Podcasts about abcs

The conservation of biodiversity writ large is directly tied to the conservation of native bees, crucial pollinators in our cultivated and wildland ecosystems across most regions of the world. This week, we look forward to International Pollinator Week, which always falls in the third week of June, tied to the summer solstice. We're in conversation with Krystle Hickman, award-winning conservation photographer, author, artist, and National Geographic Explorer. Her passion is native bees wherever she finds them, starting in her home place of California. Known online as BeeSip, Krystle's newest book, including her extraordinary photography, is The ABCs of California's Native Bees.  Listen in for so much more! Cultivating Place now has a donate button! We thank you for listening over the years, and we hope you'll continue to support Cultivating Place. We can't thank you enough for making it possible for this young program to grow and engage in even more conversations like these. The show is available as a podcast on SoundCloud and iTunes. To read more and for many more photos, please visit www.cultivatingplace.com.

It's trade season, so let's explore some possibilities for the Mariners. Should the Mariners consider trading for Tarik Skubal? :30- ABCs of the Mariners - J is for Josh- Josh Naylor had a weird weekend… - K is for Kade- Yes, we are going to see Kade Anderson with the big team this year. - L is for the Laz's- Diaz is not good…Montes is really good! :45- We close out the Monday show with one last thing! See omnystudio.com/listener for privacy information.

Part 2 of the ABCs of Capcom on Nintendo. Patrick and Mark pick up at N and work through to Z, covering obscure Nintendo releases, surprising Capcom history, and a few picks that go a lot deeper than you'd expect.SUPPORT US ON PATREON: https://www.patreon.com/nintendocartridgesocietyFRIEND US ON SWITCH / SWITCH 2Patrick: SW-1401-2882-4137Mark: SW-8112-0583-0050

An overview of employment-based green card options in the EB1 category is offered by Murthy Law Firm attorneys in this podcast recommended for U.S. employers of foreign nationals. Topics include Extraordinary Ability, Outstanding Professor / Researcher, and Multinational Executive.

He gave his life to Jesus on a mountaintop in 1971 — and he's been reproducing his faith every single year since. He's in his 70s now. An auto mechanic by trade. No seminary, no title, no platform. And he has no intention of slowing down.I didn't sit down with Jim Albert to teach. I sat down to get challenged — and to learn from a man who's been making disciples longer than I've been alive.Jim spent the Cold War running missions out of Vienna into the Eastern Bloc. Today he's leading men into the hardest-to-reach places in India and discipling guys one-on-one in a Fredericksburg coffee shop. We talked about why discipleship is simple but not easy, the difference between making Jesus your Savior and your Lord, the "ABCs" of a quiet time he learned 50 years ago, why so many churches keep majoring on the minors — and the one verb in the Great Commission that most of them quietly ignore.If you've ever felt too unqualified, too under schooled, or too far along in life to make disciples — Jim is living proof that's a lie. This is exactly the kind of ordinary man this whole thing is for.

Patrick and Mark celebrate one of Nintendo's most storied third-party relationships with Part 1 of the ABCs of Capcom.SUPPORT US ON PATREON: https://www.patreon.com/nintendocartridgesocietyFRIEND US ON SWITCH / SWITCH 2Patrick: SW-1401-2882-4137Mark: SW-8112-0583-0050

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and road map to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

Inflammatory bowel disease (IBD) is a debilitating, lifelong condition that changes how people plan their entire lives. In this episode, KT Park, Global Head of Gastroenterology and Hepatology, and Seppi Lin, Head of OMNI Early Clinical Development, explore the complex biology behind IBD. They discuss the role of genetics, the gut microbiome, and an individual's environment, as well as the exciting future of "immune reset" therapies that could offer hope for people with IBD. Read the full text transcript at www.gene.com/stories/the-abcs-of-ibd

Most people think the cholesterol number on their lab report tells them whether their heart is at risk. But former National Lipid Association President Dr. Kevin Maki explains that LDL is just one piece of a much bigger picture and focusing on it alone can mean missing the markers that matter most.In this episode, Dr. Gabrielle Lyon sits down with Dr. Kevin Maki, former President of the National Lipid Association and co-editor-in-chief of the Journal of Clinical Lipidology, to discuss:Why ApoB and Lp(a) are better predictors of heart risk than LDL and why only about 2% of people ever get Lp(a) testedWhat a beef-vs-chicken feeding study revealed about red meat and cholesterol (the LDL results came back identical at 112 mg/dL)The evidence behind the seed oil debate, including why higher linoleic acid levels tracked with lower inflammation markers across a 2,000-person datasetWhy the balance of cholesterol-raising and cholesterol-lowering foods matters more than saturated fat aloneThe simple "ABCs" framework: A1c, blood pressure, cholesterol - for actually lowering long-term cardiovascular riskBy the end, you'll know which numbers actually predict heart risk, which tests to ask your doctor for, and how to cut through the conflicting noise around fat so you can make evidence-based decisions for the long haul.Thank you to our sponsors:OneSkin - Get 15% off at https://bit.ly/4tZnOpk with code DRLYONBodyHealth - Use the code LYON20 to get 20% off your first order https://bit.ly/48SJ7AC Amp - Visit https://bit.ly/3RcmqBz to get your AI-powered at-home gym for smarter, personalized training.Explore More from Dr. Gabrielle LyonPremium Podcast Subscription: Ad-free episodes, key takeaway summaries, exclusive Q&A, and behind-the-scenes content https://foreverstrong.supercast.comWeekly newsletter: Recipes, podcast updates, and practical weekly insights https://drgabriellelyon.com/sign-up/Apply to become a patient: Personalized care with Dr. Lyon's clinical team https://drgabriellelyon.com/new-patient-inquiry/Find Dr. Kevin Maki at:Midwest Biomedical Research: https://www.mbclinicalresearch.com/ LinkedIn: / kevin-c-maki-phd-497ba34 Connect with Dr. Gabrielle Lyon:Instagram: https://www.instagram.com/drgabriellelyon/TikTok: @drgabriellelyon X (Twitter): https://x.com/drgabriellelyonFacebook: https://www.facebook.com/doctorgabriellelyon Chapters00:00 - Introduction00:31 - Dr. Kevin Maki and the National Lipid Association01:04 - New dietary guidelines and the LDL confusion02:04 - What raises and lowers LDL cholesterol03:51 - Cholesterol levels from birth through puberty05:11 - The lipid panel kids should get before age 1106:42 - Lp(a): the test only 2% of people get08:18 - ApoB and the three risky particle types11:35 - Do we have evidence for "lower is better"?14:09 - The FLASH-GLICK risk factor framework17:10 - The 10% saturated fat guideline explained19:36 - Many dietary patterns can be healthy24:50 - Beef vs. chicken: identical LDL results27:10 - The balance of fatty acids that matters29:24 - Olive oil vs. corn oil feeding study31:00 - Lower for longer: 40-year risk reduction34:15 - Genetic cholesterol disorders and risk40:33 - The omega-3 index and why it matters49:10 - Are seed oils really driving inflammation?53:11 - How seed oils are processed and refined1:07:48 - Inherited beliefs and outdated nutrition science1:08:54 - Butter vs. cheese and high-fat dairy surprises1:14:48 - Exercise effects on HDL and triglycerides1:21:20 - The ABCs of reducing cardiovascular riskIf you found this episode valuable, share it with someone who would benefit from it.Disclaimers: This episode includes paid sponsorships.The Dr. Gabrielle Lyon Podcast and YouTube are for general information purposes only and do not constitute the practice of medicine, nursing, or other professional health care services, including the giving of medical advice, and no doctor/patient relationship is formed. The use of information on this podcast, YouTube, or materials linked from this podcast or YouTube is at the user's own risk. The content of this podcast is not intended to be a substitute for professional medical advice, diagnosis, or treatment. Users should not disregard or delay in obtaining medical advice for any medical condition they may have and should seek the assistance of their health care professional for any such conditions.

This week on One More & I'm Outta Here, we start on a serious note as we reflect on the sudden passing of NASCAR star Kyle Busch at just 41 years old. We look back on the impact, the memories, and the shockwaves sent through the racing world after news nobody saw coming.Then, because reality apparently has no emotional transition button, we shift gears into Memorial Day weekend chaos—where a kindergarten graduation somehow turned into a full-contact parent showdown. Because nothing says “celebrating little Timmy learning his ABCs” quite like adults acting like they're in the fourth quarter of a rivalry game.Meanwhile, down at the Jersey Shore, officials are bringing in reinforcements for the holiday weekend festivities. Is it crowd control? Summer preparation? Or did somebody see last year's beach behavior and decide, “Yeah… call everybody.”And finally, we talk about Johnny Joey Jones and his reenlistment story—a reminder of resilience, service, and determination in a week otherwise filled with enough bizarre headlines to make your brain pull a hamstring.It's heartfelt moments, beach madness, graduation-day gladiators, and a Memorial Day kickoff that proves summer doesn't arrive quietly… it arrives kicking over lawn chairs.

Kevin Rice is the former co-founder and president of Hathaway, a digital consultancy acquired by Bounteous in 2021. He is now an angel investor at Theorem One Capital and host of the CEOs and ABCs podcast. Kevin focuses on a gap most leaders don't want to look at. The difference between who you are at work and who you are at home. At work, the metrics are clear. You perform, you grow, you win. At home, none of that works. The scoreboard is different, and most leaders realize that too late. He describes how years of operating in "CEO mode" made him effective in business but distant in the one place it mattered most. The same habits that drove results at work were quietly breaking connections at home. Kevin explains why the real currency at home is not revenue or growth, but connection, and why one hour of full presence beats a full day of being half there. He also shares what it looked like to lead a company while raising young kids on his own and the moment he could no longer ignore the gap. For leaders who are winning professionally but feel something slipping personally, this episode puts language to the cost and makes it clear what it takes to close that gap. Find episode 511 on The Leadership Podcast, on YouTube, channel @theleadershippodcast, or wherever you get your podcasts! Watch this Episode on YouTube | Kevin Rice on Winning at Work, Losing at Home https://bit.ly/TLP-512 Key Moments [03:39] Kevin describes his early leadership style as "a bull in a china shop" — all forward motion, little humanity. Parenting taught him that accountability and dignity are not opposites. [06:25] Jan introduces the Hippocratic framing: leaders should first do no harm. Kevin's version: have enough gas in the tank when you come home. For 13 years, his family got the scraps. [09:37] Kevin's crucible — single father, global pandemic, 100+ hires, pending acquisition — all at once. His coping mechanism was robot mode: high performance, zero feeling. When the deal closed, he felt nothing. [14:26] Kevin says one hour of full presence beats eight hours of distracted availability. Kids only live in the present moment — and they know when you're not there. [17:18] Kevin believes AI's real gift to leaders is buying back time. The question is what you do with that time once you have it. [22:54] Kevin's message to the next generation: don't wait for a breaking point. As Tony Robbins says, success without fulfillment is failure. Structure your life before the crisis forces you to. [28:59] Kevin did the inner work after the exit — therapy, journaling, parenting coaching. That's what reconnected him to joy, not the money. [32:34] The oxygen mask principle applies at home too. You can't lead your family from empty. Sleep, exercise, breath work, meditation — these aren't luxuries. They're the foundation. [34:49] And remember… "Family is not an important thing. It's everything." — Michael J. Fox Memorable Quotes "Career is your passion. Your kids are your purpose. Don't confuse the two." "One hour of full presence is worth more than eight hours of distracted availability." "Success without fulfillment is failure." "I was physically there, but mentally rehearsing the next meeting. I thought I'd cracked the code. I was just losing my kids." "The victory was hollow — and that's when I knew everything needed to change." "The currency at home is connection. It's not sales, revenue, or EBITDA." "You can't get those moments back. You can't pay that back in arrears." "80% of the time you spend with your kids is before they leave the house." "It's hard to be good at work if things aren't good at home — and vice versa." Explore the full archive at www.theleadershippodcast.com or wherever you get your podcasts! Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Kevin Rice Website | www.ceosandabcs.com/ Kevin Rice YouTube | www.youtube.com/@CEOsandABCs Kevin Rice LinkedIn | www.linkedin.com/in/kmrice Instagram | www.instagram.com/kevinrice_ceosandabcs

Upload your CPR for a quick analysis with Dr. Zeeshan or Nurse Brittany! https://nclexhighyield.com/In this high-yield NCLEX lecture, Dr. Zeeshan breaks down how traditional ABCs evolve into the ASK GRAPHH method for prioritization questions in 2026 and beyond. Learn how to stop guessing and start thinking like the NCLEX.This video covers how ASK GRAPHH applies to high-level prioritization and clinical judgment questions, including Next Gen NCLEX scenarios that test your ability to recognize emergencies quickly and safely.Candidate Performance Report (CPR) Categories Addressed:• Clinical Judgment• Recognize Cues• Analyze Cues• Prioritize Hypotheses• Generate SolutionsIf you struggle with priority questions, this lecture will help you understand what the NCLEX is really asking and how top-performing students approach difficult scenarios.Subscribe for more high-yield NCLEX content, strategy breakdowns, case studies, and free reviews with Dr. Zeeshan.

Wendy is back from hauling robots to Texas and getting ready to drive another one to California, so the crew leans hard into life on the road with Linux. Bill talks about moving his systems over to Bazzite, tells the story of an overworked NVIDIA 1080 that literally ate into another GPU, and explains how HomeBridge 2.0 keeps his smart‑home world humming. Nate shares his first impressions of Tux Manager, a Linux clone of the classic Windows Task Manager, and walks through the Framework‑plus‑Flip‑Go combo that makes his roaming setup feel like CubicleLabs away from home. From Steam Decks and One X Players to UniFi travel routers and noise‑canceling headphones, everyone opens their travel bags and talks about the gear they actually trust when Wi‑Fi is sketchy and power outlets are rare. Wendy also geeks out over her new MOVA V50 robot vacuum, complete with a dedicated “Sentinels” Wi‑Fi SSID, and how little self‑hosted comforts make a hotel room feel just a bit more like a homelab. Along the way, there are jokes about Ethernet‑cable hair, data having weight, and why the best layover is the one where your SSH tunnel actually connects. If you're curious about the recent Linux vulnerabilities and the ABCs of CVEs, don't miss SUDO Show 76, where they break it all down in a fun and informative way. Connect with the Hosts on Discord: Matt – @Dark1ltg Wendy – @Wendy.sh Nate – CubicleNate.com @CubicleNate Bill – @ctlinux on Mastodon Special Guest: Bill.

Are you hitting the road this summer with your family? Have you thought about how traveling could bring you closer together as a family and deepen your relationship with the Lord? Taylor Johnson has created a vast wealth of resources for families that are perfect for vacationers and aim to do exactly that. From faith-filled travel devotionals to the ABCs of Biblical traits, Taylor offers countless options on her blog, Growing Kids for the Kingdom. Another key resource for parents? The Family Vacation Devotional: Keeping God First While On Vacation. This is a must-have for parents and kids planning on taking a trip together. Ponder God's creation and keep your hearts focused on Him even as you are swept up in the excitement of experiencing new adventures! TAKEAWAYS Her daughter learned 30 Bible verses when she was three years old using Taylor's initial book, A Heart Like Jesus, A-Z Audiobooks or audio resources are a great, screen-free entertainment option for kids Find family-friendly vacation destination ideas on Taylor's blog like the Creation Museum, The Ark Encounter, and the Museum of the Bible Taylor's character calendars help kids learn different godly traits every month according to the seasons or holidays

Goldylocks Productions presents The Transformational Soul with Ruth SoltmanWith Divine Love and Guidance from her Angels and Guides, Ruth Soltman has written and self-published books to spiritually guide you through yourjourney. Metamorphosis A Journey of the Soul is her journey to connect with her truth. She offers practical tools to help you connect with the Truth of Who YouAre. In The ABCs of Unconditional Love, The ABCs of Forgiveness and The ABCs of Self-Healing, she guides you as you delve deeper into discovering yourTRUTH. Ruth has an empathic understanding and deep compassion for the human condition and it is reflected in her writing. She gives you practical tools towork through your issues so that you can live your BEST LIFE.Ruth has remembered her purpose of service to others in this lifetime...to help them heal their past issues so they can live an Authentic Life. She does thisthrough her writing, speaking, energy work, and readings, helping them to connect with the Truth of Who They Are. In addition to writing, Ruth is a ReikiMaster Teacher, Angelic Reiki Practitioner, Spiritual Intuitive, Oracle Card Reader, Spiritual Advisor/Life Coach and host of The Transformational Soul onGoldylocks Productions. Ruth goes where Spirit guides her and is currently living in the Houston area.http://www.ruthsoltman.comhttps://www.facebook.com/thetransformationalsoulhttp://www.ruthsoltman.com/spirit-within-us-blog Ruth's Oracle Card Decks: https://www.makeplayingcards.com/sell/angelworks-Publishing 365 Days of Gratitude Facebook Group: https://www.facebook.com/groups/571824651377425/?ref=shareGoldylocks Productions: http://www.goldylocksproductions.com Receive links and updates for our Shows, Special Events and Sales! Subscribe to The Goldylocks Zone Blog: https://www.whitesagewoman.me Join us on Telegram: https://t.me/+YSquH-U8Vib501QU Hosted on Acast. See acast.com/privacy for more information.

Goldylocks Productions presents The Transformational Soul with Ruth SoltmanWith Divine Love and Guidance from her Angels and Guides, Ruth Soltman has written and self-published books to spiritually guide you through yourjourney. Metamorphosis A Journey of the Soul is her journey to connect with her truth. She offers practical tools to help you connect with the Truth of Who YouAre. In The ABCs of Unconditional Love, The ABCs of Forgiveness and The ABCs of Self-Healing, she guides you as you delve deeper into discovering yourTRUTH. Ruth has an empathic understanding and deep compassion for the human condition and it is reflected in her writing. She gives you practical tools towork through your issues so that you can live your BEST LIFE.Ruth has remembered her purpose of service to others in this lifetime...to help them heal their past issues so they can live an Authentic Life. She does thisthrough her writing, speaking, energy work, and readings, helping them to connect with the Truth of Who They Are. In addition to writing, Ruth is a ReikiMaster Teacher, Angelic Reiki Practitioner, Spiritual Intuitive, Oracle Card Reader, Spiritual Advisor/Life Coach and host of The Transformational Soul onGoldylocks Productions. Ruth goes where Spirit guides her and is currently living in the Houston area.http://www.ruthsoltman.comGoldylocks Productions: http://www.goldylocksproductions.com Receive links and updates for our Shows, Special Events and Sales! Subscribe to The Goldylocks Zone Blog: https://www.whitesagewoman.me Join us on Telegram: https://t.me/+YSquH-U8Vib501QU Hosted on Acast. See acast.com/privacy for more information.

Most businesses don't struggle because they lack talent or ideas. They struggle because leadership becomes too dependent on one person having all the answers. Jason Wilde explains why the future of innovation depends on building environments where teams can experiment, collaborate, and solve problems together instead of relying on lone-genius leadership. Learn how collective intelligence, psychological safety, and adaptive leadership help companies innovate faster, scale smarter, and create cultures built for constant change. 00:00 Introduction 01:46 Why Lone Genius Leadership Fails 06:17 The ABCs of Innovation Leadership 12:07 Building Trust Across Teams and Partners 14:25 Collective Genius Wins 17:14 Leadership Habits That Hurt Innovation 19:27 Human Skills in the AI Era Rate, Review, & Follow If you liked this episode, please rate and review the show. Let us know what you loved most about the episode. Struggling with strategy? Unlock your free AI-powered prompts now and start building a winning strategy today!

We're recapping The ABCs of Retail — highlighting your answers, stories, and retail experiences from A to Z. From clopens and call-offs to customers and chaos, our listeners understood the assignment… and proved retail workers deserve both therapy and overtime!All The Clopen Links: https://linktr.ee/theclopeneffectSupport the show and advertising opportunities: https://the-clopen-effect.captivate.fm/supportBuy Our Cool Merch: https://www.zazzle.com/the_clopen_effect_t_shirt-256038010043042814

erticals, Hustle, and the Future of Filmmaking (Get Reelisms Ep. 186) On Get Reelisms podcast episode 186, filmmakers Adam Chase Rani and Christine Chen discuss being exhausted but grateful for steady work while others in Austin and Texas struggle despite talk of bigger film tax incentives. They say vertical short-form productions are “single handedly saving Hollywood,” with money coming from markets including China, and Christine notes speaking Mandarin helps her communicate with clients as an AD and director. They describe overlapping AD prep across productions, constant schedule demands on rare days off, and how vertical work favors indie-style problem solvers over union workflows. They explain vertical monetization as “Farmville”-style gamification with addictive cliffhangers and paywalls per short episode, shaping soapy storytelling tropes, while also noting vertical framing can be visually strong. They mention Darren Aronofsky's AI film "On This Day, 1776" and briefly debate AI as a tool versus making full films with it, then preview an upcoming guest, Oscar-nominated short filmmaker Sam Davis ("The Singers" on Netflix).   Hosts: Adam Rani (@adamthechase)  & Christine Chen (@cchenmtf)  About Christine W Chen: Christine W. Chen is a Taiwanese American filmmaker, Academy member (Short Films Branch), and versatile producer, director, and writer known for bold, character-driven storytelling. Through her production company, Moth to Flame, she has created award-winning short films, features, and branded content—including Erzulie, a feminist swamp thriller that had a limited theatrical run and now streams on major platforms. In addition to her directorial work, Christine is a seasoned DGA 1st Assistant Director and co-author of Get Reelisms and ABCs of Filmmaking, as well as the co-host of the Get Reelisms Podcast. For more information about Christine Chen: christinewchen.com About Adam Rani: Adam Chase Rani is a production designer and set dresser working in the Austin film market, bringing a sharp eye for visual storytelling and practical creativity to every project. During the pandemic, he co-founded the Get Reelisms Podcast with Christine Chen to foster community within the film industry. Together, they've built a platform that blends education, candid conversations, and industry insights to help filmmakers connect, learn, and grow. WEBISODE version of the Podcast 00:00 Verticals Save Hollywood 01:01 Podcast Intro and Hosts 02:08 Lunar New Year Banter 04:11 Work Drought and Incentives 05:19 Mandarin as a Career Edge 06:37 How We Met on Set 12:13 Overlapping AD Chaos 16:04 Forgot to Go Live 18:29 No Days Off Reality 20:44 Becoming the Vertical Queen 22:58 Who Excels at Verticals 24:24 Will Stories Go Vertical 25:04 David Lynch Phone Rant 26:57 Farmville Paywall Model 31:00 Soap Opera Hook Writing 33:16 Shooting Vertical Beautifully 35:53 New Tech Becomes Cinema 37:59 AI Films and Unease 41:38 Trump Impressions Detour 43:09 Housekeeping and Next Guest   Official Get Reelisms PageGet Reelisms Amazon StoreInstagram

“Send us a Hey Now!”We find ourselves in an off week after Miami and it's a double off week meaning no race to preview either.With the recent race cancellations we had drained our non-race week topics dry until Brian came up with a genius idea for this week.What if we ran through the ABCs of not just F1 but also what each letter means to this here podcast!Yeah, we know you know it's gonna be gold!Episode running order is...1) News & SocialAll the best bits from both the sports news out there as well as what caught our eye on the various social channels 2) Brian's Video Vault              https://www.youtube.com/watch?v=jZVZB369sbU. "It Was Magic!" | Colin Farrell Takes On A Miami Hot Lap! | F1 Pirelli Hot Laps. Formula 1 channel - 4 mins. https://www.youtube.com/watch?v=h8hG4_B-ACY. Max Verstappen vs SuperGT Pro. Red Bull motorsports. https://www.youtube.com/watch?v=lN8mWUFbDjU. We Made a Formula 1 CT5-V Blackwing. General Motors channel. Nearly 10 mins. https://www.youtube.com/watch?v=osjBYEXYiLc. Cadillac Returns to the World Stage: The 2026 F1 Works Car Reveal | Jay Leno's Garage. 29 mins.https://x.com/tirii_f1/status/2051591471736742364. And by popular demand - the Ferrari team dancing the macarena!!!!3) Cadillac CornerThe latest Caddy news we found to stash in the corner4) Formula 1 and Dirty Side ABCsAn entry for all the letters from A-Z for both F1 and also this podcast5) Canada GP preview of the previewWe are one week away from previewing the Canadian GP and we're super excited given we'll actually be there!Expect a very over the top preview edition next week!Support the showWe would love you to join our Discord server so use this invite link to join us https://discord.gg/XCyemDdzGBTo sign up to our newsletter then follow this link https://dirty-side-digest.beehiiv.com/subscribeIf you would like to sign up for the 100 Seconds of DRS then drop us an email stating your time zone to dirtysideofthetrack@gmail.comAlso please like, follow, and share our content on Threads, X, BlueSky, Facebook, & Instagram, links to which can be found on our website.One last call to arms is that if you do listen along and like  us then first of all thanks, but secondly could we ask that you leave a review and a 5 star rating - please & thanks!If you would like to help the Dirty Side promote the show then we are now on Buy me a coffee where 100% of anything we get will get pumped into advertising the show https://www.buymeacoffee.com/dirtysideofthetrackDirty Side of the Track is hosted on Buzzsprout https://www.buzzsprout.com/

Buyers have more information than ever. That does not mean they are making better decisions.On this episode of RWorld Talk, Chris Krzemien sits down with RWorld President Jonathan Dolphus for a candid conversation about what is actually happening with buyers right now in South Florida. From overanalyzing properties to relying too heavily on AI tools, today's buyers are getting stuck in the weeds and missing out on the right opportunities. We talk about why the shift from price to monthly payment matters, how misinformation is shaping negotiations, and what agents need to do to guide clients through the noise.If you are wondering why buyers are hesitating, walking away, or struggling to make decisions, this episode explains it clearly.We Covered:➡️ Why today's buyers are more informed but more confused➡️ How AI is influencing buyer decisions and where it goes wrong➡️ Why monthly payment matters more than purchase price➡️ and more…Nobody knew home values were going to double after 2015. Nobody knew a pandemic was coming. Waiting for the perfect moment is not a strategy. This episode will give you and your buyers the context to stop guessing and start moving.FOLLOW US:Instagram: @rworldtalkLinkedIn: @rworldtalkpodcastWebsite: https://rworld.com/LISTEN ON AUDIO:Spotify: https://open.spotify.com/show/6TFUYs7cTWw539wUD7aLkE?si=79cdc73ede2f4828Apple: https://podcasts.apple.com/us/podcast/rworld-talk-south-florida-real-estate/id1671206655#SouthFloridaRealEstate #BuyerBehavior #OurWorldTalk #RealtorTips #BeachesMLS #RealEstateMarket #WestPalmBeach #HomeBuying

Measuring physical activity in 3 steps a. Give the sensor to a client (face-to-face or mailing) b. Client goes live their life  c. Create participant report (with behavior change consultation) ------ Dr Miriam Cabrita has done her Bachelor and Master degrees at NOVA School of Science and Technology in Portugal, and her PhD in biomedical engineering in University of Twente Then she has worked at Roessingh Research and Development Center in Netherlands for 8 years coordinating and managing EU research projects related to eHealth Teaching also courses on Physical Activity, Digital Health and Virtual Coaching at the University of Twente. She has acted as a Board Member for 5 years in International Society for the Measurement of Physical Behaviour (ISMPB) Currently she is working as a Chief Customer Officer at Fibion Inc. _____________________   This podcast episode is sponsored by Fibion Inc. | Better Sleep, Sedentary Behaviour and Physical Activity Research with Less Hassle --- Collect, store and manage SB and PA data easily and remotely - Discover ground-breaking Fibion SENS --- SB and PA measurements, analysis, and feedback made easy.  Learn more about Fibion Research --- Learn more about Fibion Sleep and Fibion Circadian Rhythm Solutions. --- Fibion Kids - Activity tracking designed for children. --- Collect self-report physical activity data easily and cost-effectively with Mimove. --- Explore our Wearables,  Experience sampling method (ESM), Sleep,  Heart rate variability (HRV), Sedentary Behavior and Physical Activity article collections for insights on related articles. --- Refer to our article "Physical Activity and Sedentary Behavior Measurements" for an exploration of active and sedentary lifestyle assessment methods. --- Learn about actigraphy in our guide: Exploring Actigraphy in Scientific Research: A Comprehensive Guide. --- Gain foundational ESM insights with "Introduction to Experience Sampling Method (ESM)" for a comprehensive overview. --- Explore accelerometer use in health research with our article "Measuring Physical Activity and Sedentary Behavior with Accelerometers ". --- For an introduction to the fundamental aspects of HRV, consider revisiting our Ultimate Guide to Heart Rate Variability. --- Follow the podcast on Twitter https://twitter.com/PA_Researcher Follow host Dr Olli Tikkanen on Twitter https://twitter.com/ollitikkanen Follow Fibion on Twitter https://twitter.com/fibion https://www.youtube.com/@PA_Researcher

It's finally time for Jan, Jan, Jan! As Jan Brady, America's most memorable middle child on the beloved TV sitcom, The Brady Bunch, Eve Plumb has been an enduring icon of American pop culture for over 60 years. Now in an engaging, intimate memoir, she shares the behind-the-scenes story of her colorful and impressively versatile Hollywood career and revelatory recollections of her off-camera life along the way-complete with many photos from her private archives.Recognized world-wide as Jan Brady, the wonderfully misunderstood middle sister on television's The Brady Bunch, actress Eve Plumb has embraced the association that seemed destined at age 10 when she was cast on The Brady Bunch. The iconic 1970s TV series has been in perpetual reruns for five decades and is well known by three generations of children and adults. Her engaging memoir reveals that her stint on The Brady Bunch was only the beginning of her TV career, a young lady with the confidence and spunk that her on-screen character often humorously lacked.Eve Plumb's six decades as a TV and stage actress reads like a veritable history of the golden age of TV. Her long career began when a talent agent in her Los Angeles neighborhood suggested that the six year old audition for a national TV commercial. She was cast and many commercials followed (including Barbie commercials). Within a year, Eve was being cast in guest star roles, often multiple episodes, in the top TV series of the 60s and 70s: Gunsmoke, Lassie, Family Affair, Mannix, The Big Valley, It Takes a Thief, The Virginia & Here's Lucy.Following five seasons of ABCs anchor Friday night show, The Brady Bunch, and recording albums and touring nationally with The Brady Kids singing group, Eve was cast as the lead role in Dawn, Portrait of a Teenage Runaway, at age 17. A dramatic departure from the sweet Brady family, the NBC hit TV movie came with a "parental discretion" warning in the opening titles. The movie's success sparked the highly-rated sequel with Eve Plumb: Alexander: The Other Side of Dawn.Continuous guest star roles filled her young adult life as an actress on highly rated TV shows, including The Facts of Life, One Day at a Time, Fantasy Island, Love Boat, Wonder Woman, and a multi-episode sitcom called The Brady Brides, featuring Eve as a young newlywed, along with Maureen McCormick from the original series.Eve brought her acting experience to the New York stage. Tony-winning Broadway Producer Ken Davenport cast Eve in the lead role for the Times Square debut of Miss Abigail's Guide to Dating, Mating, and Marriage, with a six month run. She also appeared on stage in NY and regionally in "Love, Loss and What I Wore."Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

It's finally time for Jan, Jan, Jan! As Jan Brady, America's most memorable middle child on the beloved TV sitcom, The Brady Bunch, Eve Plumb has been an enduring icon of American pop culture for over 60 years. Now in an engaging, intimate memoir, she shares the behind-the-scenes story of her colorful and impressively versatile Hollywood career and revelatory recollections of her off-camera life along the way-complete with many photos from her private archives.Recognized world-wide as Jan Brady, the wonderfully misunderstood middle sister on television's The Brady Bunch, actress Eve Plumb has embraced the association that seemed destined at age 10 when she was cast on The Brady Bunch. The iconic 1970s TV series has been in perpetual reruns for five decades and is well known by three generations of children and adults. Her engaging memoir reveals that her stint on The Brady Bunch was only the beginning of her TV career, a young lady with the confidence and spunk that her on-screen character often humorously lacked.Eve Plumb's six decades as a TV and stage actress reads like a veritable history of the golden age of TV. Her long career began when a talent agent in her Los Angeles neighborhood suggested that the six year old audition for a national TV commercial. She was cast and many commercials followed (including Barbie commercials). Within a year, Eve was being cast in guest star roles, often multiple episodes, in the top TV series of the 60s and 70s: Gunsmoke, Lassie, Family Affair, Mannix, The Big Valley, It Takes a Thief, The Virginia & Here's Lucy.Following five seasons of ABCs anchor Friday night show, The Brady Bunch, and recording albums and touring nationally with The Brady Kids singing group, Eve was cast as the lead role in Dawn, Portrait of a Teenage Runaway, at age 17. A dramatic departure from the sweet Brady family, the NBC hit TV movie came with a "parental discretion" warning in the opening titles. The movie's success sparked the highly-rated sequel with Eve Plumb: Alexander: The Other Side of Dawn.Continuous guest star roles filled her young adult life as an actress on highly rated TV shows, including The Facts of Life, One Day at a Time, Fantasy Island, Love Boat, Wonder Woman, and a multi-episode sitcom called The Brady Brides, featuring Eve as a young newlywed, along with Maureen McCormick from the original series.Eve brought her acting experience to the New York stage. Tony-winning Broadway Producer Ken Davenport cast Eve in the lead role for the Times Square debut of Miss Abigail's Guide to Dating, Mating, and Marriage, with a six month run. She also appeared on stage in NY and regionally in "Love, Loss and What I Wore."Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-like-it-s-live--4113802/support.

Stop being the bottleneck in your own business. Most leaders are trapped in an outdated "command and control" loop, exhausting themselves by managing tasks instead of developing people. In a world where AI can handle the logistics, your only real competitive advantage is your ability to activate human potential.In this episode of Mindset Mastery Moments, Dr. Alisa Whyte sits down with bestselling author and leadership expert Greg Giuliano to deconstruct the "Ultra Leadership" model. If you feel like you're carrying the weight of your entire team on your shoulders, it's time to stop managing and start coaching.This conversation dives into:The AI PivotThe ABCs of LeadershipOwnership vs. AccountabilityHiring for HumanityThe Ultra TransitionConnect with Greg GiulianoTake the next step in your leadership evolution by connecting with Greg and exploring his transformative work:Official Website: www.ultraleadership.comCoaching & Consulting: www.greggiuliano.comYouTube: Ultra Leadership ChannelLinkedIn: Connect with GregAmazon Author Page: Explore Greg's Bestselling BooksAdditional Resource: Facebook Community"Your job isn't to be the smartest person in the room; it's to create a room where everyone else can be their smartest self."Send us Fan MailSupport the show

Krissy Dilger of SRNA spoke with Matt Rathbun and Charlotte Engebrecht from the University of Rochester Center for Health and Technology about the Neuromyelitis Optica Spectrum Disorder-Health Index (NMOSD-HI) study, which aims to develop and validate an NMOSD-specific patient-reported outcome survey for use in clinical trials and routine care [02:25]. They explained that existing measures are often adapted from multiple sclerosis and may not reflect NMOSD patients' unique experiences [04:38]. They shared phase one insights from interviews with 15 individuals showing multi-system impacts [09:51]. They described eligibility for the current anonymous survey (adults 18+ with NMOSD, aquaporin-4 positive or negative, in the US, Canada, EU, UK, or Australia) and noted prior participants can join later phases [13:22]. You can learn more about the study here:https://redcap.link/nmo-hiQuestions can be sent to Matt and Charlotte:Matthew_Rathbun@urmc.rochester.eduCharlotte_Engebrecht@urmc.rochester.eduMatt Rathbun, BA, graduated from Nazareth University in May of 2025 and is currently pursuing his Master of Public Health degree at Nazareth University. At the University of Rochester Center for Health + Technology (CHeT), he works as a Human Subject Research Specialist, where he coordinates translational research studies focused on the lived experiences of individuals living with rare diseases. This work supports the development and validation of disease-specific PRO measures that capture aspects of disease burden most meaningful to patients. Matt's interests center on strengthening the relevance, inclusivity, and equity of clinical research. He aims to ensure that clinical research more accurately reflects the real-world impact of disease on patients' lives. He also works to advance more equitable and patient-centered approaches to treatment evaluation in rare disease communities.Charlotte Engebrecht, BS, is a graduate of Hobart and William Smith Colleges and a current Master of Science in Clinical Investigations student at the University of Rochester. She serves as a Clinical Trials Project Specialist at the University of Rochester Center for Health + Technology (CHeT), where her work centers on the development and validation of patient-reported outcome (PRO) measures for rare diseases. Charlotte conducts research that is grounded in a commitment to elevating the patient voice as a central pillar of clinical research. Patient-reported outcomes offer critical insight into how diseases and treatments truly impact daily life. She is particularly passionate about ensuring that these perspectives are not only included, but prioritized, in the design and evaluation of clinical trials. Her work focuses on rare diseases, with a specific interest in neuromyelitis optica spectrum disorder (NMOSD), where traditional clinical endpoints often fail to capture the full burden of illness. By integrating patient-centered measurement tools into therapeutic development, Charlotte aims to advance more meaningful and responsive approaches to evaluating new treatments.00:00 Welcome02:25 Study Overview04:38 Why Patient Voices Matter06:16 How the Study Works08:29 Who Can Participate09:51 Phase One Findings13:22 Join the Survey15:43 Wrap Up

What are the basics of physical activity measurement with devices? a. Sensor location: thigh, hip, back, wrist b. Type of data you can get: raw -> steps -> activity type -> activity intensity -> “complexity” c. Considerations to have when choosing a sensor      i. User-friendliness (battery, aesthetics, comfort, interaction required) d. Feedback to participants      i. Real-time or at defined moments e. Feedback to practitioners (dashboard) f. In most cases, you can also measure sleep.   Dr Miriam Cabrita has done her Bachelor and Master degrees at NOVA School of Science and Technology in Portugal, and her PhD in biomedical engineering in University of Twente Then she has worked at Roessingh Research and Development Center in Netherlands for 8 years coordinating and managing EU research projects related to eHealth Teaching also courses on Physical Activity, Digital Health and Virtual Coaching at the University of Twente. She has acted as a Board Member for 5 years in International Society for the Measurement of Physical Behaviour (ISMPB) Currently she is working as a Chief Customer Officer at Fibion Inc. _____________________   This podcast episode is sponsored by Fibion Inc. | Better Sleep, Sedentary Behaviour and Physical Activity Research with Less Hassle --- Collect, store and manage SB and PA data easily and remotely - Discover ground-breaking Fibion SENS --- SB and PA measurements, analysis, and feedback made easy.  Learn more about Fibion Research --- Learn more about Fibion Sleep and Fibion Circadian Rhythm Solutions. --- Fibion Kids - Activity tracking designed for children. --- Collect self-report physical activity data easily and cost-effectively with Mimove. --- Explore our Wearables,  Experience sampling method (ESM), Sleep,  Heart rate variability (HRV), Sedentary Behavior and Physical Activity article collections for insights on related articles. --- Refer to our article "Physical Activity and Sedentary Behavior Measurements" for an exploration of active and sedentary lifestyle assessment methods. --- Learn about actigraphy in our guide: Exploring Actigraphy in Scientific Research: A Comprehensive Guide. --- Gain foundational ESM insights with "Introduction to Experience Sampling Method (ESM)" for a comprehensive overview. --- Explore accelerometer use in health research with our article "Measuring Physical Activity and Sedentary Behavior with Accelerometers ". --- For an introduction to the fundamental aspects of HRV, consider revisiting our Ultimate Guide to Heart Rate Variability. --- Follow the podcast on Twitter https://twitter.com/PA_Researcher Follow host Dr Olli Tikkanen on Twitter https://twitter.com/ollitikkanen Follow Fibion on Twitter https://twitter.com/fibion https://www.youtube.com/@PA_Researcher

How to measure physical activity?  a. Questionnaires (self-assessment) i Type:      1. Time frame: last month / week / day / now      2. Paper vs. technology based (app) ii. Pros iii. Cons b. Sensors i. Type:      1. Consumer vs. Research-oriented ii. Pros iii. Cons c. Other methods:      i. E.g. Environmental sensing, GPS, IoT   Dr Miriam Cabrita has done her Bachelor and Master degrees at NOVA School of Science and Technology in Portugal, and her PhD in biomedical engineering in University of Twente Then she has worked at Roessingh Research and Development Center in Netherlands for 8 years coordinating and managing EU research projects related to eHealth Teaching also courses on Physical Activity, Digital Health and Virtual Coaching at the University of Twente. She has acted as a Board Member for 5 years in International Society for the Measurement of Physical Behaviour (ISMPB) Currently she is working as a Chief Customer Officer at Fibion Inc. _____________________   This podcast episode is sponsored by Fibion Inc. | Better Sleep, Sedentary Behaviour and Physical Activity Research with Less Hassle --- Collect, store and manage SB and PA data easily and remotely - Discover ground-breaking Fibion SENS --- SB and PA measurements, analysis, and feedback made easy.  Learn more about Fibion Research --- Learn more about Fibion Sleep and Fibion Circadian Rhythm Solutions. --- Fibion Kids - Activity tracking designed for children. --- Collect self-report physical activity data easily and cost-effectively with Mimove. --- Explore our Wearables,  Experience sampling method (ESM), Sleep,  Heart rate variability (HRV), Sedentary Behavior and Physical Activity article collections for insights on related articles. --- Refer to our article "Physical Activity and Sedentary Behavior Measurements" for an exploration of active and sedentary lifestyle assessment methods. --- Learn about actigraphy in our guide: Exploring Actigraphy in Scientific Research: A Comprehensive Guide. --- Gain foundational ESM insights with "Introduction to Experience Sampling Method (ESM)" for a comprehensive overview. --- Explore accelerometer use in health research with our article "Measuring Physical Activity and Sedentary Behavior with Accelerometers ". --- For an introduction to the fundamental aspects of HRV, consider revisiting our Ultimate Guide to Heart Rate Variability. --- Follow the podcast on Twitter https://twitter.com/PA_Researcher Follow host Dr Olli Tikkanen on Twitter https://twitter.com/ollitikkanen Follow Fibion on Twitter https://twitter.com/fibion https://www.youtube.com/@PA_Researcher

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3541: Vicki Robin explores how true wealth expands through belonging and community, where relationships become a powerful form of social capital that enriches life while reducing financial strain. By investing in connection, contribution, and local resilience, you can build a support system that sustains both your well-being and independence far beyond money. Read along with the original article(s) here: https://www.richandresilientliving.com/abcs-of-wealth-guest-post-by-vicki-robin/ Quotes to ponder: "Our human bonds of love and loyalty have always gotten us through the night, and life." "Isolation is expensive, sharing is wealth, sometimes literally through services that will rent your car, home or RV to others, but also more deeply as in the myriad of daily exchanges that have nothing to do with financial transactions." "Consciousness grows faster than inflation." Episode references: Alcoholics Anonymous: https://www.aa.org/ Learn more about your ad choices. Visit megaphone.fm/adchoices

In Genius at Scale: How Great Leaders Drive Innovation, Linda A. Hill argues that innovation fails not because companies lack ideas, but because they struggle to scale those ideas across the enterprise—and that the solution lies not in structure or processes, but in leadership.Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School, faculty chair of the Leadership Initiative, and one of the top ten management thinkers in the world as ranked by Thinkers50. In her new book, co-authored with Emily Tedards and Jason Wild, she draws on deep case studies of organizations from Mastercard to Pfizer to Pixar to show that scaling innovation requires three distinct but complementary leadership roles: architects, bridgers, and catalysts.In her conversation with Adam Job, senior director at the BCG Henderson Institute, she discusses why innovation labs alone don't work, the ABCs of innovation leadership, how to build a culture of creative abrasion, and why even senior leaders need coaching to get innovation right.Key topics discussed: 01:28 | Why innovation fails at the point of scaling, not ideation03:59 | The ABCs of innovation leadership: architects, bridgers, catalysts06:29 | Getting metrics and incentives right for innovation10:42 | What bridgers do and why organizations don't have enough of them14:33 | Is innovation leadership a team sport or a solo act?18:48 | How to know which role you're best suited to and how to learn the others24:04 | How incumbent leaders can create urgency without being the new CEOAdditional inspirations from Linda A. Hill:Collective Genius: The Art and Practice of Leading Innovation (Harvard Business Review Press, 2014)Article: Why Great Innovations Fail to Scale, co-authored by Emily Tedards and Jason Wild (March–April 2026 issue of Harvard Business Review)

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3541: Vicki Robin explores how true wealth expands through belonging and community, where relationships become a powerful form of social capital that enriches life while reducing financial strain. By investing in connection, contribution, and local resilience, you can build a support system that sustains both your well-being and independence far beyond money. Read along with the original article(s) here: https://www.richandresilientliving.com/abcs-of-wealth-guest-post-by-vicki-robin/ Quotes to ponder: "Our human bonds of love and loyalty have always gotten us through the night, and life." "Isolation is expensive, sharing is wealth, sometimes literally through services that will rent your car, home or RV to others, but also more deeply as in the myriad of daily exchanges that have nothing to do with financial transactions." "Consciousness grows faster than inflation." Episode references: Alcoholics Anonymous: https://www.aa.org/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Star Flare: Reclaiming Agency, Building a Fun Set, and the Pain of Crowdfunding (Get Reelisms Ep. 185) On Get Reelisms Podcast episode 185, hosts Adam Chase Rani and Christine Chen interview actor-writer-producer Laura Ricci about making her fantasy romance short film Star Flare. Laura describes feeling powerless as an actor and deciding to create her own work after living in Los Angeles for nearly three years, with wildfires raging and Trump newly inaugurated, leading her to write the script in a week and produce her first “real” film. They discuss designing the project around practical constraints (woods location, small cast, one day, limited costume changes) while still aiming big for the genre, and Laura's priority of creating a safe, fun set that strengthens relationships and took care of the team. Laura calls crowdfunding the hardest part, recounting constant posting, emotional strain, and mixed results despite support and a stranger's $1,000 pledge. Christine directed and is editing; they talk about post-production, sound design's importance, and meeting through a TikTok call for a director.   Hosts: Adam Rani (@adamthechase)  & Christine Chen (@cchenmtf)  About Christine W Chen: Christine W. Chen is a Taiwanese American filmmaker, Academy member (Short Films Branch), and versatile producer, director, and writer known for bold, character-driven storytelling. Through her production company, Moth to Flame, she has created award-winning short films, features, and branded content—including Erzulie, a feminist swamp thriller that had a limited theatrical run and now streams on major platforms. In addition to her directorial work, Christine is a seasoned DGA 1st Assistant Director and co-author of Get Reelisms and ABCs of Filmmaking, as well as the co-host of the Get Reelisms Podcast. For more information about Christine Chen: christinewchen.com About Adam Rani: Adam Chase Rani is a production designer and set dresser working in the Austin film market, bringing a sharp eye for visual storytelling and practical creativity to every project. During the pandemic, he co-founded the Get Reelisms Podcast with Christine Chen to foster community within the film industry. Together, they've built a platform that blends education, candid conversations, and industry insights to help filmmakers connect, learn, and grow. Guest:  Laura Ricci is a Los Angeles-based SAG-AFTRA actress known for roles in Hostess (2018), The Wraith (2021), and the upcoming Cupcakes (2025). She has also appeared in I Was There (2022) and Siren Salon (2023), often portraying characters with wit and depth. She is active on Instagram as @the.laura.ricci.   WEBISODE version of the Podcast 00:00 Feeling Powerless 00:51 Podcast Intro 01:12 Meet Laura Ricci 02:00 Audio Setup Talk 03:41 Why Make a Short 05:44 Star Flare Logline 07:43 Writing With Constraints 10:26 Making Set Fun 18:24 Collaboration Magic 22:54 Crowdfunding Struggles 26:25 Crowdfunding Reality Check 27:16 Letting Go of Perfection 28:14 Where the Film Is Now 28:48 Finding a Director on TikTok 31:50 Why Laura Didn't Direct 34:34 Paying People Fairly 36:20 Editing Notes and Post Workflow 37:41 Sound Design Makes the Genre 38:11 Dune and Movie Theater Nerd Talk 42:23 Weapons Guy and Armor Shop Stories 44:23 Wrap Up and Housekeeping   Official Get Reelisms Page Get Reelisms Amazon Store Instagram   Official Get Reelisms PageGet Reelisms Amazon StoreInstagram

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3540: Vicki Robin reframes wealth as more than money, emphasizing that true independence comes from building “natural currency” through skills, relationships, and community. By investing in abilities and self-sufficiency, you reduce dependence on money while increasing resilience, freedom, and long-term fulfillment. This perspective reveals how aligning your life energy with meaningful skills can create a richer, more secure life than financial accumulation alone. Read along with the original article(s) here: https://www.richandresilientliving.com/abcs-of-wealth-guest-post-by-vicki-robin/ Quotes to ponder: "Money is a small part of our wealth portfolio." "Isn't needing money to make it through life actually a form of dependence?" "Honing your skills gives you leverage, freedom, and choice." Episode references: Your Money or Your Life: https://www.amazon.com/Your-Money-Life-Transforming-Relationship/dp/0143115766 Learn more about your ad choices. Visit megaphone.fm/adchoices

In "Z is for Zion," TJ and Tory help Mr. Reed search for a lost puppy, Zippy. Along the way, they discover that Mt. Zion is a special place in Scripture because it was known as the place of God's presence—and it points us to the even greater promise that God will one day dwell with His people forever. Follow along as TJ and Tory learn about the God's unchanging character week after week with the ABCs of Theology! Season 5 and 6 follow this best-selling card set, and we just know your kids are going to love them. Shop all discipleship tools for kids ages 2 to 12 at tinytheologians.shop, and join our email list to be among the first to know about sales, new releases, and get all the podcast updates right in your inbox! Resources:  The ABCs of Theology Follow Us: Instagram | Website | Newsletter Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Welcome to our first Nonsense episode! We will be releasing one of these every other episode for those that love to hear our thoughts on whatever topic. This week: the MILFs discuss Brandon Sanderson's cosmere, Tamsyn Muir's genius, how they need to get medicated, and Maggie gets a lesson on furry romances.Leave us a review! Follow us on Instagram and TikTok @apodcastofsmutanddragonsMaggie: @themargaretlibraryJillian: @jillian.reads.smut (instagram)@jilliankiechlinart (tiktok)Business inquiries and/or say hi: apodcastofsmutanddragons@gmail.com Hosted on Acast. See acast.com/privacy for more information.

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3540: Vicki Robin reframes wealth as more than money, emphasizing that true independence comes from building “natural currency” through skills, relationships, and community. By investing in abilities and self-sufficiency, you reduce dependence on money while increasing resilience, freedom, and long-term fulfillment. This perspective reveals how aligning your life energy with meaningful skills can create a richer, more secure life than financial accumulation alone. Read along with the original article(s) here: https://www.richandresilientliving.com/abcs-of-wealth-guest-post-by-vicki-robin/ Quotes to ponder: "Money is a small part of our wealth portfolio." "Isn't needing money to make it through life actually a form of dependence?" "Honing your skills gives you leverage, freedom, and choice." Episode references: Your Money or Your Life: https://www.amazon.com/Your-Money-Life-Transforming-Relationship/dp/0143115766 Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Doryan and Sophia are joined by Dr. Melody Boudreaux Nelson, Stephanie Whitehead, and Aaron Odegard, the amazing trio behind the children's book, Little Lab Learners: The ABCs of Laboratory Medicine. Tune in as we ask how the book came to life, what else they have planned, and the importance of reaching younger learners about the laboratory profession.

SOFTY joins the show to talk Mock Drafts, NFL Draft, Draftmas and…. Conception… What's on Softy's Draftmas wish list and what does he think the hawks will actually do? How closely does Softy watch the UW prospects and where does he think they'll end up? :30- ABCs of the Mariners - V is for Versus: Brendan Donovan was our offseason acquisition, so we do need to look at how that's working out versus what could have been. - W is for Wilson: Dan Wilson's weakness seems to be managing the bullpen and he sure has a lot of rules for how he uses his relievers… - X is for X-Mariner: Casey Legumina is now an ex-Mariner and it's the M's own fault, the bullpen isn't overused, their mis-used. :45- We wrap up the show with one last thing! See omnystudio.com/listener for privacy information.

SOFTY joins the show to talk Mock Drafts, NFL Draft, Draftmas and…. Conception… What's on Softy's Draftmas wish list and what does he think the hawks will actually do? How closely does Softy watch the UW prospects and where does he think they'll end up? :30- ABCs of the Mariners - V is for Versus: Brendan Donovan was our offseason acquisition, so we do need to look at how that's working out versus what could have been. - W is for Wilson: Dan Wilson's weakness seems to be managing the bullpen and he sure has a lot of rules for how he uses his relievers… - X is for X-Mariner: Casey Legumina is now an ex-Mariner and it's the M's own fault, the bullpen isn't overused, their mis-used. :45- We wrap up the show with one last thing!

Welcome to the Financial Freedom & Wealth Trailblazers Podcast! In today's episode, we're talking about how to become equipped to grow into roles of leadership in your career. Rusty Davidson is a leadership author, keynote speaker, and consultant who helps organizations and individuals transform leadership from an abstract ideal into a lived, repeatable practice. As the creator of The ABCs of Leadership framework, Rusty equips leaders with clear systems for building accountability, improving culture, and strengthening execution across complex, fast-changing environments.Rusty's work bridges the gap between inspiration and implementation. Rather than focusing on motivational moments alone, he helps leaders develop sustainable habits that shape how decisions are made, how teams communicate, and how responsibility is shared. His approach resonates across corporate, nonprofit, and higher education settings, where leaders are increasingly asked to deliver results while navigating uncertainty, change, and growing human complexity.Known for his practical, narrative-driven style, Rusty delivers leadership content that is both deeply human and operationally grounded. He is particularly passionate about supporting emerging and reluctant leaders—those who may not have sought leadership but find themselves carrying it—by helping them build confidence, clarity, and credibility without losing authenticity.Through keynote speaking, consulting, and executive coaching, Rusty partners with HR teams, executives, educators, and organizations seeking leadership that is not only effective, but sustainable. His work consistently centers one question: not just what leaders achieve, but who they become in the process.Connect with Rusty Here: https://www.linkedin.com/in/rustydavidson/https://www.facebook.com/rustyldavidsonhttps://www.instagram.com/rustyldavidson/https://www.youtube.com/@rdavidson84https://www.rustydavidson.com/Grab the freebie here: rustydavidson.com/wildpreview===================================If you enjoyed this episode, remember to hit the like button and subscribe. Then share this episode with your friends.Thanks for watching the Financial Freedom & Wealth  Trailblazers Podcast. This podcast is part of the Digital Trailblazer family of podcasts. To learn more about Digital Trailblazer and what we do to help entrepreneurs, go to DigitalTrailblazer.com.Are you a coach, consultant, expert, or online course creator? Then we'd love to invite you to our FREE Facebook Group where you can learn the best strategies to land more high-ticket clients and customers. QUICK LINKS: APPLY TO BE FEATURED: https://app.digitaltrailblazer.com/podcast-guest-applicationDIGITAL TRAILBLAZER: https://digitaltrailblazer.com/

Hey Clutterbugs! Decluttering, overconsumption, and dopamine: why getting stuff for free, thrifting, dumpster diving, yard sales, and “treat yourself” shopping can feel addictive. Today, we're talking about controlling the clutter we bring into our home. If you're stuck in the thrill of the hunt, impulse buying, or accepting hand-me-downs you don't need, this episode breaks down the brain science and the emotional triggers behind clutter. I'm sharing my ABCs of Clutter—the 3 ways clutter enters your home: Acquiring (free stuff), Buying (shopping for a dopamine hit), and Consenting (letting other people store things at your place). I'm talking about the real reason the hunt feels so good (anticipation dopamine vs possession dopamine), why instant gratification keeps us scrolling and spending, and how loneliness, boredom, stress, and overwhelm can push us into overconsumption. Then I'll show you how to fight back with practical “dopamine hacks” that make decluttering easier, simple boundaries that create friction before you buy, and a 7-day Stuff Hangover Detox you can do with me; it starts with identifying the emotion that starts the scroll (or the shop), unsubscribing from shopping triggers, donating one bag of “free” items, setting a container limit, getting an earned-dopamine win by clearing a surface, doing a no-buy day, and practicing urge surfing instead of shopping. Plus: an easy decluttering task you can do while you listen for fast progress with minimal regret. If you've ever thought, “But it was free!” or “I deserve a little treat,” and then felt crushed by the clutter afterward, you're not alone, and you're not broken. Let's get to the root, stop the intake, and make your home feel lighter again. Want to get organized? Learn 6-Step The Clutterbug Method: https://clutterbug.thinkific.com/courses/Clutterbug-Method You can find more Clutterbug content here: Main YouTube Channel: @Clutterbug Website: http://www.clutterbug.me TikTok: https://www.tiktok.com/@clutterbug_me Instagram: https://www.instagram.com/clutterbug_me/ Facebook: https://www.facebook.com/Clutterbug.Me/ #clutterbug #podcast #Decluttering #DeclutterYourHome #Clutter #Minimalism #SimpleLiving #Overconsumption #NoBuy #NoSpendChallenge #ImpulseBuying #ShoppingAddiction #RetailTherapy #Dopamine #DopamineDetox #InstantGratification #MindsetShift #Habits #EmotionalSpending #Budgeting #FrugalLiving #Thrifting #YardSaleFinds #BuyNothing #FreeStuff #HandMeDowns #Donation #OrganizingTips #HomeOrganization #DeclutterChallenge #StuffHangover #UrgeSurfing Learn more about your ad choices. Visit megaphone.fm/adchoices

In "Y is for Yahweh," TJ and Tory go on an adventure to learn about God's personal name—Yahweh, the great I AM. They discover that this name reminds us that God has always existed, never changes, and is faithful to keep His promises to His people. Follow along as TJ and Tory learn about the God's unchanging character week after week with the ABCs of Theology! Season 5 and 6 follow this best-selling card set, and we just know your kids are going to love them. Shop all discipleship tools for kids ages 2 to 12 at tinytheologians.shop, and join our email list to be among the first to know about sales, new releases, and get all the podcast updates right in your inbox! Resources:  The ABCs of Theology Follow Us: Instagram | Website | Newsletter Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Read my new book, "The Price of Becoming." www.LearningLeader.com/Becoming The Learning Leader Show with Ryan Hawk My Guest: Marcus Buckingham is a Cambridge graduate. He spent nearly 20 years at the Gallup Organization, where he co-created the StrengthsFinder assessment. He is a New York Times bestselling author of influential books, including First, Break All the Rules and Now, Discover Your Strengths. Currently, he leads the People + Performance research at the ADP Research Institute. Key Learnings When you start a business, it's all about love. Seven out of 10 businesses fail, so when you start a business as an entrepreneur, you love what you do, you love your clients, and you surround yourself with people who can love it as much as you do. You all have this passionate delusion that what you're doing is really important and it's gonna work.  Marcus sold his company in 2017 and calls it the biggest mistake of his career. His company was broken down into silos, and the conversation became about maximization, compliance, and efficiency.  "Love is born savoring, it lives in intelligence, but it dies from neglect. Love dies from forgetting."  (Pablo Neruda) When you stop talking about love, you destroy it. Before you sell or scale, ask: Will this lead to more customers falling in love with your company and more employees saying they love working there? If the answer isn't obvious yes, then don't do it. Great companies protect the founder's flame. Walt Disney, Truett Cathy and Chick-fil-A, Apple's passion for design, Southwest Airlines, and Herb Kelleher. When companies lose their connection to the founding passion, they become the machine. The machine doesn't have a soul, and people can all feel it. Love is the most powerful force in business. If you want to drive productive human behavior, repeat visits, advocacy, loyalty, collaboration, high performance, the precursor to that is love.  But we don't say the word. Marcus was with 30 C-suite executives, and they spent two hours talking about data. They couldn't even say the word, love. They came to say it about customers, but never about their own employees. The job of a leader is to change human behavior. You're not paid to hit a goal. You're paid to change behavior so that you hit various goals. You've got two choices: directive (which works temporarily) or designing experiences. If you want sustainable behavior change, experiences drive behaviors, which drive outcomes.  The best leaders are skilled experience makers. That email you just sent? It's an experience. That meeting? It's an experience. Onboarding? It's an experience. Every touchpoint is picking up what you're putting down. Culture is just a series of experiences.  Either you are getting people to say "I love that," or you've failed to change their behavior. "If you are faking your beliefs, I can smell it, and I don't want to follow it." Authenticity is manifested in your beliefs, and they better be coherent with who you authentically are. Your customs are the living manifestation.  The things you customarily do have got to flow from your authenticity and your beliefs. The best leaders have their ABCs line up beautifully - they are authentically who they are, you know exactly what they believe, and their customs bring those authentic beliefs to life. The biggest driver of engagement is your local team leader, not the culture of the company. The culture is like the river, but there's a lot of different eddies. You join a company, but the sun, the moon, and the stars of your work is that local leader. The most important decision you make is who you make the leader of that team. A, B, C: Authenticity, Beliefs, Customs. We reach for authenticity in our leaders. We don't want perfection; we want authenticity because that leads to prediction. If you are authentically you, then I can predict you. I'm not expecting you to be perfect. I want you to be predictable. The definition of love to Marcus: Love is an experience that helps me feel more fully myself over time. Which is flourishing. Most of us go through life balled up like an armadillo, surrounded by armor plating. But inside of us, we want to take what's inside and express it. Love is a forward-facing emotion. We're anticipating goodness, and we have to take the armor off one plate at a time.  A question for all leaders:  What are the things I could practically do to get people on my team to feel like they are safe enough to express their best self on this team? The five sequential feelings of love: Control: "What's this world you've invited me into, and how does it work? " Harmony: "You have to tell people that you know what they're feeling." Significance: "Do you know my story?" Warmth of Others: "Who's with me? How can they help?" Growth: "How will this experience make me more capable?" If a leader understands the five feelings, they have a blueprint to get your team where you want them to go.  Marcus's Audi story: he loved his Audi, then at the end of the lease, he got a robocall. "You are at the end of your lease. You have not turned in the car. You have one week remaining, or you will be charged $500." He wasn't planning to turn it in. He was planning to get another one. Next week, same robocall. He leaned out. It was jarring because he was excited, and Audi was pissed off. They lost him for five years. Audi didn't take harmony seriously. They don't design for experiences; they design for processes. The person at the dealership is in a different silo than the person writing the script for the robocall. No one creates a holistic experience map. We don't design for experiences; we design for processes. Go to a hospital. It's one handoff after another. The person who's supposed to hold the narrative together is you, the patient. The whole thing has been designed for efficiency, not for a holistic experience. Undesigned experiences lead to unpredictable outcomes. Disney builds a berm around the whole park so you can't see out. You can't see the Red Roof Inn next door. Universal Studios doesn't do that. Six Flags doesn't do that. Why? Because Disney is trying to create a holistic experience. These companies think holistically about a human having an experience. The best leaders, when you ask "How do you motivate people?" always say "It depends." It depends on the person. At some point, the experience has got to be individualized. Don't start there. That's why this is sequential. Start with control, then harmony, then significance. Tell them you understand their story and what will change because of that story. The hospitalist movement in hospitals produced the best patient outcomes. They give each patient a guide all the way through the handoff process. Their entire job is to explain you to all the other healthcare professionals and to explain all the other healthcare professionals to you. As a result, you feel held. If you love anyone, you don't imagine they're ever finished. Love is a forward-facing emotion. Growth is the fifth feeling, not the first. We get this wrong when we think about designing love. We build it backwards. We start with growth and warmth. No. What's happening is feeling by feeling, we're taking off one plate of armor. If you haven't taken off the first four, you can't hit them with growth. The simplest thing leaders could do: check in with each of your people for 15 minutes, one by one, every week. Ask them:  How'd you feel about last week?  What are you working on this week?  How can I help?  Do that 52 times a year with each person individually, and you'll hit control, harmony, and over time significance. Marcus is creating an app with an AI design partner. He doesn't want his kids to grow into a world accepting loveless schools, loveless hospitals, loveless workplaces. The app will have a slider: loving/unloving. Let's call it what it is. It's love or not love. It's not okay to live in a loveless world, and we should call out unloving when we see it. Reflection Questions What would happen if you asked yourself before every major decision: "How does this help our customers love us more? How does this help our employees love working here more?" Are you designing experiences or just optimizing processes? What's one touchpoint in your customer or employee journey that feels mechanical and could be redesigned to feel more human? Which of the five feelings (control, harmony, significance, warmth of others, growth) are you strongest at creating for your team? Which one are you weakest at, and what's one thing you could do this week to improve it? Time stamps 00:00 Marcus Buckingham Intro 02:21 The Biggest Mistake: Selling My Company  05:55 Can You Scale Without Losing Love?  07:59 Protecting the Founder's Flame  12:03 Why CEOs Can't Say the Word "Love"  15:42 Your Job: Change Human Behavior  17:55 Experiences Drive Behaviors Drive Outcomes  21:42 Love Is Five Sequential Feelings  25:40 Jesse Cole and Josh D'Amaro: Real Love in Action  29:50 How Do You Prove ROI?  31:32 The Local Leader Drives Everything  32:09 The Scatterplot: Same Company, Different Experiences  33:43 ABCs: Authenticity, Beliefs, Customs  35:41 What Love Actually Means: Flourishing  38:28 The Five Feelings Blueprint  39:00 Feeling #1: Control (What World Am I In?)  40:28 Feeling #2: Harmony (Do You Know What I'm Feeling?)  43:43 We Design for Processes, Not Experiences  47:34 Feelings #3, #4, #5: Significance, Warmth, Growth  53:04 The Simplest Practice for All Leaders: Weekly 15-Minute Check-Ins  57:37 EOPCMore Learning #467: Marcus Buckingham - How Love and Work Must Be Forever Linked #305: Marcus Buckingham & Ashley Goodall - A Leader's Guide to the Real World #676: Jesse Cole - Built for the Fans (Obsession & Excellence)

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Muegge Cattle has consistently shown over the years their hard work and dedication to providing high quality American cattle. With elite half-blood Brahmans, Simbrahs, ABCs to even game changing herd-sires they offer it all. Each calf has the opportunity to stay intact, so you can even utilize their genetics to further your own program. Make sure to check out their sale on SteerBidder, sale day happens on the 26th!Empowerment Is Here

In this episode Olatunde Howard returns to the Dojo to answer a viewer's question about Pastoral Counseling and what to do when you suspect you're dealing with an actual case of mental illness! Olatunde is a Licensed Marriage and Family Therapist in Cary, NC. He can be reached at: https://one-eightycounseling.com/olatunde-howard/ Recommended resources: Cognitive Behavior Therapy: Basics and Beyond - https://www.amazon.com/Cognitive-Behavior-Therapy-Third-Basics/dp/1462544193/ PDF worksheets: * Criteria for Discerning Mental Illnesses - https://www.dropbox.com/scl/fi/xbz3zlokh3rekae5jaqtx/CRITERIA-FOR-DISCERNING-POSSIBLE-MENTAL-DISORDERS.pdf?rlkey=zjvk3fon1cs7nllukss0t1dhy&dl=0 * The ABCs of CBT - https://www.dropbox.com/scl/fi/eipzf7l53jfxhvbhzn5g9/THE-ABC-S-OF-CBT.pdf?rlkey=65muk6fdv11mx42d7oecq3pip&dl=0 * The 3 C's of CBT - https://www.dropbox.com/scl/fi/hgzrf71ltyg2mn7lemubx/THE-3-C-S-OF-CBT.pdf?rlkey=q877tq0b81g3ml0446popwx8m&dl=0 * Identifying ANTs - https://www.dropbox.com/scl/fi/lipw497v0jn425q7aykfw/AUTOMATIC-NEGATIVE-THOUGHTS-ANTs.pdf?rlkey=kn25jcy9ovcfrqs5o8g8j3vyo&dl=0 * Adjusting Negative Core Beliefs - https://www.dropbox.com/scl/fi/n6kxxv0s8epwy9cy4nyrl/Adjusting-Negative-Core-beliefs.pdf?rlkey=s7i0jkyx8rk4ti0l8b2420byn&dl=0 Other videos mentioned: Why can't worship songs be angry? (w/ Dr. J.Richard Middleton) - https://youtu.be/aDCujnA1mNI The Book of Job (w/ Dr. Ellie Paley) - https://youtu.be/ilB9n2fy6ZY Perelandra and "Righteous Hatred" - https://youtu.be/FxTOFpU1FxM ***Disciple Dojo shirts and other gifts are available over in our online store! - https://www.zazzle.com/discipledojo ***Become a monthly Dojo Donor and help keep us going! - https://www.discipledojo.org/donate ***Dojo Donor Patches: If you are a monthly donor and would like an iron-on DiscipleDojo patch, supplies are limited so message JM directly via the contact page at https://www.discipledojo.org/contact ***If you are an unmarried Christian looking for community, check out our Facebook group “The Grownup's Table” over at www.facebook.com/groups/grownupstable ------ Go deeper at www.discipledojo.org

In "X is for eXalted One," TJ tries to prove himself but ends up getting hurt. Along the way, he and Tory discover that Jesus is the true Exalted One—not because He showed off His strength, but because He humbled Himself on the cross. Follow along as TJ and Tory learn about the God's unchanging character week after week with the ABCs of Theology! Season 5 and 6 follow this best-selling card set, and we just know your kids are going to love them. Shop all discipleship tools for kids ages 2 to 12 at tinytheologians.shop, and join our email list to be among the first to know about sales, new releases, and get all the podcast updates right in your inbox! Resources:  The ABCs of Theology Follow Us: Instagram | Website | Newsletter Editing and support by The Good Podcast Co. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The sales landscape has moved from "buyer beware" to "seller beware." In this must-watch episode of the Business of Advice with Cody Foster podcast, bestselling author and human behavior professional Daniel Pink examines the new ABCs of selling — attunement, buoyancy and clarity. He explains how these qualities are changing the game for financial advisors and business leaders everywhere. If you want to grow as a leader and build deeper, more meaningful relationships with your clients, this episode is the place to start.   In this episode, you'll learn how to: • Motivate Your Team: True team motivation relies on autonomy, mastery and purpose instead of traditional carrots and sticks. • Reject Rejection: Bounce back from client rejections using interrogative self-talk. • Drive Action: Leverage "fresh starts" and strategic endings to build momentum and inspire action.   Dig into the Science of Motivation Ready to upgrade your work and life? Check out Daniel Pink's YouTube channel for quick, science-backed tips on everything from timing your coffee break to motivating your team.   Connect with Daniel: DanPink.com – Get insights on creativity, motivation and the human condition — all built to challenge your thinking and upgrade your life.

The alphabet you're reading right now is a 3,800-year-old archaeological artifact, preserving ancient decisions in plain sight—from the upside-down ox head that became the letter A to the demotion of zeta from sixth position to last place Z by Roman scribes annoyed with Greek letter order. What began around 1800 BC as Phoenician pictograms using the acrophonic principle (a dog picture representing the sound /d/) evolved through Greek vowel additions and Roman reshaping into the 26-letter system we use today, complete with fossils like the silent K in "know" and the orphaned Q that seemingly violates the whole phonemic principle by always needing U. English spelling isn't graphic anarchy—it's a battlefield where too many competing rules from Viking invasions, Norman conquest, Renaissance classicism, and the Great Vowel Shift all clash simultaneously, making "organize vs organise" and "zee vs zed" disputes echoes of ancient transmission routes across the globe. Today's guest is Danny Bate, author of Why Q Needs U: A History of Our Letters and How We Use Them. We discuss how the alphabet's simplicity—expressing phonemes rather than symbolic meanings like Egyptian hieroglyphs' 700 characters—allowed it to outlast more complex writing systems, why the rounded lips of /w/ gradually changed "was" from rhyming with "glass" in Shakespeare's time to "woz" today, and how English doesn't allow /ks/ at the start of syllables, forcing "xylophone" to sound like /z/. Bate also reveals advanced Scrabble wisdom: words like QI, QADI, and FAQIR let you deploy that high-point Q without U, exploiting the Arabic and Chinese loanwords that snuck into English spelling's surplus of competing regularities.See omnystudio.com/listener for privacy information.

Professor Wade "Bald" Barnes quizzes students Mark and Bob on their knowledge of the alphabet. Learn more about your ad choices. Visit podcastchoices.com/adchoices