Podcasts about ABCD

Achieving balance is not about a ‘perfect sense of calm', but is about learning how to realign when you are pulled off-centre, according to Dr Farnaaz Sharief. She says that part of resilience is about ‘small, intentional pauses' that can help you manage your energy and regain your clarity and focus.In this podcast, Dr Sharief talks to MIMS Learning editor Pat Anderson about practical steps that GPs and other healthcare professionals can take – acknowledging how they are feeling and making adaptations based on that.Educational objectivesAfter listening to this podcast, healthcare professionals should be better able to:Understand the concepts of balance and resilienceCreate small moments of recharge in their daily practiceBe mindful of fuel and hydrationUse the ‘ABCD' framework to regain clarityImplement the ‘3 Cs' for good quality sleepAddress the ‘barrier of guilt' to prioritise self-careYou can access the website version of this podcast, along with a list of key learning points, on MIMS Learning - and make notes for your appraisal.MIMS Learning offers hundreds of hours of CPD for healthcare professionals, along with a handy CPD organiser.Please note: this podcast is presented by medical editors and discusses educational content written or presented by doctors, nurses and other healthcare professionals on the MIMS Learning website and at live events.MIMS LearningSubscribe to MIMS LearningHarnessing conflict for growth: strategies for healthcare teamsWellbeing masterclass Hosted on Acast. See acast.com/privacy for more information.

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.

Neste vídeo, analisamos a polêmica envolvendo PVC, Danilo Lavieri e a repercussão sobre os auditores do STJD. Entenda por que jornalistas que antes criticavam atitudes de torcedores agora reforçam o mesmo comportamento, trazendo fotos, insinuações e suspeitas para o debate público. Revisamos o caso da ABCD, a reação das torcidas, a linha do tempo do episódio e como as contradições da imprensa impactam a credibilidade do jornalismo esportivo.

As dificuldades na implementação

主題：聯邦醫保ABCD胡美健、Sue Liu

Send us a textGrowing up between two cultures means navigating two different dessert tables—and let's be honest, the Indian one hits different. In this episode, we're unpacking the world of Indian sweets, or mithai as it's known in many parts of India, and why they hold such a special place in ABCD culture.Join us as we explore the classics you grew up with at every family function (yes, we're talking about that omnipresent gulab jamun) and a few specialties you might've missed.Sources used to make this episode: https://cooklikeanaunty.com/sweetsBackground music by Shobana Music: https://youtu.be/Cwd6yDksuBI?si=GdUj2oeWp2-n5CRLTitle music from #Uppbeat (free for Creators!): https://uppbeat.io/t/simon-folwar/flow-of-the-ganges License code: M1ADLQ9V0KCQ3ECP

O deputado federal Júlio Lopes (Progressistas), enviou questionamentos ao governo sobre a ida da Autoridade Brasileira de Controle de Dopagem (ABCD) ao centro de treinamento do Palmeiras. O parlamentar quer saber se a visita estava previamente programada ou se houve interferência externa por conta da ida ao Flamengo. Em resposta, o governo divulgou uma nota oficial explicando os procedimentos da entidade.QUER FALAR E INTERAGIR CONOSCO?:    CONTATO I contato@serflamengo.com.br SITE I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠serflamengo.com.br⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM I ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@BlogSerFlamengo⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Flamengo #NotíciasDoFlamengo #Palmeiras

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.

主題：詳解聯邦醫保ABCD胡美健、Lucia、Andrew

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.

Unlock the secrets of compelling business storytelling in this inspiring episode of The Brand Called 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

Feeling stuck with your fat loss goals?You've been trying. Maybe even trying hard. Eating better. Moving more. Doing “the right things.”But the scale isn't moving. Your momentum's slipping. And that voice in your head is getting louder: “What's the point?”We're breaking down simple fat loss tactics that actually work—nothing extreme, nothing complicated. Just real-world strategies that help you reset, refocus, and start making progress again.No calorie-counting spreadsheets. No trendy rules. Just four practical moves that can change the way you eat, think, and show up for yourself—especially when things get busy or hard.And yeah—we'll also talk about the deeper stuff. The mindset. The habits. The quiet ways we sabotage our own success.*Tried every diet out there and nothing sticks?Imagine having a coach checking in on you EVERY day—keeping you on track and adapting your plan to whatever life throws your way.A personalized, 1:1 coaching program designed just for you can really change the game.➤ https://www.mybodytutor.com/coaching/weight-lossWhy don't we talk and see if we're a good fit for each other? Let's set up a chat.➤ https://www.mybodytutor.com/book-a-callWhat've you got to lose?

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.

Do you need professionalism credits? Look no further and listen to host Jackie Lee discuss experiences with the ABCD for counseling from guests Cathy Quock and Lydia Tolman.

In this roundup, we dive into a packed week of digital assets and cover how markets broke out of five straight weeks of selling, perhaps moving back into buying territory. On the acquisition front, Kraken acquires NinjaTrader, expanding its digital asset trading reach, while SoftBank's $6.5B deal for Ampere Computing may underscore the intensifying race to secure AI infrastructure. We also discuss CoreWeave's $2.7B IPO plans amid demand for AI cloud services, Dubai's ambitious real estate tokenization pilot targeting $16B by 2033, and recent AI funding rounds fueling growth in the compute and infrastructure space. Remember to Stay Current! 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.

On this episode of the ABCD Roundup, Mark is solo today as Xavier is out welcoming baby number two! Mark breaks down the latest Bitcoin volatility, market trends, the impact of the current trade wars, and how global economic shifts could shape the future of finance. We explore China's strategic dominance in AI and chips, the Federal Reserve's interest rate dilemma, and whether Bitcoin will become a strategic reserve asset. Plus, he details how AI agents are changing everything from research to real-world applications. Stay ahead of the curve with insights on this week's news in tech and markets. Remember to Stay Current! 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.

In the first episode of season 2, we speak with Jack Smyth – a freelance designer and illustrator from Ireland. His clients include Penguin Random House, Faber & Faber, Harpercollins, Granta, Daunt Books, Simon & Schuster, The New York Times, The New Yorker, Politico and The Atlantic. He has previously worked inhouse at 4th Estate, Simon & Schuster, Little, Brown and Tower Records and holds an MA in Graphic Design from Kingston University. In 2024, he was named the designer of the year at the British Book Awards. He has received 9 ABCD awards, a BBDPA award and has been featured in Creative Review, It's Nice That, Communication Arts and the 100 Archive. He lives in Dublin with his wife and cat. Cover Meeting was hosted by Steve Leard and produced by James Ede of beheard.org.uk.

This ABCD roundup discusses Trump's executive order establishing a Strategic Bitcoin Reserve and U.S. Digital Asset Stockpile, while the Texas Senate passes a bill to create a statewide Bitcoin reserve. We also touch on the latest China AI developments, analyzing how they fit into the evolving global tech landscape. In addition, we highlight the Bitcoin hammer candle as our Chart of the Week. Remember to Stay Current! 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.

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In this ABCD roundup, we dive deep into the shocking $1.4 billion ByBit hack—what happened, what it means for the broader crypto industry, and the lessons investors should take away. We also break down the latest market slumps, analyze trending venture dollars in blockchain-oriented investments in 2025, and highlight our Chart of the Week. Do not miss this discussion on the state of crypto and where the market could be headed next. Remember to Stay Current! 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.  

In this episode, we discuss Codeium, an AI coding startup that is eyeing a $3B valuation just months after its last funding round. We also talk about how Apple's iPhone 16e is shifting toward on-device AI processing and Microsoft's Majorana 1 quantum chip breakthrough, which could fast-track fault-tolerant quantum computing.  Plus, our Chart of the Week reveals ChatGPT's milestone of reaching 400 million weekly active users, and we reminisce on its historical scaling to the first 100 million users. Remember to Stay Current! 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.

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In this special Valentine's Day episode, co-host Mark Yusko dials in from his travels in Hong Kong and Singapore to discuss the latest news and trending themes on the ABCD's in Asia with co-host Xavier Segura. They dissect a handful of fresh off the press headlines like Apple & Alibaba's proposed AI partnership, President Trump's call for defense talks with Russia and China, Franklin Templeton's interest in the Solana blockchain, and China's budding crypto landscape. Join us for an insightful conversation on these topics and more!     Remember to Stay Current! 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.  

In this episode, we dive into the latest high-stakes moves in AI and blockchain. France and the UAE have announced plans for a €30-50 billion AI campus, aiming to position Europe at the forefront of the AI revolution—just as DeepSeek shakes up the landscape with new breakthroughs in cost efficiency and performance. Meanwhile, Amazon is poised to outspend its rivals with a massive $100 billion of projected investments in AI infrastructure, setting the stage for intensified competition among tech giants. On the blockchain front, BlackRock has strengthened its Bitcoin position, increasing its stake in Strategy (formerly MicroStrategy) to 5%, a move that could further solidify institutional confidence in BTC. Join us as we break down these major developments and their potential impact on AI, digital assets, and the future of global finance.     Remember to Stay Current! 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.

In this ABCD Roundup, Co-host Mark Yusko kicks off the episode solo, discussing recent market trends in crypto and the political moves surrounding digital assets that have transpired during President Trump's first few weeks in office. Co-host Xavier Segura dials in, returning from his travels to the Middle East to round out the episode highlighting DeepSeek's groundbreaking AI advancements, challenging the dominance of U.S. tech giants and reigniting the U.S.-China tech rivalry. From their cost-effective AI models to allegations of espionage and intellectual property theft, DeepSeek is stirring up excitement and controversy. Join Mark and Xavier as they analyze topics such as crypto utility, the market dynamics of meme coins, and open vs. closed source AI models. Remember to Stay Current! 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.

In this week's ABCD Roundup, Xavier and Mark dive into the world of meme coins, from the explosive rise (and fall) of Trump Coin to the broader crypto assets market. The hosts break down what they believe separates true innovation from the hype-fueled chaos of potential pump-and-dump schemes. They also explore the evolving role of AI in reshaping global labor markets and the massive $500 billion push toward AI data centers in the U.S. Tune in for insights, conversations, and recent news on the digital ecosystem. Remember to Stay Current!  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.

This ABCD roundup episode examines the recent surge in Ripple (XRP). We also discuss President Biden's executive order to accelerate sustainable AI data centers while new export controls on AI chips spark innovation debates. In blockchain, Senator Lummis questions the FDIC, and we discuss asset class returns in our chart of the week.   Remember to Stay Current!  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.

Learn a systematic approach to management of wide complex tachycardia that doesn't rely on exact rhythm identification or scoring systems with guest Dr. Kevin Butler. By understanding the physiology rather than memorizing a score or algorithm you can use Kevin's approach and ABCD mnemonic to help differentiate between ventricular tachycardia, SVT with aberrancy, and other arrhythmias. Learn how not to miss the vital mimics with his SPAM filter. And finally by understanding which treatments are safe and which treatments potentially dangerous you can understand how to move forward even when you're not exactly sure what the arrhythmia is. Whether you're an EMT, paramedic, or emergency physician, this episode provides the essential principles and stepwise strategies to ensure effective and safe patient management. 00:00 Introduction to Arrhythmia Management 00:29 Personal Anecdote: Lessons from Paramedic School 02:04 Introducing Dr. Kevin Butler 02:16 Sponsor Message: The Recess Tailor 03:35 Welcome to EMS Cast 04:04 Understanding Wide Complex Tachycardia 05:37 Approach to Arrhythmia Management 07:02 Principles of Managing Wide Complex Tachycardia 08:39 Pathophysiology of Wide Complex Tachycardia 18:30 Identifying and Treating Mimics 26:55 Regular vs. Irregular Wide Complex Tachycardia 29:59 Understanding Torsades and Its Management 30:25 Identifying Atrial Fibrillation with Pre-Excitation 32:14 Treatment Considerations for AFib with WPW 35:02 Distinguishing Between VT and SVT with Aberrancy 37:09 Physiological Approach to ECG Interpretation 40:24 ABCD Mnemonic for VT Diagnosis 47:49 EMS Treatment Protocols for Wide Complex Tachycardia 51:54 Pre-Hospital Cardioversion Tips 55:22 Emergency Department Approach to Wide Complex Tachycardia 58:00 Final Thoughts and Key Takeaways Resources The Resus Tailor Episode Blog Post with EKG examples Survey- Help us learn what content you want Gear We Like Good Stethoscope - https://amzn.to/3YJJrf2 Good Shears - https://amzn.to/40FROuF or https://amzn.to/3ChZ4Tn  Notepad for taking notes on calls - https://amzn.to/3Z1X21J Sunglasses - https://frontline-optics.com/discount/EMSCAST15 Books we recommend -  The Dichotomy of Leadership - https://amzn.to/4fiCAjN Extreme Ownership - https://amzn.to/3O1FWfa  Managing the Unexpected: Sustained Performance in a Complex World -        https://amzn.to/3V7BwYf Thinking Fast and Slow - https://amzn.to/4fiJG85 A Thousand Naked Strangers: A Paramedic's Wild Ride to the Edge and Back -  https://amzn.to/3YJJrf2 Guest/Cast/Crew information- Guest- Dr. Kevin Butler, Emergency Physician, Lead Instructor for DHREM's EKG didactic curriculum Host- Ross Orpet, Will Berry  Catch up with us after the show Instagram- @emscast Twitter- @ems_cast Website- www.emspodcast.com  

Digital Currents hosts Mark Yusko and Xavier Segura are back together to highlight major headlines in Tech this week on the ABCD Roundup. The episode explores AI's leap toward agentic intelligence, NVIDIA's dominance in chip innovation, and China's growing influence in semiconductors. They also discuss major themes at CES 2025 and the potential impact of digital adoption on global markets in the year ahead. Tune in for an engaging conversation about volatility, opportunity, and the forces shaping the digital economy in 2025. Remember to Stay Current! 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 as a solicitation for the sale of any security or any 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.

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