So my buddy Karl and I finally recorded another podcast on the topic of Improv Lessons for the Corporate World. Give a listen and let us know what you think.
You can also find some previous resources at:
Karl’s guest blog on Give Feedback
Rules of Thumb for Improv in Life and Business: Embrace Failure, Reject Fear
Posted in behaviour, communications, creativity, focus, leadership, listening, teamwork
Tagged improv, improvisation, listening, teamwork, theatre, trust, workplace
When I took my Scouts out on camps, there was always a higher purpose. There were the big ones, of course. Like the 9-day jamboree, the 4-day mountain hike, or the 5-day canoe trip. But not every trip was the trip of a lifetime. In fact, I’ve left kids behind because they weren’t ready for it.
How did I know if they weren’t ready?
Build the Right Skills, Tools, and Experience
Firstly, we’d always had a series of smaller camps throughout the entire year to learn, practice, and try-out the skills and tools they’d need. For example, for our five-day canoe trip, we’d start in a local pool, where everybody had to practice recovering from a tipped canoe. Then we moved on to still water, where they learned basic strokes, working together as a team, and controlling the canoe on water.
Then we’d have them move in and out of a real river – which is probably the riskiest part of river canoeing. Along the way they learned hand-signals, whistle signals, how to throw a rescue line, and other river skills.
Us leaders took an extra level of training, actually practicing the skills of rescuing somebody from the river. We all got a chance to put on a wet suit and be rescued, which was both fun and scary. During the trip we had the Scouts throw us lines in the river while we floated by, and they had so much fun they got into the river too.
We didn’t’ just put the kids in a canoe, with a paddle, and said “see you later, we’ll pick you up in five days.” That’s not leadership, and that’s no way to learn leadership. We planned for the best, made ready for the worst, and had a great time. Along the way I’ve used at least two fire extinguishers, one throw-line, and many, many band-aids in earnest. But we never lost a kids or any of their parts.
Build the Right Team
The second thing we did besides training and planning was evaluating. We wanted to see which kids were ready, which were ready to take on even more, and which ones either weren’t taking it seriously or weren’t mentally or emotionally mature enough to be safe in the wilderness. I’ve learned and truly believe that adding or taking away just one person from any team changes the team in unpredictable, non-linear ways. As adults we’re just better at hiding it.
Which is why it amazes me when companies have a good idea, put so much effort into executing it, and then wonder why it failed. They didn’t try things out to see if their good idea would work before putting all their effort and energy behind it.
They didn’t build up skills and experience needed to give it the best chance of success. They didn’t explain and get buy-in from everybody involved about what it would mean to the company. They didn’t build and test the right team. They just put a bunch of people in canoes with paddles and life-jackets, pushed them into the river, and watched them aimlessly float away.
Even worse is when everybody in the company gets into the same boat and drowns. I hope you remembered to hand out the life-jackets.
Be Skeptical of Good Ideas
Try new things in small doses. Don’t stop having good ideas. Just be skeptical of good ideas – try them in small ways first. Build up your capabilities and give your team or company the best chance of success.
Posted in continuous improvement, developing staff, execution, leadership, life-long learning, setting goals, teamwork
Tagged innovation, team-buillding, training
I’m reading General Hillier’s auto-biography, and I tripped across a little gem buried in the middle of the book: if you want to learn about leadership, put down the leadership books. Instead, read biographies of leaders.
Nothing substitutes for a good mentor and first-hand experience of course. Reading books written about leadership as a scholastic topic should be at the botton of your “sharpening the saw” list. Reading books about first-hand accounts of leadership (good and bad) should be at the top.
. . . and if you want to buy General Hillier’s biography from Amazon, just click the link. A Soldier First: Bullets, Bureaucrats and the Politics of War. It’s well worth the read. Especially if you think you work in a complex, international context.
I got an e-mail from a former colleague of mine, a wonderful if quiet lady who was instrumental in supporting a major bid I was the proposal manager on several years ago. She wrote to ask me some career questions:
Hi Bernie,
I have been reading your articles from your company pages on LinkedIn. Good articles by the way! I quite enjoyed them. I have a question that comes from your article on employees being treated “fairly”. By the way, I totally agree with the philosophy — each person has to be recognized for their contributions, or punished for messing up, in an appropriate manner. The “how” they are praised or punished has to be appropriate for each individual. What I still don’t see is how the person who harasses someone in an office gets the promotion while the person who was harassed got fired. I also wondered at how one person, who works hard all day and has excellent quality, doesn’t get recognized for their work while the person who is exceptional at politics (and doesn’t work all day, less output –with the same quality level) gets kudos for their work. Is this where the interpretation of “unfairness” comes in? This is also where the following question comes in.
Have you done any research on how managers might help people who are not outgoing, i.e., extroverts versus introverts? Another subject that comes to mind are those people who suffer from anxiety and panic disorders. They are so different in how they are (or not) able to interact that they must be handled differently also. How do managers help build up confidence in these people? This question comes to mind because I read some statistics the other day about how 4-5 people out of 10 have physical disabilities whereas 7-8 out of 10 have mental (anxiety/panic, bipolar/schizophrenia and depression) disabilities. This was quite a surprise to me and yet we still don’t address it or recognize it as being a major part of our society and how we function.
I feel managers have a major part in recognizing these employees and should have strategies to help them. After all, extroverts may be the ones to come up with all the ideas but it’s the introverts who are able to carry through and get the work done.
X.
She’s absolutely right. It is the job of managers to get the best out of the people working for them. Everybody has strengths and weaknesses. Managers get the best out of their staff by recognizing those strengths and weaknesses and adjusting the work-load, training, and coaching to get that best.
The Effect of Poor Promotion Decisions
I see this often in my current consulting work. People have been promoted as a reward for doing good, or because they are good at convincing their boss they’ve done good. You might say their strength is managing the relationship.
This isn’t always what’s best for the company. Especially when the newly minted manager doesn’t realize that their rôle and the skills required have fundamentally shifted. At best they are only mildly effective.
At worst, they are actively holding back the company, wasting time and resources, demoralizing others, and blocking advancement to more deserving employees. Plus the job they used to do so well is being left un-done or done poorly.
Let me say this as clearly as I can: Managers Manage People.
Managers Manage People
They don’t manage departments, or projects, or work product, scope, quality, schedule, or cost. They manage people, and everything else is managed by proxy through those people. Once you’ve gone beyond the level of individual contributor, the tools and techniques will fundamentally change. You now lead the collaboration.
Collaboration, team-work, relationship building- they’re all especially important in intellectual, knowledge-based, and innovative workplaces. It’s only going to get more collaborative as the Chinese and other formerly third-world economies come on line. Everything eventually becomes commoditized and sub-contracted.
One of my clients is currently in India talking to his drafting department. Don’t think he isn’t trying to figure out other ways to reduce his costs, work internationally, and grow his business. They have a low-bid Chinese competitor working on the building next to theirs spurring him on every day. The Chinese product’s installation may suck right now, but their people will get better at it.
Once you’ve gone beyond the level of turning a wrench, running the cash register, or writing that report, you’re effectiveness depends on “using” your people most effectively.
Let the Facts Speak For Themselves
Recognize and develop the people that actually do the work, based on facts and measures. Don’t get suckered into favoring the ones that have the skill to build a relationship with you. You will lose credibility.
I’m not saying that staff shouldn’t have the ability to build relationships. Certainly it’s a strength and a skill. I’m saying they shouldn’t be promoted based solely on the strength of their relationship with you.
As managers we shouldn’t have to judge the people that work for us. The facts, presented fairly, will do that for us. That’s why properly performed performance reviews are not just an annual event. They’re a process. One that you need to pay attention to every day.
Managing Your Relationship With Your Boss
My first response to Lady X (sounds mysterious doesn’t it?) was:
. . . . there’s a podcast I’d like to recommend to you called “Career Tools”. It can be found at http://www.manager-tools.com/podcasts/career-tools , and also on iTunes if you listen to podcast on your iPod or other technology. Of particular interest to you I think would be the “Professional Updates” episode: http://www.manager-tools.com/2008/11/boss-one-on-ones-professional-updates .
I’ll be writing more next week about how employees can help themselves, and about dealing with different behaviors and personalities most effectively.
In the meantime consider this:
How Should We Judge Managers?
Imagine you’re a manager. The CEO has decided your promotion and bonuses are now based on the fit and performance of the people you hired in the past. In other words, every year you will be evaluated by how well the people you hired into your company are doing, whether they still work for you directly or not.
You’re being evaluated on how well you pick and develop talent. How would that change how you whom you hire and how you lead them?
I was at a Scout Jamboree in Southern Alberta two summer ago, in the foothills of the Canadian Rocky Mountains. Beautiful country with lots of wildlife.
Including bears.
Being Scouts we were prepared. Everybody received instruction on food storage, garbage disposal, and cooking protocols. Young men and women were on stand-by with ATVs and walkie-talkies to respond to any bears that might wander into camp. Rally points and head-counts were established. Think of a fire drill except with bears.
About the fifth day just before supper we go those bears. Right in the heart of 1500 campers. On the siren’s signal we rallied at the sub-camps (large groups of people being a deterrent to bears), and after they proved difficult to dislodge we more at various larger collection points in the facility. Away from our supper and closer to the few hard-sided buildings in camp. Everything was going according to plan.
Scaring Off The Bears
Except for one thing. These kids were tired after a long day of running around in the woods and playing on the water. They were hungry. They could hear the ATVs driving up and down the trails chasing the bears and not having much success. Some of them were starting to get scared. It was time for some leadership!
I leapt on the nearest rock and started singing the silliest, most juvenile “action” song I could think of called “I Found a Bug”. I don’t want to spoil the ending for you, but let’s just say that bugs get eaten. At first people thought I was crazy. This happens a bit so I’ve learned to ignore it. It didn’t take long for the 200 kids at our rally point to start singing along. When I was done two of the Scouts wanted to lead a song themselves. My plan was working. The kids were taking over.
One after the other Scouts got up on the rock and led a song, story, or skit to keep themselves entertained while the bears were chased through the woods. I think my singing have even helped scare them off! Half an hour later the all clear was sounded, and we returned to our campsites prepared our supper, lighter of step and smiles on our faces.
Values are Culture, Culture is Brand
I believe that the stories we tell ourselves, the songs we sing, and the ritual we indulge in is what makes us human. Other animals can use tools, some animals may even use language. We don’t know. But as far as we can tell we’re the only ones that pass knowledge on from generation to generation verbally.
This is a powerful force in our lives, one that we sometimes hesitate to indulge in. We’re suspicious of being manipulated, and rightly so. We don’t have to reach too far back into history to find examples of these forces being used for evil or personal gain.
Yet this is the essence of leadership, good or bad: to nurture and leverage the group consciousness to execute a goal or task that one person cannot accomplish alone. Many business leaders force success by dint of personality, intellect, or sheer stick-to-it-ivness. Yet in the end how effective are they really? How long do their accomplishments last after they’re gone?
If all you want or need is to make money, then there are many ways to do that. If you want to have a real effect on the world you’re going to have to work through others. The others that believe the same things you do, value the same things you do, and will continue having an effect long after your presence has faded.
What is Your Company’s Culture?
Values are culture, culture is brand. What stories does your company tell about itself? What is the real brand that emerges in times of stress?
Posted in behaviour, developing staff, engagement, influencing, leadership, values
What is the right size for your team? Is your organization too flat and the team too big? Can your company become too big?
Vladimir Lenin once said
“Quantity has a quality all its own.”
He was talking about guns and tanks, of course, but it holds true for people too. Adding somebody to a team doesn’t just increment the complexity and communication within that team by 1, it increases it by the size of the team plus one. For example, if there are two people working together, there is 1 path for communication. Three people, 3 paths (an increase of 2). Four people, 6 ways to communicate (and mis-communicate). Five people, 10 ways and so on.
One More Makes All the Difference
By adding one more person, pretty soon the number of relationships to keep track of becomes very crowded. One of the principle of Scouting laid down by it’s founder was “working in small groups”. He knew from his previous experience that both adults and youth work best in groups of about eight or so.
Years later research came up with the “seven plus or minus two rule“*, which tells us that our brains can hold about seven pieces of information, or deal with seven people (give or take) at the same time. More than that, and we start to lose track of what’s going on.
In Real Life
As a Scout leader I had the unique opportunity to observe the affect of adding or removing and individual Scout to or from a patrol. Just by changing one person the dynamic of the group changed entirely. An energetic, disruptive kid would make the patrol energetic too. Not always a bad thing mind you.
Now, in my work as a consultant I work with many executive teams that come in different sizes and configurations. I’ve noticed that when there are three or fewer people in the room the interaction, conversation, challenging ideas just don’t take off with any energy. At nine or more it starts to break down again. People don’t get heard, one or two people dominate the conversation, there’s just too much going on to capture it all in a meaningful way. The ideal number of thinking, contributing, energetic people in a room has an upper and a lower limit.
Your Actions
Are your teams the “right” size for your organization? Are you trying to get too much done by stuffing as many people into the room as possible, and therefore slowing things down and falling into the trap of a false economy? Or are you trying to “keep people focused” by making your team too small, and then losing out by excluding people them instead of getting them engaged and switched on?
Posted in communications, engagement, influencing, leadership, productivity, relationships
Tagged communication, effectiveness, engagement, influence, leadership, meetings, productivity, team size
I was doing some strategic planning with a long-term client last week. They’re doing well, expanding their business in tough times, making the hard decisions about staff, and being leaders. They’re the kind of business I love working with because they run with what they decide. Which has translated into some fantastic cultural and business changes for them in the last year.
We landed priorities for the next quarter, and it came time to assign champions for each one. First pass: the CEO ended up as the champion for all three. So I asked her:
“Are the best person to do all of these, or are you absolutely the only person that can do these?”
Often the leader is the best person to be accountable for any strategic given initiative. They’ve got the experience, the training, the track record. That’s why they’re the leader. They could do the best job. It doesn’t mean they’re they should.
Mine Mine Mine
I’ve seen this often enough now: the leader takes all the important initiatives, leaving nothing for anybody else to do (strategically leastways). The consequences?
Baden-Powell, the founder of Scouting, had several very simple principles of developing leadership in young men and women. One of them was:
Learning by Doing
He believed that the best way for young men and women to learn leadership was to lead a small group of their peers. That’s why the patrol system (6-8 boys or girls organized as a small team that do their planning, camping, cooking, etc. together) is so powerful. They can learn all the things they need to in a mostly safe environment, where feedback is immediate and honest, and mistakes are easily forgiven.
The fastest way to squash the enthusiasm of a patrol of Scouts is to start micro-managing them. Adults, especially if they have their own children in the program, get in there and start “fixing” things before they even go wrong. The kids don’t learn anything, the adult becomes over-whelmed and frustrated trying to keep up, and Scouts start drifting away to other troops or even out of the program.
Adults do the same thing. They’re just a little more subtle about it. Sometimes.
So here’s my recommendation:
Delegate Like Crazy
Delegation is hard, because we’re often prone to believe we’re the best person to do any particular task or lead a specific initiative. We might even be right, we are the person that could do that job the best. But we’re not the only one who could.
Stick to the jobs that only you can do, and delegate everything else. It’s a huge opportunity to develop your staff and the culture of your team / division / group / company. Which is your single biggest responsibility (after turning a profit).
You are now the leader of leaders. It doesn’t matter if it’s a snotty twelve-year-old boy who hasn’t changed his underwear in three days, or an executive vice-president. Develop them!
Don’t know how to delegate? Learn. In the age of the internet, business and executive coaching, and self-help books there’s no excuse! Never done it before? Start small and work your way up.
There’s no way to get the most out of your team or get to the top of your profession without delegating. You may be very good at your job, but that’s the only thing you’ll ever be doing if you don’t learn to develop relationships and leadership in the people who work for you.
Learn delegating by doing it.
More Learning:
Manager Tools – The Art of Delegation (podcast)
Delegation on Amazon
Why I Suck and Delegating (and Why You Might Too) (blog)
Posted in delegation, developing staff, emotional intelligence, engagement, execution, leadership
Tagged culture, delegation, leadership, learning by doing
My son is happy working as a printer, running a fairly complex machine. He has a good work ethic and is loyal to his family and friends. I like him. He’s a good kid. Yet he and I have an ongoing argument. It’s been going on for years. I can see his point of view because when I was a kid I felt the same way. It kind of goes like this:
It shouldn’t matter what somebody looks like. It’s what’s on the inside that counts
On some level it really shouldn’t matter what somebody looks like. Sometimes a person’s qualities and contributions are overlooked or missed because we’re caught up in making judgements about their credibility based on appearances. The obvious examples are skin colour or gender. How somebody speaks, how they’re dressed, what school they went to also might have an impact on our impression of them. More subtly and more powerfully, how they stand, personal grooming, smiling also have an effect. Is this always right? Probably not.
So my son is right, but he’s also wrong at the same time. When we’re trying to be effective in an organization full of people, when we’re trying influence other people, what we think doesn’t matter. It’s what they think matters. The alternative is to give the world a great big middle finger and walk away from society. Which is a choice some people have taken.
Most of us make instantaneous, unconscious value judgements based on peoples appearance. Even when we try not to. We’re visual creatures. Our eyes over over-ride ears most times, and it happens faster than a Maserati can make it to MPH. About 4 seconds. After that “cognitive bias” (also known as “people enjoy being right”) sets in, and we begin to disregard everything that doesn’t fit. We only remember the behaviours that fit our first impression.
This means we leaders, managers, and influencers need to be on our game all the time. “You never get a second chance to make a first impression” is an old saying because there’s some element of truth to it. Even when we’re not at work, people are watching us. I remember getting a little silly at a bar in my early days as a young officer. For me that means I spent some time on the dance-floor in front of the band doing my best impression of what I think of as dancing.
I heard all about it from my sergeant the next day, because I had been seen. A couple of my privates that happened to be at the same bar. They had duly gossiped, uh, reported it to the rest of the squadron. It was a quick and easy lesson in how leaders are always leaders. I had another reminder of this the other day, when I had an e-mail come through my blog, asking me to do a favour. My anonymous peer asked me to remind managers of some basics. There’s no nice way to say this, so I’ll just quote:
Love your articles, but there are aspects of leadership you haven’t mentioned and to be honest I didn’t think of them either until I had lunch yesterday with an old friend from the [multi-national name deleted] days. Anyway this person was totally grossed out when his manager, who also dresses shabbily, started to scratch his balls during a meeting. Don’t know how you would write an article about that, other than to suggest that managers should strive to maintain a dignified demeanour at all times.
How much credibility and influence do you think this manager has in his organization? No matter how technically savvy he is, probably not a lot.
Do these things for a week if you don’t already, and notice what changes happen in your interactions with other people.
Fashion tips for grown-up men
On matching shoes and socks
How to dress to impress – professional grooming tips for business women
First impressions and giving employee feedback
Posted in behaviour, body language, effeciency, effectiveness, engagement, getting dressed, influencing, leadership, relationships
Tagged first impressions, grooming, influence
Every had this question when assigning work:
“Do you want me to do the work, or do you want me to spend my time reporting on the work?”
If you’ve ever worked with engineers, programmers or other “High C” personalities you may have run into this before, but it could happen anywhere. Here is the proper response:
“Reporting on your work is part of the work.”
When I ask my clients what accountability means I get quite a variety of answers, some of which are entertaining. Here’s my perspective.
For any task, process, or project, high-performance accountability has several components:
Only one person is ultimately liable for the correct completion of the task. If more than one person is accountable, then nobody is accountable.
Who is the champion? Who is the owner? The responsibility for actually doing the work may be delegated to somebody else. The accountable person may get help from somebody else, or need to coordinate multiple people and resources, but only one person can be accountable.
In my days as a project manager one of my favourite questions when nailing down the requirements for a system was: “How are we going to test this?” For example,
“…detect 95% of land mines in a dry field of size x, with y mines, distributed in pattern z, in clear summer weather in less than five minutes and with less than a 5% false positive rate…”
gives us fairly clear understanding of what is expected and a way to measure it.
You may end up debating why or why not your goal was reached, and you may argue about changing circumstances and contexts (like the real estate market collapsed), but you won’t be arguing if you did or didn’t meet expectations. This is where using SMART goals become useful.
Well defined measurements of the work also allow you to measure progress, which is a great way to motivate. Yea, having a coloured thermometer that shows how many widgets have been built or how close we are to reaching this quarter’s sales goals might seem a bit hokey, but it works. At least it works better than not doing it.
How do project become late? One day at a time.
When assigning work, the first thing I ask for is a schedule. Every project large or small needs milestones or even inch-pebbles that explicitly measure and report progress. That first milestone, having a schedule, is something I would expect to see the next day after assigning the work.
This avoids the 90% done 90% of the time problem. Also known as getting to the end of a six month project and realizing there’s still five months of work left to do. If you are accountable for a task, then you are responsible for reporting on progress of that task. This is also known as the “liability to render an account”. Hence “accountability”.
The last part of accountability is the obligation to bear the consequences of failing to perform as expected. This also means the obligation to celebrate success!
I’m not just talking getting fired here. Consequences run the gamut from small to huge. In poorly executing organizations there are seldom consequences for poor performance. Usually because there is nothing in place to measure performance, nor is it reported. In these instances mediocrity attracts more mediocrity.
For entrepreneurs, who sometimes roll pennies to make payroll, the consequences can be far beyond losing a job. They could lose their home, all their worldly goods, perhaps even a marriage with the failure of a business. The owner is ultimately accountable.
I look forward to Friday nights. Usually I’ll be at the archery range followed by a beer at the local watering hole with my lovely wife and fellow archers. I was especially looking forward to this week since I won an archery tournament last weekend up in Edmonton. Woohoo! I was ready to celebrate.
Alas, I’ve come down with a cold. I’m sitting at home watching an Auction Hunters marathon instead, and trying to kill my infection with Sambuca. It seems to help the sinuses. Maybe not, but by the time I finish writing this I won’t care.
Nothing bad (or good) lasts forever. I know I’ll whine and snivel my way through the weekend, and be back on my feet and ready to rock by Monday morning. Attending the team meeting and doing my client preparation for the week. The ability to look to the future is a good thing. Without it we sometimes tend to wallow in our present miseries, and maybe even get stuck there.
Without knowing or imagining what’s going to happen next we might feel trapped and helpless, or even overwhelmed. Many inspiring things in life are future oriented, and they pull us along into the desired next state.
A concrete and visual future can be inspiring, but warm and fuzzy future is useless. The brain is a visual (and emotional) machine. That’s why when CEO’s want a collectively motivating vision, mission, or purpose, it’s based on concrete visual language. On of my favourite examples is this quote often mis-attributed to General George S. Patton
“I want you to remember that no bastard ever won a war by dying for his country. He won it by making the other poor, dumb bastard die for his country.”
That’s very concrete language, no?
Recruiters also use visualization. First, if they can see the job they are recruiting for, they have a better chance of filling it with the right person. Secondly, if they see you performing the job, based on your description of the work you’ve done in the past, then you’ve got a better chance of landing it.
Practise doesn’t make perfect, but perfect practise does. Feedback needs to be future oriented. It also needs to be specific and concrete. Pointing out to one of our direct reports that they screwed up / performed brilliantly is not enough.
We have to be specific enough that they know what they’re being criticized / praised. It is necessary but not sufficient to point out the error. They must also rehearse how they are to change their behaviour in the future. Even if this rehearsal is only mental. Otherwise, what you’ll get is the same behaviour next time.
We also have to cast their thinking into the future. They need to take the responsibility for fixing the problem, changing their behaviour, or doing things differently. This is the purpose of feedback. They need to be able to see themselves doing it differently next time.
Without this last step in the feedback process what will usually happen is that they’ll just do the same thing again. Not out of habit, not out of laziness, not out of stubbornness or thoughtlessness. They just won’t think about it because they haven’t “seen” it done differently.
Assuming we’re giving corrective feedback, the last question in any feedback process needs to be a variation of:
“What are you going to do differently next time?”*
Questions engage the mind of the person being asked. It allows them to take responsibility for the outcome. Asking the future-oriented question gives them the problem to solve. Instead of waiting for you to hand them the solution.
Which is the point of giving feedback. They change their behaviour. They take responsibility. If you have to do everything for them then what’s the point of having employees? Give them something to do about it, or even mentally rehearse for the future, so they don’t repeat the same mistakes over and over.
So, what are you going to do next?
Coaching for Performance: GROWing Human Potential and Purpose – The Principles and Practice of Coaching and Leadership
*If you’re dealing with positive feedback, the question “What are you going to do differently”. A “Keep it up.”, or “Keep doing that.” works better instead.
Posted in behaviour, coaching, communications, developing staff, effectiveness, emotional intelligence, engagement, feedback, focus, influencing, leadership, motivating, productivity
Tagged constructive feedback, corrective feedback, feedback, future, giving feedback, negative feedback, positive feedback, visualization
What do you think is an essential skill for good managers? E-mail me bernie@practicalmanagers.com and share!
Manager Tools Podcast
