MAVEN

Oracle Corporation

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Within our Oracle Employee Resource Groups we have MAVEN, Military Affiliated Veteran Employee Network. Our MAVEN podcast highlights veteran affiliated employees, activities, partners, and organizations who contribute to something greater than oneself.

26 SEP.

Finding You: Vector Accelerator with Michael Halterman

We're excited to bring back Halty for a discussion surrounding The Honor Foundation’s growth and success that includes Vector Accelerator - Accelerating the veteran journey to clarity, confidence, and conviction for life. If you’re a service member within a year from separation or a veteran from any branch of the US Military, you’ll want to hear this episode and learn why you would want to consider leveraging this program to support your transition. Do you have a family member, friend, co-worker who fits into this category? Share it and support the possibility of them finding ways to learn more about themselves in different ways they may not have realized possible. https://www.vectoraccelerator.org/ https://www.youtube.com/@VectorAccelerator https://www.linkedin.com/company/vector-accelerator/posts/?feedView=all https://www.linkedin.com/in/michaelghalterman/

54 min
5 SEP.

People Focused: Mike Reavy, SVP Security Engineering at Electronic Arts and US Air Force veteran

Mike’s clear line of sight into the small things that gave him the tools to be successful is credited to his humility, self-awareness, and commitment to leading people. We talk mentors, change, commitment, integrity, patience, and much more! This is definitely an episode you’ll want to make time for! Mike Reavy - https://www.linkedin.com/in/mkreavey/ David Cross - https://www.linkedin.com/in/david-b-cross-b856657/ -------------------------------------------------------- Episode Transcript: 00;00;00;00 - 00;00;28;25 You're listening to the Oracle MAVEN podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organizations and those who are continuing the mission to serve what one of the main podcast, I'm your host, Chris Spencer. And in this episode I'm joined by our cohost David Cross, senior Vice President and SAS Chief Information Security Officer within Oracle. 00;00;28;27 - 00;00;51;11 And today we are joined by our special guest, Mike Reavy, Senior Vice President for security engineering at Electronic Arts, and also an Air Force veteran. We're really excited about this episode because of how many slivers of information we touched on. Mike's clear line of sight and the small things they give him the tools to be successful, his credit to his humility, self-awareness and commitment to leading people. 00;00;51;13 - 00;01;12;20 We talk mentors change commitment, integrity, patience, and it's packed with much more. This is definitely an episode you'll want to make time for. We have all we need to become the person we want to be. So let's remember how to connect with others with sincerity. In genuine intent as we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. 00;01;12;23 - 00;01;38;20 David's and Mike's contact details are in the podcast description and you can always find me on LinkedIn. All right. Good morning, David. Good morning, Mike. Good morning, Chris. It's great to be back. You know, I know the community is waiting for a while for this, so but we have a special edition today, don't we? We do. And there's there's I'll let I'll let our guest talk more about his intro and things. 00;01;38;20 - 00;01;58;25 But we have Mike Reaves, senior vice president, security engineering over at Electronic Arts. And what we're doing today is we're just tapping into our network. We've been talking about it for many episodes, how our networks are important, how wherever we end up, it's always important to keep in touch with others that you've grown up with or experience in different lives. 00;01;58;25 - 00;02;14;17 And as you get to where you want to be, you know, you call in those not only call them favors, but you call in that chat and say, Hey, we have a conversation that we'd love to get you involved in. Do you want to do it? So David reached out to Mike. Mike said yes, and here he is. 00;02;14;18 - 00;02;31;29 Mike, welcome. Hey, thank you. Thank you. I know. Look, I just to be clear, I view this as a as a real opportunity. I appreciate you guys give me a chance to be out here. No check called out at all if I get a chance to talk About what? We're going to talk about, I want to take up take up the time, and I will do it. 00;02;32;01 - 00;02;49;07 So, yeah, let's start out a little bit with your background, kind of just, you know, the typical stuff where you grew up, the choices you made and how you ended up where you are. And then then we'll get into the get into the weeds. Yeah, yeah. I'll try to make this quick, but like where I grew up on a dirt road in a trailer next to a creek named Poverty Creek. 00;02;49;09 - 00;03;04;05 You know, we didn't have any cable television as the joke. That's that's very real. But my dad, he was. He was. He was a retired colonel, so we were only in the trailer while we were building a house. I don't want to give this scene of, like, deep poverty, even though we did live on a creek and and poverty creek. 00;03;04;08 - 00;03;23;05 But I will say what was kind of crazy about that upbringing, it was in lower kind of lower Alabama, northern Florida. It was technically Florida. But I swear I thought our state song was Sweet Home Alabama, where I grew up. And I had a much different accent. But I did. I did. I did manage to get on the Internet back in the early nineties on that dirt road. 00;03;23;08 - 00;03;40;02 So that kind of was a good signal and sort of where my career went. So that's where I grew up. You want me to kind of go into how I got to where I am now because yeah, so where you are in where you just described and you're building a place and then all of a sudden you're old enough to make your own choices and then you do. 00;03;40;04 - 00;03;58;16 So let's go with that. Yeah. So, So, you know, my dad was a pilot. He flew A-10s in other planes. So I was going to be a fighter pilot like my dad, like all my friends, you know, that I was around growing up and but I also had this deep, deep love for computers. So long story short, like, ended up with an option to go to the Air Force Academy in Colorado Springs. 00;03;58;16 - 00;04;14;23 And I and I took that option to go to go fly. And my first year there, I ended up breaking my back snowboarding, which was Deckard me for any of the cool fighter jets that I wanted to do and made me think a bit about like, Hey, what I want to do in my life. And that's when I actually changed my major to computer science. 00;04;14;23 - 00;04;33;09 You know, to take up this hobby and maybe turn it into a career. Looking back, you know, as one of these great transitions that paid off really well. So I went to the Air Force getting out of the academy. I actually was a communications officer, worked there. Basically, if you guys know Scott Air Force Base, Illinois, there's a lot of commands there, trans comms there. 00;04;33;11 - 00;04;55;05 AMC's command was there. So it was a big installation and I was part of the COM squadron supporting the networks in the late nineties. So as a young lieutenant, I was technically in charge of 10,000 workstations across multiple commands. You know, as you probably know, there is the senior enlisted personnel that knew what was really going on from my first few years there. 00;04;55;05 - 00;05;16;11 And but I really got a deep a deep crash course and had a support network. And that was the time when there were things like the Melissa virus and stuff going on in security. And so I was in charge of messaging, which was basically exchange back then. And the help desk, which got flooded when, you know, the generals in there just couldn't get their emails. 00;05;16;11 - 00;05;46;20 So that was my introduction to computers in the real world. And then actually my, my, I spent all five active duty years at Scott Air Force Base. My last two years I went to a group called Scope, and they basically did. We flew to every Air Force base as a small team and did a kind of a two week optimization and securing of their network, because back then Air Force networks were basically built kind of out of closets, you know, like maybe some tech sergeant knew what to do and built out a domain on windows into it. 00;05;46;20 - 00;06;04;07 So this was part of the Air Force trying to professionalize their networks worldwide. So as a young lieutenant, young captain, junior captain, I was able to fly two weeks on, two weeks off and lead small teams. I mean, just you don't get an experience like that anywhere else. You know, like they they threw a bunch of training at me, but I was hands on. 00;06;04;07 - 00;06;29;02 I had to, like, go convince people that really, you know, sort of bled over creating these networks, that this young lieutenant, young officers and contractors were going to help their networks and then leave. That's a dicey conversation, right? That's how I got started. And then I had a job lined up with a government contractor. It was kind of the dream job as close to a fighter pilot as you could get, but sit at a computer. 00;06;29;05 - 00;06;45;18 It was computer network attack before we really talked about it dream gig. But then I had an option through some friends to interview at a place called Microsoft, and so who says no to that? So I interviewed at Microsoft and ended up, you know, taking that option instead of the Dream gig. Just because I thought there'd be more opportunities, I'd learn a lot more. 00;06;45;18 - 00;07;04;00 And that's exactly how it turned out. I met a lot of great people. Microsoft, one of them is on this call, on this podcast today, and I spent a decade and a half there now media liability for seven years securing the video game company, probably one of the craziest forms of entertainment that exist in the world is video games. 00;07;04;00 - 00;07;21;03 It's massive. Anywhere you have huge value, you had a lot of attackers trying to get at that value. So we definitely have a very important mission as far as it goes. And we take the ability of getting people a chance to play very serious, like life is serious, you got to have outlets. So we take our job very, very seriously. 00;07;21;06 - 00;07;40;21 So so, you know, Microsoft, we got the truth out now, like Microsoft was not a dream gig, Right. You know, so the truth is finally came out and really the dream gig is that you can play, you know, games all day on your Xbox. That's that's what you're saying for everybody. Yeah. You know, the the young 20 year old Mike Reed, he had real mature plans. 00;07;40;24 - 00;07;59;14 Luckily, the world took care and gave me better plans, took care of me, gave me a better plan. So now there's there's little brief vision of like, hey, you know what? Who says no to Microsoft? And getting that chance was pretty eye opening. I just never saw it coming. Yeah, I imagine it's just one of those things David

49 min
4 SEP.

Career Chasing: How to Position Yourself When Considering Careers

In this episode, David and I discuss how to prepare for career change and choices. We took this opportunity to get David's perspective on how important decisions begin with planning and being flexible. A plan is just a plan and sometimes what we thought would be the path to the goal changes unexpectedly. We need to anticipate that things won't always go as planned and say yes to the opportunities that rise as a result. David Cross - https://www.linkedin.com/in/david-b-cross-b856657/ -------------------------------------------------------- Episode Transcript: 00;00;00;00 - 00;00;28;06 You're listening to the Oracle MAVEN podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organizations and those who are continuing the mission to serve. Welcome to the MAVEN podcast. I'm your host, Chris Spencer. And in this episode and joined by our co-host David Cross, senior Vice President Sass, Chief Information Security Officer within Oracle. 00;00;28;07 - 00;00;44;12 Here we are, folks. Season three. It's been a while since we've come together to deliver a new episode, and we're ready to kick off our new season with new conversation. These newer topics sometimes bringing back previous guests and maybe we'll go deeper into past conversations. We hope all of you are well and putting in the work to be better. 00;00;44;14 - 00;01;00;15 If not, listen in and maybe we can help change that. We have all we need to become the person we want to be. So let's remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. 00;01;00;19 - 00;01;08;12 David's contact details are in the podcast description and you can always find me on LinkedIn. 00;01;08;14 - 00;01;48;27 All right, so season three, first episode of Season three. We're coming at you for career oriented conversation, joined here with David Cross. Many of you already know. He's our MAVEN podcast co-host and he's got specialization in a particular career field. So as we were talking about what we should be considering to discuss in this new season as we roll into summer, but career choices, you know, this might be the season where many of you are getting ready to transition, whether out of service or from careers where being relevant matters and trying to understand what it takes and what people look for. 00;01;49;00 - 00;02;15;03 David's going to share some information I'll probe a little bit on, you know, before you make the decision, what are the considerations? And we've talked many, many times about this particular topic or decision making process in previous episodes. You hear about it a lot in everywhere else. Probably every self-help book is critical thinking, some sort of element of emotional intelligence, things that go into how you're going to decide what you're going to do. 00;02;15;06 - 00;02;32;03 It starts from, we believe, what do you want to do and the passion that comes through that. And so, David, it's nice to see again. You know, Chris, it's great to be back, right? You know, it's kind of like, you know, I'm we're excited about this next season here. It's kind of like your favorite TV show, you know, Netflix, right? 00;02;32;03 - 00;02;50;00 You know, selling Sunset. I know you get really excited every time there's a new season and kind of like, you know, when they went down to Orange County, Right. They kind of got to change it up a bit and talk about that. So, you know, I think this is going to be a fun season of like we talk about careers, maybe we have some some outside guests, you know, that also help us in like, you know, how do we make this transition? 00;02;50;02 - 00;03;09;12 We want to mix it up and kind of, you know, up it a bit and get people excited about it. So it's sometimes these seasons take a little longer than we like, just like Netflix, but we're, you know, we'll see. We can do better. So if anybody's been paying attention to every episode, David says, I look forward to these things. 00;03;09;14 - 00;03;26;11 It's up to you to decide if I'm really a fan of I don't know what you said. Would you say the sunset selling sunset? You know, I know you like all the real estate and the cars they drive and, you know, the Hollywood properties. So yeah, you know, we'll talk about that another time. Yeah, another time. Yes, it is. 00;03;26;11 - 00;03;46;17 You know, it it is always interesting. You know, sometimes we take a little hiatus to, you know, focus on other things, but also, you know, take priorities as they come. And maybe it's just a another way of just realizing what else can we do to be more impactful and how do we consider, you know, reassess and this is the after action review is like, how were we effective? 00;03;46;17 - 00;04;07;03 And, you know, are there other things that we should try in order to make sure that we're keeping up with the things that people will want to talk about or want to listen to? And so the one thing that we can never get away from is career choices, because we know, you know, that's that that's an important area of conversation in any circle that you're in. 00;04;07;06 - 00;04;30;28 Excuse me, but it's just a matter of understanding the depth in which to go into these these things. And so we're talking security, cyber, career choice. You know, David, I'd like to get into some of the depth of what it what it means to consider what choice you're going to make, what career choice you're going to make. But, you know, let's start with this one. 00;04;31;01 - 00;04;54;21 What matters most? Is it theory or education or experience? You know, it's a great question, Kristen. I know this like a big debate. Like I was at a conference last week and people were you know, we were talking a little bit about is like, do you have to have a degree, you know, to be successful in computer science or do you have to have a degree to be, you know, successful or get into cybersecurity? 00;04;54;24 - 00;05;13;12 And the answer is, I'm going to say, no, you don't. However, right. I think it's really the most important point is there's different ways to get into things, right? You know, just like getting into sports, writing notes to some people. Do you have a professional trainer, some people are. They get their their parents, you know, you know, kind of guide them. 00;05;13;12 - 00;05;29;26 Other people, it's natural. But ultimately, it's like, what is the result you want, Right? You know, saying that if you're a tennis are running, right, you have to have a set of skills, right? And you have to be able to demonstrate those skills. Like right now, I think around the world and certainly we're watching late this weekend, the Olympic trials. 00;05;29;26 - 00;05;45;06 Right. You have to have a set of skills. Are you in the Olympics, are not like, can you take a get a degree and get in the Olympics? No. You have to demonstrate your skills. So I think that's the point here. Everybody is like, if you want to get to computer science, can you write a program? yeah. 00;05;45;09 - 00;06;03;04 Can you show me that you can write a program? Can you put it on GitHub and let me see it? Same thing for cybersecurity, right? Can you pen test? Can you identify a vulnerability? Right. Can you evaluate a threat? Well, can you show me Right. It just like diving. Can you dive in the pool, not make a splash? 00;06;03;04 - 00;06;26;18 Show me. Right. I think it's the best place to start. No, I like that. And thanks for that. And that that I feel like many who would be listening would say, Well, that's the scraping the surface. It sounds like you have very specific examples. And I would assume then if I'm taking notes, that if if you as an expert or would you consider yourself an expert in these areas. 00;06;26;20 - 00;06;46;22 Yeah, there's always debate. Am I an expert or subject matter expert or am I an influencer to say I'm going to say I have 30 patents in the United States and most almost all of them are security. So I'm going to say, yeah, I am an expert for today. Buy that for a dollar selling sunset clip right there. 00;06;46;27 - 00;07;15;18 You see the reference there. Gotcha. That jokes. All right. So 30 patents in the U.S. You correct. Okay. So I'm going to put a pin in that one. We'll come back to it. So, you know, off the top of your head, you were talking about very specific examples of something that somebody would have to prove to you and show you and say, So can you help us figure out what if if I were to be someone who is interested, I have and I'm going to put a pin in this one, too. 00;07;15;18 - 00;07;42;19 I have a passion for technology and it just so seems to now drive me towards security because of either the career field seems to be trending or somebody told me that it's place to a place to go or what have you. For whatever reason I'm interested in it. What are some of the things that I would look at that somebody like you who would, you know, are are you're worth is going to be determined based off of the things that you're able to demonstrate. 00;07;42;20 - 00;08;05;12 What are the top things that I would need to focus on to be able to make sure that I'm aligning beginning my career choice or beginning the skill development that I can make sure that I'm not veering too far away from. Sure, I will. I'm going to go back a little bit to kind of my career and kind of like, how do I truly break into cybersecurity right now? 00;08;05;12 - 00;08;23;24 I think that there's a lot of people you hear about, go take this class or get this certification or this thing's on Coursera and magically you're a cybersecurity person. In the end, I'm going to go back is it's about demonstrate something. So I got into Microsoft. I was in I got I won't do the story of like

46 min
20-12-2023

Change: Shaping Context to Move Forward with Dr. Justin Smith

We're excited to have Dr. Smith join us to share his thoughts surrounding change and how we respond to external and internal factors. We cover considerations of how we can prepare and where we may learn to make minor adjustments to how we perceive external environmental situations by better understanding context. This is one of our more exciting episodes where we're provided the opportunity to discover more about, not only ourselves but also how we may consider ways to serve and support others through change. A Dr. Smith quote from the conversation: "Bring it every day". We have all we need to become the person we want to be. So, let's remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. https://www.linkedin.com/in/justinsmithphd/ https://www.linkedin.com/in/chrissspencer/ X: mrdbcross -------------------------------------------------------- Episode Transcript: 00;00;00;00 - 00;00;28;18 You're listening to the Oracle MAVEN podcast, where we bring people together from the veteran affiliated community to highlight Employees, Partners, organization fans and those who are continuing the mission to serve. Welcome to the MAVEN podcast. I'm your host, Chris Spencer. And today's episode, I'm joined by our co-host David Kross, senior vice president and SAS chief Information security officer within Oracle. 00;00;28;24 - 00;00;51;16 And today we have a special guest, Dr. Justin Smith, neuroscientist, CTO and passionate advocate for data analytics and all things stress. We're excited to have Dr. Smith join us today to share his thoughts surrounding change and how we respond to external and internal factors. We cover considerations of how we can prepare and where we may learn to make minor adjustments to how we perceive external environmental situations by better understanding context. 00;00;51;16 - 00;01;11;17 This is one of our more exciting episodes where we're provided the opportunity to discover more about not only ourselves, but also how we may consider ways to serve and support others through change. A Dr. Smith quote from the conversation Bring it every day we have all we need to become the person we want to be. So let's remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. 00;01;11;18 - 00;01;25;23 Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. Doctor Smith's and David's contact details are in the podcast description and you can always find me on LinkedIn. 00;01;25;26 - 00;01;46;09 MrdbCross How is it going, sir? Chris It's great. I'm excited that we're now getting more guests on our podcast because we're going to get up there. You know, we're going to have more listeners than the All in podcast, so just stay tuned for 2020 for everyone. There you go. Today we have a special guest with us, Dr. Justin Smith, and he'll introduce himself and his brief background. 00;01;46;09 - 00;02;04;08 But you know, what we're talking about today is how to how to maneuver and navigate through change. Dr. Smith Absolutely. Hello. Thank you very much for having me. My name is Justin Smith, and my background is in neuroscience. That's what my Ph.D. is in. And the reason why people I jokingly say I won't make my brothers call me Dr. Bias. 00;02;04;08 - 00;02;35;00 Just you can call me Justin, but my Ph.D. is in neuroscience specifically and stress and decision making. And I get asked or brought in to help work with groups that groups or individuals. Interesting. An interest in enhancing their decision making under extreme stress, but also understanding how the brain works under dynamic circumstances. And I think that's very applicable to what we're talking about today, this idea of change and transition and kind of what's happening specifically to you as individuals, but also to the groups that you're part of. 00;02;35;03 - 00;02;58;09 Well, it's pretty exciting, Dr. Smith, that really having you, because not many people know is that actually about 12 plus years ago, I actually had a brain aneurysm. Right? It ruptured. You know, I had the hemorrhagic stroke and my brain needed to change under a lot of stress and things like that. It's amazing to, you know, to talk to someone and how people can go through these things and how the brain can change and how people can change. 00;02;58;09 - 00;03;19;15 When you're under stress, our life and life changes. Yeah, absolutely. I think that's a an incredible story. I'm happy to see just my brief interaction already that you've done a fantastic recovery. Those are very can be very life altering events. One of the one of the things I'd like to talk about, it's kind of bring it in for us today, kind of jump jump the agenda a little bit. 00;03;19;15 - 00;03;42;29 But the idea of neuroplasticity. Right. And so in your case specifically, David, the idea of how does our brain repair itself when it's going through or has experienced a specific injury. Right. So an aneurysm is a very specific injury. And the mechanisms that happen on both these structural meaning like parts of your brain change and able to grow and adapt, we call that neuroplasticity. 00;03;42;29 - 00;04;21;29 But also how do you learn new things or go through and your brain changes? And essentially the idea of memory is being formed, but also the plasticity of how do you become better at something through experience? And the mechanism is essentially very similar. There's a couple of nuances that are differentiated, but what's fascinating is that our brains have this incredible ability that we knew about for about 200 years ago or so, but then we've really been able to show in the last 30 to 50 years that our brains can actually change and adapt and grow to appreciate experiences and also, you know, overcome injuries that happened to us. 00;04;21;29 - 00;04;43;06 And so I think that's something where when you're going through or you perceive that you may be going into a time of transition and or change, how do you prepare yourself for that? Right? How do you build in those building blocks to know I'm going to have something that's going to be pretty dynamic or stressful, potentially occurring, even just going home to see friends and family for the holidays all the way to a major life event. 00;04;43;09 - 00;05;01;15 How do you prepare and change and adapt yourself so that you can respond as best as possible? That's always that's always a fantastic conversation. So thanks for that and let's jump in right to it. I mean, that's that's what we're here to do, you know, and this is just to remind anybody, this is this is an idea based off of some things that David. 00;05;01;15 - 00;05;42;25 Mr.. Mr.. CROSS So you got me ready with the formalities. I was thinking about. Dr. SMITH. It's columns that Tom just in the idea of, of being able to understand when we're about to enter something right in a situation, a conversation. David you and I have been talking about these in the series of conversations on previous podcasts. You know, when we're recognizing that something is about to occur, how do we how are we going to create the awareness for us to know what we're going to need to do to prepare for this appropriately so we can be informed enough, but also understand our limitation, you know, because we don't know what we don't know, but 00;05;42;25 - 00;06;03;06 we have to be able to recognize that we need to be prepared for the things that we don't know. So when we do fail, we can respond to that accordingly or appropriately to where we don't stop. We've got to keep moving. So just then, if you wouldn't mind maybe taking it from that to say, how do we understand that something's about to occur? 00;06;03;09 - 00;06;20;09 Yeah, absolutely. David, you have one thing you want to add before he jumped in. Well, yeah, I think that I was going to ask maybe another part of that question to you. Is that a big part of it I used to think about is like you is all about having a vision, right. And a plan. Right. And then that's what drives your brain to get there, right? 00;06;20;15 - 00;06;36;16 Or am I being naive? You know, obviously like last podcast talk about, you know, being useful and the tools and saying, hey, you have a vision and a plan and that's what drives you. Is that being too simplistic or is that part of the whole story? No, I think that's very much a part of the whole story, right? 00;06;36;17 - 00;06;59;06 We are, as a species goal driven and plan oriented, and I like to use evolutionary examples right? When you're going to go out and gather food, whether it's berries or you're going to procure meat from some something, some animal, right. Usually go with a plan. You know, I tend to wander around aimlessly and waste expenditure and calories on just randomly going to see if I can find a new blueberry patch. 00;06;59;08 - 00;07;16;20 You were going to specifically say, I know there's blue blueberry patches here, here and here. And because our species, we're thinkers as well, right? Not just going to go to a blueberry patch and gather blueberries. We're going to hunt our way there. We're going to hunt anyway back right here and optimize when I have a plan to go through and say, you know, what is it we want to do? 00;07;16;21 - 00;07;39;01 What are the goals we'd like to accomplish today, even if it feels informal? Right. Those still are kind of structured. Portions of our day are weeks or months and I would argue our years are kind of the overall arc of our life as well. But I think it's not too simplistic to say how do you create a plan and set goals for yourself and a group to understand, okay, this is what the this is what we're shooting for, right? 00;07;39;01 - 00;07;57;27 And kind of breaking it down in business. We do this

49 min
15-12-2023

Impact: Be a Force Multiplier

Impact is about results. Impact is delivered by having clear and measurable goals that are regularly tracked with milestones. Understanding how to achieve impact or what the desired results should be is sometimes not easy. This is where we want to tie back and leverage some of our previous episodes on connections, communication, and visibility to help others in driving impact. Short and long success personally and professionally is all about driving the best and highest impact. We have all we need to become the person we want to be…let’s remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. --------------------------------------------------------- Episode Transcript: 00;00;08;00 - 00;00;28;17 You're listening to the Oracle Maven podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organized actions, and those who are continuing the mission to serve. Welcome to the Maiden podcast. I'm your host, Chris Spencer, and in this episode I'm joined by our co-host David Cross, senior vice president and SAS Chief Information Security Officer within Oracle. 00;00;28;29 - 00;00;51;20 In this episode, we discuss impact. The impact is about results. Impact is delivered by having clear and measurable goals that are regularly tracked with milestones. Understanding how to achieve impact or what the desired results should be is sometimes not easy. This is where we want to tie back and leverage some of our previous episodes on connections, communication and visibility to help others in driving impact short and long term success. 00;00;51;24 - 00;01;08;02 Personally and professionally is all about driving the best and highest impact We have all we need to become the person we want to be. So let's remember how to connect with others with sincerity and genuine intent. As we continue the mission to serve. Thanks for listening. We hope you enjoy this episode. And please remember to check in on your buddies and family. 00;01;08;07 - 00;01;24;11 And don't forget to send us feedback, suggestions and topics on what you would like us to cover in future episodes. It helps spread the word to the broader community David's contact details are in the podcast description, and you can always find me on LinkedIn Morning, David. 00;01;24;19 - 00;01;33;16 Good morning. I'm excited. Seems like it's been a couple of weeks here, almost taking too long. And this for get to there because we want to have impact, right? You know with our community. 00;01;34;01 - 00;01;36;29 Impact sounds like we're talking about impact. 00;01;37;10 - 00;02;03;27 Well, in the end, you know, Chris, it's kind of everything we're talking about is why are we doing this, right? Why do we, you know, talking about, you know, connecting in relationships and communicating? You know, it's because so we can have more impact impact our lives, impact on our jobs, impacting our careers. And so I kind of start thinking about how can we help people to, you know, have some best practices understanding how to have the largest amount of impact. 00;02;04;09 - 00;02;12;01 That's right. To discover what your purpose is probably has a lot to influence whether or not you feel like you're being impactful. 00;02;12;17 - 00;02;31;26 Well, you know, I think as many companies are certainly high tech companies now is you know, I don't get into the performance reviews and things like that. Maybe that's a whole nother podcast in itself. But it's really people want to say, you know, measure how much impact did you have? You know, what were your results you know, did you have big results? 00;02;31;26 - 00;02;45;18 Do you have major results? Do you have minor results? And I think then we should really talk about how do you measure these things? How do you drive for impact? Right? How do you know when you may not be measuring or looking at the right things? 00;02;46;00 - 00;03;10;16 Yeah, that's right. You touched on a couple of things inside that already as we're just kicking this off. So I think when when you know what you're supposed to be doing, the questions that come in are somewhat of what you introduced as well. How do I do that when you find what's important? And then you say, well, how do I know it's going to actually yield the results that everybody's considering or expecting? 00;03;11;05 - 00;03;34;02 You know? And so you have the OKRs, the KPIs, you know, even in response to a question, could give an indicator as to whether or not you're aligned What I guess the you or the group had discussed is what is needing to be done. But I think there's also some room here to talk about some of those other things that maybe aren't measurable or at least maybe hard to explain. 00;03;34;02 - 00;03;52;04 Maybe there are measurable if you if you're skilled at being able to interpret what's happening so maybe maybe we'll kind of focus on some two key areas, you know, the obvious things and then the ones that probably aren't as commonly referred to or understood, but is a part of the equation. 00;03;53;03 - 00;04;12;07 Well, I think that's a great point in that because sometimes it is when we're part of organizations and goals priorities and things are top down, right? And saying, these are things you hit us like, okay, the impact I'm having is based on those goals with their top down, that's very easy. But also sometimes we work in organizations where it's not so crystal clear. 00;04;12;08 - 00;04;28;28 Right. Or your goals aren't so well defined. Boy, I wish we we're in the military again, right? Everything here's the mission here. The tack is this which had to clean this all written down. It's a checklist. You either did it or you didn't did not do it. It's a lot simpler sometimes. Sometimes that you also say it's hard to. 00;04;29;08 - 00;04;44;02 But I think one of the things is that, well, how do you measure or identify the impact you need to have if it's not written down? It's not well stated. Out, you know, in obvious ways. Right. And I think that's maybe part of our discussion today. 00;04;44;24 - 00;05;04;16 Yep. So start with the basics. So you in your personal life, in your professional life, you have them, they may be named differently or phrased differently or even set up differently, but you have a mission statement, you have a vision, you have goals, you know, and then from there you could develop all the actionable items that will be your strategy. 00;05;04;16 - 00;05;31;16 And then the team definition where you can break down tasks by role and things like that, and you can start to put the resources in motion to to begin the path towards those objectives. So maybe to bring value and understand the type of impact is do I think we'll start with clarity? First, we need to understand it. 00;05;31;26 - 00;05;54;01 Well, I think that's where we talked before. Communication and listening, asking questions comes into play right and I think kind of tying those together is, you know, one of the things I think is when you don't know what the impact should be or needs to be. Right. It's often it is how you ask questions of, you know, a person or organization or a manager is what are they looking for? 00;05;54;06 - 00;06;21;07 What do they need? You know, what results do they want? What is bothering them? I was love to say that, you know, the best employees often go to their manager and say, let's keep you awake at night. What is worrying you? Right. What are the biggest problems, you know, in your mind? Because, you know, if you solve those problems, the things that are keeping your manager and your organization away awake at night, those are the things that will have the greatest impact. 00;06;21;27 - 00;06;58;27 You said that and thought of I think it was General Mattis I'm the one that keeps the others awake at night or something to that effect is is this quote. So, you know, and I think we look at it as clearly we can talk about it in all kinds of ways. But when you look at it where you have external goals and internal goals, so if you're a customer facing the customer, facing any any entity outside of what you or your organization is, and then you have internal because while we're doing this, everything that we've spoken about in previous episodes and what all of us have rooted into our being is I want to get something 00;06;58;27 - 00;07;28;01 out of it also. So value is twofold, right? I want to be able to provide value to the external entities. Our customer focus our organizational goals and things like that. But if I don't feel fulfilled, then it's not reciprocating value. And I want to make sure that we're also including the impact. It's got to be impactful not only for the purpose of why we're driving towards common goals with others, but we want to also have an impact for ourselves so we feel fulfilled and we can continue the motivation and the desire in that purpose. 00;07;28;23 - 00;08;04;27 So, you know, when we talk about impact that this leads to and it just so happens, it's men's Health Awareness Month, right? And so it can be anybody's it doesn't matter, you know, to have your mental mindset preserved you know, impactful, being impactful also has to include that that internal component. And so when we think about where we're going and it's got to be measurable, what are some of the key elements that can serve both purposes? 00;08;06;02 - 00;08;23;29 You know, I think I'll be bad. I say, you know, let's bring a book into the conversation like we do for every podcast. Right. And so, you know, Chris and I say, please be useful right? And what am I talking about here? It's like, well, I'm going back. You know, I'm going to you know, are Arnold Schwarzenegger's latest book, you know, B would be useful, right? 00;08;2

46 min
07-12-2023

EXOS: Reflection and Regulation with Colin Young

Reviewing one’s activity and experiences to assess the effect or value of the outcome is what we often do with intention, sometimes without even realizing we are doing it. Thinking about how we performed, interacted with others, or maybe even didn’t do enough is important. What’s more important is how we manage those thoughts where we regulate what we think, how we feel, and what we need to do. There are specific techniques that help! Focusing on the mental and cognitive aspects of our performance is a key component in the complete package of personal optimization. We’re talking Reflection and Regulation. Listen in as Colin and I continue our discussion journey of how EXOS delivers value toward helping get you ready for the moments that matter. Remember to take time to care for yourself. We have all we need to become the person we want to be…let’s remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. - https://teamexos.com/ - https://www.linkedin.com/company/exos/ - https://www.teamexos.com/athlete/military - cyoung@teamexos.com - jmason@teamexos.com - sunderwood@teamexos.com - ahobgood@teamexos.com - https://www.linkedin.com/company/the-andrews-institute/ - http://www.andrewsinstitute.com/ - https://andrewsref.org/ - https://andrewsref.org/donate/ ---------------------------------------------------- Episode Transcript: 00;00;08;00 - 00;00;33;07 You're listening to the Oracle Maven podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organized actions and those who are continuing the mission to serve. Welcome to the podcast. I'm your host, Chris Spencer, and in this episode I'm joined by our guest, Colin Young, senior director of Operations with Axios, reviewing one's activity and experiences to assess the effect or value of the outcome is what we often do with intention. 00;00;33;16 - 00;00;55;11 Sometimes without even realizing we're doing it thinking about how we performed, interacted with others, or maybe didn't do enough are important. What's more important is how we manage those thoughts, where we regulate what we think, how we feel, and what we need to do. There are specific techniques that help. Focusing on the mental and cognitive aspect of our performance is a key component in the complete package of personal optimism. 00;00;55;22 - 00;01;12;11 Today, we're talking reflection and regulation. Listen in as Colin and I continue our discussion journey of how EXOS delivers value towards helping you get ready for the moments that matter. Remember to take time to care for yourself. We have all we need to become the person we want to be. So let's remember how to connect with others with sincerity and genuine intent. 00;01;12;12 - 00;01;28;08 As we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. Collins Contact details are in the podcast description and you can always find me on LinkedIn Call and what's going on. 00;01;29;09 - 00;01;30;10 Good morning. Good afternoon. 00;01;31;11 - 00;01;59;20 Hey, it's great to have you, Colin. You know, I know we've we've got a pretty good schedule going on. And for everybody out there listening, we've got Colin Young here, who is the senior director of operations within XO. And the topic for today that Colin will speak to is focused on reflection and regulation. And in the scheme of everything that we're putting together, how we broken down on these components, it's important that we we cover the whole gamut and make sure that we're talking about how to think about things and consider what you're going to do moving forward. 00;01;59;21 - 00;02;05;22 So the depth will come from Colin and everything that he's going to do to explain it. So Colin. 00;02;06;10 - 00;02;15;04 So you know, you're expecting depth. All right. You know, I usually hang out with my son in the shallow area, but I'll do my best to dove in with you today. 00;02;15;05 - 00;02;17;04 So let's go. Yeah. 00;02;18;02 - 00;02;39;01 So, yeah, so I'm really excited to be here. My background for, for those that probably haven't heard my name is in coaching in general. I started as a strength coach, like many folks who have been with EXOS for a long time. Right. We were athletes performance a long time ago. And have since rebranded and expanded. And so I started coaching at a young age. 00;02;39;17 - 00;02;58;18 I was involved in sports in high school and college, played college baseball and it was a small school. So oddly enough, I ended up being our strength coach my senior year. So I got my first kind of like dabble into that world before I was even out of there. I was an extra science and sports science major, so I really enjoy the coaching aspect of it. 00;02;58;28 - 00;03;27;24 Went on to join athletes performance in its infancy, and we expanded and now we coach in a lot of different realms. We coach in the workplace, we coach incorporate fitness facilities, but still rooted in that kind of like athlete's background. Which I always very much relate to myself. So now what I'm doing is shifted kind of pretty dramatically into more of the mental and cognitive performance side of things, which is still just coaching with a different lens. 00;03;28;05 - 00;03;56;10 And it's just been incredibly rewarding and an educational and just a ton of fun for me to to shift my lens to this new space and understanding how much overlap there is and being able to bring my experience there. So direct director of operations and say a whole lot with the title, you know about it. Yeah, that's, that's where I'm at now is operating a lot of our programs that are designed around mental and cognitive performance. 00;03;56;10 - 00;04;09;00 How can I get the most of myself? How can I get the most out of my team? How can I find the most kind of rewarding aspects of what I do and who I am as an individual each day? And that's that's my focus day to day now. 00;04;09;25 - 00;04;14;24 Got it. Now, I appreciate that backdrop but what position in baseball? 00;04;15;19 - 00;04;41;24 I was an outfielder, and then my senior year I got to D.H., which is like the best position in baseball, especially playing ball in the Pacific Northwest. You know, it's not exactly your season starts in February. It's not the greatest weather. So it's like, all right, I've been playing defense. I'm a step by the space here. Like, you guys are great, you're doing great out there, and then go up and hit, you know, three to five times a game and come back and said so yeah. 00;04;42;14 - 00;04;49;08 I got to say, because of all the great dishes out there, do you have walk on music? What was your what was your song? 00;04;49;09 - 00;05;15;02 We we did oh, man. You know, I think I was always and we'll maybe get to this. Maybe we can dissect some of my own internal workings here. I didn't I wasn't always and still to this day, not like super high volumes go, go, go type music, whether it's hip hop, rock, whatever it is. So my senior year, my walk up song was Fortunate Son by CCR. 00;05;15;05 - 00;05;15;24 Oh, there you go. 00;05;16;05 - 00;05;25;05 It's just kind of like, hey, I'm already hyped up enough to get to the play. Like, let me call myself down a little bit and kind of get zoned in. So yeah, that was my walkup song my senior year. 00;05;25;14 - 00;05;28;01 I like it. Yeah, that that paints the picture. 00;05;28;12 - 00;05;28;29 There you go. 00;05;29;16 - 00;05;33;18 All right. So so about when did you did you join XOs? 00;05;34;13 - 00;06;02;09 Yeah, I did my internship in 2008 it was where I started. And then after that I worked mostly with baseball players, obviously with my background a little bit with our combine prep program that you may or may not have touched on in previous episodes with Anthony or John or whomever. So mostly baseball guys. And then I see it, the longer, longer I've been with the company, the more it feels like a little hiatus. 00;06;03;03 - 00;06;24;18 It was on a paid internship. They didn't have anything for me. I went and got a job elsewhere. I did some coaching at a charter school coach, football and baseball and soccer and everything from like kick and giggle all the way up to two more competitive spaces. And then was a director at the YMCA for a few years at a very young age and three apartments, our wellness membership and aquatics department. 00;06;25;01 - 00;06;41;10 Oddly enough, they just kind of kicked it to me. So and then came back full time with the company in 2011. So and then since then I've held a ton of different roles. Like I said, I started as a strength coach when I came back and then kind of shifted into management and then have shifted and since into this kind of mental performance space. 00;06;41;27 - 00;06;51;22 Got it. And so what's the attract into this mental space that we're talking about and what is, what is reflection and regulation mean to the layman? 00;06;52;15 - 00;07;16;07 Yeah. So first question kind of what, what attracted me to the space? Yeah, my my other major in college was psychology. So that was always kind of around. And oddly enough, I really enjoyed my time at the Y Looking back on it, maybe I didn't enjoy it at the time, but it was it was such a rewarding experience for me to see in the grand scheme of things. 00;07;16;07 - 00;07;45;07 The YMCA is is not known for its progressiveness and excellence in the movement and fitness space. However, if you look at and think of some of the benefits and some of the things of the YMCA as well, it's community and that society just kind of so I really delve into the psychology of how to build a community, how to g

45 min
21-11-2023

Emotional Intelligence: Self Awareness

In this episode we’re talking emotional intelligence. Building up from previous episodes, we’re connecting a flow of developing our skills to be better contributors to common goals, team dynamics, and personal growth. EQ includes important abilities like recognizing what you observe, how you react, and how others perceive you. Want to improve? Are you interested in becoming a greater asset to those around you? Take a listen and we’ll support you in that effort! We have all we need to become the person we want to be…let’s remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. -------------------------------------------------------- Episode Transcript: 00;00;08;00 - 00;00;28;29 You're listening to the Oracle Maven podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organized actions, and those who are continuing the mission to serve. Welcome to the main podcast. I'm your host, Chris Spencer, and in this episode I'm joined by our co-host David Cross, senior vice president and SAS, chief information security officer within Oracle. 00;00;29;08 - 00;00;50;26 In this episode, we're talking emotional intelligence building up from previous episodes. We're connecting a flow of developing our skills to be better contributors to common goals, team dynamics and personal growth. IQ includes important abilities like recognize what you observe, how you react, and how others perceive you want to improve. Are you interested in becoming a greater asset to those around you? 00;00;51;09 - 00;01;05;27 Take a listen and we'll support you in that effort. We have all we need to become the person we want to be. So let's remember how to connect with others with sincerity and genuine intent. As we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. 00;01;06;00 - 00;01;15;19 David's contact details are in the podcast description and you can always find me on LinkedIn Good morning, David Cross. How are you? 00;01;16;03 - 00;01;23;17 You know, Chris, today I'm a little emotional, right? What's going on in the world, but we're going to take it to a new direction here, I think, with our topic today. 00;01;23;29 - 00;01;49;09 Got it. Ten today. We're talking about emotional intelligence, why it matters. Some of the key components to consider when you're thinking about how effective are you, what are you doing to prepare yourself to go out and influence others in a way that they can see what you're asking for, they can understand it. And then more importantly, something happens as a result of that. 00;01;49;09 - 00;01;50;05 There's action taken. 00;01;51;21 - 00;02;13;05 You know, Chris, you know, I think about this a little bit is, you know, IQ, right? Or the emotional quotient or emotional intelligence II. You know, it's one of those things that is I wish could be on every resume. You're looking at people, right? But like, how do you measure it? Right. How you quantify it, right? How do you you know, does someone have you know, emotional intelligence or IQ? 00;02;14;05 - 00;02;34;21 I think one of the challenges at the same time, if you think about our history and your experience, of hiring people, what's sometimes the one number one failure that you sometimes see when you hire someone, they look great, but then they have no IQ, right? It's a total disaster. So I think is maybe something we should talk about today. 00;02;35;16 - 00;02;58;15 I think you're right. And in a lot of those components, you know, that I mean, we can break it down. There's a lot of good references. I mean, let's let's out of the gate, let's talk about one of the main ones that everybody's already familiar with, Daniel Goleman, emotional intelligence There are other resources that are self-help, like books coming from a valid, credible resource like organizational psychologists and whatnot. 00;02;58;15 - 00;03;25;05 I mean, the list is deep and you can get into the details of it from philosophical approach to the psychological facts and science and experience you know, all of those things contributing. You know, you talked about some things that were specific examples that contribute to one's ability to know how to navigate the area to where you can understand what it takes to be effective. 00;03;25;13 - 00;03;50;28 Emotional intelligence includes probably starts with, I guess, safe to say, and we can talk about it self. Right. It's it's it's it's your perspective and others perspective is basically the breakdown of the views of who's considering judging, classifying, categorizing, assessing or what have you on whether or not you're doing the things that influence others in a way where there's an honest, true understanding of what's going on now. 00;03;50;28 - 00;04;02;27 True in the sense of perception. We talked about this before. Not everything is real. You know, it's just the way that we see it. And so we just have to do the best to try to acknowledge what it is, in fact, that we're seeing or hearing. 00;04;03;11 - 00;04;25;09 Well, I think that almost brings to my brings to mind a little bit, you know, perception right? It's like communication. Right. Is saying that like sometimes how do you perceive yourself, right. And out of others perceive you. Right. And it's like it's just like communication sometimes is your emotional intelligence. Is that well, are you reading people right in how they are reading you? 00;04;25;09 - 00;04;46;05 Right. And I think it's one of the most important things is your feedback, communication, you know, reaching out to mentors is that do you really have good IQ? Well, how do you know? Have you asked anyone have you talked to your mentor? Have you gotten for asked for feedback? And I think sometimes there could be a major delta in yourself. 00;04;47;12 - 00;05;13;18 Yeah, you're right. That because this I mean, this is a series of things that we've landed on almost accidentally. But then we realized you and I realize that there's a sequence of conversation topics that will have occurred in the previous episodes leading up to this one. Right. Relationships and trust, how you define everything that you just said comes from a place of acknowledging and accepting, right? 00;05;13;19 - 00;05;35;20 You've acknowledge that somebody either you trust yourself or you trust somebody else. You've acknowledged something that has allowed you to decide where you've chosen to accept what it is that is being said. Or given right. So I'm accepting that my self-talk has convinced me because it makes sense to me, which we can absolutely unpack. It makes sense to me. 00;05;35;20 - 00;06;03;16 And so I accept it. This is how I view this. And then what you mentioned is the external influence of somebody else coming to you and saying, Hey, you have really good emotional intelligence, you have a really good ability to understand the audience, the situation, the conversation that's occurring how did they come to be able to assess that to you as from their perception based off of the other things that are almost aligned to what you're doing for yourself? 00;06;03;16 - 00;06;35;15 Right. Because you like it and you're comfortable. You might now find you lean towards that because it is comfort. So you go with that. They might have a personal motive or a preference as to how they have come to that conclusion on where you fit within their assessment based off of their rationalization. So that's kind of the, the catch 22 is you have to understand yourself well enough to trust by acknowledging and accepting the opinion of yourself and others that either agree or don't agree, but you have to get to that part Absolutely. 00;06;36;05 - 00;07;01;06 You know, it's amazing that how two different people could say exactly the same thing in a different in different ways. And the results and the impact and the emotional and emotional impact is completely different. We can go back to our military days, right? We've all seen commanding officers that they give an order and they're so gruff and you feel like you're dirty or worthless, whatever. 00;07;01;25 - 00;07;29;07 And you also have another commanding officer that you can say the way they express it. Yep. Here's an order. It's tough work. But you it feels like they care about you. It feels that they understand the pain you're going to feel from that order and you accept it completely differently. And that's what leadership is all about, is understanding the state of who you're talking to, how you communicate and really evaluating what is the person's emotions, how will it affect their emotions. 00;07;29;20 - 00;07;40;26 And it's also so important that context and it's not just the military, it's the whole world. And there's amazing differences in leadership and impact. Just based just on that. 00;07;41;13 - 00;08;05;07 Yeah, you you unloaded on that one. So there's a couple of things here. So the expectations and expectation settings, it's it's a realization of a standard, right? Or a goal or classification. Somewhere along the line, you're determining that somebody has to be a certain way to be able to do this. Whatever this is, do this job, do this role, do this project. 00;08;05;19 - 00;08;25;24 We have to determine what skill sets are compatible with what the objectives are based off of whatever it is. And I'm using these words because personally we're not walking down the street saying these things, Hey, does this person align to my objective? When you're walking past somebody walking a dog now, you have a preference. That preference has evolved from something that you talked about, where empathy plays a big part in this. 00;08;

39 min
15-11-2023

Asking the Right Questions: Bet on Yourself

How do we know what questions to ask? What happens when you feel like asking but don’t? There is a lot going on in today’s world where we either have too much information or the feeling of not enough time…sometimes both! Where do we begin to understand how we fit into a situation and take away more than what we started with? Asking the right question includes a lot of understanding about yourself, your needs, needs of others, and many more considerations and it’s best to bet on yourself to know how to ask the right question, at the right time. This episode touches on several places to start. Take a listen and continue your discovery journey! We have all we need to become the person we want to be…let’s remember how to connect with others with sincerity and genuine intent as we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. -------------------------------------------------------- Episode Transcription: 00;00;08;00 - 00;00;27;27 You're listening to the Oracle Maven podcast, where we bring people together from the veteran affiliated community to highlight employees, partners, organized actions, and those who are continuing the mission to serve. Welcome to the Maven podcast. I'm your host, Chris Spencer, and in this episode I'm joined by our co-host David Cross, senior vice president and SAS Chief Information Security Officer within Oracle. 00;00;28;03 - 00;00;42;04 How do we know what questions to ask? What happens when you feel like asking but don't? There's a lot going on in today's world where we either have too much information or the feeling of not enough time. Sometimes both. Where do we begin to understand how we fit into a situation and take away more than what we start with? 00;00;42;08 - 00;01;00;09 Asking the right question includes a lot of understanding about yourself. Your needs, the needs of others, and many more considerations. And it's best to bet on yourself to know how to ask the right question at the right time. This episode touches on several places to start, so take a listen and continue your discovery journey. We have all we need to become the person we want to be. 00;01;00;10 - 00;01;19;24 So let's remember how to connect with others with sincerity and genuine intent. As we continue the mission to serve. Thanks for listening. We hope you enjoy this episode and please remember to check in on your buddies and family. David's contact details are in the podcast description and you can always find me on LinkedIn Good morning, David. How's it going? 00;01;20;17 - 00;01;32;22 Great, Chris. You know, I'm always looking forward kicking off Monday morning when we record these. You know, after the weekends, this is a top priority. That's why it's, you know, exciting to be part of this podcast community. 00;01;33;10 - 00;02;16;27 Yeah, no, you're right. It is You know, some some would say that Mondays is probably the most active depending on how you set up your time. But, you know, for everybody out there, we usually kick this off when David and I are speaking early in the week, early in the morning, fresh mindset, clear thinking, and hopefully it just paves the way for the solid 40 something minutes to talk about some things that are either introducing what we had talked about before, but not in too much depth or, you know, we've now just had something transition from something we had mentioned before and you know, we think it's a good idea to dove into some of that 00;02;16;27 - 00;02;49;22 So in the past, we've talked about visibility, you know, making yourself visible to others based off of your performance in your activities. Or others can see it good, bad or indifferent. It all culminates into building and establishing credibility in the things that you're responsible for. But extend your opportunity to network. Of course, now that more people can see what value you provide, you're able to you know, provide the details in a way that they can make it relevant to the needs for whatever they're trying to achieve. 00;02;50;18 - 00;03;20;23 And then we talked about communication, and there's levels to that right? There's the verbal, non-verbal, but being effective and how you communicate these things as as you know, when we're writing certain things down, you know, a misplaced word and context of a structured, you know, you can have a definite different meaning than what was intended. And so we want to make sure that we're able to articulate things in a way that's making it relevant to the perception or the potential perception that one might take on where you stand within their circle. 00;03;20;29 - 00;03;24;23 And so today, we'll talk about asking the right questions. 00;03;25;08 - 00;03;46;22 That's right, Chris. And certainly we're going to ask lots of questions here and kind of push the envelope, you know, and some people may asking, why in the world do we try to target, you know, 45 minutes or so for this podcast, right. Well, the answer is everybody, let's be open, honest, is that because we're all runners, right? And we want to listen to a podcast that takes about 45 minutes because that's how fast we all run our ten ks, isn't it? 00;03;47;21 - 00;03;48;00 Yes. 00;03;49;06 - 00;03;55;24 Yes, yes. I will say until you actually challenge me to where I have to demonstrate whether or not going to do it that way. 00;03;56;06 - 00;04;01;13 Yeah, we're going to roll, Chris, and so we're going to push this year. Let's see if we can do a 25 minute ten K sound good. 00;04;02;02 - 00;04;28;24 Let's do it. I might be limping along there for the last part of it, but that's all right. Don't quit. Yeah. So asking the right questions, I think you would. Situational awareness. You're kind of, you're, you're not kind of you're sitting around in, in a moment and observing and then you're trying to find probably the spots that you can pick to either add value or, you know, obtain more information through some method. 00;04;28;24 - 00;04;41;19 Right. And so asking questions, of course, is is one of the ways to do that. Of course, if you sit and listen more, you probably, you know, learn more than you anticipated. But, you know, finding the right time to ask a question, I think David is probably where we should start. Right? 00;04;42;01 - 00;05;02;02 I absolutely you know, and I think it's like everything that I think is we should always be thinking about like, you know, the book Atomic Habits, right? You actually want to build a habit of always asking questions, you know, is like every day, every hour, maybe not every day, every week. You know, with things like with your managers, your peers, your organization. 00;05;02;02 - 00;05;22;16 Right. You should be thinking about. All right. Have I ask any questions today? And it's not about, you know, to play a game. It's more of that. Hey, am I delivering the right results today? Right. Am I meeting expectations today? Is my focus on the right priorities today? Right. It sounds simple in a sound sometimes not necessary, but it's it's a great mindset. 00;05;22;16 - 00;05;24;20 And so I got to build that habit with everybody. 00;05;25;04 - 00;05;49;24 You know, and this wasn't planned. But you'd mentioned the book and what's funny is this last weekend, I had I had gone away for a couple of days off grid disconnected. No, no cell reception. So it was forced. But also a convenient way to not be tempted because you just even if you wanted to connect, you couldn't. There was a book who's in a cabin there was that book. 00;05;49;26 - 00;06;07;17 It was one of the three books in the house, in the cabin. That was one that was sitting on there. And I didn't pick it up, but my eyes gravitated towards it. And you just mentioned it. So let's let's kick this around a little bit, you know, because you mentioned about asking asking questions at certain times and, you know, the philosophical approach. 00;06;07;17 - 00;06;29;15 And am I doing enough for my doing the right things and things like that? Well, maybe we kick this thing off and say, well, how do you get to that part? Right. And I believe that if you're immersed into a situation where there's intensity, pressure, stress, maybe you're not thinking as clearly as you as you could or should unless you've conditioned yourself to where you introduced it. 00;06;29;15 - 00;06;47;07 And we've talked about it before. You've conditioned yourself to have the right mindset. Right, and you become resilient in that way to know that in in in sometimes high pressure situations, I'm able to think about what's necessary for for me to be valuable in that moment. 00;06;49;10 - 00;07;13;10 That weekend, this last weekend was an opportunity for me to be able to clear, clear the room, if you will, of congestion. Right. Or you know, just high volume or high amount of activity that had me, you know, probably not prioritizing things the right way or following a path that I could make sense of the right questions to be asking at this point, given the situation I'm in. 00;07;14;09 - 00;07;23;19 What are your thoughts on how do you get to the part of understanding whether or not you need to do something different related to questions? 00;07;24;20 - 00;07;49;08 Well, let's go back again to the atomic habits like I could I'll say something that, okay, if you have a family, right, I see a significant other. You know, sometimes you'd ask the question to your significant other, like, am I doing the right things for our our marriage right now? Yes. Your kids and my I am I being a good dad or mom, you know, to the two to you right now, you guys asked your mentors or friends. 00;07;49;08 - 00;08;05;17 It's like, you know, how am I doing right now? What's your perception in sounds like, why in the world would you ask these questions? But if you take a step back right now, you kno

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Oracle Corporation
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