Lead the People

Donna Rustigian Mac is the President of iVoice Communication, a company dedicated to creating confident speakers, successful interpersonal communicators, and healthy-human business connections through updated, 21st century communication skills. Donna works with individuals and companies who understand the power of their people. As people expand, business expands. Donna’s distinguished career includes more than 30 years in communications, in broadcasting and the media, as an executive communication coach, motivational speaker, and workforce trainer. Donna is also a certified mindfulness teacher and a qualified change facilitator, studying with Dr. Daniel Goleman and Dr. Judson Brewer. This work enables Donna to help people break old communication ‘patterns & habits’ so they can update their communication skills and integrate them into today’s modern business environment. Donna is the author or Guide to a Richer Life: Know Your Worth, Find Your Voice and Speak What’s True, and soon to be in publication Know and OWN Your Worth. Top 3 Takeaways Be brave. Speaking up and communicating during high stakes situations can feel intimidating, but taking a beat to re-establish your self-worth can help. Touch all the bases. When you’re communicating to a large audience, remember that we’re all wired differently. Balance your technique to deliver ethos, pathos, and logos in your arguments. Step by step. When you seek to make a large transformation, look for waypoints on the journey. It’s easier to stay focused and motivated on the next step instead of dwelling on how far you have to go. From the Source “Take time to know and own your worth and your value, and then practice—speaking about it, establishing it right up front and then sprinkling it in along the way.” “So as stress goes up, access to the executive part of your brain actually goes down.” “I think fear of speaking and the anxiety of communicating is actually increasing, and my theory, I'll tell you, remains the internet.” “If you do indeed want to become more influential with your listeners, then it really takes a combination of ethos, pathos, and logos.” “Very often in your audience, you'll have more than one person who cares about different things, so it's really important to take time to be proactive to who is going to be in the audience or who is your listener and what matters to them.” “It's amazing because once you begin to turn inward and really get a good sense of your traits, your strengths and where you're vulnerable, and then you're able to move the needle.” “So instead of thinking, ‘Oh my goodness, I really have to get out of my comfort zone and go from A to Z.’ No, you just need to go from A to B and B to C. Incremental change leads to lasting change.” “Do the best that you can with the tools you have and know what your strengths are and know what lights you up and where you want to go, and the doors, I believe, will start to open.” Connect with Donna Website: http://www.ivoicecommunication.com Website: http://www.inspiringvoice.com LinkedIn: https://www.linkedin.com/in/donnarustigianmac/

Nannapat "Nanna" Sage: the dynamic Executive Leadership Coach, Consultant, and CEO of Potentia Consulting Group. With a diverse background spanning executive recruiting to talent management in Asia, Europe, and the US, Nanna specializes in enhancing leadership capabilities and building top-tier teams. Awarded as a top leadership coach by the International Women Network and Coach Foundation, she holds a Master's in English and an ICF Certified Professional Coach accreditation. Catapulted into leadership at a mere age of 22, Nanna transformed her early challenges into a profound passion for leadership development. Her mission? To nurture professionals into thriving, confident leaders, thereby sending waves of positive change throughout corporate circles. Fun fact: Nanna's journey took her from the bustling streets of Bangkok to the dazzling lights of Las Vegas, as depicted in the Hangover movie, and now to the rich history of Detroit, MI. Top 3 Takeaways Everybody hurts. Even those leaders at the top who seem to have it all experience their share of ups and downs. We’re each on a journey, and we can expect a bit of turbulence at times. More to the Story. As leaders, we love a good story. Our favorites are those we tell ourselves. When your story isn’t serving you, it’s time to take the pen and write yourself a new one. Shine a light. We may wonder whether our leadership efforts are visible to those around us. When we showcase our team’s accomplishments as well as those of our peers, ironically, we gain visibility for ourselves as well. From the Source “If we focus on other people—focus on a bigger purpose—then we don't need to promote ourselves. We can just shine a light on everybody else on our team.” “Each lesson will come to you at the right time.” “If you look at the themes, it's more like something is bigger than yourself. So you can start getting up in the morning, even though it's hard, even though it's difficult, but you have that mission, you have that purpose.” “It's a critical moment when the leader can step back a little bit and think about what stories am I telling myself when I need to pivot, or when I need to make a leap?” “The story dictates how you behave and how you think about things around you, think about yourself, and think about other people.” “When you gain the awareness, what do you do about it? If you don't do anything about it, it's just something where you have the aha moment, and that's it.” Connect with Nannapat Website: http://www.nannasage.com LinkedIn: https://www.linkedin.com/in/nannasage/ Instagram: https://www.instagram.com/nannasage/ Executive Ascend Resource: http://www.nannasage.com/ascend

With over twenty years of experience in software development and application security, Laura Bell Main specializes in bringing Application Security and Secure Development practices into organizations worldwide. She is the co-founder and CEO of SafeStack, an online education platform offering flexible, high-quality, and people-focused secure development training for fast-moving companies, focusing on building application security skills, practices, and culture across the entire engineering team. Laura is an experienced conference speaker, trainer, and regular panel member and has spoken at various events such as BlackHat USA, NDC, RenderATL, and OSCON on application security, DevSecOps, secure development, and security mindset.  She is also the co-author of Agile Application Security and Security for Everyone. Top 3 Takeaways Small is beautiful. When we need our teams to tackle BIG problems in work and life, it’s helpful to break the issue down to make it more manageable. Otherwise, our people may be too overwhelmed to act at all. Show and tell. If you want people to care about your work, you’ve got to make them aware of it first. Get creative and take every opportunity to showcase your efforts and the positive impact you’re having on something everybody cares about. Stay positive. It can be tempting to frame negative consequences in an attempt to garner attention and resources, but use this technique sparingly. Instead, communicate the benefits of action which can lead to sustained interest and investment. From the Source “We need to get rid of this superhero mentality, and we need to really give everyone a little bit to do, and to do it consistently over time.” “You are the complex combination of everything you've done before and everything you've seen. So when you look at something, you see it one way, but the other 20 people on your team have all got different journeys, and they can look at exactly the same thing and see something you never saw.” “We believe that we are stronger when we work together, that it's easier to do security when we all do a little bit, rather than expecting one person to do an inhuman amount of work.” “You, as a security person, cannot stand outside what makes that business successful. You have to be an integral part of that success, which means you need to come to their language and speak.” “​​You've got to engage people, not their fear, but their curiosity.” “It's like buying a gym membership. Technically it can make you fit and healthy, but it only works if you then invest the resources and the time to actually use the thing to build your skills.” “For many of our organizations, things that are going to kill your business, if you were to write them down as a list, security probably isn't in the top five. It doesn't mean it's not important, but we have to be pragmatic.” Connect with Laura Website:  http://safestack.io Linked In: https://nz.linkedin.com/in/lauradbell Twitter: https://twitter.com/lady_nerd Laura’s Books Agile Application Security Security for Everyone

Kelsey Buell is an authentic and enthusiastic team builder. She is also an accomplished violinist and singer having performed in front of audiences as large as 20,000. She has given hundreds of presentations on preventing burnout, stress management, and leadership skills. As a former corporate recruiter, she conducted over 2,000 candidate interviews. And through her experience, she uncovered the fact that many people are disengaged in their jobs. This led to her strong passion for training and development. She sees the value in investing in yourself and your team. Kelseys goal is to help you discover ways to flourish in all areas of your life - both personally and professionally. She founded You Flourish Company as a way to invest deeply in those throughout her community of Fargo and beyond. Top 3 Takeaways Grow for it. Flourishing means growth, and while it may not always feel like it, growth is possible in any environment with the right mindset and behaviors. Make space. You want to be available for those around you, and you’re going to have a hard time doing that if your calendar is always jam packed. Open it up, and open yourself as a result. Cut the “should”. It’s too easy to convince ourselves that we ought to be doing more and more if we want to measure up. Better to ask ourselves whether an opportunity is inline with what we really want most. From the Source “One of the biggest challenges of the workplace today is that we move so fast that we don't have true opportunities and we don't truly take time to ask how each other is doing.” “If you're always in a hurry and you don't have time to truly pause and connect with people and ask them how they're doing, that might be a signal to you that you need to relook at your calendar and your priorities.” “Although we love workshops and we love professional development, the magic isn't always in what we're delivering. The magic is just getting the people who are attending to set time on their calendar to get together, connect, reflect, and then ultimately grow.” “I think a lot of times burnout comes from not having a chance to pause and reset a little bit. And I think what we're trying to do is give teams an opportunity to pause, reflect, and think about ‘How can I alleviate, even if it's just a little bit of stress?’” “We need time to calm our minds down because oftentimes the things that are coming at us outpace our ability to really process them.” “That accountability is so valuable too, when it comes to taking care of yourself. because I don't think as humans, we're naturally wired to do it on our own because we have that ingrained need to serve and to help others and to be successful and all these things.” “We're in this gray area of all the things that we feel we should be doing. And then it just weighs us down so much the more and more we live in that space.” “No matter what job you're in, you're always on that track to burnout. So it's up to you to find ways to constantly be reinvigorating your passion for your job.” Connect with Kelsey Website: http://www.youflourish.co LinkedIn: https://www.linkedin.com/in/kelsey-joy-buell-94998774/ Instagram: https://www.instagram.com/youflourishco

Senior Director of Talent, Doctor of Psychology, Professor, small business owner, wife, mom, and farmer...any of these can be used to introduce Amber, who likes to keep her plate full! Amber began her career 18 years ago as a project manager for an Executive Coaching firm and quickly decided she was more interested in the talent side of the business than project management. Since then she has grown from Coordinator to Senior Director of Talent, and recently completed her Doctorate of Psychology degree. She and her husband operate a successful dog care business in MA, and she is an adjunct professor at Southern New Hampshire University. In the middle of all of this she had a surprise baby boy who she dedicates all of her spare time to, getting him used to the farm life with goat, horses, chickens, cats and dogs. Top 3 Takeaways Take charge. You are accountable for your own career trajectory. Don’t look for others to lift you up, rather do the hard work of calling your shot. Make the connection. Too often we have business conversations or people conversations. Recognize that these are inextricably linked and when we do right by our people, we boost our business. Be an influencer. One of the most challenging yet rewarding types of leadership is influential leadership. Tap into your powers of vision, persuasion, and motivation to draw out others’ enthusiasm and action. From the Source “You don't always need to go external to find talent. You might have it sitting with you already. Maybe it's just not in the right spot or not the right fit.” “The one big thing that I learned from you was that my career was up to me. It wasn't just going to land in my lap. I needed to intentionally make whatever I wanted to happen, happen.” “Talent could be sitting in our organization and we don't know it if we're not having those conversations.” “Talent is so broad, but we can't lose focus on the details and how important the talent is. It's not just a cliche or a fad word. Our talent, they're humans. They’re people. We don't have businesses without our people.” “It’s all about influence and how you share what you do have and what you do know and how you influence those around you.” “It's helping organizations understand what motivates your employees and not just for the sake of knowing that, but for making the connection between understanding how your employees are engaged or motivated literally impacts your bottom line.” “I think without a focus on the whole change management aspect and how that impacts employees and how do you best manage that, we are going to continue to see massive struggles with hiring, with keeping our employees.” “Employees need to be able to trust their leaders and that they're keeping them apprised of organizational changes, organizational decisions, team decisions, things that impact their role and their job and how they fit into the company.” “People don't leave companies. They leave people.” Connect with Amber LinkedIn: https://www.linkedin.com/in/dr-amber-cerone-psyd-5a60659/ The Barker House: ​​https://barkerhousedogs.com

Ron is an entrepreneurial executive leadership coach and Dream Team Architect who works with leaders and organizations to identify executive opportunities and challenges which evoke transformation in leadership and organizational engagement. He is a co-founder of PIQue Coaching & Strategy Group, a boutique coaching and strategy company that has developed an innovative approach to personnel and professional development for leaders committed to growing high performance teams in organization’s. Ron is a certified coach through The International Coaching Federation (PCC) and the Coactive Training Institute (CPCC). He is a trained “Mental Fitness Coach” through his work with Positive Intelligence and is a certified partner with The Predictive Index. He also has a passion for coaching executives who are in transition and for working with people in addiction recovery. He currently coaches as part of the CoachSource community of coaches and is active throughout their network. Top 3 Takeaways Help wanted. There will be times in your leadership and your life when you need assistance. Don’t fall for the fallacy of pure independence. Ask for help as readily as you offer help. Make yourself uncomfortable. Personal transformation requires a significant amount of change. This can feel unsettling but is required for growth. Get real. Look to the most meaningful experiences you’ve had—both positive and challenging—as marking the path of your authentic leadership style. From the Source “I think one of the things that is really a launching point for any kind of personal transformation is willingness and intention.” “I've learned that men in general really have a hard time asking for help. Men do not like to ask for help, so recognizing that you can't do things on your own, that you need to ask for help is really the first step, and it’s the number one challenge.“ “You have to rewire your mind, and in the work that I have done on myself, it was very much about rewiring thought patterns.” “I think the same thing holds true for leaders. It's how do you create new habits, new ways of doing things, creating new narratives inside yourself, that then lead to you being able to transform and change?” “I think one of the key things for any leader and anybody that's going through personal transformation is you've got to get comfortable with discomfort." “The thing about the saboteur is it inhibits us from being happy and inhibits us from being as productive as we would as we would want to be, both personally and professionally.” “We're all a product of all of our experiences. So it's the lived experiences that we had and then ultimately how we can connect and show up in an authentic way for others?” “One of the reasons I love coaching so much is because coaching actually gives me permission to show up in probably the most real and authentic way that I can because you're creating a container, a very intimate container with a client to do the work of transformation.” Connect with Ron Website: http://www.pique.coach LinkedIn: https://www.linkedin.com/in/rongarfield/ Email: ron@pique.coach

Joel Goldberg is an Emmy Award winning broadcaster. keynote speaker, and published author. He began dreaming of a career as a sportscaster at a young age, always wanting to deliver news of the previous night’s game to his grade school teachers. He’s spent more than a quarter century on television, relying on relationship building to tell athletes’ stories. Joel’s unique access enables him to share lessons learned from the baseball field to the board room as a motivational speaker and to homes everywhere through his business podcast. Top 3 Takeaways Change the game. The latest generation to enter the game has grown up in an entirely different environment. Give them the opportunity to provide input and make an impact. Be a switch thinker. Make great use of the the data and analytics you have. At the same time, don’t neglect your intuition and willingness to use both sides of your brain. Leg it out. If you want to achieve something in your life, you’ve got to be willing to hustle and make it happen. From the Source “The 22 year olds, the 25 year olds right now are totally different than the 20 somethings 10 years ago, and some of that is just the evolution of time, the evolution of technology. The guys that came in 10 years ago had social media, but it was still pretty new.” “What can you do that's different than everyone else to get ahead? That's the race that's going on in baseball right now.” “I'm not anti data. I'm not anti any of this stuff. I'm all for change and progress. Don't forget to trust your instincts sometimes.” “We do need to embrace all of this technology, but I think those that are going to rise above the rest are going to add that human element to it.” “It's always about the customer. It should always be about the customer.” “It always will be about wins and losses. It'll always be about your sales sheet and your numbers, but what do people want? What do the customers want? What do the fans want? We have to give them what they want.” “I tell people all the time, no matter what the profession is, you have to do whatever you can to get your foot in the door.” Connect with Joel Website: http://www.joelgoldbergmedia.com Instagram: https://instagram.com/joelgoldbergkc LinkedIn: https://www.linkedin.com/in/joelgoldbergkc Small Ball Big Results (Book): https://amzn.to/44iEb3H References Take Me Out to the Ballgame (Right After We Hit the ATM): https://www.playma.com/news/mlb-game-costs-report/

Keisha A Rivers harnessed the lessons learned while leading during a harrowing Hurricane Katrina experience to become an award-winning international speaker, change agent and learning leader. As Chief Change Officer and President of The KARS Group LTD, she focuses on equipping organizations and leaders to navigate The People Side of Change. She is a TEDx speaker, host of the Equipped for Change podcast and author who has been recognized for her leadership and influence through such designations as "2022 Enterprising Women of The Year" by Enterprising Women Magazine; "50 Most Influential Women of 2021" by the Mecklenburg Times for her leadership in the Charlotte area; and "10 Most Influential Black Women in Business to Follow in 2021". Keisha holds a BA from the University of Pennsylvania, an M.Ed. from University of New Orleans, and a Certificate in Women's Entrepreneurship from Cornell University. She is a Certified Diversity Professional (CDP), Certified Diversity Executive (CDE), Certified Talent Optimization Consultant, HRCI and SHRM Recertification Provider. Top 3 Takeaways Change is personal. When things shift on us, we’re the ones who experience the consequences. When we initiate change that impacts others, we need to heighten our awareness of how they’re likely feeling. Next not new. There is no so-called new normal. Change has always been constant, and now it’s happening faster than ever. As leaders, we need to get good at absorbing and leading change. Bring them along. To smooth out the change process, engage those impacted each step of the way. Give them time to absorb change and a means of retaining their agency during and after the shift. From the Source “Anytime you have to build, anytime you are adjusting, adapting, creating something new, you have to build in time for the learning.” “Change management is managing the process. It is looking at the steps we need to take, the plans we need to make, the resources we need to allocate, how much is this going to cost. These are the things that you feel you can control. Change leadership is all about the people side. It's how do we get people to shift the way they are thinking in order to do something differently?” “That's the one thing when you are leading people through change. You have to include them in the conversation around the change. You have to help them see themselves in what this looks like for them, not just for the organization.” “You have to sit in the discomfort, and you have to take the time to recalibrate your thinking. You have to shift your own thinking about what's going on. So stillness breeds strength, and it cultivates strength because you don't have the distraction of trying to move away from what is disconcerting to you, from what is causing fear.” “When you're sitting in stillness, you get a chance to stop the spiral. You get a chance to really evaluate what needs to be done and you get a chance to envision yourself in a position of success, where you can see the pathway. You talk about creating your story, you can see yourself in that new story.” “Leadership is more around influence. It's around how do you influence people? How do you position people? How do you encourage people and have people shift their thinking about whatever it is that's going to happen so that they will do things that are going to be mutually beneficial?” “There is always some way that you grow, learn, develop. What people tend to do in the midst of change, in the midst of a change process, Is that instead of them figuring out ways to support themselves to love themselves to, to, um, to be able to, to understand themselves, they tend to beat themselves up.” “Here's the thing I always tell people: you want to create an environment where your people feel seen, they feel heard, they feel valued, and they feel safe. And it's not just physical safety, it's really psychological safety.” Connect with Keisha Website: http://www.karsgroup.com LinkedIn: https://www.linkedin.com/in/karivers Instagram: https://instagram.com/karsgroupltd

Chris is a husband, father, people and idea person. He helps energize people and teams through reframing stress, uncovering strengths, and cultivating connection. He’s been to 50 countries, worked with leaders on every inhabited continent, and hopes to get to Antarctica someday! Top 3 Takeaways Create space. Our organizations and relationships at work have the potential to be places we go for healing and reinforcement. Making this a reality requires a new leadership approach. Be present. When you’re holding space with another person, do the little things that let them know you’re fully present with them. Turn off the phones, face them, and be all about them in that moment. Learn to love again. We don’t use the “L” word often enough at work. When we care deeply about those around us, we don’t have to make it awkward. We need to find our own way to let our love shine through. From the Source “Essentially, it's this sense that all of us are longing for wholeness, right? All of us are longing for integration, and every interaction is an opportunity to move closer to that or move further from it.” “So what if we could use that to create and cultivate these healing spaces? And the workplace is ready for it. As humans, we’re ready for it. So I guess the question is, are our organizations ready for it?“ “The more that we can be those people that see the value, that see the importance, the significance of the person right in front of us, that in and of itself is strengthening.” “We have these assumptions that people can compartmentalize so well. The reality is that it's incredibly draining to try to compartmentalize these things that we all carry this emotional weight, these griefs, on a small scale to a large scale and to act like that's not affecting our capacity or to try to disregard it and just go on with business as usual, that's not sustainable.“ “So do we even notice the nuance and the contours of somebody's world? And that has to do with slowing down, right? Paying attention and being fully present. So often we're just moving so fast, or we're so, so focused that we don't even notice those little opportunities, right? To lean in and invite somebody to be seen.“ “I love what you talked about, the live wire, that spark of joy. One of the things that I really try to pay attention to—I actually have a post-it note underneath my monitor, right underneath you, purple, that's appropriate, it's on brand with Matt—and it says, ‘Am I having fun right now?’ And that's a simple, simple barometer for me of, ‘Do I want to continue in this? Is this where I want to be right now? And, what kind of presence, what kind of energy do I want to bring to it?’” “Things just go so much better when I put love first and then results follow. When I try to lead from results and then kind of like, squeeze in a little bit of love where possible, usually, A) there's no room and B) it doesn't really work.” “One of the things that I try to help people see is that, usually, as a leader, we're dealing more with polarities and paradoxes than we are problems. And so, making that distinction and seeing that, ‘Look, this isn't an issue of do you value him as a human or do you get him to do his work, it's yes, AND.’” “Then I realized, wait a minute, one of the reasons that self care doesn't really happen is because we think about it in an over individualized way. But if you emphasize belonging, self care follows, but if you emphasize self care, it doesn't stick.” “It's really about setting that container of love, results happen within the context of love, but results brought without that container of love result in alienation, right? Separation, frustration. It's counterproductive. It backfires.” “So I like to try to reframe stress for people, and self care around stress doesn't mean you're not stressed because you're inadequate, you're stressed because you care. And the invitation is to actually include yourself more in all of that caring that you do. So self care isn't caring less, right? For others, it's actually just expanding the circle of care to include yourself in it.” “I think it's so important for leaders to do the work to excavate and reflect on what fills your tank.” Connect with Chris LinkedIn: https://www.linkedin.com/in/chrisfailla/ Website: http://www.christophersparks.com References Where in the World? https://www.watercoolertrivia.com/trivia-questions/geography-trivia-questions

Episode Sponsor The Predictive Index: https://www.predictiveindex.com About Jonathan Jonathan Ribskis is the Director of Talent Optimization for Builtech Services, a nationwide commercial general contractor with offices in Chicago, IL and Charlotte, NC. He began his career with Builtech Services in Chicago as a superintendent, working for a company of just 4 employees. He then worked in estimating and eventually project management, where he spent the majority (11 years) of his career. In 2017, he relocated to Charlotte, NC to launch the company’s Southeast office. In 2021, he moved out of project management and into his current role, which he absolutely loves. He is responsible for all aspects of talent strategy and vision, including hiring and building teams, career development, mentorship, leadership and engagement, safety and people operations (HR). He does all this through the 4-pointed lenses of how to best attract, engage, develop and retain talented team members. With Jonathan’s oversight and leadership, the company has successfully launched an internship program, mentorship program and a Senior Leaders/Emerging Leaders program. During his almost 16-year tenure at Builtech, they have grown from 4 employees to over 95 and from annual sales of $4 million to $280 million. Builtech has been named a Best Places to Work by both The Charlotte Business Journal and Crain's Chicago Business for the past few years. The company has an unheard of 6% unplanned attrition rate. Top 3 Takeaways Keep it real. When stretching workers, allow them to make mistakes from time to time. Every worker—even an intern—needs opportunities to develop new skills which inevitably means failing. There’s always time to learn. Fit leadership development into the normal flow of business. Early breakfast sessions, working lunches, or standing meetings are great places to bring in leadership lessons. Use the tools. Jonathan and his teams have had great success using The Predictive Index and its talent optimization platform. Trying to build a company without the proper tools is a recipe for disaster. From the Source “In construction, there are problems, but instead of hiding them or trying to solve them behind the scenes, we try to pull our clients into it, put it in front of them, and say, ‘Hey, we're working on this for you’, and that builds trust because we're just being very transparent with them.” “We don't call them interns. We try not to make that obvious. You're just a Builtech team member for the summer or for the winter or whatever it is, and you have responsibilities just like our full-time staff.” “We give our interns opportunities to fail and to make mistakes. That means financially sometimes. And we're okay with that. We feel like that's part of the learning process.” “We realized we need to focus on Gen Z, we need to give these folks the tools to move them up through their careers, hopefully with us, and so we launched a mentorship program.” “I have buy-in from our ownership on these programs, and I have their support. So that's what makes these things a lot more effective.” “A big focus this year has been the topic of delegation. We've done some training around delegation. We've provided resources around how to properly delegate, not just throw it away and and hope it sticks, but to actually give structure to it.” “If you do some research across the industry—and we're a part of some peer groups that are other general contractors—[unplanned attrition] is 15%, it's 20%, sometimes it's even higher. So we are very proud of the fact that we've been under that 6%.” “People are complex. I think that's what we've learned a lot through the use of, of our, uh, spending time and studying and learning. Predictive index is the complexities and the nuances of everyone.” Connect with Jonathan Website: http://www.builtechllc.com LinkedIn: https://www.linkedin.com/in/jribskis/ References “Built to Last” trivia game: https://www.rakenapp.com/blog/10-incredible-feats-in-construction-history