Best Management Episodes

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A corto di spunti per i prossimi post? Ecco qui 5 consigli davvero pratici per trovare l'ispirazione per il blog aziendale.Questa volta abbiamo inserito davvero tanti strumenti che potranno esservi utili ogni volta dovrete preparare il piano editoriale e sarete a corto di idee.Quante volte capita di non sapere cosa scrivere sul blog aziendale. A volte si tratta proprio del blocco dello scrittore, altre volte basta usare gli strumenti giusti per recuperare entusiasmo e focus.Giada e io ci siamo fatti così una chiacchierata su questo tema condividendo tutti i trucchi e gli strumenti che usiamo per ritrovare l'ispirazione.Potete ascoltare la puntata oppure andare leggere qui sotto la trascrizione.Continua su:http://www.MERITA.BIZ/116### PODCAST ###HTTP://www.MERITA.BIZ/PODCAST Sottoscrivi il podcast su: iTunes: Stitcher: Spreaker: Soundcloud: ##### WWW.MERITA.BIZ #####
Ron Palmeri is Founder and CEO of Layer and Founder of Prism Skylabs. Layer has raised about $30 million in 5 years for its toolkit for building better conversations through messaging. Prism Skylabs has raised $24M in less than 7 years to bring physical spaces online – it’s a video intelligence platform that transforms security cameras into data sources for business analytics. Like Algolia’s Nicolas Dessaigne, Ron is excited about the evolution of conversational ininterfaces. “Mobile is rewiring our brain. All of that is going to get fundamentally remade through what we call conversational interfaces.”
Edith Harbaugh, CEO and co-founder of LaunchDarkly, adores software so much that she’s built a product that helps other companies build better software. She also writes, codes, podcasts, runs ultramarathons and mentors startups while running a Silicon Valley star scale-up. Her company is less than 4 years old and has raised over $32m “When you’re outside your mind starts to make connections because you’re not staring at a screen.”
Eilon Reshef, Co-founder and CTO at Gong, talks about his conversational intelligence platform for helping sales teams converse more effectively. Gong was founded founded in 2015 and has raised $26 million in investment. Eilon also reflects on AI and data ownership. “I can’t recall a King who suddenly decided he doesn’t want to be a King anymore …. Kings are gonna take as much tax as they can and these guys are gonna take as much of our privacy as they can.”
Rick Stollmeyer, is Co-Founder and CEO at MINDBODY. He started this in a garage in 2001. Way back then it was an app for boutique health & fitness businesses to manage the scheduling of their fitness classes. Now it’s the largest
Nicolas Dessaigne, Co-Founder & Chief Executive Officer, chats about Algolia, his platform for building search into your business. Algolia was founded founded in 2012 and has raised $74 million in investment. He discusses the importance of APIs, conversational interfaces and a special focus on developer experience. Nicolas is obsessed with promoting a positive company culture and he believes in always striving for authenticity. “Sometimes when you have a problem or a bug, it’s an opportunity to shine … you need to care about the culture you create“
Mada Seghete, Co-Founder and Head of Mobile Marketing, discusses Branch, a linking infrastructure for apps and the mobile web. Branch was founded founded in 2014 and has raised $113 million in investment. She talks about her vision for Branch becoming the conduit that effortlessly takes users to the content they want. She shares future visions of a seamlessly connected digital world and VR, and talks about building community. She also shares memories of her imaginary competitor! “I’m a mobile gamer … I’m always addicted to one game … you play very differently when you have only one life left“
Polina Montano, Co-Founder & COO, explains why she set up Job Today, which sets out to bring new levels of efficiency and immediacy to hiring across high staff-turnover industries like retail and hospitality. Job Today launched it’s viral app in 2015, and has raised $65 million for it’s mission already. She talks about the ‘crazy’ invisible offline nature of local jobs, video cover letters and the increasing need for companies to focus on developing a positive internal culture. “We really believe that people are much more than their resumes“
Cole Raven truly embodies the entrepreneurial spirit. He knew he wasn’t meant to be in a 9-to-5 desk job, working for somebody else. He’d always had a passion for travel and independence and building his own thing. So, when the opportunity came to leave his W-2 and commit fully to the startup he’d cofounded, the decision was easy. Cole is the cofounder of Podchaser, the leading podcast directory and destination for podcast discovery, ratings and reviews, creator credits, playlists and search. The startup was founded in 2016 by a small team of podcast enthusiasts, with the goal of creating the ultimate, platform-agnostic database. Cole’s independent spirit extends to his lifestyle; he is currently training for obstacle course races and traveling the country full-time in an RV! In addition, Cole earns passive income as the owner of five Airbnb properties. On this episode of Men on Purpose, Cole joins Emerald to explain how the lack of discoverability called Cole and his cofounders to serve the podcasting community. He shares the Podchaser origin story, discussing how the team formed through a Reddit forum, how they knew they had a good business concept, and what they did to raise $500K in seed funding in eight months. Listen in for Cole’s insight on using Podchaser to find and share shows that fit your podcast personality and learn how to take small steps every day to become the person you want to be! What You Will Learn How the lack of discoverability called Cole to serve podcasters How the Podchaser team formed through a Reddit forum How the Podchaser team raised $500K in eight months Podchaser’s plans to monetize through a SaaS subscription model Cole’s role at Podchaser in marketing and product development How Cole’s entrepreneurial mindset prepared him to quit his 9-to-5 What inspired Cole to earn passive income through Airbnb The impetus for Cole and his wife to travel the country in an RV Cole’s invitation for listeners to create a user profile on Podchaser The consistency and commitment it takes to stay fit and healthy Connect with Cole Raven Podchaser Connect with Emerald GreenForest Creative Age Consulting Group Emerald’s Website Emerald on LinkedIn Emerald on Twitter Emerald on Instagram Email: Resources Reddit Airbnb This episode is sponsored by the Creative Age Consulting Group. Men - Is it time NOW for you to make your mark? Visit to apply for an invitation-only consultation.
L'about page è importante? Perché la pagina "chi siamo" è un tassello fondante della nostra strategia web? Ecco alcuni consigli per scriverne una efficace.Continua su:http://www.MERITA.BIZ/114### PODCAST ###HTTP://www.MERITA.BIZ/PODCAST Sottoscrivi il podcast su: iTunes: Stitcher: Spreaker: Soundcloud: ##### WWW.MERITA.BIZ #####
I libri da leggere in estate, sicuramente un tema non originale ma non poteva proprio mancare qualche consiglio per la lettura sotto l'ombrellone. Ve lo concedo, il "topic" non è fra i più originali, ma credetemi saranno originali i titoli consigliati.Perché se pensate di trovare un elenco di libri tipo “da leggere per diventare un supereroe del business” resterete molto molto delusi.Ascoltate la puntata e fateci sapere quali libri consigliereste voi.Continua su:http://www.MERITA.BIZ/114### PODCAST ###HTTP://www.MERITA.BIZ/PODCAST Sottoscrivi il podcast su: iTunes: Stitcher: Spreaker: Soundcloud: ##### WWW.MERITA.BIZ #####
A very thought provoking, informative and wonderful conversation with Christos Cabolis, the Chief Economist and Head of Operations at the IMD, IMD World Competitiveness Center. Christos examines the impact of Covid-19 on the economy, politics and social issues as well as dissect the World Competitiveness rankings, the different economies, a country's journey and readiness, digitalisation, application of innovation, political stabilities/instabilities and the role education plays in their algorithms.  Some great insights into countries making an impact, emerging markets and what causes economies to go stagnant. An academic through and through, Christo forensically answers the questions posed.  I would suggest a download, make a cup of coffee and listen to his wise words. A thought provoking article was mentioned in this discussion. Please have a read. It's an article written by Christos Cabolis with  Jose Caballero.  The hidden impact of Covid-19Many thanks to our sponsors KPMG, Accxia, DeVere SwitzerlandSo download ⏳, grab a cup of Chamomile Tea ☕️ & have a listen. 🛋 If you would like to sponsor an episode, please contact me on here
BILL MAGNUSON in conversation with STEPHEN CUMMINS TRANSCRIPT: Bill Magnuson: walking down an alleyway and you come up to a big wall and you can’t see what’s on the other side. And sometimes in life, you gotta just take off your baseball cap and throw it over the wall if for no other reason than to force you to climb over and see what’s on the other side. Fundamentally, this problem that we’re trying to solve which is; “How do we understand people better while they’re interacting with the brand in order to communicate with them in a way that’s more valuable to them?” Stephen Cummins: Okay. Bill Magnuson: That’s a fundamental human reality and it’s one that’s not tied to any particular generation of technology. And it’s also one that’s not tied to a category of business really. And I think that that’s been really important or our durability and our ability to continue to innovate and adapt to a changing technology ecosystem; changing consumer preferences because our foundation is in that human problem. Stephen Cummins: Welcome to 14 minutes of SaaS! The show where you can listen to the stories and opinions of founders of the world’s most remarkable SaaS scale-ups! This is episode 118 of 14 Minutes of SaaS, the first of 2 episodes where I chat with Bill Magnuson, Co-Founder and CEO of Braze, a customer engagement platform. Braze says that  context underpins every Braze interaction, helping brands foster human connection with consumers. It was founded in 2011 and has revenues well north of 100M USD. It has 49% employee growth in the past 12 months, with growth every month through the pandemic – the model and business appear to be on the right side of history with Pandemic Growth Fit as not a single month has not featured employee numbers growth. It’s in the leadership quadrant in mobile marketing G2 grid. It’s Glassdoor performance is very strong and it’s obviously a big promoter of employee success with 88% of employees past and present recommending working there to a friend and Bill has an outstanding CEO approval of 90%. Stephen Cummins: Bill Magnuson, Co-Founder and CEO of Braze customer engagement platform here at the Web Summit in Lisbon. Great to have you on the show Bill. Bill Magnuson: Thanks for having me. It’s great to be here. Stephen Cummins: Brilliant. Okay. Well, I’m wondering if you could tell us a little bit about your formative years all the way from childhood, let’s say, to graduating in MIT. Tell us a bit about yourself? Bill Magnuson: Yeah, absolutely. So I grew up in Minnesota which, if you’re not familiar with the United States, most people know about is the frozen north portion of the country. And I grew up in a relatively rural area. I was actually a first generation college student. And so I grew up just about a mile away from where my ancestors when they emigrated to the United States originally homesteaded. And grew up canoeing and hunting and camping in the summer. And snowmobiling and skiing in the winter. But also had a strong affinity for computers. And so, I think something that was encouraged by my teachers and by parents and such, which was me spending a lotta time on my computer. It would probably nowadays be called a screen-time addiction. But it was really formative for me in terms of getting very interested in technology, especially in the early days of the internet and such. And so after leaving high school there, I ended up going to M.I.T. in Boston. The first one to leave the nest and move away from the original homestead area… and study computer science there. So I did both my undergraduate and masters at M.I.T. And I graduated right around when Android was launching, which ended up being pretty formative. Stephen Cummins: Okay. I’m not surprised you’re from that area, of course … partly because I can hear a tiny twinge of Fargo in there, maybe?  Twin cities. Not much though … but also the name Magnuson, there’s a huge amount of Nordic migration to that part of the world Bill Magnuson: Yeah, absolutely. And actually the… the cafe in my hometown still serves lutefisk even to this day. Stephen Cummins: Actually,  you moved to New York. Living and working in New York, compared to a rural part of Minnesota; do you ever wake up in the morning and go: “This is different!”? Bill Magnuson: It’s unimaginably different. And actually my parents come out to visit every once in a while, and my Mom really revels in the culture of the city, but my Dad I would say tolerates it. He enjoys coming out and spending time with me and my wife and the kids, and such; but I think he always can’t wait to get back home to the woods and to his garage. Stephen Cummins:  Fantastic. How many kids?  Bill Magnuson: I’ve got two kids. Stephen Cummins: Great, what age?  Bill Magnuson: They’re 14 and 16.  Stephen Cummins: Wow. You were Young. You’re a pretty young guy. You grew up very … Bill Magnuson: Yeah. So, I’m actually a Stepdad. The kids have lived with my wife and I full-time since they were eight and ten, but they were her kids originally. Stephen Cummins: Fantastic. I have two kids myself. Nothing better in life, nothing better in life. You went from M.I.T. … So tell me about  M.I.T. actually. What drew you to M.I.T.? And I suppose the interest in computing and engineering, I guess. Bill Magnuson: Yeah. honestly, it was because I saw M.I.T. in movies that I liked. Like I said, I was a first generation college student so I didn’t have much to go on in my family and not much from a high school guidance counselor type perspective. And I, what I would now refer to as foolishly … it was the only school I applied to.It sounded like an awesome school. I’d seen it in movies and so I applied and then I got in. And there had been an option to go to the University of Minnesota which was in the Minneapolis-St. Paul area – I grew up about 30 Miles outside of there. And I had done some programs with them when I was in high school that just gave me an automatic ability to go there. And that had actually been the plan the whole time. Meanwhile, I had applied to M.I.T without really thinking about it a lot. But when I got in, it really changed the thinking for my whole family. It wasn’t something that even seemed like something I was ever going to do. I was just gonna default into that path; going to the University of Minnesota, and when that acceptance letter came, I actually had this feeling of… of this like opportunity was sitting there at my doorstep. And I was gonna ignore it. And I almost got angry at myself, where I was just like I had been on this path my whole life. And then felt like it wasn’t the right thing to do to just default into what the plan had been the whole time … here was this opportunity that existed. And I remember I had this conversation with someone… in… in that senior year of high school when I had to decide where I was going to go and he told me this anecdotal story of you’re walking down an alleyway and you come up to a big wall and you can’t see what’s on the other side. And sometimes in life, you gotta just take off your baseball cap and throw it over the wall if for no other reason than to force you to climb over and see what’s on the other side. And that story really stuck with me because… it was an unknown, it was a total unknown. Going to Boston. Moving halfway across the country.  Going to this school that I’ve only seen the movies. Like a lot of unknowns, a lot of risks but, there was nothing to do really other than go check it out. And so, ultimately, that was what I decided to do. Stephen Cummins:  Yeah. It’s amazing how many founders I’ve interviewed that have gone to M.I.T. and I’ve met the co-founders in M.I.T. So there’s no doubt it’s… it’s a remarkable place. I’ve been in the museum there actually; it’s quite a remarkable museum as well. So you, after that, you got an internship with Google as a software engineer and you had a similar role – slightly more senior probably – with Bridgewater Associates for a short time. Were there any experiences, during that time that, you know, influenced you in becoming an entrepreneur quite early in life? Bill Magnuson: Well yeah. I actually … I’d wanted to really start something of my own right when I graduated. The condensed version of the history was that I finished my undergrad and then I was actually recruited by one of the professors from M.I.T. that I had worked with during my undergraduate … (He) was at Google as a visiting faculty, he was on sabbatical from M.I.T. and was…had assembled a small team that were working on something in Google research around Android. And so he actually invited me to come and join that team and so I went there after I finished my undergrad. And it was a visual programming language for building Android applications that was being done with a team of past students of his that he had brought together into this small team. And it was out in Mountain View in the Android building. And so when I had originally been planning to go and do something for the summer and then come back and join a research group in the PDOS group at M.I.T. (which is a distributed systems group) and then finish out a Masters. And I ended up actually changing plans to go and work on this project with Google and it was right at the dawn of Android. So to bring you back; the G1 which was the slider phone with the horizontal qwerty keyboard, if you remember that one, had just come out that fall. Stephen Cummins: Okay.  Bill Magnuson: And I had been involved in building early Android applications in the first launch of the app store before they had any documentation. It was definitely a frustrating experience to say the least. And … was able to be in the Android building in Mountain View This is obviously post Google acquiring Android, but it was right when it was starting to come to life commercially. The myTouch 3G came out.  The Cupcake which was Android 1.5 came out that summer. And it really started to build momentum. And so I went there and, as you mentioned, it was about a nine months’ stint that I worked on that project for … and then the faculty … this guy named Hal Abelson, he actually returned back to M.I.T. to continue teaching. And, I managed to finish my Masters at the same time because I… I just did this great situation where I was able to write my thesis on the work that I was doing at Google. Stephen Cummins: Perfect. Bill Magnuson: And so I had this decision making point and it was either stay at Google and go find another project to work on or go somewhere else. And Google had gone from 5,000 to 15,000 employees in the short history right before that. And it was definitely a place where the culture was changing quite a bit and I wanted to just go see what a smaller company looked like. I had interned at Bridgewater Associates, which is the world’s largest hedge fund, the summer before that which was 2008. It was an auspicious time to be in finance Definitely exciting to see the inner workings of such a large financial institution as the financial crisis started to unfold… and affect global markets. In the global financial sector. And the team that I worked with there was a really inspiring and intelligence group of people. And so when I left Google, I decided to go back to Bridgewater and I learned a lot there. And I actually .. that was where I met the person that would become my other technical co-founder, John Hyman. He was one of my colleagues at Bridgewater … actually my manager when I first started, and after about 15 months there, I had learned a lot. Came up to speed on a lot of really important topics around building software. Bridgewater has a very open culture and so it gives you a really good purview into understanding the inner workings of the rest of the business, as well. As long as your ears are open and you’re paying attention you’re able to actually impart, even as a junior employee, a lot about how a giant company is being run. And I found that to all be incredibly valuable in terms of the knowledge that I imparted, and have now been able to apply, to building my own company. But I couldn’t shake the feeling that the entire world was changing on the back of mobile and I was sitting in an industry decades old that was not moving very fast. And I had this front row seat by and large the birth of Android and the birth of mobile and the modern smartphone revolution. So I had the strong conviction that it was going to fundamentally change the world and wanted to make sure that I was going to be there and be a part of it. Stephen Cummins: You’re at this point in life where you have that conviction. What problem did you spot initially? What initially did you set Braze up to try and solve?  Bill Magnuson: This actually stemmed from the experience that I had had at Google as well in that we had built this visual programming language for building applications. And, that had a really democratising effect in terms of who could build things. But actually building things that were useful was obviously a big step up from merely being able to create things that were kinds of toys and gimmicks. And in the early days of the app store, when you looked at it, you probably remember back to like 99 cent flashlight apps that were making a meaningful amount of money. Or like sound boards with Arnold Schwarzenegger quotes; things like that, right? Like, things that were… toys and gimmicks but they were successful because there weren’t that many apps in the app store. And I had this fundamental belief that real meaningful at scale businesses would be built in mobile and that mobile itself would also disrupt already operating giant,generational enterprises in the world. But it wasn’t being realised in the early days of the mobile ecosystem. And so, what I wanted to do was build something that assumed that that future was coming. Huge businesses would be built in mobile… mobile would disrupt existing enterprise. What are those businesses going to need when they get there?  Stephen Cummins: And were are you keeping your eye on … I was working at a startup focused on “I-mode” in Japan around that time. Were you focused in that domain because of course, they were ahead at that point in… in the game. Bill Magnuson: So, I think that one of the critical things about where we started was that … and really where we’re going in the future … is that we weren’t really tied to a specific generation of technology or specific platform. I think a really big and important part of certainly resource allocation over time has been an ability to read the tea leaves and figure out which one of all of these different shiny things is really gonna hit scale and… and get a lot of investment so that we can stay ahead of that. But fundamentally, this problem that we’re trying to solve which is; “How do we understand people better while they’re interacting with the brand in order to communicate with them in a way that’s more valuable to them?” That’s a fundamental human reality and it’s one that’s not tied to any particular generation of technology. And it’s also one that’s not tied to a category of business really. And I think that that’s been really important for our durability and our ability to continue to innovate and adapt to a changing technology ecosystem; changing consumer preferences because we’re our foundation is in that human problem. As well as expand across all these different categories. And so in the early days, what we really looked at was how was the world changing with respect to that core problem, understanding people better and communicating with them.  Stephen Cummins: Okay. Bill Magnuson: And if you think about mobile, the key thing about this is that we’ve got these devices in our pockets now that we’ve brought into our lives.  We have this intimate connection with technology that we didn’t have before and it’s not really specific to the form factor or any sort of operating system. The fact of the matter is that we’ve attached technology to our personal lives now. And what that means is that through that technology, we can understand people better. And we’ve also been given this opportunity to communicate with them through it. Stephen Cummins: Yeah. Bill Magnuson: And that obviously comes with it a high level of responsibility. We need to be able to if we’re going to get that permission to talk to people, if we’re going to get that permission to understand people better, we better do something valuable with it. Otherwise we’re violating that implicit contract that exists. And so we saw that there was this opportunity to be much more personal, to be much more human, to interact with people in a lot more valuable way. On the flip side, though there was also a higher expectation. And the only way to really solve the tension of that higher expectation from the customer, and indeed, a much larger and more diverse customer base then probably a lot of companies were used to … because the app store meant that you could sell to the whole world all at once … the only way to really solve that tension of the opportunity and the challenge, was to take a more sophisticated approach and really apply technology to the problem. And so that was where we wanted to land and where we started. Stephen Cummins: In the next episode, episode 119 of 14 Minutes of SaaS and the concluding part of this chat, Bill talks about why lean start-up methodology was not a major part of his start-up it’s early years, and why it took a few years before scale really kicked in. You’ve been listening to 14 minutes of SaaS. Thanks to Mike Quill for his creativity and problem solving skills, to Ketsu for the music and to Anders Getz for the transcript. This episode was brought to you by me, Stephen Cummins. If you enjoyed the podcast, please don’t forget to share it with your network, subscribe to the series, and give the show a ratin You’ve been listening to 14 minutes of SaaS. Thanks to Mike Quill for his creativity and problem solving skills, to Ketsu for the music and to Anders Getz for the transcript. This episode was brought to you by me, Stephen Cummins. If you enjoyed the podcast, please don’t forget to share it with your network, subscribe to the series, and give the show a rating Listen to 14 Minutes of SaaS on Spotify / Apple podcasts / Google podcasts / TuneIn / Stitcher  
E75 - Part 4 and concluding episode of a mini-series with Jonathan Anguelov, co-founder and COO of Aircall. In this final episode we find out about Jonathan’s beliefs regarding a lot of faster developing tech areas – and, more importantly, why they should be adopted and introduced into the business with caution. And - he has some amazing advice for anyone seeking to start a business.
Phil Chambers, CEO & Co-founder of employee engagement software leader Peakon chats with Stephen Cummins. Founded in 2014, it’s raised $68M in investment. Employee numbers have gone from 80 to 230 in 24 months. Phil tells us his story leading up to this startup and how Peakon can detect whether your best staff are thinking of leaving up to 250 days in advance
Martin Henk grew up in a small place in Estonia and ultimately became Co-founder and former CPO (Chief Product Officer) of a certain well known rocket-ship known as PipeDrive. He talks about the importance of product validation as early as possible, and about how entrepreneurs and product builder need to stay focused and clear and avoid distractions. In conversation with Stephen Cummins.
In this episode, we sit down with Cole Raven with Podchaser. You can learn more about Podchaser here:
Maybe you’re an entrepreneur just starting out or, like Mike Bruno, perhaps you’ve been doing it the past 27 years. Today, Mike and I talk about a few examples of where your business can be once you commit and focus. Mike has been a successful entrepreneur for years, and now he’s here to share how he’s been so successful at juggling so many obligations.    Show Highlights Mike’s unexpected career pivot while owning three separate companies What led Mike to join a Construction & Development company What it was like working for someone else after 27 years How entrepreneurs make 99.9% of the “fires” up in their heads Why it’s important to protect your time How Mike got his businesses to self-sufficiency in 3 months How we define ourselves as entrepreneurs and owners of the business Planning your business with the 4 Week Vacation in mind Mike talks juggling 3 businesses, working for another company, and participating in a podcast Resources: The 4 Week Vacation™ How to Hire the Best  
In this episode of Heads Talk, Elaine Pringle Schwitter is joined by a global CIO, an expert in the oil and gas industry and the current SVP in the Office of the CEO at Salesforce. He is a strategic and inspirational leader. A speaker on the changing role of the CIO with a deep understanding of technology investments, application and role on a strategic level. His work ethos creates a culture of innovation & continuous improvement through solutions mind-set. Together he and his multi-disciplinary teams make extraordinary things happen. A really enjoyable and fascinating conversation. One for listening to again and again. It's all about the data, stupid! Please comment or feed questions to Craig and his team if you are interested in the Salesforce Einstein. Sponsored by: Accxia, Berd CapitalSo download ⏳, grab a cup of Darjeeling ☕️ & have a listen. 🛋 Two other important links in relation to Salesforce Einstein which is our free learning portal (for salesforce products and so much more e.g. leadership, change) and Salesforce blog where you can join the conversations on many topics including Einstein AI. link to Saleforce big annual event. Register here:
Series 2Snippets of the latest episodes of Heads TalkSubscribe to the show and see who has made what comments and in what context.  Very interesting discussions and insights from our Heads in Series 2. 
Vince Lombardi was right, "Leading by example isn't the best way to lead; it's the only way to lead." However, if you want to create a legacy for decades to come, there's another part. On today's episode, Andy talks about the second part needed to be an effective leader.
When did working 100 hours become the banner for success? And worse, when did it become so damn cool? Luckily, not everyone thinks so. David Heinemeier Hansson is the creator of Ruby on Rails and the founder and CTO of Basecamp. David believes this type of workaholism starts at the top and quickly trickles down to your employees. He tells us why we need to change the narrative and stop thinking that all-nighters make us better employees.
Vivek Murthy, former U.S. Surgeon General, says that, even before the Covid-19 pandemic, we were facing another health crisis: loneliness. Studies show that, around the world, more people have been feeling a greater sense of social isolation, which has many negative affects, including increased blood pressure, reduced immune response, and decreased engagement and productivity at work. But organizations can be a place where people find a greater sense of belonging. Murthy wants us to take loneliness more seriously and focus on fostering the types of authentic connections -- face-to-face and virtual -- that we need to combat it. He's the author of the book "Together: The Healing Power of Human Connection in a Sometimes Lonely World."
On this episode, learn how brands can leverage podcasts from the co-founder of Podchaser, Cole Raven. Get the full show notes here.
Taking advantage of search engine goodness, building communities of podcasters and their teams, as well as profiles for creators is what Podchaser's Dave Keine and Susan Finch talked about today on Behind the Mic. Do not miss the list of free tools, tips and ways to build your listenership and expand your audience demographics.

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