals who just love your service or whatever you know, product, whatever it might be. That's why the podcast in this platform is a powerful platform for you and your sales. Okay, now we're going to wrap it up. I'm going to go into the content again, we're going to start talking a little bit about the content, the micro content and define whatever it micro is based off of this content generating machine called the podcast platform.

03:10                                    And then the ultra micro content don't get, you know, wrapped up with that. There's a, there's a logic in that. Now those are the categories that, that uh, I have selected. If you have another category that's all good and dandy and that's fine, but you get it there. We're going to break it down into three segments and why this, the podcast platform is a powerful, uh, medium for creating content. So that's going to be next, next time. So we're going to wrap that up. So again, we're going to talk about what this one is about. Ambassadors, raving ambassadors. You need to do it once again. Go out to industrial talk.com. Find these series, embrace the fact that you need to do the podcast and make it happen. She look at that, man, that's only four minutes. We, we, we, we covered this particular topic in four minutes.

04:01                                    All right, next, uh, next segment. In this series, we'll be addressing content and content creation. And I'm telling you right now, you're not creating enough content. That's it. That's the bottom line. All right. Thank you very much for joining the industrial talk podcast. You need to be doing podcasting. You need to figure out how to do it, make it happen. Thank you. Be bold. Be brave. Dare greatly change the world. That's what this is, man. Isn't it a great time to be alive, to be able to do this stuff? So thank you. And we'll talk later.

PODCAST VIDEO:

RELATED PODCAST(S):

https://industrialtalk.com/episodes/why-you-need-to-podcast-sales-funnel-strategy/

https://industrialtalk.com/episodes/why-you-need-to-podcast/

https://industrialtalk.com/episodes/why-you-need-to-podcast-the-old-way/

https://industrialtalk.com/episodes/why-you-need-to-podcast-i-cant-you-can/

https://industrialtalk.com/episodes/industrial-podcasting-101-the-reason/

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):

Industrial Talk Free Webinars:

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 Why You Need To Podcast – Do It For Your Raving Ambassadors! appeared first on Industrial Talk.

The post Why You Need To Podcast – Do It For Your Prospects! appeared first on Industrial Talk.

The post Why You Need To Podcast – Do It For Your Customers! appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we are continuing our series about Why You Need To Podcast! Again a podcast strategy is vital to improving your Sales and Marketing opportunities and to humanizes your Brand in 2020.

In this episode, begin building or “Podcast Sales Funnel Strategies”. Again, the power of podcasting is that it's an incredible sales platform. Now let's begin interviewing your Partners that are passionate about your services, solutions or technology and leverage their network and expand your reach. If they succeed you succeed. We now have a platform that delivers a real Win/Win solution and compounds your digital reach. Find out how to bring in Sales by leveraging your podcast platform! Be Bold, Be Brave, Dare Greatly and Change the World!

PODCAST TRANSCRIPT:

00:01                                   Hey there, Scott MacKenzie again, and while we're talking about why you need to bring podcasting and this platform into your business, right? Either you bring in podcasting as a part of your sales marketing and branding strategy or find somebody else to do it, but be consistent with it. Bring it in. It is a powerful platform for you, your companies, your employees, or your partners, your customers, everybody. It is a win win solution. You bring out the human element. This is a, I want to say number five in a series that we're just going to keep on going until somebody says, yes, this is important, but I'll lay it all out. And once again, I have all of the information. If you say, yes, I better do it, but I need equipment. I need to understand the digital components, all of that stuff. It's all out on industrial talk.com okay.

00:53                                    The last episode that we did, not even, I believe it was yesterday, we talked about the sales funnel and we're talking about leveraging the, the podcast platform as part of that sales funnel. Now we have to build, build the content, and we started out with building and bringing in the content that is specific to your internal resources, the people, the part of your company, the ones that are passionate about what you are doing as a company, bringing out that human element, and so we highlighted that. Now we're going to go into, if you're out there on video, we're going to go into the partners. Now, this is where it gets really pretty interesting. So what you've done is you've said, okay, Hey, let's start this podcast. Let's start finding a, there are, these are the people that we are going to interview internally. They're all positive.

01:42                                    They're going to forward it to their people and they're going to say, Hey, this is great. I was on this podcast. We talked about this. This was a fun time. All wonderful human related focus on you, your company, your individuals. It's a wonderful win-win all around. Now this is when we start talking about the sales process, right? So you go to your partners. If you have partners, do you have customers? You have customers and we'll talk about that as well as prospects, but let's say we have partners, partners that a rep, your services rep, your solutions, whatever it might be, deploy your systems, whatever it might be. You have them. So you approach them and you say, Hey partner, I know that you've been doing a great job and and we really value your relationship. We would like to get you on our podcast. And I would say and we want and we want to talk about what you're doing that is making you a success.

02:43                                    And we want to educate the listeners of our podcast on why you as a partner are benefiting from being our partners, right? And and really just once again bring out that human element. But in that conversation you're going to say, okay, why are you so great, wonderful here, let me show you me. Let me show you how to take this now marketing asset that we created for you and then figure out how to get it in front of the right people so that you partner are a success. Now, this is where it gets real interesting. If your partner in the podcast speaks glowingly of their relationship with you and your solution, you have an asset now that says, Hey, we were talking to our partners here and this is just their interview on our podcast. They were great and I think you prospect would, would benefit from this conversation.

03:40                                    Now the partner's going to say, Hey, that was a great time. That's wonderful. Now I'm going to, I'm going to send it to my prospects, my customers, my internal people of why, Hey, this was a great time. It's all win, win all around, and it's under the guise of doing a podcast. You get it. Everything in this whole exchange is, is positive. It reflects that human element into who you are and what you're all about and and adjust. It creates a tremendous amount of Goodwill. But here's the best part. Now what's going to happen is that you, your company is baked in to that particular podcast, right? And so that partner's going to say, Hey, did a podcast for this company. This is great stuff. Now all of a sudden you're increasing your footprint and your influence and also all of a sudden everybody says, Hey, I know I can trust that company.

04:41                                    They're great people. I saw that human element in their particular podcast and you know what else I got? I got a lot of information out of it. That's what this is all about. It is just a great opportunity to sit around the, you know, the proverbial coffee table, it's podcast platform and be able to have this conversation and say, Hey, great, thank you for being on the podcast partner. Let me show you how you can promote it and you know what else? If you have customers that you would like to get on the podcast, let us know because we would love to be able to hear what they have to say about your services. And it's just everybody's just a happy go lucky type of a solution here. That is what happens. And then it begins to compound. They send it out to their friends, their families, their customers and end and your baked in.

05:35                                    And then you say, Hey, that's great. And then you send it out and then, and it just keeps on. Compounding keeps on growing. It keeps on evolving and it's all positive. That's it. That is when you start to build your content from this particular platform, this podcast platform. So you, you take your internal people, you interview them, they're fantastic, they've got great insights, wisdom, they know everything about what you do and they're passionate. Then you extend this platform to your partners and then the partners are psych Bao. I love working with you and I love working with your system and I will love your services and, and we have helped many people because you guys were so great and then you see how it works. It just keeps on going and it just keeps compounding. And so at the base, at the fundamental base of any type of sales is that know, like, and trust.

06:32                                    You're already 70% complete with your sales process. 70 ish. I don't have any real data to back it up. But however, it's a lot because all of a sudden they know you and they like you and they see your face and now all of a sudden you're, you're slicing and dices and you're making all this great content that helps people succeed. That's what you're in the business of doing. So once again, you bring them on your hammer, on the PO. Uh, the partners bring out their human side. You got internal people. The next one that we're going to be doing is customers. You have customers that use your services. You have customers that believe in you and what you are providing. So in the next episode we're going to talk about customers and you can see how it begins to come, uh, compound. It keeps growing and you keep pushing and you keep on booting out your message. So thank you very much. That's partners. We're going to be talking about customers next, be bold. Be brave. Dare greatly change the world. That's what you're all about. Thank you very much for joining. And we'll be back with customers. You're listening to the industrial talk podcast network.

PODCAST VIDEO:

RELATED PODCAST(S):

Why You Need To Podcast – Podcast Sales Funnel Strategy

Why You Need To Podcast – My Why and Find Your Why!

Why You Need To Podcast – The Old Way

Why You Need To Podcast – I Can’t

Industrial Podcasting 101 – The Reason

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):

Industrial Talk Free Webinars:

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 Why You Need To Podcast – Do It For Your Partners! appeared first on Industrial Talk.

The post Why You Need To Podcast – Humanized Content appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we are continuing our series about Why You Need To Podcast! Take a deep breath, step forward and include this powerful medium into your digital marketing mix! It is vital to improving your Sales and Marketing opportunities and to humanizes your Brand.

In this episode we address the “Old Way” and Digital Content “Numbness” by changing your stodgy old marketing and sales approach into a powerful and nimble platform that is ready for success in 2020 and beyond. Again, You Can Do This! Be Bold, Be Brave, Dare Greatly and Change the World! In this episode, lets be creative and step away from the mind numbing old sales and marketing strategy.

PODCAST TRANSCRIPT:

00:01                                    Hi there, Scott MacKenzie. Again, thank you very much for joining the industrial talk podcast. This is once again a series of why you need to do podcasting in 20, 20 and beyond. You know, you've got to go beyond that because it is a great platform for sales, marketing, branding of your company, and it creates tremendous amount of Goodwill. That's why you need to do it. It goes beyond all that stuff, right? Okay. So that's what this PO, this series is all about. I don't care who does it. You need to do it. Your competition is going to do it. They're going to take advantage of it. Uh, you need to do it too as well. So that either me, you, it doesn't matter. You need to bring in podcasting as a result of your, your, you know, your strategies, your, you're going forward and to the market and your strategies and it does a great job.

00:53                                    So, uh, this one, well, the last one we did was my why. If you listen to it, you understand my why and then I realize it's a lot of big aha moments in, in my, my efforts to create the podcast. And I realized that it's a powerful platform and you need to do it too. And so, but this one we're going to just sort of lay the foundation. We're going to talk a little bit about the old way, the old way. We always sort of do it and, and how man, we're just so resistant to change sometimes, but I'm here to make sure that you do change. And if you're watching it on video, we're going to do a little slide. Nothing fancy. I'm not a fancy pants when it comes to slides. I just, I use it just because, well one, it, it keeps my thought process going and then two, it helps you sort of put it into, uh, some sort of words.

01:38                                    So we're going to be talking about the old way one. Okay. So the old way, and this is how I learned my lesson. Unfortunately I went down the road of print, right? That's, that's old school. That is just, that doesn't exist today. I'm telling you right now, I can't tell you. I read a book, I read, I'll read books and um, I might look at some, uh, um, uh, magazines that are really interesting to me, but do I ever really look at the advertising? Do I really have time looking at billboards? Do I have time to do the old school, um, old school type of, uh, sort of consumption of this type of information? And, and I'm telling you I don't, and I know you don't. So the reality is, is that the effectiveness of gaining the attention that you want and people saying, hell, Ryan, man, that's a great company.

02:29                                    I saw the billboard and I think they're just wonderful. No, uh, it, it doesn't work that way anymore. People's attention are very, very quick. Which then leads me to the next, um, bullet here in this particular slide. I think there's a, there's a high level of digital numbness, digital content, numbness. Now what do I mean by that? Okay. I go out on LinkedIn, right? And you've got to try to stay it out on, on LinkedIn some way, shape, form. People are posting, you know, they're just going out there. We, they, they might have just fantastic, wonderful, absolutely stellar content, right? It, it just might be the best thing. But you know what, I notice stock photos and you know it, you know, it's bad when I come across a same stock photo that some big company is using and I see it and I can use it myself.

03:21                                    All I have to do is slap my logo on it. Stock photos. So as I, and I know I'm not the only one out there, I'll just sit there and I'll grow. It might be the best life changing content for me. And yet either the copy's not jumping out at me or whatever might be, it's, it's not resonating. So I just go by, I just go by, I just keep scrolling and scrolling until something catches my attention. And you know, when I find out it's the same look everything when I'm just scrolling on by, it's the same look, we are all sort of this lemming type of thing. And we just saying, all right, all right, this is the way we need to do it. And it's like Joe blow did it and he put this picture. I'm going to do something that's similar and I'm going to say it's, we all start marching in the same direction.

04:10                                    But what's great about a digital content creation is the fact that you could be creative because nobody's going to die, but you could be creative. Your objective is to create that awareness. Your objective is to create that attention. Right? Today we've got such a high level of numbness that we just, you're not, your message is not getting out and that is old way. We just get stuck in the same way. And I think right now, as opposed to in the past, I think right now there is this greater knowledge. People understand the necessity to have a digital presence. It just happens. But I believe now it's becoming far more commoditized. And so what that means is that I post, I post content, the content I post, it looks like this and it doesn't change. It doesn't, it doesn't evolve. It's the same thing. And we all have that great knowledge about what's good, what's bad, what's whatever.

05:11                                    But it is so commoditized and so it's just as just the realities of it. Okay. So I'm going to venture into blogging, right? Somebody set out there, you've got a blog, you got to write this stuff down, you got to create that thing. You know what the biggest problem is with blog sometimes. So the fact that I know I'm not going to read it, that it is a reading platform. And so I've gotta be sitting someplace, I've got to be reading it. It couldn't be, once again, the greatest and most insightful information known to man, but I got to sit down and it could be tedious and I don't have the time. Right? And so blogging, you've got to figure out the old ways. Like, okay, I created a blog and put a co, I put some graphic on it and boom, I've posted it out there and everything's just wonderful.

05:55                                    It's not it. Scroll by, scroll by, scroll by, I'm numb. And the next one that has always sort of, uh, uh, uh, sticks in my crawl is webinars. Okay, so here we go. Once again, I'm going to do a Bret webinar. What's the webinar going to be on? Well, we're going to be doing, you know, X, Y, Z. Well, fantastic. It is the same format, the same approach to where nobody, and I mean nobody, maybe some, maybe some, I'm not saying everybody, but a lot of people just numb. I'm numb to them. I'm on the webinar and we're talking about whatever, and it's the same thing. Talk to me about it. And sometimes it's so deep that you just numb. We've got to think once again how to change that and how to revitalize. Webinars are powerful. Blogs are powerful, but they're only so powerful if the message gets out and the people start consuming it, right?

06:54                                    That is the reality. If the tree falls in the forest doesn't make a sound type deal. Okay? Now onto digital posting. Somebody we've all heard we got to, as a company, as a individual, we've got to post, we got to post stuff. But you understand what that means. We just post once again, gets down to that numbness. So whatever our message is, whatever spectacular insights we can bring to our network, our community is lost because everybody is just numb. And so how many times does his happen? Hey, have you read my blog? No, it happens all the time. Well, a great blog and you just gotta, you gotta almost sell it right now for somebody to read it. So keep those things in mind. What I do and what we will talk about is how do you incorporate podcasting to revitalize your, your digital, your, your marketing, your sales strategy.

07:54                                    So case of point in this is just a little teaser. So what about, uh, let's say blog. You post a blog, great stuff, boom, it's out there, bam. And then it dies because nobody else knows what to do with it. It's a blog. It's out there. I posted it. Identity. Now I'm going on to the next thing. How about putting that blog and do blog casting? That's a thought. Then all of a sudden you revitalize it. You bring a level of humanness to that blog, right? Personality. You slap it on a video. Now they can see your shiny face. Boom. You've just transformed your blog. Got the message out there consuming. They're saying, man, you're a thought leader. That's what we're talking about. You gotta get away from the old way of thinking and recognize that why you need to do podcast. It transforms that old way of thinking because I'm telling you right now, I'm not saying that your, your content is not that good. I'm saying that people are not, you know, receiving the benefits of it. Okay? Old way. We did a little why today. We talked a little bit about the old way. You got to change that up. Now we're going to start diving deep. Thank you very much. People will be brave. Dare greatly. That's what you're all about. We're changing the world. You're changing the world. Thank you very much for joining the industrial talk podcast, and we're going to be right back with another great subject.

PODCAST VIDEO:

RELATED PODCAST(S):

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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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The post Why You Need To Podcast – The Old Way appeared first on Industrial Talk.

IIC Voice Podcast interviews Sheila Ronning, CEO and Founder of Women In The Boardroom. In her interview, Sheila talks about providing senior-level executive women with tools, knowledge and connections for corporate board services. Sheila and her team discusses powerful, tactical solutions for your professional success. Get the answers to your executive career questions along with Sheila's unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Sheila and connect with her at the links below. Finally, get your exclusive free access to the Industrial Academy and webinar access to “Building a Better Industrial Sales and Marketing Platform for Greater Success in 2020”. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

SHEILA RONNING CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/sheilaronning/

Women In The Boardroom Website: https://womenintheboardroom.com/

IIC Company Website https://www.iiconsortium.org/

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 Ms. Sheila Ronning talks about providing career solutions for Sr. Level Women Executives. appeared first on Industrial Talk.

Live from Inforum 2019, Energizing EAM Podcast interviews Steve Brindle, Founder and Partner at Advoco. In his interview Steve talks about creating a culture with a heart that will positively impact your team, the community and your bottom-line. Get the answers to your questions along with Steve's unique insight on the “How” on this Energizing EAM Podcast interview!

You can find out more about Steve and the wonderful team at Advoco at the links below. Also, get your free InforEAM Toolkit. Finally, get your exclusive free access to the Industrial Academy and webinar access to “Building a Better Industrial Sales and Marketing Platform for Greater Success in 2020“. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

STEVE BRINDLE CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/steve-brindle-67b693/

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

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

Twitter: https://twitter.com/advocoinc

Infor EAM: All you need to know about InforEAM

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

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

Industrial Talk Free Webinars:

Related Podcasts At:

https://industrialtalk.com/infoream/

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 Mr. Steve Brindle On How to Create a Business Culture with a Heart appeared first on Industrial Talk.

Live from IoT Solutions World Congress, IIC Voice Podcast interviews Richard Soley, Chairman and CEO at Object Management Group. In his interview Richard talks about the rapid growth of industrial digitization and the positive impact IoT, IIoT, AI and Cyber Security will have on you and your business today and in the future. Get the answers to your questions along with Richard's unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Richard and connect with him at the links below. Finally, get your exclusive free access to the Industrial Academy and webinar access to “Building a Better Industrial Sales and Marketing Platform for Greater Success in 2020”. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

RICHARD SOLEY CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/soley/

Company OMG Website: https://www.omg.org/

IIC Company Website https://www.iiconsortium.org/

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

Industrial Talk Free Webinars:

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 Live From IoT World Congress: Mr. Richard Soley Discusses IoT and the Growth of the Industry appeared first on Industrial Talk.

Live from Inforum 2019, Energizing EAM Podcast interviews Clay Bush, President of Stratum Consulting. In this interview, Clay talks about how to properly value existing long-term assets and the strategy for deploying new assets in the public sector. Find out more about Clay and his company by the links below. Also, get your free InforEAM Toolkit, exclusive free access to the Industrial Academy and free webinar access to Building a Powerful Sales and Marketing Platform for 2020. All links designed for keeping you current in a rapidly changing Industrial Market. Enjoy!

CLAY BUSH CONTACT INFORMATION:

LinkedIn: www.linkedin.com/in/clay-bush-642a68

Company LinkedIn: https://www.linkedin.com/company/stratum-consulting-partners/about/

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

Download Stratum Consulting Overview of Solutions: DOWNLOAD

Infor EAM: All you need to know about InforEAM

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

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

Industrial Talk Free Webinars:

Related Podcasts:

https://industrialtalk.com/infoream-heather-preu/

https://industrialtalk.com/infoream-kevin-price/

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 Mr. Clay Bush Discusses the Public Sector and how to value Existing Assets appeared first on Industrial Talk.

In this episode of the Industrial Talk Podcast, Kevin Price, Technical Product Evangelist and Product Strategist at Infor, dives deep into the future of Enterprise Asset Management (“EAM”) solutions. Kevin draws from his extensive EAM experience of the past and lays out a bright and exciting future of a dynamic InforEAM, Mobility and Cloud solutions. Find out more about Kevin by the links below and reach out to connect. Also, get your free InforEAM Toolkit and exclusive free access to the Industrial Academy. Both links designed for keeping you current in a rapidly changing Industrial Market. Enjoy!

KEVIN PRICES'S CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/kevineprice/

Infor EAM:  https://www.infor.com/about/contact

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

PODCAST VIDEO:

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

OTHER PODCAST RESOURCES:

Mr. Ruben Stancel Discusses building a Seamless EAM platform

Industrial Leadership: Overcoming Failure!

Podcast Transcript:

[00:02]                                    [inaudible].

[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]                                    All right, let's go. Welcome to the industrial talk podcast. My name is Scott MacKenzie, so glad that you are here. You industrial juggernaut. You have joined the number one industrial podcast in the universe. I'm pretty confident about that as I look at the guest here and Martin. Anyway. Yeah, thank you very much. We're going to have another wonderful conversation with a gentleman by the name of Kevin Price. He is within forum. We're going to talk, we're going to, of course, we're going to talk about the future. We're going to talk about the past. We're going to talk about the solutions that in four camp provide and why he is such a spectacular resource, so hang on. It'll be a great conversation. All right, Kevin, it's all about you right now. 100% and now you're going to have to make me work for this because this is the Mike and you're about five feet away from it. No, I've got to work with professionals, Kevin, and we're going to have to work with that. I get it. So Kevin, now, how long have you been with [inaudible]? Tell us a little bit about your background, where you come from and why you're such an incredible professional.

[01:25]                                    Absolutely. So I started in the enterprise asset management space in 1997 so 22 years. Geez, that's uh Huh.

[01:34]                                    Hey, it wasn't a pretty system back then. Oh, of course. At least challenges to say it as best. Yeah. When I came into the market, we're

[01:41]                                    still actually working with DOS systems and there was a system out there that we had called maintenance pack running on Dawson. It was with data stream at the time and we started working with some Microsoft development funds and they said, man, it would be great if you took the application and put it into this thing that we have called windows 95 and 98 and would be wonderful for us to do that. So we did, we upgraded it from what we had in dos, we put it into windows environment and we were going to call it maintenance professional again. But we already did that. We needed a two somethings. So we shorten it down to two and launched that out a long time ago. And then more money came from Microsoft. We did some things on the active server pages that were popular at the time and did the thing.

[02:21]                                    I was mobile and just kept moving on and on and on and any brought it here pretty much 2006 when we were acquired by n four. So it was an interesting day. It was itchy from the standpoint of back then. Uh, we were in the process of doing things on the web because in 2001, we took our applications, we modernized them and then made them available on the web. So we were one of the first people to offer a multitenant SAS product at the time. And Oh, absolutely. It was wonderful because we were thinking this is going to be the wave of the future. This is an opportunity for us to be able to take it application, make it available in a subscription way so that we could take the onus off of somebody installing it locally. So we did that a while. We kept developing that and it was because of the architecture that really got us there. We decided to make a database, do what a database does and store information. We decided to take the presentation, do what presentation does, and just make it look good and integration and built out in a big way. And for lucky, for us, it really worked out. The architecture proved positive.

[03:17]                                    Well, I'm telling you, you are, you're ahead of your time because now that's what everybody talks about today. In a sense that SAS at that solution, that cloud, all of the steps associated with that and you guys were ahead of it,

[03:29]                                    you bet. But it was a bit of a gamble because at the time a lot of people were tarring their horse to different types of structure, different types of architecture. They were going against the oracle model or they go in against the Microsoft DNA model and all these other types of things. We just wanted a way that would make it available for many different platforms, meaning browsers, whether it's going to be chrome or internet explorer or safari or what have you. We didn't want to be tied to the front end and the back end. We wanted to scale in a big way. We want it to be our own. We wanted to though, important factors. We want it to be a product. We didn't want it to turn into a bunch of platform development pieces. So to do that we had, we had a modernize

[04:06]                                    like a just a cohesive product. It's like, yeah, or here it is. Not exactly, we didn't want to be similar. That was a project. We always call it our product versus project because we don't want you to have to be in a situation where we give you a code set right now. You gotta develop it on site and then you get to have certain types of resources available. We wanted it to be a cohesive set of product. And you know that, that, that, that mindset that what you just described is why people have a sour taste in their mouth. You Bet. When, when you go to a potential client, a prospect and say, hey, we've got a great solution for you. What is it? Oh, it's the, oh no, thank you. We went down that road a couple of times and, and uh, I've, I'm balled because of it, so I don't, I blame you. I'm ugly because of you and it's not, has, it has nothing to do with you. It's just that's the experience that people,

[04:53]                                    well, you bet. In the competitive space. It also meant that they would focus on certain areas of the product but not others. As an example, you'll find mobility was an external add on. It was an external thing for us, man, mobile is is who we are. When you go out in the field, you're doing work, you need something with you. If I can get that technician to actually record as they work instead of workforce and den record, I immediately say them between 45 and 50 minutes a day.

[05:17]                                    It it, it, it makes complete sense. There was no argument to say no. I'd like it the older other way because the, the technology, the ability, the hardware that is there ready to go and if I'm at the asset or whatever that thing is and I start got that done. Real time visibility into whatever you're looking at. Absolutely. Yeah.

[05:40]                                    Be able to do a lot of things. I mean just because it's a digital component now you have dropdown selection, you have radio button selection, you have complete audit trail support for it. Now. In the past, it used to be really seen as a big brother type of thing. We were doing an implementation long ago when we did mobility, we did it an old windows format, and we would document where that technician was because we would say, okay, it was done at this particular location. That means it was done here. Well over time, what we started noticing is that a lot of technicians were doing work at the same location every Thursday. And we're like, oh my God, why is that? Why are they doing it every Thursday? The reason why is because the guy that was there, he also had a kitchen. He had really good Chili.

[06:18]                                    So we had a bunch of technicians that were bushing in their time at that particular location. And then all of a sudden we found that out when we reported it and we let them know it was big brother and now all they're not going to touch this piece of equipment, not gonna touch this mobile device anymore. So in the past it used to be, it used to be seen as a game, as a tool or a big brother aspect to their lives and now it's expected, especially as you get people out of college and they're used to using

[06:43]                                    the solutions are ready. Yeah, and that, that, that ability to adopt quickly. You Bet. I mean, ed, let's say a few years ago, let's say five, 10 whatever years ago, it's that adoption it maybe the technology was pretty superior at the time. It's still, I don't want to go down that road. I don't want to do that.

[07:03]                                    It's tough to find trades that are coming out of school right now. It really is. It's a lot of industries, but the ones that are coming out, they're coming out with the expectation that I can do this and mobile already, that I can do this in a tablet already that I don't need to have to go back to another. The last thing you want to find out. It's coming out of school where you have all these advanced techniques and you come and a guy goes, yeah, I realized he'd been doing things on mobile. We get this green screen that I want you to be able to type everything in. It's just not gonna happen.

[07:26]                                    It isn't and it shouldn't because I don't think that, I mean, come on, if you have a green screen, I think there's other problems we've got to sort of address because that does it

[07:39]                                    thing of the past or, yeah. Yup. The other thing too, there's a focus on the past that we really didn't focus on, but we do now is usability. The idea of usability. To give you an idea, just on the mobile concept and usability, back in 2012 we were rolling out our first iPad application. Now we've done other ones before. We've done windows environments. We've done the big bricks that used to be used. We should call them a long time ago. Okay.

[08:00]                                    Didn't like, uh, was there, there was a PR Panasonic tough book. Tough book up. Oh yeah. Those. Those things were amazing at one. Those things are military grades here, brother. So what happened is this

[08:14]                                    is, we were going through it. We're like, we're going to make this, we're going to relaunch it. We're going to do a new code set. We're going to make it highly usable. I want to get it to the point where it's just like an ATM. I can be able to put my card in. I get them. I didn't have to be taught that. I can just pick it up. I want to do that with work management applications. So we rolled it out. You log in, it's the same login that you have when you log into the browser. You download your work for the day, you can update your activity, book your materials, do different things. This is going to be great. It's easy. So I was thinking, you know, my daughter right now is eight years old. I'm going to take it to her if she can use it.

[08:44]                                    If she can pick it up and use it and understand what I'm talking about, then I've won. Right. So I walked in, I saw I had to translate a little bit for the eight year old. I had to say, okay, let's just imagine that Mama's car breaks down. I have to go out and fix it. So I'm going to, I've walked her through it. I said, I'm going to open it up, opened up the work order. I went to the piece of equipment. I said I'm going to get a new tire. I'm going to put it in. And then when I got to the, to the, the comments, I'm going to write notes. I'm going to tell her what happened so that she can come back and see it. And then the first thing I started pulling up the keyboard started typing it in. The first thing she said was, Daddy, why you gotta type in your iPad?

[09:15]                                    I don't have to type my iPad. And I thought for a second, you're absolutely right. You shouldn't have to type it. You should speak to it and it should hear you and it should write down the words that you're saying. And at the time this was a thing that was just expected because she could do it in her application, and this is a thing. At the time though, it was a Siri control and you had to put the development framework and you had to roll it in. Right now these types of things are commonplace. You're right. I should be able to open up now. I can open up my phone, I can go to my work order, I'd go to my comments, I could tell you what's wrong with it and it just automatically types of donuts. It records it. So a lot of these feature functions that are just nuances that you're not expecting or demanding, they should be there.

[09:52]                                    They should be already there. You don't think about a lot of those things. When I log into the application, I should use my face. I should have face Id. I should be able to eventually get to the point where I can tip, pull my watch out, my apple watch and look at the piece of equipment, tell it what's wrong and it responds back to let me know what it does. We're getting there. That's the future. That's what we're trying to get you back to document and on paper, putting it into a mobile device, make it a to where it can transcribe to ultimately in the future these types of mobile solutions, we'll be capturing the condition of the data, but also prescribing to me what I should do. Tell me what actions I should take in detail because today you know, tomorrow we'll be able to do that.

[10:31]                                    Absolutely. There's no question. Absolutely not sitting there like in the past where change just sort of lumbered forward. You're right. Speed is just everything tight tied to get it to market in a jet second and you know that that's going to happen. It's going to come. So what we have to do now in the present is we have to modify the application to get prepared for that. So to do that we have to look at the asset registry in a different way. We have to look in condition monitoring in a different way, condition assessments in a different way because we have to get all those materials and those components in so that the processing of that data from a machine learning perspective can spit me back actions that I want to do. That makes sense because in a sense, you know when we start talking about machine learning, AI, whatever you want, it's just a defined parameter.

[11:15]                                    It is. And to get to that defined parameters you have to do the upfront you do, you know, Herculean lifting you do. But once that's done, Yup. That's when it becomes really simply in efforts or doing failure code analysis that have always been the principles of RCM that have always been the principles of asset performance. But thou are putting in a scenario where they can be automated. So in time I should be able to subscribe to a preventative maintenance measure that I inherited a system and then over time gathered the data so it can prescribe me what I should do. It should tell me how to do it. Just the same thing that happens with your printer at home. It gets a paper jam. It tells you which drawer to pull down. It tells you where to go. It tells you to pull it out.

[11:54]                                    It's still very hard, Kevin. I still, I mean you make it sound like it's a what Paducah did, but it's like I'll start to break out a sweat no matter how, how big that number is. Go there first. I know you'll start beating down the machine. Yeah. This happened to that same child that thought I should say

[12:11]                                    speaking to it now. She's excited that she can change it. It doesn't work. She gets pissed off and calls me, but I ended up fixing it. But these will still happen because you need, you need us gray hairs to help you out. Every known. Yeah,

[12:20]                                    that's right. You're listening to it on the podcast. It's don't ever forget about us pretty wise

[12:27]                                    and that, but at the same time that's, that's another problem to be another grain workforce that's out there. We got a lot of knowledge in the Noggin now. How do you take that out? How do you got there? There's framework. Well, I mean it's not as tough as you think. It's Herculean effort, I'll be it. But the ideas behind it is those workers, those condition monitoring, the gray hair is going to tell you when it, when it looks like this, it feels like this and it measures like this. This is what you do, that this, this, this, the right parameters. Those are things that I can pay attention to.

[12:53]                                    But you got to start doing that now because what happens, and I've been on a number of projects where, Hey Scott, ah, we got this big old tsunami of individuals that are getting ready to retire. What do you think we need to do? And it's like, you know, this is going to happen but you're not there yet.

[13:09]                                    No. What do we need a assist them to be able to support that. So we've done a lot is we've expanded in this asset performance management evolution that we're doing. We're expanding to condition assessment, collection process. So we have more checklists. We have more derivatives that come from checklists. We have a lot more failure detailed. I go through it, all those types of Datas that are in people's head, we want to be able to put it as much as we can to institutionalized in the system so that they can then pass that on to a more automated way. Now, what I've always viewed off, and I'll ask you this question because I'm curious to what you think, oh, let me start doing that. Do we actually dumb down the future mechanics?

[13:42]                                    Okay, so here's, here's my big beef. First off, you're trying to create a situation where you, in essence the organization is boring. And the reason you see that because it's your system, your, your, your technology will always tell you, yeah, you, it's getting ready to sorta have a problem going out there. Nothing fails the world today. Just FYI. People make a lot of money on catastrophic failures. Absolutely. And, and I want to come in and I'm riding my white horse and I'm going to be the hero of the day, man. But [inaudible] that's got to change. And that's, yeah. And even though you think you're dumbing down your, your, you're changing the focus today. Transfer of knowledge. It's all it is. I think so too. Yeah. I, I, it has to happen. You're not dumbing it down because you'll still have to have that innate ability to be able to understand what's going on. You still need to turn around and you still need to do some [inaudible]

[14:35]                                    gonna be out there. Um, I think I've told you the joke before, but the joke goes along where there was an actual, um, guy that had a ship that was at a dock and nobody would fix it. And you tried forever. Today, try to get all these people to come and look at it. No one would come fix it. Volleyed Code. You just listen. I've got a friend that knows how to do this. I know a guy. He's going to come up fix it. What's his name? His name's Jim. Jim comes out and he's old, backs up all bent over. He has a small tool bag. He lays it down and um, he, he reaches into his bag. He looks, he decides not to bring anything. He goes into the boat, he goes to the engine room, spends just about an hour looking around trying to inspect it, comes back out to the dock, opens up the bag, grabs the hammer, goes inside, takes a good look and smacks it on the side and then tells the guy to start it back up and to start it up and he said, I can't believe you just did that.

[15:18]                                    He said, we've had like 10 people come look at this boat. Nobody can get that done. He said, I'll send you a bill. Don't worry about it. You go on your trip, you come back. He said, okay. The guy came back, he saw a bill, it had two lines on it, it was $10,000 and he'd look at the lines and I had one line in there that was 50 bucks and that 50 bucks was for the Hammer. The rest was $9,950 for the knowledge of knowing where to hit it. Yeah, so being able to transfer that knowledge of that guy had is the most important thing. Now, how do you capture that? How do you bring it in? Just like you're saying, this can be a Herculean effort to do this, some of these things, but if you don't do that and prepare for the [inaudible] yeah, the technology will come. You've got it. That sounds like a uh, LSU type of guy wasn't a Clinton guy was [inaudible].

[15:57]                                    Oh, that's, that's, that's, that's funny. Oh, that's funny. My buddies is the voice of LSU, so we need to talk about that. I grew up with, his name is Christopher Blair. Yeah, we'll talk about that. Yeah, I like him already. A is a wonderful guy. It's a great organization. He came from Georgia Southern, no one over there. So they received them really well. Alright, good deal, Micah. Okay, so let's, let's shift gears a little bit and we've talked a little bit about the past president and where we're going in the future and, and how your organization is trying to recognize what the future is and then be able to build that in, into the, into your system slowly, slowly. I understand you gotta do it in a very methodical way. You can't just sort of, yeah, I'll pencil whip it and get it on out there.

[16:43]                                    So one of the biggest, what are your challenges? What are your, you know, things that are, it's like, okay if this, just, if we could deal with this man. Oh Man. So one of the difficulties we have, because we decided to be a product versus a project solution, it is making a one size fits all work. So if I were to go into the food and beverage industry and understand what those problems are and develop a judge for that industry, I would succeed really quickly. It wouldn't be that big of a deal. But we have that application in 16 languages, single and double bite. We have it around the world. It's hosted, it's locally installed, it's under different verticals. We have people that are using it for the large Hadron accelerator in Geneva. We have some people that are doing it for automotive. Very cool stuff.

[17:22]                                    Very cool. We have people that are using it to sweep the floors. We're having another. So we have to develop these as objects that work under any circumstance. So when you're doing the idea, we'll we want to gather data to understand it. How do we do that? Well, condition assessments and checklists and these types of tools that we have helped build that as a data source that they can be pushed forward. Now that'll work. And Duke University, that'll work concern. It's a challenge. It's a really difficult thing. If I, if I were to draw a picture just because I'm a visual guy, you've got this sort of, and we talked about this, this sort of generic backbone functionality. It is just, it's there and I can, I can move it around to different companies, but then I have these specific objects that object is, is focused in on that industry, that that's rich industrial, whatever, that, that industry capability and then it just clicks to, to a certain extent that generic framework does.

[18:21]                                    I mean, you can't, like, you can't expect, um, a linear asset needs that happened in a transit organization to be the same linear asset needs in a utility. You can't, you can't. So, but you can, you can be able to set a structure that can handle any, your asset management that, that then goes into the properties in the principles of transit and then apply those. But the difficulty comes into play where, what are those uniqueness, how much are they unique? Do I need to put him as part of my magic object model? Do I need to put it in extensible framework? And what partners do I need to look to? We, one of the, one of the God's sense that we have in our organization is we have tremendous partners. These partners are able to take our application and scale it in a huge way.

[18:58]                                    Um, one of our partners out there Stratum Consulting and they even took the application to be able to create a craft brew configuration. So it's amazing they can be able to take the application, configure it ahead of time to be able to do craft brewing, to be able to do processes for around craft viewing. And you would think that, you know, that can be applied elsewhere. But it really, it's, it's really unique to their organization that brings it out, but the uses our application, all the objects underneath it to get there. But see what, what I hear you saying, and correct me if I'm wrong, one of the big things that used to bother me is just time. Yup. And, and there's, there's time and complexity. What you're telling me is that there you, you sort of removed the, to a certain extent, complexity because you're, you're, you're married, you're, you're, you're diligent about that structure.

[19:43]                                    And then of course time, if I have an object that is dedicated in the case of Stratum Consulting, then my implementation time is reduced dramatically. That because I have this already, I plug it in here. Typically Click, click, go, and we call those implementation accelerators. As a general rule, that's exactly what it is. So if you take the application as is general sense, it's called the CloudSuite am enterprise edition and it's basic raw vanilla. But when you bring somebody into has that best practice expertise, they apply configuration on top of that. Yeah. It doesn't mean it's customized. It doesn't mean that won't be patched. It won't be upgraded, it won't be moved forward. But it means that all the nuances that they have experienced in their best practices as applied on top of that, and they can bring out their principles, they can bring even prepackaged computer based training ideas to be able to help you move quick. It can have prepackage prevented schedules that you may already know. It can have a lot of different types of details on the steps to be able to go through a preventive maintenance package. There's a lot of things that it can bring. I'll tell you one thing, uh, when I would implement these systems, right, I would one, it would be a minimum of 18 for whatever

[20:48]                                    reason, everybody talked about 18 months, but it would always go a little bit beyond that. La is always click, click, click dollars. Cha Ching, cha, Ching, Cha Ching. In that mindset, in that reality, what are we talking about now? Well, it's interesting because the conversation we just had with him before the stratum, they said their average is nine months, not 18 come on. Oh, it's amazing. It can be a lot faster too, depending on the industry of what you're trying to do. Because [inaudible] take it even a step further in saying that we have cloud suite for different industries that are already built. So klutzy facilities management, we already built it out to be able to do a lot of the Philips facilities functions to be able to do space movement, work, move, and to be able to do allocations, to see graphical imagery, to be able to do mobility.

[21:30]                                    We do a lot of that already for some of those two. And then they take it even further. See this is interesting. You listeners out there in industrial talk, what we're talking about is you've got this generic backbone, this, this framework. And then, and then if I have a, I don't care what it might be, I might be manufacturing widgets, uh, informed. I'd have an object that is specific to best practice in, and correct me if I'm wrong, manufacturing of widgets, we can pull it off the shelf and then stick it and collect it and then make some minor modifications because we're unique. Maybe. But it's not, you're not sitting there trying to recreate the wheel and it just keeps, it keeps grow and grow. Adding it allows me to do with its configuration sets on top of the application. It doesn't sit with an end or an end to it and restricting it.

[22:13]                                    So allows me to be able to apply patches about right. And then everything moves forward and that's why I mentioned the architecture. We spent an inordinate amount of time on the architecture and then you have to, we did all this work because we wanted the database and do what a database does. The presentation, your presentation does reporting and so on so that I can scale. See that's just spent, it's it. It's brilliant in its simplicity. We think, well I'll God being from the other side when I've, I've done this stuff either. I see the, the, the brilliance of it. I really do. So you, you are a rockstar man. I and, and we can, I mean we're just constantly, we can talk forever, but we don't have time. We really could. Well, we're not going to talk about LSU and Clemson though. We did have different opinions on that and from the crowd, we've got a very heavy heavy from the crowd. Yeah, they're a good team. Yeah. You guys are the national champions, right? You beat Alabama three times. Well, at least. What's that? Well, yeah, but we have to play Alabama every year. We only play them when it matters. That's it. Well, every time we play it matters and we, we fail miserably. Tiger, come on, we're tigers. We'll talk cabinets. You know, it's just a better color. Oh Man. That's called podcast trash talk

[23:45]                                    and now I'm uncomfortable and I'm feeling that uncomfort. Well, Hey Kevin, thank you very much. That is an incredible conversation. I love it. Oh, we're going to have to do a lot more. We're going to have to start talking about other things because you guys are doing a lot out of that pleasure. It's been an excellent job in you. It does. Real talk podcast listeners, you stay tuned. We're going to wrap it up on the other side. Thank you very much for joining. Thank you for being here, Kevin. Absolutely. And you guys, I'll talk to you in a minute.

[24:14]                                    As an industrial professional myself, I was always passionate about sales, marketing, Branding expanding the marketplace for my company. That's what the industrial talk platform is all about. It's about you, the industrial company, the industrial professional and your legacy, increasing sales, gaining greater exposure on what you do and how you and your company change the world. Go out to industrial talk.com that's industrial talk.com contact me. Let's have a conversation to see how we can work with you on improving your bottom line and that you can be a part of an ever growing network of industrial companies focused on expanding and growing and leaving a legacy. I hope to hear from you soon and be safe out there.

[25:18]                                    [inaudible]

[25:18]                                    all right. In Ford nation, thank you very much for joining the industrial talk podcast, so glad that you are here. I am honored and I'm also honored to have that Kevin Price Guy on the podcast, passionate about what he provides. I'm telling you, I've reached out him on linkedin. That's the best way right now. I'm just telling you right now, reach out to him. Find Him Kevin Pricing. Slap in that in four, you'll find them with no problem. Type a little message. He's going to get back to Ya. And he's, he's chest. He never stops thinking. He never just stopped creating new ideas. Every time I have a conversation with him, it's Oh, blows my mind. My ears start to bleed. But anyway, that's Kevin Price Baby. And thank you again for joining the industrial talk podcast. We're just dedicated to you, the industrial professional providing the solutions that you need to be a success in this world. So be safe. Thank you. And we will talk again because we've got some more great interviews coming up.

The post Mr. Kevin Price Discusses The Future of EAM In Industry appeared first on The Industrial Talk Podcast with Scott MacKenzie.

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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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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

The post Industrial Leadership: Intense Focus appeared first on The Industrial Talk Podcast with Scott MacKenzie.

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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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