The Relentless Pursuit of Winning Podcast copertina

The Relentless Pursuit of Winning Podcast

The Relentless Pursuit of Winning Podcast

Di: Rick Meekins
Ascolta gratuitamente

Offerte di stagione | 0,99 €/mese per i primi 3 mesi

A seguire 9,99 €/mese – si applicano condizioni. Puoi disdire mensilmente.
You didn't start your business with the dream of doing okay, earning second place or just getting by. You came to WIN. There are no participation trophies in business. There are only winners and losers. It is up to you to pick the lane. Over the next 40 minutes, our job is to educate, equip and inspire you to pursue extraordinary goals that make the journey of winning worthwhile. So Hold on... Buckle your seat belt And Let's go! Welcome to your Relentless Pursuit of Winning Podcast If you enjoy the show, please like, subscribe and hit the bell to get updates when we drop an episode and share with others who might enjoy it.2024 Economia Gestione e leadership Leadership
Episodi
  • AI-Ready Leadership: What Changes When AI Joins the Team | Kristie K. Jones

    AI-Ready Leadership: What Changes When AI Joins the Team | Kristie K. Jones
    Oct 20 2026
    🔥 Excerpt "Your company's really at risk because it's not being run by the people you hired, it's being run by a system you purchased." ⚡ TL;DR AI ready leadership requires leaders to redesign workflows, establish clear accountability, and develop employees who can evaluate AI recommendations with sound judgment. Revenue advisor Kristie K. Jones explains how sales teams can use AI to improve decisions, adapt to changing buyer behavior, and build the human capabilities needed to lead in an AI augmented workplace. 📄 Show Notes AI ready leadership begins with a question many organizations have yet to answer: when AI starts doing the work, who is responsible for deciding whether that work makes sense? For sales leaders, the pressure is immediate. AI can prepare meeting agendas, generate follow up emails, analyze pipelines, and identify patterns across deals. Yet a polished recommendation can still miss the skeptical buyer in the room, the executive who needs a different message, or the risk that only an experienced salesperson recognizes. Kristie K. Jones, a revenue advisor, author, and speaker, works with B2B SaaS founders and leaders who need their go to market strategy to keep pace with changing sales processes. Her guiding principle is straightforward: Process. People. AI. The order matters because technology needs a well-designed process and people equipped to exercise judgment. What does leadership require when AI becomes part of the team? Leading an AI-enabled team requires systems thinking, clear ownership, and visibility into how decisions are made. Kristie Jones says leaders need to understand how work moves through the organization, where decisions happen, and what could cause a process to fail. Their responsibility is to design and oversee a system in which people and AI have defined roles, while remaining accountable for the decisions that get executed. How do you teach people to think when AI provides the answers? Leaders can coach judgment by asking employees to explain their reasoning before they execute an AI-supported strategy. Kristie recommends preparation meetings that examine the information behind a decision, what could go wrong, and which AI recommendations the employee rejected. This makes their thinking visible before the outcome is known and helps managers assess whether they are evaluating the advice or simply following it. How should companies hire for an AI-enabled workplace? Companies should assess how candidates use AI to make decisions, not just which tools they know. Kristie recommends giving candidates a business scenario, allowing them to prepare with AI, and asking them to explain their prompt, review the output, and present their final strategy. The difference between the system's recommendation and the candidate's approach reveals whether they question assumptions, recognize missing context, and exercise independent judgment. Why should leaders treat AI like a new employee? Treating AI like a new employee means introducing it with clear instructions, boundaries, and supervision rather than assuming it is ready to work independently. Kristie emphasizes defining what the system can do, what it must not do, and when it should stop for human input. Leaders need to review its work and correct mistakes, just as they would when helping a new hire understand the role. What makes an AI prompt effective? An effective AI prompt provides relevant context, explains the intended outcome, and identifies constraints that could affect the response. Kristie stresses that AI may not have the situational understanding a person brings to a conversation. Employees therefore need to supply information about the audience, circumstances, and concerns, then evaluate whether the output fits. Prompting and judgment work together: clear instructions support a useful response, but do not replace human review. Where should AI operate within a business process? AI should handle clearly defined, repetitive work, while steps involving risk, ambiguity, or consequential judgment need human oversight. Kristie recommends documenting the workflow before assigning tasks to AI, including the expected outcome of each step and who checks the work. This gives teams a practical way to separate automation from human responsibility and makes uncertain decisions visible rather than leaving the system to guess. Who is accountable for automated work after implementation? Human accountability continues after a process is automated. Kristie says organizations need named owners who check AI-supported work and regularly review whether the arrangement still makes sense. Monthly or quarterly reviews can identify failures, outdated decisions, or tasks that should return to a person. Automation is not "set it and forget it"; someone must remain responsible for evaluating performance and adjusting the process as conditions change. What happens to sales when buyers use AI to do their research? AI-assisted research may ...
    Mostra di più Mostra meno
    48 min
  • Stop Being the Bottleneck: How to Delegate Effectively and Reclaim Your Freedom | John Nieuwenburg

    Stop Being the Bottleneck: How to Delegate Effectively and Reclaim Your Freedom | John Nieuwenburg
    Oct 15 2026
    🔥 Excerpt "You're not the doer anymore. You're the leader, and that's a different set of skills." ⚡ TL;DR John Nieuwenburg explains how business owners can stop being the person every decision depends on. Through clearer systems, defined decision-making authority, and a practical delegation approach, he shows how owners can develop capable teams, protect their time, and build a business that supports the life they want. 📄 Show Notes Delegating effectively can be difficult when customers expect answers, employees need decisions, and every unresolved problem seems to find its way back to the owner. A business that depends on one person for every approval places a ceiling on its own growth and leaves its founder with little room to think about the future. John Nieuwenburg knows this pattern well. Before becoming a business coach in 2004, he worked his way from the sales floor at Tip Top Tailors into executive leadership, eventually serving as president and CEO of BC Liquor Stores. Today, he helps business owners develop the leadership skills, systems, and structure needed to run their companies with greater confidence and independence. Why does everything still depend on the owner? John describes the hub and spoke manager, an owner who sits at the center of every decision. In one case, a factory owner worked punishing hours for years, commuting between home and a factory running two shifts. His wife eventually told him that his business had become his mistress. The cost of running the company had reached into his family life. The turning point was recognizing that the owner's job had to change. The business needed a leader who could guide the people doing the work, not someone who personally kept every part moving. What does delegating effectively actually require? Handing off a task does not automatically transfer responsibility. John teaches owners to delegate autonomy and authority within clear boundaries. One client allowed an employee to make invoice adjustments up to $250 without seeking approval. They reviewed the decisions together each month, giving the owner visibility while allowing the employee to exercise judgment. That arrangement created a workable structure for trust. Employees knew what they could decide, and the owner no longer had to interrupt the day for every small adjustment. How do systems help a business operate without constant intervention? John estimates that 85 percent of business activity should be routine, supported by clear procedures and standard operating practices. When something unexpected happens, the response should include examining the system that allowed the problem to occur and improving it so the same issue can be handled in the future. As teams grow, informal understandings become harder to maintain. Documented processes, checklists, and agreed standards give people a shared way to work and make sound decisions. How can an owner let go without losing control? John's 10 80 10 rule provides a practical starting point. The owner spends the first 10 percent defining the desired outcome, the employee completes the central 80 percent of the work, and the owner contributes the final 10 percent through review, coaching, or refinement. The purpose is to teach people how to think through decisions. Clear expectations and useful feedback build their judgment over time, allowing the owner to step back with confidence. What is delegation debt, and why does it matter? Doing a task personally may feel faster than explaining it to someone else. John calls the accumulated cost of that habit delegation debt. The initial investment in training, documentation, and coaching can feel inconvenient, but repeating the same task indefinitely keeps the owner tied to work that could be handled elsewhere. The practical question is where the owner's time creates the greatest value. Routine administration may need attention today, but strategic decisions, team development, and business growth also require dedicated time. What should the business give its owner? John's guiding principle is that a small business should give its owner the life they want. That requires clarity about personal priorities and deliberate choices about how time is spent. A default diary helps owners identify the results that matter, the work required to achieve them, and the time needed to make them happen. Freedom begins to take shape when the business has systems, capable people, and clear decision making structures that allow the owner to become accessible on their own terms. ✅ Key Takeaways Your role must change as the business grows.Assigning tasks is not the same as delegating decision-making authority.Clear boundaries allow people to act without seeking approval every time.Scheduled reviews can maintain visibility without constant interruption.The 10–80–10 approach combines clear direction, independent work, and useful feedback.Standards need to ...
    Mostra di più Mostra meno
    40 min
  • The Human Advantage: Why Relationships Will Win in the AI Era | Cory Blumenfeld

    The Human Advantage: Why Relationships Will Win in the AI Era | Cory Blumenfeld
    Oct 13 2026
    🔥 Excerpt "The human experience becomes a premium tier." ⚡ TL;DR Cory Blumenfeld explores why human relationships remain important as businesses adopt AI. Drawing on his experience building and exiting two healthcare technology businesses and developing a virtual talent company, he shares how trust, communication, thoughtful hiring, and continuous learning can help businesses combine technology with a better human experience. 📄 Show Notes A business can automate almost everything around a customer and still lose the customer. That tension sits at the heart of what Cory Blumenfeld sees happening right now. AI can write, organize, build, answer, summarize, and increasingly handle work that once required another person. At the same time, people are becoming more sensitive to experiences that feel automated. Cory has spent his career building companies, learning industries he knew little about, and figuring things out while moving forward. His current company, BlueMoso, connects business owners with virtual talent, which puts him in an interesting position. He is building a company around technology and distributed work while becoming increasingly convinced that the human relationship is where much of the real value lives. What does it mean to build a company when you do not know everything? Cory's entrepreneurial story did not begin with expertise. He initially thought he would become a doctor because he wanted to help people. An entrepreneurship professor helped him see that building a company could give him another way to create that kind of impact. He went on to build and exit two healthcare technology businesses, then entered an entirely different space with BlueMoso. The common thread was curiosity. Cory describes himself as someone who needs to understand why. He has repeatedly entered industries without knowing everything about them and learned along the way. For a founder, that willingness to learn matters because the business rarely arrives as a finished system. You build, discover what you misunderstood, make adjustments, and keep moving. How did a virtual assistant become the beginning of BlueMoso? After his exits, Cory started putting himself out into the world through LinkedIn and content. He brought on his first virtual assistant, Cha, and their relationship became much bigger than a simple working arrangement. People around Cory began asking how he had found someone he trusted. They were dealing with assistants who disappeared, difficulty creating processes, and uncertainty about finding the right person. The opportunity became personal when Cory saw what the work meant for Cha. When they started, she was living with her husband, children, and father in law in a one bedroom home. Two years later, she had her own house, a car, help around the house, and children in a good school. That story still sits underneath Cory's motivation for BlueMoso. The business is about getting work done, but there are people on the other side of that work whose lives can change because of the opportunity. What happens to human work when AI can do more? Cory does not see AI simply as a replacement story. He sees a question emerging around what humans should actually spend their time doing. He points to work that can feel repetitive and unfulfilling, then considers what happens when technology removes some of that burden. The opportunity may be in retraining people for work that requires judgment, creativity, relationships, and deeper human involvement. He uses IKEA as an example of this possibility, describing how employees whose customer service work became automated were retrained into interior design roles because of the knowledge they already carried. That changes the conversation around AI. The question becomes what people can do with the capacity technology gives them. Can a one person business still deliver a human experience? A founder can build an impressive amount alone with today's technology. Websites can be created quickly. Content can be produced. Processes can be automated. AI can extend what one person is capable of doing. Cory still sees a limit around the customer experience. A business can have one person behind it and still need someone who understands the customer, recognizes emotion, communicates naturally, and creates trust. That is part of the reason BlueMoso exists. The goal is not simply to give a founder more hands. It is to connect that founder with the right person for the way they actually work. Why does the right person matter so much? Skills can tell you whether someone is capable of doing a job. They don't always tell you how well two people will work together. That becomes especially important in roles built around frequent interaction. How someone communicates, responds to feedback, approaches decisions, and organizes their work can shape the relationship just as much as their experience. A person can have every qualification on paper and still struggle when those ...
    Mostra di più Mostra meno
    42 min
adbl_web_anon_alc_button_suppression_t1
Ancora nessuna recensione