Podcasts about ABCD

"A Market Shift Is Not an Income Shift"Hosted by Michael Fanning, SVP & Co-Owner, Windermere CoachingFAQ: What You'll Learn in This EpisodeQ: Is it normal for my income to drop when the market shifts?It's common but it's not inevitable. The market has always ebbed and flowed. What separates thriving agents from struggling ones isn't market conditions, it's whether they changed with the market or simply reacted to it. Your income reflects your activity and your relationships. The market is just the environment you're working in.Q: Does a shifting market mean business stops?No it means the type of business changes. A hot market rewards listing leverage and speed. A shifting market rewards negotiation skill and seller education. A slow market rewards relationship depth and database consistency. Great agents develop all three toolkits and know when to deploy each one.Q: What are the five attributes of agents who protect their income in any market?They protect their daily routine morning intention, market research, property views, handwritten notes, and relationship interactions. Your routine is your income insurance policy.They work their database with intention ABCD segmentation, a living warm list based on life events, and a consistent 36-interaction annual system using Homebot, Close, direct mail, and personal outreach.They remember their tactics and adapt their language seller pricing conversations, buyer consultation frameworks, creative financing options, and the magic questions: What's most important to you? What would make this work?They time block their week and win it on purpose structured days for prospecting, market research, path calls, and a weekly Sunday planning session. You can't win 45 of 52 weeks if you don't plan all 52.They stay relational and generous when others pull back checking in with no agenda, sending notes, sharing market updates, asking FORD questions, and staying visible when the market goes quiet.Q: What does "Complimentary, Not Free" mean here?Your time, expertise, and relationships all have real value. Showing up generously in a slow market isn't charity it's a long-term investment with a high return. The agents who go quiet lose the relationship. The agents who stay visible own the next market.Q: What's the one thing I should do this week?Pick one attribute from this episode. Protect your morning routine. Call five A's. Dust off your buyer consultation language. Write two notes a day. Do it this week, then do it again next week. That's how better happens one good decision repeated consistently.Q: How do I connect or share a topic idea?Reach out directly: fanning@windermere.comIf this episode resonated, please share it, leave a rating, and let us know what topics you'd like to go deeper on.Be awesome, help somebody, and make it a great day.

Ever feel stuck in your thoughts… and don't know how to pray?Here's a simple, practical method that actually works.In this teaching, John Ortberg walks through a powerful and practical way to pray your emotions using Psalm 57.Adapted from psychological insights and grounded in Scripture, this ABCD prayer method helps you move from anxiety and rumination to clarity, trust, and peace.You'll learn how to:- Identify what's actually triggering you- Name the beliefs driving your emotions- Understand why your feelings feel so strong- Reframe your thoughts with truth- Move into a place of steadiness and actionIf you've ever felt overwhelmed, stuck, or unsure how to talk to God honestly—this gives you a clear path forward.

Dr. Dennis Gross - board-certified dermatologist, melanoma researcher, and founder of Dr. Dennis Gross Skincare - joins Dr. Will Cole for a masterclass on everything your skin is trying to tell you. They cover the molecular mechanism behind UV-induced DNA damage and skin cancer, the ABCD mole-check method, why freckles signal past damage, and how to actually read an SPF label. Dr. Gross explains the difference between physical and chemical sunscreens, debunks the SPF layering myth, makes the case for two-step exfoliation, and breaks down LED light therapy - including why FDA clearance is the only marker that matters when buying a device. Plus: what's coming next in skincare, from epigenetic formulations to at-home devices. For all links mentioned in this episode, visit www.drwillcole.com/podcast.Please note that this episode may contain paid endorsements and advertisements for products and services. Individuals on the show may have a direct or indirect financial interest in products or services referred to in this episode.Sponsors:Find out more at apple.com/health. This message was brought to you by Apple and AT&T. Apple Watch is not a medical device and should not be used as a substitute for professional medical advice. Use code BEINGWELL at Monarch.com to get your first year of Monarch Core half off at just $50!Wake up with clearer skin, smoother hair, and cooler sleep. Use code WILLCOLE for an extra 30% off at blissy.com/WILLCOLE.Support your cells and how you age with Mitopure® Gummies from Timeline. Visit timeline.com/willcole to up to 39% off your Mitopure® Gummies. That's timeline.com/willcole!Produced by Dear Media.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In Episode 159 of An Evolving Man Podcast, I'm joined by Professor Helen Odell-Miller OBE, one of the UK's leading pioneers in music therapy.Helen has spent decades working with trauma, attachment, mental health and emotional healing through music. She also worked closely with the late Joy Schaverien, whose work on boarding school syndrome transformed the conversation around early separation and institutional trauma.In this episode we explore: What music therapy is and how it works  Why music can help where words cannot  Helen's own boarding school experience  Joy Schaverien's ABCD model  Hidden abandonment and dissociation  Why resilience is often misunderstood  How music can support connection, regulation and healing A thoughtful and powerful conversation.---Piers is an author and a men's transformational coach and therapist who works mainly with trauma, boarding school issues, addictions and relationship problems. He also runs online men's groups for ex-boarders, retreats and a podcast called An Evolving Man. He is also the author of How to Survive and Thrive in Challenging Times. To purchase Piers first book: https://www.amazon.co.uk/How-Survive-Thrive-Challenging-Times/dp/B088T5L251/ref=sr_1_1?dchild=1&keywords=piers+cross&qid=1609869608&sr=8-1 For more videos please visit: http://youtube.com/pierscross For FB: https://www.facebook.com/pierscrosspublic For Piers' website and a free training How To Find Peace In Everyday Life: https://www.piers-cross.com/community Many blessings, Piers Cross http://piers-cross.com/ 

John Carey, senior vice president of global channels at SAS Institute Recorded on site at SAS Innovate 2026 in Grapevine, Texas, this week’s In The Channel features John Carey, senior vice president of global channels at SAS Institute, in a conversation that covers the full arc of his four years building SAS’s channel program from the ground up. When Carey joined in 2022, SAS had a history with partners – advisory engagement, project delivery – but limited co-sell and no resell motion. His mandate was to change that. The conversation traces that journey: the introduction of a clear market segmentation (enterprise above the line, channel below the line), the decision to route transactions through partners while keeping end-user contracts with SAS intact, and the live project underway right now to migrate direct customers to indirect. A central theme is the distribution partnership with TD SYNNEX, which Carey frames as a leverage mechanism – moving from thousands of customers to hundreds of partners to one distributor – giving SAS the financial and operational flexibility it needs while giving partners financing terms, invoicing support, and credit options a software vendor is not built to provide. On the competitive landscape, Carey draws a sharp line between SAS and the AI tools crowding the market. Others turn up with an easy button and a black box. SAS turns up with a transparent box and a governance framework – and with SAS AI Navigator now tracking agent behaviour across the Viya platform, that framework is getting sharper. The episode closes with a candid look at the partner economics model – an inverted approach that makes it easy to start selling and lets services investment follow the book of business – and a direct invitation to Canadian solution providers with data, security, and infrastructure skills to get into the conversation now. Read Full Transcript Robert Dutt: Hello, and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. Still coming to you this week from Grapevine, Texas, from SAS Innovate 2026. If you caught our last episode with Ryan Macdonald, leader of SAS Canada, you heard the view from the Canadian perspective: the AI maturity story, OSFI E-21, and the mid-market channel opportunity. This time I’m going a level up. My guest today is John Carey, senior vice president of global channels at SAS Institute. John’s about four years into the role, and he came in with a specific mandate: to rethink what partnering looks like for a company with a long history of advisory and delivery through partners, but limited co-sell and essentially no resale motion. Four years later, the picture looks pretty different. There’s a clear market segmentation model, a distribution partnership with TD SYNNEX, an active project underway right now to migrate direct customers to indirect, and a 30% channel revenue target that’s already evolving into something even more ambitious. We talk about all of it: what he found when he arrived, how the direct-to-indirect transition is actually landing with customers, what the partner economics look like for a new SAS partner in 2026, how this week’s AI Navigator and agentic AI announcements change the channel opportunity, and what he thinks the SAS channel looks like in three years if things go well. Let’s get right into it. My chat with John Carey. John, thanks for taking the time. I appreciate it. John Carey: Appreciate it. Good to be here, Robert. Robert Dutt: You’re about four years into leading channels for SAS if memory serves and I’m able to do the math—both of which are somewhat suspect. Can you tell me a little bit about what you found when you got here and the quick version of the journey in building the channel from your point of view? John Carey: Got it. Well, first of all, you absolutely did get it right. It is, come June, four years since I joined SAS. Now, the first thing—I was brought in by the ELT, with an ELT remit to rethink partnering for SAS’s future. So we had a history of partnering. If you think about where SAS came from, a lot of advisory engagement, a lot of delivery through partners, but not necessarily a lot of co-sell and certainly no resell. So one of the remits coming in was to assess the business, understand what the opportunities were, and build a program that allows us to create a growing business that is driven by partners and owned by partners. And we get the acceleration and the leverage of the partner community that all software vendors are seeking and hope to take advantage of. When I came in, I would say we lacked maturity in our partnering in some areas. We were definitely mercurial in a way that wasn’t helpful. Partners didn’t have consistency, and we weren’t persistent in holding ourselves and our partners accountable. There was a lot of, “If only… it’s not me, it’s them.” So phase one: get to a single source of truth. So we introduced undisputed channel revenue. Let’s agree and measure together the value of the channel in our business. The other thing we did is we segmented, for the first time, our market. We had historically looked at our install base as a quadrant, an ABCD, thinking about propensity for growth and saturation. And we moved to the more traditional pyramid, but with a binary segmentation. So above the line: enterprise; below the line: channel. And that allowed us to prioritize routes to market. So in the enterprise, it’s very much a co-sell partner delivery model. GSIs are a very strong focus. Technology partners are a very strong focus up there. And then certain regional boutique consulting partners continue to be high value, particularly in our vertical industries—FSI, public sector, life sciences. Below the line, the story was: how do we give this business to the partners, give partners autonomy, and allow them to determine their own future? So that was really about taking business that was historically direct and making it indirect. Actually, this year, we have a whole project where we are moving our channel direct install base to indirect. So, communicating with the customer about why it’s good for them, communicating to the partner of what they need to do to be ready, and then putting that fuel into an engine that we’ve been building over the last few years with partners with strong SAS skills, but who were traditionally services partners and have had to build something of a resale muscle. We’re also starting to recruit some more traditional high-powered solution providers, as well as really focusing on managed service provider opportunities with partners who not only can sell the solution, but they host and operate the solution for the customer. And the nexus of this was finding ways to bring the enterprise value of SAS to the non-enterprise client base, and to do that through our local superpower, which is our partner community who understand those customers and their pain points in a way that we just don’t have the resources to do, and to make sure they’re empowered with the kind of tools and the right cost structure to be able to give that enterprise value at a non-enterprise price point. Robert Dutt: How has that direct-to-indirect transition gone? How does that land with customers? It’s got to be a bit of a communication challenge because you want to make sure you’re not positioning it as “we’re stepping away from you,” even if you’re introducing a partner into the mix. John Carey: Yeah. So this is what we’re going through right now. So first of all, there’s the angst as a vendor of saying, “I’m about to go to a customer and say our transactional relationship is going to change.” But really, our contractual relationship remains intact. The contract between the end user and the vendor stays in place. We are responsible for delivering on the value of the platform or the solution provided. What we’re doing is we’re rerouting the transaction through a partner, which means we can support more currencies. We can support different pricing conditions and payment terms that, as an enterprise, we’re just not able to entertain for anyone but the largest customers. And so our positioning is: it gives our customers far more flexibility and more intimate engagement than being part of a long tail of customers for a large enterprise that end up in this pool that you call “programmatic”—which we all use the words, but none of us like those words. And a way of avoiding that is to say, “This isn’t programmatic. This is channel-managed,” because this is where the partners are stepping in to make sure that that customer feels like the most important customer of that partner, rather than the not-most-important customer of a large vendor. Robert Dutt: Can you tell me a little bit more about the managed services motion and how you see that evolving, especially as SAS overall has become much more open in terms of the whole structure there—getting into MCP and acknowledging that a lot of times customers are going to be consuming SAS’s insights and abilities through the chatbots and other channels, for want of a better word? John Carey: Well, look, first of all, I’ve certainly lived through enough inflection points to recognize one as it comes along. And this is an inflection point where there’s opportunity and risk. When I think about the philosophy from the channel, certainly with channel customers, I want those customers hosted by partners. Why? Because a big part of their TCO challenge is just giving them access to software doesn’t mean they can afford the resources to operate and maximize return on that software. If they can be supported by a managed service provider, by a solution provider who’s hosting on their behalf, now they have access to actual educated, certified SAS resources who are dedicated to making sure they maximize the return on that investment. And so with that underpinning, you then think about the integration of the chatbots—the Anthropic’s, Copilot, Gemini integration. It’s pretty scary for mid-sized customers to be thinking about this. I mean, do most people know that if you put your data up on those things that it’s no longer privileged? Do most people know that there’s an element here which feels like social media, that we’ve since learned who’s being monetized here? This feels free, but actually I’m feeding this model all of my proprietary data to get a presumed efficiency which may or may not turn up, in the hope that it doesn’t hallucinate. Well, when I look at that and I think about SAS making data ready for the AI lifecycle, SAS having a governance infrastructure that allows us to identify bias, to make sure—now, as you heard announced yesterday, the AI Navigator that allows us to track these agents and ensure that we understand whether agents are behaving in a way that is copacetic with the intention of the business user. And if one fails or starts to behave in a way that is not aligned with the organization, you’re able to flag that. You’re able to communicate that to other connected agents so that you can source the problem and solve the problem. I think when we think of it in that way, this is a real opportunity for the channel to step in. These moments of “How do I bridge the technology into value?” is the perfect space for resellers, service providers, solution providers to step in, navigate that complexity for the customer, give the customer confidence with the technology choices that they’re making—that they are safe and secure with SAS. As I frame it, we’re a 50-year-old vendor who’s been in the most regulated industries. Others out there turn up with an easy button and a black box. We turn up with a transparent box and a governance framework that means we acknowledge nothing’s easy, but once you engage in this, you will survive audit. You will be able to understand where problems occurred and why, and you will be able to remediate. Robert Dutt: A few years ago, maybe about three, you guys signed on TD SYNNEX. I think that’s the first major global distribution partner for you guys. What was the hypothesis behind that move, and how has it worked out? John Carey: So the general hypothesis was—and again, I’ve been in the industry a long time. I think every year we hear the headline, “This is the year distribution is no longer relevant.” I actually did a column on that not too long ago. Robert Dutt: There you go. John Carey: And meanwhile, they continue to provide new and incremental value. One of the hypotheses was as we moved to indirect, there is obviously—from going from thousands of customers to hundreds of partners, going from hundreds of partners to one distributor allows us to get that leverage effect through quotes, transactions, credit. Something that provides a security to us as a vendor that allows us to lean in, but also provides structure and options at the partner level that they need, but are not a priority for us as a vendor. So TD SYNNEX offers financing terms. They will invoice on behalf of the partner. They will put together creative fiscal options that allow customers to stretch. They’ll even offer to assess credit based on the end user’s credit rather than the partner’s credit. Those are fantastic services that just, frankly, as a vendor, aren’t our core business. So what we’re able to do is to address more customers through more partners and do the thing that we’re really good at: solve their data and AI problems through Viya and our solution stack and bring value to those businesses. Robert Dutt: Given all that, a while ago the goal was set for 30%, I think, of revenues through channels. Where does that sit today? What’s the momentum looking like? And what do you see as sort of remaining obstacles along the way to that goal? John Carey: Yeah, so great progress. So if I think about segments—the channel segment, which is 100% indirect, is between 10% and 15% of our business. In the enterprise, there’s a lot of channel fulfillment and engagement. And so overall, we are very close to that 30% of the total business being with or through a partner. But we want to—the new goal is, as all goals change: I want to be 30% of the overall business with that channel segment. With that segment of customers that are exclusively partner, and therefore be a strong contributor into the enterprise accounts with partner co-sell, partner fulfillment, and partner delivery. So future’s bright. All goals, as they need to, change over time and the bar increases. And we are doing a great job of forcing that bar up every year so that we have to ask more of ourselves and our partners so that we make sure we focus on delivering value to our customers. Robert Dutt: Let’s talk about what it looks like to be a SAS partner today in terms of the economics and all that kind of good stuff. What does success look like economically for a partner today? And how is that story changing as the product portfolio and the goal shifts? John Carey: As you say, goals are made for changing. And especially in this industry, things change fast. So maybe a good way of thinking about this is: what’s the conversation with a new partner that we’re onboarding? And one of the things we’ve tried to do is to say, “Hey, look, we will have the packaging so that you can focus on sales readiness first and build a book of business with us.” So that’s where we leverage package service offerings from our SAS consulting organization that are resellable by partners. We are rationalizing our product portfolio for the SMB market to be far more prescriptive. We know what works, but we still have the full enterprise list of offers, and frankly, it doesn’t add value. It adds something of a confusing layer of options that aren’t really relevant for many of the use cases and customers that we and our partners specifically deal with. So phase one: build an annuity business on the resale model. As you become—and as it makes sense in your business—to invest in services headcount, then those package service offerings get replaced by your own services. And it is a services-rich business. The great thing about a data and AI platform is once you start answering questions and you’ve built that trust with the client, more and more questions occur. And models need to be refined; models need to be promoted. And as a partner, if you are doing this in a regular cadence, you are building a scenario where that customer trusts you as their trusted advisor and comes to you for those service elements. So the baseline is—and we pay more on New than we do on Renew. There’s an annuity business build out there that is driven by sales enablement and sales focus and strong investment in demand generation on our channel marketing center platform, where you can run co-branded campaigns and drive real top-of-the-funnel demand. We’ll work with you on getting that down into closed business, and we know how to do that very well. As it becomes reasonable for you to make investments in technical resources where you know you have a book of business, you can apply those resources too. That’s where we ask partners to lean in. And at that point, they are now attaching services, and that grows their—and we know that services are more profitable than the resale. So it’s table stakes: build a book of business that’s got an annuity associated, and then use that to catalyze investment in more profitable services over time, which is something of a sea change. When I came in, there was a lot of investment required before a partner was allowed to sell. And we’ve inverted that to say, “I want it to be easy for you to sell and we’ll support you.” And when you’ve got the right amount of business behind you, then it makes logical sense for you to invest. And that investment is the outsized return for you as a partner. Now, for our existing partners, it’s the inverse, right? They were already doing a lot of delivery. They know how to do the services. This now gives them a vehicle to attach those services to that’s more autonomous and less dependent on a SAS seller to pull them in after. And so with that, they’ve made great investments in sales functions within their organizations for product sale and attaching their own services straight out of the gate. Robert Dutt: Big announcement week this week with AI Navigator on governance, the new agentic AI capabilities across the board, the industry accelerators. From a channel strategy standpoint, do these announcements change who you’re looking for in terms of partners, or is it an opportunity to do more and different things with the base? John Carey: I think the honest answer is both. If I think about our GSIs, the accelerators, the models, the agentic capabilities are incredibly attractive to our global systems integrator partners. And it gives them a reason to lean in even more with us around account telemetry, account planning, and moving out of that advisory engagement into delivery engagement with them. And we are now a very modern platform that has been very considerate of where our customers are. We’re a company who reflects the personality of our founder. I think of that Teddy Roosevelt quote: “Walk quietly, but carry a big stick.” Well, we walk quietly, but with our platform and our solutions, that’s a very big stick. It makes a lot of noise. And I think what you saw at this Innovate was kind of something we’ve known for a while, but now the market is starting to recognize is that there’s a lot of significant growth value there for existing customers as they move to Viya and the Viya solutions with the agentic AI integrations, with the accelerators. So that’s happening, I think, on the other side. We are now at a point of inflection where enterprise capabilities are expected at non-enterprise accounts. And how we execute on that is through partners and through prescription and optimization, so that when we engage, we give those customers a very clear message of what they can do and what they can achieve and what it’s going to cost them. And that is all within their budgetary expectation, and we execute on that relentlessly and consistently with our partners. Robert Dutt: When I chatted with Ryan Macdonald, who heads up the Canadian operations, a bit earlier, he talked about—especially in competitive situations—what he called a “hidden SAS situation,” where organizations will find that they’re running business-critical decisions on stuff, on SAS, that they’ve almost forgotten about. It just kind of sits there, it just works. And the conversation becomes about: how do you upgrade and grow from that foundation? How do you find that conversation showing up in the partner community? And if it is, in fact, a partner conversation, how are you equipping partners to realize that opportunity? John Carey: Yeah, so I think that’s very much a conversation with our established enterprise industry accounts. And so how I think that shows up is our conversations with our global systems integrator partners. They’ve made investments in assessment tools and accelerators and migration pathways that help a customer understand how they are currently using their SAS estate and what critical functions are being run on that estate, so they can help a customer understand the actual relevance. It’s like, I live in Florida, right? I only notice the air conditioning when it doesn’t work. But you don’t switch off the air conditioning unless you’ve got an alternative ready to go. And their job is to make sure customers, when making strategic decisions, understand the impact of decisions they may make. And that, I think, creates an opportunity for how we’re talking about: “We’re going to actually upgrade you so that you have better climate control, right? You have new options. It can be more cost-effective as it scales and it can meet more of your needs. And you don’t lose the critical foundation that you’ve been building your business on.” I think there’s some of that recognition that we’re a relatively humble organization, but I’m starting to hear more of our customers acknowledge, more of our partners talk about, “Hey, let’s not shy away from the fact you’re running your business on SAS.” This is critical functionality. We hear billions being managed. When we think about our price book, we talk about billions of assets under management. I mean, that’s the order of magnitude of what we’re managing from a risk or a fraud perspective. And we want to make sure that we can meet customers where they are and make sure they make decisions that are good and solid for their business. Robert Dutt: Another one that came up with Ryan was the idea of increasingly seeing GSI plus niche specialist partner and kind of the ecosystem play. I’m curious if that’s a deliberate strategy. Is it something you’ve observing and adopting to? John Carey: For me, I think it’s always been there. I think GSIs have always really effectively subcontracted in specific expertise and niche value as needed when doing delivery. I think what’s happening now, again, with disruptive inflection points—what I believe we see happening is things that were already happening become very visible. So I think what we’re seeing right now is, rather than that being a subcontract relationship, it’s a more explicit contract with GSI, contract with boutique partner with very specialized expertise. And it’ll settle over time, and it may even go back to more of a subcontract model. But I think that’s great. We’re all acknowledging that there is value in industry expertise, and even within industry expertise, there is real value in some very niche expertise that requires that level of investment. And you should be paying to make sure you get the right value resource working on your project. Robert Dutt: If I’m a Canadian reseller or a system integrator who hasn’t worked with SAS to date listening to this and thinking, “All right, they have an interesting story, they’re in an interesting place.” What’s the right profile for a partner for you right now? What are you looking for? What do you actually need more of in the market? John Carey: I would say I’m looking for solution providers. So I’m looking for partners who can address mid-market organizations’ needs across data and AI. With a strong relationship with TD SYNNEX, great credit, skills in infrastructure, security, data, who are looking to an adjacent expansion where bringing in SAS as a way to modernize that data for the AI lifecycle and turn that data now into insight and from insight into workflow integrated with agentic capabilities. If that’s your bag, don’t just knock on the door, knock our door down. We want to talk to you. Robert Dutt: Fair enough. Final question: what does the SAS channel look like in three years if things go well and there aren’t additional changes along the way? What would you point to and say, “That’s the thing we’re building towards”? John Carey: I think the service provider in the mid-market and below will become a far more dominant motion. I think in the enterprise, we’ll see even more integration of partners from a fulfillment perspective as customers start to push vendors to engage with them through the advisors who have guided them through this transformative period. And I think as a vendor, you just have to acknowledge that the customer is going to tell you who they want to buy from. The customer is going to tell you who they want to work with. And as a vendor, what you want to say is, “Well, if they have the skills, we should lean in. If they don’t have the skills, we should be really honest about the fact that we think you could be better served by a partner that looks with this profile and skills, and here are some we would recommend.” But again, the customer is ultimately going to make the trade-offs. But I would say managed service providers are increasing, and partners building their own value on top of the Viya platform in industries where we have yet to unlock use cases are becoming more and more the norm. Robert Dutt: Especially since so much of the audience is in that MSP space, I think that’s going to be one that hits home. Well, John, I appreciate you taking the time on what I’m sure has been a very busy week. John Carey: I appreciate it, Robert. Thank you for the time. Robert Dutt: There you have it—John Carey from SAS Institute. I’d like to thank John for his time and thank you for listening. Few things I’m taking away from this one. First, the framing I kept coming back to is the transparent box versus the black box. Others turn up with the easy button and a black box. SAS turns up and says nothing is easy, but when you engage with us, you’ll understand where problems occurred and why, and you’ll be able to remediate. In an environment where AI governance is moving from a theoretical concern to an operational requirement, that’s a differentiated position and for channel partners, it means the conversation is not just about selling software. It’s about being the guide that helps the customer make confident technology choices. Second, the direct-to-indirect migration is live right now. The contract between the end user and SAS doesn’t change. What changes is the transaction route, and the pitch to customers is that instead of being part of a long tail at a large enterprise, you become the most important customer of a partner who’s dedicated to your success. It’s a strong repositioning and the kind of opening that partners who have not been in the SAS conversation before should be paying attention to. Third, John was pretty clear about where the next three years go. Managed service providers building up their own value on top of the Viya platform in industries where use cases are still being unlocked. If you’re an MSP with deep vertical expertise and data, security, or infrastructure skills, this episode makes the case for why you should be knocking on SAS’s door. We’ll be back on Monday with more from SAS Innovate as we hear the practitioner side of the story: my conversation with Nat D’Ercole from Deloitte Canada on what AI transformation actually looks like from inside a major Canadian enterprise engagement. If you found this one useful, follow or subscribe to the ChannelBuzz.ca podcast. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. Ratings and reviews are greatly appreciated, especially when they have five stars. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

In this episode of Mental Health Goes to School, hosts Candida Fink and Jo-Ann Berry dive into the complex and often misunderstood relationship between children's screen time and their mental health. They explore a recent longitudinal study and discuss why the focus is shifting from total hours spent online to the nature of "addictive use." The conversation covers the developmental vulnerabilities of the adolescent brain, the impact of sleep disruption on learning, and the importance of teaching digital literacy.SummaryThe episode centers on a New York Times article discussing a study of children aged 10 to 14, which suggests that "addictive use"—the inability to stop using a device—is a more significant risk factor for mental health issues than total screen time alone. Candida and Jo-Ann break down the biological and social reasons why teenagers are particularly susceptible to the "hooks" of social media and gaming algorithms. They also explore the ripple effects of screen-related sleep deprivation on classroom performance and emotional regulation.Key Takeaways & Practical TipsAddiction Over Duration: It's not just about how many hours kids spend on screens; it's about their ability to disengage. Look for signs of "addictive use," such as irritability when forced to put the phone away or choosing screens over essential activities like sleep.The Developing Brain: Adolescents have a highly active "go" system (impulse/reward) but an under-developed "stop" system (frontal lobe). This makes them biologically more vulnerable to addictive algorithms.Prioritize Sleep: Screen use often leads to sleep deprivation, which significantly impairs a student's ability to learn new content and regulate anxiety. A tired brain has a much harder time accessing newly learned emotional coping skills.Digital Literacy: Help children understand that their "attention is the commodity." Teaching them how algorithms work can help them become more conscious users rather than passive products of the platform.Wait Until 8th: The hosts discuss the benefits of delaying social media access until at least age 13 or 14 to allow for more brain maturation and the development of in-person social skills.Resources MentionedNew York Times Article: "Real Risk to Youth Mental Health Is Addictive Use, Not Screen Time Alone, Study Finds.” by Ellen BarryWait Until 8th: A movement encouraging parents to delay giving children smartphones until 8th grade.AAP (American Academy of Pediatrics) Screentime Guidance and referencesConnect With UsWe want to hear your thoughts! Have you noticed a difference between "screen time" and "addictive use" in your home or classroom?Website: Mental Health Goes to SchoolSocial Media: Follow us and join the conversation on YouTube and Instagram.Feedback: If you love the show, please leave us a review or an emoji on your favorite podcast platform! If you have concerns, email us directly through our website so we can chat.Episode Timeline00:00 – Saturday morning greetings and the "non-gardening" garden (grapevines and concrete).04:30 – Diving into the New York Times article: Screen time vs. addictive use.06:15 – Understanding the ABCD study: Tracking kids from age 10 to 14.08:45 – The biological "hook": Why the adolescent brain struggles to resist addictive content.12:20 – Social feedback loops and the "Confirmation Bias" of Instagram and TikTok.15:00 – The Sleep Connection: How screen-induced exhaustion affects the classroom and anxiety.18:30 – Content matters: Gaming vs. Social Media vs. Video.22:00 – Policy and Regulation: Cell phone bans in schools and the Australian age-limit model.25:40 – The Myth of Multitasking: Why a phone on the desk is a distraction even when it's off.28:15 – AI in the Office: The pitfalls of AI medical scribes and "hallucinated" diagnoses.33:50 – Final thoughts and how to support the podcast.If you enjoy our content, please like and follow - and review if you can!

The Windermere Coaching Minute | Host: Michael Fanning, SVP & Co-Owner, Windermere CoachingThere's a difference between an agent with a system and an agent who hunts. One generates momentum. One starts over every morning. In this episode, Michael Fanning gives you 10 honest questions to assess where your real estate business actually stands and then walks you through the database framework that closes the gap.THE 10 SELF-ASSESSMENT QUESTIONSScore yourself 1–10 on each one:Is your database organized into ABCD categories and can you name the count in each tier?Does each segment have a written communication cadence or do you reach out when you feel like it?Are you executing the Windermere Non-Negotiables consistently or just the comfortable ones?Do you know when someone in your database has a life event and do you respond with intention?Can you clearly describe the specific value you deliver to each tier between transactions?Do you have a documented post-closing follow-up system?What percentage of your last 10 transactions came from your database?Is every conversation, commitment, and follow-up tracked in your CRM?Is your outreach driven by your calendar or your pipeline pressure?Does your weekly activity reflect the habits of a relationship-based agent?THE WINDERMERE NON-NEGOTIABLESThe nine professional commitments every agent should be executing: an evening and morning routine, time blocking, two handwritten notes a day five days a week, two property reviews a week, five "I was thinking about you" texts per week, your monthly auto flow, a key follow-up system, a strong buyer and seller system, and setting boundaries with clients so you can have a life.THE DATABASE FRAMEWORKA. Advocates: Raving fans. Personal touch every 30 days. Annual property review. Life event acknowledgment.B. Believers: Know you, trust you. Personal touch every 30 days. Your future A's.C. Connected: Thinner connection. Value content ongoing. Personal check-in quarterly.D. Developing: New contacts. Light, consistent, value-forward presence. No ask yet.THE THREE ACTIVE LISTSLayered on top of ABCD, these tell you what's happening in people's lives right now:Hot List Direct, near-term real estate intention. Weekly/bi-weekly contact.Warm List Life events present that historically lead to real estate activity. Show up as a whole person before any transaction conversation.Active List Intentional relationship-building sprints with a specific engagement plan in your CRM.The Warm List is where most agents leave the biggest opportunity on the table. Growing family. Empty nest. Job change. Divorce. Financial milestone. These people don't need a real estate conversation yet they need you.THE COACHING CHALLENGETake the 10 questions. Score yourself honestly. Then open your database and ask: Is every contact in an ABCD category? Do I have a written communication commitment for each tier? And who in my database has a life event happening right now that I haven't acknowledged?Hunters work hard every day to find the next one. Relationship agents work with purpose and the next one finds them.Connect with Windermere Coaching at windermerecoaching.com"Complimentary, Not Free"

Why do so many studies – and headlines – focus on what goes wrong in childhood, when some young people go through adversity and still find ways to thrive?In this episode of Mind the Kids, 'Protecting Mental Health, the Power of Positive', Dr. Jamie Hanson talks to hosts Dr. Jane Gilmour and Prof Umar Toseeb, about how early life adversity, positive affect, and internalizing difficulties like anxiety and depression are connected over time, using data from the large ABCD cohort in the United States. They unpack what counts as “early life adversity” beyond classic ACEs, what psychologists really mean by positive affect (and why it is not just the absence of negative mood), and how different trajectories of positivity across middle childhood may help explain which young people are most at risk – and who might be buffered.​The conversation moves from theory to practice: why optimism and joy are trainable, how strength‑based programmes and everyday passions (sport, music, clubs, “the best apple I've ever had”) can support resilience, and what this all means for schools, policymakers, and anyone trying to help children grow after difficult early experiences.You can read the main JCPP paper discussed in this episode, “Positive affect as a developmental mediator of early adversity and internalizing psychopathology" at https://doi.org/10.1111/jcpp.70104Get a free CPD/CME certificate for listening to this podcast by registering for a FREE ACAMH Learn account at https://www.acamhlearn.org Visit https://www.acamh.org Facebook and LinkedIn search / ACAMHInstagram https://www.instagram.com/assoc.camh Bluesky https://bsky.app/profile/acamh.bsky.social X https://x.com/acamh

The invisible forces shaping what you eat, why they stay hidden, and what it actually takes to change them.Sue Pritchard is CEO of the Food, Farming and Countryside Commission (FFCC) and a farmer just down the road from us in Monmouthshire. In this episode she lays out exactly how the modern food system works, who benefits, who pays the price, and why the polite assumption that "people just want cheap food" is one of the most damaging myths in British public life.We go into the ABCD commodity giants most people have never heard of, the three forces reshaping our plates (commodified, consolidated, financialised), the citizens' assemblies that proved the political class has been misreading the public for decades, and why Sue thinks it might finally be time to bring back the word shame.This was one of those conversations where a missing piece of the puzzle dropped into place. Not cheery in places, but clarifying and energising.In this episode:What we actually mean by "the food system" and why the definition mattersThe ABCD companies: the four private firms (plus one Chinese state company) that control over 80% of global commodity tradeWhy Cargill's profits jumped 27% while the rest of us absorbed food price spikesCommodified, consolidated, financialised: the three words that explain how we got hereWho's really losing: farmers on below real-living-wage incomes, citizens paying twice (at the till and through their taxes), and our public healthThe assumptions keeping the system stuck: "people only want cheap food", "nobody wants a nanny state", "this is a middle-class concern"What happened when FFCC actually asked people what they want from food (spoiler: the response rate was five times the norm)The role of anger, and why Rowan Williams called it the "appropriate emotional response"Rutger Bregman, shame, and whether it is time to make certain jobs socially unacceptable againFinding your lane: why we do not all have to do everything everywhere all at onceThe "What Works Here?" inquiries and the stories of hope already on the groundApproximate timestamps:00:00 - Welcome & Introduction05:00 - Farm Start with Rachel Hammond (starts next month, places still available)06:00 - Community Day, 16 May, plus the screening of the People's Emergency Briefing08:20 - Introducing Sue Pritchard09:30 - What the FFCC is and why it was set up after Brexit12:30 - What we actually mean by "the food system"18:30 - The winners: ABCD companies, Cargill, the Amazon, and chicken sheds in the Wye Valley24:00 - The losers: farmers, citizens, public health26:20 - The assumptions that keep the system stuck28:45 - Sue "spits the dummy" and launches the citizens' assemblies36:30 - Anger, Rowan Williams, and what to do with it42:45 - Bregman, shame, and raising the social cost of harm44:30 - Working inside the system: the conversations that actually move people49:20 - Where hope already lives: the "What Works Here?" inquiries54:30 - Tom and Chloe unpack it: invisible winners, shame, food security, and the search for brave leadershipSue's best lines"Perhaps anger is the appropriate emotional response to the degree of injustice that we are finally seeing.""How do we tell the stories of the future that is already coming to life all around us? It's just not evenly distributed and it's not visible enough.""Don't do bad things and don't be a dick. Those would be my missions for government."Links and resources mentioned in this episodeSue Pritchard and FFCCFood, Farming and Countryside Commission: https://ffcc.co.ukThe Food Conversation: https://thefoodconversation.ukFFCC's overview of The Food Conversation and Citizen Mandate: https://ffcc.co.uk/so-what-do-we-really-want-from-foodPeople and works referencedHenry Dimbleby's National Food Strategy: https://www.nationalfoodstrategy.orgRutger Bregman's 2025 BBC Reith Lectures, Moral Revolution: https://www.bbc.co.uk/programmes/b00729d9Rutger Bregman, Moral Ambition: https://www.moralambition.orgNate Hagens, The Great Simplification: https://www.thegreatsimplification.comHodmedod's (Josiah Meldrum): https://hodmedods.co.ukRowan Williams, former Archbishop of Canterbury and former Bishop of MonmouthThings growing at the Grange right nowThe Grange Project: https://grangeproject.co.ukWilder Podcast (Episode 52 is the full Grange update): https://grangeproject.co.uk/podcast/three-years-in-the-honest-truth-about-rewilding-80-acresEvents, including Community Day on 16 May with the People's Emergency Briefing screening: https://grangeproject.co.uk/eventsFarm Start with Rachel Hammond and other courses: https://grangeproject.co.uk/events/farmstart-a-six-day-hands-on-course-for-people-ready-to-earn-from-growing-food-with-rachel-hammondWales Seed Hub (Hwb Hadau Cymru): https://www.seedhub.walesReal Seeds: https://realseeds.co.ukThe National Emergency Briefing / People's Emergency BriefingNational Emergency Briefing: https://www.nebriefing.orgFind a local screening: https://www.nebriefing.org/screening-mapIf this episode moved youThe one thing that genuinely helps us is a rating and review wherever you listen. It nudges the podcast up the rankings and puts it in front of people who might benefit from it too.If you want to come and experience any of this in person, the Community Day on 16 May is the easiest way in. Walk the land, get your hands in the soil, share food, watch the People's Emergency Briefing with people who are paying attention. All links above.Until the next one.Tom and Chloe

Papa (Bos) Stef Bos 3'08 Van de cd Is dit nu later HKM 655.314-2 Geen kind meer (Boerstoel/Busstra) Karin Bloemen 3'58 Van cd-single VCD 6639131 Wat van mij ben ik (van Merwijk Jeroen van Merwijk 2'20 van de cd Van Merwijk legt het nog één keer uit Eigen beheer Alles wat ik heb (Van Rooyen/Van Veen) Herman van Veen 2'02 Van de cd Goed voor een glimlach Harlekijn 847 0190-2 Schoon schip (Lins/Martins/Sinninghe Damsté) Cantorias 4'00 Van de cd Hoe liefde danst WVM2025040 De lift (Elsink) Henk Elsink 9'00 Van de cd We blijven lachen 2 QS 900.003-2 Walsje van toen (B. Vervoorn) Gerard Cox 2'58 van de cd Andere noten ABCD 30148-2 Voor de dag van morgen (Andreus/Ter Heege) Ineke ter Heege 1'20 Van de cd Theatergroep de Kern: Kom vanavond met verhalen Eigen beheer Stemband (Van Ede/Van der Steen) Bies van Ede 3'28 Eigen opname Mijn kleine filosofie (De Corte) Jules de Corte 3'04 Eigen opname Apollo 10 1/2 (Boddé) Mike Boddé 1'02 Van de cd Het ultieme terugblik Klïck 700.002-2 Astronautenleed (Rowold/Halsema) Ben Rowold, Frans Halsema, Eric Herfst 6'31 Van de LP Lurelei: O.K. en W. Philips 600 395 PR

Most people gamble on love. We make big promises on small information, then wonder why chemistry fizzles into conflict. Today we pull the curtain back with Anil Gupta—TEDx speaker, triple best-selling author, and the “Love Doctor”—to share a clear framework for happiness and a practical method to choose partners who are truly safe for your heart.We start with G³, a simple formula that compounds well-being. From there, we connect happiness to attraction: when your inner state shifts, so does the quality of people you draw in.Then we dismantle the guesswork in dating. Anil introduces ABCD.The heart of the conversation is forgiveness. Letting go of resentment toward parents, exes, and yourself clears the residue that distorts attraction and reactions. Love stops being a slot machine and becomes a craft you can learn.If this conversation moves you, share it with a friend who needs clarity in love, hit follow, and leave a review with the one question you'll ask on your next date. Your story might help someone else find the courage to choose better.Send us Fan MailSupport the showThanks for listening!Check out this site for everthing to know about women's pleasure including video tutorials and great suggestions for bedroom time!!https://for-goodness-sake-omgyes.sjv.io/c/5059274/1463336/17315Take the happiness quiz from Oprah and Arthur Brooks here: https://arthurbrooks.com/buildNEW: Subscribe monthly: https://www.buzzsprout.com/1805181/support Email  questions/comments/feeback to tamara@straightfromthesourcesmouth.co Website: https://straightfromthesourcesmouthpod.net/Instagram: @fromthesourcesmouth_franktalkTwitter: @tamarapodcastYouTube and IG: Tamara_Schoon_comicWant to be a guest on Straight from the Source's Mouth: Frank Talk about Sex and Dating? Send Tamara Schoon a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/17508659438808322af9d2077

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If you know, you KNOW! Collin Charles is one of the most famous players to ever come out of the Toronto area, and for good reason! Collin and his high school teammate Jamaal Magloire broke down the doors in good fashion for Canadians, and carved out great paths for themselves Growing up in the Regent Park area with his Grandma, Collin loved hockey as a young person but quickly realized the cost that came with the sport, and decided to make a shift. He started hooping and couldn't wait to get to Eastern Commerce and put his talents on display.  During those high school years it was a trip down to ABCD camp where it all changed for Collin. Even though he didn't think he played well the interest started to come in and after some other trips in the states he gained the attention he so deserved! St. John's was the choice and man did he get to play on some squads with some teammates. Felipe Lopez, Ron Artest, Zendon Hamilton, Erick Barkley and so many more.  Collin is now an educator back in Toronto and involved in coaching with his Toronto Gauchos and Little Hoopers programs. A story that can't be missed, make sure you tap in! Collin Charles - Guest https://tmubold.ca/sports/mens-basketball/roster/coaches/collin-charles/13   Aaron Mitchell - Host Instagram: https://www.instagram.com/a_a_mitch/ Instagram: https://www.instagram.com/ahoopsjourney/

Jarrod Elwell: MI ↝ ABCD ↝ AI ↝ CI = How Community Change Happens Along the Lines of Relationships at the Speed of HopeJarrod Elwell is the Community Development regional manager for the Federal Reserve Bank of Richmond, serving Virginia and Washington D.C.Strengths: Fairness, Love of Learning, Kindness, Spirituality, HopeRecord: March 31, 2026

Is your video strategy just... winging it? Most businesses that struggle with video don't have a talent problem. They have a structure problem. In this episode of Get Digital Marketing Results, we walk through the one framework that makes every video work, whether you're a roofer, an accountant, or an insurance agent. Google's ABCD framework gives you four things to nail every time: Attention, Branding, Connection, and Direction. We also cover two other simple structures (Hook-Story-Offer and PAS) that keep you from staring at the camera wondering what to say. In this episode, you'll learn: ✅ Why the first three seconds make or break your video  ✅ The audio mistake that loses viewers faster than bad lighting  ✅ How to make your branding clear without plastering logos everywhere  ✅ Why one call to action beats five every time  ✅ Two plug-and-play video structures for local businesses  ✅ How long your videos should actually be (hint: it's the wrong question) Resources & Links: Episode page: www.delosinc.com/episode440 Website: www.delosinc.com Subscribe so you don't miss the next episode!

Kiera joins Dr. Paul Etchison on the Dental Practice Heroes podcast to talk about the infamous front desk and how to finally figure out what levers should be pulled and which should be pushed to get the department in ship-shape. The best part about this episode is that Kiera and Dr. Etchison make the steps to success easy to understand and implement. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera. And today we are sharing a guest interview I did on another podcast. And it was too valuable not to bring you guys here.   this episode, you're gonna hear this host lead the conversation and then I'll wrap us up at the end. I cannot wait. It was truly one of my most incredible episodes and I truly hope you enjoy.   speaker-0 (00:19) Kiera, so glad to have you back on the podcast. It's always a joy having you on here. And I'll tell the listeners, I've worked personally with Kiera a number of occasions, someone I very much trust, someone I respect entirely in the industry and just knows her stuff and always a great guest to have you on. And today we're going to be talking about, you know, front desk stuff where   I work with a lot of clients. Do you work with a lot of clients? I don't know if you share the same regard. I would love to hear your opinion on this, but I would say most of the clients that I work with, the front desk tends to be their most chaotic and unorganized department. I mean, do you feel that you share the same sentiment?   speaker-1 (00:59) Yeah, Paul super excited to be on the podcast with you. Always enjoy a good chat and I mean, think proof's in the pudding. Do you remember the number one reason you called me to work with you the first time? Oh yeah, I was front office.   speaker-0 (01:12) I think it was the second time and the third time.   speaker-1 (01:14) It really all those times were and the answer is yes and this is why I created Dental A Team is because like Working in the dental college and seeing so many dental students like you guys learn how to Drop your box on an MO and like how do I have a perfect crown prep? You don't learn how do I do the billing and how do I do the insurance and how do I schedule patients like you learn how to have patient etiquette and great dentistry and so that's why I created Dental A Team like it's dentists and teams like hey dentist let's get you to rock your space and then let's work on the team side because   because even myself as a team member, there was no learning. It was like, just do it. And I'm like, well, what do I just do? And so I think the front office just feels so elusive. It feels so scary. And like, Paul, you're in someone's mouth. You're not like, ⁓ how do I do an insurance claim? And so I think there's so many nuances, but also for dentists, the front office is the gatekeeper of your money. Like they're the ones who schedule for you. They're the ones who present your cases for you. They're the ones who collect the money for you. They're the ones who bill for you. So so much of your financial freedom and like,   your paycheck is also directed by a department you don't even understand. So I think that that's why there's so much just like, it's not conflict, it's just almost like unknown and it feels daunting. And so you don't even know what levers to push or pull because you don't even understand how the how the engine works. It'd be like, hey, Kiera, my car is making a sound and I'm like, good, I don't know what to do. Like, that's not even my realm. And I think that that's how a lot of dentists feel about the front office. So, yeah, that's why that's why I exist and why I love to   be on the podcast and share because it doesn't need to feel daunting or scary, nor do you need to do it all. I think just being aware and knowing what things to look for, what things you can expect and having a hopefully a trusted voice in the industry where like, hey, I'm here, no judgment. Like just ask all the questions and let's help you guys get your team up to par. And also for team members, cause they, lot of times don't even know what they should do either.   speaker-0 (03:05) Yeah, absolutely. They're just thrown in there and said, here, figure it out. Do it. Just answer the phone and do all this fun stuff. I mean, like, I think what struggles for dentists as practice owners is we just don't understand, like you mentioned. We don't understand, like, how to send a claim, how to look at an insurance breakdown. But whereas every other element of the practice, we have a deeper understanding on it. Do you think, I mean, I'm sure it would be beneficial, but is it necessary for a dentist to learn everything about claim submission and all these things?   front desk related? Or can we get by with some more higher level organizations such as you provide?   speaker-1 (03:41) I think, Paul, it depends on who you are. think Paul Etchison, I would say you probably can get by with some high level. You got it, you got it figured out, you can sift through. For some other doctors, they want to at least know. But I would say it's a blanket statement across the board. I think at least having a slight awareness, go up to the front office and just sit there and be like, hey, walk me through how you submit a claim. ⁓ I think you even knowing some of the jargon, the language of   what's going on up there. Like, can I see an EOB? ⁓ That's like, and I think it's kind of like, go back Paul, being a business owner, I equate front office to like a PNL and CPA and bookkeeping. We have all learned how to run a business without being a CPA or a bookkeeper, but it's because we're in the language of the PNL. And I think, how can you get into the language of the front office? You know yourself, but.   I think abdication and just like delegation, like hands off is probably a dangerous space to be, think for any business owner. Like I don't want to be in sales, but if I don't understand the sales process, that's not going to work. Marketing, like, okay, great. But I need to at least understand the nuances of it. And I think that's the same for front office. So I would say as a simple blip, why not just go up and listen to how your front office schedules? Why not go up and just see how they submit claims or verify insurance?   And then, yes, I would talk to and listen to podcasts by the Dental A Team or other trusted individuals in the field. ⁓ We have online courses that we've created for all of these. Not so dentists learn it, but just to like, what's kind of my, I don't know, like front office for dummies, like go back to those books that they had, like, what's my quick overview to where I'm not going to get screwed over, I'm not going to get embezzled from, I'm going to know what to expect of my team. And I'm even happy to share even simple job descriptions of what those roles   can and should be doing. I think even that knowledge alone helps doctors just feel more confident and competent of like, ⁓ my office manager should be acting like a COO. My billers should be acting like a CFO or an accountant. Like they should at least know this and be able to bring things in. And my over 90 should be know more than 5 % of my collections. Like knowing just those little pieces, I think ⁓ that's just going to give people more confidence. But again,   equated to how you work with your CPA and your bookkeeper. You didn't know that, but you were immersed in the language of it. And I think the more you can just look, know, learn without doing. And I'm talking like this is like a week or a month. Like it's not like years and years. Like you could just quickly get affiliated with it. But I think audits and spot audits once a quarter would really be beneficial. And if you're a hands-on person like myself, literally have your front office have you like submit one claim and submit and   put in one payment onto the software, ⁓ do one insurance verification, do one scheduling. It might feel weird, but just like you have your front office come back and watch a crown so they can explain it in a treatment plan, just doing it one time also gives you a lot of familiarity that I think you can catch a lot of things just because you almost know what does A plus B equals C, how does that equation actually work.   speaker-0 (06:54) Yeah, and I love that CPA analogy because that makes a lot of sense. Like we don't get deep into the bookkeeping and deep into the profit and loss, but we do know enough that we can use it. You know, and I see with like the front office is that a lot of dental practice owners, just don't see the value and they just don't see like why to provide the training out there. And it's such a large part of the practice. I mean, just like, like if you could like pick just a few, what are some downstream things that happen that us as owners see that is more visual to us?   evidence of lack of training upfront.   speaker-1 (07:27) Yeah. ⁓   Paul, I don't disagree and I think it's something crazy because it's like hygiene is so important and so we like focus a lot on hygiene and make sure it's there. But your front office is the, I call it like the bookends of the practice. They're the initial ⁓ information for the practice and the first impression and then they're also the last impression. And I can't tell you how many doctors I'm like, Paul, you're amazing, but your front office is actually destroying your business and you don't even know it. So things that you might not catch or see are sometimes like your front office with billing, like look at your review.   because if your billing is having problems, it will pop up in reviews and they'll say like, they charged me wrong or they didn't quote me right. Like that's gonna do some red flag alerts for you just to be able to quickly see. Usually the billing issues downstream are gonna show up in the reviews and patients leaving the practice that you might not even know about. ⁓ Other things that I think you can catch are like, if you have any type of recording of phone calls or have a family member that you trust, just be a random new patient with air quotes on it.   and give feedback of how they were treated on the phone. I think that's a really good way to find out because if your front office puts them on hold or they don't have like genuine care and customer service centric, patients are going to leave that you don't even get the opportunity and you're spending all this money on marketing. But then our front office is like, could you please hold? And it's like, great, super happy to be put on hold or I can't get you scheduled in or even like, I think sometimes dentists, you.   Kind of like myself, when I go into a practice, I'm like a creepy little hangout behind the scenes. Like, doctors, if you have a little bit of downtime, just go like hang on the wall and listen to how your front office team is answering the phones, how they're presenting treatment plans. You probably like, areas that I see a lot of opportunities that are missed are, how are we converting our phone calls and getting patients on the schedule? How are we scheduling? Like, are my patients saying, I cringe when I go in. I cringe when I hear phone calls.   I cringe when I hear another scheduling. I cringe when we're presenting treatment. If a patient's like, I'll just wait. They're like, OK. I'm like, OK. No, like, we should go past this two times. There's ways to do it. Or if a patient calls about a balance and they're like, it's OK. We'll just write it off. And I'm like, we're writing that off? ⁓ You can look at audit trails to see what is being written off on your accounts in billing. ⁓ You also can look at your AR. You could quickly just run the AR report. You don't even have to know.   A good benchmark is less than 1 % of your collection, or like one month's worth of collections should be all that's in your AR. So if you're producing 100 grand, we should have no more than 100 grand in total AR. So those are just some downstream of, think, like really making sure our schedule's full and we're treating patients amazing so they're not leaving before we even get that opportunity. Are cases being closed? And like we've got great verbiage to close cases.   And then honestly, like there was a practice and I walked in and there was a huge stack of checks and I was like, what are these doing? They're like, I just don't have time to enter those. And I'm like, well, we don't have time to like pay you either. So get those checks in like really truly. I'm not trying to be a jerk, but like you've got to get these in. ⁓ And then looking at the claims and how much AR sitting in there just to see, and then doing a quick audit trail to see I had a practice. had about, gosh, about a million dollars worth of AR.   And I was like, is high. And they're like, yeah. Like if we can't get in touch with the patient, we just write it off. And I was like, I'm sorry, what? Like you just write? They're like, yeah, we try. But like, if they don't answer, we just write it off. And I was like, so that's like not allowed. And we need to have the doctor approve those. So I think some of those little pieces, and those can be set up with audit trails or permissions within the software. And I think even just some of those safeguards can really help a practice.   Like these are, think, a lot of red hot fires that could be worse than you realize. Dr. Paul, you could be doing amazing dentistry, but if your front office team is not great on the phone, not great with case acceptance, not great with billing, you might accidentally be losing a lot of, like there's just a lot of open holes and you're trying to put in more by diagnosing more and doing more dentistry at the top. But our buckets got quite a few little leaky holes that even if we put like patched a couple, you'd see your practice grow a lot more with minimal effort.   speaker-0 (11:47) Yeah, I always like to think of the idea that if we've got like a $1 million practice and typically we see case acceptance in like the one third, like 33 % ish, you know, when we're looking at a fee. So you would think that we're diagnosing $3 million. So most doctors will focus on the things such as like, well, let's work on the way I talk to the patient. Let's work on this. Whereas completely missing the fact that, I mean, just even getting a 5 % increase in case acceptance that would come from training on the front desk end versus   stuff that you would do on the back. So it's like, it's a valuable part of the office. But, you know, I'd love to ask you, we've got this part of the office that is a lot of competing demands, a lot of different things to do at once. And what I see is doctors often getting upset at their front desk when they're not filling the schedule because the doctor has a cancellation and now the doctor has time to like say what is going on and they go to the front, they say, well, who's filling the schedule? And everyone's like, well, we're doing this, this, this, and this. How do you, as an owner, like,   help a department see these competing demands and have the right sort of priorities.   speaker-1 (12:53) Yeah, Paul, there's a great book ⁓ that I am obsessed with this year. We sent it out to a bunch of people and let's see. Hold on. I'm looking it up.   You know, I really love it. Clearly. I think it's called Begin with We. Let me just double check myself on it. I'm pretty confident looking it up real quick. ⁓ It's We. Yes, Begin with We and it's by Kyle McDowell. And it was something that I really got obsessed with this year because there was a one of his 10 rules is outcomes over activity.   And I realized that I think that that is one of the greatest hiccups in the dental practice is we're so obsessed with activity, but not outcomes. And so in a dental practice, I'm really big on what is the outcome that this position needs to get.   I don't want them and I used to do this. Like I used to have end of day checklists that were like front office team needs to make 25 re-care calls. And then I was like, why am I saying that? What I really want from those 25 re-care calls is I want a full schedule and I don't want my team to be perfect, but I do need to make sure that the main outcome. So like one main outcome or KPI or metric per position and they know and like some people are like, Carol, how do get your team to do this? And I'm like, my team knew that if our schedule was not full, they were not going home.   like period, like you're gonna, I don't care, you're gonna stay until eight o'clock at night, but like that schedule is expected to be full. And it's not that I'm like driving hard lines. It was, this is the most important thing. So my scheduler, their goal is that they need to have my doctor scheduled to goal 90 % of the time, like we are scheduled to go or it's front office team knows that my hygiene schedule needs to be completely full with all confirmed patients because don't worry, they play games and it's like, well, my schedule is full. And I'm like, yeah, well, half of these weren't confirmed. They're gonna be no shows. So it's a...   My schedule is full or we're allowed one hygiene opening with all of our hygienists per day. But like by end of day, this needs to be done in every day that that's our goal. And our goal is to make sure that hygiene is up to goal 90 % of the time. We track it daily. We track it weekly. We make sure they're there. My treatment coordinator, my doctors need to be up to goal, like to their scheduled daily production goal. That's the expectation every day is that they're scheduled to goal. And when I look at the course of a week or a month, my expectation is that 90 % of my days, Paul, you're hitting your daily goal.   Well, now that and that's like, that's their main focus. I think so often we're like, we want the schedule full, we want the patient experience, we want this and we want that. But I'm like, if I can simplify it for my team, just like my AR, my AR needs to be less than one month's worth of collections and I need less than these amounts per category. Great. There's so many other things they can do that they can get busy and like, I got to answer the phone. But if I know before I leave, like the way I win and the way I check my day off is.   I've got my doctor scheduled to goal, I've got my hygiene schedule full and we've got our months collections done. Those are three of your biggest areas. Of course there's a thousand things, but when we lock and load on that and my doctor needs to diagnose X amount, ⁓ it does also then impact our case acceptance because guess what? Now that treatment coordinator is like, shoot, I have to get Dr. Paul up to, I don't know, 5,000, 8,000, whatever your daily goal is. And I know that that's my expectation and I'm going to be reporting every single week on this.   And what happens if I don't hit goal? So some people incentivize with bonuses. Some people, this is just part of your job description. Some people are meeting on weekly one-on-ones and like helping them through it. Some people like treatment coordinators work with their doctors and they review treatment cases every single week. But if you can laser focus each one of them, but it's not a would like to have, it's a must have as a culture. And we are a culture of we hit our outcomes consistently and we don't miss those. We don't have to be perfect, but that's what we track and measure by.   That's how you improve at practice. And then all the other noise goes away because me as a team member, I'm not trying to compete for what I think is most important. You've helped me know and we've aligned and we've agreed. And I know what's going to be the outcome if I choose not to. And then everything else kind of falls into place. As a front office team member, there's a lot to do. But I think just giving one or two really helps streamline that.   speaker-0 (16:56) So like what I hear you saying is that if it's important to you as the owner, you've got to.   make it important to the team as well. And that's by discussing, making it a focus. Yet, I find that a lot of practice owners are very scared, and I don't know if scared is the right word. Maybe fearful of ⁓ pressing too many buttons up there. know, like upsetting people, over-asking, asking too many things. I mean, do you think that practice owners need to have a mindset shift around the leadership that comes with the front office?   speaker-1 (17:29) I think it's a...   I don't know, like it's almost like a family motto and it's a team motto. Like we all work and contribute and each of us is part of this bigger whole. And so like if Dr. Etch does not diagnose enough dentistry for us, like that's a broken part in our whole like wheel. And I need to be as a team member able to count on Dr. Etch to be on time for our patients and to diagnose enough treatment for us. Like that's his part of our puzzle. And if he doesn't do that, I need to hold him accountable. And so it's not a Dr. Etch's   like top dog supervisor, we're all part of this to make a hole and we all need to be able to have like go to five dysfunctions of a team. Like how can we have more healthy debate and call each other out? ⁓ I love thinking of sports analogies where like they want to win. We all know what like win on the scoreboard looks like and I can only imagine like, could you imagine like we'll just use the Chiefs. I like everybody knows the Chiefs like right now. So like could you imagine Patrick Mahomes?   Like someone doesn't block for him and he gets completely smashed and he's like, Hey coach Reed, could you please tell the team to tell them to block? It would be ludicrous. Like Paul, you even laugh about it because it's so ridiculous. Instead in the moment he's like dudes block for me. Like I'm not, we're not going to win if you don't do your job. But yet in the dental office, we don't see ourselves in that way of being able to call each other out when we're not, we're not doing our part of the puzzle to win on the team. And so I think doctors, I think that's the mindset.   mindset shift of you should be able to hold them accountable just like they should be able to hold you accountable and if we see it, a lot of times I like these KPIs to be up on a board where it's visible and it's either green or red and my name's on it and I know that I've got to contribute and we look at this whole family aka your practice every week and are we green or are we red? Did Dr. Etch hold up his end of the deal? Did I hold up my end of the deal? Did our other person hold up their end of the deal? And when you start to see that,   It's like a sports team and we say we have this scoreboard to know if we're getting the W at the end of the day or if we're getting the L and we have to call each other out when we're not. Yes, we're here to help, but we also are a team of outcomes over activity and a team of ownership mindset where I own that and I make sure that I'm blocking for you so you can like go and win the touchdown. But all of us are winning collectively together. We don't just have a superstar all star. It's a collective effort. So I think.   Yes, you can be concerned, I think doctors, you push buttons when you come up and you're like, who's filling my schedule? Rather than maybe you hang out and just listen for a minute and hear how things are going, that you could then take that into coaching in the future. ⁓ You are always praising good behavior, but you have a clear scoreboard. It's like you don't have to go up there. But if we're missing the scoreboard, then we have conversations more consistently, so it doesn't feel out of the blue. We're able to coach and counsel more often, and that's just part of it. We call each other out in the moment rather than like,   talking around each other, we call each other in the moment.   speaker-0 (20:26) I love like just the idea of that it's a culture piece and you make a part of your culture and it's more like macro level. It's like we're looking like, like you mentioned, the outcomes over the activity. ⁓ if, if I'm a doctor and I'm listening to this podcast right now and I'm like, yeah, that sounds great in theory, but that would never work in my office, not with my personnel and not with my team. They wouldn't take that sort of constructivism or that, that feedback and they wouldn't have that, that team attitude. And I deal with this a lot with coaching clients and I'm sure you do as well.   It's a culture change that's required, but it could make the owner's life so much easier if we just only had to focus on the outcomes and not so much micro things. How would you suggest a doctor maybe have this conversation with their front office team to say, like, I want it to be more like this. This is what my vision is for this. Help me get to this point. Like, what do you think that would sound like?   speaker-1 (21:22) Yeah, and I do love this. This is why we coach like doctors and teams. This is why we come in because sometimes an outside voice is easier than an inside voice, right? Like I get it. It's scary for me. This is why like know yourself and be free. And if you're not the one that's like I'm good at setting a vision, but like holding lines like this is not my jam rock on like you need a good pair to you. That's a great office manager who's really good at communicating this and getting a team on board. So I think like sometimes doctors show they've got to be   the producer, the diagnoser, the sales, marketing, all the pieces plus the accountability. I'm like, know what you're really good at. Paul, I look at you, you're an amazing visionary, you're really talented at dentistry, you're great at culture, and your office manager was kick a next to you. She did so good at holding pieces together and you would bring in training to give her support so they could grow to the next level.   You are like you're like I'll kind of do it, but like that's not who I am. I'm the same way I've got an operations person next to me and can I do it? Yes, but is that my zone of genius? No, and that doesn't mean we abdicate and we're like, well just because I don't like it don't do it, but I think like if you're really good at this then rock on and do it.   But doctors, we need a vision of where you're going. And that's your main thing that we need from you of like, what does this look like? Where are we headed and why? Like what's the lighthouse on the hill that we can all rally behind? And then we need a really good like leadership team or office manager next to us. And every time I talk to doctors about joining us in consulting, my first question is like, great, what are your issues, problems? Like tell me about your practice and who's your implementer next to you. And if they don't have a strong OM next to them, I know that that's 90 % of their problems. So we need to fill that seat next to them because   a good yin and yang, Paul you know this just like I do, they need to be that accountability person. You're drilling and filling, but then that becomes part of our culture and I think if you've never been this way, a good way to take this into action is like let's have a team like state of the company or like next vision or whatever you want to call it, but like this is how we've been operating.   And this is where we're moving to and this is why and this is how it's going to make all of our lives easier. And I understand that it's going to be a little jostly and hey, so maybe you hire a coach or consultant that's going to help with that. Maybe you and your office manager rally. But I have found and I have seen that a lot of times having somebody outside can help. Like Paul, that's why you hired us is because like we needed an outside voice even though we were saying the same thing.   to come and I love all of our consultants, we've been team members, we've been in the front office, like we've been there, done that, done it successfully to really empathize and understand. But I think it's gotta be a, is where we've been, this is where we're going, this is why. And if a doctor were to say, that's not my team, they won't relate to that, I would say, look at you first and say, like, choose your heart. If your team's that way, like, do you really wanna move into this next layer? Like, how bad is that pain?   Because if you're not willing to do this, your team's not going to follow you either. But you are the culture setter of your practice. So what you tolerate, it's not what you say, it's what you tolerate. And so that is truly your standards of the practice. So I would say it's also a, you got to have like a little like conversation with you in the mirror of, I really willing to change my culture? Am I really willing to go through the like, there is a chasm you've got to cross.   But the other side is truly beauty and it does work and teams do actually thrive if they know how do I get my win? What does my doctor truly want from me? And teams genuinely do want their doctor to thrive. Like that's why they're there. So I think you have to be committed to holding that line, to driving that vision, to having the uncomfortable conversations and making them comfortable and having a really good person next to you. It can be a DA, it can be an OM, it can be a hygienist.   But I think a lot of times having two voices that move it forward oftentimes are easier. But doctors, you've got to be a really strong lighthouse on the hill. And you've got to be committed. And you're willing to go through the effort to change a culture. ⁓ Culture doesn't happen overnight. Culture is a slow burn that takes a while to turn. ⁓ But I think it's like the Titanic. You don't think it's moving. But then when you look up, it has made progress, even though it didn't feel like it. And I think that that's the same with culture.   speaker-0 (25:35) Do you feel that, I mean, it's almost like, and I see this with my clients, is that they're focusing on the wrong area. Like, we're looking at, someone might reach out to you and say, hey, my front desk, I want them to do this, they're not doing this. I want them to do this other thing. They dig their feet in, they say no. I mean, can you tell the story of a recent client that you worked with that maybe came in and was pointing a lot of fingers, but really, it just needed to look in the mirror?   speaker-1 (26:01) Yes, this happens often. And I think it's like a whack-a-mole. And I think that that's why people do reach out for coaching. I think that they recognize that I'm spinning all these tops and I just don't know where I need to go. And it's like, great. So a recent client that I would say they were so obsessed about their hygiene department and they were trying to run around. They're like, we need to fix this, we need to fix that.   And I was like, actually what you're saying with all these words that you don't realize is you just want more profitability. You're stressed out of your mind. So you're going after all these different things when we just need to get your profitability dialed in. We need to figure out like where are we cash bleeding and fix that issue because your hygiene department probably only needs like a small uptick, but you're after that. You're after this person, you're after this, but your real main problem is your cashflow low. Like that's it. And that's a you thing. That's a you not knowing business. That's a we need to fix that.   And then we look at which systems do we need to implement or which department do we need to go attack that's going to actually fix that problem for you. And so I think so many times people want to, like we hear podcasts, right? So it's like, okay, I'm taking notes today. I'm going to go check in on all these KPIs. But sometimes like something I love about how we consult is a lot of consulting companies like ABCD, you got to do that. And for me, I look at, all right, what are we already doing really well?   what is the true pain point of the practice and what's the one, two or three things that are very easy changes that are going to exponentially get you out of the problem you're in and move you forward. I might have a set way that I want you to say a phone script. I might have a set way that I want your case acceptance to go but those might not be the root issue and the root issue might be you as a leader need to get us a vision. I will tell you Paul, we had a mastermind in person and people were like complaining like my team's not bought in, my team's not bought in and I was like all right guys, I just have a quick question.   If I were to walk into your practice today, how many of you like talk to your team, you're not allowed to give them influence. How many of them could tell me where we're going and like where we're headed in the next five to 10 years? They did not raise their hands. And I was like, that's your problem right there. You have not given this team where we're going, why we're going. And so they're just rowing their own little boats over here thinking they're doing the most important thing versus I'm headed towards this. This is my number. This is how I win. And you gave them that clarity.   and you looked in the mirror first and got the vision. So I say, this is twofold. There was one of, you need to give the vision to your team. You need to have the clarity of where you're going. And second, instead of playing whack-a-mole and like trying to fix every little thing, what's our true root problem that we need to solve? And if things are going good or like mostly good, let's go after the fastest, easiest levers. Like people are like, I need more profit or production. I'm like, okay, what are the easiest, fastest ways? Increase our production, increase our collections, decrease our spending. Production.   diagnose more, close more cases, look at our block scheduling and look at our hygiene. Like those are like your simplest easiest ways and make sure like our schedules fill to goal. Like that's really there's not a lot that we have to do that I think we sometimes over complicate when we could simplify and make it a lot easier. And I think that that's probably the whole message of this of there. I think it's actually a lot easier to get to where you're trying to go. I just think like go all the way back to the beginning.   It's like my car is making this sound and I don't know how to fix it. So I'm going to try the spark plugs. I'm going to try the brakes. I'm going to try the da da da. When really all you needed to do was just like fill it up with gas. So just finding that simple piece I think is where people, it's hard because they don't know. So they're going to play whack-a-mole rather than give me the vision, get the numbers dialed in and let your team thrive in those departments.   speaker-0 (29:39) I couldn't agree more. I love that you said that. I think that's going to be so useful for so many people to hear. Talk about what the Dental A Team is up to this spring and how people can reach out to you if they want to learn more.   speaker-1 (29:51) Yeah, we are always like, we're just here to help. So we do doctor and team training, we do virtual and in-person. We have in-person masterminds, which are super fun for doctors to get connected. And I didn't like to be the owner that like, I go get rallied and then my team doesn't. So I'm really big on like, let's rally you and your team so you don't have to try this. Like, got super pumped on the podcast, but like, hey, OM, could you go listen to this podcast and do your job better?   So we do a good job of blending for people. so, yeah, in February we're in person and then in April we're doing our master, our summit. So we always do a summit. And if you guys tell us that you heard about it ⁓ on Pulse, definitely you will get ⁓ a VIP ticket, but that's going to be on April 24th. It's a four hour CE. It's our amazing summit. Head on over to TheDentalATeam.com or you can email us Hello@TheDentalATeam.com I'd love to have you there.   But yeah, if you're like, gosh, I just need help. We do like a full practice like autopsy with you and like, hey, let me just give you some free advice. Let us help you out. But yeah, anyway, we can help you and your team streamline. So doctors can be amazing doctors and CEOs. Teams can level up to their highest potential and we do it together. Conjecture like Paul, Paul's an amazing doctor. Like talk to him about like doctor mindset. I don't know how to tell you how to do a fill. Like that's Paul's world, but how to get your team on board and how to rally with you and support you in the life you deserve. That's what deadly teams about. And   I would say doctors, be selfish. You're CEOs. You should be the dentist. You should be the CEO. You don't need to be the everything. You don't need to know all the front office. are people that can help you and support you. ⁓ But learning that and getting your team the tools, that is your job to do. And I would encourage you to reach out if we can help in any way. And always, always a huge fan of Paul and his group. And listen to Paul. He's got brilliant ideas. He's one of my favorite dentists that I've ever coached. And he's an amazing person at culture and.   of being able to drive people to results. And I think I'm just a good jelly to his peanut butter. We do the team side. do the helping your doctors get to the life they want through team execution.   speaker-0 (31:50) Awesome, Kiera. Thank you so much for coming on the podcast. I always enjoy having you on, love connecting with you and listeners. Go check out Kiera's stuff. She's brilliant. She is a brilliant person and she knows how to get your team on board and to do the things that you want them to do. So thank you so much, Kiera.   speaker-1 (32:06) Thank you. I appreciate it so much, Paul. Thank you so much.   The Dental A Team (32:09) All right, Dental A Team listeners, that was the guest interview that I absolutely loved. And I hope that if there was one idea that stood out to you, don't just agree with it, but actually go implement it this week. And if you need help setting this up in your practice or you need help just navigating or need a friend, head on over to TheDentalATeam.com and I'll be able to help you guys out. Click on the book of call or any way that we can support and serve you. That's what we're here for. That's what we're obsessed with. And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

This week inside the courtroom, science took center stage — and the stakes were higher than ever.Dr. Kara Bagot, a psychiatrist and neuroscientist who helped develop the NIH's landmark ABCD brain study, spent five days on the stand. She testified that to a reasonable degree of medical certainty, Kaley developed social media addiction — and that YouTube acted as the “gateway,” beginning at just six years old. She walked the jury through the platform features that fuel compulsive use: infinite scroll, autoplay, algorithms, notifications, likes, filters, Shorts, Reels, and the lack of meaningful age verification.Under intense cross-examination from Meta and YouTube's attorneys, Dr. Bagot held her ground — insisting on context over yes-or-no soundbites. Jurors watched closely. When she was finally excused, there as a quiet applause.Then came former Meta safety executive and whistleblower Arturo Bejar. He testified that by 2019, Meta researchers had identified addiction as a serious issue — but leadership discouraged even using the word, replacing it with “problematic use.” He described internal knowledge of harmful design choices, ineffective safety tools, and what he called “dark patterns,” including the infamous “blue button” that discouraged user reporting.Arturo also testified that age verification is not technically difficult — and that Meta could remove millions of under-13 users if it chose to.Next up was child safety expert and mom, Brooke Istook. Brooke powerfully described the generational tech gap, Instagram's growth team promoting FINSTAs, misleading safety promises, and the no-win position families face trying to supervise platforms designed to outmaneuver them.By week's end, the Plaintiffs rested their case and the Defense began calling witnesses in the form of video depositions.Meanwhile, outside this courtroom, the pressure is mounting. Big tech lobbyists have infiltrated important online safety legislation and 33 new families across 19 states have joined the consolidated JCCP litigation, with Roblox newly added to the complaints.Thousands of families. Dozens of states. And now jurors — everyday people — watching some of the richest companies in the world fight a single family over what caused a young girl's harm.These are the tobacco trials of our generation.We're inside the courtroom translating it all in real time — joined this week by Christine Almadjian, legislative consultant and courtroom observer, and Lennon Torres of Heat Initiative — bringing you the moments that mattered, the legal context behind the strategy, and what it means for families everywhere.Because this fight isn't abstract.It's about the apps in our kids' pockets.It's about truth, justice and accountability.And it's about whether these companies will finally be forced to change.We stand with families.The Heat is On...Big Tech on Trial is an investigative mini-series by Scrolling 2 Death, in partnership with Heat Initiative.Video Editing expertly provided by Jacob Meade.

This episode of 'Mind the Kids: Lessons from the ABCD data revolution' unpacks why “how we measure puberty” really matters for understanding adolescent mental health and development. Professor Adriene Beltz talks to Mark Tebbs about the huge US Adolescent Brain Cognitive Development (ABCD) study, which is following nearly 12,000 young people over 10 years with regular brain scans and surveys, giving an unprecedented window into how early experiences shape later outcomes.​While investigating multisite pain and sex differences, her team stumbled on a problem: researchers using ABCD data were often relying on a convenient categorical puberty score (pre‑, early, mid‑, late, post‑puberty) that drops information and heavily weights the onset of menstruation, rather than using a richer continuous score based on all five pubertal development items. Their analyses show the continuous score is generally more reliable, better aligned with existing puberty research, and less distorted by big “jumps” around menarche, especially for girls.​The conversation becomes a wider call to action: if puberty timing and tempo can shape lifelong trajectories in mental health, pain, and social experiences, then getting the measurement wrong risks misleading conclusions and missed opportunities for prevention. Adriene urges researchers to be thoughtful and transparent about how they score puberty in large datasets, to report clearly what they used, and to remember that puberty is a normative but highly sensitive transition where context, culture, and support all matter just as much as hormones.  Read the paper 'Research Review: On the (mis)use of puberty data in the ABCD Study® – a systematic review, problem illustration, and path forward' at https://doi.org/10.1111/jcpp.70035 Get  a free CPD/CME certificate for listening to this podcast by registering for a FREE ACAMH Learn account at https://www.acamhlearn.orgVisit https://www.acamh.orgFacebook and LinkedIn search / ACAMH Instagram https://www.instagram.com/assoc.camhBluesky https://bsky.app/profile/acamh.bsky.socialX https://x.com/acamh

#691: Your IQ used to be your biggest career asset. Then AI scored in the 99th percentile on the LSAT, the SAT, and the MCAT — and suddenly the cognitive skills that once set you apart became something anyone can access for free. Executive coach Liz Tran joins us to talk about what actually drives career success and earning power now. Her answer: AQ, or agility quotient — your capacity to handle change, learn new skills fast, and keep moving when your industry shifts beneath you. The personal finance implications are real. The average half-life of a technical skill is five years. In tech, it's closer to two. That means the expertise you spent years building — and the salary that came with it — can become obsolete faster than a mortgage term. Tran argues the people who protect their earning power long-term aren't necessarily the most credentialed. They're the ones who can unlearn old ways and adapt quickly. We walk through her four AQ archetypes — the neurosurgeon, the astronaut, the firefighter, and the novelist — each with a different default approach to change. Knowing your type helps you understand where you might freeze up during a career pivot, a market downturn, or a high-stakes financial decision. Tran points out that analysis paralysis, something many real estate investors and career changers know well, often comes down to archetype — and there are practical fixes. We also cover her ABCD framework — anchors, bets, classroom, and discomfort — which maps out how to stay functional and decisive during volatile periods. And we get into the six thinking hats theory, specifically how pairing black-hat (downside) thinking with green-hat (future-focused) thinking can sharpen any major financial or career decision. Timestamps: Note: Timestamps will vary on individual listening devices based on dynamic advertising run times. The provided timestamps are approximate and may be several minutes off due to changing ad lengths. (00:00) Intro to AQ — agility quotient defined (03:19) IQ vs. EQ vs. AQ — how the three differ (04:09) Origins of IQ — born from industrialization (04:41) Birth of EQ — rise of the knowledge worker (05:01) Why AQ matters now — the tech revolution (06:19) AI and IQ — cognitive skills are now commoditized (07:51) Technical vs. durable skills — and why both matter (10:48) Half-life of skills — technical skills expire fast (13:41) Measuring durable skills — how to spot your gaps (15:59) The four AQ archetypes — neurosurgeon, astronaut, firefighter, novelist (25:08) Improving your weak spots — run toward discomfort (30:59) The ABCD framework — four pillars of high AQ (43:56) Anchors — people, places, routines that ground you (54:25) Six thinking hats — six ways to approach any problem (01:04:28) AQ is changeable — it's never too late to grow Share this episode with a friend, colleagues, and your postal person: https://affordanything.com/episode691 Learn more about your ad choices. Visit podcastchoices.com/adchoices

As the podcast reaches Episode 100, Monika reflects on how what began as a small experiment has grown into a steady, non-hysterical space for building real financial stability. Over two years, 100 episodes, and hundreds of listener questions, clear patterns have emerged - money decisions are rarely just about numbers. This milestone episode distils the journey into ten core lessons, drawn from real stories and recurring struggles, that show how deeply money is intertwined with relationships, childhood conditioning, fear, social pressure, and the habit of delaying action in search of perfection.Monika walks through these lessons with honesty and clarity - from why “perfect” is the enemy of “good”, to why getting started matters more than getting it right, and why simple systems often outperform complex strategies. She explains how small, consistent actions compound over time, why automation is the secret sauce of long-term money management, and why there is no single lottery-ticket investment waiting in the future. The episode reinforces a central theme that has run through all 100 conversations: money is not the goal, but an enabler, best managed quietly through systems, discipline, and self-awareness.In listener messages, Chrisann Jason Pereira writes about how small, steady mutual fund investments over a decade transformed her financial life and helped her family build security; Mukesh Shukla reflects on how these ideas should be foundational education for young adults; Finance ka ABCD highlights the quiet, life-changing impact of financial literacy done right; and Sagar Patil shares how Let's Talk Money helped him gain confidence, structure his savings, and plan for the long term.Chapters:(00:00 – 00:00) Money Is Always About Relationships(00:00 – 00:00) Your Money Story Begins in Childhood(00:00 – 00:00) The Core Fears Around Money Are Universal(00:00 – 00:00) Perfect Is the Enemy of Getting Started(00:00 – 00:00) Starting Late Is Better Than Not Starting(00:00 – 00:00) Simple Investing Beats Clever Complexity(00:00 – 00:00) There Is No Big Lottery Waiting(00:00 – 00:00) Small Atomic Moves Create Big Outcomes(00:00 – 00:00) Automation Is the Secret to a Calm Money Life(00:00 – 00:00) Social Pressure Is the Most Dangerous Risk(00:00 – 00:00) Listener MessagesIf you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠⁠⁠Monika's book on mutual funds⁠⁠⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠⁠⁠Monika's workbook on recording your financial life⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠⁠⁠Calculators⁠⁠⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠Instagram ⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠Facebook ⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠LinkedIn ⁠⁠⁠@MonikaHalan⁠⁠⁠Production House: ⁠⁠⁠www.inoutcreatives.com⁠⁠⁠Production Assistant:⁠⁠⁠ Anshika Gogoi⁠⁠

In this episode of Scrolling 2 Death, I'm joined by Emily Cherkin, known as The Screentime Consultant—a leading voice pushing back against the digitization, commodification, and gamification of childhood.Emily is a best-selling author, professor, speaker, and lead plaintiff in lawsuits challenging EdTech's exploitation of children's privacy. This week, she's taking that fight straight to Washington, DC—testifying before the U.S. Senate.We start by tackling the questions parents ask me every day:Is there a real link between screen time and declining literacy?What does the NIH's ABCD brain study actually show about changes to kids' brains?How do you enforce age ratings when everyone else's kid has access to mature games?What can parents do about screens at school beyond 1:1 devices—from Smartboards to YouTube to GoNoodle?And how do you push back when schools say, “The program requires X minutes to be effective”?Then we shift to what's happening in the Senate:Why this hearing is different from past conversations about screen timeWhy EdTech is finally being put under the microscopeWhat parents should know about the Kids Off Social Media Act (KOSMA)And what real takeaways families can use right nowFinally, we talk about one of the most powerful—and intimidating—tools parents have: lawsuits.Emily shares updates on her EdTech cases, breaks down how the legal process works, and explains how parents can get involved without feeling overwhelmed.This is a must-listen for parents who know something is wrong—but are ready to do something about it.

Introduction: John 4:23–24 - But the hour is coming, and is now here, when the true worshipers will worship the Father in spirit and truth, for the Father is seeking such people to worship him. God is spirit, and those who worship him must worship in spirit and truth. Why Should I Sing on Sundays? (Colossians 3:16) Because singing works the WORD INTO MY HEART. (Col 3:16a) Because singing encourages the HEARTS OF EVERYONE WHO HEARS ME. (Col 3:16b) Ephesians 5:19 - ...addressing one another in psalms and hymns and spiritual songs, singing and making melody to the Lord with your heart... Psalm 34:3 - Oh, magnify the LORD with me, and let us exalt his name together! Psalm 107:32 - Let them extol him in the congregation of the people, and praise him in the assembly of the elders. Psalm 100:1 - Make a joyful noise to the LORD, all the earth! Because singing voices my HEARTFELT THANKFULNESS TO GOD. (Col 3:16c) Ephesians 5:19 - ...addressing one another in psalms and hymns and spiritual songs, singing and making melody to the Lord with your heart... Sermon Notes (PDF): BLANKHint: Highlight blanks above for answers! Small Group DiscussionRead Colossians 3:16What was your big take-away from this passage / message and the entire series?What are your biggest barriers to passionately singing on Sunday mornings? How can you begin to overcome these barriers and be a more faithful worshiper?How does singing help the Word dwell in you richly?How does singing on Sundays encourage others around you? What does their singing teach you?What did Taylor mean that your greatest instrument is your heart? How is your mouth like an amplifier?BreakoutPray for one another. AUDIO TRANSCRIPT Open your Bibles to Colossians chapter 3 verse 16.Colossians chapter 3 verse 16.Have you ever gone to someone else's houseand witnessed family traditions that didn't make sense to you?You had a friend in college, I went to visit his family onceand he's a part of a family that kisses each other on the lipswhenever they say hello or goodbye.And that's not my experience at all in my family.And to be clear, I'm not judging you,that's how your family does greeting time.You are loved and we're moving on from that, okay?I also had another friend I grew up with,his family drank milk with every single meal they ate.Three meals a day, three glasses of milk a day.And they thought it was really weirdthat I didn't want to drink milk with my pizza.And I thought it was really weird that they wanted meto drink milk with my pizza.Have you ever visited a different countryand been surprised and thrown off by the customs they have?In Netherlands, the person who's throwing a birthday partycongratulates every single person in the room,not just the person having the birthday.In Japan, it is not customary to tip.If you try to leave a tip,the server will probably be very offended by that.I've talked to a lot of people who've visitedor immigrated to America,who are really thrown off that we use,how are you, not as a genuine question,but as a throwaway hello.I've been to Kenya twice,and the first time I was there, I was surprisedthat as I walked from village to village,talking to a certain man,he would hold my hand as we walked.Now guys, will we do that in America?That's never happened to me, stateside.But in Kenya, it's a sign of friendship.It's a sign that person is really listeningto what you have to say.Many traditions and customs seem to be a bit randomand mysterious.When you press people on why they carry out these traditions,they usually don't know why.They don't know the origin or rationale.I don't know, it's what we've always done.We've always had milk with our pizza.We've always eaten funyons at Thanksgiving.One tradition that doesn't really make that much sense,but I'm glad you enjoy it, Pastor Jeff.Traditions and customs can become mechanical,can become rote.If you don't know why you're doing them,it can become a mechanical processof going through the motions.And the saying can be said for Christians in the church.If you pull many professing believersas they exit a Sunday morning serviceand ask them to provide the biblical rationalefor why they did what they just did,I think you'd receive a lot of blank stares.You'd hear a lot of us and ums.You'd hear a lot of hemming and hawing.Why is that?Because they are engaging in worshipwithout thought or intention.They are going through the motions.The traditions and customs that God has laid downin His word for the family gatherings of His peoplemay seem strange.Hard to explain and a bit random.I mean, think about it.Why do we gather once a week to listen to a guy like metalk about the Bible for 30 to 45 minutes?Every few months, why do we watch people get dunked in water?At the end of this service,why will we eat a cup of bread and a thimble full of juice?Why do we do that?Why do we spend almost half of the service singing together?And that final question is particularly hardfor some Christians to answerbecause they don't like to sing on Sundays.They don't want to sing on Sundaysand they don't even know why we sing on Sundays.They don't always see the point.And maybe you were a part of the demographicthat isn't really down with singing.Maybe this biblical tradition seems odd to you.It seems mysterious.You don't know why you have to do it.So what do you do?As Pastor Jeff and Pastor Rich have said in previous sermons,you barely sing above a whisper.You tune out.You mouth the words until you're told to sit down.Or maybe you arrive intentionally lateto skip the singing portions of the service.So you slip out early to skip the final song.You just don't get singing, so you just don't sing.This is the final sermon in a series calledGod is Seeking Worshipers.In John chapter four verses 23 through 24,Jesus makes it clear what kind of worshipis God's on the lookout for.Let's listen to what Jesus has to say.He says, "But the hour is coming and is now here"when the true worshipers will worship the Father"in spirit and truth,"for the Father is seeking such people to worship Him."God is spirit and those who worship Him must worship"in spirit and truth."God is seeking those who will worship Him"in spirit and in truth."Two weeks ago, Pastor Rich dug into what it looks liketo worship God according to the truth of His word.And last week, Pastor Jeff focused on worshiping Godin spirit, you were to have passionand not cold detachment.And this morning, we're gonna focus in particularon the importance of congregational singing.Whether you can't wait to sing or you can't stand to sing,I wanna help you answer one question this morning,just one question.Why should I sing on Sundays?Why should I sing on Sundays?There are a lot of places to turn to answer this question,but there is no place that is clearer and more concisethan Colossians 3/16, just one verse.Before we continue any further,let's go to Lord and ask for His help.Please pray for me, that I'll faithfully proclaim God's wordand I will pray for you, that you will faithfully receive it.Father, we come to you and we thank youfor this most important appointment of the week.This isn't the throwaway time that we can take or leave,Lord, it is the time we come togetherto worship your holy name.Come around your word to be challenged, to be convicted,to be encouraged, to be lifted up,to be pointed to your Son, Jesus Christ.We thank you in advance for what you will doand we pray more than anythingthat you would be pleased with what we do today,that you would be worshiped in spirit and in truth.And we ask all this in Jesus' name, amen.So Colossians is a New Testament letterwritten by the Apostle Pauland it is focused on the supremacy of Christ in all things.Christ is better than anything or anyone.Life is from Him, life is through Him, and life is for Him.In chapter three of Colossians,Paul calls the Colossians to live in light of who Christ isand where He is seated.Christ is Lord and He is seated in heaven,so we are called to submit to His heavenly standards.To be able to put on new clothes,you have to take off your old clothes.Or to put on the new self, you are to put off the old self.You are to put off old, ungodly attitudes and behaviorsso you can put on new and godly behaviors.In verse 12, Paul says the Colossiansare to put on compassionate hearts.And in verse 15, he says, "Let the peace of Christrule in your hearts."Then in verse 16, our passage for today,Paul says there to have worshipful and thankful hearts.And you and I are called to have these worshipful hearts as well.Why is that?What's the result?Well, worshipful and thankful hearts bless God.It blesses others, and it will bless you as well.Now that we have that background in mind,let's answer our main question.Why should I sing on Sundays?Why should I sing on Sundays?Number one, because singing works the word into my heart.Because singing works the word into my heart.Let's read Colossians chapter 3 verse 16."Let the word of Christ dwell in you richly,teaching and admonishing one another in all wisdom,singing psalms and hymns and spiritual psalmswith thankfulness in your hearts to God."Let's focus on that beginning chunk."Let the word of Christ dwell in you richly."What does that mean?It means that your copy of God's word doesn't gather duston your bedside table.The words on these pages, don't just stay on these pages.The word of God finds a place in your heart.It lives within you.Scripture digs down deep into the very core of your beingto change how you think, how you feel, how you love,how you act, and how you react.How does this happen?It happens by reading the word.It happens by studying the word, meditating upon the word.I'm packing what it means and how it applies to your life.It involves writing notes in the margins,jotting down questions, highlighting verses,becoming a student of God's word.But according to Paul, this also happens through singing.And that may surprise you because you don't see the connection just yet.How does singing work the word into your heart?How does singing cause the word of Christ to dwell in you richly?Because lyrics set to music is the most effective methodof memorization and internalization.We all know this to be the case, right?In other areas of life.How did you learn the ABCs?Through your song, right?Prove it to me.ABCD.Very good. Very good.Wow. As a kid, how did you learn the basics of anatomy?Head, shoulders, knees, and toes, knees, and toes.Head, shoulders, knees, and toes, knees, and toes.Eyes and ears and mouth and nose.Head, shoulders, knees, and toes, knees, and toes.We're all cleaning up.Clean up, clean up.Everybody everywhere.Look at you guys.Those lessons are dwelling in you richly to this day.Do you see the point?Growing up in the church, I learned a lot of important biblical factsthrough songs.If you know the song I'm going to sing, please sing it with me.Zacchaeus was a wee little man, and a wee little man was he.He climbed up the ladder in the country,the Lord he called to see, and the Savior asked him to pray.He looked up in the street, and the Lord said,"Zacchaeus, you come down, for I'm going to your house today,for I'm going to your house today."The B-I-B-L-E. Yes, that's the book for me.I stand alone on the word of God, the B-I-B-L-E.Isn't it astounding how much biblical truth can be containedin such simple and childlike songs?I sang these songs 30 years ago, and they still dwell in my heart richly.They worked the word into my heart.How arrogant we can be as adults by believing that we maturepast the need to learn and love the word of God through song.Do you feel that way right now?Do you think that the sermon is the only aspect of the Sunday servicethat teaches you something?That's just not true.Every single aspect of the service teaches you God's word.At harvest, we read the word, we preach the word, we pray the word,we see the word in baptism in the Lord's Supper, and we sing the word.All of these elements cause the word of Christ to dwell in you richly.All of these elements work the word into your heart.This is why it's important that we only sing what God's word says.And thankfully, Paul tells us what to sing in this verse.He gives us three types of songs, Psalms, hymns, and spiritual songs.Psalms are self-explanatory, right?He's talking about the 150 songs and prayers in the Old Testament book of Psalms.When you sing the Psalms, you're singing God's own word back to him.It's like you're speaking God's language.You're using his own divine vocabulary.And when Paul references hymns in this verse, he's not talking about the hymnsas we understand them in 2026.Remember Paul's writing about 2,000 years ago.He's not commanding us to buy old dusty hymns off eBaythat have this singing sheet and all the parts for men and women.But what is he saying?Well, back in his day, hymns were a pagan practice.Hymns were sung to a false God, a famous hero, or a military leader.These hymns were focused on a particular person.Paul is Christianizing and retrofitting this pagan practice for the church.He's saying instead of singing to that lame guy who's not as cool as you think he is,instead of singing to that bloodthirsty general,instead of singing to that false God, praise the Lord God Almighty.Praise him for who he is.Praise him for his sovereignty.Praise him for his glory.Praise him for his majesty.Praise him for his majesty.Praise God for who he is.And most likely spiritual songs were songs of personal testimony.If hymns mainly emphasize who God is,spiritual songs focus on what God has done for you,what he is doing for you, and what he will do for you in the future.Praise God that he gave you another day to worship him and to serve him.How many of us woke up today going, "Ugh, today's going to be terrible.I don't want to do this."Instead of doing that, praise him that he gave you breath in your lungs.Praise him that he has forgiven all of your sin past, present, and future.Praise him that he delivered you from the domain of darknessand has transferred you to the kingdom of his beloved Son.Praise him that he will never, ever let go of you, no matter what you do.Praise God for all the good gifts he has given to you.That is Psalms and hymns in spiritual songs.Why does Paul give us this breakdown of songs?In the past, did you ever make someone a mixtape?Did you ever burn someone a CD?Or for you teenagers who have no idea what I'm talking about?Have you ever made a playlist and shared it with someone else?Why did you do that?Because you wanted that person to experience the songs that you love.You wanted that person to get out of the rut of listening to that same kind of songover and over and over again.That's what Paul is doing here.He's giving the Colossians a godly mixtape, a CD.He's sharing a heavenly playlist with them.He wants to keep them from singing the same type of song over and over and over again.It's often said that variety is a spice of life.Variety is also the spice of worship.God wants to be worshiped by the inspired classics of the Psalms.He also wants to be worshiped as Pastor Jeff just read to us from Psalm 96 with a new song.He wants to be worshiped for who he is.But he also wants to be worshiped for what he does, what he has done, and what he will do.Singing these types of songs will keep us from only emphasizing the truth and missing spiritor only emphasizing spirit and missing the truth.Sticking to this list of songs will cause you to worship in spirit and in truthbecause both are needed to truly worship God.So much damage can be done.If the sermons we hear on Sundays get an A+ in theology,but the songs we sing receive a failing grade.Well, why is that?Because you'll remember the words you sing on Sundayfar longer than the words you hear from the pastor's mouth.If you don't believe me, have you ever been with a Christian on their deathbed?I gotta tell you, they don't invite their pastors then to repreach their favorite sermons.What do they do instead?They sing worship songs that are lodged in their brains and stuck in their hearts.As tired and as feeble as these saints feel, they belt out amazing grace in Christ alone.Crown Him with many crowns.It is well, blessed assurance.Biblically rich songs have the power to instruct your intellect.Spark your passions, engage your emotions, and involve your body.When the Word of Christ dwells in you richly, it will flow out of your mouth freely.Do you begrudgingly sing?Do you barely sing?Do you refuse to sing?If you've answered any of those questions with a yes,I want you to come to grips with what you're truly sacrificing.You are laying aside the blessing of knowing and loving the Word of Godon every single level of who you are as a person, physically, emotionally, and spiritually.You are cutting your spiritual growth off at the knees.You're saying, "I'm going to mature this far and no farther."You are cutting yourself off from a major source of the Word of Christ dwelling in you richly.Of the Word being worked into your heart.You are hurting yourself.But the damage doesn't just end with you.If you have a negative view of singing, you will negatively affect others around you.But in Colossians 3, 16, Paul shows us the opposite as well.If you have a positive view of singing, you will positively affect others around you.Let's read verse 16 for a second time."Let the Word of Christ dwell in you richly, teaching and admonishing one another in all wisdom,singing psalms and hymns and spiritual songs with thankfulness in your hearts to God."Why should I sing on Sundays?Second reason, because singing encourages the hearts of everyone who hears me.Because singing encourages the hearts of everyone who hears me.Paul says that we as a church should be teaching and admonishing who?One another in all wisdom, singing psalms and hymns and spiritual songs.He shares an almost identical truth in Ephesians 519.He says the believer should be addressing one another in psalms and hymns and spiritual songs.Pastor Rich and Pastor Jeff have made it clear over the past few weeks that the primary audienceof our worship is who?God, first and foremost, our worship is for and before the Lord.Again, He is the primary audience.But according to Paul, there is a secondary audience of our singing.And who is that secondary audience?One another.Every single person in this room, that person in front of you, those people behind you,those people next to you.To be clear, you're not worshiping other people as you sing.You are only worshiping God, but you are instructing and teaching others as you sing.The goal isn't to impress, the goal is to instruct.By singing, you are reinforcing the glorious truths of God's Word.By singing, you are warning, admonishing others to avoid the consequences of disobeying God's Word.You are playing an important role of the working of the Word into their hearts.You are playing an important role of the Word of Christ dwelling in their hearts, richly.Do you understand that Sunday morning is not your private worship time with God?Yes, it is personal, but it's by no means private.You are commanded to have your private worship time with God throughout the week.As you read the Bible, as you pray, as you fast,Sunday morning is the corporate worship time of God's people.It's not just about you and Jesus, it's about us and Jesus.Why is it so important that we gather together and we sing together?Why do we do that?Well, one pastor puts it this way.The people of God sing together because they have been saved together.And we see this truth in the book of Exodus.In Exodus 12 and 13, the Israelites are let go from slavery in Egypt.They're guided by the very presence of God.But then what happens?Pharaoh changed his mind to the armies of Egypt.Go after the Israelites.But God rescues them.He makes the Red Sea's part.He takes them through the water.Then those waters drown the Egyptian army.The Israelites are saved together by God.How do they respond to being saved together?According to Exodus 15, they sing together.Their voices become one communal voice to their God and their Savior.And we see this in the Psalms.There is a ton of "I," "me," "my," and "my" language in the Psalms.But there are 346 appearances of "we," "our," "us," as well.Again, it's not just private.It's corporate.In Psalm 343, David gives this command,"O magnify the Lord with me.Let us exalt his name together."Psalm 107.32."Let them extol him in the congregation of the people,and praise him in the assembly of the elders."Paul commands the Colossians and the Ephesiansto sing to the Lord together because they have been savedby the blood of Jesus Christ together.You and I are commanded to sing together because we have been savedby the blood of Jesus Christ together.You were not rescued and redeemed from your sinto be your own spiritual island by yourself.You were rescued and redeemed to be a part of the holy people of God,to be adopted into the family of God.You are not an only child.You have a countless number of brothers and sisters across this globeand throughout human history.But let's focus on our church for a minute.If you are a member at harvest,you have committed yourself to the holiness and maturityof the brothers and sisters you have in this roomand in the other service.By becoming a member,you have acknowledged that your faithful attendance,your active participation contributes to the unity and purity of this church.You have chosen to link arms with these peopleand marched through this evil world towards heaven together.You have agreed that I'm going to build up and encourage these peoplebecause they are my family.Do you realize that this service isn't just something you can slip in and slip out of?This is your family.This is a family gathering and you are here to encourage others,not just to be encouraged yourself.So how do you encourage others around you?You sing with passionate enthusiasm.You cannot teach and admonish other people around you with their singingif other people around you cannot hear your singing.You know what this means?This means that you do not have the biblical right to opt out of singing.You do not have God's permission to mumble or mouth the words you see on the screens.You are not given a hall pass from God to come late or to leave early.You are not allowed to be a conscientious objector during the worship set.I know exactly what some of you are thinking right now.I know you are internally sweating and thinking,"Pastor Taylor, you just don't get it.I have a horrible singing voice and I don't want anybody to hear me."Does God expect you to be a trained musician or a world-class vocalist to sing?I sure hope not because you all just heard my voice a few minutes agoand I fall way short of that standard.Does God command you to sing well in Scripture?He calls you to sing, period.Psalm 100 verse 1, "Make a joyful noise to the Lord all the earth."Can your mouth make noise?Make noise to your mouth by saying yes.Can your mouth make noise?Can you make that noise sound joyful?Even better than you are the perfect person to sing to the Lordto encourage other people in this room with your singing.All of you are not expected to stand on stage and lead the worship time,but you are expected to instruct others during the worship timeas you sing from where you stand.How many of you watched Elf last month before Christmas?Very few of you.Wow, okay, this may be harder for you than I thought.What is Buddy the Elf's singing advice for Christmas?The best way to spread Christmas cheer is..."Lose your mouth for all of the years."I'm going to steal that quote and use it for corporate worship.The best way to spread Christian cheer is..."Lose your mouth for all of the years."I read a study recently that laid out two markers of a healthy church.They're obviously way more than just two,but these two were the focus of the study.The first one was children.Children are being born.Children are being discipled.That discipleship is being reinforced in the life of the church,as Pastor Jeff often says, "Children are a sign of life."How are we doing with that first marker here at Harvest?If you're wondering, just count how many kids almost knock you over after the service is over.Here's the second mark.The second mark is "Men who sing."How are we doing with that one?I got to tell you, not as well as the first.I know what some of you might be thinking."Taylor, singing on Sundays just seems a little feminine.It doesn't seem very masculine to me."That's interesting.You didn't seem to have that same objectionwhen you were singing "Take Me Out to the Ball Game"at the pirate game this past summer.So let me understand this.It's masculine to sing about going to a baseball game,but it's feminine to sing to the Lord God Almighty.You didn't seem to have that same objectionwhen you were singing in the shower this morning,or singing in the car the way to work last week.You didn't seem to have this objectionwhen you were singing at the top of your lungswhen you saw your favorite band in concert.So let me get it straight.All those things are masculine,but singing to Jesus Christ,who laid down his own life to save yours, that's feminine.Do you see how ridiculous that objection iswhen you really think about it?Moses sang, "Are you more masculine than Moses?When was the last time you were used by Godto defeat the mightiest army on the planetand to lead a bunch of complaining people to the wilderness?"David sang to the Lord and even danced to himas we saw last week."Are you more masculine than David?You were killed a giantor ruled over God's chosen nation?Jesus sang in the Gospels.Are you more masculine than Jesus?Your entire life cannot compare to one secondof the masculinity Jesus displayedduring his time on this earth."Men, please stop making excuses for why you can't sing.Sing for the sake of your wife.Sing for the sake of your kids.Sing for the sake of the church.Your silence is deafening and destructive.Harvest, we should be teaching and admonishing one anotherand all wisdom by singing psalms and hymns and spiritual songs.We should be instructing and encouraging one anotherby how we sing.This starts at an individual leveland it has corporate ramifications.You have no idea how big of an impactyour singing has on the people around you.And you have no idea how much their singinghas an impact on you.Imagine that there is a woman in the seat in front of youwho is fighting a losing battle with a serious illness.Yet every single Sunday she is worshiping the Lordwith hands lifted high.Does that teach you something?That teaches you that God is worthy of your praiseeven when your physical strength is being sapped from your body.Imagine that there is a dad down the aisle from youwho just lost his son.Yet he is still worshiping the Lord with tears in his eyesand sorrow in his heart.Doesn't that teach you something?That teaches you that the Lord gives and the Lord takes away.Blessed be the name of the Lord.That group of teenagers in the intersectionis rejecting the worldly desire to look coolby worshiping God with reckless abandon.Doesn't that teach you something?That teaches you that age doesn't always equal maturityand they can set you an example to follow.Please sing.Sing to encourage your own heartbut also sing to encourage the hearts of other people around you.Why should I sing on Sundays?Final reason.Because singing voices my heart felt thankfulness to God.Because singing voices my heart felt thankfulness to God.Singing blesses you.Singing blesses others.But most importantly, singing blesses God.Let's read verse 16 and a third and final time.Let the word of Christ dwell in you richlyteaching and admonishing one another in all wisdom.Singing psalms and hymns and spiritual songswith thankfulness in your hearts to God.Once again, Paul shares a very similar truth in Ephesians 519.He says that you should sing and address other Christians in songwhile making melody to the Lord with your heart.You realize that your mouth isn't your primary instrument of praise.It's your heart.Your heart is where everything starts.Your heart is where your passions live.Your heart is where your emotions reside.What is in your heart will come out of your mouth.Your heart is like a guitar or a keyboard.While your mouth is a speaker.Your mouth amplifies what is inside.Your mouth amplifies what is in your heart.If your heart is full of negativity and complaining,what will come out of your mouth?Negativity and complaining.If your heart is full of love and praise to the Lord,what will be amplified by your mouth?Love and praise to the Lord.You were made to worship God.And God has revealed that he loves to be sung to.And if you refuse to sing to him,you were refusing to give him the love and thanks that he deserves.At this point, you may be waving the white flag.Okay, Taylor, I get it.I get it.You and other pastors can stop selling me.These sermons have convinced me.I just sing a little bit louder.Fine, I guess I'll sing.Is that honoring to the Lord?You know, my wife has revealed to me that she loves flowers.And she feels loved by me whenever I give her flowers.But imagine that she loves flowers.But imagine I come home after service with a frown on my faceand shove some flowers in her arms and say, "There you go.Will you stop bugging me about the stupid flowers?I did what you wanted.You're not getting more until your birthday.Hope you enjoy it."Would my wife feel very loved by that?I shouldn't buy my wife flowers because I have to.I should buy my wife flowers because I love her and I want to.And the same way, singing to the Lord shouldn't be viewed as something you have to do.It should be viewed as something you want to do.It should be your greatest joy to verbally and physically express the love you feel for him on the inside.And if that's not how you feel, there's a problem going on that you should address.The worship team can make their way forward.God is seeking worshipers.God is seeking those who will worship him in truth.God is seeking those who will worship him in spirit.God is seeking those who will worship him in song.How do you feel about this job description?How do you feel about being a full-time worshiper of God?Some of you in this room are not a worshiper of God.You have not yet trusted in Christ.You are worshiping yourself.You are living for yourself.Let me ask you something.How is that working out for you?I'm guessing not very well.You may think you're happy.You may act happy, but you know something is missing.You know something is wrong.You know there is someone far greater than you who deserves the glory and honor that you're hogging for yourself.This person is God who reveals himself most clearly to the person and work of his Son.Jesus came to this earth to serve sinners.Choose to serve him for all of eternity.Jesus humbled himself by dying on the cross to pay the penalty for sin,even though he was and still is fully perfect and sinless.Choose to exalt him forever and ever.Jesus will not turn you away if you come to him with genuine faith and repentance.Choose to believe in him.Stop believing in yourself.Choose to worship him.Stop worshiping yourself.The role of a full-time worshiper is being offered to you.Accept that job offer.Others of you have accepted that job offer in the past,but you haven't been carrying out your responsibilities lately.Maybe you've been making excuses for why you can't sing.Maybe you've been distracted by a million other things you sit in this service and you're not focusing on Jesus Christ.Maybe you're not truly singing with passionate enthusiasm.If you're honest, you would say, "I've been lazy in my worship."If that's true, let me give you one final exhortation.If Jesus Christ rose from the dead on a Sunday morning, 2000 years ago,you can get up bright and early every Sunday to worship his holy namewith every ounce of energy and passion that you have.It's not too late.You can do it right now.You can do it today.Others of you have been faithful and you've been consistent in your worship.Obviously, it's not perfect, but you have been consistent.If that's you, keep it up.Keep up the good work.Do not waver in the job that God has saved you to carry out.We spend a lot of time talking about singing.Let's actually stand.Let's actually sing.Stand and do what you are made to do.Do what you are saved to do.Do what you should want to do.Let's sing to the Lord.

Entre o que é proibido, permitido ou tolerado, existe uma ampla zona cinzenta — e ela nunca foi tão povoada.Canetas emagrecedoras, estimulantes cognitivos, drogas recreativas, substâncias terapêuticas e tecnologias médicas avançadas já fazem parte do vocabulário fora do esporte. Nos vestiários, no pelotão e no mundo da alta performance, essas fronteiras ficam cada vez mais difusas.Neste episódio, Ana Lidia Borba e Nicolas Sessler conversam com Adriana Taboza, presidente da ABCD, sobre como o esporte de alto rendimento funciona como vitrine do potencial humano.A discussão vai além da lista de substâncias proibidas e entra em terrenos mais complexos como ética, desigualdade, cultura do desempenho e o papel do Sistema Antidopagem em um mundo que muda mais rápido do que as regras.Afinal, o antidoping existe apenas para proteger a competição ou tem um papel mais amplo na sociedade?

O Dr. Jader David Ricco discute quando a cirurgia pode ser indicada em casos de câncer de pâncreas metastático e apresenta o conceito “ABCD” da metastasectomia, que vem redefinindo a conduta em pacientes selecionados.Tópicos do episódio:• Fatores relacionados ao adenocarcinoma de pâncreas• Fatores relacionados ao adenocarcinoma metastático• ABCD da metastasectomia

Gwen Murphy has set a new milestone in the United Way's annual Jail and Bail fundraiser by bringing in $1,289, shattering previous records, which organizers say hovered around $300 to $400. The event, which took a new mobile format this year, raised a total of $4,900 for United Way, supporting 15 local non-profits and community impact projects such as Shoes for Kids, food assistance, and shelter programs. Both Gwen's enthusiasm and the community's generosity are being praised, with organizers hinting at more competition—and possibly even some extra rewards—for next year's participants. Linda Blair said, "She was really inspirational in this campaign. We really, really appreciate it. I don't think any of us thought it would be anywhere near this successful." Nat Smith said, "Tami and I were able to come up with a kind of a different format, and we were able to take the jail on the road so people didn't have to be away from their jobs very long. I think it allowed us to capture a few people that otherwise we would not have been able to get for volunteering." In 2025, the Kewanee Area United Way will fund 15 local agencies offering vital support for residents of Stark and Henry Counties. Services span mental health counseling, elder care, housing, food assistance, tutoring, and programs for veterans, youth, and families. Notable organizations include Abilities Plus for individuals with disabilities, ABCD's after-school initiative, Freedom House for domestic violence support, and the Kewanee Food Pantry. The Henry County Youth Services Bureau and Sunshine Community Services Center focus on empowering and mentoring children. These agencies rely on community support, ensuring essential resources are accessible for neighbors in need throughout Kewanee and the surrounding areas. Find the full list of agencies here. The Kewanee Area United Way continues its long-standing mission to enhance the quality of life in Henry and Stark Counties, supporting health, education, and financial stability for residents. “The mission of the Kewanee Area United Way is to increase the organized capacity of people to care for one another.” Their newest initiative, Shoes for Kids, began in 2024, providing much-needed footwear to students in the Kewanee Area School Systems, with plans to expand the program into 2025. Each year, the board selects nonprofit partners dedicated to essential community services. Residents are encouraged to show support through donations or volunteering on the Board of Directors. For more information or to get involved, visit the KAUW website, email Kewaneeareaunitedway@kewanee.com, or call 309-761-8447.

The second episode of WUWM's new series about immigration pathways. How ABCD – After Breast Cancer Diagnosis – helps people with breast cancer. A business that's moving structures to make way for data centers.

主題：聯邦醫保ABCD胡美健、Sue Liu

Overview: In this episode of Thriving Practice, Tracy Cherpeski tackles one of the biggest challenges healthcare practice owners face: protecting strategic thinking time in an environment where everything feels urgent. Through the compelling story of Dr. David—an ER physician who opened a regenerative medicine practice—you'll discover why your blocked strategic planning time keeps getting hijacked, and learn the exact framework for distinguishing between genuine urgency and habitual urgency. This is part two of the time leadership series, and it's essential listening for any practice owner who's ever wondered why their "do not disturb" time never actually happens.  Click here for full show notes  Download the Time Leadership Workbook  Episode Highlights:  Why healthcare practice owners are uniquely vulnerable to losing strategic thinking time  The difference between urgency in clinical care versus practice operations  Dr. David's breakthrough: discovering 15 hours per week of delegable tasks through time tracking  The three questions that help you triage your time like an ER triages patients  The ABCD prioritization framework for categorizing tasks and interruptions  How to create decision-making frameworks that eliminate recurring interruptions  Why tracking your time for just three days can reveal patterns you can't unsee  Memorable Quotes:  "Your strategic thinking time doesn't disappear because healthcare is unpredictable. It disappears because you haven't distinguished between what's genuinely urgent and what just feels urgent."  "In clinical settings, urgency often correlates with importance. But here's the trap: you've imported that same urgency response pattern into every aspect of your practice. And in the business side of healthcare, urgency rarely equals importance."  "You cannot fix what you cannot see."  "The question isn't 'is this urgent?' The question is 'is this urgent and only I can handle it right now?' That's a very different standard."  Ready to reclaim your strategic thinking time? This episode gives you the audit framework and prioritization system to start making immediate changes. Download the Time Leadership Delegation workbook and complete your three-day time audit—then join us for part three, where Tracy shows you how to turn that data into freed-up time.  Is your practice growth-ready? See Where Your Practice Stands: Take our Practice Growth Readiness Assessment  Tracy's Bio:  Tracy Cherpeski, MBA, MA, CPSC (she/her/hers) is the Founder of Tracy Cherpeski International and Thriving Practice Community. As a Business Consultant and Executive Coach, Tracy helps healthcare practice owners scale their businesses without sacrificing wellbeing. Through strategic planning, leadership development, and mindset mastery, she empowers clients to reclaim their time and reach their potential. Based in Chapel Hill, NC, Tracy serves clients worldwide and is the Executive Producer and Host of the Thriving Practice podcast. Her guiding philosophy: Survival is not enough; life is meant to be celebrated.   Connect With Us:  Be a Guest on the Show  Thriving Practice Community  Schedule Strategy Session with Tracy  Tracy's LinkedIn  Business LinkedIn Page 

In this episode of Docs Who Lift, the Nadolsky brothers dive deep into the newly released American Association of Clinical Endocrinology (ACE) Algorithm for Obesity Care led by Dr. Karl himself. They explore:Why ACE moved away from a BMI-only approach to a person-centered, complication-centric modelThe new staging framework (ABCD) that helps individualize treatment intensityHow to interpret “clinical” vs “preclinical” obesity under the new modelUpdated targets for clinically meaningful weight loss (5%, 10%, 15% tiers)The emphasis on resistance training, sleep, and behavioral health alongside nutritionPractical guidance for selecting anti-obesity medications and identifying the right therapy for each patientWhether you're a clinician, health professional, or patient trying to understand modern obesity care, this episode breaks it all down in a practical, real-world way without the jargon.Youtube Video to follow along the graphic mentioned Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Part Two of my conversation with Dr. Alia Bojilova as we delve into the intricacies of resilience, offering valuable insights into the psychological and physiological aspects that contribute to personal and collective growth in challenging times. Our discussion covers a range of topics including belonging, curiosity, purpose, and drive as critical components of resilience. Through this engaging dialogue, we explore the dynamic interplay between self-awareness, community, and purpose, providing practical strategies to harness resilience effectively. What You'll Learn: Understanding Resilience: Dr. Bojilova and Dr. Taylor discuss how resilience is fuelled by a sense of belonging and purpose. They highlight the importance of being part of something bigger, with clear positive intent and shared values that sustain and enhance our capacity for life. Belonging and Identity: The conversation explores the profound impact of belonging not just to groups, but also to oneself. They emphasize the magic of defining personal values and purpose, which serve as a foundation for resilience. The Role of Curiosity: Curiosity is spotlighted as a vital component of resilience, offering a pathway to see seemingly insurmountable challenges as opportunities for exploration and growth. Purpose and Drive: Their dialogue underscores the significance of clear purpose as a precursor to drive, with motivation naturally following purposeful action towards meaningful goals. Physiological Resilience: Dr. Taylor stresses the importance of physical recovery and self-care as foundational elements of resilience, cautioning against the misconception of relaxation as genuine recuperation. Key Takeaways: Stay Purpose-Driven: Purpose precedes drive, making it crucial to align your actions and goals with your core values and sense of meaning. Integrate Curiosity: Cultivate curiosity about yourself, others, and the world to keep your mind open and adaptable. Prioritise Recovery: Ensure that rest and rejuvenation are integral parts of your routine to sustain long-term resilience. Embrace Belonging: Develop a deep sense of belonging within yourself and your community to foster a supportive environment for personal growth. Resources For more on resilience and to purchase Dr. Bojilova's book, "The Resilience Toolkit," check your favourite local bookstore. Connect with Dr. Alia Bojilova on LinkedIn for updates and potential speaking engagements. Corporate inquiries can be directed to Between Two Beers, a speaking bureau in New Zealand. Support the Podcast If you found this episode inspiring and informative, please consider subscribing, rating, and leaving a review on your preferred podcast platform. Your support helps us reach more listeners with meaningful discussions like this one. Share this episode with friends or colleagues who might benefit from understanding resilience and its transformative impact on life and work. For more resources and discussions on resilience, stay connected with us and never miss an episode of this invaluable series on personal and professional growth. 00:32 The Psychology of Tribalism and Community 02:04 Tools for Deepening Belonging 03:13 The Role of Awareness in Resilience 06:12 Curiosity as a Key to Resilience 10:29 The Power of Awe and Gratitude 13:52 Effort and Procrastination in Achieving Goals 20:11 Labels and Responsibility in Mental Health 22:24 The Problem with Labels in Psychology 23:27 Understanding Drive vs. Motivation 23:59 Purpose Precedes Drive 27:23 Discovering Your Purpose and Values 34:53 Resilience in Different Contexts 39:23 The Importance of RecoverySee omnystudio.com/listener for privacy information.

I used to have a Zen proverb a day calendar, the ones where each day you tear off a new sheet that has another saying that was meant to make you contemplate, get in touch, consider, explore, think. My years always started off well, but by about June I was just ripping pages off trying to catch up to the day I was supposed to be on. I honestly think I got more mileage out of my Dad Joke a Day calendar that ended up replacing the Zen one in an ensuing year. But then again maybe there is something Zen about Dad Jokes.One Zen proverb that stuck with me was, “Our eyes were originally right but went wrong because of teachers.” I have to admit that one stung a bit. Speaking on behalf of all educators, we all want to think that we are positively contributing to how our students see the world. But do we? There is the danger of formal education introducing “fixed thinking” or singular ways of conceptualizing the world around us. Students are taught what we been taught and know. Problem is, what we know might only be one dimension of how to view things.To bring in another saying, “If all you have is a hammer, then everything looks like a nail.” Thinking of “hammer” instructs  how the object is to be used. But if you have no idea what a hammer was, then you could envision many different uses for it. Sometimes not knowing is the key to progress.Now it is true from a design perspective that the way a hammer is built can instruct on how it should be used. There is something that looks like a handle. The heavy end has a flat surface which can infer pounding. But creative and unconstrained thinking can see so many ways to use this object.To throw in another saying, Ignorance is bliss, and from that we might also say paradigms can obscure. Thomas Kuhn in his book “The Structure of Scientific Revolutions” examines how established paradigms can stymie progress and advancing knowledge because they limit our ability to what is in front of us. Thus, part of the advancement of science and our understanding is shedding off what teachers have taught us to be true. Rather than just teaching paradigms and how things are, teachers need to do more teaching on how to retain a beginner's mind and connect that with envision what is possible, and not just what is believed to be known. Alan Gregerman is here on Experience by Design to talk about his new book coming out on October 14th  “The Wisdom of Ignorance,” in which he examines what we can gain by letting go of what we think we know.  Alan is trained as an Urban Geographer, as he was long interested in exploring cities of the world. While a student at Northwestern, he worked under the tutelage of John McKnight, one of the founders of the Assets-Based Community Development Institute, and I will add a person I also knew and took a workshop from on the ABCD approach. McKnight's work continues to influence Alan, as well as me. We talk about his work in helping companies be creative through exploring urban environments in undirected ways. He describes how new employees are a very valuable resource because of how they bring new eyes to organizations. He notes that half of all the companies on the Fortune 500 list 25 years ago don't exist today, and how that is in part linked to their belief in old paradigms. Alan emphasizes the importance of having teams of diverse perspectives and experiences in order to help see things differently. Also in keeping with assets-based community development, everyone has a gift that they can contribute. Alan Gregerman LinkedIn: https://www.linkedin.com/in/alan-gregerman-a33b236/Alan Gregerman: https://alangregerman.comThe Wisdom of Ignorance: https://www.amazon.com/Wisdom-Ignorance-Knowing-Innovation-Uncertain/dp/B0FJJSXVGV

Here is the link for more information and to sign up for the exclusive Hardiness workshop and 6-week program - and here is a link to the research paper on the details and benefits of the program.. In today's episode, I’m joined by Dr. Alia Bojilova, a renowned psychologist and resilience expert, as we explore the complex and multifaceted nature of resilience. Drawing from her extensive experience wotking with the SAS in New Zealand and her new book, "The Resilience Toolkit," Dr. Bojilova shares her profound insights on resilience as a dynamic, necessary process rather than a fixed trait. We delve into the critical concepts of awareness, belonging, curiosity, and drive, while recounting gripping personal anecdotes, including Dr. Bojilova's intense experience of being taken hostage during her service in Syria. This discussion offers practical tools and rich perspectives on cultivating resilience in everyday life. What You'll Learn: Understanding Resilience: Dr. Bojilova debunks the notion that resilience is a fixed trait, describing it instead as an essential, ever-evolving process that must be nurtured. Awareness and Attention: Discover the importance of being grounded in the present moment and having a clear direction. Learn to differentiate between alertness and awareness and how mindful attention can enhance resilience. Belonging and Community: Understand the pivotal role of belonging, both to oneself and a larger community, in fostering resilience. Explore how shared values and connections with a tribe strengthen our ability to cope with stress. Facing Challenges: Hear about Dr. Bojilova’s life-defining experience in Syria, which underscores the significance of staying composed and responsive under pressure. Responding vs. Reacting: Learn strategies for developing the ability to respond to life’s challenges with intentionality rather than merely reacting. Key Takeaways: Resilience is a Process: It's essential to view resilience as an ongoing journey that involves nurturing and developing through life experiences. Awareness is Key: Being present and clear about our goals is crucial. It requires intentionality in our responses to the challenges we face. Belonging Matters: A strong sense of belonging and shared purpose can significantly impact our ability to handle stress and adversity. Engage with Challenges: Embrace life's difficulties as opportunities for growth and development. Practical Tools for Resilience: Developing awareness and attention control, understanding your triggers, and building community connections are all practical steps toward resilience. Resources For more on resilience and to purchase Dr. Bojilova's book, "The Resilience Toolkit," check your favourite local bookstore. Connect with Dr. Alia Bojilova on LinkedIn for updates and potential speaking engagements. Corporate inquiries can be directed to B2B Speakers, a speaking bureau in New Zealand. Support the Podcast By changing the narrative around resilience from a static attribute to a dynamic process, this conversation aims to empower listeners to better navigate their personal and professional lives. Share this episode with those who might benefit from a renewed perspective on resilience. Your engagement could inspire and spark meaningful change. 00:50 Parallels in Our Journeys 01:19 Growing Up in Eastern Europe 02:45 Discovering Viktor Frankl 03:33 Defining Resilience 07:34 A Life-Changing Experience in Syria 08:33 Surviving Hostage Situation 22:12 Lessons from the Ordeal 23:37 Writing the Resilience Toolkit 26:06 Veteran Mental Health and Debriefing 28:13 Reflecting on a Shared Experience 31:37 The Importance of Awareness 35:54 Mindful Attention and Cognitive Fitness 40:51 Responding vs. Reacting 45:52 Embracing Challenges and Building Resilience 51:09 The Role of Belonging in Resilience See omnystudio.com/listener for privacy information.

Kiera shares with listeners how to run quarterly meetings to get clarity, alignment, and accountability. She touches on the creation of 90-day plans, creating a definition of done, and why instilling a traction cadence is so helpful and practical. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:02) Hello, Dental A Team listeners. This is Kiera and welcome to the podcast today. I hope you're having an amazing day. I hope today's a great day for you. And today we're going to dig into quarterly meetings, ⁓ traction style. So this is based on the framework by Gina Wickman in traction. I've talked about them before. I used to talk about them a lot more and I feel like it's been a hot minute since we brought this up. There's tons of episodes on quarterly meetings. Quarterly meetings are one of my favorite things in the annual planning.   and how to do this because practices who run like this, who operate like this, they truly do so great. Like honest to goodness, so great. And I'm so excited for you to learn how to do these quarterly meetings. ⁓ To me, they're like the guiding principles of a freaking successful practice. So I hope you're excited about it. ⁓ A lot of practices skip these or they run them very loosely. And I want to help you learn how to run these.   very effectively, very efficiently, what they should look like, what you can have. I've been running these for, gosh, I don't know, seven years plus. I've learned a lot through the ways. I have somebody who helps coach our meetings, because I used to self-implement myself, and it's been so beneficial to have somebody help and how much my perspective has changed by having somebody help run them who knows how to do them so well. I love doing this. Yes, we've been trained by traction. We are not traction ourselves.   We do portions of it, but we do Dental A Team's version of it. ⁓ And what I've heard from offices that work with us on them ⁓ is they love that we have the dental background too. So we're able to help solve a lot of their issues, a lot of their problems, but to give the clarity, to give the confidence in these. So I'm excited. We're going to kind of go through how to run a quarterly meeting to get clarity, alignment, and accountability. And that's what it's ultimately for. And two, I feel like give simplicity too. Because once you know like what you're supposed to work on for the quarter, ⁓   Everybody's now aligned, everybody's rowing together. So for that, ⁓ I just want you guys to, I'll kind of walk you through a whole journey of how to do this. So number one, I want you just to go back on last quarter and how did last quarter go for you? What worked, what didn't work, what got done? I think right now you don't even know what happened. Well, it might be time for you to start looking into adding quarterly meetings to your plate. If you do know, rock on, how did you know that? Does your whole team know how you did?   Does the whole leadership team behind it? And then what is like, what are you working on this quarter? Do you know, is there a focus? Is there a plan? ⁓ And so what we're supposed to do is, and I do this with lots of offices and honestly, offices that get this, the leadership team gets more ⁓ honest conversations, more accountability, more peer to peer accountability, more ownership, and the whole organization goes. So the way I break it down is your annual goal is like a mountain. So it's this huge mountain that we're trying to climb and each quarter are the big boulders.   to build up that mountain, so the rocks, and then we have little pebbles and to-dos of the day in, day out. And so every quarter we need to dedicate a full day, yes, a full day, where we actually break away, the leadership team does, and then the leadership team builds what they feel the next quarter needs to be, and then they take it and break it down per departments. So that's kind of like my favorite way to do this. So what we do is we have our mountain, our annual goals, where we're going, we know where we're headed, and then from there we're gonna break it down and build those smaller rocks.   When we're going into a quarterly, we look at where we are based on where we want to be for the year. How did last quarter go? What were the wins? What were the losses? We started having people grade the quarter in the leadership team and that's been real fun. And that's just to see if everybody's aligned. So how do we do on an ABCD? Did we accomplish the things that we set out to do? Are we on track for the year of where we wanted to be? What are we seeing from all that? And what lessons did we learn that we should either do again or not do? I think that's so paramount when I'm going into leadership departments and   working on them with these quarterlies is to see like, what did we do really well and what did we not do and what should we do again and what should we not do again? And when you break it down like that, it's so incredible. And then you go into building your next 90 day plan, if you will, is what these quarterly meetings are. What are the most important three to five things that have to get that in this next quarter that are going to take us three months that are big boulders to help us reach the top mountain point that we've all agreed to is where we want to get to by the end of this year. So if our goal this year is to produce 3 million.   We've to break that down by quarters. We've got to have projections. Obviously, not every quarter is going to be the same based on the ups and downs within a practice. That's something very common. ⁓ Usually, December is not as high. September is not as high. So let's make sure that we're on track for that. Then we're looking at our overhead. We're looking at big initiatives. So maybe it's an operations manual. Maybe it's hiring an associate. Maybe it's getting all of our assistance CPR certified. Maybe it's getting all of our assistance to where they can do   oral surgery, whatever it is, there's big initiatives. Maybe we need to bring billing in house. Maybe we need to outsource billing. Maybe we need to figure out medical billing. Those are big initiatives that are going to move an organization forward exponentially, depending upon your practices needs. So then we break it down. And what I love to do is when we build these 90 day plans, not just have people like what I used to do, and this is something I've learned that I think can really help you out a quarterly is I don't just set up a like, we need to get an operations manual done in 90 days. No, no, no, no.   What is, and this comes from the book Come Up for Air, what is the definition of done? So that means that every department needs to have a daily, weekly, monthly, quarterly skeleton. We need to have 20 protocols done per person for all the different departments. That's what the definition of done of getting this operations manual done in 90 days looks like. What does onboarding an associate look like or onboarding a front office team member? It means that they know our company core values, they know our company mission, and that they're able to independently do X, and Z.   Well, what's awesome is when we have a definition of done, now everybody knows what that goal is. Is that realistic to get done in 90 days and what the focus is? Now, when I started working with teams and depending upon the size of it, a lot of times rocks are individual and they're individual department focused. But as organizations get larger and larger, sometimes we do what's called like a rallying cry or like a centralized focus. So maybe it's that this whole quarter,   the focus is getting everybody up on par for operations manual. And that's what we're all gonna focus on. If we just got that thing done amongst all departments, the whole organization would move faster. So there's no right or wrong way to do it. I've just found that depending upon the size of the organization and where they're located and what they're focused on, sometimes that whole collective initiative is the right thing to do. Other times the departments need individual focuses. So once we get those rocks or these big boulders with a 90 day plan with a definition of done, who's doing what,   is this realistic? Do we have the capacity to do it? Then from there you move into like solving issues and resolving. And if you set really, really good rocks and quarterly 90 day plans, what I found is a lot of times the issues actually break apart and there's not as many issues and we solve a lot of the issues because they're fixed in our 90 day plan. And it's so incredible. And so like really having solid, solid ways to solve issues.   to set this up and then we work through the issues. That's one thing I love about being a consultant running these is because we have so many resources. So it's like, oh, we're struggling with scheduling. Great. We have scheduling templates. We're struggling with hiring this person. Great. We already have that. We're struggling with this 30, 90, this 30, 60, 90 onboarding. Great. We already have that for you. We're scheduling with hygiene capacity. Great. We have solutions for that. So helping offices then learn how to solve issues independently is also really beautiful.   what the process is for that and how can we do this in different ways that we can make this even better for the offices is something so good. So when you walk out of your quarterly 90 day plan, you should have one, how did we do last quarter? Two, where are we at for the entire year? What does that look like? Are we on track? Are we off track? And if we're off track, do we have a plan to get back on track with our 90 day plan?   what every person and every department is doing for these next 90 days and their specific, measurable, attainable, realistic with a timeframe with a definition of done on all of them. And they're truly the most important things. We've solved issues, we have massive clarity and all of us agree to have healthy debates. And then what we do is we track it every single week. So it becomes so clearing, so clarifying, and especially for practices that are, I think more obsessive with. ⁓   trying to get so many things done, what this forces you to do is to prioritize, to focus. Now, owners, lot of times, like myself included, I have so many great ideas. And I always think like, this is so great and I want to do X, Y, Z and all these different things. Well, what I found is that actually is really hard for my team to ever feel like they're making progress, they're making traction, there's nothing for them to really do. And so with the quarterly plan, all my great ideas get like pinned for next time because the 90 day plans rolled out.   Now, sometimes things happen. Like we might lose a team member unexpectedly. We might have other things that come up. But if I do this really, really well and my quarterly plan is really set up right, then we shouldn't stray even when things happen. And the goal is that 80 % of your boulders or your 90 day plans are accomplished every single quarter. And your office manager, your regional is responsible and accountable for making sure those like get across the goal line. And so   I love working with offices on this. love setting up. It takes eight hours. So you start out, you start out with some fun like trust building or leadership growth things are how you start. We review the quarter. We look to see how that goes for everybody. We give it a rating of how we did it. Then after that, we go through our vision of where the company is going, our core values. Are those all in alignment? We check to see if our team's all in alignment. Do we have any people we need to?   ⁓ rise up or rise out. We review that. We look to make sure our accountability or org chart is correct and that we've got right players, things are clear for all of it. So to me, it's just a good like housekeeping every single quarter. Then we build our 90 day plan. We overcome obstacles, we solve issues, and then we go to work that next quarter and we check it every single week. And saying that seems so simple. And that's actually why I love traction. That's why I love this model. It's why I love ⁓ the cadence of it.   But what's really amazing is if you pair it with Patrick Lanzioni's five dysfunctions of a team and you really start working on that trust and vulnerability and then healthy debate.   But what's really amazing is when you build the clarity with the quarterly, with the plan, ⁓ and you're working on those healthy debates, the peer-to-peer, the ownership, that's when you really start to win. That's when you start to win as an organization. That's when you start to build trust amongst your leaders. That's when you start to make sure that you're really focused on where you wanna go. And so I'm just so obsessive about it. This is what people do in large organizations and...   When I go to conferences and I talk to really brilliant businesses, they're all running on this. And so I'm like, if this is what the best of the best are doing, and I do think it's the easiest, the most consistent, the easiest to follow. But when I said at the beginning, I used to self-implement and I used to run these meetings and having somebody come in and run them, who's not me, has allowed me to sit in the owner seat, to sit in the CEO seat where I don't have to sit here and think about running it.   But I can actually sit back and I can look and watch my leadership team evolve. I can watch the different pieces. I can ⁓ really truly observe. can think I'm not having to sit here and make sure we're putting things together and I'm pushing my own initiatives. But I have somebody who's there that can see my team from a perspective I can't see them from. And it's such an amazing experience. And so I just strongly recommend if you haven't done it, start, start implementing it. If you need help, reach out Hello@TheDentalATeam.com.   We do this for so many offices and it's something just really magical to be able to help you get the clarity and offices that have implemented have told me like, we just feel alignment. We feel traction. We feel clarity. ⁓ Quarters are not as hard. It's easier to hit goals and expectations. All of that becomes easier. And so I just encourage you to try it, to commit to putting it into place. And this is something where if we can help you guys set it up and to run in for you.   something that we do. So reach out hello at thedeadlyteam.com but truly, this is something that I think you, your organization and every team member deserves. And then you go break it down in departments and we make sure that it's clear, it's tracked, it's measured, and it's focused. And you're actually able to like move the company forward so much. So all those big to do projects that you've always wanted to get done, this is how you get them done. So don't hesitate. Don't wait. Be sure to commit to your practice. Start with the quarterlies. This is how to like   a quick overview of how to run them. There's more in depth. You can reach out, ask questions, but truly you, your practice and your whole leadership team and your whole team deserve to have this. Now, if your team's small, that's okay. You can actually start with your whole team. We can get alignment that way. If your team's larger, you can move it into leadership meetings. So there's a certain spot where I actually move it that's recommended, but other times a lot of it is actually like open to the whole team and there's strategy in both ways to do it. So reach out.   Hello@TheDentalATeam.com. Commit to running amazing quarterlies and just get it done guys. That's what this is about. Thank you guys for listening and as always, thanks for listening. I'll catch you next time on The Dental A Team podcast.  

Pastor Chris shares the ABCD's of salvation.

●YouTube影片● https://voh.psee.ly/867z72 ●FB粉專影片 ● https://voh.pse.is/867z8l 本集主題：台灣光與影：日治時期電影史 訪問作者：李政亮 內容簡介： 最完整、最詳實的日治時期台灣電影史 1895年，電影開始轉動，日本也開始統治台灣， 在帝國的推動下，台灣開始有了自己的電影史。 台灣電影史的開端，與歐美乃至日本的脈動息息相關。1895年，法國盧米埃兄弟在巴黎放映電影，被視為電影史的起點。也在這一年，台灣成為日本殖民地，被併入新興的現代帝國。日本統治台灣，粗略可分為日治之初高壓又懷柔的摸索階段、1920年代內地延長主義、1930年中後期戰爭動員等階段。 日本很早就注意到電影作為政治宣傳的作用。日本首相伊藤博文意識到影像的力量，特別請高松豐次郎到台灣放映電影並進行政治宣傳。日俄戰爭爆發之初，台灣民間謠傳日本將會戰敗，高松豐次郎便放映日俄戰爭場景的電影，傳達日本的強大。1907年高松豐次郎為宣傳總督府的政績而拍攝《台灣實況介紹》，影片雖已佚失，但透過《台灣日日新報》可看到殖民者眼中的台灣。影像是視覺的呈現，隨著日本國內博覽會的熱潮，台灣也在其中展示。然而，無論是影像或博覽會，原住民始終是被高壓觀看的焦點。 1910年代，台北電影常設館僅芳乃亭與世界館兩家，放映片目在《台灣日日新報》都有報導，因此電影館無需刊登廣告。隨著日本電影的發展，芳乃亭與世界館的競爭逐漸白熱化，兩家都設法引入日活、天活的作品，甚至刊登主打辯士的廣告。到了1920年代，兩家電影館持續進化，修建新館，台灣的電影生態進入新的境界。 在日治時期，日本對台灣的想像是什麼？在1920年前後來台灣拍攝的《虛榮之夢》（1918）與《佛陀之瞳》（1922）裡，台灣洋溢著異國情調。其中根深柢固的想像則是原住民乃至吳鳳神話，從《哀之曲》（1919）、《阿里山俠兒》（1927）到《義人吳鳳》（1932）都是如此。日本總督府一手打造吳鳳的神話，也成為日本國定教科書的內容。 從1920年代中期開始，台灣掀起一波上海電影熱。受歡迎的類型主要有武俠奇觀（如《火燒紅蓮寺》）、階級差異的愛情悲劇或家庭倫理劇。而台灣的在地通俗文化維繫了這兩類電影的人氣，如《三六九小報》將電影化為小說連載、蘭記書局販賣武俠小說與連環畫。 1927年美國好萊塢第一部有聲電影《爵士歌手》問世，標示著電影進入有聲電影的年代，在台灣則是有聲與默片共存。隨著日本電影進入有聲時代，電影館也加裝新設備。雖然上海電影都是默片，但辯士的言說、加上唱片業的興起、作詞作曲家為電影譜寫詞曲、甚至歌仔冊也有以電影為主題，在在讓這些默片變得如有聲一般。此外，1930年代台灣進入廣播時代，其中有電影解說節目，詹天馬便曾解說阮玲玉主演的《戀愛與義務》。 1931年「台北映畫聯盟」成立，除了影迷定期聚會觀看電影，也舉辦以歐美電影（洋畫）為主的影展。在《吳新榮日記》和龍瑛宗的文學作品中，可看到兩人對法國電影的喜愛。1925年成立的「台灣映畫研究會」是一群台灣青年電影夢的起點。他們所拍攝的《誰之過》（1925）轟動一時，可惜無後繼作品。之後歷經《血痕》（1929）、《怪紳士》（1933），1938年迎來有聲電影《望春風》（1938），其片名是根據同名流行曲而來，可見1930年代末期大眾文化的景況。 日治時期的作家們以電影為中介，描述封建社會的悲涼或落空的城市夢，或勾勒出中上階層的生活樣貌。1930年代中期，台灣知識份子曾經有過希特勒熱潮。台灣第一位參加奧運的選手張星賢便親眼見過希特勒，他曾以台灣人的身分代表滿洲國，也曾以日本人的身分參加柏林奧運，是這一代台灣人複雜身分認同的共通寫照。 1930年代中後期開始，隨著日本發動戰爭，出現了一系列戰爭電影，1940年的《燃燒的天空》開始加入圓谷英二的特攝元素，戰爭場面更為逼真。戰爭電影對台灣人有何影響？世代差異明顯：30多歲的吳新榮因目睹戰爭的慘狀而心生厭惡，18歲的葉盛吉看了《燃燒的天空》後感動萬分，10歲少年東俊賢則因為這部電影而萌生報考少年航空學校的心願。 新興帝國日本充分運用電影的影響力，殖民地或佔領地大都設有電影設置機構。為闡釋「大東亞共榮圈」，而運用電影來連結日本與殖民地或佔領地的歷史。在敵人為「ABCD」（美國、英國、中國與荷蘭）的情況下，台灣成為對抗荷蘭的角色，《國姓爺合戰》（1940）便是以日本的鄭成功神話為主題，《海上的豪族》（1942）則是濱田彌兵衞趕走荷蘭人的故事。 李香蘭是「大東亞共榮圈」的傳奇。她從滿映起家，而後在日本、台灣乃至上海成為人氣演員與歌手。她會講日語的中國人形象以及受過俄國美聲訓練的歌聲，都讓她帶有朦朧的異國感。她在台灣拍攝的電影《莎韻之鐘》（1943），在原住民部落上映後，掀起了加入「高砂義勇隊」的風潮。 電影是政治和經濟因素、社會文化脈絡與影像交織下的產物，而殖民者的統治策略、經濟發展、社會樣態與文化風貌各有不同，在此架構下，本書試圖爬梳台灣電影在日治時期的發展軌跡。 作者簡介：李政亮 輔大法學士、台大法學碩士、北京大學哲學博士。文化評論者，政大傳播學院兼任助理教授。曾以中國觀察進行系列書寫：《拆哪，我在這樣的中國》（2011，獲36屆金鼎獎）、《中國課》（2012，獲選《亞洲週刊》2012年年度十大好書）、《拆哪，中國的大片時代》（2017，獲選2018年法蘭克福書展台灣館展書）。此外，《從北齋到吉卜力》（2019）則透過相關博物館，敘述日本漫畫與動畫的發展歷史。近年關注焦點轉回日治台灣，在歷史中爬梳電影與殖民現代性之間的關聯。相關文章主要發表於《鳴人堂》、《想想論壇》、《Fa電影欣賞》等。 #李基銘 #李基銘主持人#fb新鮮事#快樂玩童軍 #廣播之神#廣播之神李基銘 ●YouTube節目採訪頻道● https://voh.pse.is/83c4sg ●YouTube旅行採訪頻道● https://voh.pse.is/83c4p6 podcast平台，可以收聽 SoundOn　https://bit.ly/3oXSlmF Spotify　https://spoti.fi/2TXxH7V Apple　https://apple.co/2I7NYVc KKBOX　https://bit.ly/2JlI3wC Firstory　https://bit.ly/3lCHDPi 請支持粉絲頁 廣播之神：  / voh.god  李基銘主持人粉絲頁：  / voh.lee  李基銘-主持人-節目採訪頻道 ：  / voh.video  -- Hosting provided by SoundOn

Send me a Text Message!In this episode, Angie Kitko is joined by Kara Dossey — team backbone, soul sciences nerd, charcuterie artist, and client experience queen — for a heart-forward conversation recorded live at the Inner Wealth Mastermind Retreat in Park City, Utah. From grief and growth to party planning and personality tests, this one is a full-circle celebration of healing, friendship, sisterhood, and soul work.Key TakeawaysThis Journey Started with Grief Kara's transformation began after losing her father — and it cracked open everything.Healing Is a Return to Self-Love From burnout and codependence to autonomy and wholeness, it's all about coming back to yourself.The Work Doesn't Have to Be Heavy Deep inner work can coexist with Taylor Swift dance breaks and meat flowers.When You Heal, You Find Family Kara didn't just join a business — she found a tribe, a rhythm, and real belonging.Soul Sciences Aren't a Gimmick They're the blueprint for helping big-energy visionaries bring their work into form.Notable Quotes“I love people telling me, I need you to do ABCD, and I love checking it off the list. Like I thrive on it.”“I miss my dad, but like him dying also was one of the best things to happen to me because it allowed me to be who I am right now.”“You are more like my little sister… which people also think. They think we are sisters.”“I started showing up on all of the mastermind calls and I really started just to lean in — and it just changed my life.”“Our retreats can get wild, guys… They don't get too wild, but we try to dance. Staying young. We're dancing. We're having fun.”Call to Action

What if the key to transforming your city wasn't fixing what's broken—but uncovering what's already good? In this compelling episode of the AVAIL podcast, Meghan Killingsworth—co-pastor of First United Methodist Church of Sanford—introduces us to the power of asset-based community development (ABCD). Rooted in the belief that God declared creation “very good,” Meghan unpacks why real ministry doesn't start with people's deficits—it starts with their dignity. Discover how ABCD reshapes outreach, discipleship, and justice by partnering with people, not working for them. This episode will challenge your assumptions and expand your vision of what Kingdom work can truly look like.

In this episode of The Aspiring Solopreneur, we sit down with Stan Ward, coach, author, and spreadsheet whisperer, who shares how it took him five years to develop a system he now teaches in just 60 days, how he turned his finances from chaos into calm, and why paying yourself twice a month might be the smartest move you haven't made yet.Stan's approach blends structure with soul, systems with self-care, and yes—he's got a daily ABCD checklist you're going to want to steal. If burnout has been creeping in or your bank account's been throwing tantrums, this episode is your wake-up call.Being a solopreneur is awesome but it's not easy. It's hard to get noticed. Most business advice is for bigger companies, and you're all alone...until now. LifeStarr Intro gives you free education, community, and tools to build a thriving one-person business.  So, if you are lacking direction, having a hard time generating leads, or are having trouble keeping up with everything you have to do, or even just lonely running a company of one, be sure to check out LifeStarr Intro!Access Lifestarr Intro

American dancer and actress Lauren Gottlieb joins Cyrus Says and drops bomb after bomb — from working with Tom Cruise on Tropic Thunder, pitching Britney Spears (but choosing JLo), and the time Tobey Maguire fired her! She also reflects on her whirlwind life: from dancing on Glee and So You Think You Can Dance, to shifting to India, doing Jhalak Dikhhla Jaa, starring in ABCD, and becoming a desi at heart (almost).

Episode Title: From Burnout to Breakthrough: Building Better Engineering Teams with Thanos DiacakisGuest: Thanos DiacakisHost: Virginia PurnellPodcast: Entrepreneur ConundrumLinks & Resources:Website: https://www.cosmicteacups.comLinkedIn: https://www.linkedin.com/in/thanosd/Download: 7 Mental Models for Software DevelopmentWhat You'll Hear in This Episode:How Thanos turned early startup experience into a career of helping software teams scaleCommon misconceptions about engineering productivityThe four types of work all software teams should balanceWhy going “faster” often starts with doing lessThanos' ABCD framework: Iteration, Quality, Complexity, PlanningThe truth about burnout, identity, and finding joy in software againBest advice Thanos has ever received—and givenHis favorite book (Changing on the Job) and favorite movie (A Few Good Men)Ideal For:Startup founders with growing engineering teamsCTOs and engineering managers facing team burnout or delivery delaysAnyone curious about the intersection of software development and team healthSubscribe & Review:Love what you hear? Subscribe to Entrepreneur Conundrum and leave a review to help more founders find their flow.Key Questions(01:12) How did you end up on this journey and where you are today?(02:32) Who's your ideal client today?(04:00) How do you get in front of these people?(08:12) What are a couple of big goals that you're looking to achieve in the next year or two?(09:00) How would that affect your business?(09:41) So I think you've already touched on all of the questions about how to deliver software faster by doing less. I think we talked about that with time allocation, right? Is there anything else that you wanted to touch on?(15:36) Is working with you an ongoing long term aspect, or is it for a certain time It will usually start with some engagement to the tune of six months.(17:52) Is it hard to find where the bottleneck is in the software?(20:16) What is the best advice that you have ever received?(21:30) What's the best advice you've ever given?(23:35) I have that question, too, because you've done quite a few startups, and you have a family and stuff like So do you have any tips on how you were able to try to have that balance?(25:57) Is there anything else that you would like to talk about that we haven't yet?(26:10) What is your favorite book and movie?(29:21) Where can we go to learn more about you and what you do?Thanos Diacakishttps://www.cosmicteacups.comhttps://www.linkedin.com/in/thanosd/Virginia PurnellFunnel & Visibility SpecialistDistinct Digital Marketing(833) 762-5336virginia@distinctdigitalmarketing.comwww.distinctdigitalmarketing.comwww.distinctdigitalmarketing.co

Tens of thousands of Massachusetts residents are officially unemployed, and trying to find a job isn't easy these days. Often, when you're switching careers, it can be difficult to know where to start, or what resources are available for you. ABCD and MassHire are teaming up to open a brand new career center in Roxbury's Nubian Square! ABCD's President and CEO, Sharon Scott-Chandler, returns to the show to talk about all it has to offer.

What does it really mean to have a bias toward action and how do you build that into your culture without skipping strategy? Boris Gloger joins Brian Milner for a deep dive on experimentation, leadership, and the difference between tactical work and true strategic thinking. Overview In this conversation, Brian welcomes longtime Scrum pioneer, consultant, and author Boris Gloger to explore the tension between planning and doing in Agile environments. Boris shares how a bias toward action isn’t about skipping steps—it’s about shortening the cycle between idea and feedback, especially when knowledge gaps or fear of mistakes create inertia. They unpack why experimentation is often misunderstood, what leaders get wrong about failure, and how AI, organizational habits, and strategy-as-practice are reshaping the future of Agile work. References and resources mentioned in the show: Boris Gloger LinkedIn Leaders Guide to Agile eBook Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Boris Gloger is a pioneering agile strategist and Germany’s first Certified Scrum Trainer, known for shaping how organizations across Europe approach transformation, strategy, and sustainable leadership. As founder of borisgloger consulting, he helps teams and executives navigate complexity—blending modern management, ethical innovation, and even AI—to make agility actually work in the real world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the one, the only Mr. Boris Glogger with us. Welcome in Boris. Boris Gloger (00:11) Yeah, thank you, Eurobrein, for having me on your show. Brian Milner (00:14) Very excited to have Boris here. For those of you who haven't crossed paths with Boris, Boris has been involved in the Scrum movement, I would say, since the very, very earliest days. He's a CST, he's a coach, he's an author, he's a keynote speaker. He had a book early called The Agile Fixed Price. He runs his own consultancy in Europe. And he has a new book that's been, that's going to be coming out soon called strategy as practice. And that's one of the reasons we wanted to have Boris on is because there's kind of this topic area that's been percolating that I've heard people talk about quite often. And I see some confused looks when the, when the topic comes up, you hear this term about having a bias toward action. And, we just wanted to kind of dive into that a little bit about what that means to have a bias toward action. and really how we can apply that to what we do in our day-to-day lives. So let's start there, Boris. When you hear that term, having a bias toward action, what does that mean to you? Boris Gloger (01:12) The fun thing is I was always in tune with the idea because people said my basic mantra at the beginning of doing agile was doing as a way of thinking. So the basic idea of agile for me was always experimentation, trying things out, breaking rules, not for the sake of breaking rules, but making to create a new kind of order. the basic idea is like we had with test-driven development at the beginning of all these agile approaches and we said, yeah, we need to test first and then we have the end in our mind, but we don't know exactly how to achieve that. So there is this kind of bias towards action. That's absolutely true. On the other hand, what I've always found fascinating was that even the classical project management methodologies said, Yeah, you have to have a plan, but the second step is to revise that plan. And that was always this, do we plan planning and reality together? And actually for me at the beginning, 35 years ago, was exactly that kind of really cool blend of being able to have a great vision and people like Mike and all these guys, they had always said, we need to have that kind of a vision, we need to know. Yeah, if the product owner was exactly that idea, you have to have that vision, but you really need to get the nitty-gritty details of, so to say, of doing this stuff. Brian Milner (02:40) Yeah, that's awesome. And the thing that kind of always pops to my head when I think about this is, we hear this term bias toward action and there's sort of this balance, I think a little bit between planning and action, right? I mean, you wanna plan, you wanna plan well, but you don't wanna over plan. You don't wanna waste too much time trying to come up with a perfect plan. You wanna... you want to do things, but you also don't want to be, you don't want to rush into things. So how do people find that balance between not just, you know, going off, you know, like we say in the U S half cocked a little bit, you know, like just not, not really not ready to really do the thing that you're going to do. Cause you didn't really invest the time upfront, but on the other hand, not spending so much time that you're trying to get the perfect plan before you do anything. Boris Gloger (03:28) You know, the problem, for me, the issue was solved by when I figured out that the teams typically struggle not to achieve, for instance, the sprint goal or the end or whatever they wanted to accomplish when they have not the right know-how. So it's a knowledge problem. So for instance, I don't know if this is still the case, but sometimes developers say, need to... to immerse myself with that I need to figure that out. I need to get the new framework before I can do something about estimates or something. So whenever you hear that, that you know that person that just tries to give you an estimate or the team that would like to come into a sprint goal or whatever it is, they are not really knowing what topic is about. It's a knowledge gap. And then people tend to go into that analysis paralysis problem. They don't know exactly what they need to do. So therefore they need to investigate. But by doing investigation, you start making that big elephant in the corner, larger and larger and larger and larger because you go that ishikara diagram, you have too many options. It's like playing chess with all options at hand and not have enough experience. What kind of gambit you would like to do. So everything's possible and by, because you have not enough experience, you say everything's possible, that creates too much of a planning hassle. And Agile, is the funny thing is, made us very transparent by just saying, okay, let's spend maybe two weeks. And then we figured out two weeks is too much. So let's do a spike, then we call it a spike. The basic idea was always to have a very short time frame, timeline where we try to bring our know-how to a specific problem, try to solve it as fast as possible. And the funny thing was actually was, as if I I confess myself that I don't know everything, or anything, sorry, that I don't know anything, then I could say, I give me a very short timeline, I could say I spend an hour. And today we have chat, CVT and perplexity and all that stuff. And then we could say, okay, let's spend an hour observation, but then we need to come up with a better idea of what we are talking about. So we can shorten the time cycle. So whenever I experienced teams or even organizations, when they start getting that planning in place, we have a knowledge problem. And a typical that is, is, or the classical mindset always says, okay, then we need to plan more. We need to make that upfront work. For instance, we need to have backlogs and we need to know all these features, even if we don't know what kind of features our client really would like to have. And the actual software problem is saying, okay, let's get out with something that we can deliver. And then we get feedback. And if we understand that our kind of the amount of time we spend is as cheap as possible. So like we use the tools that we have. We used to know how that we have. We try to create something that we can achieve with what we can do already, then we can improve on that. And then we can figure out, we don't know exactly what we might need to have to do more research or ask another consultant or bring in friends from another team to help us with that. Brian Milner (06:46) It's, sounds like the there's a, there's a real, kind of focus then from, from what I'm hearing from you, like a real focus on experimentation and, you know, that, that phrase we hear a lot failing fast, that kind of thing. So how, do you cultivate that? How do you, how do you get the organization to buy in and your team to buy into that idea of. Let's experiment, let's fail fast. And, and, we'll learn more from, from doing that than just, you know, endlessly planning. Boris Gloger (07:12) I think the URCHAR community made a huge mistake of embracing this failure culture all the time. We always tell we need to call from failure because we are all ingrained in a culture in the Western society at least, where we learned through school our parents that making failures is not acceptable. Brian Milner (07:18) Ha ha. Boris Gloger (07:32) And I came across Amy Atkinson and she did a great book to make clear we need to talk about failures and mistakes in a very different kind of way. We need to understand that there are at least three kinds of mistakes that are possible. One is the basic mistake, like a spelling error or you have a context problem in a specific program that you write or you... You break something because you don't know exactly how strong your material is. That is basic mistake. You should know that. That's trainable. The other is the kind of error that you create because the problem you try to solve has too many variables. So that's a complicated problem. You can't foresee all aspects that might happen in future. So typical an airplane is crashing. So you have covered everything you know so far. But then there's some specific problem that nobody could foresee. That's a failure. But it's not something that you can foresee. You can't prevent that. You try to prevent as best as possible. And that's even not an accepted mistake because sometimes people die and you really would like to go against it. So that's the second kind of mistakes you don't like to have. We really like to get out of the system. And then there's a third way kind of mistakes. And that is exactly what we need to have. We need to embrace that experimentation and even experimentation. mean, I started physics in school and in university and an experimental physicists. He's not running an experiment like I just throw a ball around and then I figure out what happens. An experiment is a best guess. You have a theory behind it. You believe that what you deliver or that you try to find out is the best you try to do. The Wright brothers missed their first airplane. I mean, they didn't throw their airplane in the balloon. Then it gets destroyed. They tried whatever they believed is possible. But then you need to understand as a team, as an organization, we have never done this before, so it might get broken. We might learn. For instance, we had once a project where we worked with chemists 10 years ago to splice DNA. So we wanted to understand how DNA is written down in the DNA sequence analyzer. And I needed to understand that we had 90 scientists who created these chemicals to be able to that you can use that in that synthesizer to understand how our DNA is mapped out. And we first need to understand one sprint might get results that 99 of our experience will fail. But again, management said we need to be successful. Yeah, but what is the success in science? I mean, that you know this route of action is not working, right? And that is the kind of failure that we would like to have. And I believe our Agile community need to tell that much more to our clients. It's not like, we need to express failure. No, we don't need to embrace failure. We don't want to have mistakes and we don't want to have complicated issues that might lead to the destroying of our products. need on the other hand, the culture, the experimentation to figure out something that nobody knows so far is acceptable, it's necessary. And then, edge our processes help us again by saying, okay, we can shorten the frame, we can shorten the time frame so that we can create very small, tiny experiments so that in case we are mistaken, Not a big deal. That was the basic idea. Brian Milner (11:04) That's a great point. That's really a great point because you're right. It's not failure in general, right? There are certain kinds of failures that we definitely want to avoid, but there's failure as far as I run an experiment. at that point, that's where we start to enter into this dialogue of it's not really a failure at that point. If you run an experiment and it doesn't turn out the way you expected, it's just an experiment that didn't turn out the way you expected. Boris Gloger (11:30) Basically, every feature we create in software or even in hardware, we have never done it before. So the client or our customers can't use it so far because it's not there. So now we ship it to the client and then he or she might not really use it the way that we believe it is. Is it broken? it a mistake? It was not a mistake. It was an experiment and now we need to adapt on it. And if we can create a system, that was all that was agile, I think was a bot. On very first start, if we can create a system that gives us feedback early. then that guessing can't be so much deviation or say in a different way, our investment in time and material and costs and money and is shortened as much as possible. So we have very small investments. Brian Milner (12:13) Yeah, that's awesome. I'm kind of curious too, because, you know, we, we, we've talked a little bit at the beginning about how, you know, this is part of this bias towards action as part of this entrepreneurial kind of mindset. And I'm curious in your, experience and your consultants experience that you've worked with big companies and small companies, have you noticed a difference in sort of that bias toward action? Uh, you know, that, that kind of. is represented in a different way in a big company versus a more small startup company. Boris Gloger (12:48) The funny thing is I don't believe it's a problem of large corporations or small, tiny little startups, even if we would say that tiny little startups are more in tune in making experiments. It's really a kind of what is my mindset, and the mindset is a strange word, but what is my basic habit about how to embrace new things. What is the way I perceive the world? Every entrepreneur who tries to create it or say it different way, even entrepreneurs nowadays need to create business plans. The basic ideas I can show to investors, everything is already mapped out. I have already clients. I have a proven business model. That is completely crazy because If it were a proof business model, someone else would have already done it, right? So obviously you need to come up with the idea that a kind of entrepreneur mindset is a little bit like I try to create something that is much more interesting to phrase it this way. by creating something, it's like art. You can't, can't... Plan art, I mean, it's impossible. I mean, you might have an idea and you might maybe someone who's writing texts or novels might create a huge outline. But on the other hand, within that outline, he needs to be creative again. And someone will say, I just start by getting continuous feedback. It's always the same. You need to create something to be able to observe it. that was for me, for me, that was the epiphany or the idea 25 years ago was, I don't know what your background is, but I wasn't a business analyst. Business analysts always wanted to write documents that the developer can really implement, right? And then we figured out you can't write down what you need to implement. There's no way of writing requirements in the way that someone else can build it. That's impossible. And even philosophers figure that out 100 years ago is written, Shanti said, you can't tell people what is the case. It's impossible. So, but what you can do, you can create something and you can have it in your review. And then you can start discussing about what you just created. And then you create a new result based on your observations and the next investment that you put in that. And then you create the next version of your product, your feature, your service, et cetera. Brian Milner (15:12) Hmm. Boris Gloger (15:25) And when we came back to the entrepreneur mindset and starting companies, Greaves created exactly that. He said, okay, let's use scrum to come up with as much possibilities for experimentation. And then we will see if it works. Then we can go on at that. And large corporations typically, They have on the one hand side, have too much money. And by having too much money, you would like to get an investment and they have a different problem. Typically large corporations typically needs to, they have already a specific margin with their current running products. And if you come up with a new business feature product, you might not get that as that amount of of revenue or profitability at the beginning. And therefore, can't, corporations have the problem that they have already running business and they are not seeing that they need to spend much, much more money on these opportunities. And maybe over time, that opportunity to make money and that's their problem. So this is the issue. It's not about entrepreneurial mindsets, it's about that. problem that you are not willing to spend that much money as long as you make much more money, it's the same amount of time on your current business. It happens even to myself, We are running a consulting company in Germany and Austria, and Austria is much smaller than Germany's tenth of the size. And if you spend one hour of sales in Austria, you don't make that much money in Austria than you make in Germany. this investment of one hour. Where should you focus? You will always focus on Germany, of course. means obvious. Brian Milner (17:08) Yeah. Yeah. Boris Gloger (17:10) Does it make sense? Maybe I'm running so. Brian Milner (17:14) No, that makes sense. That makes sense entirely. And so I'm kind of curious in this conversation about action and having a bias toward action then, what do you think are some of the, in your experience in working with companies, what have you seen as sort of the common obstacles or barriers, whether that be psychological or. organizational, what do you find as the most common barriers that are preventing people from having that bias toward action? Boris Gloger (17:44) the they are they are afraid of the of that of tapping into the new room endeavor. So that was always my blind spot because I'm an entrepreneur. I love to do new things. I just try things out. If I've either reading a book, and there's a cool idea, I try to what can happen. But we are not And most organizations are not built that way that they're really willing to, when most people are not good in just trying things out. And most people would really like to see how it's done. And most people are not good in... in that have not the imagination what might be possible. That's the we always know that product adoption curve, that the early adopters, the fast followers, the early minority, the late minority. And these inventors or early adopters, they are the ones who can imagine there might be a brighter future if I try that out. And the other ones are the ones who need to see that it is successful. And so whenever you try implementing Scrum or design thinking or mob programming or I don't whatever it is, you will always have people who say it's not possible because I don't have, haven't seen it before. And I sometimes I compare that with how to how kids are learning. Some kids are learning because they see how what is happening. They just mirroring what they see. And some kids are start to invent the same image in imagination. And but both that we are all of us are able to do both. It's not like I'm an imaginary guy who's inventing all the time and I don't, people, maybe there's a preference and the organizations have the same preference. But typically that's the problem that I see in organizations is based on our society and our socialization, on our business behaviors and maybe the pressure of large corporations and all that peer pressure is Brian Milner (19:34) Yeah. Yeah. Boris Gloger (19:54) The willingness to give people the room to try something out is the problem. Well, not the problem, it's the hinders us of being more innovative in organizations. Brian Milner (19:59) Yeah. Yeah. Well, that brings to mind a good question then too, because this experimentation mindset is very, very much a cultural kind of aspect of an organization, which speaks to leadership. And I'm kind of curious from your perspective, if you're a leader, what kind of things can you do as a leader to encourage, foster, of really nurture? that experimentation mindset in your organization. Boris Gloger (20:34) Let's have a very simple example. Everybody of us now maybe have played with chat, CPT, Suno, perplexity and so on. So that's the school AI technology around the corner. And what happens now in organizations is exactly what happens 30 years ago when the internet came here. You have leadership or managers who say, that's a technology, I give it to the teams, they can figure out whatever that is. And the funny thing is, if you have a technology that will change the way we behave, so it's a social technology, a kind of shift, then I need to change my behavior, I need to change the way I do I'm doing things. Yeah, everybody of us has now an iPhone or an Android or whatever it is, but but we are using our mobiles in a completely different way than 30 years ago. And to lead us and manage us, we need to train ourselves first before we can help our teams to change. So the problem is that Again, a lot of Agilist talks about we need, first we need to change the culture of organizations to be able to do Agile and so on and so on. That's complete nonsense. But what we really need to is we need to have managers, team leads, it with team leads, to help them to do the things themselves because Agile, even in the beginning, now it's technology change, now it's AI, is something that changes the way we do our stuff. It's kind of habit. And we need to help them to seize themselves. Maybe they can only seize themselves by doing that stuff. And that goes back to my belief that leadership needs to know much more about the content of their teams and the way these teams can perform their tasks and the technology that is around to be able to thrive in organizations. Brian Milner (22:40) Yeah. Yeah. I love this discussion and I love that you brought up, you know, AI and how that's affecting things here as well. how do you think that's having a, do you think that's making it easier, harder? How do you think AI is, is kind of influencing this bias toward action mentality? Boris Gloger (22:59) Yeah, it depends on if you are able to play. mean, because the funny thing is, it's a new kind of technology. really knows what all these tools can do by themselves. And it's new again. It's not like I have done AI for the next last 10 years and I know exactly what's possible. So we need to play. So you need to log in to adjust it. Yesterday, I tried something on Zulu. I created the company song in 10 seconds. I went to ChatGVT, I said I need a song, I need lyrics for a company song. These are the three words I would like to have, future, Beurus Kluger, and it needs to be that kind of mood. ChatGVT created the song for my lyrics, then they put the lyrics into the... And they created a prompt with ChatGVT and then put that prompt in my lyrics into Sono and Sono created that song within 10 seconds. I mean, it's not get the Grammy. Okay. It's not the Grammy. But it was, I mean, it's, it's, it's okay. Yeah. It's a nice party song. And now, and just playing around. And that is what I would like to see in organizations, that we start to play around with these kind of technologies and involve everybody. But most people, the very discussions that I had in the last couple of weeks or months was about these tools shall do the job exactly the same way as it is done today. So it's like... I create that kind of report. Now I give that to Chet Chibati and Chet Chibati shall create that same report again. That is nonsense. It's like doing photography in the old days, black and white. And now I want to have photography exactly done the same way with my digital camera. And what happened was we used the digital cameras changed completely the way we create photography and art. changed completely, right? And that is the same thing we need to do with ChatGV team. And we need to understand that we don't know exactly how to use it. And then we can enlarge and optimize on one hand the way we are working, for instance, creating 20 different versions for different social media over text or something like that, or 20 new pictures. But if I would like to express myself, so, and... and talk about my own behavior or my own team dynamic and what is the innovation in ourselves, then we need to do ourselves. And we can use, that is the other observation that we made. The funny thing that goes back to the knowledge issue, the funny thing is that teams typically say, I don't know if it's in the US, but at least in my experience, that we still have the problem within teams. that people believe this is my know-how and that is your know-how and I'm a specialist in X or Y set. So they can't talk to each other. But if you use maybe chat GPT and all these tools now, they can bridge these know-how gaps using these tools. And suddenly they can talk to each other much faster. So they get more productive. It's crazy. It's not like I'm now a fool with a tool. I can be a fool and the tool might help me to overcome my knowledge gaps. Brian Milner (26:20) Now this is awesome. I know that your book that's coming out, Strategy is Practice, talks about a lot of these things. Tell us a little bit about this book and kind of what the focus is. Boris Gloger (26:30) the basic idea when I started doing working on the on strategies, we be in the the actual community, we talk about strategy as what is a new idea of being OKR. So OKR equals strategy, and that is not true. And I came up with this basic idea, what is the basic problem of of strategic thinking and we are back to the in most organizations, we still believe strategy is the planning part and then we have an implementation part. And years ago, I came across a very basic, completely different idea that said every action is strategy. Very simple example. You have the strategy in a company that you have a high price policy. Everything you do is high price. But then you are maybe in a situation where you really need money, effort, revenue issues, liquidation, liquidation problems. Then you might reduce your price. And that moment, your strategy is gone. just your obviously and you have now a new strategy. So your actions and your strategies always in line. So it's not the tactic for the strategy, but tactic is strategy. And now we are back to Azure. So now we can say, okay, we need kind of a long-term idea. And now we can use for creating the vision. For instance, you list the V2MOM framework for creating your vision. But now I need to have a possibility to communicate my strategic ideas. And in the Azure community, we know how to do this. We have plannings and we have dailies and we have reviews and retrospectives. So now I can use all these tools. I can use from the bookshelf of Azure tools. I can use maybe OKRs to create a continuous cycle of innovation or communication so that I get that everybody knows now what is the right strategy. And I can feed back with the reviews to management. that the strategy approach might not work that way that they believed it's possible experimentation. And then and I added two more ideas from future insight or strategic foresight, some other people call it. So the basic idea is, how can I still think about the future in an not in the way of that I have a crystal ball. But I could say, how can I influence the future, but I can only influence the future if I have an idea what might be in future. It's like a scenario. Now you can create actions, power these kind of scenarios that you like, or what you need to prevent a specific scenario if you don't like that. And we need a third tool, that was borrowed from ABCD risk planning, was the basic idea, how can I get my very clear a very simple tool to get the tactics or the real environmental changes like suddenly my estimates might not be correct anymore or my suggestions or beliefs about the future might not get true in the future. So I need kind of a system to feed back reality in my strategy. it's a little bit like reviewing all the time the environment. And if you put all that together, then you get a very nice frame how to use strategy on a daily practice. It's not like I do strategy and then have a five-year plan. No, you have to do continuously strategy. And I hope that this will help leaders to do strategy. I mean, because most leaders don't do strategy. They do tactic kind of work. and they don't spend They don't spend enough time in the trenches. to enrich their strategies and their thinking and their vision. because they detach strategy and implementation all the time. That's the basic idea. Brian Milner (30:30) That's awesome. That sounds fascinating. And I can't wait to read that. That sounds like it's going to be a really good book. So we'll make sure that we have links in our show notes to that if anyone wants to find out more information about that or learn more from Boris on this topic. Boris, can't thank you enough for making time for coming on. This has been a fascinating discussion. Thank you for coming on the show. Boris Gloger (30:40) Yeah. Yeah, thank you very much for having me on your show and appreciate that your time and your effort here. Make a deal for the, it's very supporting for the agile community. Thank you for that. Brian Milner (30:57) Absolutely. Yeah, yeah, thank you.

In this ABCD roundup, we unpack the GENIUS Act's bipartisan momentum as the U.S. moves toward stablecoin regulation. We also examine the record-breaking Bitcoin price and futures open interest hitting $72B amid growing institutional demand. In addition, we break down SoftBank's increased investment in TSMC, signaling a deeper bet on AI chip growth, and Google's latest search overhaul with AI chatbots to take on ChatGPT. Plus, Fortnite scores a major legal win against Apple, setting the stage for renewed platform battles in the app economy.   To learn more, visit us on the web at https://www.morgancreekcap.com/morgan-creek-digital/. To speak to a team member or sign up for additional content, please email mcdigital@morgancreekcap.com   Legal Disclaimer This podcast is for informational purposes only and should not be construed as investment advice or a solicitation for the sale of any security, advisory, or other service. Investments related to the themes and ideas discussed may be owned by funds managed by the host and podcast guests. Any conflicts mentioned by the host are subject to change. Listeners should consult their personal financial advisors before making any investment decisions.  

About the Episode:Chris Cunningham is a founding member and Head of Social Marketing at ClickUp, the fast-growing productivity platform now valued at $4 billion. Since shaping ClickUp's brand voice and social presence from 2017, Chris has been instrumental in engineering a content system that regularly generates 200M+ monthly impressions and consistently translates content virality into real leads and customers.In this workshop episode of Uploading, Chris breaks down ClickUp's journey from early hustle—making videos solo and closing deals by hand—to building a repeatable, scalable content operation with an in-house “writer's room,” comedic actors, and a growth strategy spanning multiple platforms.Chris and host Blaine unpack content pivots, hiring creators, building brand voice, and why entertainment-first content matters for B2B. Chris also gets tactical: how to mix content types across the funnel, the operational playbook for consistent output, leveraging AI tools, success metrics, and what it takes to hit massive growth milestones.Finally, Chris shares actionable frameworks for solo founders and small teams starting from scratch—plus candid takes on virality, team structure, platform strategy, and what's next for ClickUp's $4B content engine.Today, we'll cover:- How ClickUp scaled from low-budget solo content to 200M+ impressions per month- The “bets” and breakthroughs that defined ClickUp's content playbook- Building a repeatable system: team, workflow, “writer's room,” and actors- Entertainment vs. product-driven content—and the ideal content mix- Measuring ROI: turning impressions and brand awareness into real leads and customers- Frameworks and advice for solo creators and early-stage teams to start content from scratch- Platform-specific strategies for LinkedIn, Instagram, TikTok, YouTube, and beyond- Personalization, AI, and creator partnerships: the new wave of B2B contentWhat You'll Learn1. Building a Scalable Content Engine2. Hiring and Leveraging In-house Creators3. Mixing Entertainment and Product Content4. Omnipresence across Multiple Social Platforms5. Testing, Iterating, and Doubling Down on Winners6. Aligning Content with Business Goals and Funnels7. Creating Efficient, Repeatable Content SystemsTimestamps00:00 Meet Chris Cunningham: ClickUp's content architect02:11 Chris's background: from agency to ClickUp's founding team08:07 Platform-specific content strategy & goals11:28 Making content a team priority: systems & scheduling14:37 Inside ClickUp's instagram strategy15:38 The ABCD formula: testing for virality16:09 Case study: viral skits, trends, & relatable office content19:29 Operations: writers' room, shooting schedule, & execution23:23 Starting from scratch: building in public & early tactics25:47 Frameworks for virality: the anatomy of a viral video27:41 Winning concepts: relatability, shareability, & emotional triggers30:55 Scheduling vs manual posting: what works best32:18 YouTube strategy: current state & future focus33:36 Platform prioritization: focus, layering, & growth sequence35:52 Content funnel mix: brand awareness vs product promotion37:24 Content ratio: top, middle, & bottom of funnel by stage40:00 Staff vs. actors: who should be in your content?42:10 Video length: short vs long content & platform preferences43:35 Looking ahead: 2025 content experiments & new channels46:19 Where to follow Chris & ClickUp“We've very big on shots on goal. We want to put as many shots up as possible, but we want to have calculated shots. We want to take them with low budgets… I'll make a bet and I'll start it very cheaply.” — Chris Cunningham“The only way it's really going to scale is if I brought in an expert... I took a bet that all companies would have content creators if they wanted to compete. They'll have some kind of creator that creates content for them consistently.” — Chris Cunningham“Content's just another task, right? Like anyone can make excuses. So if you're just not making content, it means you don't prioritize it. We prioritize it.” — Chris Cunningham“The dividends content rewards with is nuts. The amount of people I've met, the people who DM me and just what I'm learning… There's no reason not to make content.” — Chris Cunningham“If I had to start over and I'm at a new company—we're building in public... No actors, just talking about what we're working on. At the end of the day, I would just ask for like 5-10 minutes of all the early employees: what did you do today? And find a cool, clever way to chop it up. That's exactly what I would do.” — Chris Cunningham“You need to know your ICP. If you're creating content and you don't know who you're creating for, you really just lost the whole goal right there.” — Chris CunninghamShow notes powered by Castmagic---Have any questions about the show or topics you'd like us to explore further?Shoot us a DM; we'd love to hear from you.Want the weekly TL;DR of tips delivered to your mailbox?Check out our newsletter here.Follow us for content, clips, giveaways, & updates!Castmagic InstagramCastmagic TwitterCastmagic LinkedIn  ---Blaine Bolus - Co-Founder of CastmagicRamon Berrios - Co-Founder of CastmagicChris Cunningham - Head of Social Marketing at ClickUp

Recruiting Future is the podcast that helps Talent Acquisition teams drive measurable impact by developing strategic capability in Foresight, Influence, Talent, and Technology.  Skills shortages in emerging technologies have reached critical levels, with companies all fishing in the same tiny talent pool for experienced professionals. But if these technologies are relatively new, why assume only experienced talent can work with them?  In such fast-moving industries, how can companies develop their early career hiring strategies to ensure they get net new talent who can be productive immediately? My guest this week is Tan Moorthy, CEO of Revature. Revature is helping employers build pipelines of entry-level talent by giving high-potential hires the training and development they need to be effective from their first day. In our conversation, Tan gives us an insight into a structured approach to identifying, developing, and deploying new talent, which is transforming how organizations solve their tech talent shortages. In the interview, we discuss: Are employers looking at tech skill shortages through the wrong lens? The ABCD of in-demand skills (AI, big data, cloud, digital) AI Native entry-level talent Critical thinking and problem solving What employers get wrong about upskilling Cohorts, structure, and impact metrics Talent as a C-Suite priority The process to identify, develop, and deploy net new talent The role of technology and data Focusing humans on unique human skills What does the future look like Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.

89% of entrepreneurs report feeling stuck in “mental overdrive”—even when they try to rest. But what if the problem isn't just stress—it's how you're starting your day?In this powerful and eye-opening episode, George sits down with Dr. Romie Mushtaq, board-certified neurologist, Chief Wellness Officer of Great Wolf Resorts, and bestselling author of The Busy Brain Cure. Together, they explore how brain chemistry—not productivity hacks—is the real key to healing a busy brain, boosting energy, and staying focused.Dr. Romie shares the neuroscience behind your first 30 minutes of the day, how to recognize if you're in a high or low dopamine state when you wake up, and the exact steps you can take to reset your brain chemistry—before the chaos kicks in.Plus, they dive into empathetic leadership, hope science, and why emotional intelligence is the real superpower in business today. What You'll Learn in This EpisodeWhy your first 30 minutes of the day rewires your brain—for better or worseHow to identify if you're starting the day in low dopamine or high dopamineThe specific rituals that boost your brain chemistry naturally (no caffeine needed!)The hidden cost of force-based productivity culture—and how to escape itThe ABCD model of empathetic leadership you can use in life and businessHow hope science is the new foundation for leadership, culture, and personal fulfillmentKey Takeaways✔️Your brain isn't broken—it's busy. And it can be rewired.✔️Caffeine first thing in the morning spikes cortisol and sabotages your brain.✔️Hydration, music, light exposure, movement, and gratitude are powerful brain boosters.✔️Empathetic listening (not logic dumping) is the leadership skill of the future.✔️Hope isn't optional—it's a strategic advantage in leadership and business.✔️Your rituals create your results. Your energy sets the standard for everything you lead. Timestamps[00:00] – 89% of entrepreneurs: stuck in mental overdrive[02:00] – Welcome back Dr. Romie: bestselling author + wellness leader[06:00] – Busy Brain basics: why your brain feels stuck[10:00] – High dopamine vs. low dopamine: how you're starting your day[14:00] – Ideal morning rituals to rewire your brain chemistry[20:00] – The dangers of caffeine in the first 30 minutes[26:00] – How hydration, light, and movement reset your brain[32:00] – Why your environment dictates your success (set it up!)[36:00] – How to practice empathetic listening (ABCD model)[42:00] – Why hope—not hustle—is the future of leadership[51:00] – Modeling hope and being a hope-holder for others[58:00] – Final reflections: setting your brain—and your world—up to winChoose Your Next Steps:Audit your first 30 minutes tomorrow morning: no phone, no caffeine.Pick two positive rituals (movement, gratitude, hydration, music, prayer).Reflect on your dopamine state: are you crashing or sprinting?Practice empathetic listening with one person this week—just listen and hold space.DM @itsgeorgebryant or Dr. Romie with your biggest breakthrough!Resources MentionedWant even deeper insights into busy brain, burnout, and brain health?Listen to Dr. Romie's first appearance on The Mind of George Show: Listen to Managing the Burnout, Anxiety, & Depression Created By Your “Busy Brain”Grab Dr. Romie's Book: The Busy Brain Cure – Learn more hereJoin The Alliance – The Relationship Beats Algorithms™ community for purpose-driven entrepreneursApply 1:1 Coaching – Scale with clarity, simplicity, and connectionLive Events – Step into the room where everything changes: mindofgeorge.com/event

Episode 25:15 ABCD - Is There A Common Cause Behind Alzheimer's, Blood Pressure, Cancer and Diabetes? Most Americans, as they age, will have to deal with one or more of the following “ABCD” conditions: Alzheimer's Blood Pressure Cancer  Diabetes Each of these conditions are treated as separate conditions requiring separate specialists: A Neurologist for Alzheimer's. A Cardiologist for Blood Pressure. An Oncologist for Cancer. An Endocrinologist for Diabetes What if this approach is wrong? That is, what if these conditions have more in common than the medical profession has led us to believe? What if they are simply “different branches of the same tree?” And, what if there are a few root causes that are common to each of these conditions? On this episode I explore these questions. In addition, I share five simple blood tests that, in my opinion, reveal the root causes behind Alzheimer's, Blood Pressure, Cancer and Diabetes. This is an episode you DON'T want to miss. It's also one you'll want to share with your friends. Thanks! ———————- Want to learn more? Continue the conversation regarding this episode, and all future episodes, by signing up for our daily emails. Simply visit: GetHealthyAlabama.com  Once there, download the “Symptom Survey” and you will automatically added to our email list. ———————- Also, if you haven't already, we'd appreciate it if you'd subscribe to the podcast, leave a comment and give us a rating. (Thanks!!!)  On Facebook? Connect with us at Facebook.com/GetHealthyAlabama

               * This podcast is for informational and educational purposes only. It is not intended to diagnose or treat any disease. Please consult with your health care provider before making any health-related changes.

It's the Stro Show this week on Knuckleheads! Stromile Swift joins Q and D as they take a trip down memory lane. The guys look back at their star-studded Nike and Adidas camps growing up, the 2000 NBA Draft, and Stromile's worldwide pro career that started in Vancouver and finished in China. Don't miss!50 Cent's Humor and Harmony Weekend, growing up in Louisiana (3:10)ABCD camp, Boo Williams, McDonald's All-American game (11:50)Committing to LSU, John Thompson recruitment (36:20)Draft night, rookie year in Vancouver, his signature dunk celebration (44:50)2001 dunk contest, Grizzlies move to Memphis, Dikembe Mutombo (1:01:35)‘06 Grizzlies with Kyle Lowry, Rudy Gay, Damon Stoudamire and Pau Gasol (1:13:35)About Our Hosts:NBA veterans Quentin Richardson and Darius Miles are lifelong friends and bona fide truth-tellers. Listen as they invite special guests, high-profile athletes, musicians and entertainers to get brutally honest about everything from current events to untold stories from the golden era of sports and culture. Named for the on-court celebration they made wildly popular, this unfiltered, hilarious and surprising podcast is like playing NBA 2K with no fouls.Other places to find Knuckleheads: Subscribe on YoutubeFollow on InstagramFollow on Facebook