Epicured Food Delivery: Gourmet Food Solutions With A Healthy Twist with Richard Bennett

      Epicured Food Delivery: Gourmet Food Solutions With A Healthy Twist with Richard Bennett

      TTP 23 | Epicured Food Delivery

      Richard Bennett the co-founder and CEO of Epicured, a gourmet kitchen and food delivery service designed to make healthy eating simple and joyful. Epicured is the first 100% low FODMAP and gluten-free food company offering healthy, unique, and digestion-friendly menus.

      Listen to the podcast here:

      Epicured and How Healthy Eating Hits The Home Delivery Market

      My guest is Richard Bennett. He is the Co-Founder and CEO of Epicured. Epicured is a gourmet kitchen and food delivery service designed to make healthy eating simple and joyful. They are the first 100% low FODMAP and gluten-free food company offering healthy, unique and digestion‑friendly menus. Richard, welcome to the program.

      Karen, thanks for having me. It’s great to be with you.

      It’s my pleasure. It’s great to be with you. You are the Co-Founder of Epicured. Why don’t you start by telling people exactly what that is?

      Epicured is a healthcare company that designs gourmet food solutions for people with chronic disease. It was why we founded the company. What has also happened is the food is so darn good that we have about 50% of our client base that doesn’t “need to eat the food,” but loves the fact that we’re clean, healthy, portion-controlled, and precooked. Everything comes fresh, not frozen, to your door, cooked by Michelin-starred chefs that we have in our kitchen and recruited from around the city to develop tasty meals for you to reheat at home or at the office.

      You’re New York-based, correct?

      I call it commuter New York for now. Our kitchen is on Long Island. Our headquarters are in Manhattan. We deliver to Long Island, the five boroughs, Westchester up into Fairfield County, Connecticut, and seven counties in Northern Jersey. Hopefully by the summertime, we’ll be going up and down the eastern seaboard, probably between Boston and Baltimore.

      Is it breakfast, lunch, and dinner? What is the offering?

      We’ve got a great expanded menu. We start with a lunch and dinner, a mix of soups and salads and bowls and entrees. We’ve since expanded to breakfast and beverages including our smoothie line. We’re going to launch our own cold brew in a couple of months. We have snacks and sides, including energy bites, trail mix granola, and a variety of other things. We’re about to launch a dessert line in a month or so as well.

      I’m curious because we live in New York, you live in New York, and you can get anything delivered any time. You can go on Seamless and get any food you want. I’m curious as to how Epicured is different from something like Seamless where you can get any food delivered that you want, and is there a market? Where did you find a market for something like this, given that we live in an area where food delivery is commonplace?

      First of all, I totally get what you mean that you can get anything you want, but in a lot of ways you can’t, so all of our food first off is non-GMO, hormone, preservative, and antibiotic-free. That’s pretty hard to find via Seamless. We’re organic where we think it matters. We’re not 100% organic, but we moderate the price point that way, so we take a lot of care in our supply chain and sourcing good clean ingredients. Second, and mostly why we founded the company was that everything we do aligns with clinical research about how to mitigate the symptoms of certain diseases. Where we started was with digestive disorders, specifically IBS, Crohn’s, colitis, celiac disease, and non-celiac gluten sensitivity, which needs to be gluten-free, which everyone knows about. Then there’s this other diet which only folks who tend to be afflicted with these conditions have heard about, which is called low FODMAP. Our entire menu is 100% gluten-free and 100% low FODMAP and 100% delicious and clean. We’re the only folks in the country, in fact in the world, that design and bring to life fully cooked, prepared low-FODMAP meals.

      That makes sense to me because getting the combination of all of those would be a little harder to do on Seamless or any place else. How did you get the idea and the inspiration for the company? Are you in any of those categories? Did you need to eat like that?

      I personally do not, and 25% of the US population is afflicted by one of those disorders. It certainly affects friends and family members of mine and my Co-Founder, Renee Cherkezian, is a nurse by background prior to creating Epicured with me. She and I used to work in healthcare in North Shore-LIJ and created their health and wellness arm. We know the power of food and the role it plays in people’s health outcomes, which is health industry jargon, but basically meaning the role food plays in determining how well you live. We’ve seen a lot of what I consider to be “fake healthy solutions” and nothing that truly went as deep and as rigorous to we’ve attempted to do at Epicured to align with science and clinicians and to align with great cooking methods and tastes. We always say that Epicured sits at the intersection of the clinical and culinary worlds and we try to bring the best of both to create great-tasting and delicious experiences at home or at the office with you and your colleagues or your family and that also can mitigate or solve a health problem, whether that’s something that you have or something that you’re trying to avoid.

      How did you get into this? Had you done other health companies before? What was your path as an entrepreneur to getting to co-founding Epicured?

      I’ve had great mentors all my life and a lot of mentors have led me into the healthcare space. I love healthcare because I always call it a Gordian knot of an industry. It pulls on economics and morals and science and research and it’s an unbelievably complex industry. I got to work at North Shore-LIJ for about seven or eight years. One of the roles I enjoyed the most was that I created what we called at the time Enterprise Division, which has since evolved into their venture arm. Where we were most successful back in 2006 time period was creating health and wellness businesses where we could engage our community in trying to have a healthier lifestyle. It was the first time large healthcare companies tried to engage in behavior change and to say, “We don’t want to see you when you’re sick. We want to take care of you all along the way and try to coach and help and support you have a healthy life.”

      What did that mean for us from a business perspective? We started up a gym network. We started up a pharmacy chain to promote the pharmacist’s role in consultation and make sure your meds were taken the right way. We started up a digital signage network that focused on patient education. We were one of the leaders in employee wellness before it was such a hot topic where we took care of our own 75,000 employees and all of their family members with a variety of programs. That’s where I started. My biggest failure at that point in time was to bring a consumer‑friendly consumer experience to the hospital lobbies and to meal delivery at the home with what was a clinically evidence-based healthy solution that also tasted great.

      There are a lot of unhealthy food solutions that we had in our hospital lobbies and I was tasked to go out and find replacements for that. I came back with some great options that were cool and hip, but none of them aligned with medicine or research. They were marketing healthy or fake healthy, whatever the phrase you want to use. Our medical advisory board rightfully so in a lot of ways said, “If they’re making a health claim that they can’t back up, therefore we don’t want to associate with them.” We basically left even more unhealthy options in the lobby because they weren’t making a health claim.

      When Renee and I got together, we both come from healthcare, hers as a nurse, and me as a healthcare executive and entrepreneur. We said that we need to solve this problem. This was now after the Affordable Care Act had been passed and the timing and the market and consumer desires and awareness were more mature than they were back in 2006. We said, “Let’s bring our passions together, our experiences together to try to influence, in healthcare jargon, population health, meaning, let’s see if we can help the United States eat better food and where necessary, should you have a chronic disease or condition, use food as medicine to mitigate those symptoms and live a better life.”

      Epicure is still a startup?

      Yes, absolutely. Some people call it uberstartup.

      Are you Series A, Series B, Series C? What path in the startup are you right now? How long have you been around what and where are you?

      We closed our seed round and launched the bridge round. We’ll be raising Series A capital later this year or the beginning of next. We’ve been producing food for about eighteen months. We raised our first dollar in February of 2016, so two years ago. The company has only existed on paper and with a bank account for two years producing food for eighteen months. We have great growth metrics, great customer satisfaction, and retention. We’ve more than proved what you called the minimal viable product and are now working with great investors, advisors, and partners to mature Epicured and scale the brand regionally. There’re a bunch of ways we can grow, regionally meaning geographically, we could launch additional therapeutic menus.

      For instance, 25% of our menu is already diabetic-friendly, but we would love to create additional and a full suite of offerings for diabetics. We’re talking with folks around a bariatric menu for people who have that procedure pre and post. We’re very excited to be a part of the healthcare community here in New York. We’re also very excited that Mount Sinai Health System and Mount Sinai Ventures made a large equity investment in Epicured. In doing so, they’re obviously strategic money and working with us on research, on patient education, on outcomes in their GI Department and in their Department of Internal Medicine. We’ve also been working with their Chief Human Resource Officer around employee wellness initiatives on their campuses.

      What do you think is going to be the future of targeted food delivery for those groups?

      At the moment, I always say we’re not a meal delivery company. The reason we’re here is not to deliver food in the traditional take-out way only. That’s the initial channel that we bring our product to our patients and customers, but our food has many conduits to reach that market. We’re talking about going in-house and onsite at Mount Sinai. We’re talking with large corporations in Manhattan and elsewhere about being on site for their employees. You can distribute through other retail partners. We’re in a gym in Soho for instance, Drive 495. Don Saladino is our fitness and wellness expert down there and we sell our food to his clients as a part of their lifestyle campaign to improve and to suit up and live a better life.

      TTP 23 | Epicured Food Delivery

      Epicured Food Delivery: Food is the primary driver other than genetics of a healthy lifestyle.

      We do obviously deliver food and we’ve become very competent in delivering food the “traditional way,” but that is only one piece of the larger Epicured story. The future of food and the role it plays is around consumer awareness. Everyone realizes now that food is the primary driver other than genetics of a healthy lifestyle. I always say that the fitness industry has been 20 or 30 years ahead of the food industry relative to healthcare that everyone wants to work out, everyone is joining gyms and that’s all wonderful. If you talk to Don Saladino, you talk to other trainers and lifestyle coaches, 80% of results in the gym is what you’re putting in your body with food and making thoughtful and good decisions that way. Everyone is beginning to understand that.

      Epicured is trying to lead the movement in transparent and rigorous food decisions where we design the food in our kitchen aligned with dietitians and others, but then that food comes to you and it doesn’t taste like cardboard or it doesn’t feel like a compromise. Our chefs are talented in bringing great flavors and tastes into this food. That’s why we have 50% of our client-base doesn’t “need our product,” but how we execute and prepare the food and how we select our ingredients is a world-class experience. With that combination, you can truly influence health outcomes because using the word compliance, people want to eat your food again because it tastes good and the experience is a positive one. Therefore, you can have continuity and people can eat and make these better decisions day after day as opposed to in a spurt where they feel like they’re in pain mentally because they’re not enjoying what they’re eating and/or they’re ostracized because they can’t have the joy of being together and dining with family and friends.

      One of the things that I’ve heard you talk about is the social aspects of sharing meals with others. Do you want to talk a little bit about that?

      I remember I went on a cleanse a long time ago when I was testing things out back in 2006. There were some headaches and things like that from the cleanse and I was trying to drink less caffeine. The biggest pain and the thing that I missed out on the most was that I couldn’t go to lunch or to dinner with my colleagues or family. You were trying to follow such rigorous narrow approach to what you were eating that you lost the fact that food is social and emotional and cultural. If you steal that experience away from humans, it’s a big compromise to make and therefore they’re not going to be able to stick with it or they’re going to have a lot of other mental problems and concerns.

      We hear a lot of stories from our clients that we’ve brought the family back together at the dinner table because if one child or one spouse has celiac disease and has to be gluten-free and everybody else is eating gluten rich food, they’re all dining differently. The experience and the interactions change. We know for millennia that food has been central to civilization and how we interact together, so we try to pay respect to that and make the food a unifying part of your day as opposed to an isolating part of your day.

      You still might have the child who’s got celiac eating one of your meals and the rest of the family might be eating something else, correct?

      It could be their choice, but our food is so good. What we find is that they’re buying food for four then, so everyone is having or chicken tikka masala that is gluten-free and low FODMAP, but no one knows. The other three people at the table in this scenario, it’s so good, our carrot ginger soup and our truffle mac and cheese and our wild caught salmon. That’s why we lead with tastes and when people need to dig in, when you have a condition, they can go check us out and realize that we are the Epicured solution for them. If you don’t taste good, you can’t eat with us and dine with us very long, so we’re very focused on tastes and bringing the family together.

      What are your favorites personally?

      I mentioned the chicken tikka masala first for a reason. That’s definitely one of my favorites. We launched this pulled barbecue chicken with southern dirty rice that is awesome. It’s got a little bit of heat to it and I like heat. Our turkey meatballs that were launched are to die for and that pomodoro sauce that Chef Renee and Chef Chris created is mind-blowing. Those are some. Our energy bites that we’re launching are incredible. We’re happy with the product and we’re having a lot of fun innovating and bringing what we call pan global cuisines. We do everything from chicken teriyaki to chicken tikka masala to a lemon rosemary chicken, and we have great soups and salads. We’re having a lot of fun. We’re proud of the product, the customer response and loyalty thus far have exceeded my expectations and we’re having a good old time.

      Your partner in this is Renee Cherkezian. She’s a registered nurse. How did you two find each other and how did you get together and who brought up the idea first of doing the company?

      Renee definitely brought the idea first and it was Renee who named the company. I love the name, Epicured. That was her brainchild. Renee and I met back when we were freshmen at Georgetown University. I’ve known Renee for multiple decades and never did we think that we would work together. She was a nurse and she made the bold move of leaving Columbia Presbyterian and moving to France to learn how to cook and to become a chef. She came back. When she came back to New York, she went back to nursing in the day and leave it to Renee, at night, she went intern in David Burke’s Kitchen. She basically didn’t sleep for a couple of years. She was doing a lot of good work with friends and people in her network who were suffering from cancer or other health challenges and she would feed them. She knew my background when she came back from France. She and my wife and I had dinner, and she was telling us about her dreams and our experiences. Because I had done all this work at North Shore-LIJ around healthy eating, we got to talking and one thing led to another and we now are business partners and we brought Epicured to life into what it is today.

      You’re not new to new adventures in healthcare. You co-founded the health system’s first incubator, correct?

      We did. Charles Trunz, who’s a long-time mentor of mine, was a Co-Chief Operating Officer at North Shore-LIJ. He recruited me and he and I founded a company called North Shore Health Enterprises, which then spun off another company called Vivo Health, which, since we’ve left, has evolved into Northwell Ventures because the health system changed their name. Now, Northwell Ventures invests in startup companies similar to Mount Sinai Ventures, which has chosen to make a sizable investment in Epicured.

      I have a good experience in healthcare. I worked in supply chain management and revenue cycle management, and physician practice acquisition. I got to be a hospital administrator. I got to be hanging out in operating rooms and looking at how things flowed and patient experiences all before I started North Shore Health Enterprises. It’s been a wild ride. I’ve had a lot of great vantage points within healthcare to know the industry. I’m excited to be able to create a healthcare company that’s also a consumer company in which we use food as medicine, so I’m having a good time.

      What do you think is going to be challenging as we move forward? As with all these things, it’s a great idea and then the competitor start happening. We live in a world, especially in this part of the world in New York, on the East Coast, where things like this pop up all the time and you get lots of competition. What do you think is going to be the biggest challenge that Epicured particularly faces as it grows as a company?

      There are always the typical challenges with scale around quality and culture to which I’m ultrasensitive. We have some tricks up our sleeve that we won’t talk about. We’re prepared for those things and we continue to recruit first class talent. What is Epicured other than its people? We try to find the best and breed in their given technical needs and where we can deploy their talents, but mostly other than their technical contributions, their character, their ethics, or way of doing business brings a wide network of similar minded people with passion who know how to execute things in a first class way. That’s what we come in everyday and we stay focused on our client and our product and we try to be transparent. Let’s say we’re not hoping for the best, but that’s our approach to it. It’s pretty simple and fundamental.

      What’s your goal for the company? Would you like to be US-wide?

      Yes, we certainly have national aspirations and the way in which we achieve that is still very much up for grabs. There are many ways to get that done. We’re getting a four to seven typed-out emails to the company every day for people who are outside of our current delivery range asking us to ship to them. There’s clearly a need in the marketplace, and one that is so large. Whether there’s someone else who comes into the market, God bless, I believe in competition, but we’re happy to go out there and take care of the patients who are under our care and to continue to build solutions for them and to offer our product and service at the right time, in the right way, to as many people as we can.

      How many employees do you have? How many meals are you delivering? How many people are you feeding in your area?

      We’re very happy with the growth. We’re delivering thousands of meals a week at the moment and we have about twenty people on staff, the largest number of which is in our kitchen and factory on Long Island. Then we have a small team of folks who bring this to life and we have a lot of great advisors and investors and third-party partners, from designers to our website technicians and technologists and coders, to our clinical representatives who go out and build relationships for us. We’re very blessed, so the twenty people are “on payroll,” but the Epicured community is well over a hundred.

      You’re delivering several thousand meals a week or to several thousand people?

      Meals a week, so we’re still quite small from one metric, but what we care about is that the people who are with us stay with us for a very long time.

      There’re three things I like to ask people and I ask it of every guest regardless if they’re a professor at a business school or if they’re an entrepreneur such as yourself or if they’re a singer, it doesn’t matter. One of it is something I talk about, which is the joy of missing out. We have a big fear of missing out going on in the culture and I always tell people there’s the joy of missing out, so what is it that you should be missing out on? What do you think people have a fear of missing out on in regards to their food and their eating and their health that in your opinion, they shouldn’t? In other words, what should we be having a joy of missing out in regards to the larger nutrition conversation?

      Everyone likes things that you need to compromise on taste and variety to achieve certain lifestyle or health goals. We are trying to prove every day that you don’t need to miss out on that to have a joyful eating experience and that’s central to what Epicured is and to what we try to achieve every day. You have a lot of folks who always think that starting up a business and “working for yourself” is a very glamorous thing to do and I feel very blessed to be able to do it and to have had experiences that have enabled me to do it, but it is certainly not something that is easy and people should always question whether they want to do it very carefully and talk to other entrepreneurs. Certainly, when you raise capital and you have patients and you have employees, you aren’t “working for yourself.” You’re working for your clients, you’re working for your employees, and for your investors. There’s a new pressure and dynamic in your life when you make that choice and make that commitment that doesn’t exist in other work setting. When people always have a fear of missing out that they want to do their own thing, I always encourage them to reflect on that as well.

      You bring up another point I’d like to ask you about. You’ve done several startups, you’ve lived the life of an entrepreneur, you’ve been doing that for a while. What do you find challenging in this company, in Epicured, that’s different than perhaps other startups you’ve done?

      What I love about the challenge of Epicured and why I wanted to take this on with Renee was it was a physical product. There’s so much talk these days about technology and speculation and whether you need another texting app or something else for Millennials to use. I looked at that, we’ve done that, I worked at a tech company earlier on, and I love that stuff, but for me, what I wanted at this point in my life was to build a physical product. For me, that was food. We cook food and it is a fresh product with a shelf life and we have a kitchen and a factory and an assembly line and we’re bringing the vision to life physically. I always love the physicality of what we’re doing, but clearly that presents challenges. With my board and with our investors, there are a lot easier ways to make money than what we’re doing at Epicured, but to me this is a meaningful way to spend our time and our capital. We will certainly drive returns for our folks involved, but to do purpose-driven work, and I call it mission and margin work, so things where there’s a mission that can drive a margin is a very fulfilling way to go about it.

      TTP 23 | Epicured Food Delivery

      Epicured Food Delivery: Things where there’s a mission that can drive a margin is a very fulfilling way to go about it.

      Is there anybody in your life, past or current, who has had these kinds of issues with food and you’ve seen them personally struggle with trying to find things to eat? I’ve had that experience. I’ve had several friends who are gluten-free or were gluten-intolerant or had a certain medical condition. It’s better now than it’s ever been, but it has been at times challenging for them to find good food that they like to eat.

      It’s a burden on their life. With 25% of the population somehow afflicted with a digestive condition that triggers mental problems, social problems, physical pain, and a lot of other problems downstream, everyone knows somebody who is challenged with this. There are people literally in my family, there are people in my work family, several folks in my life has celiac, have colitis, and one of my investors got diagnosed with non-celiac gluten sensitivity and he has struggled with his diet. These are all things that we see day in and day out and that we’re pleased to get up in the morning and try to deliver a first class product that can do so much for so many.

      I’m curious if you’ve found that you’re getting any inquiries from people who have more serious diseases, cancer, heart disease, etc. Not the diabetes isn’t a serious disease, it’s an extremely serious disease, but more advanced diseases such as cancer, heart disease, where you’re finding that you’re having an audience who’s interested in the food from those worlds.

      All across the board, everything you mentioned, there are opportunities for us to support those patients and the folks who are in need, whether they’re going through chemotherapy or whether they are diabetic and struggling to eat or they have hypertension. There’s a variety of ways we can do that and we hope to do that and we will earn our way into doing that by focusing on what we do and taking care of the patients we have well, and we’ll find the right time to expand and to expand in the right way therapeutically to support that and those communities.

      The other question I always like to ask people on this is something that I call living beyond the script. What do you think is the prevailing script as it relates to healthy eating these days? How should we go be going beyond it?

      Everybody needs to find things that they enjoy every day and things that they look forward to everyday. If you’re not looking forward to what you’re eating, that is something people should solve and you shouldn’t be disappointed with. That’s where Epicured can solve that problem. Even when we talked with Don Saladino, who’s a world class trainer, takes care of everybody around the world, and he’s changed my life as well, for him, you have to have the right level of indulgences. It’s not about abstaining; it’s not about going so extreme that you compromise your mental or social health to maintain or get to one singular goal. You need to be well rounded. You need to find a balanced approach and we know that sounds almost like generic advice, but mindfulness, balance, and satisfaction is key to daily living. All of that is found in the details and in the little things and the little decisions you get to do, whether that’s who you smile at in the morning or the cup of coffee that you like from the corner store or whether that’s our turkey chili at lunch or whether that’s some indulgence at a fancy restaurant or a dessert at night. Who knows, but I encourage everybody to find that balance.

      The last thing is I always talk about is what I call the everyday artist. There’s always a part of everything that we do that’s art versus science. In what way do you consider yourself an artist in the work that you do?

      I love bringing the brand to life. We’ve got great designers and great creative officers who have worked with us. The idea of how to communicate and how to build a brand is something I know enough to be dangerous about, but I love sitting in those meetings talking about user experience and bringing the narrative and the look and feel of Epicured to life and to keep evolving that, so that people understand us more readily and that we can communicate with the community in a more effective way because our food is beautiful. We got great artists on staff. I’m a photographer personally as a hobby, and so I love working. Ben Fink is our food photographer and he’s a fantastic artist, as is Lori Powell, who’s our food stylist. Some of my favorite days at Epicured are with Ben and Lori out on set where we’re beginning to photograph some of Chef Renee and Chef Chris’s new creations. You can see those photos on Epicured.com, and at our Instagram handle @GetEpicured. That’s some of the fun stuff that I like to be a part of as the producer.

      Richard, thanks so much for joining me. Where can people find out more about Epicured?

      Epicured.com is where you can find us 24/7. You can also follow us on Instagram, Twitter, and Facebook. Karen, I always enjoy talking to you and thanks so much for the opportunity.

      Thank you. It’s my pleasure.

      My guest has been Richard Bennett. He is the Co-Founder and CEO of Epicured. Epicured brings the culinary world together with the clinical world. Epicured is a gourmet kitchen and food delivery service designed to make healthy eating simple and joyful.

      Important links

      About Richard Bennett

      TTP 23 | Epicured Food DeliveryRichard Bennett is the co-founder and CEO of Epicured – the first 100% low FODMAP and gluten-free food company offering healthy, unique, and digestion-friendly menus.

      How To Grow Your Business’ Bottom Line With This Straightforward Task

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      2017 was jam packed with a variety of new methods, theories and tools for spreading the word about a business. With the plethora of social sites, new apps and expert suggestions, I had my hands full. Especially since I make it a policy to never recommend anything to my clients I have not tried out myself. But there was one experiment I tried this year that produced better results than any social media campaign or speech I gave. It’s not a new theory, hot app or magical software. Rather, it’s a good old-fashioned core principle of business development that I have taught my clients for years. Click here to read it: This article originally appeared on Inc.com. 

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      I came home recently from seeing a play to a slew of texts from friends commenting on the viral “me too” campaign that took over Facebook. Since I hadn’t seen it yet, I went on my feed and began to scroll only to find friends I had known for years posting two simple words: “me too.” That is when it hit me. After more than 25 years in the workforce, of course I have encountered inappropriate sexual advances at work. Along with most of the women I know, and more than a few of the men as well. Basically, “me too.” Not all harrasment is sexual. Harvey Weinstein, for example, was known for using abusive language and having screaming tirades. I also thought about how, even with all my training, I am sometimes at a loss for what to say when I feel impinged upon. I decided to ask some experts to give their best  phrases to halt harassment in its tracks. Click the below link to read what they had to say.

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      An overflowing inbox. A full voicemail. Meetings. A crisis, or three. The idea of coming back from a summer vacation, or even a holiday weekend, can fill even the most organized among us with just a slight sense of dread. To get physically and mentally into the swing of things on your return, try putting the B.A.C.K. method in place: This article first appeared on Inc.com.

      Only Have a Few Hours in Barcelona? Follow This Easy & Fun Roadmap

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      Even in those circumstances, I still try and get in a few hours of the local culture. On a recent trip to Barcelona, I discovered just how much one could sneak in over a short break in the action.

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      Start at the Placa de Catalunya.

      Begin your short sojourn at the center of the city, the Placa de Catalunya. This central square is well known for its grand fountains, neoclassical and avant-garde sculptures, and the massive flocks of pigeons roaming about looking to be fed.

      It’s the jumping-off point for some of Barcelona’s most interesting neighborhoods and important streets, and a great place to start when you’re short on time. A large Apple store sits on the corner of the plaza, so if you have any Mac or iPhone related issues while on the road, you can kill two birds with one stone. Estimated time: 15 minutes.

      Stroll Las Ramblas.

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      Snack at Mercat de la Boqueria.

      Even if you are not a foodie, the sheer shock of color, movement, and crowds makes this a worthwhile stop. Located right off Las Ramblas, the Mercat de la Boqueria is where tourists and locals alike come to buy fresh seafood, fruits of all kind, and the Spanish staple: Jamón ibérico. Small stands are peppered throughout the market, where you can sample the wares or sit down and have a meal. Estimated time: 30 minutes.

      Marvel at Casa Milà.

      No trip to Barcelona would be complete without a viewing of at least one of Antoni Gaudi’s world-famous buildings. Gaudi, Spain’s most famous architect, is best known for the Sagrada Família church–but it’s a bit far afield if you only have a few hours to spare.

      Instead, catch one of the many taxis available in the city and go straight to the Casa Milà — also known as La Pedrera, a UNESCO World Heritage Site. Hot hint: Be sure to buy your ticket online beforehand so you won’t have to wait in a long line of tourists to get in. Estimated time: 30 minutes.

      Have a rooftop drink at Hotel Majestic.

      Having had your fill of culture, walk a few blocks down from Casa Milà and duck into the Hotel Majestic. Head straight for the rooftop bar, where you will be rewarded with a well-made cocktail, a strong cup of café, and an uplifting view of the beach shoreline beyond.Estimated time: 30 minutes.

      Find yourself with a bit more time? If you’re lucky enough to have an entire day to spend in Barcelona, add these great finds to the above itinerary.

      Shop in the El Born neighborhood.

      Tucked away in the narrow alleyways of these backstreets are some of Barcelona’s most stylish shops. The El Born area plays host to boutiques featuring unique home ware, clothing, gourmet foodstuffs, and more. If you’re looking for a special something to bring back home — this is the place. Estimated time: 60 minutes.

      Visit the Joan Miró Museum.

      Barcelona plays host to several great museums, but my favorite by far is the Fundació Joan Miró, located on Montjuïc overlooking the city. The building houses a comprehensive collection of Miró’s paintings, drawings, sculptures, and works on paper. Save time by taking a taxi there and getting your tickets ahead of time online. Estimated time: 60 minutes. 

      Dine at Cera 23.

      I can think of no better ending to the day than the pleasure of dining at this local Spanish restaurant. Cera 23 is located down a small alleyway in the El Raval neighborhood, this eatery’s food has a great depth of flavor made from simple ingredients.

      So if foie gras ravioli with cream quince sauce or black squid-ink paella with saffron cream sounds appealing, then this might just be your idea of heaven. And as it is with all great restaurants, the mouthwatering food is matched only by the excellent service. Estimated time: 2 hours.

      We’ve all read the articles on how to spend three perfect days (or 39 perfect hours) in a city. While that’s always optimal, more and more businesspeople find themselves in and out of a place within a 24- to 48-hour period.

      In a city like Barcelona, it’s a shame not to at least take a few minutes to stop and smell the café.

      This article originally appeared on Inc.com.

      Want to Rock Your Career? A New Book Suggests Avoiding All Work & No Play

      I recently attended yet another in a long series of professional time management & productivity workshops I have been to over the course of my career. And while each has its own spin, they all promote some version of the same holy grail of an efficient work life: be focused, be persistent–and above all, be on time.

      So it was with pleasant surprise that I read Jimmy Soni and Rob Goodman’s new book A Mind at Play (Simon & Schuster). The book chronicles the story of Dr. Claude Shannon, a modest, quirky mathematician and engineer who was one of the founders of the information revolution, and arguably one of the lesser-known geniuses of the 20th century.

      While you might not know Shannon’s name–you have benefited from his work. That’s because Dr. Shannon developed the idea of the “bit,” and it’s these millions of bits traveling through space that make this blog post possible.

      Shannon wasn’t just a brilliant math mind, he was also a unicyclist, an inventor, a juggler, a stock picker, a gambler, a chess player, a pilot, and the co-creator of the world’s first wearable device. He was someone who passionately followed his interests, wherever they led him, and he built a life out of doing what he loved. It’s a life that has a lot to teach us about the prevailing wisdom of productivity, and why we just may have it all wrong.

      Here are a few of the unconventional (and even counterintuitive) lessons from this 20th century genius:

      Embrace distraction.

      In his graduate school days, Shannon would find himself in the middle of working on some thorny math problem, and rather than double down and focus even harder, he would step away–and play the clarinet. Later in his life, Shannon would come into his office and spend the morning engrossed in long games of chess or juggling.

      He’s not the only one who used the distraction strategy. Albert Einstein would famously play the violin as a way of working through some challenging physics problems, and Darwin took long walks.

      These breaks, as it turns out, are part of brilliance. Top-level minds treat their mental capacity the way a sprinter treats his muscles: with brief bursts of activity, followed by periods of rest. Today’s science confirms our instinct to pause after intense work. But geniuses like Shannon, Darwin, and Einstein knew it well before the experts proved it.

      The right distraction (often considered a dirty word in the world of work) might just provide the important break you need, before your next eureka moment.

      Be an amateur.

      Dr. Claude Shannon had a PhD from MIT, worked at the hypercompetitive Bell Laboratories, and ended his career with a dual appointment in MIT’s world-renowned math and engineering departments. He won nearly every major prize in his field and was given the National Medal of Science by President Lyndon Johnson.

      And yet, for all his professional accolades, Shannon was comfortable being something that we too often take for granted: an amateur.Shannon was “an amateur unicyclist” and “an amateur juggler,” and could often be found tinkering away at his home, building things from scratch such as a robotic mouse that could navigate a maze.

      Successful entrepreneurs, experts, and businesspeople often feel the pressure to be successful in all parts of their lives. But one lesson from Shannon’s genius is his willingness to not be a genius–his willingness to try and test and play.

      Walk away from your successes.

      Shannon experienced a brief flash of fame after the publication of his seminal work on information theory in 1948. Life Magazine wanted him. He was put on national television. He even got a spread in Vogue magazine. If he wanted to, Shannon could have ridden the wave of his popularity for a long time.

      But instead, he wrote a 350-word piece letting his colleagues know that things had gotten out of hand. A document–that flies totally in the face of Shannon’s self-interest. Shannon took it even one step further: He walked away from the field of information theory almost entirely and pursued other lines of research and inquiry. That decision led to some of the most imaginative, out-of-the-box work he ever produced.

      How often do we feel the pressure to repeat ourselves, doing the same thing, the same way, for years, just because we are good (or great) at it? Shannon’s brilliance shows us that we shouldn’t be afraid to walk away. Our best work might just be right around the corner.

      A Mind at Play show us that you don’t need to be a genius to learn from a genius. Claude Shannon’s inventive, vibrant life demonstrates how vital the act of play can be to making the most of work.

      This article originally appeared on Inc.com.

      Want More Brain Capacity? Keep Your Cell Off & Out of Sight

      This past week I was facilitating an off-site branding session, and as is my usual practice, I asked everyone in the room to not only turn off their cell phones until the break but to also take them off the table and out of sight. My request was met with a cocker spaniel-like twist of heads and a low “huh.”

      I’ve been asking attendees to move their cell phones out of visual sight for several years based on some research I had read about the impact the mere presence of smart phones has on communication.

      Reduced cognitive capacity.

      Just this past month, a new study from the McCombs School of Business at The University of Texas at Austin reported that our cognitive capacity is significantly reduced when our smartphone is within reach–even if it’s off.

      McCombs Assistant Professor Adrian Ward and his co-authors measured, for the first time, our ability to complete tasks when our cell phones are in plain view–even if we are not using them.

      In one of the experiments, the participants were asked to take a series of computer tests that required a high degree of concentration. The researchers set out to measure the participants’ available cognitive capacity–in other words, their brains’ ability to hold and process data at any given time. Before the tests started, the participants were asked to turn their phones on silent, and put them either face down on their desks, in their pockets, purses, or bags, or in another room entirely.

      Out of site is out of mind.

      The results? As it turns out, out of sight is out of mind. The participants whose phones were in another room significantly outperformed those whose phones were out and about on their desks, and even slightly outperformed those participants whose phones where in a pocket or bag.

      Backing up some previous research that came to the same conclusion, the study suggests that the mere visible presence of our smartphones can reduce our available cognitive capacity and impair cognitive functioning.

      “We see a linear trend that suggests that as the smartphone becomes more noticeable, participants’ available cognitive capacity decreases,” Ward said. “Your conscious mind isn’t thinking about your smartphone, but that process–the process of requiring yourself to not think about something–uses up some of your limited cognitive resources. It’s a brain drain.”

      If you are reading this and thinking, “Yeah, but I turn my cell phone upside down, or turn it off, so I’m not disturbed by it,” think again. Ward and his colleagues also found that whether the participant’s cell phone was face up or face down, as long as it was within sight (or within easy reach) the participants showed a reduced ability to focus and perform tasks.

      “It’s not that participants were distracted because they were getting notifications on their phones,” said Ward. “The mere presence of their smartphone was enough to reduce their cognitive capacity.”

      Just step away from the cell phone.

      So what’s a well-meaning worker to do? Here’re a few of the tips and tricks I employee to get the folks in my meetings to step away from their cell phones.

      • Pass around a basket at the beginning of a meeting and collect everyone’s cell phone. Give them back at the breaks.
      • Ask everyone in the meeting to turn off their cell phones and put them away so they are not visible during the active sessions.
      • Ease everyone’s mind by giving them the times and lengths of the breaks at the top of the meeting, so the participants know exactly when they will be able to check their email and make calls.

      I’m not nearly so optimistic (or self important) as to think that reading this blog post is going to get you to put your cell phone away every time you need to employee your full brain power.

      However, I do hope that the next time you reach out to check your email, you’ll stop and consider your brain. It might just want you to step away from the cell phone and put your focus on the person or problem in front of you.

      This article originally appeared on Inc.com.

      Training, Executive Coaching & Leadership Development: Is It Worth It?

      Even in small and medium size businesses executive development is all the rage these days. Case in point: According to the 2016 ICF Global Coaching Study, total annual revenue from executive coaching in North America was up 35.2 percent from 2011 to 2015.

      Likewise, the 2015 Training Magazine Industry Report showed that for three years running, 29 percent of organizations surveyed said management/supervisory training will receive more funding than the year before.

      That same training industry report highlighted that the highest priorities were increasing the effectiveness of training programs followed by reducing costs, improving efficiency, and measuring the impact of these training programs.

      To keep your executive development program on track, keep the following four things in mind:

      1. Don’t mistake a survey for a strategy.

      Too many businesses conduct 360 interviews on their executives and call it a day. While a survey about leadership strengths (and areas for improvement) is a good starting point, it’s not the road map needed for an executive development program. A holistic program includes:

      • An assessment.
      • A 6-12 month plan for improvement with specific goals and defined projects.
      • Measurable outcomes, both subjective and objective.
      • A coach, mentor or other individual who can help guide the process.

      2. Do define development.

      Too often companies put executives through an executive development program aimed at creating a hodgepodge of positive virtues, such as being a good listener, empowering others, and being a fair and concerned mentor and coach. While these may form the foundation of executive development, the devil is in the details.

      Specifically defining the attitudes, capabilities, and skills you are looking for from your leaders helps ensure success for both the individual and your company. For example, instead of improving listening skills, make the goal an increased ability to effectively lead a brainstorming session where there are vast differences of opinion present in the group.

      3. Don’t force people to participate.

      In an ideal world, every manager in your business would be knocking down your door begging for personal development. While this does occasionally happen, it’s not the norm.

      However, given the opportunity, many managers will find the idea of an executive development program exciting. For those who don’t, forcing them to participate will likely backfire and create even more resistance.

      The best path is to show how the prospective program could personally benefit the individual; explain why you are offering it and what’s involved. Then let them choose to participate or not — with no negative consequence if they decide to decline.

      Even for the holdouts, seeing their peers pass them by in terms of growth and development often serves as a powerful motivator to eventually change their minds and jump in.

      4. Consider calling in outside experts.

      While you, or your HR staff, may have the capability to create and deliver an executive development program, there is a case to be made for bringing in some help from the outside.

      The opportunity for objective feedback, a safe place to share feelings, and an unbiased perspective can greatly enhance the benefit individuals receive from an executive development program. In addition to bringing in an executive coach or trainer who specializes in this, there are a whole slew of off-site personal growth and mastery programs available.

      I’ve personally participated in several of these in my career, and I’ve been so impressed that I’ve served as a consultant or board member for a few more. There are a wide range of programs out there, and which one you choose depends greatly on time, cost, location, and desired outcomes. If you’re looking for a place to dramatically improve your or your staff’s leadership skills, as a starting point, consider The Hoffman ProcessLearning as Leadership, and The Strozzi Institute.

      Executive coach, company mentor, off-site program, or in-house training — regardless of the path, the key to a productive executive development program is a genuine commitment.

      Executive development taken on to make a check in the box of good leadership behavior wastes your money and your managers’ time. But when embraced as a true path to company excellence and personal development, the benefits reaped by both the individual and the business usually go well beyond the price paid.

      This article originally appeared on Inc.com.

      On Vacation? Get Someone Else To Do Your Work For You

      This past week marked the official start of summer — and vacation season is in full swing — but a new survey from Accountemps found that 54 percent of workers say they plan on checking in with the office at least once or twice a week while on vacation. That’s up from 41 percent in 2016.

      According to the survey, there were four top reasons people gave as to why they felt compelled to check in.

      • Gaining peace of mind that things are under control (54 percent)
      • Keeping projects moving along (53 percent)
      • Avoiding coming back to extra work (47 percent)
      • Preventing colleagues from feeling undue stress (34 percent)

      If any of these sound familiar, here are a few strategies for how you can overcome these vacation time stealers and get away for real — goodness knows you deserve it.

      Plan out specific projects vs. general to-do lists.

      The key to knowing that you won’t come back to a plateful of problems is to create a list of “must do” projects that need to be dealt with, and a checklist of what specific items must get done, while you are away.

      Agree with your colleagues ahead of time as to who is going to cover what. You might also want to consider assigning someone as your proxy to ensure that all work on the projects is being done on time and plan.

      Create an information cheat sheet.

      Provide the people who will be filling in for you with a one-stop cheat sheet Google doc of information they may need including:

      • Where to find important files
      • Policy and procedure notes
      • Location of critical project information
      • Tips they might find useful in dealing with specific people and/or situations

      Use a freelancer.

      Natasha Bowman, author of the book You Can’t Do That at Work! 100 Legal Mistakes That Managers Make in the Workplace, recommends sites like upwork.com, which can provide freelancers who offer peace of mind while you’re away on vacation.

      “I simply provide the freelancers with pertinent information about the project,” says Bowman, who adds that freelancers are exceptional at developing presentations, drafting communications, and formatting data into Excel.

      Set up your first day back now.

      Avoid scheduling any meetings or phone calls for at least a day or two after your return to the office. Mark those dates off your calendar now, and make sure everyone knows those are your catch-up days.

      A good formula is that for every day out of the office, you will need an hour of catch-up. So a one-week vacation requires an entire day to just find what has gone on while you were gone, and address any issues which arose in your absence.

      Keep your fingers lightly on the pulse.

      In an ideal world, you would be lying on a beach, your fingers wrapped around a fruity drink — rather than furiously typing texts to your colleagues. Realistically, you will have to check in to the office once or twice.

      To minimize your touch-base time, use an online project management system such as Slack or Basecamp. This way you can quickly check the progress of important projects and then get back to the pressing work of hiking, biking, snorkeling, or whatever floats your vacation boat.

      This article originally appeared on Inc.com.